Victoria Rapid Transit Work Plan

Transcription

1 Victoria Rapid Transit Work Plan Linking Communities, Businesses & Lifestyles

2 1. Project History and Rationale The Victoria Regional Transit System services the majority of the developed portion of the Capital Regional District comprised of 13 municipalities; including: Victoria, Oak Bay, Saanich, Esquimalt, Sidney, Sooke, and the Western Communities. The Victoria Region is the second largest in the province and serves a population of approximately 330,000. The system carried 23 million passengers in 2007/08 with a fleet of 260 buses and 50 HandyDart vehicles. Over the last 3 years, in cooperation with the Victoria Regional Transit Commission (VRTC), BC Transit has been looking for ways to improve the linkage between the Westshore and Victoria. With almost 50% of the regional transit network operating on Douglas Street, it was identified as the primary corridor for the region. In 2005, a $2.9 million project was undertaken to install real time signal management on Douglas Street from Bellville St to Town and Country (Saanich Rd). A second phase of this project was then initiated in 2006, which proposed the construction of dedicated bus lanes, bike lanes and transit stations (Fisgard to Saanich Rd 3km) as the initial part of the RapidBus project to connect Victoria to the Westshore. In January 2008, the BC Government released the Provincial Transit Plan (PTP) committing $14 billion for transit projects throughout BC between now and This plan is focused on expanding fast, reliable, green transit and calls for a doubling of transit ridership, increased mode share and expanded accessible services in British Columbia. The accelerated implementation of transit in this provincial plan presented the opportunity and impetus to undertake a more detailed regional study and advance a full rapid transit network plan with a target of finalizing a recommendation to proceed with a downtown Victoria to Westshore rapid transit link as the first phase. Therefore, the Douglas Street Busway project has been put on hold. To support the goals of the PTP, BC Transit will be launching a regional planning exercise in the Victoria region, including: 1. Defining the key transportation corridors in the region. 2. Assessing alignment/technology options that will link the Westshore to downtown Victoria. 3. Reaching conclusions on Rapid Transit service in this corridor, developing a business case and making application to government for funding. Previous studies conducted in the region include the following: The Summary Report for the 1994 CRD project Regional Development and Transportation Strategies for the Capital Region evaluated the feasibility for Light Rail Transit between Downtown and Westshore by 2010.

3 In 1996, the Provincial Government funded an alignment evaluation study for a LRT line between Downtown and Langford located primarily on Douglas Street and the Galloping Goose. A follow up study assessed the costs and a basic operating plan for a commuter rail style of service on the E&N between Duncan and Victoria. In April 2005, the CRD adopted the Travel Choices Strategy as the long term plan for the development of transportation networks including goals and objectives for a high capacity transit priority network for the region. In June 2005, BC Transit published the Rapid Transit Network Development for the Victoria Region. This is primarily a strategic planning document which gives an overview of vehicle, infrastructure and service concept plans for the overall rapid transit network. In October 2005, BC Transit published the Douglas Street/ Highway 1 Transit Priority Study which provides a detailed analysis of the service, operational and infrastructure requirements for a Rapid Bus alignment on Douglas Street between Downtown Victoria and Town and Country Centre. In December 2007, BC Transit released Western Communities Transit Priority Project Problem Definition Report which gives details on the road, intersection, operational and service requirements for an extension of the Rapid Bus alignment from Town and Country to Langford Centre. In January 2008, Communities for Commuter Rail (C4CR) released the Westshore Tram Line Assessment which evaluated the feasibility of commuter rail on the E&N right of way from the Westhills development via Langford Centre and Esquimalt to the terminus on Wharf Street in Downtown Victoria. 2. Project Scope Utilizing the new statement of objectives and commitment of funding included in the Provincial Transit Plan, the initial phase of this project has two key functions: 1. To reaffirm and define the key corridors in Victoria; and 2. To examine alignment and mode options to service the Westshore/Victoria market and to develop staging recommendations aimed to maximize benefits, build ridership, support regional growth plans and to provide foundations for future investment. While the focus of this project is primarily to develop the Westshore corridor for Rapid Transit, a regional strategy must be considered as part of this project (i.e, the solution presented for the Westshore needs to link and feed into the other key corridors that will be identified as part of this project).

4 Specifically, the scope of this project will be to develop a Victoria Regional Transit Master Plan that will address: Examination of studies undertaken to date. Definition of key corridors for the Victoria Region. Examination of the service, forecast, demand, land use, alignment and cost implications of a range of rapid transit technologies. Consultation with the public, stakeholders, and government and emergency services on options, advantages and potential impacts. Recommendation of a plan for Phase 1 Rapid Transit that connects Victoria to the Westshore including linkages to the other key corridors in the region and gateways to other regions. 3. Strategic Partners The Victoria Rapid Transit project builds on a key strategic partnership between: BC Transit responsible for all transit systems in Victoria and 58 other communities in BC and co-funder of the planning phase of the project Ministry of Transportation and Infrastructure plans transportation networks, provides transportation services and infrastructure, develops and implements transportation policies, and administers many transpiration-related-acts and Regulations within BC; including providing funding to BC Transit and building and maintaining major highway infrastructure within Victoria. Co-funder of the planning phase of the project. Capital Regional District responsibility for the region s growth and landuse strategy and providing resources in-kind to support the planning phase of this project. Victoria Regional Transit Commission- the Commission consists of seven members, five locally elected mayors and two councillors, who are appointed according to the BC Transit Act. Two members of the Commission are appointed as directors to the Board of BC Transit. The Victoria Regional Transit Commission is responsible for: o o o o Determining route configurations and transit service levels, Setting fares, Reviewing and making recommendations for the annual operating budget and capital spending, and Raising the local share of the annual cost of transit service in the region through property taxes and fuel tax surcharges.

5 4. Related Projects In addition to partnerships, this project also seeks to gain synergies from related concurrent projects, including: The CRD parks regional rail trails development (including the E&N Rail Trail). Ministry of Transportation and Infrastructure highway maintenance and capital upgrades. The CRD Travel Choice Strategy focusing on intermodal transportation including walking, cycling, using transit, ride-sharing or using other alternatives to driving alone. Alignment with municipal Official Community Plans (OCP s) and major campus/site development plans including University of Victoria, Camosun, Royal Roads University, ViaTEC, Victoria International Airport, Jubilee Health Centre, etc. Alignment with the E&N rail study announced in December Project Phases and Schedule The project is comprised of three phases: Pre-Implementation (Planning and Design), Implementation (Construction), and Post-Implementation. The following section provides a general outline of each phase and associated schedule. Project Phase Timeline Pre-Implementation Planning: September 2008 September 2009 PDR: October 2009 to January 2010 Detailed Design: January 2010 to TBD Implementation TBD Post -Implementation TBD PRE-IMPLEMENTATION (PLANNING & DESIGN) The pre-implementation work has been broken into 3 stages, Planning, Project Definition and Detailed Design. Public consultation will be an important milestone at each of these stages. STAGE 1: Planning (September 2008 to September 2009) Phase 1: Goals, Requirements, Criteria The first phase of the project will be to review existing studies, collect baseline data and develop BC Transit, municipal, and community goals and functional requirements for a regional rapid transit system. This phase will be very important as the functional requirements will eventually become the screening criteria used to evaluate the various options proposed.

6 Phase 2: Identifications of Concept Options The second phase of this project will identify all possible concept options for preliminary evaluation based on aspects such as service types, alignment, locations of exchanges and stops as a progression from the short term to long term solutions. Phase 3: Preliminary Evaluation of Options The third phase of the project will assess the identified options in Phase 2 according to the screening criteria and using the methodology and documentation developed in Phase 1. At this point, the number of options will be reduced (including status quo) to include only viable options that meet the screening criteria. Further analysis will be undertaken in order to better assist in the evaluation of each option. Phase 4: Detailed Options Development The fourth phase of the project will further eliminate all but one or two options and more detailed plans will be prepared to assess the remaining options in further detail. Phase 5: Evaluation of Detailed Options The fifth phase of the project will assess the detailed options according to the multiple account evaluation criteria and methodology documented in Phase 4. At this point, a preferred option will be identified and all key stakeholders will be asked to provide acknowledgement and acceptance of the solution. Phase 6: Development of a Master Concept Plan This phase of work will include the development of a Master Concept Plan that consolidates all previous studies and identifies an alignment for the Westshore with an indication of schedule and budget. In addition, the Master Concept Plan will consider implications on the other corridors identified. A preliminary business case will be developed to identify potential capital funding requirements as part of the annual capital budget cycle for 2010/11. Pre-implementation funding will be released to complete a Project Definition Report and allow for a detailed scope, schedule and budget to be developed. STAGE 2: Project Definition Report (October 2009 January 2010) This stage includes the development of a Project Definition Report that defines the scope of the project, property requirements, budget allocations and schedule, with a project delivery strategy that considers a phased approach to construction. A detailed Multiple Account Evaluation (MAE) will be conducted as part of this phase.

7 The PDR will allow for a detailed business case to be submitted as part of the 2011/12 capital budget cycle. Specific timing around implementation will depend on the recommended option. STAGE 3: Detailed Design (January 2010 to TBD) This stage will involve development of detailed design drawings and specifications, property acquisition plans and environmental assessments, in accordance with the project delivery strategy outlined in the project definition stage, enabling the project to proceed to construction. IMPLEMENTATION (TBD) This phase of the project involves tendering the various projects for construction and cannot be defined until a preferred solution is selected. POST-IMPLEMENTATION (TBD) This phase of the project will involve the following: Evaluate and monitor the implemented solution and its component parts. Recommend and implement minor improvements to ensure benefits are realized. Recommend any required service adjustments to ensure benefits are realized.

8 6. Project Structure (Roles and Responsibilities) The following chart summarizes project structure. Roles and responsibilities are listed in the following table (Exhibit 6).

9 Exhibit 6: Project Roles and Responsibilities Role Name & Title Responsibilities Minister of Transportation and Infrastructure BC Transit Board of Directors Victoria Regional Transit Commission Honourable Kevin Falcon Sets policy direction for Provincial Transportation. Responsible for financial contribution to BC Transit. Responsible for setting strategic direction and policy for BC Transit. Responsible for approving and submitting all major capital project business cases to the Minister of Transportation and Infrastructure. Responsible for approving operating and capital funding as part of the BC Transit annual budget. Approval of annual service plans, fares, and generating local taxation. Responsible for final decisions on requirements, options, recommendations and requests to BC Transit Board of Directors. Steering Committee Project Sponsor Manuel Achadinha, President & CEO, BC Transit Chair Mike Proudfoot, Ministry of Transportation & Infrastructure Sheila Taylor, Ministry of Transportation & Infrastructure Ron Drolet, Senior Vice President Planning & Business Development, BC Transit Kelly Daniels, Chief Administrative Officer, Capital Regional District Manuel Achadinha, President & CEO, BC Transit Provides overall direction to the project and sets the key functional requirements. Receives regular updates from the project team. Responsible for delivering the Project to the Commission and ensuring Commission, government and BCT objectives are met. Review significant project steps Approve significant consultant contract decisions. Champion project within own organization and support the provision of appropriate project resources to ensure the success of the project. Participates as a member of and chairs the Steering Committee. Ensures policy is being adhered to and that project meets all

10 Role Name & Title Responsibilities Project Owner Project Management Working Team Municipal Liaison Committee Ron Drolet, Vice President, Planning, Marketing & Business Development, BC Transit David Leather, Project Director, Pacific Liaicon Henry Wakayabashi, Principle, Pacific Liaicon Erinn Cousins, Director, Capital & Fixed Asset Management, BC Transit David Leather, Pacific Liaicon Santino Pirillo, McElhanney Erinn Cousins, BC Transit Graeme Masterton, BC Transit Bob, Lapham, CRD Ashok Bhatti, MOT requirements for submission to Commission and the Board of Directors. Provide overall direction for the project and ensure is proceeds within scope, budget and schedule. Provide day to day direction to the Project Managers and Project Team members, as required, to ensure that the overall direction from the Steering Committee and Technical Committee is being implemented. Project Management responsible for delivery of project in preimplementation, implementation and post-implementation phases of the project. Developing form options to meet functional requirements. Responsible for all technical, communications and consultation work related to the project. Schedule management, cost management of technical budget and technical process. Development of detailed business case. Provides expertise in the various technical areas and management processes across the project based on industry based practice to establish benchmarking and provide peer review. Responsible for providing and gathering functional requirements. Evaluation of options to project management as required. Local agency/partnership. All CAOs of Regional Municipalities or designates. Responsible for providing municipal input and coordination with respect to all aspects of the project. Facilitate two-way communications between municipal staff and Councils

11 Role Name & Title Responsibilities and the project. Community Liaison Committee Sub Consultants As appointed by the Project Management Team Liaison with the communities, transportation related agencies, business groups etc. Specifically directed functions as determined by the Project Management Team. 7. Project Budget It is estimated that Stage 1 (Planning) will cost approximately $800,000. Once the Master Plan is completed and the preferred solution has been identified, additional funding will be released to support the project implementation, including the completion of the Project Definition Report, detailed design and submission of the detailed business case. At this time, it is premature to identify the total cost of pre-implementation until a preferred solution has been identified. It has been agreed that TRAN will contribute approximately 30% to assist in funding the project and that CRD will provide resources in-kind (estimated value 5-10%) and BC Transit will fund the remainder of Stage Communications Plan A detailed communications plan using the RACE methodology (Research, Analysis, Communication, Evaluation) is included as part of the project management. BC Transit will foster a dialogue approach of two-way communications and symmetric relationships that focus on active listening and encouraging dialogue with its stakeholders. Each stage of the project will include information dissemination and public idea/response gathering through multiple channels. 8.1 RACE Methodology 1. Communications research will be conducted to determine the existing opinions and attitudes of the residents, businesses and other stakeholders. A standing monthly survey will track public awareness, attitudes and trends as the project work advances. Research will also include communication successes and challenges of similar major transportation plans and projects in communities such as Halifax (BRT), Vancouver (Canada Line, Evergreen Line), York (BRT), Calgary (West Line LRT) and Edmonton (LRT South Exenstion).

12 2. The research will assist in preparing an analysis of current opinions, attitudes and expectations of all stakeholders in order to determine the best approach to continue the communication process including website design and other information platforms. 3. The resulting communication plan will focus on public consultation that will continue to engage the public in dialogue in order to understand perceptions and build strategic relationships. It will include measurable objectives, key messages, list of audiences and their needs, tactical activities in engagement, tools including traditional and non-traditional media to assist in continued dialogue, and metrics of success based on the communication objectives. The project organization plan includes specific standing arrangements for two way dialogue with key stakeholders including all area Councils, key municipal staff (planning, engineering etc), the business community, major regional institutions, and outreach to other elements of the public including cyclists, youth, persons with mobility challenges, developers and community organizations. The communications plan resources will be sufficient to support an ongoing information platform and two-way flow throughout (website, fact sheets, public meetings, Q&A s, staff presentations, signage, media/ads etc). 4. The communication process will include an independent evaluation process throughout the major project elements to ensure the objectives are being met. 8.3 Key Media Spokespeople for Project The key spokespeople for the project will be identified and speak for/respond as required. BC Transit Joanna Morton MOT David Crebo CRD: Andy Orr