Commission du
transport en commun
26 January 2012 / le 26 janvier 2012
Submitted by/Soumis par : Nancy
Schepers, Deputy City Manager/Directrice municipale adjointe, Infrastructure
Services and Community Sustainability/Services d 'infrastructure et Viabilité
des collectivités
Contact
Person/Personne ressource : Vincent Patterson, Manager, Marketing and Strategic
Development
Transit Services/Service de
transports en commun
(613) 842-3636 x 3672, vincent.patterson@ottawa.ca
SUBJECT:
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CHOOSING TRANSIT FOR EVERDAY LIFE: OC TRANSPO 2012 BUSINESS PLAN |
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OBJET :
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OPTER
POUR LE TRANSPORT EN COMMUN AU QUOTIDIEN :
PLAN D’AFFAIRES 2012 D’OC TRANSPO |
1.
That Transit Commission table this report for
consideration at the Transit Commission meeting of February 29, 2012.
2.
That, at the meeting of February 29, 2012, the
Transit Commission recommend that City Council approve the OC Transpo 2012
Business Plan as follows:
a.
The Marketing Plan, as outlined in Section 2.1;
b.
The Service Plan, as outlined in Section 2.2;
c.
The Fleet Plan, as outlined in Section 2.3;
d.
The Facilities Plan, as outlined in Section 2.4;
e.
The Technology Plan, as outlined in Section 2.5;
f.
The Accessibility Plan, as outlined in Section
2.6;
g.
The People Plan, as outlined in Section 2.7.
1.
Que la Commission du transport en commun dépose le présent rapport aux
fins d’examen lors de sa réunion prévue le 29 février 2012.
2.
Que la Commission du transport en commun, lors de sa réunion du
29 février 2012, recommande au Conseil municipal d’approuver le Plan
d’affaires 2012 d’OC Transpo, tel que :
a.
Le Plan de commercialisation, tel que décrit à la section 2.1;
b.
Le Plan de service, tel que décrit à la section 2.2;
c.
Le Plan du parc de véhicules, tel que décrit à la section 2.3;
d.
Le Plan d’installations, tel que décrit à la section 2.4;
e.
Le Plan de technologie, tel que décrit à la section 2.5;
f.
Le Plan d’accessibilité, tel que décrit à la section 2.6;
g.
Le Plan des ressources humaines, tel que décrit à la section 2.7.
As
OC Transpo completed its Strategic Branch Review in 2008, it identified the
need for a long-range vision for operational and financial planning. As a result, the 10-Year Tactical Plan was
developed to establish a sustainable delivery model for OC Transpo.
As
recommend by staff and approved by Council, OC Transpo provided an annual
update to the Tactical Plan in February 2011 (ACS2011-ICS-TRA-007), which was
re-named the “Business Plan.” This 2011 Business Plan moved forward within the
same framework and incorporated multi-year initiatives, fleet plans and changes
to key resources required to meet service strategies and standards directed by the
Transit Commission.
In
response to Budget 2011, OC Transpo’s 2011 Business Plan focused on the need to
overhaul an unsustainable service delivery model that had evolved over time. It
described a strategy to achieve operating cost efficiencies, provide more
effective service and increase productivity in response to Ottawa’s growing
population and service delivery area (Network Optimization). In addition, it dealt with the future
implementation of light rail and the need to manage the impacts of rising
transit costs on the City’s property tax base.
The
2011 Business Plan also set the course for a significant O-Train service
expansion and the acquisition of double-decker buses in accordance with
Council’s approved priorities for its current term, and it guided ongoing
market revitalization, public relations and employee engagement initiatives in
response to the Americal Public Transportation Associaton (APTA) Peer Review
Report.
The
2012 Business Plan builds on the direction and initiatives established by both the
Tactical Plan and the 2011 Business Plan.
It highlights customer service and operational efficiencies as
priorities for the year ahead and beyond, and indicates how each of the
sub-plans and strategic initiatives set out within the Business Plan will help
achieve them. It also reports on key business
metrics in the current context and long-term forecasts. The Marketing Plan, which was, in the past,
developed seperately, has been incorporated into this year's Business Plan.
The 2012 Business Plan maps out the direction Council and Transit Commission should consider over the next few years to continue with the sustainability model developed in previous business plans. Overall, this document, and subsequent versions, are developed to identify concrete ways OC Transpo can achieve a more effective, efficient and environmentally friendly public transit model, with a focus on providing a reliable service for OC Transpo customers.
This
Business Plan complements two key investments approved in Budget 2012. The first is the City’s Ottawa On the Move initiative, an unprecedented
investment in road rehabilitation and resurfacing, new cycling infrastructure, and improved
sidewalks aimed at improving our transportation network while at the same time
preparing for construction of phase 1 of the light-rail project. The second is an increase in OC Transpo’s operating
resources to respond to higher-than-anticipated ridership and reduce
overcrowding on buses.
The 2012 Business Plan builds upon a foundation of
customer service excellence to ensure that those customers are Choosing
Transit for Everyday Life.
Customers are the most important element of public transit, and
throughout the Business Plan each area of discussion - technology, marketing,
accessibility, etc. - is directly related to improving the custome experience.
Operationally,
the 2012 Business Plan addresses different approaches to improving service,
building ridership, renewing and expanding fleets and facilities, improving
productivity and achieving revenue-cost ratio targets.
Every
initiative discussed in the 2012 Business Plan supports four fundamental goals:
safety, reliability, financial sustainability and customer satisfaction. OC
Transpo tracks its pursuit of these goals through its Annual and Quarterly
Performance Reports using 11 key performance measures: ridership, customer
satisfaction, security, safety, service availability, reliability, reach,
occupancy, revenue-cost ratio, greenhouse gas emissions and accessibility.
The
2012 Business Plan also highlights a
number of strategic initiatives to help achieve our customer service and
operational efficiency goals, including: the implementation of the PRESTO smart card, the development of a
market revitalization initiative, enhancing interprovincial transit services,
initiatives to mitigate light rail construction projects, as well as fuel, and
safety and loss management strategies.
Additionally,
the 2012 Business Plan recommends a number of key policy changes that must be
implemented over the next few months to ensure that objectives for the year are
met, including:
1.
Vacancy Allowance Policy
As
a result of the the 2005 Audit of Overtime, the City created a corporate
Vacancy Allowance Policy (gapping) to better manage overtime and human
resources. OC Transpo is currently
excempt from this policy because of the
nature of transit operations and limited flexibility of the budget to
manage external factors, such as fare choices by customers, diesel pricing,
etc.).
OC
Transpo's goal is to deliver 100% of planned service, therefore, gaps or
undelivered service due to vacancies is not acceptable. Industry best practice of transit systems in
North America manage staff resources based on service hours, compensate based
on work performed, and budget based on planned service commitments. Additionally, FTE’s are assigned and designed
to balance resources with service commitments to deliver 100% of the planned
service.
As
a result, staff are recommending that OC Transpo not create a vacancy allowance
policy. This decision follows the best
practices of transit agencies in North America because it allows them to manage
staff resources based on service hours, compensate based on work performed, and
budget based on planned service commitment.
Additionally, FTE’s are assigned and designed to balance resources with service
commitment and deliver 100% of the planned service.
2.
A simpler fare structure and the phased replacement of the ECOPASS Program
In
2012, OC Transpo will propose a simpler and more equitable fare structure with
two types of fare payment: single trip fares for less frequent customers, and
monthly passes for more frequent customers.
Current ECOPASS users will have the opportunity to migrate to PRESTO
card monthly passes, with the added benefits of transferability and loyalty
rewards.
The
introduction of the PRESTO smart card will allow OC Transpo to provide loyalty
programs as a tool to reward customers for every ride taken. In addition, the smart
card enables new partnerships with local businesses and attractions, and with
employers to transform and build on OC Transpo’s historical and highly valued
ECOPASS partnerships. Recognizing this,
OC Transpo will offer current ECOPASS holders the extra benefits of
transferability and loyalty rewards. OC Transpo is currently in discussion with
a number of employers that subsidize their employees’ ECOPASS purchases, to
develop a new model for employer contributions that can be implemented within
the PRESTO card system.
3.
Para Transpo Mini Buses
2011
was a landmark year for accessibility in which OC Transpo achieved a 100 per
cent low-floor bus fleet, the complete
roll-out of the next-stop announcement system, introduction of an advanced elevator
status alert system, and the implementation of an Accessible Customer Service
Policy with guidelines for delivering accessible customer service to persons
with disabilities.
A critical component of fully
accessible public transit is Para Transpo.
In 2008, Para’s operations were brought in-house as the result of an RFP
process and Council approval. This
decision has proven to be successful, and moving forward, Para will remain part
of the City’s Transit Services.
Currently,
Para's fleet of mini buses is now five years old and due for retirement. In
2012, staff will develop a mini bus replacement strategy consistent with the
established capital budget of $13 million.
These new buses will provide Para customers with a more reliable,
efficient and comfortable vehicle for their transit needs.
Staff are recommending the approval of all the sub-plans, including the policy decisions highlighted above.
N/A
There is no consultation required for the preparation of this report.
There are no legal impediments to receiving this report.
Risk managerment implications are outlined in Document 1 - Choosing Transit for Everyday Life: OC Transpo 2012 Business Plan.
The
attached 2012 Business Plan directly and indirectly supports the following
objectives of the Transportation Master Plan and previous Council strategic
directions.
A1. Improve the City’s transportation network
to afford ease of mobility, keep pace with
growth, reduce congestion and work towards modal split
targets.
B1. Attain transit goals (30 per cent modal
split) by 2021.
E6. Require walking, transit and cycling oriented communities and employment centres.
Technical implications are outlined in Document 1 - Choosing Transit for Everyday Life: OC Transpo 2012 Business Plan.
The 2012 Business Plan assumptions are in line with those adopted in the 2012 Budget. No vacancy allowance provision has been included in Transit’s compensation budget to date. Given the phased impacts of the ECOPASS replacement there will be minimal impact in 2012. An analysis of fare revenues will be undertaken this year given the PRESTO implementation and incorporated into the 2013 budget estimates. As the recommendation is for Para Transpo’s operations model to remain largely unchanged there is no significant impact to Transit’s budget.
Accessibility issues were taken into account when developing the 2012 Business Plan. There is a separate section in the Business Plan dedicated to OC Transpo's Acessibility Plan, as well as elements related to Para Transpo.
Document 1 – CHOOSING TRANSIT FOR
EVERDAY LIFE: OC TRANSPO 2012 BUSINESS
PLAN
The
2012 Business Plan will be discussed at the Februarly 29th meeting
of Transit Commission and then forwarded to Council.
Pending Council approval, OC Transpo staff will proceed with recommendations outlined in this report.