Brampton Transit 2018-2022 Business Plan

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BRAMPTON TRANSIT
FIVE YEAR BUSINESS PLAN (2018-2022)
SUMMARY DOCUMENT November 2017
TABLE OF CONTENTS
1.0 Introduction 1
1.1 Building on the Previous Business Plan .................................................................................. 1
1.2 Factors Influencing Brampton Transits Growth .................................................................... 2
1.3 How the Business Plan Responds ........................................................................................... 4
2.0 Milestones and Achievements 5
3.0 Vision and Strategic Directions 7

3.1 A New Vision For Brampton Transit ....................................................................................... 8
3.2 Service Standards and Monitoring .......................................................................................11
4.0 Service Strategy (2018-2022) 15

4.1 2018 Brampton Transit Service Plan ....................................................................................17
5.0 Emerging Technologies 21

5.1 State of the Industry .............................................................................................................21
5.2 Dynamic Transit ....................................................................................................................22
5.3 Autonomous Vehicles ...........................................................................................................24
6.0 Accessibility 25
7.0 The Role of Technology to Improve Customer Service 29
8.0 Marketing Strategy 33

8.1 Current Initiatives .................................................................................................................33
8.2 Future Directions ..................................................................................................................33
9.0 Financial Plan 35

9.1 Alternative Fare Strategies ...................................................................................................35
9.2 System Investment and Performance ..................................................................................36
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10.0 Asset and Infrastructure Requirements 41

10.1 Fleet ......................................................................................................................................41
10.2 Garage Facilities and Infrastructure .....................................................................................44
10.3 On-Street Infrastructure .......................................................................................................45
10.4 Capital Cost Requirements ...................................................................................................45
Figures
Figure 1: Brampton Transit 2022 Service Plan ...............................................................................16
Figure 2: Fare Scenario 1 Brampton Transit Annual Ridership Forecasts ...................................36
Figure 3: Fare Scenario 2 Brampton Transit Annual Ridership Forecasts ...................................36
Figure 4: Fare Scenario 1 and 2 Brampton Transit Annual Service Hour Improvements............37
Figure 5: Fare Scenario 1 Financial Performance and Productivity .............................................38
Figure 6: Fare Scenario 2 Financial Performance and Productivity .............................................38
Tables
Table 1: Service Hour and PM Peak Vehicle Increases ...................................................................17
Table 2: Results of Average Fare Sensitivity Analyses for 2022 .....................................................35
Table 3: Buses Received for Service 2018 to 2022 .........................................................................43
Table 4: Garage Facilities and Infrastructure Required ...............................................................44
Table 5: Capital Cost by Year (2018 2022) ...................................................................................45
List of Working Papers

A. Vision and Strategic Directions
B. Service Standards
C. Service Strategy
D. Emerging Technologies
E. Accessibility
F. Customer Service Strategy
G. Marketing Strategy
H. Financial Plan
I. Asset & Infrastructure Requirements
J. Performance Monitoring and Evaluation
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Brampton Transit: Connecting you to everyday.
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1.0 INTRODUCTION
1.1 BUILDING ON THE PREVIOUS BUSINESS PLAN
A business plan is an effective tool used to manage periods of rapid growth and change. Its
primary purpose is to ensure all initiatives are effectively contributing to an organizations
vision/strategic direction and that key activities are prioritized and staged to fit within the
budget process of the municipality. It also serves as an important communication tool to clearly
articulate goals, roles and actions required over the next five years.
The 2018-2022 Business Plan for Brampton Transit builds on the previous 2013-2017 Business
Plan, focused on a new vision and new strategic directions that respond to both external
changes and build on the prior success of the previous business plan.
The previous Brampton Transit Business Plan (2013-2017) was focused on growth, largely due to
expansion of the Zm network and corresponding service increases required to support these
corridors and expand to growing areas. The result of this investment was a growth of almost 4.8
million passengers between 2012 and 2016, outpacing population growth during this same
period (boardings per capita grew from 34 to 39 between 2012 and 2016).
Year-to-date ridership in 2017 is growing at an even faster place, significantly outpacing
previous projections for growth. Between January and August 2017, ridership has grown by 17
percent in a year when many of Brampton Transits peer systems have seen a decline or flat
lining of ridership. This is a significant accomplishment that demonstrates the importance of
continued investment that has been occurring in service, technology, marketing and
communications and a renewed emphasis on customer service. The investment in transit
demonstrates a commitment from Council to support mode share targets identified in the
Brampton Transportation Master Plan, enhance mobility and improve the quality of life.
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1.2 FACTORS INFLUENCING BRAMPTON

TRANSITS GROWTH
Over the next five years, change will continue to impact the system and it is important that
Brampton Transit be in the position to proactively respond. Some of the key drivers of change
and its impact on the Business Plan direction are noted below:
Achieving Mode Share Targets. The City of Bramptons updated Transportation
Master Plan calls for 16 percent of peak period trips to be on Brampton Transit by
2041 a noticeable increase from just over seven percent of peak period trips today1.
The importance of this goal is to address growing automobile congestion, curb
roadway infrastructure investment and create livable and sustainable communities.
Past investments in Brampton Transit have seen significant increases in ridership. The
investment in service outlined in this Business Plan identifies key steps necessary to
continue to move towards this 2041 target over the next five years.
Steady Ridership Increase. Ridership continues to outpace projections and there is a
need to continue to invest in the service to maintain service quality, reliability and
reach. A number of Zm corridors experience crowding due to this high demand and
the plan must invest in service levels and contingency service to address crowding and
potential for missed trips. It must also address the required service levels to
accommodate new customers and make transit an even more attractive option. The
new Service Standards document includes a performance measure which identifies
triggers for service expansion in line ridership growth and productivity targets.
Connectivity to Inter-Regional Rapid Transit. Over the next five years, significant
investments in inter-regional rapid transit services will help Brampton residents
connect to the Greater Toronto Hamilton Area.
The Toronto-York Spadina Subway Extension (TYSSE) will extend the Toronto Transit
Commission (TTC) Spadina subway line north to Vaughan Metropolitan Centre with an
additional stop at Highway 407 and York University. The project is scheduled to be
operational at the end of 2017. Additional service on an already busy Zm Route
501/501A will be important to accommodate the increased demand.
The Hurontario LRT will connect Brampton and Mississauga by rapid transit, spanning
from Brampton Gateway Terminal (Steeles Avenue) in the north to Lakeshore Road in
the south. Construction is anticipated to last from 2019 through 2021/2022, impacting
travel time on Zm Route 502 Main corridor. By 2022, a dedicated rapid transit option
will be available between Brampton and Mississauga.
The Finch LRT will span from Humber College along the western border of Toronto to
Keele Street and the Finch West subway station (part of the Toronto-York Spadina
Subway extension). Construction is currently ongoing, and is scheduled to be
1
Existing mode share based on the year 2011 Transportation Tomorrow Survey (Source: 2015 City of Brampton
Transportation Master Plan).
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complete in 2021. Investment in Zm Route 511 Steeles will improve connectivity to

this corridor.
YRT/Viva is introducing the next Viva route along the Highway 7 corridor between
Bruce Street and Yonge Street, connecting to the Toronto Transit Commission (TTC) at
Vaughan Metropolitan Centre. Connections to Zm Route 501 will provide improved
east-west connectivity between Brampton and York Region.
A key focus of this Business Plan is improving connectivity to inter-regional rapid
transit services to provide seamless mobility to and from the City of Brampton on
transit.
Expansion of Zm. The Zm network will continue to expand over the course of this
Business Plan, including two new corridors on Airport Road and Chinguacousy Road.
The expansion of Zm provides customers with more reliable and direct services to
key destinations, adding to the grid of established Zm corridors already in place.
Planning for the introduction of these corridors is a key focus of this Business Plan.
Rising Operating and Capital Costs. With rising operating and capital costs, the
effectiveness of service needs as much consideration as the desire to grow ridership if
the service is to be financially sustainable. Investment in transit must be strategic to
ensure that the investment is achieving Bramptons strategic goals. The Business Plan
takes into account the overall productivity of service improvements and targets the
systems financial performance (measured through the revenue to cost ratio) be
maintained over the next five years. The goal is to build on the rapid rate of ridership
growth while placing a greater focus on ensuring that investments are effectively
utilized.
Increased Customer Access to Information. The widespread adoption of smart
phones and other internet-enabled devices allow customers to keep up-to-date and to
provide updates to the general public. This provides Brampton Transit with more
convenient ways to keep customers informed, and also enables alternative scheduling
and service delivery options which are dependent on this level of connectivity. Linking
customer service with technology is a key focus of this Business Plan.
Customers Seeking Solutions Tailored to Individual Needs. Integrated mobility
necessitates transit agencies to have a deeper understanding of their customers and
their needs. A growing segment of customers are looking for more adaptable and
flexible services on demand. There are new mobility actors in the market and new
forms of service delivery that are being explored by transit agencies that are
responding to this customer need. The Business Plan outlines these changes and
alternative service delivery strategies that Brampton Transit will need to explore over
the next five years.
Growing Focus on Accessibility. This is particularly true considering the aging
demographic and nationwide push for universal design. While Brampton Transit has
met the legislative requirements identified in the Accessibility for Ontarians with
Disabilities Act (AODA), there is still a need to make the system more accessible and
better integrate the service with the specialized transit service provided by Peel
TransHelp. Opportunities to improve accessibility of the service and the infrastructure
for a key part of the Business Plan.
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1.3 HOW THE BUSINESS PLAN RESPONDS

The 2018-2022 Brampton Transit Business Plan responds to these internal and external aspects
of change by:
Outlining a vision and strategic directions for Brampton Transit that take advantage and
address these elements of change;
Determining the programs, plans, and services that align with the vision and strategic
directions and that contribute to their achievement;
Prioritizing and scheduling these programs, plans, and services to align with the citys
fiscal resources;
Acting as a key communication tool for transit staff, management, and the public, by
clearly outlining Brampton Transits vision, strategic direction as well as initiatives being
undertaken to achieve them.
The following report presents a summary of the 2018-2022 Brampton Transit Business Plan.
More detail about the process used to reach the strategic directions and recommended plans
and programs are outlined in a series of working papers appended to the Business Plan. These
include the following:
A. Vision and Strategic Directions G. Marketing Strategy

B. Service Standards H. Financial Plan
C. Service Strategy I. Asset & Infrastructure Requirements
D. Emerging Technologies J. Performance Monitoring and
E. Accessibility Evaluation
F. Customer Service Strategy
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2.0 MILESTONES AND

ACHIEVEMENTS
Brampton Transit began operations in 1974 and is currently one of the fastest growing transit
systems in Canada. Today, Brampton Transit provides service on 68 routes using 407 buses
operating out of two major facilities. The system provided 23.1 million trips in 2016, within
Brampton and connecting to adjacent municipalities in the Greater Toronto Hamilton Area.
Over the past five years, Brampton Transit and its employees have worked hard to meet the
strategies, goals and objectives set out in the previous Business Plan:
1. Growth and Success through Zm Program.

Over the past five years, the Zm service was expanded on Bovaird Drive, Steeles West
and Queen West. Service levels were also enhanced on existing corridors, including
improvements to how services are delivered, the introduction of technology and
improvements to customer service.
2. Significant Ridership Growth.
Brampton Transit continues to experience ridership growth during a period where
ridership has been on the decline in the industry. Since 2009, ridership on Brampton
Transit has doubled, and over the past five years, ridership has grown by 53 percent,
while the population only grew by 17 percent. In 2017, ridership has grown by 17 percent
year-to-date, a significant achievement
which must be celebrated.
3. Improved Regional Connections.
Connections to inter-regional transit
services (GO Transit rail and bus) and direct
service to key destinations in Mississauga,
York Region, and Toronto have significantly
improved. The adoption of the PRESTO
payment system has helped to further
facilitate regional travel and has been more
widely adopted by customers. Currently, 85
percent of Brampton Transit customers use
a PRESTO card.
4. New Facilities and Fleet Modernization.
The previous 299-bus fleet has been
modernized and expanded to 407 buses,
and a new Bramalea and Brampton
Gateway Terminal have been constructed.
These changes increase capacity and
improve customer service.
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3.0 VISION AND STRATEGIC

DIRECTIONS
The 2018-2022 Brampton Transit Business
Plan starts with an overarching vision that
identifies what Brampton Transit wants to
be. This vision is meant to be forward
thinking and inspiring. Strategic directions
are then developed to identify the actions
required to achieve the vision and
performance measures are established to
track progress. A framework for decision
making results in which all actions taken by
Brampton Transit are traceable back to the
vision and monitoring is in place to measure
results. This is completed through a service
standards document.
To use the metaphor of a transit trip, the
vision is the destination. The strategic
directions describe all steps a customer
needs to take to arrive at the destination.
An effective business plan for a transit
agency constantly raises the bar to exceed
the expectations of customers, employees
and community stakeholders. It also
enhances the credibility of an organization
by holding itself accountable to its planned
strategies.
This Business Plan update builds on the
2013-2017 Business Plan and sets new
strategies to inspire and focus employees,
and guide the Brampton Transit team in
establishing partnerships to achieve results.
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3.1 A NEW VISION FOR BRAMPTON TRANSIT

The vision for Brampton Transit is simple yet compelling. The purpose of the organization is to
connect its customers to places as part of their everyday life. This inspired the vision:
Brampton Transit: Connecting you to everyday.
In order to achieve this vision, Brampton Transit must provide high quality, customer-focused
service, be forward-thinking and future-ready and be responsive to changing societal trends. By
doing this and making fiscally responsible investments, ridership will continue to grow and meet
the sustainability objectives of the City.
Three strategic directions were developed to chart out a course of action in line with the vision.
Supporting objectives then provide measurable actions to achieve each strategic direction.
Strategic Direction #1: Be Customer-Focused: Our Business is People First.

Providing mobility for Brampton Transits customers is the core part of our business. To do this
effectively, the customer must be at the centre of each decision made. Being customer-focused
requires a number of actions to take place both in how Brampton Transit is structured and how
services are planned and delivered. It means understanding what customers value and then
delivering on that value. This involves a focus on the customer's experience as the primary
approach to strategic planning and service delivery, including the initial contact (telephone and
internet), the physical interface (stops and terminals) and on board vehicles (interaction with
drivers and the quality of the ride).
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Strategic Direction #2: Be Forward-Thinking: Be Responsive to Current Needs with an Eye to

the Future.
Being forward thinking involves developing and executing strategies that understand past
experiences and current information, while embracing expectations about the short and long-
term future in a way that continues to create value for customers. This is an ongoing process
and a way of thinking that encourages staff to constantly challenge the way Brampton Transit is
organized, our desired outcomes and goals, how services are delivered and how performance is
measured. It recognizes that the environment transit operates in is constantly evolving and that
the way mobility is provided for customers must evolve with it.
To be forward-thinking, the following objectives form a core part of this Business Plan:
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Strategic Direction #3: Be Community-Responsive: Align Planning and Delivery of Services

with Broader Community Objectives.
Being community-responsive involves providing a service that is in line with the vision of the
City. The Brampton 2016-2018 Strategic Plan is based on four core strategic directions: Good
Government, Move and Connect, Smart Growth, Strong Communities. The goals speak to an
efficient transit system, the need to be fiscally responsible, creating liveable communities, and
protecting the natural environment with good planning. Brampton Transit forms a core part in
achieving these strategic directions. To this end, Brampton Transit must be viewed as a means
to achieving the strategic directions and goals set out in the Brampton Strategic Plan.
To be community responsive, the following objectives form a core part of this Business Plan:
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3.2 SERVICE STANDARDS AND MONITORING

Transit service standards have been used by Brampton Transit for a number of years to provide
a fair and objective rationale for making service planning decisions and monitoring performance
based on key performance measures. The 2018-2022 Business Plan includes an updated service
standards document that has been modified to meet the new Vision and Strategic Directions of
the Brampton Transit and reflects changes to a number of internal and external influences
including growing ridership, emerging technologies and a growing focus on customer service.
Adherence to properly designed service standards can assist a transit organization to run an
effective, efficient and quality service at a peak performance level.
Route classifications are clearly defined within Brampton Transits family of services. Each type
of route, from Zm BRT Routes to Local Routes perform a different role in meeting the overall
travel needs of Brampton Transit customers. The updated 2018 service standards document
includes Dynamic Transit Services as a new route classification. Dynamic Transit Services
provide flexible routing and scheduling within a defined service area based on customer
requests for trips. These typically involve the use of a mobile app that a customer can use to
request an on-demand, shared-ride trip between their origin and a Brampton Transit terminal or
Zm station. While this type of service does not currently exist in the Brampton Transit network,
Dynamic Transit has seen a resurgence over the past few years with the emergence of mobile
app technology. A key recommendation in this Business Plan is for Brampton Transit to further
assess the potential of including Dynamic Transit as part of its family of services. Having
standards in place will help set the parameters of how this type of service would be designed
and how performance would be measured.
The Service Standards Working Paper includes both Service Design Standards and Performance
Measures.
Service Design Standards set out specific criteria for route design and service levels. This
helps provide a level of commitment to the customer on the type and quality of service they
should expect when riding on Brampton Transit. Some of the key Service Design Standards that
will guide the planning of Brampton Transit services include:
System Proximity: The standard addresses the accessibility of transit, by identifying a
maximum walking distance to a transit stop. The Brampton Transit standard states that
at least 80 percent of the service area population and employment must be within a 400
metre walking distance of a Brampton Transit stop (approximately a 5 minute walk or
less). Decisions around land use and transit service design go hand in hand in meeting
this standard.
Route Directness: This standard considers the extent to which routes deviate from the
most direct path. Zm and Base Grid routes should be designed to limit route
deviations, thereby reducing overall travel time. Local Routes and Dynamic Transit
services may be designed to deviate from a direct path to improve accessibility.
Providing these guidelines for service design ensures an appropriate balance between
reducing travel time and reducing walking distance in residential and employment
areas.
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Service Level: This standard identifies the minimum span of service, as well as the
frequencies which must be provided on each type of route (e.g., Zm routes, Base Grid
Routes, Local Routes, etc.). It sets a standard for the minimum level of service that
Brampton Transit will plan for based on financial performance targets being met.
Performance Measures are defined and used primarily to set desired and achievable
goals for the performance of Brampton Transit and permit evaluation and feedback on how well
Brampton Transits strategic directions are being met. This includes guidance on overall
effectiveness of the system and the customer experience. Some of the key Performance
Measures used by Brampton Transit to monitor performance include:
Passenger Comfort and Delay: This standard identifies an acceptable level of passengers
within each Brampton Transit vehicle to limit crowding, discomfort and potential for
missed trips. Passenger delay is considered if vehicles are crowded to the extent that no
additional passengers can board in these cases, passengers are forced to wait for the
next vehicle, delaying their trip.
Service Utilization: This standard measures the effectiveness of the system, to
understand whether resources are being used effectively. By monitoring this standard,
Brampton Transit has a better understand of how best to place system resources to
maximize the benefit to customers and the general public.
Service Reliability: This standard recognizes that reliability is a significant service quality
factor which influences ridership, customer satisfaction, and the reputation of the
transit system. The service reliability standards for Brampton Transit consider both on-
time performance, as well as schedule adherence to inter-municipal or regional transit
connections. This standard is continuously monitored, with adjustments made when
service reliability targets are not met on a consistent basis.
Service to New Areas: This standard identifies the minimum population and
employment base required to introduce transit services to growing areas. It also
establishes ridership targets over a six to 12 month period to monitor performance of
new routes.
The updated Service Standards noted above will continue to provide guidance to Brampton
Transit staff in planning new and monitoring the performance of existing services. This is
detailed in the Service Standards Working Paper.
The implementation of the Annual Service Strategy outlined below will be reviewed against this
Service Standards document, with modifications made on an annual basis, to ensure that Service
Design Standards and Performance Measures are being achieved.
Performance monitoring is completed by Brampton Transit staff using a series of performance
dashboards. Policy guidelines and key performance metrics used by Brampton Transit staff to
monitor the effectiveness, efficiency and quality of service include:
Service Warrants - Guide the introduction of new services or the extension of existing
services;
Network Design Guidelines System proximity, route directness, span of service,
minimum service frequencies, and stop and shelter location guidelines;
Service Quality Customer satisfaction, passenger comfort and delay, and service
reliability; and
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Service Productivity Revenue, ridership, costs, service utilization, scheduling efficiency,

and labour utilization.
These metrics are discussed more fully in the Performance Monitoring Working Paper.
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4.0 SERVICE STRATEGY (2018-2022)

The five-year service strategy (2018-2022) builds on the previous service strategy identified in
the 2013-2017 Brampton Transit Business Plan, connects to the surrounding network, addresses
current improvement opportunities and builds the network with an eye to the future.
The City of Brampton completed their Transportation Master Plan (TMP) Update in 2015. A key
goal in the plan is to reduce single-occupant vehicle travel by increasing transit mode share from
seven percent in 2011 to 16 percent by 2041. The expansion of Zm BRT corridors and other
rapid transit initiatives form a key part of the strategy to achieve this goal.
The goal of this 2018-2022 Business Plan is to continue to increase ridership while placing a
greater focus on ensuring that investments are effectively utilized. It also recognizes the
significant growth in ridership that has occurred in 2017 (17 percent year-to-date) and identifies
a strategy to ensure resources are in place to accommodate this growing demand.
To achieve these overarching goals, the 2018-2022 service strategy will:
Build on growth of the Zm BRT corridors as identified in the Acceleride program and the
long-term transit framework identified in the TMP. This will include adding two new Zm
corridors over the next five years;
Build up service on key local routes to become base grid, and build up base grid routes
for ultimate conversion to Zm BRT corridors;
Support population and employment growth with new local routes;
Support the broader vision of the city and the vision and guiding principles of Brampton
Transit;
Adjust service levels to meet performance measure targets and design guidelines
identified in the Service Standards Working Paper; and
Take advantage of expanding rapid transit corridors being planned by Metrolinx and in
connecting municipalities (i.e. TTC, MiWay, YRT/Viva).
Ensure flexibility in the plan to make adjustments to routes experiencing significant
ridership growth through the identification of contingency service hours.
By 2022, two additional Zm BRT corridors will be in operation along with enhancements to the
existing Zm BRT services. Brampton Transit services will be adjusted and enhanced to better
connect to new inter-regional rapid transit corridors, including the Hurontario LRT, the Toronto-
York Spadina Subway Extension to the Vaughan Metropolitan Centre and York University, and
the introduction of the Finch LRT to Humber College.
The Base Grid Route network will be expanded and service frequencies improved to better feed
into the extended Zm BRT network and provide greater connectivity. Improvements are also
planned to Local Routes, including service improvements and new routes into new growth
areas. Provisions are also made to address emergent service and operational issues and to meet
service standards. Wherever possible, transit services will be introduced early into developing
areas to establish a culture of transit for new residents and employees.
The 2022 Service Plan for Brampton Transit is illustrated in Figure 1. This includes changes
implemented to the Brampton Transit network.
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The staging of investment is based on previous funding commitments, the need to support the
Zm BRT network, timing of development and the need to address capacity and service
reliability issues.
Table 1 illustrates the recommend service hour increase and supporting (PM Peak) vehicle
requirements over the next five years. The focus of investment for each year is described below.
More detail about the five-year service plan can be found in the Service Strategy Working
Paper. The resources (service hours and vehicles) noted in this table are guidelines and are
subject to change as part of the annual budget process.
Table 1: Service Hour and PM Peak Vehicle Increases

2018 2019 2020 2021 2022
New Zm Buses 10 6 8 8 11
New Conventional Buses 9 10 8 11 3
Additional Service Hours 43,000 36,000 52,000 40,000 44,000
4.1 2018 BRAMPTON TRANSIT SERVICE PLAN

The focus of the 2018 Annual Plan will be the introduction of the Airport Road Zm corridor and
expansion of Zm Route 501 services to better connect to the newly opened Toronto-York
Spadina Subway Extension (TYSSE) at the Vaughan Metropolitan Centre and York University.
The Airport Road Zm corridor will connect to Zm Route 505 Bovaird at Airport Road and
Bovaird Drive. The new aligned Zm corridor will continue south along Airport Road terminating
at the Malton GO Station. The new Zm corridor provides improved access to employment on
Airport Road and connections to the Zm Route 501 Queen, Zm Route 511 Steeles and the GO
Rail network at the Malton GO Station.
The Toronto-York Spadina Subway Extension is also scheduled to open by the end of 2017. This
is expected to have a significant impact on ridership patterns across the region and will require
increased service on Zm Route 501 Queen, providing Brampton residents with a reliable and
fast connection to the new TTC subway service.
Additional key service
modifications that are planned for
2018 includes resources for
additional Zm and Base Grid
service to manage impacts of
increased traffic congestion,
service delays, construction and
vehicle crowding; service
improvements on Base Grid and
Local routes to improve
connections within the City and
extend service to new growth
areas; and service frequency
improvements and other schedule
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BRAMPTON TRANSIT
adjustments on a number of Base Grid routes and Local routes to address increased ridership
demand and service quality issues, and encourage ridership growth.
Resource requirements for the proposed 2018 service improvements include 19 additional AM
and PM peak vehicles (10 Zm, 9 conventional) and 43,000 annual revenue service hours.
Note that the 43,000 hours represents the resources required to implement the service
improvements outlined in the Service Strategy. Brampton Transit staff have made a request
through the 2018 Budget Process to increase this amount to invest in additional service quality
improvements related to the ridership increases experienced in 2017.

Proposed network changes in 2019 will focus on improving and maintaining Service Quality,
with the majority of the resources allocated to additional service on a number of Zm and Base
Grid corridors to manage impacts of increased traffic congestion, service delays, and vehicle
crowding. Additional buses will be added to Zm Route 502 Main to maintain the existing
headway on the route during construction of the Hurontario LRT. Service frequency
improvements and extended span of service on Zm corridors will better align service with
changing ridership patterns related to the opening of the TYSSE. Service frequency
improvements are planned for high-performing Zm routes, Base Grid routes, and Local routes
to address increased ridership demand and encourage ridership growth. Resources are also
allocated to improve service and attract ridership along the Chinguacousy corridor and to
service new growth areas.
peak vehicles (7 Zm, 10 conventional), 16 additional PM peak vehicles (6 Zm, 10
conventional), and 36,000 annual revenue service hours.

In 2020, changes to the network will continue to account for construction impacts of the
Hurontario LRT, and further increase service levels in well-used Zm, Base Grid and Local routes,
including investing in improvements to off-peak and weekend Zm services, including New
Saturday service on Zm Route 561 Queen West.
Zm Route 505 Bovaird/Airport will be extended from the Malton GO Station along Airport Road
to the Pearson Airport area (exact destination to be determined). This will provide an important
connection to the Pearson International Airport and the proposed Pearson Transit Hub, as well
as the various employment opportunities that exist in this area.
Improvements to Zm Bovaird/Airport provides the opportunity to re-structure services along
the east end of the Bovaird/Castlemore corridor, to improve east-west connections and better
match the route structure with evolving travel needs.
Resources will also be added to Zm, Base Grid, and Local services to manage impacts of
increased traffic congestion, service delays, construction and increased ridership demand, and
to encourage ridership growth. Further service improvements are planned to build ridership
along the Chinguacousy corridor and to service new growth areas.
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In 2021, changes to the network will account for new inter-municipal rapid transit services
scheduled to be complete by this time.
The Finch LRT will span from Humber College along the western border of Toronto to Keele
Street and the Finch West subway station (part of the Toronto-York Spadina Subway extension).
Investment in Zm Route 511 Steeles will improve connectivity to this corridor.
YRT/Viva will also open its next Viva route along the Highway 7 corridor between Bruce Street
and Yonge Street, connecting to the Toronto Transit Commission (TTC) at Vaughan Metropolitan
Centre. Connections to Zm Route 501 will provide improved east-west connectivity between
Brampton and York Region.
As with previous years, service will continue to increase on the Zm network, and well-used
Express, Base Grid and Local routes will see increased service to maintain service quality and
attract ridership. Resources are allocated for additional Zm service to manage impacts of
increased traffic congestion, service delays, construction, and vehicle crowding. New local
routes and extended Base Gird and Local routes will provide service to new growth areas.

In 2022, changes to the network will account for the anticipated opening of the Hurontario LRT
as well as investment in several route extensions into new growth areas and continued
expansion of the Zm network through the addition of the Chinguacousy Zm service.
Construction on the Hurontario LRT will be complete and the new rapid transit corridor will
connect Brampton and Mississauga, spanning from Brampton Gateway Terminal (Steeles
Avenue) in the north to Lakeshore Road in the south. This will significantly change Zm Route
502 Main, terminating the service at Brampton Gateway Terminal and increasing peak
frequencies to better match the Hurontario LRT. In addition to this, a branch of the service will
be offered, extending the Zm service north to Mayfield Road and possibly into Caledon.
2022 will also see the introduction of a new Zm service. Zm Route 504 Chinguacousy will be in
place, replacing Route 104 Chinguacousy Express. The new Zm service provides improved
service to a growing population in western Brampton, connecting residents Between the Mount
Pleasant GO Station and the Brampton Gateway Terminal. This new Zm service forms part of
the successful Zm network that forms the spine of Brampton Transit services.
The launch of Zm Route 504 Chinguacousy provides the opportunity to restructure Base Grid
and Local services along Brisdale Drive, Creditview Road, and within the Mount Pleasant area.
Route realignments and service improvements on Base Grid and Local routes are planned to add
service in the Countryside Villages Secondary Plan Area, new developments along The Gore
Road north of Castlemore Road, and other new growth areas.
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Resources are allocated for additional Zm service to manage impacts of increased traffic
congestion, service delays, and service quality, including additional peak service frequency
improvements on Zm Route 511/511A Steeles to improve connections with the Finch LRT.
Other service improvements are planned to on well-used Express, Base Grid and Local routes to
maintain service quality and attract ridership.
peak vehicles (11 Zm, 4 conventional), 14 additional PM peak vehicles (11 Zm, 3
conventional), and 44,000 annual revenue service hours.
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5.0 EMERGING TECHNOLOGIES

5.1 STATE OF THE INDUSTRY
Over the past several decades, the transit industry has typically offered fixed route services to
major urban centres with large fossil-fuel powered buses. However, in recent years,
technological and societal trends have resulted in a series of changes that have propelled the
transit industry into a period of transition. This transition has many transit agencies looking both
inwards and outwards as they revaluate their business and service delivery models. Some of
these trends that will have an impact on Brampton Transit are noted below:
Ridership has steadily increased over the past few decades. Brampton Transit has an
opportunity to further increase its share of the mobility market as people leave their
personal vehicles and look for alternative means of transportation. This means the
need to continue to invest in transit and deliver quality service to meet ridership
growth targets.
Operating and capital costs have risen. Transit agencies are being encouraged to find
innovative solutions to continue providing quality service through ever-more
constrained budgets. This may include cost-efficient alternative service delivery
strategies and partnerships.
New technologies have provided new data to improve operations. Technologies
such as automated vehicle location (AVL) applications can be used to inform internal
decision-making, but data must be managed carefully with regard for security,
transparency, and accountability. It also increases the ability to provide more demand
responsive services that is more responsive to customer needs.
Customers have easier access to information than ever before. The widespread
adoption of smart phones and other internet-enabled devices allow customers to
keep up-to-date and to provide updates to the general public. This provides transit
agencies with more convenient ways to keep customers informed, and also enables
alternative scheduling and service delivery options which are dependent on this level
of connectivity.
There are new mobility providers and mobility managers. Many private companies
are becoming increasingly involved in mobility (such as Uber, Ford, and Google), and
provide services which can either compete with or complement transit. Many transit
agencies are looking for opportunities to better integrate with these new actors to
better accommodate customer demands.
Customers are seeking mobility solutions tailored to their individual needs.
Integrated mobility necessitates transit agencies to have a deeper understanding of
their customers and their needs. In other words, there is pressure for transit agencies
to transition from the mentality of What is the easiest way to service our current
demand? to How do my customers want to move and what is an economically
sustainable way to serve their needs?. New on-demand alternative service delivery
approaches are being used by many transit agencies to better service their residents.
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BRAMPTON TRANSIT
Environmental legislation is being strengthened. Federal and Provincial emissions

policies are becoming increasingly stringent, and transit agencies have begun to
respond by transitioning to fleets powered by alternative fuels. Since fleet
replacement is capital-intensive, this must be planned and budgeted for.
Urban sprawl has created challenges for transit. Urban sprawl has created low
density communities with curvilinear road networks, which are difficult to serve by
transit. Urban sprawl has also resulted in blurred boundaries between municipalities,
and a greater need for connected inter-municipal and regional transit services.
Accessibility is becoming increasingly important. This is particularly true considering
the aging demographic and nationwide push for universal design. This requires
transit agencies to implement low-floor vehicles on more routes, provide accessible
accommodations at all facilities and stops, and potentially increase accessible transit
services.
When the above trends are brought together, it is clear that there are a number of pressures on
the transit industry in general and on Brampton Transit in particular. The role of emerging
technologies to respond to these trends is not clear, as they could either increase this pressure,
or be brought to as solutions for these challenges.
Strategic Direction #2 is for Brampton Transit to be Forward-Thinking: Responsive to Current
Needs with an Eye to the Future.
The environment in which Brampton Transit operates in is constantly evolving and that the way
mobility is provided for customers must evolve with it. This includes the need to critically
examine and assess opportunities to introduce technological advancements that will help
enhance the customer-experience, improve operations and/or reduce Brampton Transits
environmental footprint.
Two key emerging technologies that have the potential to impact these pressures include the
implementation of dynamic transit services and use of autonomous vehicles.
5.2 DYNAMIC TRANSIT

Dynamic Transit refers to forms of transit that do not operate on fixed schedules and/or fixed
routes. Instead, these forms of transit leverage technology, such as smartphones and AVL, to
provide targeted on-demand shared-ride service in response to user demand and catered
towards individual needs. As such, dynamic transit is sometimes referred to as demand-
responsive transit or on-demand transit.
There a number of examples of dynamic
transit currently in place in North
America and Europe. Most of these
examples use mobile apps to allow
customers to plan, book, pay and track
their ride using their smartphone. Trips
are typically delivered by smaller transit
vehicles or contracted to the taxi industry
or a Transportation Network Company.
Example of dynamic transit, Kutsuplus in Sweden
http://sharedusemobilitycenter.org/wp-
content/uploads/2016/04/Kutsuplus-case-photo-large-800.jpg
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BRAMPTON TRANSIT
In most cases, these services are implemented for two reasons:

1. To provide a more cost effective service delivery option in low-demand areas or periods
of the day when a fixed-route, fixed schedule bus does not meet minimum service
utilization measures
2. To provide a higher quality of service for the first-mile, last-mile of a trip to better
connect passengers between their homes/business and a rapid transit station. In this
case, the service is implemented to provide an alternative service delivery option which
may attract new ridership.
Pilot projects can be a useful strategy to test new forms of transit service in a lower-risk
environment and these pilot projects form the majority of examples that exist today. The intent
of the pilots is to learn about how this service delivery model can reduce operating and capital
costs while growing ridership.
While Brampton Transit currently does not operate any Dynamic Transit services, the potential
to pilot this service model in 2019 or 2020 may be explored.
To better understand the implications of Dynamic Transit, Brampton Transit will gather
information about and actively monitor the rapidly evolving dynamic transit service approaches
now being tested by transit systems throughout North America and elsewhere, and begin to
identify opportunities to apply the most successful approaches to service challenges within
Brampton. This would likely involve conducting a more detailed study on dynamic transit in
Brampton in 2018/2019 with the goal of implementing pilots in the Fall of 2019 or 2020.
Candidate areas for pilots include:
Service to low demand large industrial areas currently provided by Route 10 and/or
Route 40 (to improve productivity).
Service to newly developing areas such as a potential service in north-west Brampton
providing dynamic connections to the Mount Pleasant GO Station (as an opportunity to
provide mobility early as the area continues to develop).
Supplement fixed route services to be timed to meet with GO Train arrivals/departures
(e.g. Route 13 or Route 16 connecting the Bramalea Terminal with the Bramalea GO
Station).
As a measure to improve productivity during late evenings or on weekends (e.g. Routes
that fall below minimum productivity levels during the evening periods and the area may
be a candidate for dynamic services).
As a tool to improve integration with Peel TransHelp (having Peel TransHelp provide
integrated services in low demand areas or periods).
In addition to this, Brampton Transit will identify mobile technology applications that are able to
manage dynamic transit service approaches, can be integrated with existing local and regional
trip planning technology (Triplinx), and lead Brampton towards an approach that can offer
seamless mobility for all users.
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BRAMPTON TRANSIT
5.3 AUTONOMOUS VEHICLES

Autonomous vehicles eliminate the human element of
driving by leveraging computer, communications, and
sensor technology. Recent advancements in technology
have catalyzed the development of autonomous
vehicles, necessitating municipalities to enact policies
and develop plans to prepare for their introduction into
transportation systems and the potential radical
transformations which could result. Industry knowledge
suggests that autonomous vehicles will first be for sale Autonomous bus
in 2020 or 2021, after which it will take ten to twenty http://cutaactu.ca/en/news-media/latest-
news/ottawa-autonomous-bus-demonstration-
years for these vehicles to become commonplace in showcases-innovative-technology
fleets. Autonomous vehicles have the potential to
reduce collisions and operating costs. Over the next five years of this Business Plan, Brampton
Transit will continue to research AV technology and testing in order to understand how it may
impact dynamic transit service approaches and broader conventional transit service within the
city.
In addition, Brampton Transit will identify opportunities to take advantage of detection and
avoidance technologies as they become available in order to improve safety and reduce costs
and encourage the Canadian transit industry to begin addressing AV technology questions,
particularly the implications for human resources, and participate in programs that the industry
undertakes.
Autonomous Vehicle Sensors

https://cdn.gearpatrol.com/wp-content/uploads/
2015/10/Semi-Autonomous-Cars-Gear-Patrol-LEad-Full.jpg
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BRAMPTON TRANSIT
6.0 ACCESSIBILITY
Transit service must be accessible in order to be a viable option for customers. Accessibility can
be defined as the extent to which places, services and equipment, including transit vehicles, are
barrier free, and can be used by all persons with disabilities including (but not limited to) those
with visual, cognitive, physical, or hearing impairments.
Brampton Transit has designed its system with the principle of accessibility in mind; from the
outset where possible, with barriers removed where they exist. This approach not only respects
the dignity of persons with disabilities, but benefits all passengers that use the system by
improving the quality of the experience both accessing and riding the service.
Brampton Transit has made great strides in improving the accessibility of its system. The
previous Business Plan focused on a number of steps required to meet Accessibility for
Ontarians with Disabilities Act (AODA) requirements, and the system is now fully compliant with
this legislation.
One hundred percent of Brampton Transits buses are low-floor and fully accessible. As a result,
100% of Brampton Transit routes are now defined as being accessible.
While this should be recognized as a significant accomplishment, there are a number of
proactive measures that Brampton Transit will continue to take to improve the accessibility of
its system over the next five years. This includes the following initiatives:
1. Further integration with Peel TransHelp
Peel TransHelp provides on-demand
door-to-door accessible transit services
for registered persons with disabilities
within Peel Region. Residents are eligible
to register if their disability (permanent
or temporary) prevents them from using
a fixed route bus. As Brampton Transit
becomes fully accessible across all routes
and services, the barrier to using fixed
route transit will be reduced or removed
for some TransHelp clients. TransHelp is
planning to move to a Family of Services
model, which would leverage Brampton
Transit accessible conventional routes to
complete all or part of a trip where
feasible. A minor pilot program is
currently underway, and it is anticipated
that over the course of this Business Plan,
the Family of Services concept will be
closer to full implementation. Increased
integration between Brampton Transit
and Peel TransHelp will assist TransHelp
in providing services in a more cost-
efficient manner, ultimately allowing Brampton Transit passenger using accessible ramp
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BRAMPTON TRANSIT
TransHelp to provide service to more customers. There are a number of potential

challenges that will need to be considered as the Family of Services approach is adopted,
and it is recommended that Brampton Transit continue discussions with TransHelp to
move towards more integrated services.
2. Accessible bus stops and terminals
Accessible transit routes are only useful if
the stops and terminals are accessible.
While the majority of Brampton Transit
stops are currently accessible, there are a
number that would not be able to be
used by a customer with a mobility aid.
The criteria used to determine an
accessible stop should be reviewed, and
a standardized approach to classifying
stops and terminals in terms of their
level of accessibility should be
developed. The criteria should include
several components relative to various Tactile surface at bus stop
types of disabilities, such as physical http://sfb.nathanpachal.com/2016/07/improving-
dimensions, language and signage, and sidewalk-and-transit-stop.html
distinctive surfaces (such as tactile surfaces). These criteria should be used to audit all
stops and terminals to determine their current level of accessibility. A public online
database should be developed listing the accessibility features at each stop and terminal.
3. Enhancing accessibility across the complete trip experience Customers transit
experiences involve more than the journey alone. Before taking the trip, customers must
plan their trip. As such, to provide truly accessible transit service, the trip planning tool
must be accessible as well, and should allow customers to book a trip which suits their
needs (routing them only through accessible stops, shelters, and terminals). Priority
seating can also have a significant impact on passengers experiences, and enhanced
signage and demarcation can assist in encouraging customers to respect priority seating
areas. Brampton Transit is
currently undertaking a
pilot program on 10 buses
aimed at educating all
passengers and increasing
the visibility and proper
utility of designated
Priority Seating areas.
Example of Brampton Transit Enhanced Courtesy Seating Pilot
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BRAMPTON TRANSIT
Continuing to enhance the accessibility of Brampton Transit is a key objective an in line with
Strategic Direction #1: Be Customer-Focused: Our Business is People First.
Brampton Transit will continue to work towards being fully accessible through the following
initiatives:
Incorporate detailed accessible stop criteria into the Bus Stop Technical Guidelines;
Continue to advance integration discussions with Peel TransHelp;
Conduct an accessibility plan and audit on all Brampton Transit bus stops and terminals
to confirm accessibility features;
Install accessible features at existing bus stops and terminals, wherever possible, as part
of reconstruction efforts;
Implement accessible features at new bus stops, wherever possible, with the goal of
moving towards 100% accessible bus stops;
Work with Metrolinx to improve the accessibility features of Triplinx, and include
accessibility information as part of the Triplinx trip planning tool to allow persons with
disabilities to know which stops are accessible when planning their trip; and
Investigate opportunities to increase the level of accessibility at all points throughout the
trip, including improving communication and visibility of Priority Seating, and ensuring
trip planning tools meet accessibility requirements.
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7.0 THE ROLE OF TECHNOLOGY TO

IMPROVE CUSTOMER SERVICE
Transit systems around the world are emphasizing improvements to customer service as a
strategy to attract and retain ridership. Stronger customer service instills a sense of loyalty in the
transit customer, and incents them to be more accepting of day-to-day challenges of using
transit system recognizing that transit systems are susceptible to the impacts of crowding,
road congestion, traffic incidents and poor weather conditions that may delay travel time.
Transit agencies can improve customer service through training of frontline staff, enhanced
operating procedures and technology. Technologies such as fare payment systems,
dynamic/interactive communication channels, and access to Wi-Fi for passenger use, can help to
make transit systems more friendly for their customers.
Brampton Transit has been introducing technology solutions that respond to its customer and
operational needs for a number of years. Examples of these initiatives include:
Digital, next-stop announcements on all buses;

Variable message signs at Zm stops;
Proactive social media messaging to riders, with information on fares, schedule/route
diversions, major delays, and schedule updates;
NextRide information services, which provide the next few scheduled bus arrival times in
real-time to customers via text message, smart phone, computer, or telephone;
Digital displays in Transit Service Centres to provide information to customers;
Language Interpretation Service, which allows any customer to communicate with
Brampton Transit in the language of their preference when at a Transit Service Centre or
calling into the Contact Center;
Participation in Triplinx, a map-based regional transit trip planner; and
Participation in Google Maps, allowing customers to use Google to plan their Brampton
Transit trips.
While these initiatives have been effective, there is a greater emphasis that will be placed on
technology as a means to better service Brampton Transit customers.
Over the next five years, Brampton Transit will aim to make significant improvements to
customer service by strategically selecting technology solutions that address the areas of
customer concern or conflict, identified through its customer satisfaction surveys and passenger
charter focus groups. In the area of the publics perception of customer service, the Customer
Satisfaction Surveys identified areas of specific complaint that were, in many ways tied back to
communication. More detail can be found in the Customer Service Working Paper. Addressing
this communication link between the real or perceived service issues should be the top priority.
Technology solutions which have the ability to get information to the customer in a user friendly
and up-to-date format and to minimize delays and reduce travel times should be core to the
technology strategy for the next five years.
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BRAMPTON TRANSIT
Based on this, five priorities have been developed for the role of technology in improving
customer service over the coming five years:
Priority #1: Allowing Passengers to Know What Is Going On
With the rollout of the next generation of Next Ride, actions should be taken to support GPS-
based Apps with Real-time feed and to feed service alerts into the GTFS feed so customers (and
staff) can easily connect with Brampton Transit through their mobile device to see what is
happening on their bus. Over the next five years, these improvements might include
Brampton Transit:
continuing to partner with Metrolinx to support the Triplinx App, which provides real-
time information for transit services in the GTHA. Currently Brampton Transit provides
schedule information through GTFS data. In 2018 Brampton Transit will launch the real-
time transit feed to move to providing real-time schedule information to its passengers.
updating the Brampton Transit website to be more user-friendly by individuals who are
not transit-savvy.
updating the Next Ride website so that a customers mobile phone GPS can link into the
adjacent bus stop GPS data.
continuing to work with Metrolinx and other GTHA transit systems to enter real-time
GTFS data into Triplinx.
linking information related to the actual real-time for the next arriving bus on a given bus
route to monitors at strategic bus stop locations in bus terminals.
Priority #2: Assisting with the Communication Link
Brampton Transit is assisting with improved Communication Links, through the Social Media
Strategy adopted in 2015. Social media can establish direct lines with customers to share stories,
manage emergencies and address concerns. It can also be an important tool for its Marketing
Plan and Emergency Management Plan.
An important element of social media is the ability to connect easily to the internet. For public
transit, Wi-Fi services can act as a mechanism to continue to attract and retain young riders to
the transit service. The ridership demographics of Brampton Transit are attuned to the
demographics of the digital generation over 70% of Brampton Transit ridership is under 30
years old and 55% are between the ages of 18 -29. This active generation expect and seeks out
free Wi-Fi services, especially in public spaces. The proliferation of smartphone technology will
increase the prevalence of digital communication channels to access transit service information.
Enhancing the ability of the customer to use free Wi-Fi services while on transit will improve
customer service, by allowing customers to more readily reach out to Brampton Transits
services, as well as use the transit trip to be more than a transportation service the trip will be
an extension of their live/work cycle.
The Wi-Fi services will facilitate direct access to the Triplinx App, website or social media
platforms, where customers can become aware of various service changes, delays across the
system and access to Next Ride. Brampton Transit is also exploring emergency call prompt
technology, similar to TTCs elert system. Options will be explored to outfit Zm and
conventional routes with free Wi-Fi services for its customers as a pilot program.
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BRAMPTON TRANSIT
Priority #3: Transit Signal Priority Features

Transportation departments throughout the world are recognizing that their jobs are to move
people, not cars, buses or trucks. Therefore, these departments now look to controlling
activities on the road based upon the total passenger carrying capacity of the road; this results
in a road priority for the movement of buses over single occupant vehicles.
Travel times are important elements of a persons day-to-day life. As life becomes more
complex and people are challenged by the schedule of their life, they look for time saving
alternatives as a means to cope with this challenge or to free up time for other important
activities. Technology solutions which help to reduce the trip time of the customer will be an
important element of customer service for Brampton Transit, as well as an efficiency factor in
the day-to-day operation of the transit service.
Over the next five years, Brampton Transit, in consultation with the City of Brampton and
Region of Peel, will look into applying some pre-emptive signal and infrastructure capability on
Base Grid routes along key corridors to help speed up routes on heavily-used traffic corridors.
This could also include the potential introduction of HOV lanes. This would improve overall bus
service operations and increase customer service for existing riders, attracting new riders.
Priority #4: Trip Planning in a Multi-Lingual Community
Due to the diverse, multi-cultural environment within the City of Brampton, first generation
immigrants do not always have the ability to read and fully understand the English language.
Therefore, technology tools which assist in breaking down the language barriers associated with
understanding and taking Brampton Transit are a priority. Opportunities to address this include:
Working with Metrolinx to further enhance the Triplinx App or another App tool, to allow
passengers to pre-plan their trips and make App more clear and graphic.
Providing links on the Brampton Transit website to new YouTube tutorials on How to
Use Brampton Transit.
Priority #5: Enhancing Customer Service for Staff
There is currently limited ability for frontline staff to communicate together (e.g. between
drivers and between drivers and contact centre/transit centre). A driver can call into dispatch
but they must pull over/stop in order to make/take the call. New technology associated with
microphones and earbuds, utilizing Bluetooth technology to reduce the need for wires will be
investigated to allow bus drivers to easily communicate back to the control centre, so that they
can better respond to inquiries from customers or service incidents.
If bus operators also have easy access to the information available through viewing screens on
the bus, the frontline staff will have as much, if not more, information available to help
customers who are still uncertain of how to interact with the transit system.
Technology solutions will also be explored which improve the ability of the customer to use self-
serve when they interact with Brampton Transit, and to find the easy answer to questions. The
customers ability to resolve their own issue, will enhance the perception of increased customer
service by staff, as most interactions will be positive in nature.
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8.0 MARKETING STRATEGY

Much of suburban North America was designed around a car culture, and for years, car
manufacturers spent billions of marketing and advertising dollars annually enticing North
Americans into cars. By contrast, marketing and advertising transit and other government-run
services is a relatively new practice. Historically, it was assumed that government-delivered
programs and services would be found and used by the people who needed them.
Communication tended to focus more on technical and financial aspects of available public
services than on persuasion to use those services. Often, there were no alternatives to the
public services being provided. In transportation, however, there are an increasing number of
options for getting around.
The private automobile has had a significant impact in the growth of cities. In recent years, it has
become clear that transit plays an important role in the larger city-building agenda. As cities
grow, public transit not only provides an alternative transportation option, but also contributes
significantly to healthy communities and economic development. Transit use must be
encouraged after years of car-oriented culture, and therefore marketing transit is an
important part of achieving larger public policy objectives in the City of Brampton.
8.1 CURRENT INITIATIVES

Marketing has focused on the launch of Zm corridors, communication of the Annual Service
Plan network changes, and rider education over the last several years. Marketing has also
recently moved toward encouraging customers to use online resources with the elimination of
printed route cards.
Brampton Transit also conducts regular customer satisfaction surveys, and has investigated the
possibility of developing a Passenger Charter, outlining commitments to passengers (further
details included in the Marketing Strategy Working Paper). Brampton Transit developed a social
media presence in 2010, which provides information on all Brampton Transit services. Brampton
Transit also conducts community outreach with student, community, and business groups.
8.2 FUTURE DIRECTIONS

A number of future directions are identified to enhance Brampton Transits marketing strategy:
1. Identify reasons for ridership surge. Investigate the routes contributing most to the 17%
ridership growth in the past year and significant growth over the past several years.
Tailor marketing and advertising efforts to respond to these routes and riders.
2. Further focus on the business community as part of an engagement strategy. A
significant proportion of new riders were affiliated with industrial areas in the southern
part of the City. Brampton Transit will increase previous engagement efforts with this
community and develop a specific strategy on outreach and engagement to businesses.
3. Ensure all digital communications are mobile friendly. The move towards providing
information online instead of in print necessitates mobile friendly formats. Additionally,
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BRAMPTON TRANSIT
all communications will move towards using simple messaging and universally
understood graphics, recognizing the multi-ethnic make-up of the City.
4. Use conventional media to communicate availability of digital information sources. It
is possible that riders are not aware of the reliability or availability of online information,
and using conventional media to note the availability and benefits of online information
may open riders eyes to all of the resources available.
5. Measure campaign effectiveness. Brampton Transit will explore new methods to
measure the reach and effectiveness of marketing campaigns on an ongoing basis, to
better understand what is working and what is not.
6. Hold internal campaign launches. As Brampton Transit continues to grow as an
organization, there is an increased need for internal communications to ensure
alignment and active buy-in from internal audiences before launching external
campaigns and to ensure customer-facing staff are in the know before customers.
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BRAMPTON TRANSIT
9.0 FINANCIAL PLAN

The Financial Plan outlines the operating costs associated with the five year service plan
identified in the Service Plan Working Paper and associated revenue forecasts and ridership
growth. The Five Year Business Plan extends from 2018 to 2022 and includes the introduction of
two new Zm routes serving Airport Road and Chinguacousy Road. There will also be strategic
investments to the Base Grid network in support of the Zm BRT corridors (particularly during
off peak periods), improvements to Local routes and introduction of route extensions and
supplementary routes to enhance service coverage and service levels on the entire transit
network. A key focus of the service strategy is to better connect Brampton Transit to various
rapid transit improvements that are planned over the next five years, including the Toronto-York
Spadina subway extension, the Hurontario LRT and the Finch LRT.
9.1 ALTERNATIVE FARE STRATEGIES

Fares collected from Brampton Transit customers is an important revenue source that keeps the
system running and allows it to continue to grow. With rising operating costs, a review of fares is
necessary to ensure the system continues to be financially sustainable.
Two alternative average fare increases were tested for their effects on ridership, revenue and
cost-recovery (revenue-cost ratio):
An annual average fare increase of 2% applied to the 2017 average fare to account for
inflationary elements such as increases in fuel costs and staff wages and increasing
PRESTO commission fees; and
An annual average fare increase of 1.1% to reflect the historical growth in average fares
over the last five years during the time when Zm service was introduced and expanded.
A Financial Model developed as part of this Business Plan was run for the two annual average
fare increase scenarios starting in 2018. The results are outlined in Table 2.
Table 2: Results of Average Fare Sensitivity Analyses for 2022

Annual Municipal
Fare 2022 Revenue-Cost Ridership
Average Fare Investment Ridership
Scenario Average Fare Ratio per Capita
Increase per Capita
1 2.0% $2.77 49.87% 110.00 33,783,000 49.99
2 1.1% $2.65 48.55% 113.59 34,245,000 50.68
These two alternative fare strategies will be analysed further over the coming five years, and
additional consideration will be given as to which strategy to adopt.
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BRAMPTON TRANSIT
9.2 SYSTEM INVESTMENT AND PERFORMANCE

Operating budgets were prepared and key performance measures were calculated for the years
2018 to 2022, considering both fare strategies. These are detailed in the Financial Plan Working
Paper. The section below provides key highlights of the plan.
Figure 2 provides a summary of the projected growth in ridership and riders per capita for each
year of the Business Plan under Fare Scenario 1 (assuming the 2017 adjustment of average fares
at 2 percent annually), while Figure 3 shows Fare Scenario 2 (assuming the 2017 adjustment of
average fares at 1.1 percent annually).
Over the five-year plan, population is forecast to grow by an average 2.3 percent annually while
ridership is forecasted to increase at an average rate of approximately 4.9 percent per year.
While ridership forecasts are slightly lower in Fare Scenario 1 (due to higher average fares), the
difference is forecasted to be negligible (approximately 1 percent less)
Figure 2: Fare Scenario 1 Brampton Transit Annual Ridership Forecasts
Figure 3: Fare Scenario 2 Brampton Transit Annual Ridership Forecasts
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BRAMPTON TRANSIT
The forecasted growth in ridership over the next five years is due to both a growing population
as well as an increase in service levels. Investments are planned over the next five years to
improve service quality, increase frequency and speed, reduce crowding and increase proximity
to the service. This is anticipated to result in an average increase in market penetration, moving
from 45 riders per capita in 2017 to 50 riders per capita in in 2022.
Figure 4 below illustrates the growth in service hours between 2018 and 2022. It is important to
note that the investment in transit is growing at a faster pace than population growth,
increasing from 2.08 service hours per capita in 2018 to 2.17 service hours per capita in 2022.
Continuing to expand and improve the service is a key objective for Brampton Transit that will
help the City reach the 2041 transit mode share target of 16 percent.
Figure 4: Fare Scenario 1 and 2 Brampton Transit Annual Service Hour Improvements
Figure 5 (Fare Scenario 1) and Figure 6 (Fare Scenario 2) illustrates the impact of the service plan
on the overall financial performance and productivity of the system.
Fare Scenario 1
Applying the 2 percent growth in average fares results in an average 6.6 percent increase in
revenue per year which would more than offset the 5.7 percent average annual growth in
operating costs. The Revenue to Cost (R/C) ratio is expected to increase from 46 percent to 50
percent between 2016 and 2017 due to the significant increase in ridership that has/is occurring
in 2017. With continued growth in ridership and revenue, the R/C ratio is forecasted to be
maintained at approximately 50 percent throughout the five-year plan.
Productivity of the service is also anticipated to improve, from 23.52 riders per revenue service
hour in 2018 to 24.49 riders per revenue service hour in 2022. This illustrates that investment in
transit continues to be effective.
Operating costs are funded through a combination of passenger fares, provincial gas tax
contribution and municipal investment. An anticipated increase in provincial gas tax in 2022
(moving from 2 cents per litre to 4 cents per litre) is forecasted to result in an a small reduction
in municipal investment per service hour during that same year, even with an increase in
revenue service hours.
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6.2.1-50
BRAMPTON TRANSIT
Figure 5: Fare Scenario 1 Financial Performance and Productivity
Fare Scenario 2
Applying the 1.1 percent growth in average fares results in a slightly lower average increase in
revenue per year of 5.9 percent. This would be offset by the 5.6 percent average annual growth
in operating costs. The R/C ratio is expected to increase from 46 percent (2016) to
approximately 50 percent in 2017 and is forecasted to be maintained at 48 to 49 percent
throughout the five-year business plan. The R/C ratio is anticipated to be slightly lower than
Fare Scenario 1 due to less passenger revenue being invested in the system. However, the R/C
ratio is still considered very healthy for a system the size of Brampton with significant
aspirations for ridership growth.
Figure 6: Fare Scenario 2 Financial Performance and Productivity
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6.2.1-51
BRAMPTON TRANSIT
Productivity of the service is also anticipated to improve, from 23.59 riders per revenue service
hour in 2018 to 24.83 riders per revenue service hour in 2022. This is slightly higher than Fare
Scenario 1 due to a slightly higher ridership (as a result of a slightly lower average fare). Similar
to Fare Scenario 1, this illustrates that investment in transit continues to be effective.
An anticipated increase in provincial gas tax in 2022 (moving from 2 cents per litre to 4 cents per
litre) is forecasted to result in an a small reduction in municipal investment per service hour
during that same year, even with an increase in revenue service hours.
PAGE 39
6.2.1-52
BRAMPTON TRANSIT
PAGE 40
6.2.1-53
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10.0 ASSET AND INFRASTRUCTURE

REQUIREMENTS
Operating an effective transit system requires a strategic review of assets and infrastructure
required to run the system. The five-year service strategy identifies a plan the number of routes
and increases the level of service in an effort to achieve long-term transit mode share targets.
This will require a growth in the fleet, on-street infrastructure and facilities. To do this,
Brampton Transit must identify the capital requirements needed to support growth and plan for
this expansion in a fiscally responsible way.
Maintaining a good quality system is equally important. Brampton Transit vehicles are on road
for up to 22 hours a day and average 65,000 kilometres of service annually while providing
service to customers. Having a well-maintained fleet will improve vehicle reliability and safety,
and forms a key part of Brampton Transits customer service strategy. This includes planning for
vehicle overhauls, refurbishments and replacements.
To better understand Brampton Transits capital needs over the next five years, an Asset &
Infrastructure Requirements Working Paper was developed to as part of the Business Plan to:
1. Identify the necessary capital assets required to support the achievement of the
ridership and modal share targets.
2. Provide an internal document that can be updated as required to reflect changes in

strategy, business direction and asset inventory for internal planning and operational
purposes.
10.1 FLEET
Brampton Transit maintained a fleet of 407 buses as of August 2016. Fifty-six of those buses are
60 articulated vehicles while the remaining 351 are conventional 40 long vehicles.
Other items of note regarding the bus fleet are:
The average age is approximately 7 years;

All but five of the buses are fully accessible low-floor vehicles;
The five non-accessible buses are scheduled to be replaced in 2017 and the bus fleet will
then be 100 percent accessible;
There are 43 hybrid propulsion 40 buses, and all 56 of the 60 articulated buses are also
hybrids;
All of the remaining 308 buses have diesel propulsion; and
All of the hybrid buses are assigned to Zm service while the diesel buses are used on
regular service.
Brampton Transit staff are currently undertaking a benchmarking study to determine the
optimal useful life of a transit bus, standard maintenance spares ratios, and the timing/scope of
mid-life bus rebuilds to ensure an optimized and reliable fleet. As such, the recommendations
set out in this report are based on current Brampton Transit and industry standards.
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Fleet Refurbishment
New buses purchased will have
an operating life of
approximately 18 years. To
ensure vehicles operate in a
state of good repair over this
period, each bus will undergo a
number of major overhauls
and/or replacement activities
that are undertaken over and
above ongoing preventive
maintenance and general repair
activities. These include:
Engine / After treatment

system overhaul;
Transmission overhaul;
Hybrid drive unit
overhaul;
Hybrid energy storage
system (ESS)
Brampton Transit conventional bus (top) and Zm bus (bottom)
replacement; and
Midlife bus
refurbishment.
These activities are completed every 6 to 12 years to extend the life of the capital asset and
ensure peak operating performance. The Asset & Infrastructure Requirements Working Paper
provides more detail on the scheduled major overall and replacement activities over the next
five years, including associated costs.
Fleet Acquisitions
The Asset & Infrastructure Requirements Working Paper identifies planned bus acquisitions
required for growth in Zm and base service. This includes both vehicle expansion and
replacement over the next five years.
Table 7 illustrates the planned bus acquisitions for 2018 and each year of the Business Plan.
Brampton Transit will also acquire a handful of auxiliary, non-revenue vehicles used by
operations and maintenance staff in support of daily operations. These are discussed in the
Asset & Infrastructure Requirements Working Paper.
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BRAMPTON TRANSIT
Table 3: Buses Received for Service 2018 to 2022

Growth Growth Total Growth Replacement Total Bus
Year
40 Buses 60 Zm Buses 40 Buses Acquisitions
2018 6 13 19 22 41
2019 7 3 10 9 19
2020 10 10 20 20 40
2021 14 10 24 16 40
2022 4 14 18 17 35
Total 41 50 91 84 175
Initiatives
In addition to fleet growth and replacement activities scheduled to occur over the next five
years, Brampton Transit is also undertaking a number of initiatives to reduce its environmental
footprint and improve vehicle maintenance practices.
In March 2017, Brampton City Council approved project funding for Brampton Transit to
participate in the CUTRIC Pan-Canadian Electric Bus Demonstration and Integration Trial. This
multi-phase project has brought together funding partners, research teams, technology tools,
and manufacturing stakeholders with champion transit systems to lead the worlds first battery
electric bus demonstration trial involving multiple bus manufacturers and multiple charger
manufacturers all using a common charging protocol. Since 2015, Brampton has been working
with CUTRIC as the lead transit agency to develop the project. In scope to Phase 1, Brampton
Transit intends to deploy up to 10 electric buses and four overhead electric charging stations.
York Region Transit (Ontario) and TransLink (British Columbia) are the other transit agencies
participating in Phase 1.
Since 2014, Brampton Transit has also
been testing Automatic Vehicle
Monitoring (AVM) on 20 buses. AVM
is a maintenance and operations
decision support solution that
continuously measures, monitors and
reports the status of critical systems
and components of the fleet, and
utilizes precise definition of failures
and related system performance.
AVM allows direct assignment of
personnel to required repair actions;
eliminating major costs associated
with diagnostic time. In 2017, AVM
was expanded to an additional 99
Zm buses. Expansion to the rest of
the fleet is planned for 2018.
Example of Electric Bus and Charging Station
Source: Montreal, QC
PAGE 43
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BRAMPTON TRANSIT
10.2 GARAGE FACILITIES AND INFRASTRUCTURE

Brampton Transit operations are conducted from two primary locations. The original Brampton
Transit garage and administrative headquarters is located at 185 Clark Boulevard. This facility
was originally built in 1980, and has been expanded several times. The Sandalwood garage is
located at 130 Sandalwood Parkway West and was completed in 2008. Both facilities have areas
for fleet storage, fleet maintenance, fleet servicing, operations facilities, and administration.
Combined, both facilities have the capacity to store between 549 (optimum) and 616
(maximum) 40ft equivalent buses. Optimum capacity assumes the best-case storage
configuration functionally and operationally while maximum capacity assumes full utilization
of all available space, including mixing Zm and conventional units, utilizing service lanes and
outdoor storage, buses on the road for late night service, and other off-site locations. Maximum
capacity is not ideal for storage and maintenance of fleet, but can be used in the short term.
The acquisition of new vehicles required to grow the service as outlined in the Service Strategy
Working Paper will expand the total size of the fleet from 419 in 2017 to 513 buses by 2022
(including the 3 E-buses planned to be procured in 2018 as part of the Electric Bus trial). The
schedule for new vehicles and total fleet size by bus type is illustrated in Table 4.
Table 4: Garage Facilities and Infrastructure Required

Total Fleet 2018 2019 2020 2021 2022
40' Conventional Bus 323 330 340 354 358

40' Zm Bus 43 43 43 43 43
60' Zm Bus 75 78 88 98 112
TOTAL FLEET (Actual) 441 451 471 495 513
60' Zm Bus (40' Equivalent) 113 117 132 147 168
TOTAL FLEET (40' Equivalent) 479 490 515 544 569
The table shows that by 2022, Brampton Transit will slightly exceed the optimum capacity of
549. Additional garage infrastructure will be required to support growth in the Brampton Transit
revenue vehicle fleet beyond 2022.
This will require an expansion of Brampton Transits existing storage and maintenance facility
capacity between 2022 and 2023. To begin planning for this, Brampton Transit will begin
identifying potential parcels of land that would be suitable for a new facility, engage in
engineering services to design a new facility and identify budget requirements to construct the
facility. Based on the cost of similar transit maintenance and storage facilities constructed in
Canada in recent years, it is estimated that a new facility for Brampton will cost approximately
$125 million2.
2
Costs related to replacement plans or other requirements for garage equipment such as hoists, doors, and air
handling equipment was not included in this forecast. Replacement policies for these items are currently being
developed through the Citys corporate Asset Management Plan program.
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BRAMPTON TRANSIT
10.3 ON-STREET INFRASTRUCTURE

Brampton Transit has 639 shelters in place throughout the city along Zm and Base Grid/Local
transit routes. Conventional transit shelters are replaced every 20 years or after a failure rating
from annual condition assessments. It is expected that 200 conventional shelters will be
purchased between 2018 and 2022 to support expansion and replacement of existing shelters.
The majority of benches at bus stops are provided by a bench advertising contractor, and
additional (non-advertising) benches are installed annually as a small component of the shelter
and pad budget.
The first Zm stations were installed in 2010 and have a design life of 20 years (beyond 2022).
Additional Zm infrastructure will be required for the expansion of Zm Route 505
(Bovaird/Airport) along Airport Road and the new Zm Route 504 (Chinguacousy). This is
budgeted and funded separately as part of the Zm project.
10.4 CAPITAL COST REQUIREMENTS

Table 5 shows the capital cost requirements for fleet and on-street infrastructure over the five
years of the Business Plan. The total capital requirement between 2018 and 2022 is projected to
be $238 million dollars, or an average of $48 million dollars per year. Capital requirements per
year are forecasted to range between $26 million in 2019 to $55.9 million in 2022.
On average, approximately half of the capital requirement in each year will go to vehicle
expansion required to meet service hour increases recommended in the Service Strategy
Working Paper. The majority will be the expansion of the 60-foot hybrid Zm fleet.
Table 5: Capital Cost by Year (2018 2022)

Year 2018 2019 2020 2021 2022
Vehicle Overhauls $6,300 $4,300 $7,400 $7,700 $7,200

Vehicle Refurbishment $5,500 $5,400 $ 5,300 $10,000 $10,500
Vehicle Replacement $15,600 $6,500 $14,800 $12,000 $13,000
Vehicle Expansion $22,800 $9,400 $22,200 $25,700 $24,700
Non-Revenue Support
$ - $100 $200 $ - 100
Vehicles Replacement
Shelters (expansion and
$300 $ 300 $300 $ 400 $400
replacement)
Total $50,500 $26,000 $50,200 $55,800 $55,900
Note: Rounded to the nearest $100
PAGE 45
6.2.1-58
%5$03721
75$16,7

%86,1(66
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Service Standards
Working Paper
129(0%( 5
6.2.1-59
BRAMPTON TRANSIT
SERVICE STANDARDS WORKING PAPER November 2017
TABLE OF CONTENTS
1.0 Introduction 1
1.1 Background ............................................................................................................................. 1
1.2 Transit Service Area ................................................................................................................ 1
1.3 Route Classifications ............................................................................................................... 2
1.3.1 Zm BRT Routes........................................................................................................... 4
1.3.2 Base Grid Routes ......................................................................................................... 4
1.3.3 Local Routes ................................................................................................................ 5
1.3.4 Conventional Express Routes....................................................................................... 5
1.3.5 Community Bus Routes................................................................................................ 6
1.3.6 Dynamic Transit Services ............................................................................................. 6
1.3.7 School Special Routes .................................................................................................. 6
1.3.8 Contract Services ......................................................................................................... 7
2.0 Service Design Standards 9

2.1 System Proximity .................................................................................................................... 9
2.2 Route Directness...................................................................................................................10
2.2.1 Zm BRT Routes.........................................................................................................10
2.2.2 Base Grid Routes .......................................................................................................10
2.2.3 Local Routes ..............................................................................................................10
2.2.4 Conventional Express Routes.....................................................................................11
2.2.5 Community Bus Routes..............................................................................................11
2.2.6 Dynamic Transit Services ...........................................................................................11
2.2.7 School Special Routes ................................................................................................11
2.2.8 Contract Services .......................................................................................................11
2.3 Service Levels ........................................................................................................................12
2.3.1 Zm BRT Routes.........................................................................................................12
2.3.2 Base Grid Routes .......................................................................................................12
2.3.3 Local Routes ..............................................................................................................13
2.3.4 Conventional Express Routes.....................................................................................13
2.3.5 Community Bus Routes..............................................................................................14
2.3.6 Dynamic Transit Services ...........................................................................................14
2.3.7 School Special Routes ................................................................................................14
2.3.8 Decision Process for Modifying Service Levels ..........................................................14
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BRAMPTON TRANSIT
2.4 Stop and Shelter Locations ...................................................................................................15
3.0 Service Performance Standards 17

3.1 Passenger Comfort and Delay ..............................................................................................17
3.1.1 Monitoring and Decision-Making Process.................................................................18
3.2 Service Utilization .................................................................................................................19
3.2.1 System Utilization ......................................................................................................19
3.2.2 Utilization by Route Classification .............................................................................20
3.3 Service Reliability ..................................................................................................................25
3.3.1 On-Time Performance ...............................................................................................25
3.3.2 Inter-Regional Service Connections ...........................................................................25
3.4 Guidelines for Service Expansion..........................................................................................26
3.4.1 Service to New Areas .................................................................................................26
Tables
Table 1: Route Classifications ........................................................................................................... 2
Table 2: Maximum Walking Distance for Residents and Employees ............................................... 9
Table 3: Zm BRT Route Minimum Service Levels .........................................................................12
Table 4: Base Grid Routes Minimum Service Levels.......................................................................13
Table 5: Local Route Minimum Service Levels ...............................................................................13
Table 6: Passenger Load According to Seated Capacity Guidelines ...............................................18
Table 7: Passenger Comfort Guidelines .........................................................................................18
Table 8: Route Performance Standards Daily Route Class Average (Boardings per Revenue
Vehicle Hour, B/RVH) ....................................................................................................23
Table 9: Route Performance Standards By Operating Period (Boardings per Revenue
Vehicle Hour, B/RVH) ....................................................................................................24
Table 10: Population Thresholds for New Service .........................................................................27
Table 11: Monitoring Service Utilization Targets ...........................................................................27
Appendices
Appendix A: Service Standard Summary Tables
Appendix B: Brampton Transit Shelter Warrant
PAGE ii
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BRAMPTON TRANSIT
1.0 INTRODUCTION
1.1 BACKGROUND
Service Standards provide for a consistent and fair evaluation of both existing and proposed
services, and establish a framework for guiding decisions on how to best serve our customers
diverse travel needs within prevailing budgetary and resource limits. The standards discussed in
this document are intended to provide guidelines governing the planning and design of the
overall service strategy for a growing Brampton Transit system, and sets out the definitions and
details of the standards and how they are used in decision making.
Because markets, customer expectations, and Brampton Transits resources change over time,
service standards are evolutionary by nature. Brampton Transit must be responsive to these
changes in order to retain current customers and achieve and sustain ridership growth.
Balancing customer expectations and budget constraints is a difficult challenge. Existing services
must be monitored and modified continually to match service levels to demand and respond to
opportunities for new or improved services. The dynamic nature of new urban developments
and changing travel markets in Brampton Transits service area requires constant review of new
service strategies, service expansion, or service re-alignment options. Brampton Transit must be
able to rationally evaluate service changes and make adjustments to service within the
constraints of budget and equipment availability, in order to provide the highest quality service
in the most efficient manner possible, using established Service Standards as a guide.
These Service Standards should be reviewed and updated, as necessary, in conjunction with the
Five Year Strategic Service Plan cycle to ensure that the established criteria are still relevant to
Brampton Transits operating environment; customer needs and expectations and reflect
current transit industry trends.
This Service Standards document was updated in June 2012 as part of the Five-Year Business
Plan (2013-2017). It is based on a review of current performance and future goals, service
standards from Bramptons peer systems, and directions and input provided by Brampton
Transit staff.
1.2 TRANSIT SERVICE AREA

This service standards document is applicable to services provided in the Transit Service Area.
The Transit Service Area is defined by the urban growth boundary in the City of Brampton.
Cross-border services may be provided where warranted by demand, to service major trip
generators or employment lands, or to connect to inter-regional services. These services should
not duplicate services already provided by the adjacent municipality, and must prove to have a
high degree of cost recovery. Brampton Transit will work with adjacent transit service providers
to create cross-border services bridging the municipalities together. The intent will be for
integration, instead of duplication.
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1.3 ROUTE CLASSIFICATIONS

Service standards are defined for the different route classifications that form the overall family
of services. These include:
Zm BRT Routes;
Base Grid Routes;
Local Routes;
Conventional Express Routes;
Community Bus Routes;
Dynamic Transit Services;
School Special Routes; and
Contract Services.
Table 1 summarizes all route classifications.
Table 1: Route Classifications

Route
Definition Criteria for Implementation Alignment Notes
Classification
Higher order transit
routes Little or no deviation from
Identified as a Zm corridor in
Zm BRT Designed to provide a corridors except to access
the Brampton Transportation
Routes frequent, high quality multi-modal transit
Master Plan
service in designated terminals
corridors
Operate in designated
Identified as Primary or arterial corridors
Secondary Transit Corridors in Minimal or no deviation,
Provide basic minimum
Base Grid the Brampton Transportation except at major transfer
level of service and route
Routes Master Plan locations
coverage at all times
Achieve minimum B/RVH as Generally perpendicular to
outlined in Section 3.2. and intersecting Zm BRT
Routes
Operate primarily on arterial
Provide a feeder or roads as well as major and
neighbourhood minor collectors
circulation function Operation on local roads
supplementing and should be limited and only
New development or existing
connecting to the Zm considered to serve major
Local Routes underserved area meeting
BRT Routes and Base Grid passenger destinations
criteria in Section 3.4.
Route Network; major where no other options
local activity centres or exist, to meet service
corridors; and transfer proximity objectives, or to
points accommodate operational
needs such as a turn-around
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Route
Classification
Conventional Express
(Point) Routes carry
significant numbers of Conventional Express (Point):
passengers directly Need identified for service
between two distinct between two major trip
points generators
Conventional roads as well as major and
Conventional Express Conventional Express
Express minor collectors
(Overlay) Routes (Overlay): Need for
Routes Little or no deviation from
duplicate a service within supplemented local service
main corridor
a specific corridor, making along specific corridor to
limited stops where increase capacity and enhance
significant ridership customer service
activity takes place at
specific nodes
Fully accessible dynamic Custom designed to provide
routing transit services Need for service to/from better access to facilities
typically designed for higher density residences and oriented to this market
Community
seniors and persons with community destinations of group, such as senior's
Bus Routes
disabilities who can use interest to the seniors market apartments, medical
fully accessible and persons with disabilities facilities, community centres
conventional transit and shopping areas
Deployed in low demand
periods and areas where Local
Provides flexible routing Routes do not meet minimum Flexible route design
Dynamic and scheduling within a productivity standards. Can connecting passengers in a
Transit defined service area based also be used as a new mobility designated service area to a
Services on customer requests for option in areas serviced by low transit terminal or Zm
trips. frequency fixed routes to station.
attract new customers.
Local School Specials are

provided when a secondary
school is located more than
800 meters from the existing
Fixed-route design
Fixed routes serving transit network
As direct as possible, with
specific secondary schools Overlay school specials are
deviations into residential
which are otherwise not provided when a large
areas or major terminals as
School served by any existing movement of students would
warranted by demand, to
Specials route. There are two create significant overload
provide for coverage to
types of school specials: conditions on existing fixed
catchment area, or to
Local School Specials and route service or
facilitate convenient
Overlay School Specials. Catchment area for school
connections
cannot be serviced by an
existing Local or Base Grid
Route within the limits of the
route directness criteria
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Route
Classification
Operation of these services
Routes or route requires 100% cost recovery
Varies depending on the
branches/extensions including all operating
destination served and type
Contract operated on behalf of a expenses
of service desired by the
Services specific employer, May be considered where
employer, institution, or
institution or adjacent regular service not warranted
municipality
municipality by demand and/or would
duplicate other services.
1.3.1 ZM BRT ROUTES

Zm BRT Routes are higher order transit routes designed to provide a frequent, high quality
service in designated corridors with little or no deviation from these corridors except to access
multi-modal transit terminals. Zm BRT Routes are operated using distinct and specially branded
vehicles with intelligent technology systems, upgraded station stops and shelters, and transit
priority measures such as queue jump lanes and transit signal priority. They are generally
implemented proactively in intensification corridors where transit ridership growth is
paramount. Designated Zm BRT corridors include:
Queen Street (2010);
Main Street / Hurontario Street (2011);
Steeles Avenue (2012);
Bovaird Drive (2014);
Steeles West (2015);
Queen West (2016);
Airport Road (2018); and
Chinguacousy Road (planned 2022).
Additional Zm BRT corridors have also been identified in the Citys Official Plan and 2015
Transportation Master Plan (TMP). Brampton Transit received Federal Public Transit
Infrastructure Funding (PTIF) for the construction and implementation of Zm service on Airport
Road in 2018. Chinguacousy Road is planned for implementation in 2022, subject to funding.
The other corridors remain unfunded and are not anticipated to be implemented within the
scope of the Five-Year Business Plan (2018-2022).
1.3.2 BASE GRID ROUTES

Base Grid Routes provide a basic minimum level of service and route coverage at all times. They
are designed to fulfill the Primary and Secondary Transit Corridor roles as set out in the Citys
TMP. Base Grid Routes operate in designated arterial corridors with minimal or no deviation,
except at major transfer locations such as multi-modal terminals, GO Stations, and major
shopping malls and centres to provide connections, as required. They typically operate along the
major travel corridors, generally perpendicular to and intersecting the Zm BRT Routes.
Base Grid Routes also operate in combination with Zm BRT Routes, providing local service
coverage between Zm BRT stations. In addition, most Base Grid Routes are identified in the
AcceleRide (Zm) Strategy Implementation Plan as BRT Support Corridors. As such, Base Grid
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Routes are generally given more flexibility and time to reach their performance targets in light of
the important role these routes have in feeding the Zm BRT network. Base Grid Routes
currently operating or planned to operate within the scope of this report include the following
corridors:
Mississauga Road (existing local service to be upgraded);
James Potter Road (existing local service to be upgraded);
Chinguacousy Road;
McLaughlin Road;
Main Street/Hurontario Street;
Kennedy Road;
Dixie Road;
Bramalea Road;
Torbram Road;
Airport Road;
The Gore Road;
Steeles Avenue;
Queen Street;
Williams Parkway;
Bovaird Drive; and
Sandalwood Parkway.
1.3.3 LOCAL ROUTES

Local Routes form the balance of the fixed route network. They are designed to provide a feeder
or neighbourhood circulation function supplementing and connecting to the Zm BRT Routes
and Base Grid Route Network; major local activity centres or corridors; and transfer points
where additional connections between routes can be made. Local routes should operate
primarily on arterial roads and major and minor collectors. Operation on local roads should be
limited and only considered to serve major passenger destinations where no other options exist,
to meet service proximity objectives, or to accommodate operational needs such as a turn-
around.
Local Routes are typically measured against a lower performance standard than the Base Grid
Routes, and generally provide lower levels of service and more limited operating periods,
depending on demand and performance.
1.3.4 CONVENTIONAL EXPRESS ROUTES

Conventional Express Routes serve high demand destinations with direct non-stop or limited
stop service. While providing similar levels of direct express services as Zm BRT Routes,
Conventional Express Routes do not receive the same minimum service frequencies and span of
service, high quality technologies and branding as Zm BRT Routes, and are subject to the
application of the Service Utilization Standards. Conventional Express Routes are often
implemented as a result of high transit demands and/or as precursors to Zm BRT Routes. As
described below, there are two types of service design that are used when establishing an
Express Route, depending on their operating characteristic and the main function they fulfil:
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Overlay Conventional Express Routes duplicate a service within a specific corridor,

making limited stops where significant ridership activity takes place at specific nodes,
and are used to increase capacity and enhance customer service. These are primarily
implemented on the Base Grid Route Network, or as a precursor to Zm BRT Routes on
designated/ planned Zm BRT corridors. Stop spacing along Overlay Conventional
Express Routes should be designed to ensure that 75 percent of the passengers within
the corridor can take advantage of the express service, and that the express service can
be scheduled to save at least 15 percent of the regular route travel time, with a
minimum time savings of 5 minutes.
Point Conventional Express Routes carry significant numbers of passengers directly
between two distinct points, such as between terminals and major employment areas or
educational institutions, and do not depend on a significant local service area for their
passengers.
1.3.5 COMMUNITY BUS ROUTES

Community Bus Routes are fully accessible transit services typically designed for seniors and
persons with disabilities who can use fully accessible conventional transit. Rather than follow
conventional routing patterns, they are custom designed to provide better access to facilities
oriented to this market group, such as senior's apartments, medical facilities, community
centres and shopping areas.
1.3.6 DYNAMIC TRANSIT SERVICES

Dynamic Transit Services provide flexible routing and scheduling within a defined service area
based on customer requests for trips. These typically use small/medium-sized vehicles (including
buses, taxis, vans or sedans) operating in shared-ride mode between transit terminal or Zm
station and a pick-up/drop-off location (according to customer needs). To access the service, the
customer must call or use their mobile phone to request a trip in advance of the trip pick-up
time. The service is typically deployed for specific low-demand markets or in low demand
periods and areas where Local Routes do not meet minimum productivity standards. The service
can also be deployed to provide an alternative service option for passengers near low frequency
fixed route services (as a tactic to attract new ridership).
1.3.7 SCHOOL SPECIAL ROUTES

The criteria for introducing a School Special Route depends largely on whether or not the
student catchment area for the relevant school is, or can easily be, serviced by an existing Local
Route or Base Grid Route within the route structure guidelines and limits of the route directness
standards for those respective services types. A School Special may be considered in cases
where:
The secondary school is located greater than 800 meters from the existing transit
network; and/or
A large movement of students would create significant overload conditions on existing
scheduled fixed route service; and/or
The catchment area for relevant school cannot be serviced by an existing Local or Base
Grid Route within the limits of the route directness criteria for the respective services
type.
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Where the introduction of a School Special would duplicate existing services or shift current
passengers from existing regular service routes without a corresponding increase in ridership,
they are not recommended.
Where the operation of a School Special is warranted, the route structure should be designed to
be direct as possible, with deviations into residential areas or major terminals as warranted by
demand or to provide for route coverage to the schools catchment area, or to facilitate
convenient connections for customers. School Special routes should be of a fixed-route design,
to accommodate customer information needs.
1.3.8 CONTRACT SERVICES

Contract services are those routes or route branches/extensions operated on behalf of a specific
employer, institution or adjacent municipality that may not be otherwise warranted or are a
specific service design. Operation of these services requires 100% cost recovery including all
operating expenses such as highway tolls, permit fees, etc.
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2.0 SERVICE DESIGN STANDARDS

Service Design Standards set out specific criteria for route design and service levels, including
system proximity, route directness, service frequencies, and span of service.
2.1 SYSTEM PROXIMITY

The proximity standard is meant to address the
accessibility of transit by targeting a maximum walking LINK TO STRATEGIC DIRECTION
distance that a customer will have to travel to reach a Be Customer-Focused: Our
transit stop. Brampton Transit will attempt to operate business is people first
routes throughout the Established Service Area, where
economically and operationally feasible, so that this
standard is met.
An important distinction with this service standard is the measure of proximity to population
and employment instead of focus on geographic coverage. Proximity takes into account the
density of an area that is serviced by transit as part of the walking distance calculation where
geographic coverage addresses only the physical area within walking distance of transit service.
A proximity standard will provide a more accurate measure of the ability of residents, students
and employees to access transit services. It will also lead to more effective decisions being made
on where to focus transit services and intensification strategies to meet minimum service
proximity targets.
As a system proximity objective, Brampton Transit will design transit services throughout the
Established Service Area to ensure that the standards identified in Table 2 are met by 2022.
Table 2: Maximum Walking Distance for Residents and Employees

Service Proximity Standard
All Routes Zm BRT/Base Grid Routes Only
80% within 400m 85% within 800m
This standard relates to the goal identified in the Brampton Official Plan which states that the
City shall endeavour to provide a local transit stop within easy walking distance (300 to 400
metres) of all urban land uses. It should be acknowledged that this is an aspirational goal for
the long-term, and the system proximity objectives identified above are more achievable, short-
term targets which work towards realizing the goal identified in the Official Plan.
The following process will guide any actions taken by Brampton Transit to ensure compliance to
the above standards.
1. Brampton Transit will work with the City of Brampton Planning Department to
encourage development and intensification of population and employment along transit
corridors and nodes to move towards the service proximity target. This will be the
primary course of action over route and service changes.
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2. Brampton Transit will identify opportunities for new or modified routes annually if
progress is not being made to achieving the 2017 minimum proximity target.
3. The review of development applications for plans of subdivision and large
retail/employment and institutional areas should also be subject to this standard in the
development review process. Service expansion to provide coverage is subject to the
guidelines for service expansion as set out in Section 3.4, adequate infrastructure for
safe and efficient operation, and available resources.
4. Transit-oriented development areas should be designed such that 100% of the
development area is within 400m actual walking distance (as opposed to as the crow
flies) of a transit stop.
2.2 ROUTE DIRECTNESS

Route Directness is a measure of how much a route
deviates from the most direct road path between the LINK TO STRATEGIC DIRECTION
start and end points of a route. The measure indicates a Be Customer-Focused: Our
desire to limit additional travel time and distance business is people first
resulting from route deviations and indirect or circuitous
route design. It is measured as the ratio of the length of
the proposed route (with deviation) to the length of the route along the most direct road path:
Length of Proposed Route with Deviation

= Route Directness Factor
Length of Route Corridor without Deviation
5,500 m
e.g. = 1.1
5,000 m
2.2.1 ZM BRT ROUTES

Zm BRT Routes are designed to operate on major arterial roads, and should not deviate from
these arterials, except when necessary to access major transit terminals. A route directness
factor of 1.0 should be strictly applied.

Deviations on Base Grid Routes should be avoided, with the route directness measure within a
range of 1.0 to 1.1. Minor deviations are permitted to service a major terminal or trip generator;
connect to another route for the purposes of accommodating a major transfer movement;
provide necessary coverage to achieve proximity standard and/or match travel demands. Base
Grid routes should ideally be anchored at a terminal or major activity centre, with one way loops
permitted at the extremities of the routes to allow for turn-around. The maximum travel time
around a one-way loop at the extremity of a Base Grid Route should not exceed 5 minutes.
2.2.3 LOCAL ROUTES

The configuration of Local Routes should be designed to provide as direct a service as possible
between two points or communities, with deviations to serve local areas and major destinations
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as warranted by demand or to achieve proximity standards. The route directness measure for
Local Routes should be used as a guideline, with a target range of 1.1 to 1.3. One way loops are
permitted at the extremities of the routes to allow for turn-around; to service a major terminal
or trip generator; connect to another route for the purposes of accommodating a major transfer
movement; provide necessary coverage to achieve proximity standard and/or match travel
demands. As a guideline, Local Routes should be designed such that the maximum travel time
around a one-way loop at the extremity should not exceed 10 minutes.

The route directness measure for Overlay Conventional Express Routes should be equal to or
less than that of the underlying Base Grid Route. Within the express or limited stop portion of
the route, the route directness measure should be 1.0.
The route directness measure for Point Conventional Express Routes should be 1.0, in areas
where the route is running express and outside of any distinct location that the route is servicing
(i.e. major employment area). A more indirect routing may be required for coverage purposes in
distinct locations, and should involve only a few stops.

For Community Bus Routes, service proximity is generally the primary consideration and the
routes are typically somewhat circuitous in order to directly serve higher density residences and
community destinations of interest to the seniors market and persons with disabilities. Where a
Community Bus route is intended to be a general-purpose route for low demand areas, a more
direct alignment (similar to a Local Route) should be considered. No specific route directness
standard for Community Bus Routes is recommended but it is suggested that the total time in
the bus for a person making a return trip should not exceed 60 minutes, with 30 minutes
preferred.

For future dynamic transit services, routes are generally direct unless a ride is shared with
another passenger along the route. The more important standard that should be developed is
the amount of time a passenger is in a vehicle for a shared ride service relative to the direct
travel time if the person was travelling in the vehicle alone. This needs to be further developed
as part of a dynamic transit strategy.

School Special Routes are expected to be more circuitous in order to provide service to area
residences, terminals, and schools. While the route directness value should always be
minimized, no specific route directness standard for School Special Routes is recommended.
2.2.8 CONTRACT SERVICES

These routes are designed in partnership with a specific employer, institution, or adjacent
municipality. No design standard applies.
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2.3 SERVICE LEVELS

Service levels define the frequency of service and the
span of service for each route classification. LINK TO STRATEGIC DIRECTION
The span of service for each service type will determine
Be Customer-Focused: Our
business is people first
the availability, flexibility and convenience of the service
for transit customers. Minimum span of service targets
are applicable to the Zm BRT, Base Grid and Local Routes.
Different frequency targets are identified for different service offerings and during different
periods. This communicates to the customer the minimum level of service they can expect when
riding Brampton Transit.
As a general guideline, clock-face headways should be implemented for any route operating
with a scheduled headway greater than 10 minutes. Clock-face headways are an important
marketing tool that allows schedule times to repeat each hour, making it easy for the customer
to remember the bus schedule, and can also aid in improving connections. They are applied as a
guideline only since the required frequency cannot always be achieved without incurring
unwarranted additional operating cost.
2.3.1 ZM BRT ROUTES

Typically, higher service levels are provided on the Zm BRT Routes to provide an increased
service quality on these corridors. The minimum service frequency for Zm BRT routes is 20
minutes. Outside of the minimum span of service where ridership demand does not warrant at
least a 20 minute service frequency, Brampton Transit will operate a Base Grid Route rather
than a Zm BRT Route in the corridor. Table 3 shows Zm BRT Route minimum service levels by
operating period.
Table 3: Zm BRT Route Minimum Service Levels

Minimum
Operating Period Service Minimum Span of Service
Frequency
Weekday Peak 15 6:00 am to 9:00 am / 3:00 pm to 6:00 pm
Weekday Base 20 9:00 am to 3:00 pm
Weekday Evening 20 6:00 pm to 9:00 pm
Saturdays 20 7:00 am to 9:00 pm
Sunday / Holidays 20 8:00 am to 6:00 pm

Base Grid Routes are intended to provide a basic minimum level of service. Higher service
frequencies are encouraged on Base Grid Routes to support the Zm BRT network, and provide
an increased service quality along the main arterial corridors. The minimum service levels are as
follows. Table 4 shows Base Grid Route minimum service levels by operating period.
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Table 4: Base Grid Routes Minimum Service Levels

Minimum
Frequency
Where ridership performance targets are not met on Base Grid Routes that also operate in
support of Zm BRT corridors; the minimum frequency targets for service along the corridor can
be met by calculating the combined frequency of Zm BRT Routes and Base Grid Routes that
provide service on the same corridor.
Minimum service frequencies for branches of Base Grid Routes follow Local Route level of
service criteria as outlined below.
2.3.3 LOCAL ROUTES

The actual service levels and hours of operation for Local Routes are subject to demand and
meeting the minimum utilization targets, based on boardings per revenue vehicle-hour (Section
3.2). When the operation of local service is warranted by demand, the minimum service levels
should apply. Table 5 shows Local Route minimum service levels by operating period.
Table 5: Local Route Minimum Service Levels

Minimum
Frequency
Weekday Base 9:00 am to 3:00 pm or based on demand
Weekday Evening 6:00 pm to 9:00 pm or based on demand
60
Saturdays 6:00 am to 6:00 pm or based on demand
Sunday / Holidays 8:00 am to 6:00 pm or based on demand
Local Route level of service criteria apply to the minimum service frequencies for branches of
Local Routes.

For both Overlay Express and Point Express services, minimum service frequencies and span of
service criteria do not apply. Passenger loading, ridership demand and performance standards
determine the service level. These services are typically only operated during the weekday peak
periods.
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Minimum service frequencies and spans of service do not apply. Service frequency is
determined by customer demand and the nature of the service provided.

Minimum service frequencies and spans of service do not apply. Service frequency is
determined by customer demand and the nature of the service provided.

Minimum service frequencies and spans of service do not apply. Service levels are determined
by school bell times, passenger demand, and are measured against the appropriate minimum
performance levels as outlined in Section 3.2.2.7.
2.3.8 DECISION PROCESS FOR MODIFYING SERVICE LEVELS

The following process will guide actions taken by Brampton Transit to ensure compliance to the
above standards.
Modifications to service levels can be proactive (e.g. based on anticipated ridership
growth due to a new development); or based on the overall performance of a route.
An increase in service frequency should be considered on a route when the passenger
comfort thresholds identified in Section 3.1 are consistently exceeded over a 6 to 12
month period, or if additional service hours would result in the B/RVH performance still
exceeding the class average for the respective operating period. Thresholds for
triggering a review of service frequency are identified in Section 3.2.2.8.
Potential reductions in service frequency span of service, and/or route modifications
should be considered when the targets by operating period identified in Section 3.2.2.8
are consistently not achieved over a 6 to 12 month period.
If any Zm BRT, Base Grid, or Local (only in the weekday peak) routes fall below the
minimum ridership threshold, modifications to the route should be made to improve
overall ridership productivity while meeting the minimum service hours and frequency
identified in this standard. These measures can include the following:
o Reduction in the service hours;
o Reduction in frequency;
o Adjustments to routing (i.e. improve directness);
o Operational adjustments (i.e. interlining); and
o Re-designation of the route (i.e. from Base Grid to Local Route).
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2.4 STOP AND SHELTER LOCATIONS

Bus stops represent customers first physical interaction
with a transit service, and should therefore create a LINK TO STRATEGIC DIRECTION
positive first impression. The Brampton Transit Bus Stop Be Customer-Focused: Our
Standards & Technical Guidelines outline requirements, business is people first
guidelines, and operating procedures for bus stops and
shelters.
Bus stops must be designed for barrier-free access, and sited with safety and security
considerations in mind. An accessible bus stop is defined as providing a barrier free connection
between the bus and surrounding pedestrian network (including a flat, level, hard surface
landing area and necessary connectors), and providing passenger amenities which are user-
friendly to persons with mobility challenges. As many bus stops as possible should be made
barrier free, accounting for natural barriers (such as geometrics or gradient) and unique
challenges (such as excessive cost to meet accessibility criteria due to physical characteristics).
Further direction on this is provided in the Accessibility Working Paper.
Bus stops must be located to avoid interference with fire halls and routes, ambulance stations,
school crossings, pedestrian crossovers, and regulatory signage. They must be located an
adequate distance away from any pedestrian crossing/network and railway grade crossings.
Shelters are installed based on a priority list, compiled from requests. The need for a shelter is
evaluated based on four criteria: Passenger usage, passenger wait time, physical applications
(exposure to weather, sight line hazard, lighting, street crossing hazard), and the type of area
being serviced. Each criterion is evaluated on a specific point-scale. Larger shelters may be
warranted at special locations (such as institutions, major trip generators, or terminals), high-
use stops (greater than 125 total boardings), or major transfer points. The current shelter
warrant is attached as Appendix B.
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3.0 SERVICE PERFORMANCE

STANDARDS
Performance measures are used primarily to set desired and achievable goals for the
performance of Brampton Transit and permit evaluation and feedback on how well these goals
are met. The following section provides guidance on overall performance of the system in terms
of the effectiveness of the service provided and the customer experience. This includes specific
criteria for measuring passenger comfort, service utilization, service reliability and guidelines for
service expansion.
3.1 PASSENGER COMFORT AND DELAY

Passenger Comfort and Delay sets a guideline of comfort
for passengers while on board transit vehicles. It also LINK TO STRATEGIC DIRECTION
monitors the number of passengers that are unable to Be Customer-Focused: Our
board buses at a stop due to overcrowding. If it is business is people first
observed that acceptable passenger comfort and delay
guidelines are exceeded, corrective actions can include
adding trips to the schedule in the form of a frequency improvement or trippers; the
introduction of an Overlay Express Route; and/or restructuring the service to distribute demand
among several routes. When many routes report high demand, priority for corrective action will
be based on the degree of demand in excess of seated capacity and the overall average
ridership of the route.
For peak period services, a threshold of 150 percent of seated capacity is the typical passenger
comfort and delay guideline for many systems. Establishing and adhering to a fixed loading may
be somewhat problematic given the range of vehicles currently operated. Similar sized buses in
the fleet have similar overall capacities, but differ in their seating capacities depending on
configuration. As the objective of this guideline is to limit standees to a reasonable level in order
to maintain a comfortable level of service quality, the 150 percent threshold remains
appropriate for Base Grid Routes and Local Routes during the busiest operating periods
(weekday peak). Consideration should be given to matching the seated capacity of the vehicles
to the ridership levels on the route, to avoid unnecessary increases in service levels. Express and
School Special routes generally operate during the peak period and are subject to the same
thresholds as the Base Grid Routes and Local Routes.
For off-peak periods, it is appropriate to strive to provide a seat for all customers in
consideration of generally less frequent service. A threshold of 100 percent of seated capacity is
appropriate on all services during weekday off peak and weekends.
Routes crossing a municipal boundary, such as those routes currently operating into
Mississauga, York Region or Toronto, are subject to the regulations of the Public Vehicle Act,
which prescribes a limit of one standee per three seats (133 percent).
Zm BRT routes need to maintain their brand and provide high service quality and comfort. As
such, a threshold of 133 percent of seated capacity is appropriate.
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Community Bus Routes typically cater to clientele who are often restricted in their mobility.
Therefore, it is appropriate to set a threshold of 100 percent of seated capacity.
Similarly, Dynamic Transit services are typically operated using smaller vehicles that do not
accommodate standees. Therefore, it is appropriate to set a threshold of 100 percent of seated
capacity. Table 6 summarizes the number of passengers that correspond to the capacity
thresholds mentioned above for each type of bus in the Brampton Transit fleet.
Table 6: Passenger Load According to Seated Capacity Guidelines

Percent of Seated Capacity
Bus Type
100% 133% 150%
60 ft 56 74 84
40 ft 39 52 58
30 ft 27 35 40
Table 7 below outlines the passenger comfort thresholds for each service type by operating
period.
Table 7: Passenger Comfort Guidelines

Operating Period
Service Type
Weekday Peak All Other Periods
Bus Type 60 ft 40 ft 30 ft 60 ft 40 ft 30 ft
Zm BRT Routes 74 52 - 56 39 -
Base Grid Routes 84 58 - 56 39 -
Local Routes - 58 40 - 39 27
Overlay Express 84 58 40 56 39 27
Point Express 84 58 40 56 39 27
Community Bus Routes - 39 27 - 39 27
School Special Routes - 58 40 - - -
3.1.1 MONITORING AND DECISION-MAKING PROCESS

Passenger Comfort and Delay measures are calculated at the peak point of the route and during
the busiest hour of the route in the subject operating period. This may be a 60 minute period
that is not necessarily a specific clock hour.
Data from the Automated Passenger Count (APC) system should be used to monitor Passenger
Comfort and Delay guidelines and the following process, programmed within the APC system, is
suggested:
Establish parameters within the APC system to identify passenger loads during the
busiest hour of each route.
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Compare the passenger loads to the seated capacity standards of the bus and the
passenger comfort and delay guidelines as defined in Table 6 and Table 7 above.
While monitoring passenger loading is ideal, the service utilization on each route (discussed in
Section 3.2) should ultimately be used to determine the frequency improvements required.
Because loading is challenging to measure, passenger delay should be used to monitor
passenger comfort levels, and undertake any remedial actions necessary. If transit vehicles are
too full (e.g., if crowding occurs) to the point where additional passengers can no longer board
the bus, these passengers will be required to wait at the bus stop for the next bus. This incurs an
unexpected delay into passengers trips. If the delay incurred due to crowding is more than 15
minutes on a regular basis with multiple passengers, corrective action should be considered (e.g.
the dispatch of tripper services during targeted periods).
3.2 SERVICE UTILIZATION

Service Utilization is a measurement of the effectiveness
of the application of the systems resources against LINK TO STRATEGIC DIRECTION
established criteria. Be Community Responsive:
Align planning and delivery
To establish thresholds for route performance requires an of services with broader
acknowledgement that various services, even within the community objectives
same route classification, will vary in their performance,
with some exhibiting superior performance and others
exhibiting lower performance levels. To meet a variety of system objectives, top-performing
routes must be allowed to support other lower performing routes, while continuing to ensure
that:
Class Average targets for each route classification meets system objectives; and
Route Minimum performance targets for each of the individual routes is established
and met.
In addition to this, it is important that productivity triggers be set which identify routes that may
warrant a service level increase when Class Average targets are exceeded over a certain
threshold. These are referred to as Triggers for Improvement.
Route performance should be assessed on the basis of total boardings per revenue-vehicle-
hour, since this statistic will appropriately credit those routes that perform a significant transfer
role in the system.
3.2.1 SYSTEM UTILIZATION

Different classes of routes have different performance expectations and ridership potential and
the performance target values should be established separately for each route type, while
ensuring that the overall average can be met. Also, given that costs are expected to increase,
particularly in the short-term as service hours increase, these values should be considered
minimums. Separate threshold levels should be established for peak versus off-peak services, to
reflect the relative operating and capital cost structures of the respective operating periods.
Also, triggers for service improvements are provided to identify when service levels should be
improved on individual routes.
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In 2015, Brampton Transit achieved a system average of 21 boardings/revenue vehicle hour. The
long term goal for Brampton Transit is to achieve a target average of 25 boardings/revenue
vehicle hour for all operating periods to maintain a reasonable cost recovery. It is recommended
that Brampton Transit continue to target a longer-term goal for increased boarding/revenue
vehicle hour by 2041, in line with the span of the current Transportation Master Plan. The target
value should be reviewed and revised, as required, with the five-year Business Plan cycle.
3.2.2 UTILIZATION BY ROUTE CLASSIFICATION

The rationale for utilization targets for each route classification is explained below with the
actual targets detailed in Table 8 and Table 9.
3.2.2.1 Zm BRT Routes

Zm BRT Routes are expected to perform at a high level and make a significant contribution to
the system-wide performance targets. However, they are also designed and branded to provide
a high basic minimum level of service and should not be subject to the strict application of the
utilization targets without considering the potential effects on the brand. Significant investments
have been made in Zm BRT Routes for the long-term, to account for Bramptons population
and employment growth, and allow for continual improvement and expansion of the Brampton
Transit network. In some cases, service may still be growing along Zm BRT Routes. Reducing
service along Zm BRT Routes not currently meeting service utilization standards is not
recommended. If a Zm BRT Route is not meeting the service utilization standards, analysis
should be completed to better understand the reasons behind this.
3.2.2.2 Base Grid Routes

Base Grid Routes are expected to perform at a high level and their operation is intended to
provide a basic minimum level of service and route coverage, and support the Zm BRT
network. The performance of Base Grid Routes is expected to make a significant contribution to
the system-wide performance targets. If the targets outlined in Table 9 cannot be consistently
met or there is no evidence of ridership growth trends towards meeting the targets,
consideration should be given to modifying the route or removing the Base Grid Route
designation from the route (or a portion of it), subject to maintaining the minimum proximity
standards. This change in route classification would permit a wider range of remedial actions,
including service level adjustments, route restructuring, and operational modifications such as
interlining.
Most Base Grid Routes are identified in the AcceleRide (Zm) Strategy Implementation Plan as
BRT Support Corridors. These routes are required to provide a basic level of service in support of
the Zm BRT network that they connect to. As such, Base Grid Routes operating below the route
utilization minimums will be given more flexibility and time to reach their performance target in
light of the important role these routes have in feeding the Zm BRT network (provided that
underperforming routes show consistent ridership growth towards the minimum utilization
thresholds). If the route does not show consistent and significant ridership growth over the first
6-12 months of implementation, it should be modified or reclassified as a Local Route with the
necessary Service Design Standard adjustments made.
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3.2.2.3 Local Routes

The primary function of local routes is to maximize service coverage and to feed into the Base
Grid Route Network. This often requires a more indirect routing and lower frequencies than
Base Grid Routes. As such, Local Routes are not expected to perform at a level as high as the
Base Grid Routes. If the targets outlined in Table 9 cannot be consistently met, consideration
should be given to a range of remedial actions, including service level adjustments, route
restructuring, and operational modifications such as interlining. When adjusting individual
routes and services, care must be taken to consider the impacts on the connecting routes and
services that users may be relying on.
Over the course of time, due to development/intensification and/or ridership growth, Local
Routes may become candidates for reclassification to a Base Grid Route. A Local Route may be
reclassified to a Base Grid Route if:
The Local Route exceeds its daily class average utilization for all operating periods
consistently, and
The design of the Local Route can match the route classification criteria for a Base Grid
Route, as set out in Section 1.3.3.
It should be noted that a reclassification of a Local Route into a Base Grid Route requires specific
service level adjustments and increases to ensure that the route conforms to the applicable
Base Grid Route Service Design Standards. Reclassification of a Local Route to a Base Grid Route
should only be implemented if the applicable Base Grid Route Service Design Standards are
achieved with the existing service level or can be achieved with only minor service adjustments.
A reclassified routes utilization should be closely monitored for the first year to ensure that it
meets or exceeds the Route Minimums for Base Grid Routes.
3.2.2.4 Conventional Express Routes

Performance indicators differ for each type of express service:
1. Point Express - These routes are designed to provide direct non-stop service between
specific points, where warranted by a significant volume of demand, and as such, need
to perform at the highest of standards to justify the exclusivity of the service.
2. Overlay Express - These routes are a limited stop service and operate on the Base Grid
corridors as a supplement to Base Grid routes that are over capacity. Therefore it is
appropriate to apply the utilization target of the associated Base Grid route to Overlay
Express Route subject to the following conditions:
a. the introduction of an overlay express route must maintain the performance
levels of the associated Base Grid route at current levels; and
b. the projected performance of the new Overlay Express Route must exceed that
of the current Base Grid route.
3.2.2.5 Community Bus Routes

Community Bus Routes are typically catered to senior citizens who travel during off-peak
periods. The route is designed to place greater emphasis on access than directness of travel and
speed. As such these routes are expected to operate at a generally lower utilization then the
other fixed route classes in the system.
PAGE 21
6.2.1-82
BRAMPTON TRANSIT
3.2.2.6 Dynamic Transit Services

Dynamic Transit Services can be put in place to service lower demand periods or areas of the
city, or to provide an enhanced level of service for a targeted market (e.g. Local access to GO
Train service). The service is designed to be short-terms with connections to fixed route transit
that are used primarily in low demand areas or periods with less opportunity for ridesharing. As
such these services are expected to operate at a generally lower productivity than Local Routes
in the system, however, should do so at a lower total net operating cost. A range between 5 to 8
boardings per revenue vehicle hour is appropriate for this type of service.
3.2.2.7 School Special Routes

The specific performance standards applied to School Special Routes depend on the individual
nature of the route under review.
Local Route standards shall be applied to School Special Routes when:
the School Special Route significantly deviates from the Base Grid and Local Route
network to provide the necessary coverage, or;
the use of existing services would require more than two transfers.
Overlay Express Route standards shall be applied to School Special Routes when:
the School Special Route substantially duplicates the coverage of an existing Local or
Base Grid Route, and/or;
existing services do not have the capacity to accommodate this specialized demand and
an overlaying School Special Route is necessary.
In all cases, there is no maximum utilization standard applicable to school special routes, as
these routes are designed to serve a high demand in a short amount of time.
If students are being left behind due to crowding, the passenger crowding and delay guidelines
discussed in Section 3.1.1 should be used, and a tripper (extra bus) should be added if the
delay exceeds the guideline threshold.
Alternatively, a tripper (extra bus) scheduled to accommodate the surge in demand from the
school and maintain the regular route at normal loading standards should be considered.
3.2.2.8 Service Utilization Standards

Individual route performance should be assessed annually, as a minimum, based on both the
overall daily service utilization (Table 8), as well as at the operating period level (Table 9).
Table 8 below summarizes the daily class average targets that should be achieved by route
classification. This will be used by Brampton Transit planning staff to assess individual route
performance relative to other routes within its class.
PAGE 22
6.2.1-83
BRAMPTON TRANSIT
Table 8: Route Performance Standards Daily Route Class Average (Boardings per Revenue Vehicle Hour, B/RVH)
Class Average
Service Type
Weekday Saturday Sunday/Holiday
Zm BRT Routes 57 46 41
Base Grid Routes 40 30 24
Local Routes 32 21 20
Conventional Express Routes (Point Express) 45 34 27
Conventional Express Routes (Overlay Express) 45 34 27
Community Bus Routes 10 10 10
Dynamic Transit Services 5 4 4
School Specials (Local) 25 - -
School Specials (Overlay) 37 - -
Table 9 below summarizes the minimum route utilization targets as well as triggers for service
enhancement by each route classification by time period. The triggers for improvement are 35%
higher than the class average.

Ridership data generated from the APC system, in conjunction with service hour statistics from
the Hastus scheduling software should be used to obtain boardings per revenue hour data for
the overall system, by route and time period as well as the class averages, route minimum
thresholds and improvement triggers for each service type. This analysis should be completed,
as a minimum, on an annual basis and serve as a primary input to the Annual Service Plan
process.
It is noted that new routes may not meet service utilization standards for several months after
they are implemented. In many cases, investment is needed to incent ridership growth. Routes
should be monitored according to Table 11.
Routes consistently not meeting the prescribed minimum thresholds would be subject to
review and consideration of the best option to improve performance. Options for remedial
action would be subject to consideration of the characteristics of each route and its
classification. When adjusting individual routes and services, care must be taken to consider the
impacts on system proximity objectives and the connecting routes and services that users may
be relying on.
The class average represents the average utilization target that all routes in the Route
Classification should achieve during each operating period.
The Trigger for Improvement indicates the level of utilization which should trigger consideration
of improvements to the route (subject to resources for service expansion being available). This
could include reclassification of the route if warranted.
PAGE 23
6.2.1-84
BRAMPTON TRANSIT
Table 9: Route Performance Standards By Operating Period (Boardings per Revenue Vehicle Hour, B/RVH)
Service Type Weekday Weekday Saturday Saturday Sunday/Holiday Base Sunday/Holiday Eve
Peak Off-Peak Day AM/Base/Eve
Min Improve Min Improve- Min Improve- Min Improve- Min Improve- Min Improve-
Threshold ment Threshold ment Threshold ment Threshold ment Threshold ment Threshold ment
Trigger Trigger Trigger Trigger Trigger Trigger
Zm BRT Routes 50 78 40 78 45 63 25 63 30 56 25 56
Base Grid Routes 30 55 20 55 25 41 15 41 15 33 10 33
Local Routes 15 46 10 46 10 31 10 31 10 30 7 30
Conventional 55 66 45 66 50 50 45 50 45 40 45 40
Express Routes
(Point Express)
Conventional 30 66 20 66 25 50 15 50 15 40 10 40
Express Routes
(Overlay Express)
Community Bus 5 20 5 20 5 20 5 20 5 20 5 20
Routes
Dynamic Transit 5* ** 5* ** 5* ** 5* ** 5* ** 5* **
Services
School Specials 15 33 - - - - - - - - - -
(Local)
School Specials 30 50 - - - - - - - - - -
(Overlay)
*Minimum Threshold flexible and based on the use of dedicated resources (e.g. bus which incurs operating cost per service hour) versus non-dedicated resource (e.g. taxi
service which incurs cost per each trip delivered).
**Trigger to implement a fixed route based on average net cost of hourly service using dynamic transit relative to the hourly cost of a Local Route providing
service in the same service area.
PAGE 24
6.2.1-85
BRAMPTON TRANSIT
3.3 SERVICE RELIABILITY

Service reliability is a significant service quality factor
influencing ridership, customer satisfaction and the LINK TO STRATEGIC DIRECTION
reputation of the transit system. The reliability of service Be Customer-Focused: Our
operating to published schedule times is consistently business is people first
ranked first in importance in customer satisfaction surveys.
A person using any transportation mode has an expectation that the service will be there
according to the schedule and services that cannot meet their published schedules lose the
loyalty of their customers. Consistently reliable arrival times also reduce waiting times for
passengers at stops and such performance is critical during inclement weather. A high on time
performance will improve transit system credibility and build a positive image of the system.
3.3.1 ON-TIME PERFORMANCE

The On-Time Performance Standard sets out guidelines for schedule adherence and transfer
wait times. In order to maintain good schedule reliability, the following performance standards
apply to all services:
Buses shall be no more than 3 minutes early and no more than 5 minutes late arriving at
published timing points, 90 percent of the time.
At no time will a bus depart early from a major terminal.
Brampton Transits longer-term on-time performance goal is to arrive within 1 minute early and
5 minutes late, 90 percent of the time.
3.3.2 INTER-REGIONAL SERVICE CONNECTIONS

Brampton Transit provides feeder service to five GO Rail Stations: Mount Pleasant, Brampton,
and Bramalea within Brampton, as well as Lisgar and Malton in Mississauga. Many Brampton
Transit routes serve one or more of these GO Stations and a significant number of Brampton
Transit riders use the service to access GO rail and buses services. Providing connections to GO
Trains can be difficult due to their scheduling, which may not be aligned to Brampton Transit
schedules during all periods. In order to promote improved passenger connections to the GO
service, the following standard applies:
Where possible, trips that are designated to meet train times shall be scheduled to
arrive not less than five (5) minutes before scheduled train departure times and depart
not less than five (5) minutes after scheduled train arrival times.
Scheduled trip times for arrival or departure on routes serving GO Rail stations may be
shifted a maximum of three (3) minutes, if such a schedule adjustment will provide a
regular train meet connection, as set out above, without significantly impacting
schedule or connections on the balance of the route.
If a choice needs to be made on which train trips to meet due to a service frequency
mismatch between GO Trains and the headway of the connecting service, preference
will be given to schedule the connection with an express train trip, where feasible.
When required due to known operational delays impacting GO Rail services, at the
discretion of the Operations Department, routes serving GO Rail Stations may hold for
PAGE 25
6.2.1-86
BRAMPTON TRANSIT
an additional three (3) minutes past their scheduled departure time, if it is determined
that the additional wait time will provide the train meet connection without significantly
impacting schedule or connections on the balance of the route.

Schedule Adherence data is generated from the SmartBus system, with on-time performance
measured at the route and time period level. Actual times are compared with published times
and measurements obtained to show the status of performance as being on-time, late or
early. Exception reports are created for specific periods, to show the details of services not
meeting the on-time performance standard.
Daily, weekly and monthly exception reports could be generated by the Smart Bus system to
show the time and location of individual buses not meeting the on-time performance standard.
Analysis of consistently early and late arrivals is required by operations and service
development staff to determine the root cause of the schedule adherence problem.
If the above on-time performance standards are not met on a regular basis for a specific route,
Brampton Transit should consider adjusting the published schedule, adjusting route timing,
providing additional training for drivers or, in the case of Zm BRT Routes and the Base Grid
Routes, modifying or adding transit priority measures.
3.4 GUIDELINES FOR SERVICE EXPANSION

3.4.1 SERVICE TO NEW AREAS
This standard sets both a policy direction and performance
targets that should be achieved when introducing a new LINK TO STRATEGIC DIRECTION
bus route or extending a route into a new area. A new Be Community Responsive:
transit route may be required as residential areas are Align planning and delivery
developed, to improve the transit system proximity or in of services with broader
response to growth in major commercial, institutional or community objectives
employment areas.
Brampton Transit staff will actively work with the Citys Planning & Development Department to
provide new route design and stop locations to serve growth in advance of development
approval. This coordination will also contribute to the implementation of transit oriented design
(TOD) principles in the new growth areas. New growth areas designed using TOD principles
should be designed to achieve 100% coverage.
Performance of new or extended services will be assessed at regular intervals after
implementation to determine whether ridership is growing and whether minimum performance
targets are expected to be met.
In order to consider introducing transit service into new areas, two requirements must be met:
The roadways on which the proposed route will operate on are in a condition to support regular
transit operations. Proper infrastructure (curbs, sidewalks, street lighting, etc) should be in place
and construction activity should be at a level where construction equipment will not interfere
with the safe operation of transit vehicles or impede on-time service delivery.
PAGE 26
6.2.1-87
BRAMPTON TRANSIT
The occupancy of the neighbourhood must be substantial enough to support the efficient
operation of public transit. Targets for the introduction of new services are outlined in Table 10.
Table 10: Population Thresholds for New Service

Type of Area Minimum Residents/Employees within 400m of Each km of Expanded Service*
Residential Area 400 residents
Employment Area 500 employees
Mixed Use Area 450 residents/jobs
* The population/employment data used in this calculation should exclude those within 400m of an existing route.

Services introduced in new areas not previously served by transit should be guaranteed for a
minimum 12 months of operation to ensure adequate time for travel patterns to adjust and for
year round ridership patterns to be assessed. At the end of the 12 months, the service must
meet the minimum performance thresholds required for its class of service.
Within this trial period, interim targets are set to ensure that a service which is clearly not
capable of meeting the ultimate targets is identified as early as possible. Monitoring should be
performed at 3, 6 and 9 months intervals to ensure that the new service is trending towards the
appropriate standard. Targets for these interim periods are:
3 months: 25 percent of the minimum target;
6 months: 50 percent of the minimum target; and
9 months: 75 percent of the minimum target.
The actual values of these (boardings per revenue vehicle hour) are shown in Table 11.
If the performance at the end of each period has not reached at least 75 percent of the target
value, the route should be re-examined to identify potential changes to improve its
performance. If the same standard is not met in the next period, the identified changes should
be implemented.
Table 11: Monitoring Service Utilization Targets

Weekday Weekday Saturday Saturday Sunday/Holiday Sunday/Holiday
Service Type
Peak Off-Peak Day AM/Base/Eve Base Eve
3 Month Target
Zm BRT Routes 13 10 11 6 8 6
Base Grid Routes 8 5 6 4 4 3
Local Routes 4 3 3 3 3 2
Conventional Express 14 11 13 11 11 11
Routes (Point Express)
Routes (Overlay
Express)
Community Bus Routes 1 1 1 1 1 1
Dynamic Transit 1 1 1 1 1 1
PAGE 27
6.2.1-88
BRAMPTON TRANSIT

Service Type
School Specials (Local) 4 - - - - -
School Specials 8 - - - - -
(Overlay)
6 Month Target
Zm BRT Routes 25 20 23 13 15 13
Routes (Overlay
Express)
(Overlay)
9 Month Target
Zm BRT Routes 38 30 34 19 23 19
Routes (Overlay
Express)
(Overlay)
PAGE 28
6.2.1-89
APPENDIX A
Service Standard Summary
Tables
BRAMPTON TRANSIT
6.2.1-90
Table 1: Route Classifications

Route
Classification
Higher order transit
routes Little or no deviation from
Identified as a Zm corridor in
Zm BRT Designed to provide a corridors except to access
the Brampton Transportation
Routes frequent, high quality multi-modal transit
Master Plan
service in designated terminals
corridors
Operate in designated
Identified as Primary or arterial corridors
Secondary Transit Corridors in Minimal or no deviation,
Provide basic minimum
Base Grid the Brampton Transportation except at major transfer
level of service and route
Routes Master Plan locations
coverage at all times
Achieve minimum B/RVH as Generally perpendicular to
outlined in Section 3.2. and intersecting Zm BRT
Routes
Provide a feeder or roads as well as major and
neighbourhood minor collectors
circulation function Operation on local roads
supplementing and should be limited and only
New development or existing
connecting to the Zm considered to serve major
Local Routes underserved area meeting
BRT Routes and Base Grid passenger destinations
criteria in Section 3.4.
Route Network; major where no other options
local activity centres or exist, to meet service
corridors; and transfer proximity objectives, or to
points accommodate operational
needs such as a turn-around
Conventional Express
(Point) Routes carry
significant numbers of Conventional Express (Point):
passengers directly Need identified for service
between two distinct between two major trip
points generators
Conventional roads as well as major and
Conventional Express Conventional Express
Express minor collectors
(Overlay) Routes (Overlay): Need for
Routes Little or no deviation from
duplicate a service within supplemented local service
main corridor
a specific corridor, making along specific corridor to
limited stops where increase capacity and enhance
significant ridership customer service
activity takes place at
specific nodes
Fully accessible dynamic Custom designed to provide
routing transit services Need for service to/from better access to facilities
typically designed for higher density residences and oriented to this market
Community
seniors and persons with community destinations of group, such as senior's
Bus Routes
disabilities who can use interest to the seniors market apartments, medical
fully accessible and persons with disabilities facilities, community centres
conventional transit and shopping areas
PAGE A-1
BRAMPTON TRANSIT
6.2.1-91
Route
Classification
Deployed in low demand
periods and areas where Local
Provides flexible routing Routes do not meet minimum Flexible route design
Dynamic and scheduling within a productivity standards. Can connecting passengers in a
Transit defined service area based also be used as a new mobility designated service area to a
Services on customer requests for option in areas serviced by low transit terminal or Zm
trips. frequency fixed routes to station.
attract new customers.
Local School Specials are

provided when a secondary
school is located more than
800 meters from the existing
Fixed-route design
Fixed routes serving transit network
As direct as possible, with
specific secondary schools Overlay school specials are
deviations into residential
which are otherwise not provided when a large
areas or major terminals as
School served by any existing movement of students would
warranted by demand, to
Specials route. There are two create significant overload
provide for coverage to
types of school specials: conditions on existing fixed
catchment area, or to
Local School Specials and route service or
facilitate convenient
Overlay School Specials. Catchment area for school
connections
cannot be serviced by an
existing Local or Base Grid
Route within the limits of the
route directness criteria
Operation of these services
Routes or route requires 100% cost recovery
Varies depending on the
branches/extensions including all operating
destination served and type
Contract operated on behalf of a expenses
of service desired by the
Services specific employer, May be considered where
employer, institution, or
institution or adjacent regular service not warranted
municipality
municipality by demand and/or would
duplicate other services.
Table 2: Maximum Walking Distance for Residents and Employees

Service Proximity Standard
All Routes Zm BRT/Base Grid Routes Only
80% within 400m 85% within 800m
PAGE A-2
BRAMPTON TRANSIT
6.2.1-92
Table 3: Zm BRT Route Minimum Service Levels

Minimum
Frequency
Table 4: Base Grid Routes Minimum Service Levels

Minimum
Frequency
Table 5: Local Route Minimum Service Levels

Minimum
Frequency
Weekday Base 9:00 am to 3:00 pm or based on demand
Weekday Evening 6:00 pm to 9:00 pm or based on demand
60
Saturdays 6:00 am to 6:00 pm or based on demand
Sunday / Holidays 8:00 am to 6:00 pm or based on demand
PAGE A-3
BRAMPTON TRANSIT
6.2.1-93
Table 6: Passenger Load According to Seated Capacity Guidelines

Percent of Seated Capacity
Bus Type
100% 133% 150%
60 ft 56 74 84
40 ft 39 52 58
30 ft 27 35 40
Table 7: Passenger Comfort Guidelines

Operating Period
Service Type
Weekday Peak All Other Periods
Bus Type 60 ft 40 ft 30 ft 60 ft 40 ft 30 ft
Zm BRT Routes 74 52 - 56 39 -
Base Grid Routes 84 58 - 56 39 -
Local Routes - 58 40 - 39 27
Overlay Express 84 58 40 56 39 27
Point Express 84 58 40 56 39 27
Community Bus Routes - 39 27 - 39 27
School Special Routes - 58 40 - - -
Table 8: Route Performance Standards Daily Route Class Average (Boardings per Revenue Vehicle Hour, B/RVH)
Class Average
Service Type
Weekday Saturday Sunday/Holiday
Zm BRT Routes 57 46 41
Base Grid Routes 40 30 24
Local Routes 32 21 20
Conventional Express Routes (Point Express) 45 34 27
Conventional Express Routes (Overlay Express) 45 34 27
Community Bus Routes 10 10 10
Dynamic Transit Services 5 4 4
School Specials (Local) 25 - -
School Specials (Overlay) 37 - -
PAGE A-4
BRAMPTON TRANSIT
6.2.1-94
Table 9: Route Performance Standards By Operating Period (Boardings per Revenue Vehicle Hour, B/RVH)
Service Type Weekday Weekday Saturday Saturday Sunday/Holida Sunday/Holiday
Peak Off-Peak Day AM/Base/Eve y Base Eve
Min Threshold
Min Threshold
Min Threshold
Min Threshold
Min Threshold
Min Threshold
Improvement
Improvement
Improvement
Improvement
Improvement
Improvement
Trigger
Trigger
Trigger
Trigger
Trigger
Trigger
Zm BRT
50 78 40 78 45 63 25 63 30 56 25 56
Routes
Base Grid
30 55 20 55 25 41 15 41 15 33 10 33
Routes
Local Routes 15 46 10 46 10 31 10 31 10 30 7 30
Conventional
Express
55 66 45 66 50 50 45 50 45 40 45 40
Routes (Point
Express)
Conventional
Express
Routes 30 66 20 66 25 50 15 50 15 40 10 40
(Overlay
Express)
Community
5 20 5 20 5 20 5 20 5 20 5 20
Bus Routes
Dynamic
Transit 5* ** 5* ** 5* ** 5* ** 5* ** 5* **
Services
School
Specials 15 33 - - - - - - - - - -
(Local)
School
Specials 30 50 - - - - - - - - - -
(Overlay)
*Minimum Threshold flexible and based on the use of dedicated resources (e.g. bus which incurs operating cost per
service hour) versus non-dedicated resource (e.g. taxi service which incurs cost per each trip delivered).
**Trigger to implement a fixed route based on average net cost of hourly service using dynamic transit relative to the
hourly cost of a Local Route providing service in the same service area.
PAGE A-5
BRAMPTON TRANSIT
6.2.1-95
Table 10: Population Thresholds for New Service

Type of Area Minimum Residents/Employees within 400m of Each km of Expanded Service*
Residential Area 400 residents
Employment Area 500 employees
Mixed Use Area 450 residents/jobs
* The population/employment data used in this calculation should exclude those within 400m of an existing route.
Table 11: Monitoring Service Utilization Targets

Service Type
3 Month Target
Zm BRT Routes 13 10 11 6 8 6
Routes (Overlay
Express)
(Overlay)
6 Month Target
Zm BRT Routes 25 20 23 13 15 13
Routes (Overlay
Express)
(Overlay)
9 Month Target
Zm BRT Routes 38 30 34 19 23 19
PAGE A-6
BRAMPTON TRANSIT
6.2.1-96

Service Type
Routes (Overlay
Express)
(Overlay)
PAGE A-7
BRAMPTON TRANSIT
6.2.1-97
PAGE A-8
6.2.1-98
APPENDIX B
Brampton Transit Shelter
Warrant
6.2.1-99
Operating Standards for Transit Passenger Shelter Installation
GENERAL
Shelter requests will be evaluated using under the following four categories. The priority
list for shelter installation will be a revolving priority list in which new additions are
cascaded into the list in order of point score.
CRITERIA
Category Maximum Points
A - Passenger Usage 40
B - Passenger Waiting Time 20
C - Physical Applications 30
D - Service Area 20
A - Passenger Usage (Maximum 40 Points)
1 point per passenger, counting all day boardings for all routes servicing the stop,
to a maximum of 40 points.
B - Passenger Waiting Time (Maximum 20 Points)
Half of the scheduled headway (in minutes) during the peak, base, and early
evening operating periods. If no service during a particular period, score = 0. If the
stop is used by more than one route, the route with the longest headway will be
used.
1/2 of Points
Headway Peak Base E.Eve
0-4 0 0 0
5-9 2 1 1
10 - 14 4 2 2
15 - 19 6 3 3
20 - 29 8 4 4
30 + 10 5 5
C - Physical Applications (maximum 30 points)
Exposure to Weather Elements
Degree of protection at waiting area:
Criteria Points
Protected (buildings or other shelter) 0
Minor (residential/local street) 5
Moderate (collector or arterial, wide right of way) 10
Extreme (wide open area, wind swept, no refuge) 15
6.2.1-100
Site Line Hazard
Would shelter installation constitute a sight line hazard to vehicular traffic or

pedestrians?
Yes = 0; No = 5
Lighting
Night time illumination at waiting area.
Poor = 0; Good = 5
Street Crossing Hazard to Bus Stop
If the stop is not accessible with a safe crossing of a major street, it is

penalized by not receiving the full possible marks.
Yes (explanation required) = 0 No = 5
D - Area Being Serviced (maximum 20 points)
Points are awarded based on the type of area being serviced.
Criteria Points
Undeveloped 0
Under Development 5
Industrial / Commercial 10
Residential Low Density 10
Residential Medium Density 15
Residential High Density 17
Transfer Point 17
Special Location:
Hospital, Seniors, Regional
Shopping, Other Special Needs) 20
Other Factors to Consider
- available land
- excessive installation cost
- existing usable pad
- accessibility
- existing advertising bench
- suitable site for advertising shelter

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6.2.

2.0 Milestones and Achievements 5

3.0 Vision and Strategic Directions 7

4.0 Service Strategy (2018-2022) 15

5.0 Emerging Technologies 21

7.0 The Role of Technology to Improve Customer Service 29

8.0 Marketing Strategy 33

9.0 Financial Plan 35

10.0 Asset and Infrastructure Requirements 41

List of Working Papers

Brampton Transit: Connecting you to everyday.

1.2 FACTORS INFLUENCING BRAMPTON

complete in 2021. Investment in Zm Route 511 Steeles will improve connectivity to

1.3 HOW THE BUSINESS PLAN RESPONDS

A. Vision and Strategic Directions G. Marketing Strategy

2.0 MILESTONES AND

1. Growth and Success through Zm Program.

3.0 VISION AND STRATEGIC

3.1 A NEW VISION FOR BRAMPTON TRANSIT

Brampton Transit: Connecting you to everyday.

Strategic Direction #1: Be Customer-Focused: Our Business is People First.

Strategic Direction #2: Be Forward-Thinking: Be Responsive to Current Needs with an Eye to

Strategic Direction #3: Be Community-Responsive: Align Planning and Delivery of Services

3.2 SERVICE STANDARDS AND MONITORING

Service Productivity Revenue, ridership, costs, service utilization, scheduling efficiency,

4.0 SERVICE STRATEGY (2018-2022)

Zm Bus Rapid Transit Network

WILLIAMS PARKWAY EAST New Local Route

Route alignments within new growth areas are digitized to

STEELES AVENUE EAST

Table 1: Service Hour and PM Peak Vehicle Increases

4.1 2018 BRAMPTON TRANSIT SERVICE PLAN

4.2 2019 BRAMPTON TRANSIT SERVICE PLAN

4.3 2020 BRAMPTON TRANSIT SERVICE PLAN

4.4 2021 BRAMPTON TRANSIT SERVICE PLAN

4.5 2022 BRAMPTON TRANSIT SERVICE PLAN

5.0 EMERGING TECHNOLOGIES

Environmental legislation is being strengthened. Federal and Provincial emissions

5.2 DYNAMIC TRANSIT

In most cases, these services are implemented for two reasons:

5.3 AUTONOMOUS VEHICLES

Autonomous Vehicle Sensors

TransHelp to provide service to more customers. There are a number of potential

Example of Brampton Transit Enhanced Courtesy Seating Pilot

7.0 THE ROLE OF TECHNOLOGY TO

Digital, next-stop announcements on all buses;

Priority #3: Transit Signal Priority Features

8.0 MARKETING STRATEGY

8.1 CURRENT INITIATIVES

8.2 FUTURE DIRECTIONS

9.0 FINANCIAL PLAN

9.1 ALTERNATIVE FARE STRATEGIES

Table 2: Results of Average Fare Sensitivity Analyses for 2022

9.2 SYSTEM INVESTMENT AND PERFORMANCE

Figure 2: Fare Scenario 1 Brampton Transit Annual Ridership Forecasts

Figure 3: Fare Scenario 2 Brampton Transit Annual Ridership Forecasts

Figure 5: Fare Scenario 1 Financial Performance and Productivity

Figure 6: Fare Scenario 2 Financial Performance and Productivity

10.0 ASSET AND INFRASTRUCTURE

2. Provide an internal document that can be updated as required to reflect changes in

The average age is approximately 7 years;