Metrolinx Report

7/23/2019 Metrolinx Report

1/94

InvestIng InOur regIOn

InvestIng In Our future


2/94

Investing in our regionInvesting in our uture

Cover photo: The award-wnnng desgn of the new tran shed roof at hstorc Unon Staton features a large glass atrum, provdng daylght

at platform level, and a vsual connecton from the staton to the waterfront.


3/94

Glass panels are installed on Union Stations train shed roof.


4/94

Mii H o Coci

The Honourable Glen R. Murray, M.P.P.Minister o Transportation

Ms. Carol LaytonDeputy Minister o Transportation

Mr. Roger AndersonChair, Regional Municipality o Durham

His Worship Dave BarrowMayor, Town o Richmond Hill

His Worship the Honourable Maurizio Bevilacqua, P.C.Mayor, City o Vaughan

His Worship Rick Bonnette

Mayor, Town o Halton Hills

His Worship Bob BratinaMayor, City o Hamilton

His Worship Rob BurtonMayor, Town o Oakville

Mr. Gary CarrChair, Regional Municipality o Halton

His Worship W. Terry ClaytonMayor, Township o Brock

His Worship Geoff DaweMayor, Town o Aurora

His Worship Wayne EmmersonMayor, Town o Whitchurch-Stouville

Her Worship Susan FennellMayor, City o Brampton

Mr. Bill FischChair, Regional Municipality o York

His Worship Rob FordMayor, City o Toronto

His Worship Adrian FosterMayor, Municipality o Clarington

His Worship Rick GoldringMayor, City o Burlington

His Worship Robert GrossiMayor, Town o Georgina

Her Worship Virginia HacksonMayor, Town o East Gwillimbury

His Worship John HenryMayor, City o Oshawa

Mr. Emil Kolb

Chair, Regional Municipality o Peel

His Worship Gordon KrantzMayor, Town o Milton

Her Worship Hazel McCallion, C.M.Mayor, City o Mississauga

His Worship Chuck MercierMayor, Township o Scugog

Her Worship Marolyn MorrisonMayor, Town o Caledon

Her Worship Gerri Lynn OConnorMayor, Township o Ubridge

His Worship Steve ParishMayor, Town o Aja

His Worship Steve PellegriniMayor, Township o King

Her Worship Pat PerkinsMayor, Town o Whitby

His Worship Dave RyanMayor, City o Pickering

His Worship Frank ScarpittiMayor, City o Markham

His Worship Tony Van BynenMayor, Town o Newmarket

Metrolinx Investment Strategy1


5/94

May 27, 2013

This report addresses a challenge aced by the Greater Toronto and Hamilton Area: Growth in the regions populationand economy has not been matched by growth and integration o its transit and transportation network. Theconsequence has been an overcrowded transit system, slowed commutes, increased greenhouse gas emissionsand barriers to economic growth.

Metrolin was given a clear mandate: To develop an Investment Strategy, including proposals or investment tools,to support the implementation o The Big Move the transportation plan or the GTHA. This report contains ouradvice or this strategy, which includes recommendations or investment tools and or proposals to integratetransportation, growth and land use planning; maimize the value o public inrastructure investment; and optimizesystem and network eiciency.

The 24 recommendations were developed on the basis o thorough consultation with the public and stakeholders,

including municipal governments, and upon etensive research into best practices employed in other urban regionsaround the world.

The report reairms The Big Move as the solution to our congestion challenges challenges that threaten ourquality o lie and economic competitiveness. The Big Move includes First Wave projects that are already underway,thanks to $16 billion in unding rom the three levels o government (including over $13 billion rom the Provinceo Ontario). And it includes a series o Net Wave projects that depend upon an additional $34 billion in unding.This would bring an eicient, integrated transit and transportation network that would beneit everyone in theregion. Public transit users would beneit rom a system o subway lines, rapid transit, and GO trains and busesto ensure smooth movement throughout the region. Drivers would beneit rom more eicient use o roads andhighways that would result rom improved public transit choices. All residents o the region would beneit rom theeicient movement o goods and people across the GTHA.

But these beneits depend upon unding $2 billion a year. The Investment Strategy addresses the question ohow those resources would be most airly and eectively raised.

The strategy calls or investment tools to be specically dedicated to transit and transportation. That is the only wayto ensure that the people o the GTHA can be given a plan or transit and transportation improvements they knowwill be carried out. Dedicated investment tools remove the uncertainty that comes rom year-to-year budgeting;they ensure that the projects that are budgeted or are completed, on the schedule specied. The recommendedinvestment tools a one percentage point increase in the Harmonized Sales Ta, a ve cent per litre regional ueland gasoline ta, a business parking levy and development charges provide the basis or a resilient and sustainableInvestment Strategy. For a strategy that airly distributes costs and benets across population and business groups;shares in the costs and benets o an improved transit and transportation system across the region; and supportsour quality o lie and economic growth. The strategy also recommends specic measures to build accountabilityand trust, including an irrevocable Transportation Trust Fund, and processes to ensure oversight o the collection,

management and ependiture o the resources raised. This includes an increased role or the municipalities thatmake up the GTHA in nominating one-third o the citizen members o the Board o Metrolin.

Metrolin Investment Strategy 2


6/94

J. Robert S. Prichard, Chair

Stephen Smith, Vice-Chair

Rahul Bhardwaj

Janet Ecker

Joseph Halstead

Richard Koroscil

Frances Lankin

Marianne McKenna

Nicholas Mutton

Lee Parsons

Rose Patten

Bonnie Patterson

Howard Shearer

Douglas Turnbull

Bruce McCuaig,President & CEO

The Board o Metrolin is condent that the Investment Strategy detailed in this report would ensure a moderntransit and transportation system that meets the need o the people o this great region. We collectivelysubmit it to the Ontario Minister o Transportation and the heads o council o the municipalities in the region,in ulllment o our legislative requirement.

We, the directors o Metrolin, make this report and its recommendations unanimously.

We are a diverse group o citizens - by background, eperience, proession, gender, ethnicity, politics andmuch else. However, we are united in our commitment to advancing the GTHA as one o the worlds greaturban regions and believe in our judgment that getting transit and transportation right is an essential conditionor the regions success.

We collectively urge you and the governments you represent - the Province and the thirty municipalities - toembrace our recommendations and allow our region to achieve its ull potential as a world-leading place tolive, work and raise our amilies with a quality o lie second to none.

Sincerely,



7/94

West Toronto Diamond grade separation under construction for GO Transits Kitchener line and the UP Express.


8/94

t o Co

1.0 tHe CHallenge and HOw tO Meet It8

1.1 The Opportunities 81.2 The Challenge and How to Meet It 91.3 The Solution 101.4 Meeting the Need with Dedicated Investment Tools 111.5 Building Trust and Accountability 121.6 An Investment Strategy That Is More Than Investment Tools 12

2.0 a sOlutIOn fOr tHe gtHa, develOped by tHe gtHa 132.1 Learning About Global Best Practices 132.2 Etensive Technical Analysis 132.3 Our Commitment to the Public: Four Key Principles 142.4 Consultation: Developing a Made-in-the-GTHA Solution 14

2.4.1 The Big Conversation: Reaching Out, Listening In 152.4.2 An In-Depth Look: The Residents Reerence Panel 162.4.3 What We Heard 17

3.0 The Big Move and tHe NexT wave 193.1 Setting Priorities or The Big Move 193.2 Establishing Priorities 203.3 Quick Wins to Get the GTHA Moving 233.4 First Wave: $16 Billion in Big Move Transit Investments 23

3.4.1 Shovels in the Ground First Wave Projects 253.5 The Net Wave: Its Economic and Transportation Impact 30

3.5.1 The Net Wave: What It Would Mean to GTHA Residents and the Economy 323.5.2 Keeping Net Wave Projects on Target 37

4.0 buIldIng trust and aCCOuntabIlIty 384.1 The Need or Dedicated Tools 384.2 Metrolin Governance: Ensuring Representation From Municipalities 414.3 Creating a Trust or Investment Strategy Funds 424.4 Public Engagement and Reporting 424.5 Review o the Investment Strategy 44

5.0 a rOle fOr tHe federal gOvernMent 45



9/94

6.0 tHe InvestMent strategy 476.1 Integrating Transportation, Growth and Land Use Planning 47

6.1.1 Transportation Planning Policy Statement 486.1.2 Land Value Capture 496.1.3 Publicly-Owned Land 50

6.2 Maimizing the Value o Public Inrastructure Investments 516.2.1 Connecting Locational Decisions 526.2.2 Project Delivery and Partnerships 526.2.3 Project Evaluation and Selection 53

6.3 Optimizing the Transit and Transportation System: Improving Eciency and Pursuing Ecellence 536.3.1 Benchmarking 546.3.2 Service and Fare Integration 546.3.3 Customer Eperience 55

6.4 Dedicated Investment Tools 556.4.1 Allocating Investment Strategy Funds 556.4.2 Lie Cycle Costs 576.4.3 Choosing The Right Tools 576.4.4 The Investment Tools 59

6.4.4 (a) One Percentage Point Increase to the Harmonized Sales Ta 616.4.4 (b) Regional Fuel and Gasoline Ta 5 cents per litre 636.4.4 (c) Business Parking Levy 666.4.4 (d) Development Charges Ammendments 69

6.4.5 Everyone Benets Fairly Everyone Pays Fairly 736.4.6 Impact on Households and Individuals 736.4.7 Impact on the Economy and the Region 746.4.8 Contributions Spread Fairly Across the Board 756.4.9 Putting the Four Principles o the Investment Strategy into Action 76

6.4.10 Timing o Implementation 766.4.11 Tools to Advance Policy Goals 777.0 Its tIMe tO Invest In Our future 80

8.0 suMMary Of reCOMMendatIOns 81

9.0 endnOtes 85

appendIx lIstAppendi A: AECOM/KPMG - Big Move Implementation Economics: Revenue Tool Proiles

Appendi B: Other Investment Tools ConsideredAppendi C: The Big Conversation Public Roundtable Meeting Summary ReportAppendi D: Public and Stakeholder Input ReceivedAppendi E: Report o Residents Reerence PanelAppendi F: Project Prioritization ReportAppendi G: Canadas Regional Transportation Authorities: Delivering Real Results or Canadians

Metrolinx Investment Strategy 6


10/94

tHe task

On or beore June 1, 2013, the Corporation shall provide theMinister and the heads o the councils o the municipalities inthe regional transportation area with a copy o the CorporationsInvestment Strategy, including proposals or revenue generationtools that may be used by the Province or the municipalities tosupport the implementation o the transportation plan or theregional transportation area.

Metrolinx Act


GO Tran passes over the Don Valley Parkway


11/94

1.0 T Clln n hw t Mt it

The Greater Toronto and Hamilton Area (GTHA) is acing the consequences o its own success. As we havegrown and prospered, our transit and transportation system has not kept pace. Like traic in the GTHA, advancesin our transportation network have largely been stuck in gridlock. Its time to get our region moving again with an

Investment Strategy dedicated to speciic transit and transportation projects that will support a more prosperousuture or our region.

1.1 The Opportunities

The GTHA has enormous advantages that promise to open the door to a uture o prosperity and growth. Adynamic economy, diverse population, talented workorce, and leading educational and health care institutionshave helped the GTHA become one o the worlds most attractive regions in which to live, work and invest, drawingmore than 100,000 new residents every year one o the astest metropolitan growth rates in North America.Immigration provides much o the skilled labour and new ideas that drive our economy, and that diversity makesor an eciting place to live. An internationally recognized growth plan is helping to ensure that uture population

and job growth occurs where it is most eiciently accommodated providing a blueprint or a 21st century osmart, balanced growth.

tHe greater tOrOntO and HaMIltOn area


Metrolnxs mandate area as defned by the Metrolinx Act, 2006


12/94


1.2 The Challenge and How to Meet It

Today, the GTHA is home to almost 6.6 million people 81 percent morethan in 1976. In act, the GTHA ranks ourth behind only the metropolitanregions o New York City, Los Angeles and Chicago in rankings oCanadas and the United States most populous urban regions. The regiondraws many people to share in its potential. The result? Our communitiesand economy are enhanced, but our transit and transportation systems areunder severe strain.

Congestion is a growing and relentless threat to our regions economicperormance, job creation and everyday quality o lie. From the 1960sto the 1980s, 135 kilometres o rapid transit services were introducedper decade. This included both the TTC subway and the commuter railoperated by GO Transit. But during the 1990s, it all but ground to a halt.Despite signiicant investment and momentum over the past 10 years, thetransit and transportation system has not caught up.

CrOwdIng On transIt Has wOrsened. Transit riders aregetting squeezed as capacity struggles to keep up with demand. The

Yonge Subway line carries 2,400 more people in the peak morning hourthan it was designed to handle. Riders on that line routinely let two, eventhree trains pass them by beore inding a space to squeeze onto the train. In the last decade, GO Transitsridership has grown over 45 percent; during peak periods it operates at 125 percent capacity on some lines, andabout 20 percent o customers cant get seats on their train. Bus lines are bursting at the seams. For eample, busroutes on Hurontario Street in Mississauga carry over 20,000 people per day.

COMMutes Have slOwed. Theaverage round trip commute time in theGTHA is 82 minutes, longer than almostany other region in North America. 1For commuters, that adds up to theequivalent o almost a ull etra day on

the job over the course o a work week,stuck in traic and away rom amilyand riends. The region that works isbecoming the region thats stuck on theway to work, on the way to school, tothe enjoyable amenities and events theregion oers, and in living lie every day.

greenHOuse gas eMIssIOnsHave rIsen. Since 1990, Ontariostransportation sector has seen thelargest increase in air pollution emissionso all major industry sectors. It is nowresponsible or over one-third o allprovincial emissions more than any othersector in the province. Road transportationis responsible or 77 percent o theseemissions, three quarters o which stemrom passenger vehicles. 2

th gtHa

uffr from

rffic conionrolm, oorly

inrd rionl

rni rvic,

nd rlivly

undrdvlod

rnor

infrrucur.

-OECD TerritorialReview, 2010

Takng the GO Tran has become an ncreasngly crowded experence for many customers


13/94


tHe regIOns eCOnOMy Has suffered. Congestion is estimated to cost GTHA residents about $3.3billion per year through time delays, vehicle costs and collisions. That works out to about $1,619 per year or everyhousehold in the region. In addition, every year, $2.7 billion worth o job-creating economic activity is lost to traiccongestion. The cost o congestion can be epected to rise to $8 bill ion per year in time delay, vehicle costs, andcollisions that impact all GTHA residents, and $7 billion per year in job-creating economic activity by 2031, unlesswe take action. 3 Increasingly, our uture prosperity is trapped in traic.

Its no wonder that transit and transportation has become the single biggest concern among GTHA residents.People across the region see and eel the problem every day when they wait or buses, when they try to ind aseat on the train, wait to transer between transit systems, or idle in rustrating traic jams.

In some ways, the GTHA is similar to a beautiul home: In good condition, in an ecellent location, with access to abundantamenities but plagued with aulty wiring at a time o rapidly increasing electricity use. When a homeowner aces thatdilemma, the prudent response isnt to shrug and delay iing the problem. The only practical response is to i the wiring.The GTHA is in a comparable situation: It is time to i our transit and transportation wiring. The GTHA is one othe greatest places in the world in which to live, but one key element is holding us back an eective, integratedtransit and transportation system.

1.3 The SolutionWe have a plan to i our congestion problem. Across the region, we have developed a shared understanding owhat needs to be done. The solution is called The Big Move, a 25-year integrated transit and transportation plan. Theplan lays out a multi-aceted strategy or creating an integrated regional transit and transportation network or theGTHA that ocuses on the traveler eperience. It was unanimously approved in 2008 ater a comprehensive publicengagement process by a board composed o elected representatives and private residents rom across the region.

The Big Move is based on the delivery o speciic transit and transportation inrastructure projects that, in turn,will deliver measurable improvements in moving people and goods across the GTHA. The plan would transormhow we move around the region and how we create a healthier, more sustainable place to live, work and ulillour human potential. The Big Move is integrated with the Growth Plan or the Greater Golden Horseshoe and theGreenbelt Plan to encourage smarter land use and development, optimize our investments in public inrastructure,

and protect our air, water and natural heritage or uture generations.The transormation has already begun, with $16 billion worth o transit epansion and improvements underwaytoday one o the largest transit construction programs in North America. These projects are designed to delivereveryday results or commuters.

But we cant aord to stop there, because the pressures o growth and congestion are relentless. And becausethese $16 billion worth o First Wave projects only represent a portion o the overall Big Move plan that epertsrecommend or the GTHA.

The complete Big Move plan would create an eicient, integrated transit and transportation network that beneitseveryone, regardless o how they use it.

Eective public transit helps motorists by providing an alternative and keeping road traic moving eiciently.

For eample, GO trains carry the equivalent o 16 highway lanes o traic during the average daily morning rushhour. A GO bus can do the work o 48 cars.

An eicient road system helps transit users by providing a range o routes and acilitating movement o thegoods they make and buy.

It is also itting that the Investment Strategy asks or signiicant contributions rom the GTHA business community,since businesses will also beneit rom eective public transit and an eicient road system that bolsters theeconomy o the GTHA and creates economic opportunities. For businesses, it is about more than just relieving some


14/94


o the $2.7 billion per year in economic costs caused by gridlock. An integrated regional transit and transportationnetwork would allow businesses to more eiciently tap into the regions pool o skil led, talented workers. It wouldallow businesses to eiciently access the goods and services they need to compete. And it would help them toeiciently transport the goods and services they provide.

But an eicient transit and transportation system depends upon resources to allow it to grow to meet the needso the population. For both motorists and transit users, we need to decide on the dedicated investment tools werequire to deliver a pipeline o continuous transit and transportation projects that make up the Net Wave o BigMove priorities a tangible, transormational $34 billion package o region-wide projects that includes subwayepansion, new light rail transit, bus rapid transit, GO system enhancement, local transit, local road improvements,and local highways.

pol r

rrrnin

hir liv o

void rffic

conion.

-Durham resident, atregional roundtable

More effcent goods movement s key economc beneft of The Bg Move

1.4 Meeting the Need with Dedicated Investment Tools

To achieve the Net Wave projects and deliver the integrated, comprehensive transit and transportation system theGTHA needs, dedicated investments o $2 billion a year are required. This relects the capital construction costso the projects, as well as the ongoing inancing, maintenance and operational costs throughout their useul lives.

The public, stakeholders and municipalities have told us that the money we raise to und these projects needsto be speciically dedicated to the Net Wave transit and transportation projects making it absolutely clear toresidents and employers that they can count on the plan being completed.

But building transit and transportation inrastructure o this magnitude takes time years, not months. And as timepasses, we cannot risk losing momentum. This requires dedicated investment tools, suicient to meet the GTHAstransit and transportation needs. Only with these investment tools locked in and dedicated can the people o the

GTHA be assured that unding or transit and transportation would be shielded rom the year-to-year pressures oannual government budgeting, when other unding needs may arise. The regions residents need a clear path toa shared vision o eicient mobility.

Such dedicated unding would see the GTHA ollow global best practices. Other large urban regions o the world rom London to Los Angeles use dedicated investment tools rather than solely relying on traditional governmentunding that can be subject to change on a year-to-year basis.


15/94


1.5 Building Trust and Accountability

Ensuring all GTHA residents and businesses see a transparent process designed to get our region movingagain is at the oundation o the Investment Strategy. Dedicated resources or transit and transportation mustbe accompanied by processes and procedures that ensure ull accountability and transparency regarding allaspects o how the resources are collected, managed and disbursed, and in the results that are achieved.

Ensuring the highest levels o accountability and transparency are key elements o the Investment Strategy,including third-party and public review o ongoing perormance, and a mechanism such as a trust to oversee thecollection, management and allocation o unds. The accountability process would also include a review o thestrategy and its impact ater 10 years. The investment tools would be dedicated speciically to the implementationo the Net Wave o projects, and would be subject to a undamental review and reauthorization ater 20 years toensure they continue to meet the needs o the region.

Only by building trust and accountability can we achieve the broad-based support necessary or a long-term anddedicated investment program.

1.6 An Investment Strategy That Is More Than Investment Tools

The investment tools cannot stand alone. They are part o an overall Investment Strategy that would ensure thenecessary resources yield the maimum impact, based on a oundation o ecellence in planning, project selection,optimal use o eisting resources, and accountability or results.

The decisions ahead o us are crucial to the uture o the GTHA. We could choose to pause ater the current$16 billion investment is completed, and resume an ad hoc approach to transit epansion in our region. But thethreat to our economic perormance and quality o lie is too great to take that risk. The alternative? To reairmour commitment to invest in a better uture. We can move the Net Wave rom concepts, plans and designs toreal-lie projects and services. With the recommendations contained in this strategy, the GTHA can build the high-perorming transit and transportation system we need to live, work, grow and reach our ull potential as a region.

This Investment Strategy is designed to support a set o transit and transportation projects that comprise the Net

Wave o The Big Move. The Investment Strategy is made up o our parts, with 24 accompanying recommendations:1. Integrating Transportation, Growth, and Land Use Planning.

2. Maimizing the Value o Public Inrastructure Investment.

3. Optimizing System and Network Eiciency.

4. Dedicating New Revenue Sources or Transit and Transportation.

Building trust and accountability is inherent in all our parts o this comprehensive strategy.

Moreover, the Investment Strategy would help ensure that policies, processes and strategies are in place tosupport the selection o successul projects that are well-used, aordable and drive economic growth a goalthat our etensive consultation process told us was a priority among GTHA residents.


16/94


2.0 a soio o h gtHa,do h gtHa

2.1 Learning About Global Best PracticesIt is important to get an initiative o this magnitude right, which is why the strategy and its investment tools relectetensive research, including best practices rom other jurisdictions, etensive technical analysis speciic to theGTHA, and comprehensive consultation with the public, stakeholders and municipalities.

An independent global review was conducted o the best practices among leading regional transportationauthorities. We learned that the GTHA is dierent rom other world cities when it comes to transit and transportationinrastructure in one key respect. In places like Vancouver, New York City, Los Angeles, Chicago, London andParis, dedicated investment tools have been put into place to support the long-term development o integratedtransportation networks. The GTHA is unusual among its peers around the world in relying solely on governmenttranser payments to und its transit and transportation system. In general, other leading regional transportationauthorities around the world share our traits:

They are empowered to implement regional transportation plans through dedicated investment tools.

They have access to more than one investment tool alongside direct government funding.

They demonstrate strong commercial discipline in project selection, operations and finance.

They are accountable to the citizens they serve through a rigorous governance structure.

2.2 Extensive Technical Analysis

To understand how other jurisdictions best practices could be applied in the GTHA, etensive technical analysiswas conducted on a broad range o topics, including:

The Big Move plan and subsequent project evaluation and implementation planning informing theselection o the Net Wave projects to be unded by the Investment Strategy;

All potential investment tools, to analyze and estimate their impact on the GTHA;

The economy of the region and Province, to understand the economic impacts of making substantialinrastructure investment; and

The capacity of the GTHAs engineering, construction and contracting industries, to evaluate their abilityto deliver transit inrastructure at an increased pace.


17/94


2.3 Our Commitment to the Public: Four Key Principles

Public outreach demonstrated strong support among participants around our key principles:

1. tHe dedICatIOn Of revenues tO speCIfIC OutCOMes: At all times the public should beable to see eactly what they are paying or and have an assurance that unds are not diverted to otherpriorities.

2. faIrness: The costs and beneits o the Investment Strategy should be distributed airly across allpopulation groups in all parts o the GTHA. Tools should be selected so that no one group pays too muchor beneits too little.

3. equIty aCrOss tHe regIOn: All parts o the region should beneit rom the investment in transitand transportation inrastructure. No community should be let behind.

4.aCCOuntabIlIty and transparenCy: When implementing the Investment Strategy, tools andproject delivery progress should be visible and the results publicly reported on a regular basis, includinghow unds are being collected, managed and spent.

These our principles have been applied throughout this report.

2.4 Consultation: Developing a Made-in-the-GTHA Solution

It is important that the Net Wave projects represent the needs o every corner o the GTHA, based on thedistribution o eisting and uture population and employment growth. Metrolin has set out to determine the viewso the region on the Investment Strategy by:

Presenting and participating in events across the region,

Engaging GTHA municipalities and stakeholders,

Hosting 12 public roundtable discussions throughout the region,

Holding a Residents Reference Panel which brought together 36 randomly selected residents from

across the GTHA to take an in-depth look at the transit and transportation challenge and how to addressit; and

Providing an interactive website dedicated to The Big Move and the Investment Strategy.

These studies and consultations shaped a made-in-the-GTHA solution inormed by our region and made or ourregion. Consultations that were broad-reaching and inclusive were also a key underpinning o The Big Move. Suchan undertaking cannot be accomplished unilaterally. It needs to be based on the collective will and act-basedneeds o our entire region.


18/94


2.4.1 The Big Conversation: Reaching Out, Listening In

An eective transit and transportation system must meet the needs and values o the people it serves. To determinethe views and concerns o the people o the Greater Toronto and Hamilton Area, Metrolin undertook broad andcomprehensive outreach across the GTHA over the past two years.

People told us they were clearly and vividly aware o the degree o congestion and its impact on them. Throughvarious public and stakeholder engagement eorts, Metrolin worked to amiliarize residents o all parts o theGTHA on the region-wide etent and depth o the problem, the critical need or investment in transportation, andthe act there is a solution The Big Move.

The consultation process took place between early 2011 and 2013, and included the ollowing outreach initiatives:

Meetings with municipal councils, community and business leaders to help familiarize them with Metrolinxsrole. These meetings also introduced or rereshed their understanding o The Big Move and the NetWave o projects, and led to discussions about how projects would beneit individual communities;

Participation in more than 100 stakeholder or public events, many of which Metrolinx convened; and

Bigmove.ca, a website launched last year with substantial, user-friendly information about the First Waveand Net Wave projects, along with comparative inormation about other cities and transportation systems.

Momentum grew in January and February o this year as almost 1,000 people attended 12 public roundtable eventsabout The Big Move, the Net Wave, and possible unding options. An innovative Conversation Kit (available onbigmove.ca) provided accessible inormation about current and planned projects and background on how globalcities have unded their transportation needs (see Appendi C or a ull Public Roundtables report).

The Big Move Interactive Activity, available online and at kiosks across the GTHA, provides inormation about TheBig Move and asks users to select the number o projects they would like to see built in the GTHA and the scaleo various sampled investment tools to see the impacts o their investment choices.

Third-party stakeholders most notably the Toronto Region Board o Trade, CivicAction, the Ontario Chambero Commerce and Evergreen advanced the conversation through public events, position papers and reports.Municipalities within the GTHA held their own consultations. For eample, the City o Toronto sought the opinion oresidents through its Feeling Congested initiative, which sponsored public meetings and panel sessions in Toronto

communities and eatured an online interactive tool.In addition, mayors, senior municipal oicials and sta members rom the 30 municipalities that make up theGreater Toronto and Hamilton Area were consulted and inormed on an ongoing basis.

A list o all o the stakeholders and members o the public who provided ormal input to Metrolin about theInvestment Strategy can be ound in Appendi D.

Publc Roundtable n North York


19/94


2.4.2 An In-Depth Look: The Residents Reference Panel

The roundtables and other events across the GTHA gave residents o the region a chance to have their say. Butit was also valuable to take a randomly selected group o residents, representative o the entire GTHA by regionand demographics, and do a deep dive an etensive review over several days. This provided a good senseo the thinking o the people who need and would use the enhanced transit and transportation services. To get

that in-depth look, Metrolin created a volunteer Residents Reerence Panel to closely review the issue otransportation investment and provide their recommendations.

From a pool o 10,000 randomly selected residents, over 400 responded,and 36 were ultimately selected in a special draw in February to serveas panelists. Drivers and transit users were both represented. The 36participants spent our intensive weekends learning about transportationin the GTHA and deliberating about dierent transit unding tools in usearound the world.

In their report, the panel endorsed The Big Move and the importance odedicated revenues, accountability and transparency, and called or leadershipto tackle the need or investment to address our congestion challenges.They called or an increased unding role or the ederal government anddeveloped scenarios or unding. Speciically, sub-panels developed iveinvestment scenarios, two o which were very similar and attracted thesupport o the majority o the panel. These two scenarios were composed o:

A sales tax; A vehicle registration tax or fuel and gasoline tax; and

A corporate income tax; Federal funding.

The ull Residents Reerence Panel Report is attached as Appendi E.

Panelists workedconscientiouslyto understand theimplications of theirproposals for users,taxpayers and otherbeneficiaries alike.

Resdents Reference Panel Partcpants


20/94


2.4.3 What We Heard

While one could not epect unanimity among the large number o participants in theseconsultation processes, the eedback indicated our consistent, top-line themes:

1. po coiz h om imi o oio.People see The Big Move as a long-overdue plan to overcome thechallenges acing the regions transportation system. Participants acrossthe region were rustrated with the level o congestion they ace onhighways, roads and public transit, and the negative impact o gridlock onamily lie, work obligations and health. The inadequacy o eisting publictransit systems is a common concern. Participants agreed that roads,highways, subways, trains and buses are straining to meet demand.

2. po i ic. Participants were looking or leadership among transit providers to collaborate and deliver improved levels o

service, which are better integrated across the region. Participants looked orward to system improvementsthat would allow them to more easily coordinate their schedules, enjoy a wider range o transit options withmore certainty and less stress, and to travel more eiciently and cost-eectively.

3. po ccoii c hoho h oc. Participants wanted more inormation and updates about Metrolin and The Big Move. People want to

be engaged as the Investment Strategy is developed, delivered and eecuted. And they want to be keptinormed about whether projects are on time and on budget. In many instances, people want measurabletargets with independent monitoring in place to ensure they will be achieved.

4. po coiz h o o i, comhio o h i i ico h o.Overall, participants understood that The Big Move requires signiicantinvestment over the net two decades and that we are making up orlost time. Many see value in The Big Move to all transportation and

transit users. Participants generally epressed support or introducingnew, multiple, dedicated investment tools that would bring the GTHAinto line with other jurisdictions around the world. They recognizedthat eisting government unds are not adequate, particularly given theneed to reduce annual government deicits. People recognized thatsuccessul systems come with a price and theyre willing to pay or it.But they also wanted to make sure that they see the beneits o their investment and wanted guaranteesrom government that any new money would be dedicated to improving transit and transportation, anddesignated and used speciically or that purpose. A commitment to using dedicated revenues eplicitly tocomplete the Net Wave o The Big Move drew considerable approval.

somon h

o hv mr

ln h cnnd u for h

nx 20 yr.

- York Region resident,at regional roundtable

wr in hi

ohr. wr ll

oin o nfi,

o ll nd

o conriu.

- Halton Region resident,at regional roundtable

Partcpants share ther thoughts at a roundtable n Oshawa


21/94


Assembly of tunnel boring machine for the Eglinton Crosstown LRT.


22/94


3.0 th bi Mo h n w

3.1 Setting Priorities for The Big Move

The regional transportation plan The Big Move lays out a multi-aceted strategy or creating an integrated regionaltransit and transportation network or the GTHA that ocuses on the traveler eperience. Unanimously approved in2008 by a board composed o elected representatives and private residents rom across the region, The Big Movewould when completed provide a seamless system across all modes o transportation and jurisdictions, oeringresidents and businesses eicient and attractive access to neighbourhoods, jobs and services.

The Big Move identiies 10 key strategies:

Build a Comprehensive Regional Rapid Transit Network;

Enhance and Expand Active Transportation;

Improve the Efficiency of the Road and Highway Network;

Create an Ambitious Transportation Demand Management Program;

Create a Customer-First Transportation System; Implement an Integrated Transit Fare System;

Build Communities that are Pedestrian, Cycling and Transit-Supportive;

Plan for Universal Access;

Improve Goods Movement Within the GTHA and With Adjacent Regions; and

Commit to Continuous Improvement.

This comprehensive approach to improved regional transportation includes supporting multi-modal transportationchoice, the use o new technologies, integrated transit-oriented development and ecellence in customer service.Together, these key strategies provide a long-term vision with the leibility or nimble action as commuting needsand technologies change.

When ully implemented, The Big Move is targeted to:

Reduce the average distance each person travels by car each day from 26 kilometres to 19 kilometres;

Reduce the percentage of people travelling by car from 70 percent to 50 percent, shifting their choicesto transit and other modes;

Increase the percentage of people who live within two kilometres of rapid transit from 42 percent to 81percent;

Increase the percentage of people who use transit during the morning rush hour from 16.5 percent to26.3 percent;

Grow the total length of rapid transit services in the GTHA from 500 kilometres to 1,725 kilometres;

Increase annual transit ridership from 546 million to 1.27 billion; and

Reduce per person greenhouse gas emissions from passenger transportation by almost one-third.

Beneits to individuals and amilies would be signiicant, particularly or those who live or work in areas to beserved by the 1,225 kilometres o new rapid transit. As an eample, customers o the new Eglinton CrosstownLRT, currently under construction, will save up to 20 minutes in their commute, each way. This kind o beneitwould be replicated along many o the GTHAs other busiest road corridors as new projects are completed andgo into service.

w nd criny

hth bi Moi oin o hn.

-Peel Region residentat regional roundtable


23/94


3.2 Establishing PrioritiesThe Big Move projects were identiied based on their ability to deliver both region-wide beneits and localimprovements to mobility. All o the projects underwent etensive quantitative and qualitative analysis and wereevaluated against a triple bottom-line vision: high quality o lie, sustainable environment and a thriving economy.

The ollowing criteria were utilized or evaluating projects in The Big Move:

a HIgH qualIty Of lIfe tHrOugH:

Providing service to more youth, seniors and low-income populations;

Creating better connections to other rapid transit, thereby shortening the distance between living andworking; and

Generating more ridership.

a tHrIvIng, sustaInable and prOteCted envIrOnMent tHrOugH:

Reducing greenhouse gas emissions; and

Increasing the number of new transit riders, thereby reducing the number of singleoccupancy vehicles on roads and highways.

a prOsperOus and COMpetItIve eCOnOMy tHrOugH:

Increasing employment as a result of building the projects and the long-term benefit of improved traveltime, reduced traic congestion and better access to jobs;

Reducing capital cost per rider;

Improving net operating cost ratios; and

Generating savings in operating costs.

Workers nstall glazng for the Unon Staton Tran Shed Roof


24/94


Technical Analysis & Project Scorecard

Primary Evaluation

Criteria

Strategic Fit

Advice to Province

Implementation Screen

BCA +

otherinputs

Quality of Life Leveraging other initiatives Project Readiness

Funding

GTHA network

advancement

Environment

Economy

Constructability

Deliverability

Board Decision-Making

= ++Priority

Groupings

Peer Review / Stakeholder Input

PROJECT PRIORITIZATION FRAMEWORK

Over 60 transportation projects were identiied in The Big Move or the immediate, medium and long term. TheGreater Golden Horseshoe model, a state-o-the-art integrated land use and transportation modeling platorm, wasused to determine which projects should be included in the plan. Those projects that serve more immediate transitneeds and have the highest impact were identiied as Priority Projects. These Priority Projects have undergoneurther analysis, including a Beneits Case Analysis.

A Beneits Case Analysis (BCA) weighs the costs and beneits o dierent project alternatives regarding routing,technology and the etent o the project. This analysis provides urther evaluation o the environmental, economicand social impacts. This assessment evaluates options or each project in terms o projected annual ridership,projected annual are bo revenue, jobs created during construction, jobs created during operations, travel timesavings, vehicle operating costs, saety beneits, local air quality beneits, greenhouse gas reductions, beneit-costratio, long-term economic impact, and redevelopment potential, as well as capital and operating costs.

In 2010, Metrolin utilized its Project Prioritization Framework to prioritize the remaining ununded Priority Projects.Prioritization methodology uses inputs rom the BCAs, such as projected ridership, job creation, travel time savingsand costs, as well as inormation about the projects implementation potential and its strategic it, to evaluate aprojects contribution to the overall network. This is a urther tool to inorm project planning and implementationdecisions based on the triple-bottom line. Undertaking rigorous prioritization is an important input to multi-yearcapital planning and project phasing or implementation.

Further details on the methodology are provided in Appendi F.


25/94


The UP Expresss elevated guideway takes shape near Toronto Pearson International Airport


26/94


3.3 Quick Wins to Get the GTHA Moving

The irst phase o transit epansion to implement The Big Move involved $740 million in unding rom the Provinceo Ontario to pay or Quick Win projects inrastructure projects that could be implemented relatively quicklyto improve transportation. Many o these investments are in place now and making an impact across the GTHA.Key eamples include the epansion o GO Transits bus and rail leet to carry more passengers, construction

o new track in the GO rail network to provide the oundation or more service, new epress and dedicated-lanebus service in Durham, Halton and York regions, and bike racks on virtually every bus operating in the GTHA.Additional beneits will be enjoyed by transit customers as projects like Automatic Train Control on the Yonge-University-Spadina subway line are completed. This will enable subway trains to run closer together as little as105 seconds apart increasing maimum capacity possible on the line by approimately 30 percent. This meansmore requent trains and less crowding. 4

3.4 First Wave: $16 Billion in Big Move Transit Investments

Today, we are in the midst o the largest transit epansion program in a generation, with $16 billion o investmentgoing to Big Move projects including the $740 million in unding or the Quick Wins. The $16 billion in undingwas contributed by all orders o government, including more than $13 billion rom the Province o Ontario. Usingthe evidence-based approach described in section 3.2, The Big Move identiied priority projects to be implementedin this early phase. These projects were designated based on their ability to strengthen transit and transportationin the GTHA by:

Improving regional connectivity, substantially increasing capacity in key corridors; and

Bringing new rapid transit services to under-served areas throughout the region.

DRT Pulse, enhanced bus servce launchng n June

2013, was a Quck Wn n Durham Regon

The BkeLnx program, one of Metrolnxs Quck Wns,

funded the nstallaton of bke racks on buses


27/94


52 mLIGHTRAILTRANSIT

8.6 mNEW

SUBWAYExTENSION

59 mNEW BUSRAPIDTRANSIT

th rojc includd inth bi Mo r imorn o mll fmili,uin, udn, inl rn hom, lr fmili, ouri,

commur, drivr nd ruckr - liv i i imorn o

vryon!

-Report of Residents Reference Panel


28/94


Toronto-York Spadna Subway Extenson

In the net ew years, these projects will demonstrate concrete results. They help to shape signiicant advancesin the regional transit and transportation network. For the irst time, a subway service will etend beyond the Cityo Toronto. Rail service will be available between Pearson International Airport and Union Station. The EglintonCrosstown will transport transit riders across the city up to 60 percent aster than current bus routes alongEglinton. Construction is underway on over 200 projects across the GO system to provide signiicant serviceepansion on both the rail and bus l ines. Additional track and bus routes will provide more rush hour and o-peak

services or a quickly growing ridership. The PRESTO transit are card has been implemented on GO Transit and905 transit agencies, with over 500,000 customers as o March, 2013, and will be ully implemented on the TTCby 2016 providing seamless transit rom a are collection perspective while providing the opportunity to re-thinkour regional transit are structures.

3.4.1 Shovels in the Ground First Wave Projects

tOrOntO-yOrk spadIna subway extensIOn: The si-station underground subway etension romDownsview Station to Vaughan Metropolitan Centre replaces the shuttle bus connection rom Downsview Stationto York University that carries a daily average o 20,200 riders. It will be the irst subway line to cross a municipalboundary in the region and will support signiicant new development. This project will be in-service in late 2016.


29/94


eglIntOn CrOsstOwn lrt: The 19 kilometre Eglinton Crosstown with more than 11 kilometresunderground will transport transit riders across the City o Toronto aster than the current bus routes alongEglinton. Beginning at Weston Road and ending at the Kennedy subway station, the new LRT will run on its owndedicated right-o-way and connect to 54 bus routes, 3 subway stations and GO Transit. This project will be in-service in 2020.

Phase 2 o the Eglinton Crosstown project would connect the Airport Corporate Centre area to the balance o theregions rapid transit system. Additional planning work is necessary to conirm the alignment, scope and timing othis project.

sCarbOrOugH rt: The Scarborough RT will be upgraded and etended to Sheppard Avenue to providealmost 10 kilometres o improvements. The upgrade o the eisting RT line will involve the conversion to LRTtechnology, to match technology used on other new LRT lines in the city. The etension to Sheppard Avenue willprovide an important connection o the Scarborough RT to the new Sheppard East LRT line. This project will bein-service in 2020.

fInCH west lrt: The Finch West LRT is one o our new light rail transit lines planned or the City o Toronto.The new 11 kilometre line will travel along Finch Avenue in its own dedicated lane rom the planned Finch West

subway station at Keele Street to Humber College and will provide rapid transit to neighbourhoods that need it themost. This project will be in-service in 2020.

sHeppard east lrt: The Sheppard East LRT is an almost 13 kilometre light rail transit line that will run alongSheppard Avenue rom Don Mills Station to Morningside Avenue in its own dedicated lane. This LRT is one othe our new light rapid transit lines planned in the City o Toronto and will provide an important connection to theSheppard Subway and new Scarborough RT. This project will be in-service in 2021.

Eglnton Crosstown LRT


30/94


MIssIssauga brt: With 18 kilometres o dedicated bus lanes running along Highway 403 and EglintonAvenue in Mississauga, the BRT will lead to connections to the TTC subway system and employment hubs in theSquare One area and in the Airport Corporate Centre. The irst segment o this project will be in-service in 2013.

yOrk regIOn vIvanext rapIdways: With 41 kilometres o dedicated lanes or epress bus servicealong Highway 7 and Yonge Street, this project will provide ast, reliable and comortable service to residents oYork Region. The irst section o this project wil l be in-service in 2013; the last section will be in-service in 2018.

York Regon VvaNext Rapdways

Mssssauga BRT


31/94


tHe unIOn pearsOn express: The Union Pearson Epress is a direct rail link between PearsonInternational Airport and Union Station. Departing every 15 minutes, this 25-minute trip will include two stops atWeston and Bloor stations. It is estimated to remove 1.2 million airport-related car journeys rom GTHA roads in 12months o operation and serve 1.8 million passengers. This project will be in-service in 2015. The Union PearsonEpress won Project o the Year at the 2013 Global AirRail Awards.

unIOn statIOn upgrades: Canadas busiest transportation hub will gain vastly epanded concourses, newPATH connections, and a second subway platorm to provide better passenger circulation and room or urther

ridership growth, in addition to a new glass train shed. The Union Station upgrades will be completed in 2016. Theatrium will be completed in 2014.

Unon Staton Revtalzaton

Unon Pearson Express


32/94


Vaduct wdenng at the Humber Rver, part of GO Transts Georgetown South Project

Unon Staton Track Upgrades

gO transIt raIl servICe expansIOn: The Georgetown South Project involves track epansion andnew underpasses and overpasses along the Kitchener rail corridor (previously the Georgetown corridor). Theseinrastructure improvements are required to accommodate two-way all-day service improvements, and support thenew Union Pearson Epress service. This increased level o service will be launched in 2015. Two-way, all-dayservice would also be etended to the new James Street North station in Hamilton, which is to open in 2015.

This long-needed revitalization o the transit and transportation system sets the stage or the Net Wave oregional transit projects.


33/94


3.5 The Next Wave: Its Economic and Transportation Impact

The Net Wave o regional rapid transit projects represent many o the remaining ununded Priority Projectsidentiied in the analysis and consultation that developed The Big Move.

By 2031, these projects would result in an estimated $110 billion to $130 billion in growth to Ontarios GDP, creating800,000-900,000 person years o construction and long term employment and growing government revenues by$25 billion to $30 billion estimated to be approimately $5 billion or municipal governments, $13 billion or theprovincial government, and $12 billion or the ederal government. 5 Funding is needed to deliver the projects thatgenerate these beneits.

Enough newly employed people to ll the

Air Canada Centre

800,000-

900,000

48 tIMes

new jObs Created

2012 - 2031

Together, the Net Wave projects would strengthen the regional network, urther connecting various parts othe region, by optimizing the eiciency o the network and creating a whole that is greater than the sum o itsparts. For eample, the Hurontario-Main LRT would stitch together major transportation upgrades in the region,connecting three GO rail l ines with upgraded two-way, all-day service and linking the Queen Street rapid transit inBrampton as well as the western leg o the York Region Viva service.

The Net Wave rapid transit projects have been planned in cooperation with municipalities to address their transitneeds, as well as the needs o the region as a whole. Metrolin continues to meet with community beneitsorganizations to discuss how local jobs and training programs can be optimized during the construction, operationsand maintenance phases o The Big Move projects. Metrolin will work with local and regional organizations todevelop and implement strategies to ensure communities that are hosting the transit acilities realize not just thetransportation beneits o the inrastructure, but also receive social and economic beneits rom the investmentthat is being made.


34/94


10

1214

16

18

20

8

6

4

2

0

Today

CurrentTrends

FundedProjects

FundedProjects &Next Wave

Future (2031)

All of theBig Move

100%

80%

60%

40%

20%

0%

Today

CurrentTrends

FundedProjects


Future (2031)

All of theBig Move

Percentage of population (2031) expected to live within 2km of rapid transit

100%

80%

60%

40%

20%

0%

Today

CurrentTrends

FundedProjects


Future (2031)

All of theBig Move

Percentage of jobs (2031) expected to be within 2km of two-way-all-dayrapid transit

urban grOwtH Centres COnneCted

wOrkIng ClOse tO rapId transIt

lIvIng ClOse tO rapId transIt

With the implementation o theNet Wave, additional UrbanGrowth Centres in the GTHA willbe served by transit throughout the

day, making it possible or manymore people to reverse commuteto work, reach business meetings,and meet many more o theirdaily needs such as shopping andrecreation by transit.

With the Net Wave, many morehomes and workplaces would becloser to rapid transit, making iteasier or people to access rapidtransit by walking, cycling, andlocal transit, and to use rapid

transit or their journey to work.Upon completion o the projects,72 percent o the GTHAspopulation would live within 2kilometres o rapid transit service,an increase rom 42 percent in2001. And 76 percent o jobs inthe GTHA would be located within2 kilometres o rapid transit, uprom 64 percent in 2001. Manymore people than beore would beable to walk to their workplacesrom a rapid transit station.


35/94


3.5.1 The Next Wave: What It Would Mean to GTHA Residents and the Economy

In addition to the network beneits, the Net Wave rapid transit projects would each bring speciic beneits to areasthroughout the GTHA, and to transit riders and commuters in each o the corridors.

Relief Line

Yonge North Subway Extension

GO Rail Expansion

GO Lakeshore Express Rail Service - Phase 1(including Electrification)

Electrification of GO Kitchener lineand Union Pearson Express

Brampton Queen Street Rapid Transit

Dundas Street Bus Rapid Transit

Durham-Scarborough Bus Rapid Transit

Hamilton Light Rail Transit

Hurontario-Main Light Rail Transit

Local transit

Roads and highwaysActive transportation & integration

next wave prOjeCts


36/94


relIef lIne: The line would provide relie to the Torontos crowded transit system and provide residents withnew rapid transit into the Toronto downtown. The new line could potentially run east-west, passing through thedowntown core and connecting to the Bloor-Danorth and Yonge-University-Spadina subway lines. The RelieLine would also support major growth and development in York Region, by enabling additional ridership with theetension o the Yonge subway to Richmond Hill. This project would beneit more than 107 million riders in 2031.The Relie Line would create more direct rapid transit links to Torontos business district and popular downtown

attractions. Estimated cost: $7.4 bill ion.

yOnge nOrtH subway extensIOn: This etension would connect Toronto to the Richmond Hill/Langsta Gateway urban growth centre. Easy, direct access to the TTC would be within the reach o an additional200,000 people in York Region. The etension rom Finch Station to Richmond Hill would add ive new stationsto the Yonge Street line and connect with Vivas Highway 7 and Yonge Street bus rapid transit lines and theRichmond Hill GO line. An etension o the Yonge subway line rom Finch Station to Richmond Hill Centre wouldmean a transer-ree trip to downtown Toronto or people living at Yonge and Steeles, and Yonge and Highway 7.The etension would beneit 50 million riders in 2031. Estimated Cost: $3.4 billion.

braMptOn queen street rapId transIt: Queen Street Rapid Transit is a key component oBramptons long-term vision or transportation. The new transit service would operate in its own dedicated lane,

connecting downtown Brampton to York University and Vaughan Metropolitan Centre. It would oer aster andmore reliable service than eisting bus service. With new dedicated lanes, travel along Queen Street would becomemore reliable and 15 percent aster than current Zm service. Students travelling to York University will have areliable travel alternative thereby avoiding getting stuck in an unepected traic jam. The new route would connectto the Kitchener GO line and the uture Hurontario-Main LRT, beneiting 17 million riders in 2031. Estimated Cost:$600 million.

dundas street bus rapId transIt: Dundas Street is a major east-west corridor in the GTHA and playsan important role in the movement o people through Burlington, Oakville, Mississauga and Toronto providing adirect route between Brant Street in the City o Burlington and Kipling subway station in the City o Toronto. TheDundas Street BRT would bring 40 kilometres o new transit to the western GTHA. It would provide one seamlesstransit rapidway connecting Toronto, Mississauga and Halton Region. The BRT would optimize the transit network

by providing important connection to the Milton GO line, the Bloor-Danorth subway line and a new Hurontario-Main LRT. Access to the TTCs Bloor-Danorth subway line would be just a 20-minute trip rom Hurontario Streetin Mississauga. The new BRT would beneit 13 million riders in 2031. Estimated Cost: $600 million.

durHaM-sCarbOrOugH bus rapId transIt: The Durham-Scarborough BRT would run alongHighway 2, a primary transportation corridor in Durham that serves important destinations in the region andconnects to the City o Toronto. The new BRT line would run east rom the Scarborough Civic Centre, to downtownOshawa. At Scarborough Civic Centre passengers will be able to connect to the rebuilt Scarborough RT andonwards to the TTCs Bloor-Danorth subway line. The Durham-Scarborough BRT would connect Pickering, Aja,Whitby and Oshawa with a direct, seamless, convenient transit service and to other parts o the GTHA. Withnew dedicated bus rapid transit lanes along Highway 2, travelling rom Pickering to Oshawa would be less thana 40-minute trip with more reliable service than today. The new BRT would beneit 18 million riders in 2031.Estimated Cost: $500 million.


37/94


Hamlton LRT on Kng Street

A vson for the future: Hurontaro-Man LRT

HaMIltOn lIgHt raIl transIt: Hamilton Light Rail Transit is part o a long-term vision to connect keydestinations across the City o Hamilton. The new LRT line would travel along King and Main Streets romMcMaster University to Eastgate Square and would build on the eisting B-Line bus to provide aster and moreeicient service. The project would provide signiicant time savings or passengers, resulting in a aster trip romMcMaster University to Eastgate. The proposed route would beneit 8 million riders in 2031, and is an investmentin the revitalization o Hamiltons downtown core. Estimated Cost: $1 billion.

HurOntarIO-MaIn lIgHt raIl transIt: The Hurontario-Main LRT is part o the City o Mississauga andCity o Bramptons vision or improved rapid transit to support their growth aspirations. The LRT would run alongHurontario and Main Streets, rom Port Credit to downtown Brampton, improving upon eisting bus service in thecorridor. Currently, the trip between Port Credit and downtown Brampton takes more than an hour and requiresriders to take two buses. The new LRT would provide signiicantly aster service 38 minutes rom Port Creditto downtown Brampton and would also be more requent and reliable. The new LRT would provide important

connections to other transit in the area, including Brampton Queen Street bus service, the Mississauga BRT,serving the Airport Corporate Centre, the Dundas Street BRT and the Kitchener, Milton and Lakeshore West GOlines. The LRT would beneit 29 million riders in 2031. In addition, LRTs beneit all commuters transit passengersand auto drivers alike by signiicantly epanding the capacity o the road. A single car lane can carry 800 peopleper hour, but a two-car LRT in a dedicated lane carries 5,200. Estimated Cost: $1.6 billion.


38/94


gO twO-way all-day servICe: The introduction o two-way all-dayservice on all GO rail lines in the GTHA would ensure that trains would run ona regular schedule throughout the day. This is an important step in changingthe commuter rail system to a more requent and convenient way to travelaround the region. This improved service would unlock the developmentpotential and strengthen employment centres across the region by making

them more accessible throughout the day. Trains would operate in bothdirections during peak and o-peak times: morning, midday, in the evening,and on weekends. Passengers who currently rely on GO bus service ormidday trips and reverse commutes would be able to take the train as well.The eisting peak period services to Union Station would also be epandedsigniicantly. Rush hour service into the downtown would be twice as requent,allowing passengers to simply go to their station and hop on the train instead o ollowing a schedule. Theseimprovements would be provided on most sections o the Milton, Kitchener, Barrie, Richmond Hill and Stouvillelines. Together, these improvements would beneit 64 million riders in 2031. Estimated Cost: $4.9 billion.

gO lakesHOre express raIl servICe pHase 1 (InCludIng eleCtrIfICatIOn): The irstphase o this project would begin to transorm GO Transits backbone rom Hamilton to Oshawa, serving majoremployment centres along the corridor. In addition, the line would be upgraded rom Tier 4 diesel to electricpropulsion. The electriication o the Lakeshore line would enable aster and more requent service on the corridor.Coupled with increased service, passengers will have more travel options, allowing them to arrive at the stationwithout consulting a schedule. It would enhance network eiciency by minimizing wait times and creating seamlesstransers with other regional projects like the Hurontario-Main LRT. Travel time between Hamilton and Torontowould be approimately 10 minutes aster with electriied service. This new rail service would beneit 40 millionriders in 2031. Estimated Cost: $1.7 billion.

eleCtrIfICatIOn Of gO kItCHener lIne and tHe unIOn pearsOn express: Both theKitchener line and the Union Pearson Epress are proposed or conversion rom diesel to electric equipment.Upgrading to electric propulsion or these lines would mean aster travel times, which would improve the economiccompetitiveness o the region and potential or property value increases. The Kitchener corridor would alsobeneit rom other service improvements such as higher requencies and introduction o two-way, all-day service.

Conversion to electric propulsion would result in lower annual operating costs or GO Transit. Estimated Cost:$900 million.

The above are current estimates o the capital construction costs in 2014 dollars o the Net Wave projects.These estimates will need to be adjusted as project scope and phasing is inalized. For more inormation on thetotal lie cycle capital and operating costs please reerence section 6.4.2. o this report.

next wave InvestMents In OtHer key eleMents Of tHe transIt and transpOrtatIOnsysteM: Up to 25 percent o the dedicated unding would be devoted to local roads and transit, improvementsto the highway system and various other transportation initiatives through a Big Move Partnerships Initiative. Formore inormation, reer to section 6.4.1.

a rni ym

h connc

ould nfi h

hol rion.

-Halton Region resident,

at regional roundtable


39/94


next wave prOjeCts: pOtentIal prOjeCt IMpleMentatIOn tIMelInes

PROJECT NAME

Yonge North Subway EtensionRelie Line

Hamilton LRTHurontario-Main LRT

Brampton Queen Street RT 1

Dundas Street BRT 1

Durham-Scarborough BRT 1

GO Two-Way, All-DayGO Milton Line - two-way, all-day to Meadowvale*

GO Kitchener Line - two-way, all-day to Mt. Pleasant2

GO Barrie Line - two-way, all-day to East Gwillimbury

GO Richmond Hill Line - two-way, all-day to Richmond Hill3*GO Stouville Line - two-way, all-day to Mount JoyGO Lakeshore East Line - etension to Bowmanville

Lakeshore Epress Rail Service-Phase 1(including Electriication)

GO Kitchener line Electriication 4

UP Epress Electriication

DESiGN AND

ENViRONMENTAL

ASSESSMENT

PERiOD (YEARS)35

33

444

24-5212

2-3

5

63

CONSTRUCTiONPERiOD (YEARS)

3 to 66

44

344

765246

10 to 15

10 to 152

1 Some segments o BRT projects could potentially open earlier subject to urther engineering and operational studies2 Kitchener: easibility o additional trackage through Brampton to be determined and railway requirements not yet known.3 Richmond Hill: Assumes midday o-peak service supported by a passing track.4 Etent o Kitchener Corridor electriication is to be determined. Corridor partially owned by CN and partially owned by GExR

GO Projects Notes & Assumptions:A. *Timing is subject to outcomes o negotiations with railways and could vary substantiallyB. Not likely possible to undertake all GO projects simultaneously. Phasing details require urther assessment.

Other Notes:A. Assumes timely processing and approval o Environmental AssessmentsB. Timelines do not account or any interdependencies amongst either Net Wave projects or currently unded projects


40/94


3.5.2 Keeping Next Wave Projects on Target

As Metrolin advances The Big Move, work will continue to ensure that decisions are made based on the latestand most accurate data available. Projects will need to be reined and updated on a regular basis to meet thegoals set out in the areas o quality o lie, the environment and the economy. The Metrolinx Actalready sets thestandards or a rigorous, open and transparent process to evaluate amendments to The Big Move. This same

process should be used to consider any adjustments to the Net Wave projects.

reCOMMendatIOn 1:To ensure continued progress in The Big Move, it is recommended that:a. Metrolinx continue to pursue the completion of First Wave rapid transit projects.b. All transit and transportation investment decisions made by Metrolinx, municipalities or other agencies for the

use of funds generated by the Investment Strategy should be consistent with The Big Move.c. Metrolinx continue working with the Province of Ontario, municipalities and other agencies on planning,

designing, building and operating a series of regional rapid transit projects, listed below, referred to as theNext Wave projects, described in Section 3.5.1:

ReliefLine;

YongeNorthSubwayExtension;

BramptonsQueenStreetRapidTransit;

HamiltonLightRailTransit;

Hurontario-MainLightRailTransit;

DundasStreetBusRapidTransit;

Durham-ScarboroughBusRapidTransit;

GOTwo-Way,All-DayService;

GOLakeshoreExpressRailServicePhase1(includingElectrification);and

ElectrificationofGOTransitKitchenerLineandUnionPearsonExpress.

d. Metrolinx to continue working with the Province of Ontario and municipalities on the finalization of the scopeand phasing of the Next Wave projects, and report back to the Metrolinx Board of Directors by June 2014.Any material changes to the Next Wave projects would require approval by the Metrolinx Board of Directors,following appropriate consultation and input from municipalities and the public, as required under the MetrolinxAct. Continued progress on Next Wave projects is subject to the availability of funding from this proposedInvestment Strategy.

e. Metrolinx continue working with communities and local and regional organizations to develop and implementstrategies to take advantage of local jobs and training programs to provide community benefits for theareasthatwillbehostingtherapidtransitinfrastructureoutlinedinRecommendation1(c)above.

reCOMMendatIOn 2:It is recommended that as part of its legislated review of the regional transportation plan, scheduled to beginin 2014 and be completed in 2016, Metrolinx fully integrate the recommendations of the Investment Strategy,including the Next Wave projects.


41/94

4.0 bii t accoiiThroughout our etensive consultations with the public, municipalities and stakeholders, one requent and consistentmessage we heard was the need to address the publics concerns about trust and accountability. In other words,there is skepticism about the ability to get the job done, on time and on budget. It is critical to address these concernsupront and set out ways to build the publics trust and ensure the level o accountability they deserve.

4.1 The Need for Dedicated Tools

Building a modern transit and transportation system requires dedicatedresources suicient to meet the regions needs, and tied directly to thespeciic goal o mobility throughout the region.

The traditional stop-and-start approach o unding transit and transportationhas depended upon annual unding cycles, undermining the regions abilityto meet its challenges in this area. Today, the scale o investment needed toachieve the GTHAs goals is too great to rely solely on traditional government

unding. Etensive consultation and analysis shaped an integrated transitand transportation plan The Big Move designed to alleviate congestionand greatly enhance mobility throughout the region. Funding rom the threelevels o government has provided $16 billion toward the First Wave oprojects dedicated to that goal. We are now proposing $34 billion in projectsas part o the Net Wave to continue the task o creating the eicient transitand transportation system that the GTHA requires. Even with the level odedicated unding outlined in this report, it would still be necessary orgovernments at all levels to continue to make investments in the transitand transportation system. This is critical, since i current investments in theeisting system are reduced, Investment Strategy unds would make no practical dierence to the speed or scaleo epansion o the system. In addition, eisting transit and transportation systems need to continue to be operatedand maintained. It is also important to note that the Net Wave projects do not include every project in The Big

Move. The Net Wave is just that the net round o investments, to address our growth needs in the GTHA.

The $2 billion per year rom new investment tools would provide a stable revenue source to und:

Next Wave regional transit capital construction and financing costs, the ongoing life cycle costs ofrehabilitation and replacement, and the Metrolin share o operating and maintenance costs; and

Other key elements of the transit and transportation system, including local roads and transit, highwaysystem improvements and other transportation initiatives.

The chart on the net page conceptually shows how the $2 billion per year revenue target would cover all-incosts o the Net Wave and other supporting transit and transportation inrastructure initiatives.

It demonstrates how capital and program costs would peak in certain years as projects ramp up, how legacy

replacement and rehabilitation costs become the larger cost over the decades as inrastructure requires renewal,and operating and maintenance costs become part o the annual unding need once systems are in service.


pnli ndor

th bi Mov

nd r dmn

h ny rvnu

nrd from

n ool ricly ddicd

o rnorion

invmn.

-ResidentsReference Panel


42/94


$

Years

Program Costs(Capital Projects and Supporting Programs)

Legacy Costs(Replacement and Rehabilitation)

Operating and Maintenance

Investment Tool Revenue

In an era o strained government resources and competing public needs, suicient unding cannot be countedon rom eisting general revenues. History makes it clear that reliance on transer payments alone has notostered the stable, long-term investment needed. Funding needs to be reliable, liting decision-making andimplementation above the shiting priorities o annual government unding cycles. Over the net two decadesand more, it must be predictable and dependable; residents and businesses have a right to know they can counton projects being completed, in a speciied time rame and they can make important, and oten job-related,decisions based on them.

The goal o ensuring consistent, dependable and suicient resources can only be secured through the useo investment tools that are speciically dedicated to building the transit and transportation system that the

GTHA needs.The importance o dedicated investment tools or long-term development o an integrated transit and transportationsystem is not unique to the GTHA. In act, it is the GTHA that is currently in an unusual position among leadingurban regions o the world in relying solely on transer payments rom all levels o government to und transit andtransportation. Sales ta, or eample, has become the astest-growing source o revenue or transportation undingin Caliornia, and is used in New York City, Chicago, Houston and Minneapolis. In act, Los Angeles ratepayershave voted three times in the past 25 years to raise sales taes to inance and accelerate transportation projectsand programs. Chicagos Regional Transportation Authority has a dedicated regional sales ta ranging rom 0.75- 1.25 percent, depending on the location.

Vancouvers regional transportation authority, TransLink, currently collects 17 cents per litre on all uel sold in theGreater Vancouver Metropolitan Area, accounting or about one-quarter o the authoritys total revenue.

Both New York and Paris have dedicated payroll taes or transportation unding.

Montreal maintains a parking levy on non-residential o-street parking acilities, with revenues dedicated to publictransit. In Australia, both Melbourne and Sydney use parking levies to und transportation.

An auto insurance ta is used to und transit in the Pittsburgh area. Drivers pay an additional license charge inSeattle and New York State to und transportation. In Denmark, Singapore, and several U.S. states, owners pay aee on new vehicles, with revenues dedicated to und transportation.

IllustratIve next wave prOgraMs - tOtal expendIture prOfIle - One lIfe CyCle(not to scale)


43/94


As one o the worlds most vital urban regions, the Greater Toronto and Hamilton Area needs the same dedicatedresources to ensure our ability to und the enhancements our region will need to provide an integrated,comprehensive transit and transportation system or the uture.

People want assurances that they will see the beneits o dedicated investment in the orm o improved mobility.Quite rightly, there is considerable support or the principle that at all times the public should be able to seeeactly what they are paying or and how the resources are being utilized. That is another characteristic commonto many regional transportation authorities around the world that are entrusted with dedicated investment revenue they are accountable to the citizens they serve through a rigorous system.

The Investment Strategy or the GTHA proposes collecting and spending billions o dollars o public revenueson transit and transportation projects across the region. Putting in place policies and mechanisms to build trustand accountability is a priority, with speciic policies recommended to ensure that progress is visible and resultspublicly reported on a regular basis including on the collection, management and disbursal o unds.

Satisying the publics right to accountability requires that several structures and practices be put in place.

A vson for the future of Hurontaro Street wth new lght ral transt


44/94


4.2 Metrolinx Governance: Ensuring Representation From Municipalities

Continuously improving the governance o the overall regional transit and transportation system is an importantpart o building trust and accountability. Metrolin, in its short lie, has seen signiicant changes. Originally a smalltransportation planning authority when it was created in 2006, it has grown in scope and responsibility irst,with its merger with GO Transit in 2009, ollowed by the transer o PRESTO rom the Province o Ontario to

Metrolin in 2011, the creation o the Union Pearson Epress, which will launch revenue service in early 2015,and most recently, taking on the delivery responsibility or the our LRT projects in the City o Toronto, the largestinrastructure program in North America at this time.

Decisions on the implementation o the Investment Strategy will change Metrolin again, in terms o becomingresponsible and accountable or overseeing an even-larger program o epanding the GTHAs transit andtransportation system.

The governance o Metrolin has also changed as the organizations role and mandate changed. The MetrolinBoard o Directors was originally largely composed o municipally-elected oicials. There was also a separateBoard o Directors responsible or GO Transit up until 2009, with a mi o municipal representatives and citizenmembers. With the merger o Metrolin and GO Transit, a single Board o Directors was created, composed o upto 15 directors appointed by the Province o Ontario. The directors are all citizen members, drawn rom a varietyo backgrounds and eperiences, and rom dierent geographic areas. The ocus is, and should continue to be, ona competency-based board, addressing the skills matri developed by Metrolin, as well as a gender balance anddiversity representation.

As decisions are made on the recommendations contained in this Investment Strategy, consideration should begiven to making adjustments to the composition o the Board o Directors, to create a stronger connection withmunicipalities in particular. To deliver transit and transportation projects in the region, Metrolin needs a strongpartnership with municipalities, since they are responsible or land use planning and the local roads and transitsystems. Eorts to better integrate decision-making, as discussed elsewhere in this report, should etend into thegovernance o Metrolin.

One way to help achieve this objective would be to allow municipalities to nominate up to si members to theMetrolin Board o Directors. These nominees could be made collectively by the municipalities o the region, asopposed to assigning a speciic number o nominees to particular municipalities. This would create an opportunity

or the municipalities to come together as a group, to decide how to select nominees that would subsequently beappointed by the Province. This will be accommodated by increasing the Board to 18 members with the remaining12 members o the Board, including the chair, vice-chair and chie eecutive oicer, continuing to be appointees othe Province. As it does currently, the Province would consult with the Board o Directors on potential candidates,but reserve the inal decision. All members, whether municipal or provincial nominees, should continue to becitizen appointments, consistent with the eisting Metrolinx Act, which does not allow the appointment o electedor employed public oicials to the Board.

reCOMMendatIOn 3:It is recommended that the Province of Ontario consider adjusting the composition of the Metrolinx Board ofDirectors, in order to provide municipalities in the Greater Toronto and Hamilton Area with the opportunity tonominate up to six citizen appointees to the Board.


45/94


4.3 Creating a Trust for Investment Strategy Funds

To ensure public conidence that all unds raised through theInvestment Strategy are dedicated only or the purposes or which theywere collected, it is proposed that the Province o Ontario create aGreater Toronto and Hamilton Area Transportation Trust Fund.

The Transportation Trust Fund would hold, invest and distribute trustproceeds, in a manner that is consistent with the delivery o theNet Wave projects and programs. The und would be governed bya board o trustees which would release unds only upon the receipto documentation certiying that the disbursement is related to one ormore o the Net Wave projects or programs.

The trust would be irrevocable, with all monies distributed to thebeneiciary o the trust, which would be Metrolin. The trust would eistor at least 20 years, and at the end o the term, any remaining undswould be distributed to Metrolin as the declared beneiciary, or GTHAtransit and transportation projects.

The board would engage proessional managers, such as the OntarioFinancing Authority, to support their duties. An annual report wouldbe prepared on the trust und, on monies received and distributedduring the year, as well as any investment decisions made. The OntarioAuditor-General or other party could be appointed as the auditor othe trust.

reCOMMendatIOn 4:It is recommended that the funds generated by the InvestmentStrategy be dedicated to the construction, financing, managementand operation of transit and transportation infrastructure set out inthis report. To this end, it is recommended that a Greater Torontoand Hamilton Area Transportation Trust Fund be established and

governed by a board of trustees, for the management and distributionof the proceeds of the trust.

4.4 Public Engagement and Reporting

The purpose o The Big Move is to get our region moving again, toprovide GTHA residents with a transit and transportation system thatwill improve their quality o lie and provide more economic opportunitiesto them and to uture generations. It would be, ater all, a transit andtransportation system or the people o the GTHA. They would havepaid or it through the Investment Strategy. It is their system. Thats why

engagement with GTHA residents on a project-by-project basis as TheBig Moveis implemented is essential.

GO Transit, one o the divisions o Metrolin, has already implemented arobust engagement program. For eample, GO established in 2008 the Customer Service Advisory Committee(CSAC) to provide or ongoing public participation in customer service improvements. The committee, chairedby a Metrolin Board member, consists o customers selected rom customers applications, most representingtrain or bus service corridors. These members o the public provide essential eedback to GO Transit. The CSACprovides consultation and advice related to customer service programs and initiatives, promotes dialogueand inormation echa

Documents

Metrolinx Report