Exhibit 5 shows the gap between expected benefits and actual results. It says that the initial project expected benefits, set out by the corporation in 2007, included improvements made to tracks and station infrastructure, which was to be done at a cost of $1.6 million per kilometre, and it was to build 160 kilometres. In reality it built 70 kilometres, roughly half of the expected amount, at a cost of $4.5 million per kilometre. Roughly half the kilometres were built at a cost of $70 million more than was originally planned.
In the row below, it states that the expected investment was to build 12 additional trains. The reality was that we got eight trains. We were expected to get reduced travel time. We got increased travel time. We were to improve on-time performance, which stood at 82%. The actual result was worse on-time performance, at an average of about 65%. The expected benefit was to be $32 million in additional revenues. The additional revenues were not obtained. There was supposed to be a 23% increase in ridership. Since 2009 there has been a 17% decrease in ridership.
This is the gap between the expected benefits resulting from improvements to the Kingston subdivision rail infrastructure. Why is there such a gap between the promised benefits and the actual results?