BC TRANSIT'S STRATEGIC PLAN 2030

Shaping our futureA summary ofBC TRANSIT’S STRATEGIC PLAN 2030

BC Transit TodayBC Transit is the provincial Crown agency charged withplanning, funding, and implementing public transportationsystems throughout British Columbia outsideMetro Vancouver.BC Transit works in partnership with 57 local governments,including the Victoria Regional Transit Commission. Theagency’s mandate includes planning, funding, marketing,fleet management and contracting for the operation of transitsystems.Unique in the transit industry, BC Transit’s collaborative,shared-services partnership model offers excellent value by:•• Pooling expertise and best practices;•• Lowering costs through bulk purchase of items like fuel andvehicles;•• Providing a framework to oversee and invest in transit on aprovincial scale;•• Supporting operational efficiency through private sectorcontracts for the delivery of many of our services.On average, BC Transit’s systems carry more passengersper hour of service and are used by a higher proportionof residents than their peer systems in other Canadiancommunities. At the same time, costs for service areconsistently lower than similar Canadian systems (CanadianUrban Transit Association).In 2009/10, BC Transit carried over 49 million passengers in81 transit systems across the province.Transit services offeredBC Transit’s systems are as diverse as our province and includea range of service types:ÌÌConventional transit serves the general populationin more urban settings and offers scheduled busservice that operates on fixed routes. Most vehiclesare accessible and range in size from minibuses todouble-deck buses in order to best match ridership andcommunity needs. Rail-based service is currently underevaluation in several of our communities.ÌÌCustom transit employs vans, minibuses and taxisfor dial-a-ride and door-to-door handyDART servicefor passengers with disabilities who cannot useconventional transit. Contracted taxi supplement andtaxi saver (discounted coupon) programs complementthese services.ÌÌParatransit serves small town, rural, and Aboriginalcommunities as well as some suburban areas usingminibuses, taxis, and vans for flexible routingand schedules.

KEY STAKEHOLDER FEEDBACK AND FUTURE TRENDSIn order to develop our plan, we asked for input from ourcustomers, employees, partner local governments, operatingcompany staff, and other stakeholders. There were somecommon themes to their responses.In identifying our strengths, our employees,partners and customers see BC Transit as:•• A provider of a valuable service with many benefits;••••An innovative, friendly, customer-oriented workplace thatoffers good compensation, flexibility, and opportunities forgrowth; andA responsive and community-oriented partner thatprovides its greatest value through its shared access tofunding, expertise, and cost-effective solutions.They recommend that key improvementsshould include:••••••••••••Continued improvement to the frequency, reliability, andsimplicity of transit services;Multi-year, predictable budgets;Better communication and information sharing;Clarified roles, responsibilities, and expectations;Improved decision-making transparency andparticipation; andIncreased local presence and leadership by BC Transit.Key future trends that will impact transit:••••••An aging and growing population that will affect the typesof services we offer, who uses them, and our ability to staffand fund them as a result of fewer people in the workforce;Less predictable energy, economic, and climate situationsthat will affect the demand and costs for our services, theneed to adapt and innovate, and available revenue; andIncreased public expectations and technologicalopportunities that will allow us to make taking transit eveneasier but that will have a cost.In our vision for the future, successful transitshould be:••Fast, reliable, and accessible;••Easy to use through technology and design;• Integrated• with key destinations, regional hubs, and othertypes of travel, like walking and cycling;••Inviting—safe, clean, and accessible to all;••Responsive—engaging customers and communities inits evolution;••Cost-effective—affordable and using resourcesefficiently; and••Positive—part of a healthy, socially responsible lifestyle.

OUR PROPOSAL FOR THE FUTURETo meet the challenges and opportunities of the years ahead,BC Transit reassessed and affirmed our role and priorities.Our VisionTo be a leader of integrated transportation solutionsconnecting people and communities to a more sustainablefuture.Our MissionThrough the strength of our people and partners, we providesafe, reliable, customer-focussed public transportationsolutions and services to link communities, businesses, andlifestyles.Our ValuesSafety—We will ensure and improve the safety and security ofour employees, customers, and assets.Customer Service—We will work with our customers to meetand exceed their needs and expectations.Sustainability—We will measure, improve, and beaccountable for our environmental, financial and social results.Integrity—As stewards of public resources, we will use ourassets prudently and be honest, professional, and respectful inour communications and conduct.Innovation—We will develop new opportunities and ways ofdoing business, and will work to continuously improve thevalue and quality of our services.Collaboration—We will cultivate strong partnerships,recognize communities’ complex needs and create servicesand opportunities that promote healthy communities andenable choice and connection with other types of travel.

MAJOR PRIORITIESThe following section presents objectives and priorities thatwill support BC Transit’s drive to implement the ProvincialTransit Plan, continue to improve our effectiveness andefficiency, and provide the best possible value to the public.Objectives are numbered for reference but it must beemphasized this numbering does not reflect priority ranking.All objectives are interrelated and interdependent and areequally vital to BC Transit’s success.For more information on the objectives and priorities—as wellas a complete list of the proposed actions for each—pleasesee the complete strategic plan at www.bctransit.com/2030.1. Develop Financial SustainabilitySecure the long-term viability of transit by systematicallyrenewing and revising our revenue sources, structures, andinternal processes. This means:•• Working with our provincial and local partners to developstable and predictable revenue sources so that together wecan plan, prioritize, and implement transit improvementsover a longer term horizon.•• Reviewing and redefining governance structures andaccountabilities to enhance:ÌÌ Longer term, regional-scale transit system decisionmaking; andÌÌ Clarified roles, responsibilities, expectations,and communication.•• Improving cost control, communication and monitoringprocesses to mitigate cost volatility, maximize efficiencies,and increase our performance, safety, and customersatisfaction.2. Support and Shape Livable CommunitiesEncourage transit-supportive community planning anddevelopment that makes it easy to get around by walking,cycling, and using transit. This means:•• Increasing integration with other types of sustainabletravel to enhance transportation options and to make iteasier for pedestrians, cyclists, and regional travellers to linkto our services.••Influencing land use development patterns that encouragewalking and cycling and increase the effectiveness andefficiency of public transportation.••Identifying and establishing priority corridors for transitin partnership with local governments to make travelmore attractive and reliable, and reduce the impactof congestion.

3. Change the Perception of TransitTarget transit messaging and advocacy to build public supportand attract new customers. This means:••Implementing new marketing strategies to changeperceptions and behaviours, attract new customers, andincrease ridership by promoting transit as part of a healthy,socially responsible lifestyle.••Increasing our advocacy and education practices to buildacceptance and support of our business, resource needs,and land use and transportation corridor requirements.4. Deliver Operational ExcellenceDevelop and deliver safe, reliable, easy-to-use services thatcontinuously improve through active engagement with ourcustomers, employees, and partners. This means:••Delivering excellent service by creating transit systems—including routes, schedules, fares, vehicles, informationsystems, and infrastructure—that are safe, clean, reliable,simple to use and access, and effective in attractingcustomers.••Involving everyone, especially our best experts, byproviding multiple and regular opportunities for customers,transit staff, and partners to participate in transit systemdevelopment and decision making to improve service andbuild advocacy, investment, and a sense of ownership.5. Strengthen our People and PartnershipsCreate an adaptable, socially responsible organizationthat lives its values, develops its existing employees andpartnerships and attracts new people and opportunities.This means:••Becoming an adaptable workplace of choice that offerscompetitive compensation, flexibility, and opportunity, andrewards problem solving, innovation, and performance.•• Enhancing existing partnerships and attracting newones to promote our vision and values, foster innovationand best practices, and increase our efficiency andeffectiveness.•• Increasing our environmental, social, and economicaccountability by implementing programs and proceduresthat align our behaviour and our values, ensurecomprehensive decision making, and reduce our negativeimpacts and risks.