CHALLENGE

An initiative of the City of Toronto and the

Brookfield Institute for Innovation + Entrepreneurship

EXECUTIVE SUMMARY

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BACKGROUND

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Transportation Services’ Commitment to Innovation
● The City of Toronto’s Transportation Services Department has a long history of embedding
innovation within its approach to developing and implementing policies, programs and services.

● The Vision Zero Challenge is the most recent initiative to use innovation methodology to
improve road safety and transportation planning.

● This deck provides a summary of the Vision Zero Challenge and provides an overview of the
following:
○ Methodology
○ Project Design + Planning
○ Project Execution
○ Outcomes
○ Recommendations for Future Innovation Projects

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What is the Vision Zero Challenge?
The Brookfield Institute for Innovation + Entrepreneurship (BII+E), in partnership with Transportation Services, co-
designed an 8-week innovation challenge to encourage members of Toronto’s innovation, design, Civic Tech,
policy and advocacy communities to develop data-driven solutions for making Toronto’s streets safer today, as
well as in the future.

Solutions were evaluated over a two-phased judging process. The winners and runner-up received a total of
$10,000 and the opportunity to work alongside City staff to refine their solution at Civic Hall Toronto.

The goals and objectives of the Challenge included:

• Supporting the development of 3-5 working prototypes and/or proof of concepts to help inform the
City of Toronto’s implementation of Vision Zero and road safety/transportation management plans;

• Building stronger connections between Vision Zero implementation partners, as well as the City of
Toronto, civic innovators and entrepreneurs;

• Supporting the opening of new datasets, as well as enhancing the quality and accessibility of
existing datasets to the broader community.

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PROJECT DESIGN + PLANNING

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Methodology
Transportation Services expressed a desire to prioritize the needs of vulnerable populations. Project partners recognized that close
collaboration between participants, policymakers and end-users would be a key success factor to develop effective road safety measures.
As a result, BII+E drew from human-centred design and innovation challenge methodologies to develop the project.

Innovation Challenge Human-Centered Design

● To accelerate ideation and the development of prototypes, BII+E
recommended using an Innovation Challenge approach.
● A Challenge is an approach that seeks new ideas for resolving an
issue by offering a reward to whoever can most effectively
address the defined problem. Challenges are designed to offer
guidance on what the end tool, product, service or program could
look like, but not be prescriptive or dictate what it has to look like.1
● This creates an environment that spurs creativity and unlocks a
range of diverse, new possibilities.
● To ensure that the lived experiences of vulnerable populations
were at the centre of the Vision Zero Challenge, BII+E
recommended using human-centred design.
● Human-centred design is a creative approach to problem solving
that focuses on the user’s needs, wants and limitations when
developing a solution. It offers problem solvers a chance to design
with communities, to understand the people they are looking to
serve, and to develop new ideas and solutions that are rooted in
people’s actual needs.2
● It can improve strategic decision-making, as well as increase the
effectiveness of individual programs and services.

1 Nesta. (2014). Centre for Challenge Prizes.

2 IDEO.org. (2015). The Field Guide to Human-Centered Design. CHALLENGE
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Insight Workshop
The first step in a design process is to develop a deep understanding of the problems and needs of the people solutions are
being built for.

To gather insight into the challenges, needs and wants of those with intimate knowledge of the Vision Zero policy, BII+E
designed and facilitated a 2-hour workshop that brought together policymakers across City of Toronto divisions and Vision
Zero implementation partners.

To generate these insights, the workshop was designed to answer the following questions:

● When you reflect on the incidents where a person has been killed or seriously injured on Toronto’s road network -
what patterns exist?
● Who is most impacted by this problem? Who are key community groups and stakeholders?
● What have you heard from these groups about this problem?
● What information or tools are missing to make Vision Zero truly data-driven?

Workshop attendees discussed each question for 20 minutes before rotating to the next station. Participants had the
opportunity to discuss three of four questions during the workshop. Themes were clustered and analyzed by BII+E to
develop four insight statements.

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Development of Problem Statement
Insight statements exposed key barriers to implementing the Vision Zero Road Safety Plan. These included:
● Tension between the lack of shared responsibility between all road users;
● Short-term decision making (and a lack of long-term thinking) perpetuated by the media and 24-hour news
cycle;
● Conflicting priorities at the City of Toronto

Project partners agreed that it would be difficult to develop meaningful solutions to insight statements 1, 2, and 3.
Consequently, Transportation Services and BII+E identified insight statement 4 as having the greatest value for an
Innovation Challenge approach.

With an insight statement identified, the next step was to:

● Develop a compelling problem statement to serve as a call to action for participation

To do this, BII+E worked with stakeholders from the advocacy community to frame the problem statement.
Incorporating feedback from key stakeholders, and working collaboratively with Transportation Services, BII+E led
the design of the Challenge problem statement.

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Insight 2
The media draws attention to certain incidents (involving kids and youth) more than others
(seniors), which distorts public perception of the problem. This existing narrative contributes to the
problem. As a result, politicians are forced to react to hyper-localized incidents. These actions
reduce the ability to step away from short-term thinking about individual accidents to see the
bigger picture caused by system-wide challenges: that the increasing number of injuries and
deaths has systemic impacts on public resources, public safety and community resilience across
all neighbourhoods.

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Insight 3
Despite these impacts, there lacks a shared sense of responsibility to improve road safety. All
road users (drivers, cyclists, pedestrians) believe that it is the behaviour of others that lead to
injuries or fatalities, not their own. At the same time, even within government, blame is placed on
other departments, partners or even jurisdictions for failing to solve the problem. Finger pointing
is abundant.

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Insight 4
While changes to infrastructure and traffic safety culture takes time, policymakers believe that
reductions to fatalities and injuries are possible through targeted investments. There is appetite
for a data-driven tool that enables predictive decision-making and targeted interventions.
Nevertheless, many expressed concerns that both a culture of fear and a siloed approach to data
management would impede the ability to achieve this goal.

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Problem Statement
In Toronto, a pedestrian is seriously injured or killed every 3 days on our roads. Between 2005 and 2016, there were over
2,100 pedestrians killed or injured. Traffic collisions aren’t accidents - as we’ve seen in other cities such as New York,
Seattle and Stockholm, they are preventable through smarter street design, targeted enforcement and thoughtful public
engagement. Together, we can make Toronto’s streets safer for everyone.

Investments are required across the city, but there is also a need to make data-driven decisions on where to prioritize
improvements immediately, as well as in the medium and long-term. These investments should be informed by research,
data, as well as input from citizens and local communities.

Toronto’s first Vision Zero Road Safety Plan (2017) acknowledges that deaths and serious injuries on our roads are
preventable, and outlines clear priorities to ensure that people can travel safely around the city as pedestrians, cyclists,
transit users, and drivers. The plan outlines four action areas: infrastructure investments, traffic safety education and
awareness, enforcement activities and leveraging technology. The challenge is how best to implement Vision Zero.

This initiative calls on civic innovators, transit users, data scientists, designers, urban and transportation aficionados,
citizens, academics and advocates to answer the question:

How might we use data, design and technology to make all Toronto road users, especially seniors, newcomers and school
children, safer immediately, and enable predictive and high-priority interventions in the future?

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Rules + Regulations
As Challenges have prizes to incentivize participation, they must comply with Canadian competition law. While BII+E worked
with Ryerson University’s legal counsel to develop the rules and regulations, it was up to project partners to determine key
components of these parameters. These decisions, as well as their rationale, are presented below:

Key Decision Point Rationale

Component

Types of Individuals or To ensure fairness and equity among participants, Canadian law requires Challenges to specify if
Participants groups of the competition is open to individuals or companies.
individuals
Project partners had extensive conversations about how engaging established companies would
change the spirit and outcomes of the Challenge, as well as implications for procurement.

Transportation Services expressed a desire to engage the CivicTech community, as well as Vision
Zero advocacy groups in this project. Consequently, project partners agreed that making the
Challenge open to individuals was the best approach.

Eligibility Legal resident of Consistent with Canadian competition law

Requirements Canada (except
for Quebec)
18 years or older

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 Rules + Regulations
Key Decision Point Rationale
Component

Judging Two-phased judging A two-phased judging process would enable the most promising ideas to be presented at the Pitch Competition and increase
Process process the quality of the winning submissions.

Phase I judges would use Phase I evaluation criteria to determine the most promising five submissions. These judges would
discuss and debate rankings and align on the top five during the judging deliberation.

Phase II judges would use Phase II evaluation criteria to determine the Challenge winners. These judges would have the
opportunity to readjust scoring after the Pitch Competition. Winners would be selected after discussion and debate at the
Phase II judging deliberation.

Evaluation Please see Image 1 for To ensure the best ideas made it to the final phase of the Challenge, BII+E worked collaboratively with Transportation
Criteria Phase I Evaluation Services to design and develop evaluation criteria.
Criteria and Image 2 for
Phase II Evaluation The criteria reflected a desire to for solutions that blend user research with quantitative data to generate new insights to
Criteria improve road safety at different time intervals.

Prize Package $7,000 for Winners The prize package was designed to incentivize participants and recognize their time and contribution to building solutions that
$3,000 for Runner Up would benefit the City, as well as the people of Toronto.

Both teams have the While project partners recognized that an 8-week competition is likely not enough time to build complete solutions that the
option of participating in City could implement immediately, the partnership with Civic Hall Toronto is an exciting new model to co-develop solutions
Civic Hall Toronto with city staff over a longer period of time.

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PROJECT EXECUTION

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Public Announcement
With a compelling problem statement, as well as the Challenge rules and regulations in place, the project partners began
preparing for public launch. This included the development of a unique brand and website, a strategic communications plan
and participant supports, tools and resources. Key milestones and activities throughout this phase are outlined below:

Public Announcement, May 14, 2018

On May 14, the Vision Zero Challenge launched to the public. This included the release of a public-facing website, branding,
problem statement and competition rules and regulations. In order to build interest and gain momentum among stakeholders
and communities, Transportation Services and BII+E took a coordinated approach to conducting outreach to over 190 key
stakeholders, organizations and individuals leading up to Kick-Off event. Over the next 2 weeks, project partners actively
encouraged potential participants to prepare for the Challenge by forming teams and registering for the Kick-Off event.

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Kick-Off
Challenge Kick-Off, May 31, 2018
The Challenge officially opens! Participants begin forming teams and brainstorming creative solutions. Resources such as
datasets, research and policy materials, and capacity building tools are publically released on the Challenge website. In
addition to the digital launch, Transportation Services and BII+E co-hosted an event at the BII+E office.

The Kick-Off event was attended by 99 people with diverse professional backgrounds. This event was designed to highlight
the lived experiences and perspectives of vulnerable road users. To achieve this, there was a panel discussion featuring the
following participants:
● Luke Simcoe, Communications Lead, Code for Canada
● Dr. John David Stewart, Chair of Health Committee, Toronto Seniors Forum
● Anjum Sultana, Vice Chair, Council of Agencies Serving South Asians
● Daniella Levy-Pinto, Steering Committee Member, Walk Toronto
● Laura Zeglen, School Traffic Management Facilitator, Green Communities Canada

Through a facilitated conversation, the panelists gave insights into challenges that seniors, newcomers, school children and
people with disabilities face when navigating Toronto’s roads and streets. The panel was followed by breakout sessions that
enabled participants to do a deeper dive into the unique challenges and barriers different road users face, as well as to
better understand the available research, supports and datasets.

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Ongoing Participant Supports
Throughout the Challenge, BII+E facilitated additional support and resources to participants. Ongoing engagement
with Challenge participants was a key success factor to fostering high quality submissions.
The supports provided included:

● A dedicated staff member to help build and manage the digital community. The staff member
troubleshooted questions, connected them to mentors and provided ongoing coaching and guidance.
● The creation of a ‘How to Get Started Guide’ that outlined how to navigate the data and dive into the
problem statement and resources provided.
● A curated list of Vision Zero research and policies, and global best practices.
● 64 datasets made available by the City of Toronto.
● Weekly blog posts providing tips and tricks.
● A taxonomy of transportation planning terms.
● Facilitated digital office hours and in-person meetups with end-users and content experts.
● An online portal to support participants in finding team members.

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Phase I Judging
Participants had 8 weeks to develop their ideas and were required to submit by July 26, 2018 for a chance to win
Challenge prizes. After the close of the Challenge, project partners began to prepare for judging and evaluation.

Phase I judges were selected to ensure that there was a diversity of professional and lived experiences on the
panel, including the perspectives of seniors, newcomers and school children. As a result, Phase I judges comprised
end-users, representatives from advocacy groups, and policy and content experts.

Phase I judges are presented below:

● Geoff Kettel, Steering Committee Member, Walk Toronto
● Jesse Coleman, Big Data Innovation Team Lead, Transportation Services, City of Toronto
● Jill Cheyne, Injury Prevention Manager, Toronto Public Health, City of Toronto
● Kristen Evers, Green Projects Team Leader, Toronto District School Board
● Maggi Mitchell, Experience Director, UX Research Toronto
● Mike Barnet, Senior Project Manager, Transportation Services, City of Toronto
● Nour Abu-Shaaban, Youth Program Coordinator, CultureLink Canada
● Priyanka Vittal, Board of Director, Cycle Toronto
● Rossana Tudo, Project Manager, 8 80 Cities

Judges convened on August 27, 2018 to deliberate and determine the top five entries based the evaluation criteria.
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Phase II Judging
Phase II judging began in early September 2018. Each judge reviewed the top five entries
independently before the Pitch Competition and evaluated each submission using the Phase II
judging criteria. A panel of judges representing the advocacy, policy and CivicTech community
was assembled to determine the Challenge winners.

Phase II judges are presented below:

● Barbara Gray, General Manager, Transportation Services, City of Toronto

● Gabe Sawhney, Executive Director, Code for Canada
● Rebecca Goodwin, Steering Committee Member, Walk Toronto

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OUTCOMES

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Objective 1
Objective: Support the development of 3-5 working prototypes and/or proof of concepts.

Outcome: Successful.

The Challenge supported the development of six working prototypes and proofs of concepts. For the City of
Toronto, a desired outcome was to generate a diverse range of ideas, something that is often more difficult using
existing government levers (ex. issuing an RFP). Solutions ranged from data dashboards to education and training
curriculum that uses virtual reality and simulation to build empathy across types of road users. A description of the
top five submissions is available in Appendix A.

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Objective 2
Objective: Build connections between vision zero implementation partners, innovators and the City of Toronto.

Outcome: Room for improvement.

Throughout the project design, BII+E and Transportation Services were mindful of facilitating as many
opportunities for key partners, innovators and City staff to connect and share perspectives and insights.

This included:
● The problem definition workshop
● Digital office hours and meetups
● Phase I and Phase II judging

Despite these efforts, Transportation Services acknowledged that more could have been done to engage City
staff and Vision Zero partners more consistently throughout the Challenge. While Vision Zero implementation
partners were engaged early on in the process, providing regular internal updates and opportunities to re-engage
could have enabled greater buy-in and shared ownership of the project.

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Objective 3
Objective: Support the opening of new datasets, and enhance quality and accessibility of existing data sets.

Outcome: Successful.

64 datasets were curated for the Challenge, including the release of 14 new datasets. These datasets are housed
on Github, an open source development platform where anyone can access and download the datasets. The next
step will be to include these datasets in the City of Toronto’s Open Data Catalogue.

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 Recommendations for
Future Innovation Projects

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Key Activity: Project Governance
Success Factors
A collaborative and trusting working relationship between the
project team is critical. While all projects come with
unexpected challenges, the collaborative and open working
relationship between Transportation Services and BII+E
enabled partners to navigate and overcome hurdles. The
lines between ‘service provider’ and ‘client’ were blurred so
that each partner felt equal responsibility for the success and
outcomes of the project.
Throughout the Challenge, Transportation Services and
BII+E had a strong working relationship. Team members
were able to discuss challenges, barriers and threats to the
project’s success openly and transparently. The core team
had weekly check-ins, followed by a detailed summary of
discussion points, next steps and action items.
Recommendation for Future Innovation Projects
Trust is critical to any innovation project.
To facilitate strong working relationships and trust from the
onset of a project, it is essential to establish good project
governance. This could include, but is not limited to:
● Scoping project work collaboratively with service
providers and/or partnerships;
● Having a project kick-off meeting where roles and
responsibilities are mutually agreed upon and key
activities and milestones are reaffirmed; and
● Having weekly project team meetings with agendas,
notes and next steps well documented.
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Key Activity: Design + Planning
Success Factors
Use a co-design approach to define the problem and develop
the project. Co-design is a collaborative approach to problem
solving that acknowledges the contributions of key stakeholders
and empowers them throughout the problem definition and
project design process. Using co-design, new insights emerged
enabling Transportation Services and BII+E to have rich
discussion about the possible directions of the project.
Anchor project design in desired goals and objectives. Having
clear goals and objectives served as the foundation to guide
project design. Being able to reflect on ‘what success looks like’
and what the project is actually trying to achieve was critical.
Recommendation for Future Innovation Projects
Alignment between scope of problem statement and Challenge
period. During project design, there was thoughtful discussion about
the problem statement, the duration of the Challenge and their
relationship. Nevertheless, some participants provided feedback
that the scope was too broad for an 8-week Challenge.
For future initiatives, additional reflection on the scope of the
problem and the amount of time provided to participants is a best
practice that should be carried forward.
Offering a larger cash prize: While many were motivated to
participate because they care about improving road safety, others
were motivated by non-intrinsic reasons. The Challenge required a
significant time investment, and some potential participants may
have been dissuaded by the available sum of prize money.
In the future, alternative models like corporate sponsorship and/or
creating avenues for the City of Toronto to fund innovation
outcomes directly could be explored.
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Key Activity: Stakeholder Engagement
Success Factors Recommendations for Future Innovation Projects

Co-defining the problem statement with key stakeholders was a key
success factor. Stakeholders provided a critical lens to question
how the problem statement was framed and challenged working
assumptions. By engaging stakeholders early on, many became
allies and collaborators, and developed a shared sense of
ownership to the project’s success. As a result, many stakeholders
ended up supporting the project in various capacities, including
promoting it on social media and within their own networks,
attending the Kick-Off event or acting as a judge and/or mentor.
Develop additional engagement opportunities between City
staff and key stakeholders. Due to the politically sensitive
nature of the Vision Zero file, the Challenge would have been
benefited from developing further engagement opportunities
between City staff and key stakeholders to aid these
stakeholders in understanding the City’s commitment to the
Challenge outcomes.

Diversity of Judges. Phase I and II Judges were deliberately chosen

to represent end-users, advocacy groups, and policy and content
experts passionate about road safety in Toronto. The judges
brought diverse skills, perspectives and lived experiences to the
evaluation process. This contributed to the end goal of selecting
high quality ideas that would improve the safety of Toronto’s
vulnerable road users.

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Key Activity: Outreach + Promotion
Success Factors
Conduct comprehensive and targeted outreach.
Over 190 organizations and individuals were contacted to
promote and/or participate in the Challenge. Outreach was
targeted to attract participation from the CivicTech
community. This proved to be successful, as the participant
survey revealed that 38.5% of participants heard about the
Challenge at a weekly CivicTech Toronto meetup.
Recommendations for Future Innovation Projects
Develop a proactive strategic communications plan.
Toronto benefits from a group of stakeholders and citizens
who care deeply about the issue of road safety. This
community is engaged and well-informed about the City of
Toronto’s investments and implementation of the Vision Zero
Road Safety Plan.
Upon launching, the Challenge faced criticism from this
community. Transportation Services and BII+E had to
constantly navigate the backlash over social media and in
mainstream media. Due to the political sensitivity of Vision
Zero. Accordingly, this project could have benefited from a
proactive strategic communications plan and the
development of a more nuanced narrative.
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Key Activity: Kick-Off Event
Success Factors Recommendations for Future Innovation Projects

Design an engaging, fun and accessible event experience. Event design matters.
The Kick-Off event’s high turnout and participation rate can be To create a positive event experience, it is important to
attributed to: understand the motivations and desires of the target community.
● An accessible and convenient location: The event was Each event should be customized to reflect these motivations.
hosted at BII+E’s offices, located at Yonge and Dundas.
The central location, with great transit connections, made it
easy for attendees to come to the event.
● Free: the event was free and attendees could be
reimbursed for transit fare. By removing financial barriers, it
enabled wider access and participation for all Torontonians.
● Great food: BII+E hired Food Dudes to provide catering.
Food Dudes is a well-known catering company within the
tech and innovation community. Having a range of delicious
food options encouraged attendees to stay the duration of
the event.
● Proactive outreach and promotion: BII+E leveraged its
broad network to actively promote the Kick-Off event on
social media and newsletters. This resulted in a sold-out
event.
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Key Activity: Participant Supports
Success Factors
Provide resources and supports to unlock innovation.
Innovation does not happen in a vacuum. The development
of new ideas and solutions requires the input of many people.
In the context of an Innovation Challenge, providing
participants with the right resources, supports and tools is
critical. Leading up to and throughout the Challenge
participants were provided with key information in weekly
newsletters, capacity building resources and supports,
access to clean and centralized data and resources, digital
and in-person office hours and access to Slack, an online
collaboration tool. Ongoing engagement and communication
with Challenge participants was critical to receiving high
quality submissions.
Recommendations for Future Innovation Projects
Provide additional checkpoints and networking opportunities
for participants to build connections and teams.
Required check-ins with teams should be arranged
throughout the Challenge to better understand the potential
submissions, and provide further opportunities for
mentorship.
Some participants expressed difficulty forming their own
teams, and wanted more support. The #find-a-team channel
on Slack and the matchmaking tool on the participant portal
was not sufficient for some participants.
In the future, a Kick-Off event could be designed to
encourage more opportunities to form teams. Alternatively, a
networking night could be organized to provide participants
with another opportunity to build teams.
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Key Activity: Prize Package
Key Success Factors
Incubation of winning solutions post-Challenge.
Transportation Services, BII+E and Civic Hall Toronto all
share a deep commitment to supporting the development of
solutions that improve road safety in Toronto. As a result,
partners worked collaboratively to remove existing
procurement and contracting barriers to ensure this new
model could be tested.
Recommendations for Future Innovation Projects
Work with partners who share goals and objectives and are
flexible in their approach to achieving them.
Innovation projects are exciting because they provide an
opportunity to try something new. However, it is important to
not lose sight of what success looks like. Build a project team
that shares this vision and will work proactively and
collaboratively to achieve desired goals and objectives.
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Thank you!
BII+E would like to thank Transportation Services for the opportunity to work together on this important project. We
look forward to following the evolution of the winning entries through the support of Civic Hall Toronto and to seeing
how Transportation Services continues to push the boundaries on innovative approaches to policy development.

For further questions or comments please contact Jesse Darling at jesse.darling@ryerson.ca.

For more information, visit brookfieldinstitute.ca

/BrookfieldIIE

@BrookfieldIIE

Brookfield Institute for Innovation + Entrepreneurship

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Appendix 1 - Phase I Evaluation Criteria

Judging Criteria Weight Description

User Research 20% The solution identifies a user need, want, or motivation and includes a sound rationale for
this choice.

User Experience 20% The solution provides a good overall experience for the user. This includes being intuitive,
and Interface visually appealing and easy to use.
Design

Impact 30% The solution has the potential to make it safer immediately for all road users, and enable
predictive and high priority interventions in the future.

Methodology 20% The solution uses a novel methodology to arrive at new insights.

Functionality 10% The solution represents all or nearly all of the functionality of the final product.

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Appendix 2 - Phase II Evaluation Criteria
Judging Criteria Weight Description

Phase 1 Judging 25% The final scores from Phase 1 judging.

Innovation 25% The solution is unique, creative and novel.

Sustainability 25% The solution demonstrates that it has the potential to live past the
Vision Zero Challenge by meeting user needs in the future, ensuring
ongoing data maintenance and functionality and the ability to
operationalize the idea.

Solution Pitch 25% The team articulates and demonstrates how the solution will help
users stay safe on the road immediately, as well as in the future.
The team demonstrates how they addressed concerns and
feedback from Phase 1 judges.

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Appendix 3 - Top 5 Teams
Civic Hackers FTW - First Place Winner
Civic Hackers FTW’s tool prioritizes the needs of Vision Zero
policymakers, implementation partners and local communities.
Drawing on insights derived from user research, this team built
an interactive map that allows traffic collision data to be easily
aggregated, visualized and analyzed on a citywide and ward
level. The map can be used to determine the contributing factors
of a collision and includes information about neighborhood
demographics and community services. This tool will equip all
road users, as well as policymakers, with the information they
need to improve road safety and introduce targeted
interventions.
TechForRoad Safety - Runner Up
TechForRoadSafety’s solution combines video and traffic signal
data to analyze the behaviour of pedestrians, cyclists and
drivers involved in near-miss collisions. Near-miss analysis is an
emerging field within transportation planning and offers
policymakers a new approach to understanding intersections
and streets that have unsafe conditions. This technology could
be deployed at any intersection to collect real-time data, the first
step towards generating an effective safety solution.
Drive for Life and ZeMind Games
This solution recognizes that road safety education needs to
be more engaging and more widely available. As such, this
team developed state-of-the-art gaming and simulation
technology that provides new, relevant training for all road
users.
Raymond Jean’s Team
In order to keep people safe on Toronto’s roadways, this
solution proposes a system of pedestrian chevrons and
contra bike lanes designed to reduce the number of traffic
fatalities and injuries for all vulnerable road users.
Grant Taylor’s Team
Drivers face a number of distractions each time they are on
the road. Recognizing that traffic collisions are caused by
human error, this solution takes a data-driven approach to
warning drivers as the likelihood of an collision increases.
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