to: board of directors from: kevin desmond, chief ... · door boarding; making connections easier,...

TO: Board of Directors FROM: Kevin Desmond, Chief Executive Officer DATE: May 23, 2019 SUBJECT: Public Delegations at the March 22, 2019 Board of Directors Meeting

EXECUTIVE SUMMARY The Board received three public delegations at its March 22, 2019 open Board meeting. Management followed up in writing with each delegation after the meeting.

On March 22, 2019, the TransLink Board of Directors received three public delegations on the following topics: • Overcrowding on Bus Routes

o The speaker recommended more frequent bus service on the 323, 319 and 96 B-Line bus routes due to overcrowding. The speaker also noted the need for increased security at the Surrey Central SkyTrain Station.

o Management responded with detailed information about the increased bus service implemented in September 2018 to the 323 service. Further planned 323 service enhancements are set to begin in April, 2019 and additional increases are contemplated in Phase 2 of the Mayors Vision. In addition, the safety concerns raised were communicated to Transit Police and CMBC Transit Security.

• Royal Oak SkyTrain Station o The speaker provided recommendations to the Board for additional lighting and landscaping for

safety enhancements for residents and workers around Royal Oak SkyTrain Station. o Management identified its interim lighting improvement solution in the vicinity of Royal Oak

SkyTrain Station and the timeline for completion of installation of those improvements. Future improvements and upgrades to Burnaby’s BC Parkway are in the planning and design stage and are expected to include permanent improved lighting, pathway alignment improvements, upgraded wayfinding and improved landscaping.

• SkyTrain Technology o The speaker discussed SkyTrain’s technology and potential misinformation in the public relating

to the proprietary nature of some aspects of this technology. o Management indicated that it is preparing a report to the Mayors’ Council on SkyTrain’s history,

technology and procurement methods to assist in providing a factual record and understanding on this topic.

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PRESIDENT & GENERAL MANAGER 2019 Q1 REPORT June 2019 TRANSLINK BOARD MEETING

TransLink Strategic Priority: Implement the Mayors’ Vision

Expand Capacity and Modernize Fleet • Train 1 completed the final stage of testing & commissioning in Q1 and went into full revenue

service on February 14. • Train 2 began testing & commissioning in Q1 and went into full revenue service in May.

Successful commissioning of Train 2 brings the available SkyTrain fleet to 294 cars. • Train 3, 4 & 5 have all been delivered to BCRTC’s Operations and Maintenance Centre and are

in various stages of testing and commissioning. • Train 6 is at Bombardier’s Kingston test track receiving endurance testing, which allows

Bombardier to identify and resolve train hardware and software issues before the train reaches Burnaby, reducing the commissioning time required on our system.

Modernize the Expo and Millennium Lines infrastructure to increase capacity and accommodate growth • Commercial–Broadway Station Phase II upgrades were completed in Q1 and officially opened to

the public on February 2. - A new platform for westbound Expo Line trains. This also allows SkyTrain to implement all

door boarding; making connections easier, improve station circulation, facilitate efficient boarding at one of the busiest interchange points on the system and add essential capacity to Commercial-Broadway.

- A new walkway above Broadway, connecting the new platform to the Millennium Line - Real time information displays on the new platform 5 - An expanded entrance and concourse area for the Broadway stationhouse - Two new elevators and four new up/down escalators - More customer amenities including a new bike parkade, public art, and retail space

• Surrey Central Station upgrades were completed on March 2. Upgrades include: - Two new entrances with access to City Parkway and Central Ave - Three new escalators, one elevator and three staircases - New lighting and glass walls improving design, safety and security

• Joyce–Collingwood SkyTrain station is currently in Phase II of its upgrade. It is anticipated that this phase will be completed before the end of Q2 2019. Phase II work includes:

- new pedestrian and bicycle path on the north side of the east and west stationhouses that connects to the BC Parkway

- an extended roof and new platform tiling - replacement of the existing elevator and escalator in the west stationhouse - improved overall station design and lighting throughout the west stationhouse

TransLink Strategic Priority: Maintain a State of Good Repair

Maintenance • The new Vice President, Maintenance started on January 7, 2019.

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• Rail pad and rail replacement continued in the area between Stadium and Waterfront stations. Replacement work in this area is critical to the resiliency of the system as it contains some of our oldest rail pads and track.

• Performed rail grinding work on the Expo Line and Millennium Lines. Rail grinding is an important part of running rail maintenance, as it extends rail life and ride quality.

• Annual maintenance plans have been rolled out to the Rolling Stock department.

Railway infrastructure maintenance activities this quarter: Replacements:

Two full turnout 1 switch component Installed a 11.5m running rail plug

Grinding: 14,800m of mainline track 26 switches 16 station platforms

Running Rail replacement project: 3175m of running rail

Other: LIM Lowered: 27 track sections

Rolling Stock maintenance activities this quarter: Inspections:

299 trains inspected. Inspections are performed every 20,000 kilometres. 216 HVAC units cleaned or inspected

Replacements: 127 wheel sets lathed/turned 21 Mark I wheelsets changed out 13 Mark II wheelsets changed out 8 Mark I trucks changed out 4 Mark II trucks changed out 32 Mark I Door operators 48 Mark II Door operators

Safety, Environment & Emergency Management • All “Safety Stand Down” presentations were delivered companywide in Q1 2019. • Introduced three new safety key performance indicators to this report; Total Recordable

Incident Frequency, Workplace inspections completed, and Total Lost Time Accidents. • Upgraded hi-vis safety coverall for maintenance staff to be more visible in their work areas.

Training • The newly established Director, Training, Health, and Wellness began on March 7, 2019. The

Director provides strategic direction and senior leadership for a team responsible for developing and delivering training, and health and wellness services and programs. This includes technical, new hire, and safety training for field, operations, maintenance and office staff as well as return to work, attendance support, and occupational health programs.

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Initially, the focus of the position will be to immediately work with the department to formalize training plans and the curriculum development roadmap that leverages the enterprise Learning Management System.

• A new refresher training plan and curriculum was developed in Q1 aimed at enhancing SkyTrain Attendant’s capabilities in support of improving our customer’s experience. Delivery of this training will begin in Q2.

Capital & Major Business • BCRTC is currently supporting 31 capital and major business projects. • In anticipation of our expanded SkyTrain rolling stock fleet, expansion of train storage capacity

at the OMC3 in Coquitlam began in March. Three new lanes will be constructed for overnight storage. Work is expected to be finished by the end of fall 2019.

• Began planning and design phase for Operations and Maintenance Centre (OMC) 1&2 upgrades.

• As part of the TransLink Maintenance and Repair Program, the roof membrane at six SkyTrain stations and 10 SkyTrain power sub-stations to protect customers and SkyTrain facilities are being replaced. The six stations undergoing maintenance are Stadium–Chinatown, Waterfront, Patterson, Royal Oak, Edmonds, and Scott Road. Currently Royal Oak and Stadium Stations are under construction.

TransLink Strategic Priority: Enhance Customer Experience

Service Delivery • Due to some major snowfall throughout the region in February as well as an inordinate number

of service impacting issues, the Expo and Millennium (EM) SkyTrain on-time performance of 94.54% for Q1 fell below target.

• Specific to the snowfall, we implemented our Snow Plan over 5 days, February 11 -15th: - SkyTrain Attendants attended all trains which allowed us to de-activate track intrusion

alarms; this eliminated repeated emergency stops caused by falling snow improved passenger comfort

- We added four-car trains to the Millennium Line for extra capacity - Extra front line staff and maintenance staff deployed throughout the system - De-icer trains were operated during the day and overnight - We ran trains overnight to minimize snow and ice buildup

• Despite our challenges in Q1, we are pleased to note that our OTP has bounced back and we have exceeded our target in each month since.

Customer Experience • Overall Customer Service Performance survey results for West Coast Express surpassed targets

for this quarter. The overall score achieved is the highest since 2012 with Good Connections, and Frequency of Service categories showing the biggest increases. Although the Expo & Millennium Line survey score declined by 0.1 over Q4 2018, the Helpful Staff category saw its score jump from 8.5 to 9.0.

• The successful candidate for the newly established role of a Senior Manager, Customer Experience & Station Operations began on February 2. The position is responsible for implementing and delivering the enterprise Customer Experience strategy across BCRTC, employee engagement and has oversight of Field Operations, station operations, and STA scheduling.

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• New, clearer, passenger information displays (PIDs) went live at Edmonds, Lougheed, Columbia, and Commercial-Broadway. These PIDs show next train information as well as any service changes or adjustments. Production Way-University station currently under installation.

• BCRTC, in partnership with TransLink and the BC SPCA is piloting a project to control the pigeon population close to SkyTrain stations through the use of OVO control – a non-lethal avian contraceptive. VCC-Clark SkyTrain station is the first station scheduled for the pilot phase. Traditionally, BCRTC has managed the issue through a mixture of netting and spikes. The OvoControl represents another method to tackle this issue. If the pilot were to be successful, OvoControl anticipates a reduction in numbers of between 50-90% within two years.

Key Performance Indicators – as of March 31, 2019

SkyTrain (excluding Canada Line) West Coast Express

March YTD

Target

March YTD

Actual

March YTD Last

Year

March YTD

Target

March YTD

Actual

March YTD Last

Year

Customer Experience Customer Experience

Customer Service Performance Survey – SkyTrain Service Overall (Q1 Results)1 8.3 8.2 8.3 8.6 9 8.8

Boarded Passengers (in thousands)2 28,143 27,498 26,451 597 658 618

Customer Complaints (per million boarded passengers)3 15 15.27 10.74

98.5 77.48 160.08

Safety Safety

Major Passenger Injuries (per million boarded passengers)4 0.95 1.35 1.02

0.4 1.52 0

Employee Lost Time Frequency (per 200,000 hours worked)6 4.11 6.69 3.98 0 0 0

*Lost Time Incidents 10 14 8

*Total Recordable Incident Frequency 34.80 33.46 24.90

*Workplace Inspections Completed 100% 83% 60%

Operations Operations

On-Time Performance5a 96.50% 94.54% 95.98% 97.80% 95.16% 95.55% Percentage of Scheduled Service Delivered5 99.70% 98.15% 99.50% 99.90% 100% 99.80%

Service Delays 16 – 30 Minutes5b 19 12

Service Delays 30 Minutes or more5b 6 4

Finance Finance

Operating Cost per Vehicle km7 $3.27 $3.51 $3.18 $14.53 $13.55 $14.23

Operating Cost per Capacity km7 $0.033 $ 0.035 $0.033 $0.098 $0.092 $0.096 *new Safety KPIs 1 The TransLink Customer Service Performance survey is completed quarterly for Expo/Millennium Lines and bi-annually for West Coast Express. Although the EM score declined by 0.1 over Q4 2018, the Helpful Staff category saw its score jump from 8.5 to 9.0. No category experienced a significant reduction in score. The WCE overall result for Q1 is the highest on record since 2012. The Good Connections and Frequency of Service categories both saw the biggest increases over the last survey. 2 EM Ridership increased 4.0% over Q1 2018 (+1.04M boarded passengers).

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WCE Ridership at its highest since Q4 2015.

3 Complaints rate does not include CVM complaints. Overall complaints for EM declined by 6.0 % in Q1 compared to the previous quarter. This was mainly due to fewer complaints relating to escalators, train heat and ventilation, and track noise.

WCE complaints were primarily focused on on-time performance, mostly due to CP rail (derailment in January & maintenance work)

4 There was one serious injury for WCE in Q1.

5a Results for both On-Time Performance and Service Delivery were both below target for the quarter in large part due to the high impact of service cancellations and delays resulting from the snow events in mid-February, which overshadowed good performance in January and March. Track intrusion detection systems were rendered unusable and all trains needed to be attended during the snowfalls between February 11 and 15.

WCE OTP for the quarter was mostly impacted by the 127 individual station delays incurred in March. Most of them were due to CP Maintenance programs.

5b EM Delays were up compared to last year. Leading causes were the weather, mechanical issues with trains and rail components.

6 EM accepted Lost Time Accident claims increased in Q1 2019 compared to Q4 2018. 14 accepted claims in Q1 compared to 10 in Q4 2018. 6 of the 14 were due to slips, trips and/or falls.

There were no Lost Time Accident claims for WCE in Q1 2019. 7 Includes Allocated Costs; excludes 3rd Party Revenues and Depreciation. For the three months ended March 31, 2019 Expo and Millennium operations was on budget overall primarily due to higher train and escalator maintenance and snow and ice removal costs being offset by the timing of train condition assessments and network system expenses. Lower than budgeted car kilometres due to a delay in the delivery of new trains and delays and cancellations due to snow contributed to an unfavourable operating cost per vehicle km.

For the three months ended March 31, 2019 West Coast Express was favourable to budget largely due to higher contractual performance discounts and the timing of conditional assessments partially offset by higher snow and ice removal costs.

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PRESIDENT & GENERAL MANAGER REPORT JUNE 19, 2019 TRANSLINK BOARD MEETING

TransLink Strategic Priority: CUSTOMER EXPERIENCE AND PUBLIC SUPPORT

CUSTOMER EXPERIENCE Live Chat

• Live Chat is an instant messaging tool that was launched in October 2018. It allows customers, including the hearing-impaired community, the ability to communicate directly with Customer Information. Live Chat hours have been steadily increasing since launch with the goal to mirror full Customer Information hours (Mon-Fri 5:30 am-12:30 am and Sat-Sun 6:30 am-11:30 pm). Hours were extended by four hours in March and are now Mon-Fri 6:30 am to 11:30 pm. Customer Information Agents completed 8,236 chats in Q1 2019 with a service factor of 86.3% (chats answered within 20 seconds).

Transit Security Presence and Visibility

• To increase safety and security, Transit Security remains focused on system visibility. In late 2018, Transit Security Officers began to increase their time spent engaging with customers and Transit Operators across the transit network. Currently, they are spending an average of five hours per day on the system. Previously, their time was spent primarily onboard buses, with no access to their vehicles, limiting their ability to respond quickly to calls for assistance from across the system.

Transit Security Officers Recognized by Transit Police

• Five Transit Security Officers were recognized at Transit Police’s annual awards ceremony for their efforts when Transit Police Constable Josh Harms was shot in January. Officers Doug Fergus, Nick Kellof, Dale Mackie, Jeff Kim and Bobby Chand each received an award at the event.

BMO Marathon • On May 5, the BMO Marathon was held in Vancouver and attracted record-breaking numbers

of both runners and spectators. Twenty-eight CMBC bus routes were impacted and about 500 bus stops were either closed or redirected. Coordination between TComm and Transit Supervisors was effective, resulting in quick response times for customers and extra buses were in place to take runners to the start points.

On-time Performance

• 2018 on-time performance (OTP) initiatives yielded improvements system wide. Q4 2018 yielded an OTP rate of 80% for ‘bus punctuality’ – CMBC’s best to date. ‘Bus regularity’ has room for improvement with a rate of 76% from Monday to Friday. The weekend rate exceeded the 78% target, providing for a weekly average of 80%.

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Bus Bunching and Efficiency – Active Headway Management • Active Headway Management (AHM) includes managing and planning a route based on how

many minutes apart buses are from each other. This is different from CMBC’s current system where bus routes are managed and planned according to schedule time.

• An AHM pilot project business case recently kicked off, and a consultant began to work with various stakeholders to identify potential challenges. AHM benefits both the customer and CMBC by providing a more reliable service while not requiring as many buses.

• Early test results of a 22-bus AHM scenario on the 95 B-Line showed better performance than the existing system with 24 buses. For the customer, wait times and time spent on overcrowded buses decreased.

• The business case will be used to support a budget request for a pilot in 2020. If successful, AHM will be launched across more frequent service routes.

Access Transit

• On-time performance – HandyDART on-time performance is on target (>90%) at four of the six depots and Vancouver continues to be lower than target.

• HandyDART Riders’ Alliance – The Access Transit Service Delivery team (ATSD) has participated in four round-table meetings with the HandyDART Riders’ Alliance. The meetings have been very positive. In addition to soliciting feedback on the system, ATSD is also engaging the group in discussions around the complexity of the service and challenges, as well as sharing changes that have already been implemented.

• TransLink User Advisory Committee – Sub-committees from the User Advisory Committee are working with ATSD on Travel Training program materials and collaborating with Training managers from across the enterprise and First Transit to develop customer sensitivity training.

• Travel Training – More than 20 community/customer info sessions took place in Q1 2019. • Taxi service – To improve supplemental taxi service, in late June, HandyDART customers who

have recently taken a taxi trip, will receive a phone survey. In addition, plans are now in place to meet quarterly with the Taxi Association to review issues, including complaint and commendation statistics.

• Late-night service trial – HandyDART customers have expressed an interest in improved late-night service. ATSD will develop a trial to test the viability of this type of service.

• HandyDART right-sizing study – As there are different kinds of vehicles available for paratransit services, a study is being conducted to help us identify whether HandyDART vehicles are meeting the needs of customers. A RFP is currently posted for a contractor to develop and administer the study. The study will include a business review, as well as customer and employee engagement.

• Safety – ATSD is working with the Safety teams at CMBC and First Transit to review KPIs with the intent to align and/or redefine measures where appropriate.

Lean Process Improvement Initiatives

• Four Maintenance employees from Fleet Technical Support, Fleet Maintenance and SeaBus took part in the Green Belt Program this past spring. Their Kaizen presentations took place in May.

• In Access Transit Service Delivery, the leadership team completed Lean 101 training and one manager from First Transit and one from CMBC were enrolled in Green Belt training. Lean reviews have been initiated on the Access Transit registration process and complaint handling process. Other processes will be reviewed throughout the year.

• In Q1, the Corporate Services division hosted a series of process improvement events involving external representatives. The events resulted in process efficiencies for Accounts Payable, Financial Planning & Reporting, and Attendance Promotion.

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SAFETY Health and Safety System

• CMBC is modernizing its safety and occupational health systems. Software will supplement the policies and practices of the Safety Management System and is intended to improve safety and efficiency. The project has been approved and a RFP is expected to go to market soon. Following a period of design, implementation is expected to begin in 2020 and last approximately two years.

Safe Driving Refresher program

• Transit Operator and Technical Training is developing a Safe Driving Refresher online learning series for implementation later this year. Operator Training is currently producing videos and e-learning modules for Conventional Transit Operators, with a subset planned for Community Shuttle Operators.

Operator Protection Barriers

• There are currently 285 conventional buses outfitted with operator protection barriers (BTC-45, RTC-24, STC-106, and VTC-110).

• Issues with the barrier on new Nova hybrid and highway buses have been resolved. The initial latching mechanism hindered the entrance and egress of the Transit Operator. The new latch was developed by CMBC Engineering and was approved by Corporate Safety, local safety committees, Transit Operators and Unifor 111.

• The barrier trial on trolleybuses is complete and work is now underway for the design phase of the retrofit program. The design for New Flyer Xcelsior buses was finalized and preliminary preparations on some buses at Richmond and Hamilton Transit Centres have already begun. Depending on procurement timelines and parts availability, 72 trolleybuses and 60 Xcelsior buses are expected to have barriers by Q4.

• All current and future orders of new 40′, 60′ and double-decker buses will be fitted at the factory with barriers. These buses started arriving in late April 2018. The entire CMBC conventional fleet is currently scheduled to be barrier-equipped by 2027.

Port Coquitlam Transit Centre Yard Re-paving

• Port Coquitlam Transit Centre is currently in the process of making repairs to the bus yard, as well as repainting the bus parking spaces in an in-line configuration to align with all other depots and maximize space.

Alcohol and Drug Free Workplace

• During the months of March and April numerous training courses were held to educate Supervisors and Managers on new protocols for drug and alcohol testing, following the update to the CMBC Alcohol and Drug Free Workplace policy in October 2018. The training will continue until all departments that require training are complete. Beginning in May, after a significant incident or if reasonable cause has been established, safety-sensitive employees may be tested for drugs and/or alcohol.

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ENVIRONMENTAL STEWARDSHIP Vancouver Transit Centre PowerSmart Project

• The project includes retrofitting lighting to LED lights, optimizing controls and schedules, and mechanical retrofits including exhaust fan heat recovery, condensing boilers, and variable speed drives. Completion is expected by the end of May.

• Natural gas savings: 4727 GJ cumulative savings in Q1 2019 and 8,474 GJ saved since implementation of retrofits began in June 2018 (expected annual savings 10,644 GJ/yr).

• Electrical savings: 1,598,680 kWh electricity saved since lighting retrofit began in January 2018 (expected annual savings 1,156,986 kWh/yr).

Facilities Renewable Energy Plan

• TransLink has committed to 100% renewable energy use at its facilities by 2050. A RFP was issued for a consultant to lead the analysis and help shape future direction. Seven submissions were received, and negotiations are underway.

Low Carbon Fleet Strategy (LCFS) • Phase Two of the LCFS officially kicked off in March at a meeting with TransLink, MJ Bradley and

AES Engineering followed by a planning meeting with BC Hydro and site tours of Burnaby Transit Centre. Following critical decisions on the LCFS, the outcomes of the strategy may include refining battery-electric bus charging stations, developing detailed conceptual designs for charger installations, developing a battery-electric bus transition plan, and highlighting operational changes required.

Battery-electric Bus Pilot

• Two New Flyer and two Nova battery-electric buses are scheduled for acceptance and commissioning in May/June. Construction and installation of the battery-electric bus overhead charging stations at both 22nd Street Station and Marpole Loop have begun and are scheduled for completion in June.

• Operator and Technical Training is working with internal stakeholders to develop training materials and content for instructor-led training sessions for affected Hamilton Transit Centre Conventional Operators. Training is set to begin in late June with the pilot launch later in the summer.

Spills KPI Target

• Spill prevention initiatives, including a preventative maintenance program to replace select coolant hoses and the use of bus spill kits by Transit Operators, continue to be successful in reducing spills. Total spills for Q1 2019 was 2.2 spills/Mkm. The 2019 target is 5.9 spill/Mkm.

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TransLink Strategic Priority: ENSURE STATE OF GOOD REPAIR

OUR PEOPLE New employee intranet

• CMBC’s employee intranet, MyCMBC, was completely revamped in a one-year capital project and successfully launched to employees on April 20. The new site is mobile-friendly and responsive and allows employees to access MyCMBC easily inside our work locations, at home, or at bus loops. Feedback has been generally positive and site analytics are being gathered.

Employee engagement pulse check

• CMBC ran its own online employee engagement pulse check for two-and-a-half weeks in April. The survey included six questions from the formal TransLink survey conducted every three years to allow direct comparison of results. The survey garnered 611 responses. Next steps include analysis of survey results and determination of how to handle follow up.

Customer Information Business Continuity Plan

• The Emergency Management department worked with Customer Information to develop a Business Continuity Plan to ensure critical customer-facing communication continues if the Gateway facility is evacuated. The plan also facilitated the creation of a Business Continuity Plan template to be used by other CMBC and TransLink departments.

Maintenance Apprenticeship Program

• Fourteen students graduated from the Maintenance Apprenticeship Program on May 15. There are currently 45 students in the program at various stages in their studies and work experience.

Resource Planning

• Following the success of recruitment fairs for Transit Operators (two in Q4 2018) and Community Shuttle Transit Operators (Q1 2019), CMBC is poised to meet its resourcing goals for 2019. In early January, Operator Training class sizes increased to 24 students (50% increase over the 2018 maximum). Since introducing a modified hiring strategy, the class graduation rate has decreased slightly, as expected. Work continues with Resource Planning to adjust hiring and training targets accordingly.

Bus Training Simulator

• The new bus training simulator was delivered to Vancouver Transit Centre in early 2019 and is being used for some Transit Operator remedial training (Hazard Avoidance Training). As part of an overall review of the new Transit Operator training program in late 2019, the bus simulator’s integration into future training is being planned.

Learning Management System – MyLearn

• User Acceptance Testing of the new Learning Management System and validation of user learning records was recently completed. Currently, the Operator and Technical Training team is identifying and creating new learning content for e-learning, including part of the Safe Driving Refresher program for launch in Q3 2019

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Mental Health First Aid • Nearly 200 front-line employees, including Transit Security Officers, Transit Supervisors,

SeaBus and First Aid Attendants and Defusers, received Occupational Health’s Mental Health First Aid training in 2018. An additional 81 have been trained so far in 2019. As training continues, other employee groups are being invited to participate.

OUR ASSETS Onboard Technology Assets Program (OTAP)

• In May, the OTAP fleet pilot began with equipment installation on five new expansion buses, and by October, a total of 67 buses will be updated. The pilot includes four main projects, including replacing radio systems for improved connection and better coverage; replacing onboard computers and touchscreens with a larger screen and better visuals; adding new routers to improve data communication with TComm; and installing new hardware to improve camera feeds to Security.

SeaBus Terminal Upgrades and Administration Building Renovations

• The terminal upgrades and administration building renovations are complete and all terminal berths have been commissioned. The contractor is currently in the process of addressing minor deficiencies.

SeaBus Accessibility and Seismic Upgrades

• Seismic upgrades are necessary for the SeaBus passenger skywalk. Currently, the column upgrades are on-hold as contractors need to finalize the building extension framing structure first. For the building envelope upgrade, deficiency checks are in process. Installation of the steel frame is ongoing.

Commissioning of New Nova and New Flyer Hybrid Buses

• All of the 104 new Nova 40’ hybrid buses are now in service at Vancouver Transit Centre. Of the 63 new articulated hybrid buses from New Flyer, 47 are in service at Burnaby Transit Centre. All 23 new Nova highway coaches are in service at Richmond Transit Centre.

Preventive Maintenance Program (PMP) and Quality Assurance (QA) Program

• Implementation of the 8,000 km PMP inspection interval is set to begin on-schedule in early summer 2019. The PMP Audit Committee formed and a kick-off meeting was held in April 2019.

Financial Results

• CMBC’s Q1 2019 Operating Costs are $173M which is $3.9M (2%) favourable to plan and primarily driven by fuel and vacancies. Favourability of $2.2M is largely driven by the new internal diesel fuel hedging strategy and $1.4M due to timing of planned maintenance work.

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TransLink Strategic Priority: MOBILIZE THE MAYORS’ PLAN

FLEET AND INFRASTRUCTURE Bus Deliveries: Replacements and Service Expansion

Buses Expansion Replacement Total Notes

CNG 40’ 0 47 47 Arrive in Q3/Q4 2019

Highway coach 0 23 23 All delivered in Q4/2018

Double-decker 5 27 32 Arrive in Q3/Q4 2019

DE hybrid articulated 58 52 110 Deliveries Q4/2018–Q3/2019

Battery-electric 4 0 4 Arrive in May 2019

Nova (2018) 94 10 104 Delivered Q4/2018 & Q1/2019

Comm. Shuttle (2018) 12 15 27 Entered service in April 2019

HandyDART (2019) 10 40 50 Arrive in Q2 2019

Farebox Replacement for Community Shuttles

• Installation of the new mechanical fareboxes is complete at Community Shuttle in Langley and West Vancouver. Installation at Hamilton Transit Centre is in process with approximately 10 shuttles completed per week. Surrey and Port Coquitlam Transit Centres are next.

• Training materials on the new fareboxes were developed in-house and delivered to Transit Operators in advance of the transition.

Facility Capacity Analysis

• A study is in process to assess the capacity of CMBC’s transit centres and determine the effect of corporate priorities and initiatives on future facility requirements.

• Proposed facility improvements for each transit centre, along with functional capacity before-and-after assessments were presented in May. The report and recommendations are targeted for Q2.

Marpole Transit Centre (MTC)

• The Marpole Transit Centre project is now in the pre-design stage. Functional programming questionnaires from stakeholders have been received and draft RFP documents for consultant services are being finalized.

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Double-decker buses • Factory inspection of CMBC’s first double-decker bus is scheduled for the first week of June.

Delivery of 32 buses is expected to begin with the lead bus in mid-July and the remaining buses will arrive between August and December.

• Field testing is taking place to ensure routes are safe for double-deckers. Areas have been identified for tree-trimming and communication line adjustment. CMBC is in contact with municipalities to ensure the issues are addressed before launching the buses.

• As they are commissioned and tested, the double-deckers will begin to go into service in the fall. New SeaBus Vessel

• The new SeaBus arrived in Vancouver on May 19. The SeaBus is in the care of the ship builder, Damen, and CMBC has not yet taken ownership of the vessel. CMBC is working with Damen on next steps to get the vessel ready for service.

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KEY PERFORMANCE INDICATORS AS OF MONTH-END MARCH 31, 2019

KEY PERFORMANCE INDICATORS1 2019

ANNUAL TARGET

MARCH YTD

TARGET

MARCH YTD

ACTUAL

MARCH YTD LAST

YEAR

TransLink Customer Survey – Bus service overall 8.0 8.0 7.9 8.0

Scheduled Service Delivered 2 98.5% 98.5% 98.2%3 99.4%

Customer complaints per million boarded passengers 105 105 96 93

Customer commendations per million boarded passengers 16 16 16 15

HandyDART denial as a % of trips requested as defined in agreement 0.12% 0.12% 0.03% 0.02%

On-time Performance

Bus Regularity – frequent service 76.0% 76.0% 76.8% 77.1%

Bus Punctuality – infrequent service 79.0% 79.0% 82.2% 82.1%

Spills per million Kms 5.9 5.9 2.2 5.2

Preventable collisions per million Kms4 9.9 9.9 11.34 9.8

Operator assaults (CUTA 1-4) per million boarded passengers5 0.31 0.31 0.38 0.19

Employee lost time claims per 200,000 hours worked 7.6 7.6 8.8 6.7

Pedestrian incidents with bus contact per million service hours6 - - 15.9 11.3

Onboard injury claims per million boarded passengers 3.9 3.9 3.4 4.0

CMBC operating cost per service hour7 $123.22 $118.94 $119.58 $116.13

Access Transit operating cost per trip7 $42.23 $40.51 $40.57 $42.31

METRICS

Access Transit trips provided (thousands)

HandyDART 1,271 313 283 291

Supplemental taxi service 102 25 39 29

Total Trips 1,373 338 322 320

1 Performance measures are for CMBC business operations (Conventional Bus, Community Shuttle and SeaBus) and exclude

contracted conventional transit and contracted Community Shuttle.

2 Since April 2018, CMBC is using GPS technology to record and report cancellation (service not delivered due to Operator

availability, bus failure or availability, traffic or congestion.) Previous methodology relied heavily on human data entry thus

comparing data should be done with caution.

3 An increase in service cancellations was observed between Q1 2018 and Q1 2019. Service Analysis and TComm are moving

forward with a software upgrade to the TMAC system to capture on-road cancellations along with the reasons behind them.

The update is expected by the end of Q2 2019. In addition, a short-term strategy is currently being developed to mitigate on-

road cancellations.

4 As of February 28, 2019. Data subject to change due to timing of final adjudications. For the first two month in 2019 we have

recorded 181 preventable collisions which is a slight increase from the same period of last year (152). Operator training continues with initiatives such as the Improving Driver Performance (IDP) program aimed at further reduction of preventable collisions.

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5 In Q1 2019, the number of Transit Operators assaulted on the job doubled over the same period last year. CMBC attributes this increase to the Violent Incident Prevention (VIP) training paused to provide Training resources for the massive recruitment effort of late 2018/early 2019. The de-escalation tactics taught in the VIP training will be an integral part of Operator Training efforts later this year and all other safety programs, including the installation of Operator Protection Barriers, will continue to help keep Transit Operators safe.

6 In Q1 2019, 12 pedestrian incidents with bus contact were recorded – an increase over the same period last year. Low-light in the evening hours and heavy rain may have contributed to a number of these incidents. Operator Training, Corporate Safety and Operations continue to monitor the incident rate and employ many mitigation strategies including Transit Operator remedial training, a distracted driving campaign, a policy change to forbid the use of electronic devices (including ear buds and smartwatches), among others.

7 Exclude TransLink allocated cost.

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METRO VANCOUVER TRANSIT POLICE REPORT FOR JUNE 2019 TRANSLINK BOARD MEETING

TransLink Strategic Priority: Customer First

• Explosive Scent Detection Dog Team Anti-terror policing is a central element of the Transit Police daily policing and public safety practice. A range of obvious and discreet methods continue to be employed by the Transit Police to detect, deny and deter any activity that poses a security risk to the transit system. Transit Police patrol officer presence continues to be supplemented by the daily deployment of the Transit Police’s explosive scent detection dog teams, which includes regular security sweeps of transit physical infrastructure. Two new dog teams were added in 2018 (photos below), bringing the Transit Police Dog Service Program to six teams. The Transit Police dog teams are an important resource also made available to Jurisdictional Police (mutual aid commitment) in the event they request assistance with an incident.

(Cst. DaSilva & Police Dog Silver)

(Cst. Shillito & Police Dog Scout)

Examples of recent deployment incidents: Unattended Package – The afternoon of May 8, 2019, a Canada Line Attendant reported an unattended suitcase on the walkway between Bridgeport and Marine Drive stations. A Transit Police Sergeant responded and located the suitcase (near Bridgeport); he saw some sort of pressure gauge protruding from the bag. For safety, entrances to the walkway were contained and a Transit Police explosive scent detection dog team was deployed. The suitcase was cleared by the dog team; it was found to contain a small propane tank, an oxygen tank and an acetylene tank which were all believed to be empty. After follow-up consultation with the Richmond RCMP, the matter was concluded. The ability to deploy a Transit Police dog team enhances passenger and public safety and also helps support

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transit system resiliency (and revenue protection). The Transit Police provide ongoing educational sessions to TransLink employees on reporting of unattended and suspicious packages, and the Transit Police resources available to respond. Assist RCMP – On May 8, 2019 at approx. 8:30 am, Surrey RCMP responded to a building in Surrey where a note was located suggesting that Kwantlen Polytechnic University was going to be bombed on that day. As the RCMP investigated, concern spread from not just the Surrey campus but to all Kwantlen campuses. Richmond RCMP requested the assistance of a Transit Police explosive scent detection dog team to attend to the Richmond campus. As there were sufficient resources in Surrey, two Transit Police dog teams were able to attend to the Richmond campus to conduct searches. The RCMP was appreciative of the support that Transit Police provided. This type of response is part of the mutual aid commitment between police agencies in Metro Vancouver when there are emerging threats and/or resourcing demands. As with many public facilities, there is often proximity to transit and/or transit is part of the journey of persons to school or work.

• Incident Highlights

The Transit Police perform a variety of policing duties on and around the transit system. Transit Police Officers receive a broad range of mandatory and specialized training in order to respond to diverse calls for service, to protect vulnerable persons, and to prevent crime and public disorder. Some examples of recent incidents follow, a number of which demonstrate how the Transit Police work in close collaboration with Jurisdictional Police partners and transit operating companies to protect the public and transit system. Arrest of Arsonist – On April 1, 2019, two incendiary devices were discovered at Langara College (which is nearby the bus system and Langara Canada Line station) and the college was evacuated and closed. Vancouver Police was the lead police agency. Transit Police were made aware of the incident and offered assistance. A suspect picture was shared with Transit Police. Later in the day, due to the exigent circumstances and risk to the public, Transit Police made a formal request to obtain Compass travel data related to the suspect. It was learned that the suspect had taken a bus to a SkyTrain station; that information was immediately relayed to Vancouver Police and the Transit Police dispatch center. Subsequently, it was confirmed when and where the suspect left the train (in Surrey). Surrey RCMP and Transit Police on patrol in the Surrey area were notified of the possible area that the suspect was in. Around ten minutes later, two Transit Police Officers located the suspect in the area of 103rd Avenue and 135th Street in Surrey and placed him under arrest. The suspect was held until Vancouver Police arrived and transfer of the arrested suspect occurred. In addition to charges arising from this incident, Vancouver Police added two other counts of robbery and assault arising from a March 7th incident involving the suspect. This event demonstrates how collaborative police work in the region helps to support both transit and community safety.

Arrest for Theft from Auto – Around 1 pm on March 12, 2019, Coquitlam RCMP advised Transit Police of a theft from auto that had just occurred in the Coquitlam Central Park and Ride, as reported by a witness. The suspect male was observed breaking the window of a vehicle and removing items. A description of the suspect was obtained and he was reportedly boarding a train travelling towards Lougheed Station. Transit Police Officers quickly attended the station and were able to locate the suspect male, and then arrest him upon investigation of the theft. A search of the suspect resulted in recovery of a number of power tools (with identifying

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initials), along with a laptop. Transit Police obtained photographs of the damaged vehicle and it was verified with the driver of the vehicle that the items had been stolen from the vehicle. Transit Police found that the suspect was bound by numerous court orders. Given the significant history involving the suspect, he was transported and lodged at the Coquitlam RCMP. Transit Police recommended multiple breaches (x5) and new charges of mischief, theft and possession of stolen property. Preventing and investigating property crime on transit property is part of the Transit Police mandate and helps support TransLink’s customer safety and customer experience priorities.

Assault – In the morning of March 4, 2019, Transit Police Officers were at Metrotown Station when they were alerted to an incident on the platform. Upon attending to the platform, the investigation revealed that the victim had exited the train and was in a crowd of people all making their way to the top of the stairs to exit the station. Also in the crowd was the suspect male, who kicked the victim in the leg twice and when the victim looked at the male, the male proceeded to elbow the victim in the face. Transit Police located the suspect, who they found to have 523 entries on the provincial police records system and was the subject of an 810 Peace Bond, was on probation for assault out of Vancouver and was accused of assault from a Transit Police file (for a similar type of incident). In consideration of the suspect’s recent violent behavior, it was determined appropriate to hold him in custody in order to request stringent conditions of release. The suspect was held in custody and charges recommended to Crown. Missing Person – On April 26, 2019, a male approached Transit Police Officers at Edmonds SkyTrain Station and informed Police that his brother in law, who has an intellectual disability, was missing. The person of concern had left his residence around 7:30 am and was supposed to arrive at Edmonds Station by 9 am, but had not yet shown up. A description and photo were provided, and Transit Police were informed that the missing person often takes transit to Lougheed Mall. The photo was forwarded to other Transit Police Officers working in the Lougheed area and they successfully located the missing person at Lougheed Mall in the food court. Protecting vulnerable persons is a strategic action within the Transit Police strategic plan and prompt action to reports of high risk missing persons is a provincial policing requirement. Quick action by Transit Police resulted in a positive outcome. Bus Operator Assault – On April 23, 2019, around 10:30 pm, at Fraser Street and 45th Avenue in Vancouver, an intoxicated bus passenger walked up the aisle to the front of a transit bus and sucker punched the bus operator in the face. The bus operator defended himself and struggled with the male, eventually pushing him off the bus. Vancouver Police attended and broadcast a description and direction of travel for the suspect. The bus operator declined BC Ambulance attendance and drove the bus back to Vancouver Transit Centre where he saw a First Aid Attendant. Vancouver Police liaised with Transit Police, and Transit Police

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Officers then met up with the bus operator to obtain a statement. At 11:40 pm, a subject matching the suspect description was refusing to leave a bus at Metrotown Station; a Transit Security officer saw the male and called Transit Police. Transit Police Officers attended, located the subject, confirmed he was the suspect from the Vancouver incident, and arrested him for assault. This is a good example of coordination between police agencies and the transit operating company to address criminal behaviour that crosses jurisdictional boundaries. Preventing violence in the workplace is an ongoing operational priority for Transit Police and the TransLink enterprise.

• Update on the Transit Police Strategic Plan

Recently, the Transit Police issued its 2018 Year-end Strategic Plan Update which includes highlights of achievements as well as statistical information for 2018 as compared to 2017. It is available for viewing on the Transit Police website. https://transitpolice.ca/wp-content/uploads/2019/05/Transit-Police-2018-Year-end-Strategic-Plan-Update-Public-Report.pdf

TransLink Strategic Priority: State of Good Repair

• Bait Bike Project

TransLink promotes people cycling in combination with transit, and provides bike storage at a number of transit locations. For a variety of reasons, theft of bikes may occur. In 2019 Q1, there were 16 thefts of bicycles related to the transit system (reported to police agencies in Metro Vancouver) as compared to seven thefts in 2018 Q1. Generally, there is approximately one theft per week across the system. In the past, the Transit Police has conducted bait bike projects to help arrest offenders and promote crime prevention. In consideration of the recent increase in bike thefts, the Transit Police will launch another phase of the bike bait project and is expanding it to include all four patrol squads, with targeted locations. The Transit Police also continues to work with TransLink on target hardening opportunities.

• Trolley Wire Thefts Beginning in 2012, theft of copper wire from overhead trolley wires has been a problem experienced by Coast Mountain Bus Company. These thefts are of significant cost to the bus company and a disruption to service delivery (one incident may cost up to $50,000). However, this is also a very serious crime as it has the potential to put lives at risk, not just the thieves, but also the innocent pedestrians who may come in contact with dangling wires. While all

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reported incidents to Transit Police are investigated, such investigations can be challenging as it is often reported long after the event and video surveillance may not necessarily be obtainable to help identify a suspect. Transit Police has recently created an information brochure on wire theft. The brochure will be used by Transit Police to inform the public in areas commonly targeted by thieves, as well when canvassing areas during active investigations. A short public awareness video has also been developed by Transit Police to use for educational purposes and when seeking the help of the public through the media. The info brochure is attached at the end of this report.

• Performance Measurement Culture The Transit Police is an intelligence-led and data-driven police agency, and gathers comprehensive statistics in relation to crime and organizational performance. The Transit Police shares statistical and performance information with the public, TransLink and stakeholders through a variety of tools. A snapshot of key statistics for 2019 Q1, as compared to 2018 Q1, follows:

Transit Crime and Safety Statistics 2019 Q1 2018 Q1 % Change

Crimes Against Persons/100,000 Boarded Passengers (primary and assists)

.387 .457 -15%

Crimes Against Property/100,000 Boarded Passengers (primary and assists) .411 .643 -36%

Other Criminal Code Violations/100,000 Boarded Passengers (primary and assists) .259 .405 -36%

Provincial Violation Tickets (“VT”) 4,056 4,513 -10% Arrests - Warrants Executed (All) 247 245 1% Arrests - New Charges1 151 218 -31% Total S. 28 Mental Health Act Apprehension Files 47 39 21% Sexual Offences (primary and assists) 49 48 % SCBCTA Fare Bylaw Infractions 3,606 4,082 -12%

When comparing 2019 Q1 to 2018 Q1, Crimes Against Persons per 100,000 Boarded Passengers and Crimes Against Property per 100,000 Boarded Passengers have both decreased. Historical trends are shown in the chart below. The top crimes against person are: common assault, assault with weapons, sexual assault, indecent acts/exposing and robbery. For crimes against property, it is mischief-graffiti, mischief-ATMs, mischief-ticket vending machines, theft-bicycles, and theft under. The chart below shows the trends for rates of Crimes Against Persons and Crimes Against Property in relation to the rate of ridership.

1 Arrest means an actual arrest and all other cases where charges were recommended to Crown Counsel.

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Criminal Warrant Arrests Reducing crime and disorder on transit and the surrounding community is Strategic Objective #1 of the Transit Police. In 2018, Transit Police Officers made 989 arrests for outstanding criminal warrants, which includes RCMP, Municipal Police and Transit Police issued warrants from BC and elsewhere. This is a 16% increase in criminal warrant arrests from 2017 (and 67% increase when compared to 2015). As of 2019 Q1, a similar level of warrant arrests is being experienced to that in 2018. Many warrant arrests arise from on-view work of Transit Police officers in their Hubs, calls for service, confirming identity incidental to criminal arrest or during enforcement of a provincial statute offence (such as misuse of a fare gates). However, Transit Police officers also familiarize themselves with offenders and criminals of concern or offenders wanted through law enforcement intelligence sharing, regional BOLFs (Be on the Look Out For), and the Transit Police Offender Management Program.

Misuse of Fare Gates and Provincial Violation Tickets (“VTs”) There was a 24% decrease in Fare Infraction Notices (“FINs”), a TransLink bylaw, issued by the Transit Police in 2019 Q1 as compared to 2018 Q1. However, as reported previously, there is an important offset with an increase in the issuance of Violation Tickets (VTs) which began in March 2017. The volume of VTs is associated to Transit Police Officers’ active observations and enforcement of the provincial offences regarding the misuse of fare gates2. The enforcement of the relatively new Regulation positively contributes to TransLink’s efforts to strengthen public confidence in the transit system and transit passengers’ feelings of safety and security.

Of critical importance to the safety of transit customers and staff, and the general public, is how the process of confirming an offender’s identity allows Transit Police Officers to learn

2 The amended Transit Conduct and Safety Regulation came into effect March 2017. A person who commits an offence under the Regulation can be issued a violation ticket in the amount of $173. The new offences are intended to focus on “disorderly behavior”, instead of the loss of fare revenue. Neither the Transit Police Officer nor the offender needs to be inside the fare paid zone to issue a ticket to a person who commits an offence under s. 8(4) of the Regulation. Because the person has committed an “offence”, the Officer has lawful authority to briefly detain the person outside of the fare paid zone. Persons who do not “tap in/tap out” will contravene section 8(4)(d) – “going through a fare gate that was not opened by that person.” Accordingly, Transit Police can issue a ticket on that basis.

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whether there is a criminal record or conditions of release, and if there are any outstanding warrants to be executed (see example below). Executing outstanding warrants contributes positively to the work of our Jurisdictional Police partners and their offender management and community safety and crime reduction efforts.

Warrant Arrest/Surrey – On May 17, 2019, Transit Police Officers were conducting fare enforcement at Gateway Station and encountered a male in the fare paid zone without a valid fare. When asked for identification, the male provided an alias and he was warned for obstructing a peace officer. When the male’s true identify was provided, it was found that there were three outstanding warrants for his arrest from three police agencies in the lower mainland. The warrants related to various charges, such as thefts, obstructing peace officer, escaping lawful custody and failing to comply with a probation order. The offender was served with a Fare Infraction Notice and Violation Ticket, and arrested on the warrants and transported to Surrey RCMP cells.

To: Board of Directors

From: Christine Dacre, Chief Financial Officer Date: May 27, 2019 Subject: Treasury Resolutions and Financial Risk Management Policies Update PROPOSED RESOLUTION: That the TransLink Board of Directors approve the replacement of the title “Chief Financial Officer and Executive Vice President, Finance & Corporate Services” with the title “Chief Financial Officer” in the following resolutions and policies, effective May 15, 2019:

a) Bank of Montreal (BMO) banking resolution passed on September 25, 2015; b) Canadian Imperial Bank of Commerce (CIBC) banking resolution passed on September 25, 2015; c) HSBC Bank of Canada (HSBC) banking resolution passed on September 25, 2015; d) National Bank of Canada (National Bank) banking resolution passed on September 25, 2015; e) Bank of Nova Scotia (Scotiabank) banking resolution passed on September 25, 2015; f) Royal Bank of Canada (RBC) banking resolution passed on September 25, 2015; g) The Toronto-Dominion Bank (TD) banking resolution passed on September 25, 2015; h) The Investment Trading & Holding Resolution passed on October 21, 2014; i) The Short-Term Borrowing Resolution for TransLink’s Credit Facility and Commercial Paper

Program which amended the January 29, 2010 resolution passed on September 25, 2015; j) The October 2017 Omnibus Borrowing Resolution passed on October 25, 2017; k) The Budgeted Contingency and Accumulated Funding Resources Policy last revised on October

4, 2018; l) The Debt Management Policy last revised on October 4, 2018; m) The Hedging Policy last revised on October 4, 2018; and n) The Investment Policy last revised on October 4, 2018.

EXECUTIVE SUMMARY: The recent leadership changes have resulted in a change of titles which impacts the validity of all our treasury resolutions and financial risk management policies. The above proposed resolution is to approve a change to all these treasury resolutions and financial risk management policies to replace the “Chief Financial Officer and Executive Vice President, Finance & Corporate Services” title with “Chief Financial Officer”. PURPOSE

The purpose of this report is to update all the current treasury resolutions and financial risk management policies necessitated by recent changes in organizational structure and other staffing changes. In particular, the position of Chief Financial Officer and Executive Vice-President Finance and Corporate Services was eliminated on May 15.

Treasury Resolutions and Financial Risk Management Policies Update May 27, 2019 Page 2 of 2

BACKGROUND

TransLink has multiple banking, investment and borrowing relations and thus multiple Board approved resolutions which are mainly required by our bankers, investment dealers and lenders so that these financial institutions are clear on whom within TransLink has the delegated authority of the Board of Directors to execute legal agreements and enter into transactions with these financial institutions. TransLink also has four Financial Risk and Debt Management Policies which are designed to help manage and mitigate various financial risk the organization continually faces. These Financial Risk and Debt Management Policies consist of the following separate but interrelated Policies:

• Budgeted Contingency and Accumulated Funding Resources Policy • Hedging Policy • Debt Management Policy • Investment Policy

The Finance and Audit Committee is required to review these policies annually to ensure congruence with the changing activities of TransLink’s market conditions, technology, evolving regulatory standards and best practices. All the above important resolutions and policies refer to the title of “Chief Financial Officer and Executive Vice President, Finance & Corporate Services” which thus needs to be revised. DISCUSSION

The proposed resolution is to approve a change to all these treasury resolutions and financial risk management policies to replace the “Chief Financial Officer and Executive Vice President, Finance & Corporate Services” title with “Chief Financial Officer”.

TO:

FROM:

DATE:

SUBJECT:

Board of Directors

Sany Zein, Vice President, Infrastructure Management & Engineering

May 24, 2019

Pattullo Bridge Condition Monitoring Report

EXECUTIVE SUMMARY

This report provides an update on condition monitoring activities on the Pattullo Bridge. TransLink continues to closely monitor and inspect the condition of the Bridge and take corrective action where appropriate. Recent and on-going activities include:

• Condition Inspection by the Ministry of Transportation and Infrastructure, Mott MacDonald,and WSP;

• Pattullo Bridge Railing Inspection by COWI North America Ltd and Mainroad Contracting Ltd;• Deck Condition Monitoring and Repairs by Mainroad Contracting Ltd. and WSP;• 2019 Winter Monitoring and Survey by Northwest Hydraulic Consultants; and,• Wind and Seismic Warning System project by PBX (design) and Mainroad Contracting Ltd.

(Construction).

PURPOSE This recurring status report provides an update on condition monitoring activities on the Pattullo Bridge. The previous report was issued in February 2019.

BACKGROUND The Pattullo Bridge is 81 years old. Most of the structural components have passed the predicted design life, and some are reaching the end of their useful life. Temperature fluctuation, rainfall, wind, river action, live traffic loads and the aging of the steel and concrete components all contribute to the condition of the bridge. The Province is leading the Patullo Bridge Replacement Project, which will construct a new bridge as well as decommission the existing bridge.

With responsibility for the safety and operations of the existing bridge, TransLink monitors the condition of the structure closely through regular inspections, and regularly consults with experienced bridge engineers. Management then performs the necessary maintenance and repairs in response to the inspection findings.

Pattullo Bridge Condition Monitoring Report May 24, 2019 Page 2 of 4 DISCUSSION Recent and on-going inspection activities are listed in Table 1. Table 1: February to May 2019 Pattullo Bridge Ongoing Inspections and Monitoring REFERENCE ACTIVITY CONSULTANTS / PARTNERS STATUS

1 Condition Inspection

Ministry of Transportation and Infrastructure (Ministry) Mott MacDonald (Mott) – structural consultant WSP – deck consultant

2018 inspection completed 2019 inspection being scheduled for Q4

2 Pattullo Bridge Railing Inspection

COWI North America Ltd. Mainroad Contracting Ltd.

2018 inspection -completed in Q3. Railing repairs – completion in Q3 2019. 2019 inspection - being scheduled.

3 Deck Condition Monitoring Mainroad Contracting Ltd. WSP

Ongoing deck monitoring

4 2019 Winter Monitoring Survey Northwest Hydraulic Consultants

Winter Survey - completed Q1 2019. Freshet survey – to be conducted by June 2019.

5 Wind and Seismic Warning System Implementation

PBX Engineering Ltd. Mainroad Contracting Ltd.

Deployment: Summer 2019 Substantial completion: Fall 2019

Pattullo Bridge Condition Monitoring Report May 24, 2019 Page 3 of 4 A summary of each of these activities is provided as follows: 1. Condition Inspection Each year, the BC Ministry of Transportation and Infrastructure performs a condition inspection of the Pattullo Bridge with the aid of a snooper truck. The 2018 inspection was conducted in Q3 2018, and the inspection report was submitted to TransLink in Q1 2019. TransLink has retained the services of Mott MacDonald to review and verify the findings of the inspection report. Based on the findings, no new areas of concern requiring immediate repairs were noted. Given the expectation that the Bridge will be replaced by 2023, TransLink’s consultants recommended that annual monitoring be continued, and that additional investigation be conducted if accelerated deterioration is detected. Subject to the availability of the Ministry’s snooper truck, the 2019 condition inspection of the Bridge will occur in either Q3 or Q4. To take advantage of the snooper truck, TransLink will reserve the snooper truck for an additional two days to enable TransLink’s structural consultants to complete any required follow up detailed investigation of the Bridge.

2. Railing Inspection In Q3 2018, COWI North America Ltd. (COWI) completed an inspection of the railings on both sides of the Bridge. A total of 606 railing posts were inspected and assigned deficiency ratings based on their observed conditions. Of the 606 posts inspected, 128 posts were classified as needing immediate repair or replacement. Based on the findings of the inspection, documented in the Pattullo Bridge Railing Inspection report, TransLink is currently working with Mainroad Contracting Ltd. (Mainroad) to repair all railings requiring immediate attention. The work varies from repairing and replacing individual posts to replacing nuts and bolts at connections. Railing repairs began in Q2 2019 and all repairs are expected to be completed by Q3 2019. TransLink will continue to monitor and repair or replace the railing posts as needed. An inspection of all bridge railings, as part of the annual program, will be scheduled once all repairs have been completed. A tracking spreadsheet is used to track the condition of each railing post on the structure. 3. Deck Condition Monitoring and Repairs The reinforced concrete deck of the Pattullo Bridge is in an active and advanced state of deterioration, primarily due to corrosion of the reinforcing steel. While repairs to the north portion of the deck between Pier 0 and Pier 9 were completed in the summer of 2016, the risk of pothole formation still exists, particularly for the south approach of the Bridge (Pier 9 to Pier 29). To ensure the entire deck remains functional and safe for operations, bridge deck experts from WSP conduct bi-weekly walk-through inspections from the deck, ground and catwalk levels. Signs of pothole formation are monitored and flagged for future interventions during overnight lane closures or during full bridge closures. No new significant repair requiring full bridge closures are currently anticipated in 2019. In addition to the top surface of the deck, extensive corrosion-related damage is also occurring to the bottom surface (soffit). Debris netting is currently in place to protect the public and other infrastructure, including the railway tracks, from concrete falling from the deck soffit. A close proximity inspection was conducted on the Main Span by WSP using the Ministry’s snooper truck in September 2018 (see Item 1).

Pattullo Bridge Condition Monitoring Report May 24, 2019 Page 4 of 4 It was found that the bridge deck of the Main Span remains in sound and serviceable condition. WSP will continue to monitor the condition of the deck soffit, and a follow up inspection using the Ministry’s snooper truck will be conducted in Q4 2019. 4. 2019 Winter Monitoring and Survey The Pattullo Bridge is situated in the narrowest part of the river, which experiences large tidal fluctuations. This elevates the risk to the Bridge from scour and erosion. To proactively address risks arising from changing river hydraulics, Northwest Hydraulic Consultants Ltd (NHC) conducts bi-annual surveys, once after peak of freshet and once during the winter, to monitor the condition of the pier protection and to identify whether any repairs are required. In 2019, the winter monitoring survey was conducted in January, and the freshet monitoring survey will be conducted by June 2019. Based on results of the winter survey, NHC considers the pier protection currently in place to be effective and recommends on-going monitoring. Due to upcoming in-river works required for building the new Pattullo Bridge, NHC recommended more frequent pier protection surveys. Monthly bathymetric survey began in February 2019 to support the Pattullo Bridge Replacement Project and CN Rail Improvement adjacent to the Pattullo Bridge. TransLink will continue to work with the Pattullo Bridge Replacement team to monitor and manage the impacts of the planned project on the existing Pattullo Bridge. 5. Wind and Seismic Warning Systems The Pattullo Bridge is more than 80 years old and was not designed to meet current wind and seismic loading standards that would apply to a new bridge constructed today, and as a result, may be vulnerable in a seismic or hurricane-level wind event. To improve safety for Bridge users, an advance warning and monitoring system is being designed and implemented. The wind warning system will monitor and measure wind speeds at the bridge, and a seismic warning system will sense an earthquake in progress and provide alerts up to one minute prior to damaging ground waves reaching the bridge. Both systems will provide opportunities to reduce risks to bridge users through warnings and closures. PBX Engineering has completed the detailed design and the contractor Mainroad has started construction. Initial deployment is expected in summer with substantial completion in fall. Customer Impact and Communications Upcoming work for the Bridge will be scheduled to occur during the standard nightly lane closures with no additional impacts to the public. A robust communications plan has been developed to utilize all available channels in support of major milestones, including any ongoing inspection and maintenance work, testing and launch that is expected to have an impact on the public.

Financial Impacts All monitoring, inspection, and repair work is being performed under existing approved operating and capital funds.

TO: Board of Directors FROM: Sany Zein, Vice President, Infrastructure Management and Engineering DATE: May 22, 2019 SUBJECT: Surrey Langley SkyTrain Project Update

EXECUTIVE SUMMARY In December 2018, the Mayors’ Council and TransLink Board directed Management to proceed with development work for a SkyTrain on Fraser Highway project and to initiate a planning process to refresh the South of Fraser Rapid Transit Plan. The available budget for this scope is $30 million, with target completion in spring 2020.

The Surrey Langley SkyTrain (SLS) project development work is progressing on-schedule and on-budget. Recent activities include developing the reference case, confirming design requirements, ridership forecasting, quantifying costs and benefits, public and First Nations engagement, environmental reviews, developing a municipal partnership agreement with the City of Surrey, and starting the drafting of a business case for senior government approval. An interim update briefing to the TransLink Board and Mayors’ Council is scheduled for July 2019.

PURPOSE This report provides an update on the project development work for the Surrey Langley SkyTrain (SLS) Project. BACKGROUND In December 2018, the Mayors’ Council and Board directed Management to proceed with development work for a Surrey Langley SkyTrain project, and to initiate a planning process to refresh the overall South of Fraser Rapid Transit Plan. A budget of $30 million was approved for this purpose in January 2019. The full scope for a SkyTrain project along Fraser Highway between King George Station and Langley City Centre consists of approximately 14.3 kilometres in Surrey and 1.7 kilometres in Langley. In 2017, a preliminary cost estimate of $2.9 billion was developed for the full Surrey to Langley scope. Currently, approximately $1.6 billion is available for delivering rail transit expansion south of the Fraser through TransLink's approved 2018-2027 Phase 2 Investment Plan. The current project development work includes updating costs and benefits for the entire corridor and determining the extent of a project that could be constructed within available funding. The project development work is progressing on-schedule and on-budget. Activities underway include developing the reference case and defining the guideway alignment within the Fraser Highway corridor, confirming design requirements and technical specifications, ridership forecasting, costing, public engagement, First Nations engagement, an environmental review, negotiating a municipal partnership agreement with the City of Surrey, and drafting a business case for senior government approval.

Surrey Langley SkyTrain Project Update May 22, 2019 Page 2 of 3

Figure 1 – Fraser Highway Corridor

The outcomes of the project development phase will be documented in the project Business Case scheduled for completion in Q1 2020. Upon securing approval by the federal and provincial governments as well as the TransLink Board and Mayors’ Council through a project-enabling Investment Plan, a procurement process (15 to 18 months in duration) would be launched, followed by construction (3 to 4 years in duration, to be confirmed). DISCUSSION Accomplishments since the March 9, 2019 report include:

• Advanced the reference case design. • Initiated the cost estimation process. • Confirmed project appraisal assumptions. • Initiated ridership forecasting and benefits estimation. • Received confirmation that provincial and federal environmental assessments are not required. • Completing an environmental screening draft terms of reference. • Held meetings with First Nations. • Completed a round of public engagement (see Public Affairs discussion below).

Upcoming milestones include:

• Conducting additional geotechnical assessments. • Reviewing comments on the environmental screening terms of reference. • Completing the preliminary reference case design including updating cost and benefits estimates. • Advancing the business case preparation. • Updating briefings to the Board and Mayors’ Council in July.

Surrey Langley SkyTrain Project Update May 22, 2019 Page 3 of 3 PUBLIC AFFAIRS The project public affairs plan includes elected official briefings, meetings with key stakeholders, and broad opportunities for public input and involvement. Management provided project briefings to the City of Langley and Township of Langley Councils on March 25 and April 1, 2019, respectively. TransLink Management hosted the second and third technical briefings to the City of Surrey Mayor and Council on April 9 and May 16. More than a dozen meetings have been held with business groups, community organizations, and federal and provincial elected officials to build relations, raise awareness of the work underway, solicit feedback, and promote engagement opportunities. The first round of public engagement took place from April 4 to 26. TransLink sought feedback from the public on:

• Priorities, opportunities, considerations and level of support for a Surrey Langley SkyTrain; • Priorities, opportunities, and considerations for rapid transit options on the 104th Avenue and

King George Boulevard corridors; and, • Values to weigh options for rapid transit.

A well-attended media technical briefing on April 4 generated widespread coverage (regionally, locally and in multicultural communities) and helped to raise public awareness of the engagement opportunities. The media technical briefing was supplemented with print, radio and digital ads; an op-ed; a mail-drop to residents near the three corridors; street teams with flyers; an eNewsletter; posters; and transit shelter ads. Through these channels the public was invited to review information online, complete a survey in English or Punjabi, and attend the four open houses held in different areas of Surrey and Langley. TransLink also promoted the engagement through its presence at Surrey’s Party for the Planet and Vaisakhi Parade. More than 21,000 completed surveys were received and over 1,000 people attended the open houses. Initial results of survey completion rates and attendance at open houses indicate the public is interested and engaged in rapid transit planning south of the Fraser. In addition, initial results of both the public survey and a statistically-representative market research poll indicate strong support for the proposed Surrey Langley SkyTrain, and there is desire for improved transit along 104 Avenue and King George Boulevard. The project team is reviewing the survey results and will share further details in future reports.

TO: Board of Directors FROM: Simon Tang, Vice President, Major Projects Division DATE: May 23, 2019 SUBJECT: Broadway Subway Project (BSP) Update

EXECUTIVE SUMMARY Request for Qualification (RFQ) issued by the Province was closed in April 2019 as scheduled. Proponent shortlist is expected to be determined this spring, followed by the issue of the Request for Proposal (RFP). Canada Line Concession Agreement Amendment negotiation with Intransit BC led by TransLink is in progress; the first phase involving technical interface with BSP achieved common consensus. Preparation of the TransLink BSP Support Agreement (BSPSA) is led by the Province based on the agreed heads of terms. Trolley overhead wires relocation to accommodate bus route changes in support of bus operations during BSP construction is progressing on course.

PURPOSE The purpose of this report is to provide an update of the current progress and the upcoming milestones. BACKGROUND The BSP will be an approximately six-kilometre extension to the Millennium Line SkyTrain from VCC-Clark Station to Arbutus Street via a primarily underground alignment beneath the Broadway corridor. The Project will include six new stations. A future phase of investment is expected to further extend rapid transit to the University of British Columbia. Full capital funding confirmation for the Broadway Subway Project was announced on September 4, 2018 by the Federal and Provincial governments. The Province was announced as the delivery agency for the $2.83 billion project and will own the assets upon completion. TransLink will operate and maintain the extension similar to the rest of the SkyTrain system. The Province as the delivery agency assumes all responsibility for delivery risks, including cost and schedule overruns. A Memorandum of Understanding and Transfer Agreement was signed effective October 31, 2018 to formally transfer the project to the Province and outline TransLink’s future role. ON-GOING WORK RFQ received satisfactory responses. Evaluation of the qualifications is in progress, and proponent shortlist is expected to be determined this spring. Upon approval of the recommendations by the BSP project team, the RFP is expected to be issued. Closure of the RFP is scheduled to be end of 2019.

Broadway Subway Project Update May 23, 2019 Page 2 of 3 The Canada Line Concession Agreement Amendment negotiation led by TransLink achieved common consensus on the technical issues mainly on the interface with the BSP at the Cambie-Broadway Station. The financial negotiation is ongoing. The BSP project team is leading the drafting of the BSP support agreement base on the agreed heads of terms. There is outstanding information which TransLink needs to provide, such as specifications for the communication systems that are to be upgraded. Since the designs are in progress, the specifications are not likely to be available for the RFP. This will be dealt with either by addendum to the RFP or by change orders during construction at TransLink’s costs when the design is available. Trolley overhead wires relocation to accommodate bus route changes in support of bus operations during BSP construction is on course. After the relocation, overhead lines that affect BSP will be decommissioned progressively from May to October 2020. Early works are currently being carried out at the Joyce-Collingwood Bus Loop East Station House Station, Route 16 (12th Avenue - Arbutus to Granville) and Route 17 (12th Avenue – Oak to Cambie). The remaining Route 14 (MacDonald to Broadway and 4th Avenue) will commence in Q3 2019. UPCOMING MILESTONES The following upcoming milestones are scheduled for the next quarter:

i. The RFP is targeted to be issued by the Province this spring.

ii. Trolley overhead wires relocation: a. Joyce-Collingwood Bus Loop East Station House Station – overhead wire hardware

installation, b. Route 16 and 17 civil base installation and commencement of trolley overhead pole and

hardware installation, c. Route 14 – commencement of works.

CUSTOMER IMPACTS AND COMMUNICATIONS UPDATE TransLink is working closely with the Ministry of Transportation and Infrastructure and City of Vancouver to execute a robust communications strategy to support early works activities, including the installation of new trolley wires along three bus routes to maintain access to transit along the Broadway corridor during the construction. The plan includes notifying neighbours and keeping our customers aware of the progress through our website, social media channels and Customer Information. There is no significant impact to the community for the reporting period. Attachment: Broadway Subway Project Status Summary

Broadway Subway Project Update May 23, 2019 Page 3 of 3 BROADWAY SUBWAY PROJECT STATUS SUMMARY

Process Risk Status Scope Project is proceeding according to the approved scope. Meetings are

ongoing with key stakeholders to finalize scope details.

Budget Project is proceeding according the approved budget of $2.83 billion.

Schedule

Project is proceeding according to the approved schedule. Procurement start: Early 2019 Construction start: 2020 Service start: 2025

TO:

FROM:

DATE:

SUBJECT:

Board of Directors

Geoff Cross, Vice President, Planning & Policy

June 19, 2019

Independent Transit Services Application – Steveston Shuttle (2019)

PROPOSED RESOLUTION:

That the TransLink Board of Directors determine that the Steveston Shuttle service is an Independent Transit Service under section 5 of the South Coast British Columbia Transportation Authority Act and has approval to operate, subject to the conditions outlined in this report.

EXECUTIVE SUMMARY

Tourism Richmond is seeking approval to operate an Independent Transit Service (ITS) providing service on summer weekends in Richmond between Lansdowne SkyTrain Station and the historical Steveston area. Management’s analysis indicates the service will have negligible impact on the financial viability and effectiveness of the regional transportation system. Management recommends the approval of the service to operate as an Independent Transit Service.

PURPOSE

The purpose of this report is to summarize Management’s review of Tourism Richmond’s application to develop and operate the Steveston Shuttle as an Independent Transit Service (ITS). Management recommends that approval to operate be granted on the basis that the proposed service is consistent with the ITS policy and is not expected to negatively impact the financial viability or effectiveness of the regional transportation system.

BACKGROUND

Tourism Richmond is seeking approval to operate an independent transit service (ITS) providing service in Richmond between Lansdowne SkyTrain Station and the historical Steveston area. Under Section 5 of the South Coast British Columbia Transportation Authority Act, TransLink’s Board of Directors is authorized to determine whether or not this service should be considered an Independent Transit Service. TransLink’s Independent Transit Service Policy – approved by the Board in December 2012 – provides direction on the process, including a definition of ITS, evaluation criteria, and terms & conditions required for approval. As outlined in the Act and the Policy, TransLink may grant approval for an ITS to operate if it does not negatively impact the effectiveness and financial viability of the regional transportation system. TransLink’s approval does not take away from the operator’s need to meet all safety and operating regulatory approvals.

TransLink has approved a number of other similar, limited-service and seasonal-only ITS, including in White Rock (2014, 2017, 2018) and Port Moody (2018).

http://www.translink.ca/-/media/Documents/about_translink/corporate_overview/policies/its/independent_transit_services_policy.pdf

Independent Transit Services Application – Steveston Shuttle (2019) Page 2 of 4 DISCUSSION Defining Independent Transit Services The ITS policy includes definitional criteria used to determine whether a service should be considered an ITS. The Steveston Shuttle is considered an Independent Transit Service as per the criteria outlined in Section 2 of the ITS policy. Service Characteristics If approved the Steveston Shuttle would provide weekend-only service between June and September of this year and is primarily intended to serve tourists by providing a direct connection between Downtown Richmond and the Canada Line to the historical Steveston area in southwest Richmond. Proposed stop locations, fare structure and schedule are detailed in Appendix A.

Figure 1: Proposed Routing

Independent Transit Services Application – Steveston Shuttle (2019) Page 3 of 4 SERVICE EVALUATION

The evaluation of the Steveston Shuttle is summarized in the table below.

Evaluation: Steveston Shuttle Evaluation Criteria Impact Comments

Impact on financial viability of regional transportation system

Negligible

With low-frequency service on weekends only for 2.5 months, the proposed ITS would have minimal impact on existing TransLink ridership and a negligible impact on the larger regional transportation system.

Impact on effectiveness of regional transportation system

Positive

Departing from Lansdowne SkyTrain Station, the proposed ITS would provide a fast and direct, though infrequent, transit connection between Downtown Richmond and Steveston and would likely have a small positive impact on ridership.

Impact on the Effectiveness of the Regional Transportation System TransLink provides regular service to Steveston via the following routes:

- 401 (Richmond-Brighouse Station/No.1 Road) - 402 (No.2 Road/Brighouse Station) - 406 (Richmond Brighouse Station/Steveston) - 407 (Gilbert/Bridgeport Station)

While these routes do provide a connection between the Canada Line and Steveston, none of them serve Lansdowne SkyTrain station, nor do they serve the other destinations that the proposed ITS intends, e.g. Sheraton Vancouver Airport Hotel. The proposed Steveston Shuttle would provide an additional connection between the Canada Line and Steveston and would improve mobility for a market not specifically served by TransLink, i.e. visitors looking to access the historical Steveston area. In general, the proposed Steveston Shuttle would complement the existing TransLink network in Richmond and likely have a minor but positive impact on ridership. Impact on the Financial Viability of the Regional Transportation System As noted above, while TransLink does provide regular service to Steveston, it does so via routing that is distinct from what is being proposed for the Steveston Shuttle. Since the proposed ITS intends to provide weekend service only, it’s unlikely that existing transit users would migrate to a less-frequent option. Given this focus, the short window of seasonal operation, and that there are no stops proposed between the Olympic Oval and Steveston, it is unlikely that the proposed ITS would compete with TransLink for existing ridership and would have a negligible impact on the larger financial viability of the regional transportation system.

Independent Transit Services Application – Steveston Shuttle (2019) Page 4 of 4 Terms and Conditions The following standard conditions apply to all approved ITS:

1. TransLink reserves the right to review and/or re-evaluate approved services at any point in the future, and revoke approval if deemed appropriate.

2. No financial support will be provided by TransLink or any of its subsidiaries. 3. Approval to operate as an Independent Transit Service does not constitute approval with

respect to any other federal, provincial and local transportation regulations, including safety. 4. TransLink may request changes in service provision (including, but not limited to, changes in

route, frequency, stops, operating times, passenger access and/or revenue structure). Approval will only be granted if Translink and the ITS provider agree to service terms.

5. Approved ITS must notify TransLink of any substantive, planned changes in service provision (including, but not limited to, changes in route, frequency, stops, operating times, passenger access and/or revenue structure) at least 60 days in advance of a planned change.

6. Each approved ITS must report annually to TransLink to confirm its service plan and report changes.

7. Use of TransLink-owned or operated infrastructure, including transit exchanges or TransLink bus stops, must be negotiated and approved in advance of use by ITS.

8. Use of TransLink or subsidiaries branding, language, or symbols, must be negotiated and approved in advance of use by ITS.

9. Approved ITS may be recognized or communicated by TransLink to improve the effectiveness of the regional transportation system as appropriate, and at TransLink's discretion.

Should the Board approve the Steveston Shuttle to operate as an Independent Transit Service, Management recommends the following additional conditions be applied:

• That approval to operate is given for 2019 only • That the service provider report ridership figures to TransLink by September 30, 2019. • That the service operator will not make stops at and/or restrict access to any TransLink bus stops

in the service area. • That any violation to the terms and conditions could result in the suspension or termination of

the ITS. RECOMMENDATION Management recommends that the Board approve, with the conditions specified, the operation of the Steveston Shuttle as an Independent Transit Service, on the basis that the transit service is not expected to negatively impact the financial viability or effectiveness of the regional transportation system. Alternatives There are two potential alternatives to the recommended resolution:

1. The Board could choose to not approve the Steveston Shuttle to operate. 2. The Board could choose to approve the Steveston Shuttle to operate without the conditions

described above, or with other conditions as determined by the Board.

APPENDIX A: Tourism Richmond Service Brochure

STEVESTON TOURIST SHUTTLE

During the summer months visitors can get around Richmond on a seasonal tourist shuttle bus that circles around Central Richmond, the Richmond Olympic Oval, and Steveston Village. The shuttle will be stopping at:• Lansdowne Skytrain Station (parking lot)• Sheraton Vancouver Airport• Richmond Olympic Oval• Steveston Village - Gulf of Georgia Cannery National Historic

Site (parking lot)• Steveston Village - Britannia Shipyards National Historic Site

(parking lot)

A free and easy way for your guests to travel to Steveston!

FREE SHUTTLE

DON'T MISS

RICHMOND OLYMPIC

OVAL

DON'T MISSBRITANNIA SHIPYARDS NATIONAL

HISTORIC SITE

DON'T MISS

FISHERMAN’S WHARF

FOR MORE INFORMATION, VISIT US ONLINE /SHUTTLE

STOP

Lansdowne Skytrain Station (parking lot adjacent to station) 9:30am 10:45am 12:00pm 3:00pm 4:15pm 5:30pm

Sheraton Vancouver Airport 9:40am 10:55am 12:10pm 3:10pm 4:25pm 5:40pm

Richmond Olympic Oval 9:50am 11:05am 12:20pm 3:20pm 4:35pm

Steveston Village - Gulf of Georgia Cannery National Historic Site (parking lot)

10:10am 11:25am 12:40pm 3:40pm 4:55pm 6:00pm

Steveston Village - Britannia Shipyards National Historic Site (parking lot)

10:20am 11:35am 12:50pm 3:50pm 5:05pm

Lansdowne Skytrain Station (parking lot adjacent to station) 10:45am 12:00pm 1:15pm 4:15pm 5:30pm 6:25pm

Sheraton Vancouver Airport 6:35pm

SCHEDULE

DON'T MISS

FISHERMAN’S WHARF

Brought to you by:

Scheduled route running all day during weekends and select statutory holidays from June 15 to September 2, 2019.

FOR MORE INFORMATION, VISIT US ONLINE /SHUTTLE

TO:

FROM:

DATE:

SUBJECT:

Board of Directors

Geoff Cross, Vice President, Transportation Planning & Policy

May 28, 2019

Appeals Process for the Universal Fare Gate Access Program, HandyDART & HandyCARD

EXECUTIVE SUMMARY

There is currently no formal process for customers who wish to appeal an eligibility determination for TransLink’s Universal Fare Gate Access Program, HandyDART service or HandyCARD. To give customers the opportunity to formally request re-consideration of their eligibility determination, staff are establishing a panel led appeals process.

PURPOSE

To inform the Board of the establishment of a panel led appeals process for the Universal Fare Gate Access Program (UFGAP), HandyDART and HandyCARD eligibility determinations.

BACKGROUND

The UFGAP allows customers to access the gated system handsfree using RFID technology. When this program was launched in January 2018, there was a commitment to establish an appeals process for individuals who were determined to be ineligible for the RFID technology. In addition, from time to time HandyDART and HandyCard eligibility determinations are appealed by customers. In the absence of a formal appeals process, these are currently addressed on a case by case basis. Formalizing an appeals process for these programs gives customers the ability to challenge their eligibility determination through a formal process.

DISCUSSION

These are application-based programs where a determination is made about an applicant’s eligibility The eligibility determination for UFGAP involves an in-person meeting with an Occupational Therapist who makes a recommendation to TransLink as to whether the applicant meets the eligibility criteria for an RFID enabled device that opens Compass fare gates without tapping.

HandyDART and HandyCARD require a medical verification from a healthcare practitioner as part of the application process, which is then reviewed by Access Transit Customer Care to determine whether the applicant meets the eligibility criteria for these services.

Peer agencies have appeals processes for custom transit services Most custom transit services across Canada provide an avenue of appealing a decision for applicants who disagree with the decision regarding their eligibility for services. Among peer agencies, TransLink is the only one that does not.

Appeals Process for the Universal Fare Gate Access Program, HandyDART & HandyCARD May 28, 2019 Page 2 of 2 A panel led approach to appeals is the most commonly used process across Canada A panel led appeals process involves the commission of a panel of individuals who represent different constituencies, such as the disability community, the transit provider, and social service/medical agencies. The panel hears evidence from the appellant and makes a final determination on their eligibility based on the eligibility criteria set by the transit agency. This is perceived as a well-balanced, customer friendly approach to appeals. A panel led appeals process will be used for UFGAP, HandyDART & HandyCARD eligibility appeals The panel will be composed of a representative from Access Transit Planning (TransLink), Access Transit Service Delivery (CMBC), a community member (drawn from the TransLink Users’ Advisory Committee or the HandyDART Users’ Advisory Committee) and a medical professional on contract to TransLink (e.g. an occupational therapist). Terms of reference for the panel are being finalized. The panel’s mandate will be to consider appeals from customers who disagree with TransLink’s determination that they do not meet the eligibility criteria set by TransLink for these programs and to apply the program eligibility criteria. The Access Transit Users’ Advisory Committee has indicated support for a panel led appeals process Staff presented the recommended panel led appeals process for program eligibility, including the recommended appeals panel composition, to the Access Transit Users’ Advisory Committee on March 20, 2019. The Committee was supportive of this recommendation. Conclusion A panel led appeals process has been established for the UFGAP, HandyDART and HandyCARD programs on the basis that it aligns TransLink with our Canadian peers and ensures that customers have clear recourse if they disagree with TransLink’s eligibility determination for services through these programs.

TO:

FROM:

DATE:

SUBJECT:

Board of Directors

Geoff Cross, Vice President, Transportation Planning & Policy

May 24, 2019

Transit Fare Review Implementation Update

RECOMMENDATIONS:

That the TransLink Board of Directors endorse the work program to guide implementation of the Transit Fare Review recommendations described in the May 24, 2019 report titled “Transit Fare Review Implementation Update.”

EXECUTIVE SUMMARY

The recommendations of the 2018 Transit Fare Review were intended to provide a long-term vision for fare policy in Metro Vancouver. Management now has a clearer sense of the requirements, costs, and work program needed for implementing the recommendations of the Transit Fare Review incrementally over the coming years, given available resourcing and technology. Most recommendations are feasible to deliver in the near-term with existing technology, and Management is currently working through how best to introduce new flexible fare products; Concession fares on HandyDART; finer-grained time-of-day pricing; as well as supporting the Province in discussions on how best to expand user discounts. If business cases are supported for any or all of these, then they will advance for funding consideration in a future Investment Plan. One recommendation from the Transit Fare Review, shifting to finer-grained distance-based fares on rapid transit, first requires some Compass technology upgrades to enable broader account-based processing. These upgrades could also enable delivery of additional long-term strategic objectives, including Mobility-as-a-Service functionalities where an unlimited number of third-party mobility services could use Compass for access, payment, ticketing and account management. Pending endorsement of the work program, Management will continue to provide the Board with updates as this work progresses.

PURPOSE

To provide the Board of Directors with a recommended work program and timelines for implementing the recommendations of the Transit Fare Review.

BACKGROUND

Recommendations in the Transit Fare Review provide a long-term vision for fare policy in Metro Vancouver

The completion of the Transit Fare Review in summer 2018 was the first comprehensive review of transit fare policy in Metro Vancouver since the early 1980s when the region switched to the current 3-zone system in advance of opening the Expo Line. In the intervening years, the transit system and the region both saw substantial growth and expansion. We also welcomed the launch of Compass smartcard

Transit Fare Review Implementation Update May 24, 2019 Page 2 of 5 technology enabling us to consider changes to the fare system that we previously could not have accommodated. In light of these developments, TransLink undertook the Transit Fare Review to identify changes to the fare system that would address long-standing customer issues and promote an exceptional customer experience over the medium to longer term (see Transit Fare Review: Final Recommendations (July 2018), available at: https://www.translink.ca/-/media/Documents/plans_and_projects/transit_fare_review/phase_4/TFR-Final-Recommendations-Report.pdf) Following extensive public engagement, analysis of policy, ridership and revenue impacts, and a concept-level assessment of implementation requirements – the Transit Fare Review advanced a series of key recommendations across five components of the fare system. The Mayors’ Council on Regional Transportation endorsed these final recommendations at its public meeting on July 24, 2018. DISCUSSION The proposed implementation strategy is intended to outline the requirements, costs and timelines needed to deliver the recommendations of the Transit Fare Review Staff have worked over the last 10-months to complete a detailed assessment of the implementation requirements for each of the recommendations and to develop an implementation strategy with timelines and technical requirements for consideration by the TransLink Board of Directors. Key activities to support development of the strategy included:

• Working with the Compass technology provider to determine Compass system and other business

requirements to support recommended changes. • Identifying costs and timelines for different recommendation components. • Advancing dialogue with key stakeholders, including the Provincial government, on recommended

changes that are of shared interests or require partnerships. The proposed implementation strategy is informed by technical capabilities of Compass TransLink’s Compass system technology provider was engaged throughout the Transit Fare Review process during which they confirmed that implementing the recommended changes was possible with some upgrades. Following the July 2018 approval by the Mayors’ Council of the long-term direction for fare policy, Management worked intensively with the technology provider to refine the project scope and cost estimates. The current Compass system uses a combination of card-based and account-based processing to manage data and transactions. All Compass cards - including adult and concessions cards, program, and government-issued cards - currently use card-based processing, meaning that a card’s value and transactions are updated as they are tapped on the card readers/validators and system functionalities are determined by card memory and speed and storage capacity of the card reader. The ‘tap-to-pay’ feature introduced a year ago with contactless credit cards makes use of account-based processing and stores customer account information in a remote database that can be accessed online by an approved service. The combination of card-based and account-based technology works well with TransLink’s existing fare structure and fare business rules, but our technology provider has confirmed that card-based processing

https://www.translink.ca/-/media/Documents/plans_and_projects/transit_fare_review/phase_4/TFR-Final-Recommendations-Report.pdf

https://www.translink.ca/-/media/Documents/plans_and_projects/transit_fare_review/phase_4/TFR-Final-Recommendations-Report.pdf

Transit Fare Review Implementation Update May 24, 2019 Page 3 of 5 will be challenged to accommodate substantial new system complexity such as finer-grained distance increments or third-party services. Considering the existing technical capabilities of Compass, Management has categorized implementation of the Transit Fare Review recommendations into two streams with different time frames and complexities: (1) moderate level of effort to implement and (2) higher level of effort to implement. The completion of business cases for each recommendation will better define the costs and benefits and assist prioritization efforts, which could include potential funding within a Phase Three Investment Plan in 2020 or subsequent Plan. Recommendations requiring a moderate level of effort to implement may be deliverable via the existing card-based Compass technology Table 1 outlines those recommendations requiring a moderate level of effort to implement. These recommendations have lower relative costs and shorter timelines to implement, approximately one to two years. TransLink will complete business cases for these items, and if the results are favourable, will advance them for funding consideration by the TransLink Board and Mayors’ Council in an upcoming Investment Plan. Table 1: Transit Fare Review Recommendations – Moderate Level of Effort

Approved Recommendation

Scope of Implementation Work and Requirements

Potential Timeline, Pending Business Case Results

Explore introducing new flexible products

Optimize fare tables (e.g. delete redundant or un-used legacy fare products) to maximize available physical capacity on current card-based Compass system to support additional fare products.

Finalized plan and cost estimates for new flexible products anticipated by end of 2019. Implementation could begin by 2020.

Accept Concession fares on HandyDART

Install Compass validators on HandyDART vehicles. This would remove the function of fare validation from operators and allow for acceptance of more varieties of fare media, including Compass Concession cards.

Finalized plan and cost estimates anticipated by end of 2019. Implementation could begin by 2020.

Develop business case for targeted discounts to help reduce overcrowding

Develop and obtain approval for strategic business case, which may include running experiments to test ridership responses to different prices at different times.

Throughout 2019

Explore expanded discounts for youth and low income through discussions with the Province

Continue to support Province in exploring funding for expanding rider discounts in context of existing funding for BC Bus Pass, U-Pass and HandyDART service. Scope also includes assessment of fare infraction fines and potential protocols for low-income residents. These are being reviewed with the Board Finance & Audit Committee.

Throughout 2019

Recommendations requiring a higher level of effort to implement will require upgrading the Compass account-based processing system

Transit Fare Review Implementation Update May 24, 2019 Page 4 of 5 Table 2 outlines those recommendations requiring a higher level of effort to implement. Implementing these recommendations would have higher associated costs and require longer timelines, likely more than two years following any decision to upgrade the Compass account-based processing functions. TransLink will commence preliminary business-casing, but implementation decisions will be dependent upon ongoing technology assessments, funding and policy direction by the TransLink Board and/or Mayors’ Council. Table 2: Transit Fare Review Recommendations – Higher Level of Effort

Approved Recommendation

Scope of Implementation Work and Requirements

Potential Timeline, Pending Business Case Results

Finer-grained distance-based pricing (based on distance between stations or stops) on gated system (SkyTrain, SeaBus, West Coast Express)

Develop and obtain approval for strategic business case to upgrade Compass account-based system. This upgrade is required to support complementary corporate strategic objectives, such as more advanced Mobility-as-a-Service (MaaS) functionalities.

Finalized business case, including costs, anticipated in 2020. Implementation of technology changes anticipated to take at least 2 years after an approval.

Restructure prepaid monthly passes by distance, instead of zones

See above. See above.

Upgrading the Compass account-based system in the future would position TransLink to deliver other strategic business interests that will enhance the customer experience Upgrading the Compass account-based processing system could allow TransLink to advance multiple strategic business interests, in addition to supporting key recommendations from the Transit Fare Review. These include: • Ability to deliver key commitments outlined in the 2018 Customer Action Plan, including a more

customizable travel experience through personalized rewards, incentives, information, and alerts. • Ability to deliver key commitment outlined in Mayors’ 10-Year Vision to enable integrated trip

planning, ticketing, payment and account management functions for multiple mobility service providers from a single platform (e.g., Mobility-as-a-Service).

• Ensure Compass technology remains aligned with industry trends and best practices. Nearly all major transit agencies currently introducing or upgrading their smartcard fare payment systems are using account-based processing.

The functionality of broader account-based processing technology is not constrained by available space on a physical card or processing capability at the reader/device, opening up more possibilities for finer-grained fare structures, account customization, personalized rewards, loyalty programs and notifications, and allowing payment and account management for an unlimited number of additional third-party mobility providers. The current understanding of the costs of such a move are greater than contemplated during the Transit Fare Review. With increased understanding of the magnitude of effort and resources required, staff believe that accelerating a technology upgrade ahead of regular anticipated refresh timelines would not be warranted for the full complement of Transit Fare Recommendations; however,

Transit Fare Review Implementation Update May 24, 2019 Page 5 of 5 in combination with the other strategic priorities, it warrants developing a business case. Evaluating the full range of benefits, costs and risks will be part of that assessment. NEXT STEPS Pending endorsement, Management will advance the workplan and regularly update the Planning and Stakeholder Relations Committee and Board of Directors as progress is made over the coming months.

TO:

FROM:

DATE:

SUBJECT:

Board of Directors

Steve Vanagas, Vice President Customer Communications and Public Affairs

May 27, 2019

Transport 2050 Update

EXECUTIVE SUMMARY

In May, TransLink launched the first public engagement phase for the Regional Transportation Strategy – called Transport 2050. Within the first three weeks, 4,700 surveys have been completed and 735 ideas shared, and the project has generated positive media attention.

COMMUNICATIONS

Pre-launch Pre-launch communications focused on generating interest in the upcoming public engagement. In April, TransLink co-hosted a Future of Mobility speaker event on micromobility. More than 150 people attended the event to hear from micromobility providers, municipal planners and local academics. The attendees also had the chance to try out scooters and e-bikes in UBC Robson Square. Future of Mobility events will continue post launch.

Launch event, May 3 TransLink launched the Transport 2050 project and Phase 1 of engagement with a media event at Waterfront station led by Kevin Desmond, and supported by Minister Selina Robinson, Parliamentary Secretary Bowinn Ma, Mayors’ Council Chair Jonathan Cote, Mayors Linda Buchanan, Mike Little and Richard Stewart, and representatives from the Better Transit and Transportation Coalition and the Alliance of BC Students.

The launch generated 30 positive news stories across print, radio, television and digital publications.

TransLink livestreamed the event to 2,600 viewers on Facebook and promoted the launch through owned channels including a CEO LinkedIn post and a Buzzer Blog post.

Transport 2050 Q2 Update May 27, 2019 Page 2 of 4 MARKETING The Transport 2050 marketing campaign went live May 6 and will continue to rollout through the summer. The first wave of marketing focuses on generating awareness and interest across the region by asking fun, provocative questions. Creative appears in newspapers and radio ads across the region, on the transit system and as out-of-home executions.

We have created four videos to promote and explain Transport 2050, including versions with Traditional and Simplified Chinese and Punjabi subtitles – a first for TransLink. There has also been a special focus on reaching non-English-speaking residents through targeted newspapers (2 Chinese language and 3 Punjabi) and radio stations (1 Cantonese, 1 Mandarin and 3 Punjabi). ENGAGEMENT Public - online

A Transport2050.ca landing page introduces the project and drives visitors to an online engagement portal: it has been viewed 73,000 times since launch. The engagement portal hosts the public survey and an ideas board; a new engagement tool enabling the public to post, view, vote and comment on ideas. So far, 81% of visitors to the site have ‘engaged’ (i.e. have taken the survey, posted an idea, downloaded a document etc.) in the process.

Transport 2050 Q2 Update May 27, 2019 Page 3 of 4 By May 21, 4,700 surveys were completed by participants. Surveys are available online in English, Punjabi, Simplified and Traditional Chinese. The ideas board has 735 ideas, and high levels of engagement, shown by the 5,600 ‘likes’ and 725 comments on ideas. Public – advisory group An independent consultant has recruited 35 regional residents of varied ages, ethnicities, genders, income levels and primary modes of transportation to form a “focus group” of citizens. Public – community outreach This summer the Transport 2050 and Community Outreach teams will attend community events throughout the region reaching an est. 1 million people. The TransLink engagement bus will be rewrapped and retrofitted to support engagement at large-scale, annual events, including Surrey’s Canada Day festivities, the Vancouver Khatsahlano Festival and the Richmond World Festival. Employee engagement Through April, project staff undertook unprecedented outreach to front-line TransLink enterprise employees, touring every transit centre and crew room in TransLink’s system (3 am to 10 pm) to reach employees at CMBC, SeaBus, Transit Security, BCRTC, Canada Line, West Coast Express, and West Vancouver Blue Bus. This tour resulted in more than 650 conversations and 198 project survey completions, and positive feedback from employees and managers. A second-phase tour will continue through summer to operations, maintenance and office locations. Stakeholder engagement In Q2 prior to launch, TransLink presented to stakeholders including the Regional Agency Advisory Group - municipal planning and regional agency staff who have supported the development of technical

background materials for this project; TransLink’s User Advisory Committee - which advises TransLink on accessibility and inclusion; Major stakeholders’ roundtable - 68 stakeholders and organizations employing or representing 100,000+ regional workers and representatives; Greater Vancouver Board of Trade Company of Young Professionals - representing under 35-year-old workers; and Motorcycles OK – an advocacy group for greater use of motorcycles.

Almost 700 local stakeholder groups have been invited to attend five sub-regional workshops to hear information about long-range planning and our Transport 2050 context and scenarios work. These groups were invited to take part in the public engagement activities online or provide formal input. An additional 200+ regional stakeholder groups, incorporated professional associations and post-secondary institutions, have been invited to an early June workshop, hosted in partnership with Metro

Transport 2050 Q2 Update May 27, 2019 Page 4 of 4 Vancouver and the Province. This event will provide in-depth information about current challenges and opportunities and our scenarios work, and attendees will be asked to provide formal submissions. First Nation engagement TransLink shared a project backgrounder with the 11 First Nations with reserve lands within Metro Vancouver and has presented information to the Kwantlen First Nation and Musqueam Indian Band. Following the public launch, TransLink reached back out to regional First Nations offering to host community meals, share information about the project and facilitate discussions about each community’s values and transportation ideas. Elected official engagement TransLink hosted four sub-regional workshops around Metro Vancouver attended by over 40 elected officials from three levels of government. Staff also presented to the Pacific Caucus of the Federal Liberal Party, sharing an update on Transport 2050 and how Members of Parliament can engage with their constituents. Information on Transport 2050 has been shared with all elected officials across Metro Vancouver for their awareness and to share with their constituents. LOOKING AHEAD TO Q3 Through to Q3, Transport 2050 promotion and activities will continue to reach widely and deeply throughout the region. TransLink will continue to leverage partnerships with the Province and Metro Vancouver regional counterparts as well as commercial partnerships to increase awareness and participation in the survey and ideas board.

To: Board of Directors

From: Gigi Chen-Kuo, General Counsel and Executive Vice-President, Corporate Services Jennifer Breeze, Associate General Counsel and Corporate Secretary Date: May 27, 2019

Subject: Revisions to Board Governance Manual and Review of Articles

PROPOSED RESOLUTION:

That the TransLink Board of Directors approves the amendments to the Board Governance Manual, as set out in Appendix 1 to the report dated May 27, 2019 titled “Revisions to Board Governance Manual and Review of Articles.”

BACKGROUND

The Articles and Board Governance Manual were first approved by the Board when the current governance framework was implemented in 2008. The Board Governance Manual is reviewed and updated on a regular basis. The most recent update to the Board Governance Manual was approved at the June 21, 2018 Board meeting, and the current version can be accessed online at https://www.translink.ca/-/media/Documents/about_translink/governance_and_board/board_manual/board-manual.pdf?la=en&hash=30503EB4535922A42B98A1D5710725EEED1F86F8. TransLink’s Articles are attached as Appendix 2 and are posted on TransLink’s public website at: https://www.translink.ca/About-Us/Governance-and-Board/Board-of-Directors/Board-Manual-and-Articles.aspx The Articles were last amended in 2018 to remove “E-Commerce” and add “Safety” and “Cyber Security” to the list of specific skills and experience required on the Board.

DISCUSSION

Board Governance Manual

Proposed changes to the Board Governance Manual are redlined in Appendix 1 to this report. The changes reflect:

• Updated Board Calendar of annual recurring agenda items; • Updated organizational chart (not redlined); and

EXECUTIVE SUMMARY

The purpose of this report is to seek the Board’s approval of amendments to the Board Governance Manual (primarily to reflect updates to the Finance and Audit Committee Terms of Reference and Annual Checklist) and to provide the Board with an opportunity to review the Articles.

https://www.translink.ca/About-Us/Governance-and-Board/Board-of-Directors/Board-Manual-and-Articles.aspx

https://www.translink.ca/About-Us/Governance-and-Board/Board-of-Directors/Board-Manual-and-Articles.aspx

Revisions to Board Governance Manual and Review of Articles May 27, 2019 Page 2 of 2

• Other minor amendments.

Should the Board wish to make any changes to the articles, the South Coast British Columbia Transportation Authority Act requires TransLink to publish the amendments on our website, and in another manner that the board is satisfied will bring the proposed amendments to the attention of the public, for 30 days prior to the amendments taking effect.

ATTACHMENTS APPENDIX 1: Board of Governance Manual, revised pages APPENDIX 2: Articles of the South Coast British Columbia Transportation Authority.

Board Governance Manual

Most Recent Revision: June 21, 201819, 2019 Page | 18

f) provide advice to the CEO with respect to the appointment or termination of any of TransLink’sOfficers (“Officers”)18 other than the Chief Financial Officer as referred to above;

g) provide advice to the CEO with respect to the human resources strategies and processes forrecruitment, appointment and compensation of TransLink’s Officers;

h) ensure plans are made for management succession and development, including ensuring thatthere is in place:

i) a process that would respond to an emergency situation which required an immediatereplacement of the incumbent CEO; and

ii) criteria and processes for recognition, promotion, development and appointment ofmanagement are consistent with the future leadership requirements of TransLink;

i) ensure plans are made for the recruitment, development and retention of key positions withinTransLink, other than management;

j) review the overall organizational structure; and

k) approve the compensation philosophy and guidelines for the CEO and Officers adopted byTransLink.

3.2.9 Code of Conduct and Business Ethics

The Board has responsibility to:

a) establish, and update from time to time as required, a code of conduct for Directors, Officersand employees, including procedures for identifying potential conflicts of interest and resolvingsuch conflicts; and

b) direct management to ensure that TransLink operates at all times within the code of conductand within applicable laws, and to the highest ethical and moral standards.

3.2.10 Environmental Health and Safety

The Board has a responsibility to:

a) review management’s policies in the area of environmental responsibility and occupationalhealth and safety;

b) on a semi‐annual basis, review TransLink’s status report in the area of environmentalresponsibility and occupational health and safety; and

18 TransLink’s Officers other than the CEO Chief Executive Officer include the following: Chief Financial Officer and Executive Vice President, Finance and Corporate Services; Vice President, Human Resources; Vice President, Customer Communications and Public Affairs; Vice President, Strategic Sourcing and Real Estate; Vice President, Financial Services; Vice President, Infrastructure Management and Engineering; Vice President, Major Projects; Vice President, Transportation Planning and Policy; General Counsel and Corporate SecretaryExecutive Vice President Corporate Services; and Chief Information Officer.

APPENDIX 1

Section 3: Board Structure and Mandates

Board Governance Manual Section 3: Board Structure and Mandates

Most Recent Revision: June 21, 201819. 2019 Page | 21

3.3 ANNUAL BOARD AND COMMITTEE CALENDAR

ANNUAL BOARD AND COMMITTEE CALENDAR

AGENDA ITEMS

BOARD AND COMMITTEE MEETINGS FINANCE &

AUDIT

PLANNING & STAKEHOLDER

RELATIONS

HUMAN RESOURCES & GOVERNANCE

PUBLIC BOARD MEETING

IN CAMERA BOARD

MEETING

MARCH

Review of Finance and Audit Committee Terms of Reference Info

Annual Finance and Audit Committee Checklist Info

Year End Financial and Performance Report Info Info

External Audit Findings Report Info Info

Audited Consolidated Financial Statements Recommend Decision

Review appointment of external auditor, if required Recommend Decision

Statutory Annual Report Recommend Decision

In Camera - Committee and External Auditor Info

Director and Employee Code of Conduct Semi-Annual Report

Info

Internal Audit Reports Info

In Camera – Committee and Director, Internal Audit and Performance Management

Info

Property Tax Bylaw and Replacement Tax Recommend Decision

Environmental Management System Semi-Annual Update Info

Enterprise Risk Management (ERM) Quarterly Report (including review of ERM results)

Info Info

Fourth Quarter Commitments in Excess of $1,000,000 Info

Real Estate Quarterly Update Info

Major Litigation Update Info Info

Annually review TransLink’s operational project management oversight controls and systems (Capital Projects Oversight Review, including Capital Program Approvals and Governance of Major Capital Projects)

Info




AUDIT


RELATIONS



IN CAMERA BOARD

MEETING

Major Capital Projects Status Update Info Info Info

Corporate Sustainability (Annual) Info

Quarterly Safety Report Info

Semi-Annual Security and Emergency Management Report Info

Semi-Annual Access Transit Report Info Info

Review of Planning and Stakeholder Relations Committee Terms of Reference

Info

Annual Stakeholder Relations and Service Committee Checklist

Info

Provide input into long term transportation strategy – Regional Transportation Strategy (every 5 years)

Info

Customer Communications and Public Affairs Quarterly Report

Info

Discuss Themes for Annual Accountability Report and Annual General Meeting

Info

Review Corporate Policies requiring Board approval as relate to Committee’s responsibility

Info

HUMAN RESOURCES & GOVERNANCE GENERAL REPORTS

Review of Human Resources and Governance Committee Terms of Reference

Info

Annual Human Resources and Governance Committee Checklist

Info

Review Corporate Policies requiring Board approval as relate to Committee’s responsibility

Info

Board Calendar Info

GOVERNANCE REPORTS

Semi-Annual Privacy Management Program Report Info

Screening Panel Process, including review Screening Panel Remuneration and Expenses

Info

Director and Officer Annual Director Disclosure Statements, and Code of Conduct

Info Info

New Director Orientation Feedback Info




AUDIT


RELATIONS



IN CAMERA BOARD

MEETING

Appointment of Conduct Review Advisor Recommend Decision

Conduct Review Advisor Summary Report Info Info

Annual Subsidiary Compliance Review Info Info

HUMAN RESOURCES REPORTS

Vice President, Human Resources Quarterly Report Info

Review Executive Compensation Plan Info Info

Review of Officer Performance and Compensation Info

CEO Performance Review Info Info

CEO Annual Goals Recommend Decision

MAY

Financial and Performance Report as at Q1 (March 30) Info

JUNE



Info

Annual Enterprise Insurance Program Update Info

Enterprise Risk Management (ERM) Quarterly Report Info Info

First Quarter Commitments in Excess of $1,000,000 Info


Annual Review of Compliance with Statutory and Regulatory Requirements

Info




Info

Long term transportation strategy – Regional Transportation Strategy (every 5 years)

Recommend Decision

Provide input into development of Investment Plan (at least every 3 years)

Info

Provide input into Consultation Plan for Investment Plan (at Info




AUDIT


RELATIONS



IN CAMERA BOARD

MEETING

least every 3 years)

Review Communications Policy Info

GOVERNANCE REPORTS

Review Articles and Board Governance Manual, and make revisions if required

Recommend Decision

Annual Board Evaluation Process Update Info

Corporate Strategy Info

HUMAN RESOURCES REPORTS Info

Vice President, Human Resources Quarterly Review Info

Annual People Report Info Info

Review Succession Plans Info

CEO Mid-Year Performance Review Info Info

CEO 360o Performance Evaluation Completed (Bi-annual) Info Info

CEO Compensation Review Recommend Decision

AUGUST

Financial and Performance Report as at Q2 (June 30) Info

Key Financial Assumptions for Following Year Budget Info Info

SEPTEMBER

External Auditor’s Audit Plan Decision

In Camera – Committee and External Auditor Info

Director and Employee Code of Conduct Semi-Annual Report

Info


Annual Review of Internal Audit Policy Info


Info

Annual Review of Financial Risk and Debt Management Policies

Info

Annual Review of Accounting Policies, Financial Reporting Practices, and Proposed Changes

Info




AUDIT


RELATIONS



IN CAMERA BOARD

MEETING

Environmental Management System Semi-Annual Update Info

Enterprise Risk Management (ERM) Quarterly Update Info Info

Second Quarter Commitments in Excess of $1,000,000 Info




Semi-Annual Security and SafetyEmergency Management Report

Info

Semi-Annual Access Transit Report Info Info

Investment Plan Decision Decision


Info

GOVERNANCE REPORTS

Semi-Annual Privacy Management Program Report Info

Annual Board, Committee, and Director Evaluation Process Info Info


Vice President, Human Resources Quarterly Report Info

NOVEMBER

Financial and Performance Report as at Q3 (September 30) Info

DECEMBER


Internal Audit Plan Approval

Review of Internal Audit Resourcing and Performance Info

In Camera – Committee and Director, Internal Audit and Performance Improvement

Info

Business Plan, Operating and Capital Budget Recommend Decision

Presentation on overall capital plan for upcoming year Info

Review and Ensure Adequacy of Internal Controls Info

Enterprise Risk Management (ERM) Quarterly Update Info Info




AUDIT PLANNING &

STAKEHOLDER RELATIONS



IN CAMERA BOARD

MEETING

Third Quarter Commitments in Excess of $1,000,000 Info





Info

GOVERNANCE REPORTS

New Board Member Orientation Info

Appoint Committee Chairs and Committee Members Recommend Decision

Election of Board Chair/Vice-Chair (if required) Recommend Decision

Subsidiary Board Appointments (if applicable) Recommend Decision

Annual Board, Committee and Director Evaluation Results, and Develop Action Items

Info Info


Vice President Human Resources Quarterly Report Info

CEO Performance Review Info

Review draft CEO Annual Goals Info

CEO 360o Performance Evaluation begins (bi-annual) Info Info

NOTE: This list of agenda items in this Annual Board and Committee Calendar is not exhaustive, and may be adjusted from time to time by the Board Chair. Additional meetings will be scheduled as required, i.e. Board Strategy Sessions.



and to be heard at, every meeting of the Committee, and will appear before the Committee when requested to do so by the Committee.

The external auditors will receive copies of the minutes of every meeting of the Committee and may request a meeting of the Committee be called by notifying the Committee Chair of such request.

3.11.10 Staff Support

The Chief Financial Officer will provide staff support to the Committee. In addition, the Vice‐President, Financial Services will provide staff support for finance‐related matters and the Vice‐President, Engineering and ImplementationInfrastructure Management and Engineering will provide staff support for engineering and capital‐related matters. Other senior staff will also provide support on specific items, as appropriate.

The Corporate Secretary or the Corporate Secretary’s designate will be secretary to the Committee.

3.11.11 Advisors/Resources

The Finance and Audit Committee Chair has authority to retain external advisors and resources up to $50,000.

3.11.12 Responsibilities

Subject to the powers and duties of the Board, the Committee will perform the duties as outlined in the ‘Finance and Audit Committee Duties and Responsibilities Annual Checklist’ below.

The Finance and Audit Committee will annually review and complete its checklist at the first quarter meeting of the year. The Finance and Audit Committee will report to the Board its compliance with the committee checklist and note any exceptions at the first board meeting of each year.

3.11.13 Accountability

The Committee will report its discussions to the Board of Directors by distributing the minutes of its meetings, and where appropriate, by oral or written summary to the Board of Directors with respect to every major matter considered since the last meeting.

Supporting schedules and information reviewed by the Committee will be available for examination by any Director upon request to the secretary of the Committee.

The Committee will annually review its terms of reference, and report to the Board as to how it achieved its objectives.



Requirements Action Status

Real Estate Program

Oversee the strategic development of the Real Estate Program and consider the transportation and financial implications, associated risks and timing regarding:

i) the acquisition of real estate; ii) the disposition of surplus real estate and reallocation of revenues;

and iii) development of opportunities.

Oversee

Review quarterly reports of the Real Estate Program to ensure the appropriate mechanisms are in place to maximize TransLink’s benefits under the overall program.

Review

Safety and Security Initiatives

Review and recommend safety and security initiatives related to the public, including public health and safety..

Review and recommend

Review and recommend safety and security initiatives related to employees, including occupational health and safety.


Receive semi‐annual reports on Safety and Security Review

Oversee implementation of safety and security initiatives, as required. Oversee

Other Responsibilities

Conduct an annual review TransLink’s insurance coverage of material business risks and uncertainties. Review

Before disclosure to the public, investors or stakeholders, review any formal financial reports on the condition or results of TransLink. Review

Confirm that appropriate policies and procedures are in place for monitoring compliance with applicable laws and ascertain their adequacy and the levels of compliance.

Confirm

Report to the Board all financial matters of which the Committee has knowledge that may materially affect the current or future position of TransLink. Report

Receive semi‐annual environmental management system update. Stay informed

Committee Chair to meet with each subsidiary Board Chair semi‐annually to discuss any issues relevant to the subsidiary Board’s duties. Stay informed

Keep current on emerging best practices in corporate governance relevant to the mandate of the Committee and, as required, recommend changes to the Finance and Audit Committee Terms of Reference to the Governance Committee.

Stay informed

Receive annual updates on significant litigation affecting the TransLink enterprise Stay informed

Review amendments to the Major Road Network and Truck Route Network. Review and recommend

Review such other matters that the Committee or the Board deems advisable or timely.

Review/ recommend/ implement/

lead, as required




Other Human Resource Responsibilities

Review any significant organizational structure changes planned by the CEO. Review,

as required

Recommend to the Board the general terms upon which management will be authorized to negotiate any of TransLink’s collective agreements and recommend ratification of a negotiated collective agreement to the Board.

Recommend

Review TransLink’s significant human resources policies, and recommend to the Board any amendments, additions or deletions as appropriate.


Review Annual People Report. Review

Review the results of any surveys to measure employee engagement. Review

Stay informed on best practices in human resources and compensation issues as relevant to the mandate of this Committee.

Stay informed

Corporate Governance

At least annually, review the governance framework for the TransLink enterprise and advise the Board regarding:

i) areas of concern;

ii) best practices; and

iii) recommended changes.


Annually review the Board Manual and make recommendations for changes, as appropriate.


Annually review the Articles and make recommendations for changes, as appropriate.


Ensure appropriate structures and procedures are in place to allow the Board to function effectively.

Oversee

Board Succession Planning

Annually review the composition of the Board as a whole and recommend, if necessary, recommend changes to the Board Skills and Experience Profiles.


As vacancies arise, assist the Board to review the skills and experience required on the Board, update the Board Skills and Experience Profile, identify any gaps that should be filled in new Directors candidates and communicate the Board’s needs to the Screening Panel.


Assist the Board with respect to Board succession, including communication with the Screening Panel on behalf of the Board as directed by the Board.

Assist and support

As required, and as directed by the Board, identify to the Screening Panel potential Board candidates qualified to stand for re-election or to become new members of the Board, consistent with Board Skills and Experience Profile.

Assist and support



3.13 PLANNING AND STAKEHOLDER RELATIONS COMMITTEE TERMS OF REFERENCE

3.13.1 Purpose

The purpose of the Planning and Stakeholder Relations Committee (the “Committee”) is to assist the

Board with respect to all matters relating to customer service, stakeholder relations and engagement;

transportation planning; and transportation service. The Committee will work with management and

assist the Board with customer service stakeholder relations and engagement, including engagement

with the Mayors’ Council on Regional Transportation; all levels of government; business, trade and

industry organizations; public sector organizations; community leaders; and the general public. The

Committee will assist the Board with the oversight of the development and implementation of

TransLink’s long term strategies and 10-Year Investment Plans; communications and branding; customer

service; access transit; and goods movement.

3.13.2 Composition

The Committee will be composed of at least three Directors. The Board Chair is an ex officio member of

the Committee but is not counted in establishing quorum and does not vote.

3.13.3 Staff Support

The Vice President, Transportation Planning and Policy and Vice President, Customer Communications

and Customer EngagementPublic Affairs will provide staff support to the Committee. Other senior staff

will also provide support on specific items, as appropriate.

The Corporate Secretary or the Corporate Secretary’s designate will be secretary to the Committee.

3.13.4 Advisors/Resources

The Planning and Stakeholder Relations Committee Chair has authority to retain external advisors and

resources up to $50,000.

3.13.5 Duties and Responsibilities

Subject to the powers and duties of the Board, the Committee will complete the requirements as

outlined in the ‘Planning and Stakeholder Relations Committee Duties and Responsibilities Annual

Checklist’ below.

The Committee will annually review and complete its checklist at the last meeting of the year. The

Committee will report to the Board its compliance with the committee checklist and note any

exceptions at the first Board meeting of the year.




Conduct an annual review of TransLink’s Communications Policy to ensure that it continues to communicate TransLink’s mission, vision and mandate.


Customer Service

Review customer complaints. Review

Review survey process. Review

Other Responsibilities

Discuss themes for Annual ReportAccountability Reort. Review

Complete Committee checklist for review. Complete and report

Review Committee Charter/Terms of Reference. Review and recommend

Assume other related responsibilities as assigned to the Committee by the Board.

Review/recommend/ implement/lead,

as required

Board Governance Manual Section 5: Board Policies


5.8 COMMUNICATIONS

5.8.1 Introduction

The Board must pay particular attention to the fact that it operates within a highly public environment. The actions of TransLink have a significant public impact and there is a need to ensure communications with stakeholders and the public are effective and appropriate.

5.8.2 Review of Communications Policy

The Board approves a communications policy for TransLink, which includes processes for the review and approval of reports and other communication or disclosure to the Mayors’ Council, Government, the Minister, stakeholders, employees and the public.

5.8.3 External Communication to Directors

Directors are active in the community. Therefore, it is expected that persons interested in TransLink will, from time to time, communicate their concerns and questions to Directors rather than to management. If the issue raised is operational in nature, including persons seeking to do work with TransLink, the person should be directed to take the concern to line management for response or action. If the issue is properly a Board level issue, the Director should inform the Board Chair or the CEO of such communications, so that proper action can be taken and accurate responses made by the appropriate representative of TransLink. Correspondence via phone, mail or email should be shared with the Corporate Secretary to ensure a response is prepared by a TransLink subject matter expert and logged. The response will be provided by the Chair, Management, the Corporate Secretary, or the Director as appropriate.

Directors should not under any circumstance discuss confidential TransLink matters; however, they are free to confirm matters that are within the public domain.

5.8.4 Communications Between Directors and Management

Directions are provided to the CEO, Officers and other management personnel:

a) by the Board either at Board meetings or by the Board Chair or other Board member acting on the direction of the Board; and

b) by Committee either at Committee meetings or by the Committee Chair or other Committee member acting on the direction of the Committee.

No individual Director has authority to provide instructions to an employee of TransLink unless so authorized by direction of the Board or a Committee.

Board Governance Manual Section 5: Board Policies


Committee Chairs will have a relationship with their Officer counterparts in relation to managing the work of the Committee as follows:

Committee Officer Counterpart

Finance and Audit

Chief Financial Officer and Executive Vice President, Finance and Corporate ServicesChief Financial Officer; Vice President, Infrastructure Management and Engineering; Vice President, Financial Services

Human Resources and Governance Vice President, Human Resources; General Counsel and Corporate Secretary

Planning and Stakeholder Relations Vice President, Customer Communications and Public Affairs; Vice President, Transportation Planning and Policy

5.8.5 Spokesperson

The Board Chair is the spokesperson for the Board. Directors should not communicate to an external body on behalf of the Board or TransLink without the express prior direction from the Board Chair or Board. If directed by the Board Chair, a Director may speak on behalf of the Board at events. The TransLink Communications Department is available to assist with speaking remarks and help prepare the Board Chair or Director for potential questions about current issues.

The Board Chair and Directors should be aware that they may be seen as representatives of the TransLink enterprise in public forums (including social media channels) and therefore any comments on transit and transportation topics may be perceived as representing TransLink’s official position.

Board Governance Manual Section 7: Legal Framework


7.0 LEGAL FRAMEWORK

7.1 CORPORATE ORGANIZATION CHART

TRANSLINK EXECUTIVE STRUCTUREEffective May 15, 2019

TransLinkBoard of Directors

Chief Executive Officer

VP Infrastructure Management & Engineering

General Counsel & EVP Corporate Service

VP Customer Communications &

Public Affairs

VP Human Resources

VP Transportation Planning & Policy

Chief Information Officer

VP Strategic Sourcing & Real Estate

Chief OfficerTransit Police

President & General Manager BCRTC

President & General ManagerCMBC

VP Operations

VP Maintenance

VP Operations

Director Safety, Environment & Emergency

Management

Director, Internal Audit & Performance Improvement

VP Major Project Delivery &

Development

VP Maintenance

Chief Financial Officer

VP Financial ServicesAssociate General

Counsel & Corporate Secretary

Executive DirectorCorporate Services

Executive Director Engineering & Asset

Management

Executive DirectorAsset Maintenance

Board Governance Manual Section 8: Other


“MRN” means the major road network.

“Officers” means the following positions: Chief Executive Officer; Chief Financial Officer and Executive Vice President, Finance and Corporate Services; Vice President, Human Resources; Vice President, Customer Communications and Public Affairs; Vice President, Strategic Sourcing and Real Estate; Vice President, Financial Services; Vice President, Infrastructure Management and Engineering; Vice President, Major Projects; Vice President, Transportation Planning and Policy; General Counsel and Corporate Secretary Executive Vice President Corporate Services; Chief Information Officer; and any person holding the position of Vice President of TransLink.

“SCBCTA Act” means the South Coast British Columbia Transportation Authority Act, as amended from time to time.

“Screening Panel” means the screening panel established annually pursuant to the SCBCTA Act.

“Statutory Director” means the Chair and Vice Chair of the Mayors’ Council, if they consent to act.

“Subsidiary” means a subsidiary of TransLink.

“TransLink” means the South Coast British Columbia Transportation Authority.

ARTICLES OF THE SOUTH COAST BRITISH COLUMBIA TRANSPORTATION AUTHORITY

These Articles are established by the Board of Directors of the South Coast British Columbia Transportation Authority (TransLink) pursuant to Section 190(3) (f) of the South Coast British Columbia Transportation Authority Act.

1. BOARD CHAIR

1.1 The Board Chair or his/her designate will preside at all meetings.

1.2 If the Board Chair or his/her designate is not present within fifteen (15) minutes of the timeappointed for holding the meeting or if the Board Chair or his/her designate has advised the Corporate Secretary that he/she will not be present at the meeting, the directors present at the meeting shall choose one of their number to chair the meeting.

2. MEETINGS

2.1 In accordance with Section 9, the board will allot one hour on the day of a regular board meeting to receive input from the public.

2.2 Except as specified in Section 2.1, board meetings will be held in the absence of the public unless the board, in its sole discretion, invites others to attend for all or part of the meeting.

2.3 The directors may meet together for the dispatch of business as they think fit.

3. NOTICES OF MEETINGS

3.1 A director may, by making a request to the Board Chair or the Corporate Secretary, call a meeting of the board at any time.

3.2 Upon receiving a request to call a meeting, the Board Chair or the Corporate Secretary shall give reasonable notice of the meeting specifying the place, day and hour of such meeting by mail or by electronic means to the address provided by each director.

3.3 Accidental omission to give notice of a meeting to, or the non-receipt of notice of a meeting by, any director shall not invalidate the proceedings at the meeting.

4. QUORUM

4.1 The quorum necessary for the transaction of the business of the board shall be a majority of the board members.

5. VOTING

5.1 Questions arising at any meeting shall be decided by a majority of votes of those directors present.

APPENDIX 2

Articles of the South Coast British Columbia Transportation Authority Page 2 of 6

Effective: August 15, 2018

5.2 The Board Chair is entitled to vote on all business coming before a meeting of the board.

5.3 In the case of an equal number of votes for and against a question, including the vote of the Board Chair, the question shall be defeated.

6. TELECONFERENCING 6.1 A director may participate in a meeting of the board by means of conference telephones or

other communications facilities by means of which all directors participating in the meeting can hear each other and provided that the Chair agrees to such participation.

6.2 A director participating in a meeting in accordance with this section shall be deemed to be present at the meeting and shall be included in the determination of quorum and be entitled to speak and vote.

7. CONSENT RESOLUTIONS 7.1 A resolution consented to in writing by all the directors, whether by e-mail, facsimile or

other electronic transmission, shall be as valid and effectual as if it had been passed at a meeting of the directors duly called and held.

7.2 Such resolution may be in two or more counterparts which together shall be deemed to constitute one resolution in writing. Such resolution shall be filed with the minutes of the proceedings of the directors and shall be effective on the date stated thereon or on the latest date stated on any counterpart.

8. PUBLICATION OF BOARD MATERIAL 8.1 The Corporate Secretary will publish a list of the items being considered by the board at an

upcoming meeting on the TransLink website, five days in advance of the meeting. Decisions on matters that are deemed confidential by the Board Chair will not be published.

8.2 The Corporate Secretary will post a summary of any decisions made by the board and management reports of financial results considered by the board to the TransLink website, within seven days of the conclusion of a board meeting. Decisions on matters that are deemed confidential by the Board Chair will not be published.

8.3 The Corporate Secretary will publish the Chief Executive Officer’s report, excluding the content that is deemed confidential by the Chief Executive Officer, on the TransLink website within seven days of the conclusion of the board meeting.

9. PUBLIC INPUT 9.1 The board will allot one hour on the day of a regular board meeting to receive public input.



9.2 Any person or organization wishing to appear before the board must submit an application to the Corporate Secretary no later than 8:00 am, two business days prior to the scheduled board meeting.

9.3 The application must indicate the agenda item or issue the applicant wishes to address, the name of the designated speaker and the specific action that is being requested of the board.

9.4 The board will receive one representative from an organization at each meeting. If an organization wishes to provide input to the board, one person should be selected as a designated speaker for the organization. If more than one individual from an organization submits an application, the individual who registered first with the Corporate Secretary will be deemed to be the designated speaker for the organization. Additional representatives from the organizations will be received, time permitting within the time allotted to receiving public input (in accordance with Item 9.6 c.).

9.5 The Corporate Secretary shall, no later than noon on the business day prior to the scheduled meeting, advise the individual whether he/she is scheduled to appear before the board.

9.6 Applications to provide input to the board will be prioritized in accordance with the following process: a. Those individuals or organizations (in accordance with Item 9.4) speaking on an

agenda item to be considered at the meeting will be received first. Priority will be given to those individuals or organizations that have not previously addressed the board on the agenda item of interest.

b. Those individuals or organizations (in accordance with Item 9.4) speaking on issues not included on the agenda for the meeting will be received next. Priority will be given to those individuals or organizations that have not previously addressed the board on the issue of interest.

c. Representatives, other than the designated speaker of an organization that has already been heard at the meeting, will be received next in the order in which they register with the Corporate Secretary (subject to Item 9.7), if time permits within the time allotted by the board to receiving public input.

9.7 Where the number of applications exceeds the time allotted by the board to receive public input, a maximum of two presentations on each agenda item or issue will be received. The Corporate Secretary will attempt to provide a balance of perspectives on the action being requested of the Board on a specific agenda item or issue.

9.8 Where the number of applicants exceeds the time allotted to receiving public input, the

applicants that are not accepted will be invited to submit written input to the board.

9.9 Each presentation will be a maximum of five minutes.



9.10 Where circumstances warrant, the board, in its sole discretion, may extend the length of time allotted to receiving public input.

10. COMMITTEE MEETINGS 10.1 Sections 1, 2, 3, 5, 6, 7, 11 and 12 shall apply to meetings of any committees established by

the board except that, where applicable, the term “Committee Chair” will be substituted for the term “Board Chair” and the term “committee meeting” will be substituted for the term “board meeting”.

10.2 Sections 4, 8 and 9 shall not apply to committee meetings.

10.3 The quorum necessary for the transaction of the business at a committee meeting shall be a majority of the committee members.

11. REMUNERATION 11.1 The remuneration to the TransLink Board of Directors shall be established as follows:

Chair Annual Retainer: $100,000 flat fee

Director Annual Retainer: $25,000

Audit Committee Chair Annual Retainer: $8,000

Other Committee Chair Annual Retainer: $5,000

Committee Member Annual Retainer: $3,000

Meeting Fee: $1,200

11.2 The payment of the remuneration will be governed by the following guidelines:

a. Only one meeting fee will be payable for each 24 hour period, regardless of the number of meetings.

b. No distinction will be made between participation in person and participation by video, telephone or such other mode that permits a director to hear, and be heard by, all other participants.

c. Directors will be compensated for all reasonable expenses incurred in connection with board-related service. Directors incurring transportation, accommodation, meal and out of pocket expenses in the course of their duties as members of the board will be reimbursed in accordance with limits and policies established by the TransLink board.

d. Directors will not be compensated for travel to and from a board meeting unless incurred by a director who resides more than thirty-two kilometres from the meeting location. If a director spent time traveling to the board meeting in addition to the day of the meeting, the director will receive a per diem for the additional time spent traveling (half day (up to 4 hours) or whole day).



e. If a director is requested by the Board Chair to conduct specific business on behalf of the board or attend a specific function or speaking engagement on behalf of the board, other than educational or social functions, the Board Chair may authorize a per diem payment to the director equivalent to the meeting fee.

f. Directors will not be entitled to compensation for time spent attending educational or social events although directors will be reimbursed for expenses incurred in connection with relevant professional development opportunities (e.g. conference fees and associated travel, meal expenses, etc.). All such expense reimbursements must be authorized in advance by the Board Chair.

g. TransLink will provide Directors’ and Officers' liability insurance and indemnification for each director.

12. VALIDITY OF PROCEEDINGS 12.1 All acts done by any meeting of the directors shall, notwithstanding that it be afterwards

discovered that there was some defect in the qualification, election or appointment of any such director be as valid as if every such person had been duly elected or appointed and was qualified to be a director.

13. BOARD SKILLS AND EXPERIENCE PROFILE

The Board Skills and Experience Profile sets out the combination of skills and experience that must be represented on the TransLink Board of Directors. Overall, Directors should have the skills and experience to effectively monitor the performance of TransLink and the Chief Executive Officer and add value and provide support for management in establishing strategy and reviewing risks and opportunities and account to the public.

13.1 Personal Characteristics

Directors should possess the following personal characteristics:

Integrity and accountability

Demonstrated high ethical standards and integrity in their personal and professional dealings, and who are willing to act on, and remain accountable for, their Boardroom decisions

Appreciation for the board’s responsibility to the public

Informed judgment

Ability to provide wise, thoughtful counsel on a broad range of issues

Financial literacy

Familiarity with processes for evaluating TransLink’s performance

Ability to understand and exercise due diligence with regard to the statutory obligations of TransLink as a corporation

Mature confidence

Preference for Board and team performance over individual performance

Respect for others



High performance standards

A history of achievements that reflect high standards for themselves and others

Ability to commit to time required to fulfil duties

Ability to provide advice and make decisions in the best interest of the organization without regard to partisan politics

No real or perceived conflicts

13.2 Specific Skills and Experience Given the Board’s strategic priorities, and the associated challenges and opportunities, the Board members, as a group, should possess the following skills and experience, with each Director contributing knowledge, experience, and skills in at least one or two domains.

Previous Board experience

Policy considerations surrounding the establishment and delivery of a wide variety of road and transit services and the public environment of transportation

Transportation operations similar in scope to TransLink’s operations

Strategic planning

Capital project oversight

Complex procurement processes

Real estate development

Environmental strategies

Corporate leadership

Finance

Audit and internal controls

Legal

Risk management

Safety

Sustainability

Information technology, cyber security

Marketing and communications

Human resource processes

Knowledge of the local government environment

Credibility with federal, provincial and municipal governments

13.3 Other Considerations Within the context of the required board skills requirements, consideration should be given to diversity of gender, cultural heritage and regional representation.

AMENDED by resolution of the Board passed at the June 21, 2018 meeting. Original signed by Chair Cunningham Original signed by Gigi Chen-Kuo ______________________________ _________________________________ Lorraine Cunningham, Board Chair Gigi Chen-Kuo, General Counsel & Corporate Secretary