Public Transit Safety Strategy - Calgary

CD2023-0896
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A safe and secure journey for everyone

The City of Calgary Public Transit Safety Strategy
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LAND OUR EXECUTIVE GUIDING CURRENT STRATEGIC
CONTENTS ACKNOWLEDGEMENT COMMITMENT SUMMARY INTRODUCTION BACKGROUND DOCUMENTS VISION STATE FRAMEWORK CONCLUSION APPENDICES CD2023-0896
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Contents
Land acknowledgement 1 Vision for public transit safety 9 Appendices 28
Vision 9 Appendix A: Research and data 28
Our commitment 2
Mission statement 9 Appendix B: Jurisdictional scan 29
Executive summary 3
Core values 9 Appendix C: Engagement 31
Introduction 4
Current state review and summary 10
Appendix D: Further comparative analysis 37
Appendix E: Guiding documents 45
Background 5 A strategic framework for transit safety 14
Appendix F: References 46
Mental health and addictions 5 The areas of focus 14
The economic downturn 6 Integrated response 15
The COVID-19 pandemic 6 Connecting to community resources 18
The City of Calgary’s response 6 Staff well-being 21
Guiding documents 7 Systems modernization 23
Canadian Urban Transportation Association (CUTA) 7 Station infrastructure 25
Municipal Development Plan 2020 7 Conclusion 27

Assessing a closed system as part of the
Public Transit Safety Strategy 8
RouteAhead: Calgary Transit’s 30-year strategic plan 8
Calgary’s mental health and addiction strategy 8
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A safe and secure journey for everyone i The City of Calgary Public Transit Safety Strategy
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Land acknowledgement
The Calgary area, where the Bow and
Elbow rivers meet, is a place of confluence
where the sharing of resources, ideas and
opportunities naturally come together.
Indigenous peoples have their own names
that have been in use long before Scottish
settlers named this place Calgary. In the
Blackfoot language, they call this place,
Moh-kins-tsis. The Îethka Nakoda Wîcastabi
First Nations refer to the Calgary area as
Wicispa Oyade and the people of the Tsuut’ina
nation call this area Guts-ists-I. The Métis call
the Calgary area Otos-kwunee.
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A safe and secure journey for everyone 1 The City of Calgary Public Transit Safety Strategy
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Our commitment
A safe, clean, reliable and convenient transit system is the backbone of mobility in any city.
Statement from the
Calgary Transit moves customers to every quadrant of our city every day:
to work, to school, to spend time with friends, to appointments and to places of worship. Chief Constable
We know Calgarians want and deserve the very best – and safest – experience The Calgary Police Service is a committed partner
whether riding our LRT, buses or shuttle vehicles. We’ve heard a very clear in addressing transit public safety. Our collective
message from our customers, residents, visitors, Council and employees that effectiveness in public safety depends upon the
there is work to do to increase feelings of safety when taking transit – and we integration of efforts across many city departments.
take your concerns seriously. As safety in our community is our number one priority,
a safe transit system is an obvious subset and integral
We are a big city with big city problems that are showing up on our transit component of that. As your police service, the CPS is
system, as well as in other public spaces. Mental health and addiction struggles, dedicated to ensuring that we maximize our efforts
homelessness, social disorder, affordable housing shortages and crime have and make transit a safe space for all.
touched every large North American city in increasing volume. While we are not
alone in dealing with these impacts, we are resolute in our commitment to bring Katie Black Iain Bushell Mark Neufeld
solutions and all our creative thinking to the table. General Manager, Director, Chief Constable,
Community Services Emergency Calgary Police Service
Working with our public safety partners, this strategy will help us meet these Management &
Community Safety
challenges with a compassionate connection to resources for those who need
our help, and enforcement for those who break our laws.
We have already made significant investments and improvements to the

safety, security and environmental design of our system. Our Public Transit
Safety Strategy will move us even further forward by identifying a series
of necessary investments to support us in building a safer, people-focused
approach for our future.
Making our transit network a safer place to ride is a shared responsibility

between government partners, law enforcement, social sector agencies and
riders. By working together, we can make the transit system as safe as possible,
Sharon Fleming Doug Morgan
and a transportation mode of choice.
Director, General Manager,
Calgary Transit Operational Services
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Executive summary
Calgarians are expressing apprehension about riding transit. Addressing social a secure environment on and around the transit system. It connects and
disorder on public transit is a high priority for The City of Calgary. To have a coordinates services and systems, making the best use of available resources
vibrant city, we need a safe, efficient and welcoming transit system that people based on data-driven decisions.
want to use. Safety on public transit has become an international issue. Canadians
This people-first approach prioritizes the well-being, comfort, and security of
in major cities are experiencing increased violent crime and visible social disorder
passengers and staff. It supports designing, implementing, and maintaining
on and around transit systems.
transit systems with primary focus on the needs and experiences of the people
The Calgary Public Transit Safety Strategy outlines The City of Calgary’s who use them.
recommendations for achieving that goal. It proposes short-term actions
The 2023 Canadian Urban Transit Association (CUTA) offers recommendations
that will provide immediate results. It also provides a long-term road map for
for developing an integrated service model to address harm, social disorder,
achieving a safety model that improves the perception of safety, decreases the
community safety, and reassurance of safety on and around the transit
number of incidents on the system and defines optimal response times.
system. Utilizing these recommendations, Administration has improved on its
In developing this strategy, a review of Calgary's public transit safety system was compassionate focussed service model, allowing deployment of appropriate
completed, which assessed the current state model within the transportation City resources to respond to safety incidents, prioritize staff safety, and build
and response systems. Research, best practice reviews and engagement also partnerships with community organizations.
helped to shape our understanding of the issues. The goal was to identify
The following framework is a result of comprehensive jurisdictional scans
strengths and weaknesses, and opportunities for improvements and potential
and broad engagement. By acknowledging the need for systematic change,
risks that would inform the strategy.
identifying the appropriate resources and skills required for success, and
The strategy framework brings together experts across disciplines to committing to actions within the strategy, Calgarians will experience an
collaboratively address safety concerns. Delivery of this multi-disciplinary improvement in transit safety.
model will address harm, social disorder and community safety, and provide
Integrated Connecting Staff System Station

response to community well-being modernization infrastructure
resources
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Introduction
Research indicates that many Canadians feel less safe today than Total Transit ridership and Peace Officer calls for service
before the COVID-19 pandemic. Cities across Canada are experiencing 80 120
visible social disorder and increasing crime rates on the streets. 105.3 106.5
100
A national survey conducted by the Angus Reid Institute in September 2022 31.3
Calls for service (thousand)

60
30.0
found that three out of five Canadians (60 per cent) believe crime has increased
Ridership (million)
80
in their communities in recent years.
40 56.9 60
28.8
Calgary has not escaped this national trend and its impacts are being felt on our 41.2 35.8
25.6 50.9
transit system. According to Calgary Police Service (CPS), crime and calls at Light 23.3
29.9
40
20
Rail Transit (LRT) stations started to show considerable increases in the volume
20
and severity of violence in the fourth quarter of 2021. There were 1179 total crime 10.9
7.3
occurrences in 2022 compared to 807 in 2021, which is a 46 per cent increase. 0
6.5
0
2018 2019 2020 2021 2022
Understandably, this is a source of concern for Calgarians and many are
■ Proactive calls for service ■ Responsive calls for service ■ Ridership
feeling less safe in our public spaces, including the transit system. Eight-in-ten
(81 per cent) Calgarians believe their concern for personal safety is or would be
Calgary Police Service total calls for service on LRTs and LRT property
a consideration when deciding whether to take public transit. Nearly as many
(78 per cent) agree riding on a bus feels or would feel safer than riding on an LRT 12
10746
because of their proximity to the driver. 6704
10
Other Canadian municipalities are also experiencing increasing social disorder 7949
on their transit systems. The Toronto Transit Commission (TTC) has seen a rise 80
6774 5488
6720
Thousand
in offences against customers and employees attributed to societal challenges 5523 5168
6259
60 4288
such as homelessness, mental health challenges, substance use and random acts
of violence. Edmonton has reported high levels of drug poisoning, visible open 40
4042
drug use, a doubling of the number of homeless people and an increase in the
number of people with apparent mental health challenges. These are complex 20
1971
2461
1552
societal issues that are being felt across North America, causing disorder in all 1251
0
public spaces, including transit systems. 2018 2019 2020 2021 2022
The fact that Calgary is not alone does not take away the concern for riders, ■ Officer ■ Public
residents or for all of us working to make the system safer. This strategy outlines
our intentions for collaboratively working in response to the societal challenges
that are impacting Calgarians.
Eight-in-ten (81 per cent) Calgarians believe their concern for personal safety
is or would be a consideration when deciding whether to take public transit.
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Background
While it is true that incidents of crime and calls for service at LRT Transit peace officers are vital in maintaining the safety and security of all
stations started to increase in volume and severity during the Calgary Transit customers and its infrastructure. They are the point of contact
pandemic, the broader societal and economic issues that led us to this for riders, providing information and reassurance. Officers respond to all crimes
situation began many years before COVID-19 disrupted our lives. and disorder on transit property.
One of Calgary Transit’s customer commitments is to ensure customers feel secure

and safe while using the system. A secure and safe public transit system provides
a vital lifeline for fostering community interaction and cohesion. It can cultivate a The economic downturn
transportation network that brings people from different backgrounds together,
nurturing social connections and a sense of belonging. Moreover, public transit has the Leading into 2020, Calgary was still recovering from the most recent significant
potential to transform neighbourhoods, fostering vibrancy by reducing dependency economic downturn, occurring from 2014-2016. The downturn had ripple effects
on private cars, and creating pedestrian-friendly streets and dynamic public spaces. on various sectors, impacting unemployment rates and affordability within the
city. Calgarians of various socioeconomic backgrounds were impacted; those
from marginalized populations and those experiencing previous vulnerabilities
Mental health and addictions suffered greatly. The average monthly number of Alberta households on income
support almost doubled during this time (from approximately 33,500 in 2014 to
60,900 in 2019).
The stress of uncertainty and change during the COVID-19 pandemic impacted
the mental health of many Calgarians. Some Calgarians turned to drugs such as
cocaine, heroin, ecstasy and methamphetamine. Over the past 10-years years,
the potential for harm from drug use has been made worse by a street drug Peace officer responses to overdoses at LRT stations in 2022
supply that is often contaminated with synthetic opioids like fentanyl.
180
In 2018, the negative impacts of drug use were becoming more visible in 160 162
the downtown area and on the transit system. Increasingly, it was impacting 140 142
people living and working in the city and causing deep concern. It was this 120 127
Overdoes count
year that the number of tickets that were written for fare evasion decreased.
100
The focus shifted to social disorder and/behaviour issues and the implementation 93
101
80 90
of non-enforcement strategies to assist those in need. 82
60 65
59
In response to growing concerns on the transit system, a pilot project was 40
56
43 43
launched in 2018. The Transit Community Outreach Team (COT) is a partnership 20
between Calgary Transit and the Calgary Alpha House where peace officers and
0
the Human Centred Engagement Liaison Partnership (HELP) Team (formerly the Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
DOAP Team) work in pairs, to provide compassionate access to social supports.
The officers and outreach worker teams conduct welfare checks, advocate for
clients, and connect them with a variety of social support, including accessing
shelter, detox treatment and healthcare.
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The COVID-19 The City of Calgary’s response

pandemic
Public health measures introduced during the COVID-19 In 2022, as we welcomed back riders that were returning to their place of work coming
pandemic led to a dramatic reduction in transit ridership. out of pandemic restrictions, it became clear that transit safety had become an issue.
In April 2020, working-from-home mandates were Not only for riders but for the homeless who were using transit for shelter. At the
announced and non-essential businesses were closed. beginning of that year, several LRT stations had to be locked overnight to prevent large
Low ridership and the closure of many other facilities gatherings of people experiencing homelessness.
around the city made transit stations a magnet for
large gatherings, social disorder and vandalism. This issue Addressing transit safety is a high priority of City Council and Administration. With the help of the budget
was compounded by the release of non-violent inmates growth package approved by Council in July 2022, The City took action to increase transit safety initiatives.
from Alberta’s remand centres and prisons to reduce Over the past year, The City has taken many actions to improve safety, including the following:
congestion during the pandemic. By June 2020, Alberta’s
prison population was down by 35 per cent. • Increased Transit peace officers by 25 per cent.
• Increased patrols from four to seven nights a week with support from paid duty Calgary Police
Service officers from four to seven nights a week.
• Prioritization by Calgary Police Service on proactive policing across Ctrain station locations on
21 occasions.
• Implementation by Calgary Police Service of 16 covert and overt operations, ranging from one
week to multiple months, focused on reducing crime and disorder on and around transit locations.
• Increased the number of community outreach teams from three to four.
• Committed Calgary Police Service resources to overt and covert operations with sixteen ranging in
duration from one week to multiple months.
• Hired 31 corporate security guards to patrol LRT stations.
• Launched the Calgary Transit ambassador program to increase staff visibility and customer support.
• Introduced 24/7 coverage for station cleaning with additional porters and night cleaners.
• Improved lighting and infrastructure at LRT stations.
• Improved coordination and supports for people sheltering in LRT stations during extreme cold.
Transit buses staffed with peace officers and Alpha outreach workers provided over 900 transports
to the Calgary Drop-In Centre and Calgary Alpha House.
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Guiding documents
Calgary Public Transit Safety Strategy was informed by long-term municipal strategies, guidelines,
recommendations and frameworks from the following strategic documents.
Canadian Urban Transportation Association The City of Calgary

Municipal Development Plan 2020
Prioritizing safety on public transit:
Recommendations for transit agencies, partnering organizations and all levels of government The Municipal Development
plan is the vision for how
Within the 2023 Canadian Urban Transit Association (CUTA) report are recommendations Municipal
Development Calgary grows and develops
for partnering agencies that provide guidance on accountability and shared responsibility;

Plan 2020

over the next 60 years. It

recognizing there is not one solution nor sole resource available and equipped to address
Adopted 2009 and Updated 2020
works together with the

the critical issues on and around transit. CUTA’s transit safety recommendations were
Calgary Transportation
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agencies including Calgary Transit.
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ŐŽǀĞƌŶŵĞŶƚ transportation options so

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The Strategy aligns with the recommendations within the CUTA report and will work all Calgarians – whether
closely with peers and partners to establish shared responsibility, and accountability. travelling by car, bike, transit
or foot – are able to travel
Through a collaborative approach to problem solving the Strategy aims to provide a safely and conveniently.
holistic response that addresses areas of accountability within the appropriate jurisdiction.
2023 CUTA focus areas

Customer and staff safety Substance use Mental health
Transit safety plans • Substance use • Conduct and safety on transit
• Resourcing • Connection to the opioid crisis • Partnership models with
• Communications and Housing and supports service providers 2023 Council’s Refined Strategic Direction
technology • Use of transit for shelter Top three priorities: Four result areas:
• Infrastructure space • transit • public safety
• Connecting the housing crisis • downtown revitalization • climate
• land use and local area • modernizing government
planning • social equity
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The City of Calgary The City of Calgary Calgary Mental Health and
Assessing a Closed System as Part of the Transit RouteAhead: Addiction Strategy
Safety Strategy Calgary Transit’s 30-year Strategic Plan
A community of connections:
The 2023 Closed System Transit is the backbone Calgary Mental Health and Addicition Community
Report assesses of Calgary’s best future. Strategy and Action Plan 2021–2023
the feasibility of Calgary Transit integrates
This strategy and action
improving transit movement and land use
plan is about helping
safety through a closed by creating an intuitive,
Calgarians to live well.
system. The report safe, accessible and
We all need help and
addresses the broad welcoming system that is
RouteAhead support at various times
social issues impacting convenient
throughout our lives. While
Calgary Transit's 30-Year Strategic Plan
cities across the country to use for Calgarians and

one in five Calgarians both
resulting in emerging visitors.
young and old alike will
strategies to address the A community experience a mental health
complex safety issues. of connections
issue or prolonged illness
Calgary Mental Health and Addiction Community
The completed study determined that there is no Strategy and Action Plan 2021–2023
in their lifetime, five in five

correlation between the provision of fare gates and What we heard Calgarians can help make
increased transit safety on existing systems with
life better. This strategy views health in a holistic way.
fare gates.
n
io
Based on the technical assessment and partner
Report from our Engage team vi
g at
na In
engagement, focusing on an enhanced staff Calgarians top transit priorities n d cr
sa us
ea
model and associated infrastructure is advisable es uo p r Ev i
se
a cc in og de
d
sa
to improve transit safety across the LRT system. • frequency and safety for the next five years i ce nt
ra c n fe
co nt ty
rv nd eme
m e-
s a in
This approach avoids the substantial risks and se a
n v nd for
ed io ro se me
challenges related to closed system typologies Common themes r ov luat mp
i rv d
GE
p
E
a i ce
Ev
AF
and provides the most flexibility in resource Im s
TT
• social disorder around LRT Stations
GS
it ies
IN
management and staff deployment in responding Creating
IN
GH
mun
to changing conditions on the LRT system.
AY
ndin
hope and
Data
EL
ST
strengthening
e fu
co m
Re d
Leading Mobility (2023) support
coor
r ati v
Assessing a Closed System as Part
u ce d
Comments from people representing businesses
and
BEING WELL
d
inat
of the Transit Safety Strategy
ab o
and organizations showed concern for the
ople
st ig
ion
Co l l
accessibility and safety of their members and
ma
t pe
Coordinated
customers in going to and from their location. service delivery
lie n
Re si
RouteAhead
Increased knowledge
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Vision for public transit safety

Vision Mission statement
Every public transit rider We will build a collaborative team of compassionate and skilled professionals who are committed to providing
experiences safety, confidence a reliable and safe means of travel. We will contribute toward a vibrant city, with a safer and more secure public
and peace of mind. transit system that enriches lives and enhances the well-being of our diverse and interconnected communities.
Core values
Safety and security Innovation and system Transparency and Inclusive and accessible
Our primary goal is to create a safe modernization accountability We recognize that everyone’s perception
and secure transit environment that and reality of safety is different when riding
We will leverage innovation and We understand the value of transparency and
ensures the well-being of passengers transit based on their lived experiences. We
technology to enhance transit safety. will maintain open lines of communication
and employees. This will be achieved by will ensure that Transit is a welcoming place
By investing in surveillance systems, with Calgarians. We will provide clear
implementing additional safety protocols for all riders by identifying unique customer
communication tools, data analytics and information about safety measures, updates
and preventative measures. We will also needs, prioritizing accessibility, and
predictive modeling, we can proactively and incidents, ensuring accountability for our
introduce improved infrastructure and committing to an inclusive environment.
identify potential safety threats, optimize actions and decisions. Transparency fosters
faster response times. In taking a proactive
resource allocation and continuously trust and enables meaningful engagement
approach, we will prevent safety incidents
improve our safety strategies. with the communities we serve.
by identifying potential risks, analyzing
trends and utilizing data-driven insights. Transit safety will remain a top priority
Continuous improvement Community partnerships for all of us. We will continue to be
collaborative in how we work with our
Integration and partnership We are committed to constant improvement. We will maintain a robust community partners. No single agency can solve
Regular evaluation of safety programs, approach to support vulnerable people this issue alone – together we will
We recognize that safety requires the
incident analysis and passenger feedback by providing compassion-based care, deliver effective strategies to deal with
collective efforts of many. We will look
will guide our efforts to refine our strategies, support and resources. Our staff will receive this complex problem and deploy our
for new ways to collaborate with Calgary
policies and procedures. We will adapt to comprehensive training to give them the safety resources in an integrated and
Police Service, Corporate Security, Calgary
emerging safety challenges and stay ahead tools they need, enabling them to handle collaborative way.
Transit, Calgary Alpha House Society, the
of evolving security trends. difficult situations compassionately and
Calgary Drop-In Centre, Calgary Homeless Aaron Coon,
ensure the safety of all individuals involved. Chief, Public Transit Safety
Foundation, community organizations and
passengers to develop comprehensive
safety strategies, share information and
foster a culture of shared responsibility.
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Current state review and summary

In developing this strategy, a review of Calgary’s transit
public safety system was completed, identifying and
assessing the current state model within the transportation
and response systems. The goal was to identify strengths
and weaknesses, as well as opportunities for improvements
and risks to success.
• Transit employees, multiple business units and external partners were
engaged and their input was critical in shaping this strategy.
• Research and data are the foundation of any informed strategy.
A comprehensive analysis was completed in the development of
the Calgary Transit Public Safety Strategy.
• Trends and leading practices were examined. Subject matter experts
were interviewed, and local and national emerging issues identified.
• We also looked to other municipalities to understand how they have
been addressing these complex and far-reaching concerns.
• Our findings formed the basis for the strategy framework.
Women are more likely to use public transit and face increased and unique
barriers to accessing public transit, mainly fears for their safety.
(Chowdhury and van Wee, 2020
In addition to gender, factors such as race, age, and income contribute to a

We have heard from Calgarians and want you to know we are working hard to
person’s access to and experience with public transit.
make transit in Calgary safer. This is a highly coordinated, multi-agency effort
Blumenberg, Brozen and Loukaitou-Sideris, 2018). WomanACT involving the Calgary Police Service, Transit Safety, Community Services, 911
and Calgary’s many community social service partners, stepping-up their
collaborative efforts to increase safety for Calgarians.
David Duckworth,
Calgary’s City Manager
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What we The
What we did The desired result
heard opportunity
Professionals with different skills and Review of current state service model Establish an integrated model, partnering Integrated response
disciplines need to work together to model that identifies the resources with Calgary Police Service, Corporate
address safety concerns. and skills required for integration Security, Calgary Transit and the Community • partnerships
and coordination between partners. Outreach Team to provide the right service, • district model
to the right person at the right time.
• response time
Connect vulnerable people with Review of community resources and Collaborate with partner agencies to Connecting to
the resources they need to thrive. partnerships to ensure connection and connect the appropriate resources to
coordination with those experiencing the individuals requiring them. community resources
vulnerabilities. • compassionate care and support
Ensure all transit staff including Review of employee training and Provide frontline staff with the training Staff well-being
officers, are well-prepared to address wellness initiatives to ensure support and tools that prioritize well-being and
the various safety concerns that arise and adequate tools are available. educate on a ‘people first’ response. • enhanced staff training and supports
on transit and at transit stations.
Align communication systems for Review of current state communication Close current gaps in communication Systems modernization
seamless data integration. systems to improve alignment in systems and leverage opportunities to
information sharing, call processing modernize systems that improve data • integrated communication
and responding. integration and unified response. and data sharing
• centralized dispatching
Work toward well-designed, well- Review of best practices around Develop a tool kit that allows us Station infrastructure
maintained and clean transit stations station infrastructure and design to identify and prioritize station
that create positive experiences to identify opportunities to create improvement to improve safety • improved environmental design
for people. positive and welcoming environments and security on transit stations.
that deter negative behaviours.
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Current state of Calgary Transit safety responses
Transit Corporate Community Transit Peace Calgary Police Service

Ambassadors Security Guards Outreach Team Officers • Provide proactive patrols at transit
stations to prevent crime and disorder.
• Observe and report • Observe and report • Provide support for • Secure proactive
suspicious or criminal suspicious or criminal vulnerable persons patrols at transit • Oversee covert operations to target
activity. activity. through connection stations to prevent specific crimes/issues and drug
to services and crime and disorder. trafficking.
• Maintain visibility to • Maintain visibility to
increase feelings of increase feelings of supports. • Responded to • Target interventions through
safety for transit riders. safety for transit riders. • Connections to emergency situations at specialized teams.
• Escort individuals services and supports transit centres – unless • Connect detained individuals to the
that are engaged in for vulnerable persons. there is a weapon Police and Crisis Team) or transport to
negative activities off • Administer Narcan known to be involved. hospital, jail or other.
transit property. in situations involving • Patrol fare evasion • Response to emergency situations at
• Administer Narcan drug poisoning. and summons or near transit centres.
in situations involving • Check on the welfare enforcement.
• Investigations into crimes against
an drug poisoning. of individuals sleeping • Arrest individuals persons.
• Check on the welfare or unconscious at for trespassing and
transit centres. breaching conditions. • Provide support in situations
of individuals sleeping involving a medical emergency.
or unconscious at • Investigate property
transit centres. crimes including, • Administer Narcan in situations
vandalism and graffiti. involving drug poisoning.
• Support with scene
control during • Administer Narcan in • Respond to criminal code offences
emergency situations. situations involving (e.g., Controlled Drugs and
drug poisoning. Substances Act) and calls for service
that involve weapons.
• Provide support in
situations involving a • Respond to calls for service related to
medical emergency. disorder (i.e., disturbances, unwanted
guests, mental health).
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Current state of Calgary Transit safety emergency responses

Below visual identifies response, this does not include the proactive work and collective efforts across the system to prevent safety concerns from occurring.
Acuity of emergency
Medical emergency Crime in progress Known emergency

(no crime in progress) (no known weapon) (weapon or active threat)
• Dispatched to scene • Dispatched at same time as police • First to attend scene and
Transit • Often first on scene Transit • Often first to arrive at scene and Calgary control threat
officers officers de-escalate Police • Arrest and detain individuals
• Will advise EMS to attend/stand
down via dispatch • Arrest and detain individuals as needed
as needed
• Dispatched to scene • Second to attend scene –

• Dispatched to scene at time of Transit only if needed to assist
• Ongoing communication with Transit
EMS Calgary incident reporting or as requested officers • Support with scene control
dispatch to assess needs
Police by Transit officers as needed
• Attend scene if required and take over
• Arrest individuals as needed
scene management
• Conduct follow up investigation
• May be dispatched to a scene Security • No response

if medical appears to be a drug • Support with scene control
Security poisoning.
Security as needed
• Will administer Narcan if needed • No other role
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A strategic framework for transit safety Measuring success

Reduction of crime and
disorder on transit
The areas of focus Feelings of safety by

transit users
Integrated Connecting Staff System Station

response to community well-being modernization infrastructure
Committed to an resources Committed to providing Committed to addressing Committed to improving
integrated model that resources and supports gaps and optimizing and designing environments
deploys resources based Committed to leveraging that protect the physical, systems that will result in that encourage positive
on risk management and the community supports mental and psychological efficient and enhanced behaviours.
data-driven processes. that address the mental safety of staff. response.
and physical needs of those • Crime Prevention
• Multi-disciplinary model seeking shelter on and • Safety training • Coordinated Through Environmental
• Right service, right place around transit. • Well-being program communication Design assessment
at the right time • Crisis Response • Patrol toolbox • Radio system integration • Community activations
Transformation (CS) • Dispatch Improvement and tactical interventions
• Community Outreach • Community programming

Team members expansion and ownership
• Mental Health and

Addiction Strategy
Collaboration (CS)
Partnerships
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Integrated response
An integrated model brings together a range of approaches and skills to actively address safety concerns Measuring success
on and around the transit system. Delivery of this multi-disciplinary model will address harm, social
disorder, community safety, and reassurance of safety on and around the transit system. Our approach Response time to safety incidents
involves connecting and coordinating services and systems, making the best use of available resources Crime and social disorder events and calls
based on data-driven decisions.
Vulnerable persons using transit centres to shelter
This people-first approach prioritizes the well-being, comfort, and security of passengers and staff above
all else. It involves designing, implementing and maintaining transit systems with the primary focus on the Proactive officer-generated interactions
needs and experiences of the people who use them.
What this will mean

What we will do
for Calgarians
• Improving the overall effectiveness of safety measures. • Harness a wide range of resources and
• Increasing visibility of uniformed and non-uniformed staff on station expertise within the community, such as law Public transit in a major city has been
platforms. enforcement, community service/strategies compared to the cardiovascular system in
providers, other orders of government, social how critical they are to overall vitality and
• Reducing incidents or concerns for safety for transit users and the broader service organizations and advocacy groups to well-being. Similarly, public safety across all
community. foster a sense of shared responsibility. communities in Calgary is dependent upon the
• Improving the coordination of subject matter experts in their response to • Engage the community and involve various safety of the transit system. The Calgary Police
public transit safety. partners: create a sense of ownership and Service is an essential partner in collaboration
• Improving customer experiences and perception of safety on and around collective commitment to creating a safe with Public Transit Safety in setting priorities
the transit system. and secure transit environment. Regular and working to optimize our efforts and
communication, joint planning, and ongoing address the areas of greatest need. We will
• Increasing support and shelter for vulnerable groups.
evaluation of strategies to ensure that the make Calgary safer by working together.
• Establish a new district model on transit by: integrated model remains responsive to Chad Tawfik
• Creating response times for calls for service evolving safety challenges and allows for Deputy Chief, Calgary Police Service
• Cultivating geographical ownership that establishes relationships within continuous improvement.
the community
• Enabling Transit peace officers to integrate with Calgary Police Service
on Transit.
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Attachment 2
Why we are taking

How we will do this
this approach
• Adopt and evolve a district deployment model that will distribute transit public safety resources across the city in a We recognize that partnerships make us stronger, and stronger
decentralized approach, identifying citizen needs that are community oriented, consistent and responsive. By balancing solutions are found in collaboration within a team. With shared
the distribution of resources across the system, we will ensure equitable coverage across the transit system. resources and common outcomes, there is an opportunity to
• Advance the integrated model with Corporate Security, Calgary Police Service officers dedicated to safety on transit provide all riders with assurance of safety when riding transit, as
and surrounding areas, and the Community Outreach Team. well as the necessary supports for those experiencing mental
health challenges, addictions and homelessness.
• Develop a memorandum of understanding and standard operating procedures that provide role clarity and
understanding of mandates.
• Provide communication and training on the integrated model.
• Coordinate a community and enforcement response system with high social, justice and health system users.
See information-sharing in System modernization.
• Establish reasonable crisis response times.
• Integrate technology and systems (see System modernization.)
• One City Record Management System
• Computer Aided Dispatch (CAD)
• PS100/911 Dispatch
Security personnel and transit authorities should work Canadian Urban Transit Association 79 per cent of Calgarians feel that a
closely with the police to provide protection. One study uniformed officer should respond to the
found that knowledge of enforcement can help women
recommendations scene of a safety concern on a CTrain
feel more safe while waiting at stops and terminals. Integrated data reporting from the transit within ten minutes.
Chowdhury and van Wee, 2020) agencies, social service providers and
emergency services to inform program
More effective information sharing and coordination design and evaluation. Ensure occurrence
between police, transit agencies, and other stakeholders reports include demographic information Overall, the strategy seems like a very meaningful and
can also improve safety in transit systems. This coordination such as age, gender and ethnicity to humane way of addressing safety.
can be improved with connections made to community better understand safety concerns Social Well-being Advisory Committee Member
organizations, especially women’s groups. towards vulnerable transit users.
WomanACT
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Attachment 2
B
Public Transit Safety district model
Where we are
The model has been focused on fare evasion enforcement, this has
evolved to a response service model.
Future safety hub location
Whitehorn hub
Where we are going
Downtown hub • Ensure equitable service across the transit system (including buses).
(Minicipal Building)
• Geographical ownership (building community relationships).
Westbrook hub
• Three hub locations:
B
• Downtown
• Westbrook
• Whitehorn
• Time response model:
• Goal 7 – 10 minute response time
• Staffing model (per district):
• 61 Transit peace officers
• 1 Inspector
• 1 sergeant and 14 Transit peace officers (per shift)
CTrain District 1 – District 2 – District 3 –

Future safety hub location
R Red Line
Tuscany – Somerset/Bridlewood
Core South North
Blue Line
B Saddletowne – 69 St. S.W.
Response times
Within 10 minutes
N
Within 7minutes
R
Visual illustrates TPS operational coverage in each district at any given time during a 24-hour period (20 per cent
attrition not included) and deployment of peace officers based on a proposed 40-hour work week.
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Attachment 2
Connecting to community resources

Calgary Transit’s priority is getting people to where they need to be. For most Calgarians, this is a destination, Measuring success
whether for work, play, appointments or school. These conflicting uses—getting there and being there—are
Engagement with community groups
causing tension. This is addressed by connecting those experiencing vulnerabilities to the resources they need.
Community activations
Community Outreach Team interactions

What this will
What we will do
mean for Calgarians
• Ensuring the transit system is used for its intended • Work with community agencies to connect people experiencing vulnerabilities to resources and supports.
purpose – getting Calgarians where they need to be. • Explore new approaches to prevention and intervention strategies with our community partners.
• Increased visibility of community supports and • Connect individuals to shelter during extreme weather conditions with specific attention to LRT stations being used as
outreach teams on the transit system. gathering spaces.
What does experiencing

Coordinated Community Extreme Weather Response –
vulnerabilities mean? keeping safe in extreme cold
The lack of a stable and affordable place to live contributes Outreach groups and Transit peace officers noted an With funding through the Extreme Weather
to the transit system being a place to rest or hang out, increasing number of people gathering in LRT stations Response, Journey Church opened its doors
especially when weather makes being outdoors difficult. at the end of the North West Red Line. When asked why, throughout the day, offering comfort and meals.
Add in struggles with mental health and addiction, which these Calgarians said they did not feel safe traveling or
are amplified by the escalating drug poisoning crisis. remaining downtown during the day.
The Distress Centre provided
This can be disconcerting for others using the transit Five warming spaces were supported across the city with on-site outreach services.
system, especially when high profile incidents occur. a total of 19,327 visits by more than 1,685 individuals.
However, being homeless does not equal social disorder.
Between December 2022 to April 2023,
Our approach is to focus on behaviours not personal
Journey Church was visited over 1,200 times
circumstances. To quote Calgary Police Chief Mark
by 352 individuals.
Neufeld, “There are no illegitimate users of transit, Women’s Woods Journey Salvation Mustard
but there are illegitimate uses.” Centre Homes Church Army Seed 2022 2023
700 881 1,253 3,403 13,090
DECEMBER JANUARY FEBRUARY MARCH APRIL MAY
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Attachment 2
How we will do this Why we are taking this approach
• Collaborate with partners like the Calgary Police Service, Alberta Health Perception of safety around transit is affected by broader societal issues like homelessness, mental
Services, the Calgary Homeless Foundation and the homeless-serving sector. health challenges, and addiction are affecting Calgary Transit riders, employees and the wider Calgary
• Advocate to all other orders of government to provide sustainable community. All orders of government must work collaboratively with community organizations to
resourcing for initiatives that connect and coordinate resources to supports. ensure the services and programs are available for Calgarians who need them. Our role as a convener
and advocator for transit safety is to ensure the right resources are available at the right time.
• Utilize the district model to deploy the Community Outreach Team
throughout the transit system to engage vulnerable Calgarians.
• Ensure coordination among City funded programs to support community
partners most effectively.
• Continue to develop the Coordinated Community Extreme Weather
Response with the Calgary Homeless Foundation and community partners.
Community Outreach Team

A Community Outreach Team story
The Community Outreach Team (COT) is a
The Community Outreach Team has helped many Richard if he wanted to get in touch with him. With his
partnership between Transit peace officers
people over the years, but Sergeant Aalders shares the permission, I went on social media and sent a message to
and outreach team members from Calgary
story of a client that best explains why she loves her job. a person I thought might be Richard’s son. Immediately,
Alpha House to provide compassionate access
I received a call back. I learned that the son had expected
to social supports. “A few years ago, we were engaging with Richard, an
never to speak with his dad again. He believed he would
elderly male who was a Vietnam war veteran. He was
only hear something once his father passed away. I had
addicted to alcohol and ended up intoxicated on a
This team provides welfare checks, advocacy better news. His dad was alive and hoping to get in touch.
train daily. Each time I spoke with Richard, he became
for services and resources, as well as connects Together with the hospital’s social worker, we helped the
emotional as he missed his family. He didn’t know
individuals with a variety of social supports, son travel from Manitoba to pick up his dad and take him
where they were or if his brother was still alive.
including accessing shelter, detox treatment home. Richard lived his last years with his brother, son and
and healthcare. “One day, Richard ended up in the hospital and we visited grandkids. Richard was no longer a daily call for service
him two or three times per week. While he was in the on transit, which is a great outcome, but I believe the best
hospital, Richard became sober and we could have a part of this story is that Richard was able to reconnect with
In 2022, COT had ~4,000 interactions, provided better conversation. He told me his son’s name and I asked his family,” says Aalders.
~1,100 referrals to vulnerable Calgarians and
connected ~35 individuals to housing.
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Attachment 2
Calgary Homeless Foundation’s A Community Outreach Team story

Outreach Activation near
It was a cold night in December when the Transit he could get food, showers and life skills training. The
transit stations Summer Community Outreach Team first met a young man Community Outreach Team also worked closely with his
Multiple agency involvement includes: and fall sleeping rough on the train at the 69th St. LRT Station. school, teachers and guidance counsellors to ensure he
He was still in high school and had been kicked out of had the educational and emotional support he needed.
• Safeworks – Alberta Health Services his home on the evening of his 18th birthday.
• The Alex – Street Team Today, he’s still in school and on track to graduate. And
His autism made seeking help difficult – he was hesitant for the team, that’s what makes it all worthwhile. They
• Mustard Seed – Seed Reach to go to a homeless shelter. Instead, he found himself know they’re helping people who might not reach out
• Parachute for Pets sleeping in transit stations, desperate for a way to finish on their own and they take pride in meeting people
• Tsuut’ina Outreach school and get his life on track. It was at that difficult time where they are and providing ongoing support. It’s all
in his life that he met the Community Outreach Team. about connections, both with the people they help and
• Wood’s Homes
with other organizations that can provide the resources
Initially, the young man was highly distressed, but the
Services provided: and support they need. And for the COT team, there’s
team persisted, building his trust and finding him a winter
nothing more rewarding than seeing someone succeed.
• Housing assessments and application check-ins jacket. They introduced him to the Mustard Seed, where
• Referrals
• Wellness checks
• Identification information/applications The emergency shelter shuttle –
• Sexually Transmitted and Blood Borne Infections
(STBBI) testing
keeping safe in extreme cold at night
• Harm reduction supplies Congregating in LRT stations in the evenings and late
night happens all year round, but the numbers increase According to the 2022 Point-
significantly in the winter. Stations are not designed for in-Time Count, there were
gathering – there are no washrooms, drinkable water, or 2,782 unhoused individuals in
Canadian Urban Transit Association adequate heat and ventilation. Calgary, of whom almost 30 per
recommendations cent were unsheltered; living in
encampments or by themselves
Explore partnerships to create The emergency shelter shuttle Each transit bus pairs outside; only 70 per cent were
multidisciplinary teams for outreach is activated at -20ºC and below, a HELP Community sheltered at emergency shelters,
to vulnerable individuals with a harm- transporting Calgarians to Outreach Team transitional housing and other
reduction, community-safety and well- emergency shelters between worker and Transit publicly supported sites.
being approach. Outreach programs 9 p.m. and 3 a.m. In winter peace officer, with
2022/23, 925 transports a driver provided by Point in Time Count –
should focus on building relationships Calgary Homeless Foundation
with vulnerable users to establish trust were provided over Calgary Transit.
and more effectively deliver resources. 21 nights.
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Attachment 2
Staff well-being
To ensure frontline staff, including operators, station maintenance staff, cleaners, transit ambassadors and Measuring success
officers are well prepared to address safety concerns that arise on the transit system, it is vital to provide
Safety training completion
them with ongoing and comprehensive training.
Employee safety rating
This training should cover a wide range of topics, The ultimate objective is to safeguard the long-term mental
encompassing both strategic and tactical aspects. While health and physical well-being of staff members who
working with protective services, organizations would ensure may encounter challenging situations related to safety
site-specific, practical training in de-escalating situations and concerns among transit passengers. By adopting a strategic
conducting field hazard assessments. Further areas of focus approach to staff training, we ensure a comprehensive and
could be trauma-responsive care, Indigenous reconciliation, robust approach to transit safety, fostering a supportive
anti-racism awareness, and equity, diversity and inclusion. and secure environment for everyone involved.
What this will mean

What we will do
for Calgarians
• With staff members well-prepared and knowledgeable, they can provide • Provide front-line staff with training to recognize signs of passengers experiencing mental distress,
better assistance and support, creating a more positive and enjoyable and to respond appropriately and compassionately.
journey for passengers. • Provide staff with the tools and support they need to prioritize their personal well-being, including
implementing an informed approach to employee mental health support and ensuring they have
access to resources and assistance when needed.
• Review the Transit Bylaw and consider proposing amendments to enhance the authorities granted
to transit officers to help ensure their effectiveness in maintaining a safe and secure environment
for passengers.
Canadian Urban Transit Association recommendations

Explore opportunities to introduce de-escalation training
for front-line transit staff (e.g. operators, customer service,
station maintenance, cleaners, etc.).
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Attachment 2
• Mandate training for front-line staff to address passenger safety • Front-line staff well-being is essential to ensure members can perform their duties effectively,
incidents while ensuring a lens of continuous improvement and peer- provide quality service and handle challenging situations with empathy and professionalism.
to-peer learning. • Creating a supportive work environment that encourages and values contribution and recognizes the
• Collaborate with experts, including anti-racism team, and gender challenges faced, fosters staff morale, job satisfaction and loyalty, leading to better retention rates.
equity, diversity and inclusion teams, Calgary-based Indigenous groups • When staff members are in a good mental and physical state, they can provide the most effective
and Calgary Police Services to identify and address gaps in the current assistance to individuals affected by drug addiction and homelessness.
training curriculum.

Ensure that staff are aware of current transit safety initiatives
provided by the transit system and community service
partners (e.g. mental health outreach workers). Ensure staff
are up to date on standard operating procedures related to
customer and staff safety.
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Attachment 2
Systems modernization
Measuring success
Implementation of upgraded systems, on time,
To achieve success in a collaborative delivery model, it’s important to align communication systems on budget
for seamless data integration. Upgrading technology will prevent data from being isolated in separate
locations and improve the sharing of information among key partners. By investing in modernizing Call handling response time
systems, the integrated model will have the necessary technological capabilities to thrive and succeed.
What this will mean

What we will do
for Calgarians
• Reduced response time for calls for service. • Provide customers and employees with technology and communication systems that improve
• Right service, right place, right time (streamlined communication). call taking and dispatching.
• Ongoing surveillance allows for resources to be proactively dispatched. • Invest in system upgrades that improve data collection, analysis and sharing that inform decisions
and actions.
• Evaluate service delivery frameworks to ensure the right resources support communication
systems that provide response and care:
• 211
• Call diversion
• PS100/911 dispatch
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Attachment 2
Why we are taking

How we will do this
this approach
• Work with Calgary 911 to establish a centralized dispatch desk for Transit peace officers • Success within the integrated model requires alignment of communication
and Corporate Security response teams. systems that ensure data integration and information sharing. Upgrading
• Create a response model for incidents on Calgary Transit. technology systems will eliminate barriers to communication, providing access
(911/PS100 dispatching). to information and unified response.
• Streamline communication through placing peace officers, police officers and security guards • Integration of systems will promote efficiency and collaboration by centralizing
on one radio channel for coordinated response. dispatch through Calgary 911, PS100, 311 and 211 service requests.
• Advance Computer Aided Dispatch upgrade project; technology solution to assist in

dispatching emergency services.
• Align technology to ensure integration of data and information sharing between
partner agencies.
• Implement OneCity Record Management System project; one data system solution shared
between City of Calgary agencies.
• Establish information and data sharing agreement (MOU) between Calgary Police Service
and Emergency Management and Community Safety.

Integrated data reporting from the transit agencies, social service
providers and emergency services to inform program design
and evaluation. Ensure occurrence reports include demographic
information such as age, gender and ethnicity to better
understand safety concerns towards vulnerable transit users.
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Attachment 2
Station infrastructure
Well-designed, well-maintained and clean transit stations create positive experiences for Measuring success
people, which in turn contribute to positive social outcomes. To foster vibrant neighbourhoods LRT station and bus stop cleanliness
and supportive passenger experiences, we are committed to continuous maintenance of
and investment in transit stations. This will include advancing Crime Prevention Through Station maintenance request turnaround time
Environmental Design (CPTED) standards, which involve improving landscaping, site access Community activations at stations
and incorporating architectural features that encourage positive behaviours, while deterring
actions that may result in social disorder and personal insecurity.
What this will mean Crime prevention through environmental design

for Calgarians
• Establish positive and welcoming environments.
• Provide cleaner stations. Community culture
• Engage the community in programming in transit stations.
Natural
What we will do surveillance
Focused security Natural access control
• Create and maintain environments in and around transit stations that

encourage positive behaviours.
• Implement an ongoing LRT CPTED program that focuses on designing and Legitimate Maintenance
adapting transit stations to reduce crime and improve safety and security. activity
support
Community Social
connectivity cohesion
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Attachment 2
• Update recommendations from CPTED audits and implement feasible • Proactive crime prevention through transit station design can deter criminal activities and enhance
modifications for transit stations. passenger and community safety.
• Prioritize improvements to transit stations that have high levels of crime and • Engagement with nearby communities will foster a sense of ownership.
reports of safety concerns. • Generated data from CPTED activities will inform future station design and programs to ensure a
• Engage nearby communities to cultivate a sense of transit station ownership continuous improvement approach for transit facilities.
and pride among passengers and neighbours by involving them in station • Increased and long-term public transit ridership requires ongoing funding for attention to transit
area safety initiatives. station design and maintenance.
• Support programs that increase the vibrancy and activity in and around
transit stations.
• Identify and address the specific needs of passengers.
• Assess safety of access routes to and from LRT stations.
Canadian Urban Transit Association recommendations Canadian Urban Transit Association recommendations
Conduct Crime Prevention Through Environmental Design Enhance station cleaning and explore introducing in-
(CPTED) reviews of transit stations, and facilities that are service cleaning during the day for areas with continuous
experiencing a heighten level of customer and employee cleanliness issues.
safety concerns.
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Attachment 2
Conclusion
The City of Calgary Public Transit Safety
Strategy outlines a framework for delivering a
safe and welcoming transit system for everyone.
It defines five critical focus areas and criteria
to guide future actions and decision-making.
The unifying themes throughout are collaboration
and nimble mindedness.
In developing this strategy, we listened,
learned and refined our plan to capture the
diverse voices and lived experiences of people
dependent on the transit system. As we move
through future stages of implementation, we
will stay engaged with partners, customers and
employees to ensure that they continue to feel
seen and heard.
We are at the beginning of a new journey.
Adoption of this strategy will mark the first
step towards achieving our vision for public
transit safety.
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Attachment 2
Appendix A: Research and data

Research and data are the foundation of any informed strategy.
A comprehensive analysis was completed in the development of
2023 General perceptions of transit safety
the Calgary Public Transit Safety Strategy.
Concern for my personal safety is or would be
As we move forward, data and research analysis will continue to a consideration when deciding whether or not
be integral in determining how best to identify opportunities, to take public transit. Agree (2023) Agree (2022)
evaluate perceptions, enhance safety measures and reduce risks
in the transit system. 52% 29% 12% 7% 80% 76%
Internal research Riding on a bus feels or would feel safer

than riding on an LRT because of closer
Citizen Perspective Survey Report – Safety Perceptions –
proximity to the driver on a bus.
September 2022 and May 2023 Agree (2023) Agree (2022)
Spring 2022: 78 per cent of Calgarians feel safer during the day riding on
38% 40% 12% 7% 78% 73%
Calgary Transit buses than riding on the LRT (67 per cent).
Spring 2023: 81 per cent of Calgarians agree that concern for their personal
safety is or would be a consideration when deciding whether to take public
transit. Nearly as many (78 per cent) agree riding on a bus feels or would
feel safer than riding on an LRT because of closer proximity to the driver There is sufficient lighting at LRT stations
on a bus. and Transit parking lots. Agree (2023) Agree (2022)
21% 46% 12% 5% 12% 68%* 71%
■ Strongly agree ■ Somewhat agree ■ Somewhat disagree *Rounding

■ Strongly disagree ■ Don’t know ■ Prefer not to answer ≤3% labels not shown
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Attachment 2
Appendix B: Jurisdictional scan

A comprehensive scan was completed as part of Twelve municipalities were scanned The SCOPE Program
the strategy development process. This involved
examining and analyzing the practices, policies Vancouver (British Columbia), Edmonton (Alberta),
Regina (Saskatchewan), Winnipeg (Manitoba),
SCOPE
SCOPE
People,
Safety
The SCOPE Program from
Philadelphia was reviewed for
and approaches to transit safety in other Partnership,
Ottawa, Toronto (Ontario) and Montreal (Quebec). and Cleaning

Purpose
it’s compassionate approach to
jurisdictions. The scan provided valuable insights Ownership
In addition, Victoria (British Columbia), Saskatoon connect vulnerable individuals

into best practices, innovative strategies and
Partnership
(Saskatchewan), Waterloo and Brampton (Ontario) Engagement

with social services and provide
lessons learned. It enabled us to better understand were also scanned, but limited information
Leading the Way: SEPTA’s Coordinated Response to Safety and Security
a safe, clean transit system

the concerns facing Canadian municipalities was available. for riders and employee.
pertaining to transit safety and approaches being
taken to address them.
Research methodology
An online scan and cross-sectional review of Canadian and
US transit safety initiatives was conducted with a focus on
frameworks and partnerships. Comparator cities to Calgary
were reviewed, focusing on light rail transit and bus systems.
Each municipality’s approach was vetted through criteria EDMONTON
that aligned with the five areas of focus within the Calgary
CALGARY SASKATOON
Public Transit Safety Strategy. VANCOUVER
REGINA WINNIPEG
MONTREAL
OTTAWA
Integrated response
BRAMPTON TORONTO
WATERLOO
Connecting to community resources PHILADELPHIA
Staff well-being
Systems modernization
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Attachment 2
Appendix B: Jurisdictional scan
What we heard Key findings

• Edmonton has created a transit safety plan, plus a downtown • Calgary is not alone in addressing citizen • Many municipalities are exploring initiatives
and transit safety plan, to align with its community and safety concerns about safety, both on and around to leverage existing and new community
well-being strategy. the transit system. partnerships, as well as interdisciplinary
• Vancouver has a transit specific department, the Metro Vancouver • Transit safety is a complex social issue groups, to help take a more holistic
Transit Police, and has initiated a newly designated law enforcement that requires a multi-faceted approach that approach to addressing social disorder.
unit composed of community safety officers (CSO). CSOs are under combines enforcement activity, support • Many municipalities have a transit bylaw or
the supervision of the Metro Vancouver Transit Police, the program for people experiencing mental health and a code of conduct for passengers on their
is expected to start in fall 2023. The newest project, Enterprise, will addiction problems, and housing supports transit system.
coordinate bus, sky train and metro train communications. for vulnerable populations. • Most cities have adopted a proactive
• Montreal plans to expand the transit response unit by hiring • Each municipality is at a different stage in its approach to reducing social disorder and
18 safety ambassadors, 20 special constables (peace officers) plan to improve transit safety. This includes but improving perceptions of safety amongst
and 20 sanitation workers. is not limited to formal reporting, downtown passengers via environmental design.
• Ottawa has a community safety and well-being plan plus a transit core and transit strategies, community Crime Prevention Through Environmental
safety watch. The City of Ottawa recently spent $6 million for permanent safety strategies and pilot projects. Design (CPTED) is regarded as best practice
barriers that provide protection for bus operators. Special constables • Citizen perception of safety is an important for achieving optimal results.
concentrate efforts on high system users with the goal of providing consideration when evaluating and
access to community resources prior to enforcement measures. improving the transit rider experience.
Ottawa has not increased its budget or requested additional
funding for transit safety.
• Toronto released a Community Safety Issues and Response Report
in 2023, outlining the city’s approach to social conflict. New budget
($4.9 million) was approved in order to fund ten additional outreach The City of Calgary belongs to the North American Light Rail
workers, 25 additional TTC special constables, midday cleaning on core Systems Benchmarking Group (GOAL). GOAL was established
streetcar routes and a one year pilot expansion of the City of Toronto’s in January 2016 to provide a confidential forum for light rail
Multi-Disciplinary Outreach Team (M-DOT) Program. This program agencies in the US and Canada to learn from each other by
provides dedicated outreach resources for persons experiencing comparing performance, sharing experiences and identifying
mental health challenges and homelessness. best practices.
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Attachment 2
Appendix C: Engagement
In the context of transit public safety, engagement is critical to those impacted by the recommendations and decisions proposed
within the strategy. Intentional engagement fosters a sense of shared responsibility, builds trust and creates a collaborative
environment for problem solving.
Engagement objective Internal engagement

Engagement for this strategy was focused on confirming Calgarians’ concerns
regarding transit safety, understanding the various impacts to the community Executive Leadership Team (ELT)
and validating the strategic framework.
The involvement and contribution of ELT was essential to secure endorsement and commitment for
the Calgary Public Transit Safety Strategy framework, approach and key performance indicators.
Engagement approach
A collaborative approach to develop, assess and validate the strategic
City business units
framework was taken. Multiple business units, invested parties and employees A collaborative approach to identify solutions and resources across the organization was necessary
provided considerations and feedback into the Public Transit Safety Strategy. to develop a multi-disciplinary strategy. Multiple business units were engaged and contributed
Employee surveys, focus sessions and individual meetings informed the toward the strategy’s development. Input, feedback and insights on safety concerns and improvement
strategy’s focus areas. Each engagement session sought feedback and input opportunities from frontline employees, including transit operators and Transit peace officers was
into the five areas of focus critical to understand their perspectives and lived experiences.
Integrated response Community Emergency Calgary Transit

Strategies Management and • RouteAhead 30-Year
Connecting to community resources • Homelessness and Community Safety Strategic Plan
Downtown Initiatives • Operational excellence
• Learning and wellness
Staff well-being • Calgary’s Mental Health and
• Transit peace officers
• Transit operators
Addiction Strategy • Intergovernmental relations
• Sergeant and inspectors
Systems modernization • Research and evaluation
within operations
• Service Excellence Team
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Attachment 2
External engagement
Key findings Collaborating with external organizations and entities to improve transit safety is
integral in providing a compassion-based approach that ensures the right service to
the right place at the right time. Through leveraged expertise, resources and shared
Internal Engagement responsibilities there is a common goal to improve safety through a collective approach.
The following groups provided consideration, consultation and feedback into the
development of the strategy.
Employee feedback
Transit peace officers shared that recent partnering with Calgary Police
Key partners Advisory groups Business
Services has resulted in positive outcomes, such as a noted decrease in • Calgary Alpha House • Social Well Being Advisory Improvement Areas
calls for service. There is an opportunity for improvements to technology Committee
• Calgary Drop-In Centre • 4th Street Southwest
and upgrading communication and dispatching systems to ensure a
• Calgary Homeless • Gender Equity Diversity and
unified and efficient response process. • 17th Avenue Retail and
Foundation Inclusion Sub-committee
Entertainment District
Transit operators expressed continued concern for personal safety and • Advisory Committee on
the request for an increase in services and training that provide the tools • Beltline
Accessibility
to handle safety concerns and issues on the job. • Calgary Downtown
• Anti-Racism Action
Association
Committee
• Chinatown
• Calgary Aboriginal Urban
Affairs Committee • Greenview Industrial
• Older Adult Advisory Table • Inglewood
As we have moved forward with the changes, I think everyone
is starting to understand the roles each partner plays. • Immigrant Advisory Table • International Avenue
• Marda Loop
Its improved relations, helped understand our role and
• Kensington
limitations and has been a morale boast in terms of
• Mainstreet Bowness
officers getting to work with Calgary Police Service.
• Montgomery on the Bow
Transit peace officer
• Victoria Park
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Attachment 2
Key findings
External engagement
Engagement with external groups and partners was critical to developing a complete picture of issues, concerns,
risks and opportunities. Ideas were grouped into the following themes:
Education and awareness Communications and Integration

• Provide required training for frontline staff. customer experience • Address strategies outside of enforcement
• Provide public education and awareness tools that respond to crises and ensure a
• Dedicate spaces at the busier LRT stations,
for the public. comprehensive approach.
near the main entrance, where public can
• Collect and monitor non-identifying demographic go for assistance. • Partner community members with City of
factors for safety-related incidents. Calgary community peace officers to build
• Show non-transit users that transit is safe
trust within the community.
and a viable option for mobility.
Advocacy • Maintain high standards for cleanliness.
Compassion-based approach
• Advocate to all orders of government to fully
Sustainable support and displacement
participate in a multi-pronged approach to
safety and social disorder. • Adopt a compassionate approach that
• Secure funding sources that are necessary for
focuses on the people who are suffering
• Identify ways to work with provincial and social and outreach programs.
addiction and mental health issues.
federal governments to support vulnerable
• Identify and support collaboration
Calgarians accessing transit. • Consider incorporating a safety feature
opportunities with communities.
for vulnerable women.
• Work with partners to anticipate and respond to
displacement into communities.
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Attachment 2
What we heard
Employee engagement
Transit public safety and enforcement officers Transit operators
We have heard from our frontline employees
18 Transit Peace Officers took part in the survey, representing 12 per cent
and contractors that they sometimes feel unsafe
of the total transit peace officer group. while on the transit system, especially during late
hours. Employees have also said that they would
Calgary Police Service partnership Technology like improved access to support resources that are
currently offered by The City.
100 per cent of survey participants responded Respondents expressed that updates and
positively to the CPS partnership, noting that calls for improvements in technological capabilities
service have decreased. Some respondents noted would support efficiency and effectiveness.
that while the partnership was helpful, the lack of
interoperable technology and communications
systems prevented the partnership from providing
Training
the maximum benefits. 40 per cent identified that officer’s inability to
respond “lights and sirens” impacted public
and officer safety. EVOC (Emergency Vehicle
Station infrastructure Operations Course) training was highlighted
Respondents identified concerns at multiple as a need.
stations, often linked to the shelters in the bus
loop or at the stations themselves. Other concerns
included dealing with large crowds when station
Employee well-being
clearing, lack of magnetic locks at some LRT Respondents noted that while supports have
stations and advertisements on shelters creates improved, there is a need for more specialized
blind spots. supports due to the nature of their job duties
and types of exposure they experience.
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Attachment 2
What we heard
External engagement
Integration Compassion based approach
• Address strategies outside of enforcement that respond to crises and and displacement
ensure a comprehensive approach is in place for front line staff.
• Compassionate approach: focus on the people who are suffering addiction
• Provide education on where calls and text messages go and what type of
and mental health who are displaced.
response to expect.
• Consider having a safety feature for the vulnerability of women, dealing
• Optimistic that a well-integrated strategy will provide the right resources
with violence.
at the right time and will address the issues outside of enforcement such as
station cleanliness. • Work with partners on displacement within community and address
a plan for community supports.
• Partnering community members with City of Calgary peace officers could
build trust within the community.
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Attachment 2
Jurisdictional scan Initiatives
Transit peace
Dedicated officers/
Ridership Ridership LRT ridership police special Community
Municipality Population (2019) (2022) Change (%) recovered LRT stations resources constables Security outreach
Calgary 1.36 M 106.4 M 56.9 M  –46.52 ✔ 45 ✗ ✔ ✔ ✔
Edmonton 1.1 M 86.7 M 41.9 M  –52.67 ✔ 18 ✗ ✔ ✔ ✔
Vancouver 2.65 M 452.9 M 194 M  –57.16 ✗ 20 ✔ ✔ ✔ ✔
Toronto 2.89 M 526.3 M 319 M  –39.38 ✗ 75 ✗ ✔ ✔ ✔
Ottawa 0.97 M (urban) 97.4 M 50.2 M  –48.46 ✗ 13 ✗ ✔ ✔ ✔
Montreal 1.7 M 283.5 M 237.1 M  –16.36 ✗ 68 ✔ ✔ ✔ ✔
Philadelphia, PA 1.52 M 292.5M 146.9 M  –49.77 ✗ 289 ✔ ✔ ✔ ✔
(as of June, 2023)

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Attachment 2
Appendix D: Further comparative analysis

Calgary, Alberta
Integrated response Station infrastructure Partnerships and support
• Ongoing collaboration between the Calgary Police
• A multi-agency partnership with the Calgary Police • An LRT station improvement program to identify
Service, Alberta Health Services and the Calgary
Service, Corporate Security, Calgary Transit & Community enhancements to customer and employee safety,
Homeless Foundation.
Services, 911 and community outreach services. increase visibility and identify opportunities for station
improvements through Crime Prevention Through • Expanding the Community Outreach Team by eight
• An increase of 49 positions for 2023, including the hiring
Environmental Design (CPTED) assessments. positions throughout the transit system to engage
of 36 Calgary Transit peace officers, eight new positions
vulnerable Calgarians.
for the Community Outreach Team, four Calgary Transit • Enhanced cleaning on LRT stations and platforms.
peace officers to develop station improvement program, • Continuing to develop the coordinated community
• Lighting improvement for four LRT stations (Somerset,
one video analyst. (Approved by Council May 2023) extreme weather response with Calgary Homeless
Whitehorn, Martindale and Saddletown).
Foundation, including Journey Church and Distress
• Increase Calgary Police Service partner patrols from four to
Centre providing on-site outreach services.
seven nights a week. (Approved by Council in May 2023.
• A 12-week pilot project to add 12 Alberta Sheriffs to patrol
Systems modernization • The Coordinated Community Extreme Weather
Response with Calgary Homeless Foundation, including
the downtown core from February 27 to May 31, 2023.
• Additional video analyst staff added to increase the Journey Church and Distress Centre providing on-site
integrity of all video systems and incident reporting. outreach services.
Staff well-being • Promotion of Transit Watch text messaging tool to
communicate with Calgary Transit. Total budget
• Plan to implement mandatory training for transit • Increase staffing monitor at operations control centre
peace officers and transit operators to increase • In 2023 May, Administration requested a budget increase
awareness of best practices for engaging vulnerable of $3.4 million to hire permanent staff as outlined
riders, including an overview of the strategy’s action above plus an additional $5.3 million for safety and
items, de-escalation techniques and tools to transition infrastructure improvements.
a situation to outreach professionals.
• Improving understanding of the gaps in the current training Staffing details
curricula through engagement with the Anti-racism, Gender
• The current hiring plan for 2023 will expand the staffing
Equity, Diversity & Inclusion (GEDI), and Calgary Aboriginal
complement to 141 peace officers, 31 enhanced security
Urban Affairs Committee (CAUAC) teams.
guards, and a Calgary Transit Ambassador Program pilot
(in progress).
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Attachment 2

Edmonton, Alberta
Integrated response Systems modernization Total budget
• Transit Safety Plan, 2022 February, one-time funding of
• The recent Transit Safety Plan, led by the Director of • Increase the Edmonton Transit Service (ETS) control
$3.9 million.
Transit Safety, includes an increased collaboration centre staff.
between Edmonton Transit, Community Standards peace • Project director – $185,000
• Expansion of electronic fare system.
officers, the Edmonton Police Service, and community • Three additional peace officers and outreach workers –
outreach workers through a shared communications • Updates to the Conduct of Transit Passengers Bylaw to $830,000
deter dangerous activity and substance use by redefining
plan. The Transit Safety Plan has expanded transit security • Two Transit Peace Officers – $250,000
loitering (visible use of intoxicants and remaining on
dispatchers to support the Transit Watch program.
transit property while engaging in behaviors or activities • Cost of Transit Safety Plan
other than related to using transit.) • Covid-19 funding, Financial Stabilization Reserve and
Staff well-being Edmonton Police
Partnerships and support • Transit Centre Security Measures (May 2021) $24 million
• Bus shields have been installed. • 12.8 million for bus shields.
• Human-centred Engagement and Liaison Partnership Unit –
• Building a continuous training program for Transit operators. a partnership with Edmonton Police Service, Boyle Street • 10.2 million to increase Transit Safety Plan and Edmonton
Community Services, Mustard Seed, Boyle McCauley Heath Transit System Control Centre staff as well as add security
Centre, Native Counselling Services, Bent Arrow and the guards at 21 of the 43 transit facilities and LRT stations.
Station infrastructure George Spady Society provides direct links to resources.
• $877,000 for building a continuous training program for
• Community Outreach Transit Teams (COTT) – a partnership Transit operators.
• The recent restructuring of the Stadium LRT Station as an with Bent Arrow Traditional Healing Society (two-year
above ground station addresses required upgrades and Pilot initiated in 2021 September to build relationships
the safety concerns of the tunnel system. and connect individuals within the transit system to Staffing details
community support sand resources.
• 90 Transit peace officers, six peace officers to work with
six community outreach workers.
Other education and outreach initiatives
• Drug poisoning prevention teams (Boyle Street Community
Services), safety information boards, communication plan
and bystander awareness program.
• ETS Warming Bus to continue even after extreme weather
response has been lifted.
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Attachment 2

Vancouver, British Columbia
• Perception of safety analysis was completed to make sure
• Since 2005, Vancouver has had its own Metro Police • In 2023 April, Safety on Transit Campaign – a safety
the safety campaign is targeting the correct locations.
Detachment. education campaign on all modes of transit including
52 new posters outlining safety assistance and emergency • Youth Liaison Officer, Inter-Regional At-Risk Youth Link,
• In 2022 November, the Provincial Government approved
procedures to support new and returning passengers. Mental Health Liaison role.
the TransLink Security Management Limited application
for a designated law enforcement unit composed of • Looking into initiatives like Car 67 (Surrey Royal Canadian
Community Safety Officers (CSOs), which will be under Mounted Police) and Car 87 (Vancouver Police) programs
the supervision of the Metro Vancouver Transit Police.
Systems modernization police teamed up with mental health professionals.
The CSO program is expected to start by fall 2023. Vancouver believes this mental health initiative could
• Technology upgrades and initiatives: be mirrored with their metro police. Since mental health
• They use a Community Policing Model where neighbourhood
• Compass Fare Inspection App Project (80 per cent nurses are part of the team, it may be possible to fast-
Police Officers patrol the same area to learn about
complete) replacing handheld units for conducting track resources.
community needs to address specific concerns/issues.
fare checks with an app on cell phones. Along with
• The Enterprise project is currently being initiated: this there was a cell phone upgrade in 2022.
coordination of bus, SkyTrain and metro trains as they Total budget
• Using the Digital Evidence Management System
all have different directors, but these are all policed by (DEMS), increasing staffing in this system and a data • 184 police officers; 12 community peace officers with a
Vancouver Transit Police. storage review. request in 2023 for an additional 12; and 84 civilian staff
• Intellibook Fingerprint Station to facilitate out of with a request in 2023 for an additional three positions.
Staff well-being custody prints and Intelliscreen for civilian prints.
• Remote access to Canadian Police Information Centre Budget
• Protective barriers for bus drivers, employee surveys for and Canadian Justice Information Modernization on
dedicated Transit Police desktops. • South Coast British Columbia Transportation Authority
annual reports, critical incident stress team, peer-to-peer
Police Service Designated Policing Unit Board – $45,827,533.
program, work safe mental health support, and incident • E-COM radio network that allows for positive support
command training. of Transit police and municipal police. • This is an increase of 12.5 per cent from the 2022 budget.
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Attachment 2

Ottawa, Ontario
Integrated response Station infrastructure Type of service
• 1 chief, 1 deputy chief, 4 superintendents, 1 court worker,
• Special Constables Unit consists of peace officers, call • Free Wi-Fi on Line 1 (Confederation Line) – TELUS has
5 sergeants, 34 special constables, 11 communications
takers, dispatchers, security camera operators and transit helped with this initiative ($10.3 million contribution and
officers, 4 transit fare enforcement officers and
fare inspectors. $2.6 million from the City of Ottawa) This was more business
1 administrative clerk.
• Ongoing collaborative work with emergency services, related to increase ridership but also increases safety.
including Ottawa Police Service, Ontario Provincial • CCTV cameras inside the trains (10 per vehicle), almost
Police and RCMP as well as Ottawa Fire, Paramedic 900 cameras across 13 stations that can be used for Budget
Services, Bylaw Enforcement and Transit. evidence in criminal matters. • Special Constables Unit grand total: $9,607,403.04.
• Almost half of OC Transpos’s buses are equipped with • No budget increase or request for additional funding.
CCTV cameras and all buses have protective barriers.
Staff well-being
• Permanent bus barriers for bus drivers. It began as a pilot Systems modernization
project in 2019 and has expanded to include all buses.
• Ongoing assessment of staff training to ensure knowledge, • Expand the incident reporting system to better allow
skills and abilities to manage such situations. customers and employees to provide information about
incidents that require attention (online reporting filing).
• Night Stop – after 9 p.m. the stops are centrally located in
an open well-lit area and close to emergency boxes and
payphones.
• Safe Stop – after 7 p.m. riders can request a safer stop
closer to their destination.
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Attachment 2

Toronto, Ontario
(current state as of June 2023)
Integrated response Staff well-being Systems modernization

• Initially, due to incidences, the Toronto Police Service • Training • Adding more station supervisors, improving and adding
(TPS) was supported by deploying 80 Toronto Police • Culture and Readiness Training, Community Safety more CCTV cameras, and improving their presence on
Officers on the Toronto Transit Commission (TTC). Ambassador Training, Security Guard Training, TTC the subway platforms.
• On 2023 February 28, the Toronto Transit Commission specific training in customer service, safety, TTC • Toronto Police Service has a Public Safety Data Portal for
created the Community Safety Issues and Response facilities and operations, communications and radio their data collection allowing people to look at real-time
document outlining its response to social conflict and protocols and diversity, equity and inclusion training. stats for the previous five years through Power BI.
committed new funding ($4.9 million) for 10 additional • De-escalation training for frontline staff (full day for
Streets to Homes outreach workers, 25 additional TTC bus operators, customer service agents, collectors,
special constables, the introduction of midday cleaning on janitors and escalator mechanics).
Partnerships and support
core streetcar routes, and a one-year pilot expansion of the • TTC is partnered with City of Toronto shelter support and
City of Toronto’s Multi-Disciplinary Outreach Team (M-DOT) Housing Administration Division (SSHA) on pilot projects
Program with dedicated outreach resources for persons Station infrastructure to ensure Streets to Homes Initiative continues.
experiencing mental health challenges and homelessness.
• Expand Multi-Disciplinary Outreach Team (M-DOT)
• TTC and the City of Toronto have adopted an integrated • Texting SMS – text a tip was created on March 14, 2023.
consisting of workers, mental health case managers,
and collaborative communications planning and media • Tracking of customer boardings shows they are at a registered nurse, a housing worker and access to
outreach and response method. Initiatives included 71 per cent of pre-pandemic levels: psychiatrists to provide mental health support to
Your Safety Partner, Highlights of Assaults Prevention • Bus network – 84 per cent persons experiencing homelessness.
Campaign, and the Customer Community Safety and
• Streetcar network – 60 per cent • M-DOT has the SPRINT pilot project at Union Station, an
Security Survey.
• Subway network – 63 per cent increased amount of coordinated outreach supports and
resources, including the provision of dedicated shelter
• Hybrid work may account for these numbers as most
spaces to support individuals’ access to safe inside spaces
workers will use transit to commute.
and supports more effectively.
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Attachment 2

Toronto, Ontario
(current state as of June 2023)
Type of service Budget Response time

• The complement of 74 special constables will increase • 2023 – $958.7 million (an increase of $53 million from • For Lines 1 and 2 (average of 13 minutes in 2023 April).
by 12 in 2023 July. 2022).
• Community Safety Response provided 50 temporary • An additional 4.9 million for Community Safety Issues
security guards, 20 community safety ambassadors, and Response.
special constables overtime and six Transit control • TTC is seeking further funding for interim measures
dispatchers. (authority to allow the CEO up to $15 million to respond
to any emergency). This includes unfunded safety and
cleanliness measures up to 2023 May 1, ($1.4 million) to fund:
• 20 community safety ambassadors on the TTC
• 50 security guards
• 6 transit control dispatchers
• Extended station cleaning
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Attachment 2

Montreal, Quebec
• Working with two social rehabilitation groups to improve
• May 2023 – hiring 18 new safety ambassadors, 20 new • Montreal has turnstiles; however, they still have issues
its outreach to homeless persons and provide them
special constables trained as peace officers in addition with fare evasion – their focus is on LRT platform safety
access to social services.
to 20 new extra sanitation workers. and social concerns.
• Partnership with provincial government health outreach
• Safety ambassadors increase the security presence and • They have over 3,000 cameras in the train stations
workers. They work in teams of two that are available to
are deployed based on need from statistics. managed by their ops team.
respond to non-violent, non-aggressive individuals as
• They believe visibility of police presence is met with • They use the CompStat program for their data management first responders.
peace officer (constables) and the new ambassadors which allows hot spotting data to support deployment
• Teams consisting of social workers, a special constable
and not police officers. They believe police should patrol of resources.
(Society of Transport Montreal inspector), Montreal
the metro and put efforts to combat the high crime
police officers to work with Old Brewery Mission, social
area in the metro. The city pays Montreal police for their
presence on the transit system. Systems modernization workers with the Society of Social Development, Mobile
Mediation and Social Intervention Team.
• More deployment to metro trains over buses as statistics
• More constables in an assigned area for longer periods • A warming bus available after stations have closed that
show that most social disorder happens on trains.
of time to gain more knowledge of the area (community takes users to a shelter during the winter months after
policing/hub model). stations close. They spend more energy on metro trains
Staff well-being • Hiring specific call centre staff that are not special
and not buses as stats show the most social disorder is
on trains.
constables to add cost savings.
• Cameras are installed in all buses (not live but • They are looking at revamping their command centre for
downloadable). the purpose of finding the correct tool to dispatch the Type of service
correct resource to the situation.
• Police Service has a dedicated unit of 132 police officers, the
Society of Transport Montreal has 164 special constables.
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Attachment 2

Philadelphia, Pennsylvania
• Increasing the number of social service outreach
• Created the Scope Program (pillars: safety, cleaning, • Creating a virtual patrol centre to monitor transit stations
specialist from 7 to 50 from three different agencies
ownership, partnership and engagement), a comprehensive and concourses using 30,000 cameras.
system-wide coordinated effort to connect vulnerable • Outreach firms – Eagle Staffing, Merakey Parkside
individuals with social services and provide a safe, clean Recovery and One Day at a Time (ODAAT) – work to
transit system for riders and employees. Systems modernization guide vulnerable populations off the transit system by
engaging, building trust and assessing needs.
• Increasing uniformed police and transit officer deployment,
deploying Southeastern Pennsylvania Transportation • Closure of one station for two-weeks time for cleaning –
Authority outreach specialists throughout the day. the cost was $1 million.
Type of service
• Increasing the number of social service outreach • Increased 2022 budget for cleaning by $14.8 million.
Intensive cleaning on weekends including shutting • Southeastern Pennsylvania Transportation Authority
specialists from seven to 50 from three different agencies. Police Officers: currently have 210 and 260 are currently
down stations – quick clean teams deployed to certain
• A co-responder model with a transit safety officer and locations to respond to major cleaning issues. budgeted.
social workers.
• Promoting Transit Watch App to allow customers to ask
for help discreetly and anonymously. Budget
Staff well-being • Launched the Open Data Portal – financial, ridership, • $100 million.
mapping and other data on the website.
• Agency-wide mandatory training to increase employee
awareness of best practices for vulnerable riders,
de-escalation techniques and available tools.
• Providing custodians with cell phones to contact transit
police as necessary.
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Attachment 2
Appendix E: Guiding documents

Canadian Urban Transportation Association (CUTA)
CUTA_Transit_Safety_Recommendations_EN-f2.pdf (cutaactu.ca)
The City of Calgary

Assessing a Closed System as Part of the City of Calgary Transit Safety Strategy - IP2023-0368.pptx (calgarypolicecommission.ca)
Technical Report
filestream.ashx (escribemeetings.com)
The City of Calgary – RouteAhead

calgarytransit.com/content/dam/transit/plans---projects/RouteAhead_Council%20Approved_July%202023.pdf
Calgary Mental Health and Addiction Strategy and Action Plan

Calgary’s Mental Health and Addiction Strategy
Calgary Climate Plan

Calgary Climate Strategy- Pathways to 2050
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Attachment 2
Appendix F: References
Loukaitou-Sideris, A., Brozen, M., Pinski, M., & Ding, H. (2020). Los Angeles, USA. Transit Crime and Sexual Violence in Cities, 115–127.
doi.org/10.4324/9780429290244-13
Chowdhury, S., & van Wee, B. (2020). Examining women’s perception of safety during waiting times at public transport terminals. Transport Policy, 94, 102–108.
doi.org/10.1016/j.tranpol.2020.05.009
womanact.ca/publications/issue-brief-women-safety-and-public-transit
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CD2023-0896
Attachment 2
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A safe and secure journey for everyone

Guiding documents 7 Systems modernization 23

Canadian Urban Transportation Association (CUTA) 7 Station infrastructure 25

Municipal Development Plan 2020 7 Conclusion 27

We have already made significant investments and improvements to the

Making our transit network a safer place to ride is a shared responsibility

Integrated Connecting Staff System Station

Calls for service (thousand)

One of Calgary Transit’s customer commitments is to ensure customers feel secure

The COVID-19 The City of Calgary’s response

Canadian Urban Transportation Association The City of Calgary

over the next 60 years. It

works together with the

2023 CUTA focus areas

cities across the country to use for Calgarians and

in their lifetime, five in five

Vision for public transit safety

Current state review and summary

In addition to gender, factors such as race, age, and income contribute to a

Current state of Calgary Transit safety responses

Transit Corporate Community Transit Peace Calgary Police Service

Current state of Calgary Transit safety emergency responses

Medical emergency Crime in progress Known emergency

• Dispatched to scene • Second to attend scene –

• May be dispatched to a scene Security • No response

A strategic framework for transit safety Measuring success

The areas of focus Feelings of safety by

Integrated Connecting Staff System Station

• Community Outreach • Community programming

• Mental Health and

What this will mean

Why we are taking

CTrain District 1 – District 2 – District 3 –

Connecting to community resources

Community Outreach Team interactions

What does experiencing

How we will do this Why we are taking this approach

Community Outreach Team

Calgary Homeless Foundation’s A Community Outreach Team story

What this will mean

Canadian Urban Transit Association recommendations

How we will do this Why we are taking this approach

Canadian Urban Transit Association recommendations

What this will mean

Why we are taking

• Advance Computer Aided Dispatch upgrade project; technology solution to assist in

Canadian Urban Transit Association recommendations

What this will mean Crime prevention through environmental design

Focused security Natural access control

• Create and maintain environments in and around transit stations that

How we will do this Why we are taking this approach

Appendix A: Research and data

Internal research Riding on a bus feels or would feel safer

21% 46% 12% 5% 12% 68%* 71%

■ Strongly agree ■ Somewhat agree ■ Somewhat disagree *Rounding

Appendix B: Jurisdictional scan

Ottawa, Toronto (Ontario) and Montreal (Quebec). and Cleaning

In addition, Victoria (British Columbia), Saskatoon connect vulnerable individuals

(Saskatchewan), Waterloo and Brampton (Ontario) Engagement