Sustainable Transportation Blog

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What Role for the Electric Car?

Consumer electronics such as computers, cell phones and iPods have long followed a predictable economic arc: the first generation will be highly expensive and desired; early adopters will pay the hefty price; industry will make rapid improvements for subsequent generations, which will be cheaper; and eventually the product becomes mass-produced and affordable for a wide range of consumers.

The same thing may not be the case with electric and hybrid cars. The rapidly escalating demand for electrified motor vehicles may be driving the price beyond the reach of affordability. Mischa Popoff, writing in the Winnipeg Free Press, believes that the economics of battery technology are revealing hybrid cars are a costly mistake, because the batteries are so costly and the growing popularity of hybrids is only driving the cost of the raw materials up:

"A run-of-the-mill hybrid battery is currently triple the cost of a gasoline engine, about $8,000. Raw materials comprise 70 per cent of this cost. [T]he high-performance 2010 GM Volt hybrid['s] lithium battery costs a whopping $21,000. Let me stress, that's just for the battery at today's price for lithium."

For these reason, Shai Agassiz believes that the only to way to make electric cars viable is to separate the ownership of the cars and the batteries. His California-based company A Better Place is making a lot of headlines with its innovative and potentially game-changing approach to electric cars:

"To ensure that we can confidently drive an EV anytime, anywhere, Better Place is developing and deploying EV driver services, systems and infrastructure. Subscribers and guests will have access to a network of charge spots, switch stations and systems which optimize the driving experience and minimize environmental impact and cost."

The scheme involves a vast infrastructure of stations for swapping out the batteries. As the Globe and Mail reported recently,

"The business plan takes its inspiration from the mobile phone industry. As with cellphones, where most customers pay by the minute or buy fixed-rate plans, Better Place customers will pay by the mile driven or buy a fixed-rate plan that allows unlimited miles and battery swaps...Of course, the battery-swap concept requires a standardized battery pack and electric vehicle design. If every EV has a different design and battery, the robots won't be able to swap batteries efficiently...But this is not a small problem. Many in the auto industry do not believe that a critical mass of car makers will agree to design cars around one battery standard. Battery technology is advancing too quickly for the industry and individual companies to settle on a standardized battery design."

However, even if this problem were resolved, others argue that not even a total switch to electrified transportation systems will solve our problems. Lynn Sloman, writing in the Guardian, acknowledges that technological advances need to be a part of the transition to sustainability, but worries that an overdependence on this approach allows us to get ourselves "off the hook" in terms of our behaviour:

"The worry is that the government will focus on long-term technological solutions and do little to encourage short-term behaviour change. But trusting exclusively to future technology is the Superman solution. It's like ignoring the gently downward sloping footpath and hoping instead that at some point in the future you will be able to safely jump off a cliff to get down to sea level. The only trouble is, unlike Superman, we may be heading for a crash landing."

The tension here is between what is referred to as “weak” and “strong” sustainability. For adherents of “weak” or “technological” sustainable development, continued economic growth is considered essential, and indeed should be encouraged so as to raise living standards in developing nations. It also accepts that human beings as economic actors will not be able to control their habits as consumers. Therefore, unsustainability becomes a matter of more accurate pricing, better policies and sufficiently “green” technologies (like electric cars) to more effectively manage consumption.

“Strong” or “ecological” sustainable development, by contrast, rejects these assumptions. Far from being a matter of adjusting prices and policies within the existing system, it is the current paradigm associated with economic growth and development that is itself seen as the problem. Relying solely on the development of “green” technology will be at best an interim measure: a fleet of electric cars, for example, while less polluting in use would still require the consumption of vast resources to produce and generate undesirable social consequences in terms of urban form, quality of life, congestion and so on.

Here at the Centre for Sustainable Transportation, we see the electrification of the vehicle fleet as only one component of a much broader strategy. Electric cars – or plug in hybrid electric vehicles (PHEV) – will not on their own constitute a sustainable transportation system. Rather, we envision a strategy premised on a “Hierarchy of Modes”, with the priority placed on those with the greatest benefits to society with the least costs. At the top of the hierarchy then is no travel or E-work, followed by active transportation (cycling, walking etc.). Then the priority must be placed on mass transit, then carpooling. Only then can we see the potential for plug-in hybrids and other electric cars. Finally, we must do what we can to make conventional internal combustion vehicles as sustainable as possible for the duration of their usable lives.

There will be electric cars, but we cannot pretend that they will see the same phenomenon of mass ownership that the case for the car in the 20th Century. Our needs and more importantly our constraints -- from strained resources to strained economies -- will not likely allow us that fantasy again. But the electrification of the vehicle fleet does have a vital role to play within a wider, broader and most socially equitable strategy of sustainable transportation.

Can Metrolinx Get the GTA on Board for "The Big Move"?

On October 2nd 2009, the Ontario Crown agency Metrolinx received the Canadian Institute of Planners award for planning excellence at the CIP conference at Niagara Falls. I attended not only the award ceremony but the conference session offered by Leslie Woo, Vice President of Policy and Planning of Metrolinx.

The award was given to Metrolinx for its massive planning effort, dubbed appropriately, The Big Move. This effort is a $10 billion, 25-year strategy to completely retrofit the Greater Toronto Area with multiple, excellent layers of public transit and related infrastructure and urban development.

A number of things make this a remarkable step forward for public transportation in Canada. The first and most significant is that this entirely a provincially-funded and mandated plan. Authorized by the Metrolinx Act (2009), the Big Move is managed by a Crown agency which is in turn overseen by a non-elected Board of Directors.

As Woo explained at the Niagara conference, The Big Move is intended to redress a "lost generation of investment" -- two decades in which the public transit infrastructure and fleet were allowed to fall into disrepair and lag behind the growing needs of the region. The costs of congestion costs were becoming immense, with worse to come. The province calculated these losses at $6 billion in 2008 dollars and that business as usual in the GTA would run $15 billion annually by 2031.

The other highly significant factor underlying The Big Move was that there was already an existing and solid provincial foundation in terms of land use legislation – the Ontario Greenbelt and Places to Grow legislation. With these already existing plans in place, there was no need for The Big Move to engage in a debate about any growth and development issues.

The challenges are immense. There are 10 existing transit 0perators in the region, all of whom were needed to bring on board to cooperate on a seamless system with shared fare structures. What would be needed for such a network?

Their initial public consultation was revealing. The two decade "lost generation" had created such an interlocking series of problems that no mere tinkering could repair them. There was a significant public mandate for a revamped system, which would double regional transit service and tripling the number of routes. Even with such an investment, however, commuting times will not significantly drop. All this, just to maintain existing travel times in the face of a growing regional population.

What the provincial government did not have, however, was any public willingness to pay more for this improved transit. No new taxes, or significantly higher fares, would be tolerated. The system would need to be financed another way.

The planning foresaw 100 steps; yet was to be premised on what they call the system's "Nine transformative elements:"
  • An expanded regional rapid transit network;
  • Better and more transit connectivity to Pearson Airport from all direstions in the region;
  • A dramatically renovated and expanded Union Station, at which the lines converged, so as to quadruple its capacity;
  • Complete walking and cycling network with bike sharing;
  • Information system for travellers -- adopting what Metrolinx calls a "travellers first" outlook;
  • Region wide integrated transit fare system – supported by high tech pass cards;
  • Mobility hubs – which are basically Transit Oriented Development on steroids, complete with multimodal operability residential developments, services, and employment, as well as embedded technology supporting the "travellers first" model;
  • A comprehensive, multimodal strategy for goods movement through the region; and
  • A sound financial strategy to make the whole thing sustainable over decades.
To manage all this, the province, which owns 100% of the system, contracts out the operation to regional operators on a performance basis. And Metrolinx will need to come back to the province in 2013 with their investment strategy. In 2028 the system's costs will peak, and while the Province can amortize these costs long term, Metrolinx needs to come up with an additional $40 billion. Where to find it?

Their suggestions: Road pricing; parking fees; a gas tax; transit operating grants; transit capital grant; and a 1% sales tax. This would come to $2 billion a year...or as they reason, $1.35 per person per day -- the cost of a cup of coffee.

However, as Woo pointed out, Metrolinx has no authority to implement these fees and taxes. And there will be a huge public debate about this, as there is no appetite among the public to spend a penny more to improve transit. As well, public opposition is building over some of the system's elements. So part of the problem is building a constituency for transit -- which, she argues, a transit system can do by getting initial projects underway right away to make some initial major improvements.

These improvements include electrification of the diesel GO trains; although they are also open to future propulsion systems, including hydrogen.

The scale, elements, approaches and ambitions of The Big Move clearly warrant the CIP award for excellence in planning. It demonstrates a number of key elements for success in public transportation:
  • a provincial legislative mandate;
  • robust provincial funding premised on full-cost accounting, that recognizes the province's stake in urban mobility as well as the high cost of doing nothing;
  • a regional approach;
  • integration with existing land use planning;
  • attention to excellence in urban design; and
  • a multimodal approach that integrates walking, cycling and motor vehicles.
The extent to which Metrolinx can achieve its "nine transformative" elements should be of great interest to transit systems all across the country.

By Michael Dudley