Apa women and transportation planning
31
1 Women and Transportation Planning Understanding Gender issues March 7 th , 2014 Leslie Woo, Vice President Policy, Planning & Innovation
description
APA WOmen and Transportation Planning: Understanding Gender Issues
Transcript of Apa women and transportation planning
1
Women and Transportation Planning Understanding Gender issues March 7th, 2014 Leslie Woo, Vice President Policy, Planning & Innovation
Presenter
Presentation Notes
Good Morning, Thank you for inviting me here today to talk about transit improvements that Metrolinx has underway in the Toronto Region and future investments to keep transit on track. I would also like to provide some examples of how transformative transit projects can be ….and illustrate the potential boost to commercial development around transit hubs and stations that should result from our investments in transit infrastructure.
2
Outline
1. Transforming an Industry – from Plan to Reality Metrolinx The Big Move – Transforming a Region Delivering the first $16B
2. Diversity of Thought 3. Changing the Conversation
3
FACT
WOMEN are: • 50.4% of Canada's total population.
• 52.1% of Canada's visible minority population.
• Head of 82.5% of lone-parent families
4
FACT
Women in Canadian Professional, Scientific and Technical Services
5
FACT
Presenter
Presentation Notes
Percent of Architecture, Engineering, and Related Technologies Degrees Earned by Women and Men in Canada 2008 - 2009
Presenter
Presentation Notes
To quickly recap for those in the room that aren’t too familiar with Metrolinx: Created in 2006 as part of plan to deliver long-term sustainable transportation and better transit for the Greater Toronto and Hamilton Area GTHA is over 8,000 square kms, is home to approx. 6 million people, has 4 levels of government, 30 municipalities, and 10 transit agencies Three Operating Divisions: GO Transit: the GTHA’s Regional Rail and Bus Service Union Pearson Express: a fast and efficient route from Union Station to Pearson International Airport (ready in 2015 for the PanAm, Parapan Games) PRESTO: the regional fare card, which is now running on 9 of 10 local transit systems in the GTHA, with full deployment of PRESTO across the TTC beginning in 2014
Vision: Working together to transform the way
the region moves.
Mission: To champion and deliver mobility
solutions for the Greater Toronto and Hamilton Area.
Presenter
Presentation Notes
To quickly recap for those in the room that aren’t too familiar with Metrolinx: Created in 2006 as part of plan to deliver long-term sustainable transportation and better transit for the Greater Toronto and Hamilton Area GTHA is over 8,000 square kms, is home to approx. 6 million people, has 4 levels of government, 30 municipalities, and 10 transit agencies Three Operating Divisions: GO Transit: the GTHA’s Regional Rail and Bus Service Union Pearson Express: a fast and efficient route from Union Station to Pearson International Airport (ready in 2015 for the PanAm, Parapan Games) PRESTO: the regional fare card, which is now running on 9 of 10 local transit systems in the GTHA, with full deployment of PRESTO across the TTC beginning in 2014
$6 billion travel costs + lost productivity
These costs will double in the next 30 years if we don’t improve our transportation.
The Cost: Economy
8
Presenter
Presentation Notes
traffic congestion is costing us more than time: $6 billion in travel and lost productivity. And if we don’t do anything about it, cost will more than double over the next 30 years.
9
An integrated transportation system for our region that enhances prosperity, sustainability and quality of life.
Presenter
Presentation Notes
Adopted in 2008 Regional Transportation Plan – common vision for Transportation across the Region over the next 25 years Over 100 priority actions and supporting policies with plans for over 1,200 kilometres of rapid transit (more than triple what exists now)
10 10
The Long-Term Vision
Presenter
Presentation Notes
The long-term vision of The Big Move is to build a fully integrated transit network across the GTHA The good news is, we’ve already started…
11
Union Station Revitalization
Georgetown South Project
Toronto Transit Projects Eglinton Crosstown
Sheppard East Finch West
UP Express
Big Move Projects Underway
Bus Rapid Transit York Viva BRT
Mississauga BRT
Presenter
Presentation Notes
So here are some of the $16 billion in currently funded projects where shovels are in the ground and will become a reality in the not too distant future
12
Next Wave of Priority Projects ($34 B)
over 500km in new rapid transit projects and GO Rail improvements including: • Subway, bus rapid transit, and light rail transit
projects • Expanded GO service on all 7 lines,
including express rail and 2-way, all-day • Electrification on 3 lines
25% of Funds will go towards: • Local Transit improvements • Roads and highways • Active transportation and integration
Presenter
Presentation Notes
To determine what Big Move projects were a priority, an extensive qualitative and quantitate analysis was conducted and each project was evaluated against a triple bottom-line vision: high quality of life, sustainable environment, and a thriving economy. The Next Wave of The Big Move will build over 500km of transit projects as well as provide funding for roads and highways, active transportation, and local transit It calls for a $34 billion investment to increase capacity where it’s needed most and keep our region connected, with 25% of funds going towards local transit improvements, roads, highways and active transportation and integration
13
Economic Opportunities: Companies want to develop close to transit
“There is significant evidence to show that the improved connectivity supplied by new transit services generates increased land & development value. This is well recognized by the development industry.”
– George Hazel, September 2013 Capstan Station, Vancouver
Hudson Yards, New York
Canary Wharf, London
• Improved access to transit systems is a critical determinant of property values
• Transportation authorities in other regions have partnered with private developers to advance their landholdings, generating $15 million – $20 million on an annual basis for that region.
Presenter
Presentation Notes
The Next Wave regional transit projects are expected to increase the value of land near transit corridors and stations. That’s because improved access to transit systems, offering faster connections to other parts of the region is a critical determinant of property values. Transportation authorities in other regions have partnered with private developers to advance their landholdings, generating $15 million – $20 million on an annual basis for that region “There is significant evidence to show that the improved connectivity supplied by new transit services generates increased land & development value. This is well recognized by the development industry.” – George Hazel, September 2013 Some good examples of developments adjacent to transit lines include London’s Canary Wharf, New York’s Hudson Yards and Vancouver’s Capstan Station
15
17
18
Toronto Railway Club established 1931
19
GO Transit established 1967
Presenter
Presentation Notes
Women trade Competence for Likeability
21
22
Women at Metrolinx
Employment Categories - September 2010 vs 2011
261
31
213
36
268
37
280
41
Frontline Management Office Supervisory
2010 2011
Year Female Population
Female Percentage in Management
2010 541 5.73%
2011 626 5.91%
Year Total Population
2010 1946
2011 2191
Employment Categories
23
Women at Metrolinx
Age Groups - September 2010 vs 2011
56
115
194
140
36
76
147
196
164
43
<30 30-<40 40-<50 50-<60 60+
2010 2011
Demographics
24
Women at Metrolinx
Years of Service at September 2011
76
234
89103
15
68
21 20
<1 1-<5 5-<9 10-<15 15-<20 20-<25 20-<30 30+
Years of Service
Years of Service
25
Successful Networks
give their members what they want tie to the organization’s strategy and business secure senior management support clearly define structure, including roles and
responsibilities don’t over extend themselves evaluate their impact
March 7, 2014 25
26
Metrolinx Women in Management Network (WiMeN) The purpose of the ‘Women of Metrolinx’ network is to support and position Metrolinx as the pre-eminent voice and authority in the advancement and transformation of regional transit and transportation through the following objectives – strengthening Metrolinx profile through the influence and connections of the
women in the organization improve corporate diversity by attracting, developing and retaining women increase the visibility of women leaders in the transportation industry showcase the talent in the organization support community organizations that support women cultivate leadership competencies that reflect Metrolinx focus on growth and
success
27
27
Types of activities… Network & support
• Brown bag lunches
• Book club on current topics
• Directory of members career path, interests
• Present awards to managers who are good mentors or champions
Career development
• Seminars/workshopor brown bag lunches on career development
• Annual network conference with a focus on career development
• Leadership forums highlighting career paths of senior individuals
• Mentoring programs
• Organize seminars on hot topics (i.e., non-diversity related)
Advise management, HR
• Help communicate company programs, resources (e.g. work life balance)
• Create a resource library for network members
• Review relevant policies and provide advice
• Participate in recruiting events
• Meet regularly with management, HR to advise them of your successes, challenges, observations
Community outreach
• Develop a network of other similar networks in your region
• Partner with local community to support related organizations
• Partner with local schools to support and mentor students
• Offer scholarships
• Develop internship programs
28
Speaker Series
29
30
WHAT GOT YOU HERE, WON’T GET YOU THERE!
