TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, Cathy McLay Chief Executive Officer

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1 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, 2015 Cathy McLay Chief Executive Officer 2

2 CEO REPORT Six Priorities for TransLink from Core Services Review: 1. Ensure safety and security 2. Modernize BC Rapid Transit Company 3. Increase ridership 4. Improve the brand 5. Improve customer service and experience 6. Build a performance measurement culture

3 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, 2015 Christine Dacre VP, Financial Services 4

4 Financial & Performance Indicators Update Consolidated Revenue and Expenses Six months ending June 30 ($ thousands) Change Revenue 736, ,961 8,294 Expenses 699, ,819 (1,981) Surplus 36,417 26,142 10,275

5 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, 2015 Fred Cummings VP, Infrastructure Management and Engineering 6

6 Advancing Planning for 3 Major Projects Pattullo Bridge Replacement Surrey Rapid Transit Mayors Council Vision (June 2014) Broadway SkyTrain Extension

7 Major Projects Funding Sources Provincial Funding 1/3 funding committed (subject to provincial fiscal plan & supported by business case) Federal Funding 1/3 funding anticipated 3 potential sources: P3 Canada Fund (Round 7 application submitted) New Building Canada Fund Public Transit Fund Regional/Local Funding 1/3 funding needed

8 Senior Gov t Funding Requirements Project Business Cases Project definition and +/-15% cost estimate Project justification and benefits Procurement options analysis Demonstrated support P3 Canada Fund Round 7 Deadline March 2016

9 Work underway to meet requirements Collaboration with local municipalities Technical studies and design Project benefit and cost estimation (+/-15%) Demand forecasting and benefit quantification Developing environmental assessment and stakeholder engagement approach Financial and procurement options analysis

10 Pattullo Bridge Rehabilitation Detailed design for deck rehab is progressing. Deck rehabilitation construction will start in spring 2016 Replacement TransLink is working with all levels of government on funding a new bridge.

11 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, 2015 Haydn Acheson President & General Manager Coast Mountain Bus Company (CMBC) 12

12 Coast Mountain Bus Company (CMBC) Report Special Events 375 buses, 1,653 service hours The Storm Bus bridge Late Night Bus Service First 24-hour service Bike Patrol Update Transit Security Compass Hand Held Unit (HHU) Environmental Award-winning leadership

13 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 15, 2015 Mike Richard Acting President & General Manager BC Rapid Transit Company (BCRTC) 14

14 BC Rapid Transit Company (BCRTC) Report August 29 Windstorm Compass Vending Machine activation Additional staffing during peak service hours Independent review recommendation Expo Line Power Rail Upgrade substantial completion Expo Line Running Rail Replacement Evergreen testing & commissioning support 15

15 16 TRANSLINK OPEN BOARD MEETING FRIDAY, SEPTEMBER 25, 2015

16 To: From: Board of Directors Tim Savoie, Vice President, Transportation Planning and Policy Date: September 25, 2015 Subject: New Westminster River Market Shuttle Independent Transit Services Application PROPOSED RESOLUTION: That the TransLink Board of Directors: Approve the New Westminster River Market Shuttle as an independent transit service for the period October 1, 2015 to March 31, 2016 under Section 5 of the SCBCTA Act and under the terms and conditions outlined in the report dated September 25, 2015, entitled New Westminster River Market Shuttle - Independent Transit Services Application. PURPOSE The purpose of this report is to summarize management s review of the New Westminster River Market Shuttle. Management recommends that approval to operate as a pilot for the period October 1, 2015 to March 31, 2016 be granted, with conditions (listed in this report), on the basis that the transit service is not expected to negatively impact the financial viability or effectiveness of the regional transportation system. Section 5(1) of the S SCBCTA Act) states that no person or municipality may establish, operate or approve the establishment or operation of an independent transit service (ITS) without the approval of TransLink. TransLink may also establish terms and conditions as it views necessary. TransLink s Independent Transit Service Policy, approved by the Board in December 2012 (attached as Appendix A), provides direction on the process, including a definition of ITS, evaluation criteria, and terms and conditions required for approval. BACKGROUND The River Market has submitted an ITS application to operate a shuttle service between Uptown and Downtown (The River Market) New Westminster from October 1, 2015 to March 31, 2016 as a pilot project. If the pilot project is successful, the River Market plans to continue and expand operation from four to seven days a week, and maintain service frequency and hours of operation. The TransLink Board of Directors approved a similar service proposed by the New Westminster Community Development Society in The service has since been terminated.

17 New Westminster River Market Shuttle Independent Transit Services Application September 25, 2015 Page 2 of 4 The proposed one-way service will start and end at Quayside Drive outside of the Donald s Market at the River Market. The service will operate in a one-way counter-clockwise loop using 6 th Street, 6 th Avenue, 12 th Street, and Quayside Drive. The service will make six other stops along its route. The service will have a frequency of approximately minutes, depending on traffic, and will only operate from 11 am to 4 pm Thursday to Sunday during the pilot period. The service will be funded by the River Market and operated by Universal Coachlines Ltd. The service is intended for travel between Uptown New Westminster and the River Market and will be provided free for passengers. Detailed service characteristics, including route map, stop locations, and frequency, are provided in Appendix B. DISCUSSION Defining Independent Transit Services The ITS policy includes definitional criteria used to determine whether a service should be considered an ITS. The New Westminster River Market Shuttle is considered an independent transit service per the criteria in Section 2 of TransLink s ITS policy. Service Evaluation Under the SCBCTA Act, an identified ITS must be approved by TransLink in order to operate, including any terms and conditions applied. The service evaluation considers the potential impact of the ITS on the financial viability (e.g. increased costs, decreased revenues) and effectiveness (e.g. impact on long-term goals and objectives) of the regional transportation system. The evaluation of the proposed service is summarized in the table below. A more detailed overview of the evaluation undertaken is provided in Appendix C.

18 New Westminster River Market Shuttle Independent Transit Services Application September 25, 2015 Page 3 of 4 Evaluation: New Westminster River Market Shuttle Evaluation Criteria Impact Comments Impact on financial viability of regional transportation system Negligible impact The proposed ITS will provide a limited number of trips and is targeted at a small and specialized travel market. TransLink services in the area are likely to remain more suitable for customers making different kinds of trips. It is expected that the proposed ITS will have a minimal impact on the financial viability of the regional transportation system. Impact on effectiveness of regional transportation system Negligible impact The service provides an alternative to single occupant vehicle use for a small number of trips and will be recognized as a different service than TransLink bus service. Agreement to terms and conditions will help mitigate any impact on TransLink s operations in the area. Terms and conditions The SCBCTA Act allows TransLink to apply terms and conditions to an ITS. Should the Board approve the New Westminster River Market Shuttle to operate, the following standard conditions from TransLink s Independent Transit Service Policy are recommended: TransLink reserves the right to review and/or re-evaluate approved services at any point in the future, and revoke approval if deemed appropriate. No financial support will be provided by TransLink or any of its subsidiaries. Approval to operate as an Independent Transit Services does not constitute approval with respect to any other federal, provincial and local transportation regulations, including safety. TransLink may request changes in service provision (including, but not limited to, changes in route, frequency, stops, operating times, passenger access and/or revenue structure). Approval will only be granted if TransLink and the ITS provider agree to service terms. Approved ITS must notify TransLink of any substantive, planned changes in service provision (including, but not limited to changes in route, frequency, stops, operating times, passenger access and/or revenue structure) at least 60 days in advance of a planned changed.

19 New Westminster River Market Shuttle Independent Transit Services Application September 25, 2015 Page 4 of 4 Each approved ITS must report annually to TransLink to confirm its service plan and report changes. Use of TransLink-owned or operated infrastructure, including transit exchanges or TransLink bus stops, must be negotiated and approved in advance of use by ITS, Use of TransLink or subsidiaries branding, language, or symbols, must be negotiated and approved in advance of use by ITS. Approved ITS may be recognized or communicated by TransLink to improve the effectiveness of the regional transportation system as appropriate, and at TransLink s discretion. TransLink recommends the following additional conditions be applied: Approval is given for operations between October 1, 2015 and March 31, 2016 and for the proposed service design as outlined in this report. The applicant will be required to reapply to TransLink for the continuation of the service beyond March 31, The service provider report monthly ridership figures to TransLink at the end of the approved operating period. The service operator commits to monitoring and minimizing any impacts on TransLinkoperated bus services in the service area, including ability to access stops or operate safely in traffic. That the service provider must notify TransLink of any permanent, substantive planned changes in service provision (not including operational changes such as constructionrelated detours) at least 60 days in advance of the planned changes, and that TransLink must approve those changes prior to implementation. The exact locations of all passenger pick-up and drop-off points are subject to agreement by the City of New Westminster, as required. Alternatives There are two potential alternatives to the recommended resolution. The Board could choose not to approve the New Westminster River Market Shuttle to operate. The Board could also choose to approve the New Westminster River Market Shuttle to operate without conditions, or with other conditions. CONCLUSION Management recommends that the Board approve, with the conditions specified, the operation of the New Westminster River Market Shuttle as an independent transit service for the period October 1, 2015 to March 31, 2016, on the basis that the transit service is not expected to negatively impact the financial viability or effectiveness of the regional transportation system.

20 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page A-1 of A-4 APPENDIX A Independent Transit Service Policy

21 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page A-2 of A-4

22 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page A-3 of A-4

23 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page A-4 of A-4

24 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page B-1 of B-4 APPENDIX B New Westminster River Market Shuttle Service Characteristics

25 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page B-2 of B-4

26 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page B-3 of B-4

27 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page B-4 of B-4

28 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page C-1 of C-2 APPENDIX C Detailed Service Evaluation Impact on Financial Viability of the Regional Transportation System TransLink provides service between Uptown and Downtown New Westminster via the 106 and 123. The 106 provides frequent all-day service along 6 th Street while the 123 provides frequent all day service along 8 th Street. Both services (106 and 123) terminate at New Westminster SkyTrain Station, putting customers within walking distance (250m) to the River Market. The C8 provides frequent all day service along Quayside Drive. The service connects the residential area along Quayside Drive with Downtown New Westminster and New Westminster SkyTrain Station. The C8 provides service close to the River Market via a route diversion during weekday midday and all day Saturday and Sundays. Due to low stop activity, the diversion to the stop closest to the River Market is under consideration for removal within the transit network changes program for The proposed one-way service will operate Thursday to Sunday during midday period (11am to 4pm). The service will have a frequency of approximately every minutes. The proposed one-way service will duplicate part of the 106, 112, C8 services. The ITS will not use any TransLink stops. All TransLink services that share portions of the route as the ITS are more frequent, have longer hours of operation, and have two way service throughout the day. The ITS also does not directly connect to SkyTrain, limiting opportunities for integration with TransLink services. The ITS provides a highly specialized service which serves passengers who want to access the River Market from Uptown New Westminster with minimal walking. The market for this service should be small and separate from the market currently served by TransLink services. The impact of the ITS on TransLink s revenue should be minor and the ITS is not expected to increase TransLink s costs. The low frequency of the service, limited service schedule, and the lack of two-way service should yield negligible impact overall to the financial viability of the regional transportation system. Impact on Effectiveness of the Regional Transportation System The operator plans to use a small-sized bus for this ITS service, similar to a community shuttle vehicle. The bus for the planned service will be distinct in outward appearance from TransLink

29 New Westminster River Market Shuttle - Independent Transit Services Application - Appendices Page C-2 of C-2 buses, and will not use any designated transit bus stops. As a result, the planned ITS is not anticipated to confuse potential transit customers, or impact the operations of existing TransLink transit services. Even with the small travel market, the service may provide alternative to single occupant vehicle travel for some trips. In general, Management does not expect the proposed service to reduce the safety, reliability and effectiveness of the regional transportation system but rather provides an alternative service that could yield potential minor increases in the number of people using shared-ride transportation between Uptown and Downtown New Westminster.

30 To: From: Board of Directors Tim Savoie, Vice President, Transportation Planning & Policy Date: September 25, 2015 Subject: Transition to Multi-Modal Area Transport Plans (ATPs) PURPOSE This memo outlines a transition from Area Transit Plans to multi-modal Area Transport Plans (ATPs), as well as a governance and approvals approach for multi-modal ATPs that has been endorsed by TransLink Executive and is being provided to the TransLink Board for information. This multi-modal approach, and governance and approvals approach, will be utilized for the Southwest ATP, now underway for Richmond, South Delta, and Tsawwassen First Nation. BACKGROUND Since 1999, TransLink has developed Area Transit Plans in order to identify opportunities to improve the transit network aligned with land use, travel patterns, and local transportation priorities across the region. These plans are a valuable input to TransLink s planning processes including investment plans, the Regional Transportation Strategy, and the Mayors Council Plan and a direct expression of our commitment to Partner. To date, sub-regional Area Transit Plans have been limited to public transit, missing the opportunity to partner across all modes as they relate to regional transport. In 2014, System Planning reviewed the Area Transit Plan program, to determine the necessary steps to transition to multi-modal Area Transport Plans. The transition to a multi-modal Area Transport Plan (ATP) program better supports TransLink s multi-modal mandate, and constitutes good planning practice. Municipal partners have expressed support for both the transition to a multi-modal ATP, and to the governance and approvals approach. DISCUSSION The transition to multi-modal Area Transport Plans (ATPs) involves changes to the planning approach, as well as project governance and approvals. Planning Approach The approach for multi-modal ATPs includes addressing the following key components of the transportation system: 1) transit, 2) cycling, 3) walking, 4) driving, 5) goods movement, and 6) transportation demand management. The Regional Transportation Strategy and Mayors Council Plan support a multi-pronged approach to: Invest strategically to maintain and expand the transportation system; Manage

31 Transition to Multi-Modal Area Transport Plans September 25, 2015 Page 2 of 3 the transportation system to be more efficient and user-focused, and; Partner to make it happen. These levers of Invest, Manage, and Partner will be utilized as the framework upon which ATPs are structured. Further, this includes the identification of priority Strategies and Actions related to Invest, Manage and Partner for each of the key components of the transportation system identified in the above list, in order to make progress towards regional and sub-regional goals. Project Governance and Approvals It is important to have a project governance and approvals process that provides clear roles and responsibilities, which balance regional and local interests and needs. Regionally, TransLink is responsible for planning many aspects of the transportation system, and sub-regional ATPs are an important input to the development of regional plans. Locally, municipal advice and participation are required to ensure that the ATP process is informed by an understanding of local issues and priorities. Engagement with elected officials and senior municipal staff remains an important objective of ATPs, therefore the revised project structure includes a Senior Advisory Committee (SAC) comprised of one elected official (e.g., council member) and one senior municipal staff (e.g., CAO) from each municipality participating in a given ATP. SAC members will be asked to champion the project and provide advice on strategic direction. It is also intended that SAC members would facilitate appropriate communication within their respective jurisdictions to keep other elected officials and municipal departments informed of ATP progress. While past ATP s have engaged elected officials at key milestones, this new approach will formalize their role through the SAC. To accommodate regional and local needs and interests, for the project governance and approvals approach: 1. ATP approval remains within TransLink, with final sign-off for ATPs being provided by the TransLink Executive Committee. 2. ATP endorsement is sought from elected officials via a joint council forum. This approvals approach is consistent with previous ATP s. Upon completion of the Southwest ATP for Richmond, South Delta, and Tsawwassen First Nation, feedback will be sought from elected officials regarding this approach to project governance and approvals, and adjustments will be made to ensure that regional and local needs are being addressed. This feedback will also inform future Area Transport Plans and other planning processes.

32 Transition to Multi-Modal Area Transport Plans September 25, 2015 Page 3 of 3 CONCLUSION The transition to multi-modal ATPs and their associated project governance and approvals approach represents a significant step forward in fulfilling TransLink s multi-modal mandate and meeting our commitment to Partner. TransLink staff is set to move ahead with briefing our partners (e.g. MRTAC, RPAC, RAAC) on this change.

33 To: From: Board of Directors Tim Savoie, Vice President, Transportation Planning & Policy Date: September 25, 2015 Subject: Proposed Near-Term Transit Network Changes and Transit Network Consultation PURPOSE This memo outlines a proposed program of near-term transit network changes to better serve our customers and improve the overall performance of the transit network with existing resources. This memo describes the Transit Network review process and the consultation activities being initiated this fall to gather public input on the proposals. BACKGROUND TransLink and operating entities undertake transit service changes on a quarterly basis, adjusting schedules based on roadway congestion, making seasonal adjustments in service levels, and implementing permanent changes to our transit network. These permanent changes include better matching service with demand, and introducing new services or routing changes identified in our plans. This regular refinement of the transit network is part of TransLink s ongoing transit network management practice. Through these changes TransLink delivers on the priorities and financial targets identified in our plans. TransLink consults regularly with our customers and other members of the public on significant proposed service changes prior to implementing them. The most recent public consultation on service changes occurred in February 2014, with recommended changes implemented thereafter. DISCUSSION TransLink has identified a large number of proposed near-term changes to the bus network to improve services for our customers and increase ridership with existing resources. They will be consulted on publicly this fall and include: Integrating bus services with the Evergreen extension, providing new and more direct connections to SkyTrain in the Northeast Sector Speeding travel on busy routes across the region Extending service to new areas of high customer demand Taking advantage of road and infrastructure changes Making the transit network more efficient

34 Proposed Near-Term Transit Network Changes and Transit Network Consultation September 25, 2015 Page 2 of 3 Over 85 potential bus route changes across the region are proposed as presented in Appendix A. The large number of proposed changes is driven by the need to integrate bus services with the Evergreen extension. Additionally, a number of proposals identified in 2014 are included.many of the proposed changes have been previously identified in adopted TransLink plans. These include priorities established in the Mayors Council s Plan, in sub-regional Area Transit Plans (ATPs) such as the Northeast Sector ATP (2015) and North Shore ATP (2012), and in the Downtown Bus Service Review. In addition to long-established priorities, the proposals also address emerging needs identified through TransLink s ongoing transit network management. These include improvements to over-crowded or poor performing routes identified through the annual Bus Service Performance Review. These proposals identify important improvements to TransLink s transit customers and to the region. TransLink will be seeking public input on these proposals and their benefits, impacts and trade-offs through Transit Network Consultation activities. Transit Network Consultation Public and stakeholder input is an important part of the process of identifying transit network changes. Many of the proposed changes have already been consulted on publicly through the process of developing Area Transit Plans and the Downtown Bus Service Review. TransLink is seeking further public input on these and the remainder of the proposed transit network changes. TransLink planning staff have met and reviewed the proposals with planning and engineering staff from affected municipalities beginning in the fall of 2014 and again during the spring and summer of TransLink will be initiating public outreach and consultation under the banner of Transit Network Consultation. Through this program TransLink will be seeking public input on each of the proposals. Management will be engaging municipal councils on the proposals in late September and October. The public input period will be from October 13 to November 6, TransLink will thereafter report out on the results of the public consultation, and recommendations. Based on those recommendations, TransLink management and its operating entities will work to implement the changes on a quarterly basis, starting in TransLink will be undertaking extensive outreach efforts to inform our customers of potential changes and provide opportunities for public input. TransLink will employ a mix of online and traditional tools to reach our transit customers and interested members of the public.

35 Proposed Near-Term Transit Network Changes and Transit Network Consultation September 25, 2015 Page 3 of 3 These proposals involve changes to existing transit services, to deliver the improvements identified above. Those changes will have benefits and impacts for customers. The Transit Network Consultation activities will allow the public the opportunity to provide their input into key trade-offs, and suggest ways in which the proposals can be improved. CONCLUSION The proposed near-term transit network changes provide an important means to improving the transit system with existing resources. The Transit Network Consultation will gather valuable customer and public input about those proposals, and inform further refinements and implementation. Management has briefed our staff partners (e.g. Major Roads and Transportation Advisory Committee, Regional Planning Advisory Committee, Regional Administrators Advisory Committee) on this program, and propose to initiate consultation with municipal councils and the public later this fall.

36 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Regional proposals: Millennium Line Evergreen extension 6 new SkyTrain stations connecting the Northeast Sector. Horseshoe Bay Ferry Terminal Express (257) Improving speed and reliability. Tsawwassen Ferry Terminal Express (620) Improving speed and reliability. Page 1 / 41

37 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Millennium Line Evergreen Extension 6 new stations providing frequent, fast connections for the North East Sector Page 2 / 41

38 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Horseshoe Bay Ferry Terminal Express (257) Improving speed and reliability Page 3 / 41

39 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Tsawwassen Ferry Terminal Express (620) Improving speed and reliability Page 4 / 41

40 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Burnaby and New Westminster proposals: 49 th Champlain Heights (49 / 26) Improving speed and maintaining access. Hastings B-Line (135) Creating a B-Line on one of the network s busiest corridors. Metrotown Edmonds New Westminster (106) Improving reliability. Metrotown Station (49 / 116 / 129 / 130 / 144 / 430) Aligning services with the upgraded station. New Westminster community shuttles (C3 / C4 / C8 / C9) Increasing reliability, reducing overcrowding, and improving connectivity. Simon Fraser University Burnaby Mountain (135 / 143 / 144 / 145 / N35) Improving speed and simplifying routes. Walnut Grove Lougheed (501 / 509) Increased travel options on Hwy 1. (See South of Fraser proposals.) Page 5 / 41

41 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A 49th Ave Champlain Heights (26 / 49) Improving speed and maintaining local access Page 6 / 41

42 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Hastings B-Line (135) Creating a B-Line on one of the network s busiest corridors Page 7 / 41

43 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Metrotown Edmonds New Westminster (106) Improving reliability Page 8 / 41

44 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Metrotown Station (49 / 116 / 129 / 130 / 144 / 430) Aligning services with the upgraded station Page 9 / 41

45 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A New Westminster community shuttles (C3 / C4 / C8 / C9) Increasing reliability, reducing overcrowding, and improving connectivity. Page 10 / 41

46 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A SFU Burnaby Mountain (135 / 143 / 144 / 145 / N35) Improving speed and simplifying routes Page 11 / 41

47 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Northeast Sector, Maple Ridge and Pitt Meadows proposals: Central Tri-Cities (97 B-Line / 160 / 190 / C24) Maintaining frequent, local connections to rapid transit. Millenium Line Evergreen Extension 6 new SkyTrain stations connecting the Northeast Sector. (See Regional proposals.) Northeast Coquitlam Port Coquitlam (188 / C37 / C38) Providing new coverage and increased frequencies to meet demand. Port Coquitlam Southwest Coquitlam (159 / 169 / C40) Improving speed and simplifying service patterns. Port Moody North Coquitlam (178 / C26 / C27 / C28 / C29 / C30) Simplifying routes for more direct, faster connections to SkyTrain. Southwest Coquitlam (143 / 151 / 153 / 157) Improving capacity and introducing direct connections to SkyTrain. West Coast Express (TrainBus / 701 ) Improving efficiency and increasing travel options for customers. Page 12 / 41

48 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Central Tri-Cities (97 B-Line / 160 / 190 / C24) Maintaining frequent, local connections to rapid transit. Page 13 / 41

49 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Central Tri-Cities (97 B-Line / 160 / 190 / C24) Maintaining frequent, local connections to rapid transit. Page 14 / 41

50 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Northeast Coquitlam Port Coquitlam (188 / C37 / C38) Providing new coverage and increased frequencies to meet demand. Page 15 / 41

51 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Port Coquitlam Southwest Coquitlam (159 / 169 / C40) Improving speed and simplifying service patterns. Page 16 / 41

52 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Port Moody North Coquitlam (178/C26/C27/C28/C29/C30) Simplifying routes for more direct, faster connections to SkyTrain Page 17 / 41

53 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Southwest Coquitlam (143 / 151 / 153 / 157) Improving capacity and introducing direct connections to SkyTrain. Page 18 / 41

54 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A West Coast Express (TrainBus / 701) Improving efficiency and increasing travel options for customers. Page 19 / 41

55 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A North Shore proposals: British Properties Chartwell (254 / 256) Improving convenience and flexibility by introducing two-way service. Horseshoe Bay Ferry Terminal Express (257) Improving speed and reliability. (See Regional proposals.) Upper Lonsdale Lynn Valley (242 / N24) Aligning service patterns and improving connectivity. West Vancouver Downtown UBC (44 / 250 / 258) Improving speed and efficiency. Page 20 / 41

56 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A British Properties Chartwell (254 / 256) Improving convenience and flexibility by introducing two-way service Page 21 / 41

57 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Upper Lonsdale Lynn Valley (242 / N24) Aligning service patterns and improving connectivity Page 22 / 41

58 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A West Vancouver Downtown UBC (44 / 250A / 258) Improving speed and efficiency Page 23 / 41

59 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Richmond and South Delta proposals: 41st Ave UBC (41 / 43 / 480) Moving towards a B-Line to meet ridership growth. (See Vancouver and UBC proposals.) Tsawwassen Ferry Terminal Express (620) Improving speed and reliability. (See Regional proposals.) Tsawwassen Malls (601 / 609) Connecting to new Tsawwassen shopping malls. Page 24 / 41

60 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Tsawwassen Malls (601 / 609) Connecting to new Tsawwassen shopping malls Page 25 / 41

61 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A South of Fraser proposals: 208th Street Willoughby (501 / 595) Introducing service to 208th Street. Brookswood Langley Centre (502 / 531 / 590 / C63) Removing duplication and improving efficiency. Cloverdale Panorama Village (320 / 341) Introducing service along Hwy 10. King George Blvd (394) Moving towards a B-Line to White Rock. Walnut Grove Lougheed (501 / 509) Increasing travel options on Highway 1. South Surrey White Rock (351 / 352 / 354 / C50 / C51 / C52 / C53) Matching service to demand and increasing efficiency. Page 26 / 41

62 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A 208th Street Willoughby (501 / 595) Introducing service along 208th Street Page 27 / 41

63 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Brookswood Langley Centre (502 / 531 / 590 / C63) Removing duplication and improving efficiency Page 28 / 41

64 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Cloverdale Panorama Village (320 / 341) Introducing service along Hwy 10 Page 29 / 41

65 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A King George Blvd (394) Moving towards a B-Line to White Rock Page 30 / 41

66 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Walnut Grove Lougheed (501 / 509) Increasing travel options on Highway 1 Page 31 / 41

67 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A South Surrey / White Rock (351/352/354/C50/C51/C52/C53) Matching service to demand and increasing efficiency Page 32 / 41

68 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A South Surrey / White Rock (351/352/354/C50/C51/C52/C53) Matching service to demand and increasing efficiency Page 33 / 41

69 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Vancouver and UBC proposals: 41st Ave UBC (41 / 43 / 480 ) Moving towards a B-Line to meet ridership growth. 49 th Ave Champlain Heights (26 / 49) Improving speed and maintaining access. (See Burnaby proposals) Hastings B-Line (135) Creating a B-Line on one of the network s busiest. (See Burnaby proposals.) Marine Drive NightBus (N8 / N20) Improving connections to Marine Gateway. NightBus (N6 / N16 / N22) Discontinuing low ridership service. Northeast Vancouver trolleys (4 / 7 / 16) Improving regional connectivity and efficiency. UBC Spanish Banks (C18 / C19 / C20) Responding to customer feedback and improving efficiency. West End Downtown (5 / 6 / C21 / C23) Better connections across Downtown. West Vancouver Downtown UBC (44 / 250A / 258) Improving speed and efficiency. (See North Shore proposals.) Page 34 / 41

70 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A 41st Ave UBC (41 / 43 / 480) Moving towards a B-Line to meet ridership growth Page 35 / 41

71 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Marine Drive NightBus (N8 / N20) Improving connections to Marine Gateway Page 36 / 41

72 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A NightBus (N6 / N16 / N22) Discontinuing low ridership service Page 37 / 41

73 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A Northeast Vancouver Trolleys (4 / 7 / 16) Improving regional connectivity and efficiency Page 38 / 41

74 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A UBC Spanish Banks (C18 / C19 / C20) Responding to customer feedback and improving efficiency Page 39 / 41

75 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A West End - Downtown Services (5 / 6 / C21 / C23) Better connections across Downtown Page 40 / 41

76 Proposed Near-Term Transit Network Changes and Transit Network Consultation - Appendix A West End - Downtown Services (5 / 6 / C21 / C23) Better connections across Downtown Page 41 / 41

77 To: From: Board of Directors Tim Savoie, Vice President, Transportation Planning and Policy Date: September 25, 2015 Subject: Advancing the Transit Fare Policy Review PURPOSE Management has developed a planning process to update TransLink s Transit Fare Policy. This report outlines the key components of the project process, including a work plan, timeline, and project structure, in order to deliver a comprehensive review. BACKGROUND TransLink s 3-zone fare structure, originally adopted in 1984, has remained unchanged for over 30 years. In this time our customers have changed, as have their travel patterns and choices. In addition, TransLink s services have also changed and will continue to evolve with the introduction of Compass. To deliver on the objectives of the Compass Card and Faregates program it is critical that a new fare policy be developed to improve the customer experience and increase the efficiency of the transportation system. To facilitate a smooth launch of the Compass card, TransLink has introduced a temporary 1-zone fare for all bus services. The development of this new fare policy is scheduled to be ready for implementation following the introductory period for the Compass card. The need to more effectively price the transportation system is identified in the both the Regional Transportation Strategy (2013) and the Mayors Plan (2014). TransLink has articulated its intention to review the existing fare policy and has identified high level objectives in our Strategic Plans for several years. The Regional Transportation Strategy adopted by the TransLink Board in July 2013, states in Strategy 2.4 that TransLink will: As a priority, consistently apply mobility pricing to the transit system and to the road system to allow for more fine-grained variation in prices based on time, distance travelled or location. Further, The Mayors Council Vision, endorsed by the Board in December 2014, also commits to pricing the transportation system more effectively. This includes more refined time and distancebased pricing for the transit fare system.

78 Advancing the Transit Fare Policy Review September 25, 2015 Page 2 of 5 DISCUSSION Project Work Plan and Timeline The Transit Fare Policy Review is estimated to take approximately 18 months to complete and will include the necessary technical and engagement work to develop a comprehensively updated fare policy for consideration by the Board and Mayors Council. The Review will investigate the feasibility of alternative fare structures (e.g. zones, distance-based), fare products (e.g. loyalty passes, concessions), and fare prices. An overview of the project timeline is included in Attachment 1 and identifies the three key stages as: 1. Discover (Q4 2015) qualitative and quantitative research to gather insights on transit pricing and travel behaviour. 2. Define (Q1 2016) analysis of data from the Discover stage to help define the problem statement and project objectives. 3. Develop (2016 and Q1 2017) development of options for alternative fare structures, fare products, and price levels and evaluation against policy objectives, customer needs, and implementation objectives. A final Transit Fare Policy will be produced for consideration of adoption by the Board and Mayors Council. The availability of Compass data is an important input into the development and evaluation of alternative fare structures. The scale of data will increase when Compass is made available through Compass Vending Machines in October and when the faregates are closed at SkyTrain stations in It is anticipated that 12 months of data will allow staff to develop a strong picture of trip patterns and overall travel behaviour. The timeline is planned to ensure the preferred transit fare policy is evaluated when this complete data set is available in early Project Oversight and Responsibilities The Transit Fare Policy Review will be led by the Policy Group within the Transportation Planning and Policy Department. The Policy Group will work closely with appropriate internal departments to ensure broad input. The review will be overseen by a Corporate Steering Committee which will include the Vice Presidents from Planning, Finance, and Communications and Customer Engagement. This Committee will receive the key deliverables and engage with colleagues from across the Enterprise, including the subsidiary companies. The Mayors Council on Regional Transportation plays an important role in the approval of fares under the SCBCTA Act. Management will work with the Executive Director of the Mayors Council to ensure the Council is appropriately engaged at key stages of the review.

79 Advancing the Transit Fare Policy Review September 25, 2015 Page 3 of 5 A number of internal and external committees will be created to support the delivery of the project and ensure broad input is received by the core project team. The three proposed external committees include a focus on municipalities, regional stakeholders, and potentially a citizens panel respectively. The early research (Discover) phase will also ensure that qualitative and quantitative techniques are used to gather customer insights and objectives. The exact makeup and mandate for these committees will be determined at the start of the project, with sign-off from the Corporate Steering Committee. Public Engagement The Fare Policy Review is a tremendous opportunity for TransLink to engage with our customers and receive feedback. The review proposes four stages of public engagement for TransLink to listen to and involve our customers. This will ensure their insights are incorporated into the design and implementation plan for a new fare policy and structure. The exact timing and nature of this engagement will be determined by the project team and the Corporate Steering Committee. This will include consideration of parallel corporate initiatives, such as Compass rollout, in order to ensure discussions about a new fare structure do not confuse messages about existing fare approaches. ALTERNATIVES CONSIDERED Management considered an alternative timeline of delaying the Review until after the Compass card is more generally present on the transit system and the faregates are closed. Although this approach would allow for the collection of more data, it would also significantly delay the timeline for implementing a new fare policy, and a logical and timely transition from the temporary 1-zone on buses. Furthermore, Management is confident that sufficient technical and engagement work can be undertaken in advance of substantial Compass data being received and the review builds in time for proposed solutions to be analysed with Compass data available. RISKS RISKS Preferred policy approach may not be compatible with existing technology and contractual agreements. Contentious public policy issue that will impact how and what people pay. MITIGATION Involve staff from Revenue, BTS and the Compass team early and often in the process. Engage public in a dialogue throughout the process and involve key partners and stakeholders. Develop and implement a communications plan.

80 Advancing the Transit Fare Policy Review September 25, 2015 Page 4 of 5 CONCLUSION The Transit Fare Policy Review is a major initiative that will allow TransLink to actively listen and receive feedback from its customers on a topic they care deeply about and deliver on the full potential of Compass. The agency has the opportunity to consider evolving the existing structure and related products with a policy that provides clear value to both the customer, improves the efficiency of the system and gets better transportation outcomes for the region. The review has been scoped in a manner to ensure that solutions developed will respond to customer needs and will undergo a thorough evaluation process. The review will be an open and transparent planning process that engages with key stakeholders and customers and reports to the TransLink Board and other government decision makers at key milestones. At this stage no solutions are predetermined and this is an opportunity for TransLink to explore and define solutions with maximum customer input.

81 Attachment 1 Transit Fare Policy Review Timeline

82 3.6 Audit Committee Chair Briefing Verbal report from John Dawson, Committee Chair

83 To: From: Board of Directors Cathy McLay, Acting CEO, Chief Financial Officer and Executive Vice President, Finance & Corporate Services Christine Dacre, Vice President, Financial Services Date: September 16, 2015 Subject: Banking Resolutions Update PROPOSED RESOLUTION: That the Board approve the following seven updated banking resolutions: a) Bank of Montreal (BMO) as set out in Attachment 1; b) Canadian Imperial Bank of Commerce (CIBC) as set out in Attachment 2; c) HSBC Bank of Canada (HSBC) as set out in Attachment 3; d) National Bank of Canada (National Bank) as set out in Attachment 4; e) Bank of Nova Scotia (Scotiabank) as set out in Attachment 5; f) Royal Bank of Canada (RBC) as set out in Attachment 6; and g) The Toronto-Dominion Bank (TD) as set out in Attachment 7. PURPOSE The purpose of this report is to update the current banking resolutions necessitated by changes in organizational structure and other staffing changes since the last approved banking resolutions with TransLink s seven financial institutions. BACKGROUND TransLink has multiple banking relations with Bank of Montreal (BMO), Canadian Imperial Bank of Commerce (CIBC), HSBC Bank of Canada (HSBC), National Bank of Canada (National Bank), Bank of Nova Scotia (Scotiabank), Royal Bank of Canada (RBC) and The Toronto-Dominion Bank (TD) to assist in diversification of surplus funds as outlined in TransLink s Investment Policy. TransLink has a separate banking resolution for each financial institution as each of TransLink s bankers has different legal and compliance requirements. TransLink s primary general banking relationship is with Scotiabank. TransLink also has a secondary banking relationship with TD for cheque deposits due to the close proximity to TransLink s head office. TD also handles the cash flows (drawdowns and repayments) on the Commercial Paper program.

84 Banking Resolutions Update September 16, 2015 Page 2 of 2 The banking resolutions authorize signatories for the following two circumstances: Entering into banking agreements; and Day-to-day banking transactions, signing cheques/instruments and providing approvals. DISCUSSION A number of organizational structure and staffing changes have resulted in only one executive remaining as a signing officer to undertake all banking matters on behalf of TransLink. It is therefore proposed that TransLink add the General Counsel & Corporate Secretary (Gigi Chen-Kuo) as authorized signatory to sign both banking agreements and banking transactions; and add as authorized signatory the Vice President, Infrastructure Management & Engineering (Fred Cummings) and Vice President, Financial Services (Christine Dacre) to sign banking transactions. This will ensure that there will continue to be two separate signatures required to authorize banking agreements, and ensure that there are multiple signing officers available for authorizing banking transactions. All of the institutions require specific banking resolutions which delegate the authority to establish and maintain various banking accounts and also assign the necessary signing authorities to both sign the necessary banking forms and agreements and also authorize the individual to undertake various transactions. The attached updated resolutions will reflect these staffing changes to the signing officers and also update some older resolutions to conform to wording around delegation of electronic banking adopted in some of the more recently approved banking resolutions. CONCLUSION It is recommended that the Board of Directors approve the attached banking resolutions as presented.

85 Attachment 1 (BMO): SOUTH COAST BRITISH COLUMBIA TRANSPORTATION AUTHORITY BANKING RESOLUTION That the South Coast British Columbia Transportation Authority ( TransLink ) Board of Directors: A. Appoints the Bank of Montreal (BMO) to provide banking services for the South Coast British Columbia Transportation Authority (SCBCTA); B. Authorizes any two of the Chief Executive Officer and, Chief Financial Officer & Executive Vice President, Finance & Corporate Services and General Counsel & Corporate Secretary to finalize and jointly sign documentation required to open or close account(s) with BMO including, without limitation, the Cash Management Services Selection Agreement and any other banking agreements or service requests; C. Authorizes the following to act as signing officers: (1) Any two of the Chief Executive Officer and, the Chief Financial Officer & Executive Vice President, Finance & Corporate Services and the General Counsel & Corporate Secretary, acting together; or (2) Either Any one of the positions set out in subsection (1) together with any Executive Vice President (other than the Chief Financial Officer & Executive Vice President, Finance & Corporate Services) or the Chief Operating Officer Vice President, Infrastructure Management & Engineering or Vice President, Financial Services; which signing officers may give instructions, verifications and approvals to BMO, including instructions with regards to changes of address and duplicate statements, and to sign cheques or other instruments drawn on the account. The signing officers may also give BMO instructions to issue written, telephone, electronic or verbal transfer or payment of funds of the SCBCTA on deposit with BMO by manual, wire, electronic or other means; and D. Authorizes the General Counsel & Corporate Secretary, or any one of the signing officers referenced under section (C), to certify the above Board resolutions.

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