2011 Work Plan · 2011 Work Plan The following section includes the initiatives to be undertaken by...

2011 Work Plan

Parking Operations Maintenance and Development Branch

Public Works Department

March 2011

Contents

Introduction .................................................................................................................. 2

Background .................................................................................................................. 3

Municipal Parking Management Strategy .................................................................. 3

Service Excellence ....................................................................................................... 4

Review of 2010 Initiatives ............................................................................................ 6

2011 Priorities .............................................................................................................. 6

2011 Work Plan ............................................................................................................ 7

2011 At-A-Glance ....................................................................................................... 12

Parking Stakeholder Consultation Group ............................................................... 13

Budget Process .......................................................................................................... 13

Key Contact ................................................................................................................ 14

2011 Work Plan Parking Operations, Maintenance and Development

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Introduction

With the approval of the Municipal Parking Management Strategy by City Council in 2009 as well as the 2008 Audit of the Parking Function conducted by the Auditor General (and the corresponding follow‐up Audits in 2009 and 2010), the mandate, scope and purpose of the Municipal Parking Program has been crystallized, leading to significant change for the Parking Operations, Maintenance and Development Branch. The key factors driving this change were:

• The Municipal Parking Management Strategy;

• The establishment of a designated reserve fund for parking; and,

• The change in reporting structure of the Parking Operations, Maintenance and Development Branch which now reports directly as a stand‐alone Branch to the General Manager of Public Works.

In approving the Municipal Parking Management Strategy, Ottawa City Council was clear in identifying parking as a service that is responsible for providing and maintaining an appropriate supply of affordable, secure, accessible, convenient and appealing public parking that supports local businesses, institutions and tourism. In carrying out this service, the Parking Operations, Maintenance and Development Branch manages 4,260 on‐street and 2,731 off‐street paid parking spaces. The off‐street spaces are located in five off‐street parking structures and 11 surface lots. Since the approval of the Municipal Parking Management Strategy in 2009, this is the first annual work plan to be submitted to Transportation Committee and Council for approval. It presents the key initiatives that were undertaken in 2010 and identifies the priorities and initiatives that are planned for 2011. Coinciding with this document, the Branch also provides a Financial Summary and Capital Program Plan which presents, in detail, the projected revenue and proposed operational expenses for 2011, as well as the planned spending from the Parking Reserve Fund to support the capital programs outlined herein. The Financial Summary and Capital Program Plan also outlines the long‐term planning that has been undertaken to ensure a viable parking reserve.


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Background

The Parking Operations, Maintenance and Development Branch is comprised of three units (Parking Studies, Parking Operations, and Special Projects), and operates in alignment with the Municipal Parking Management Strategy. This work plan document is one of the outcomes of the Strategy. Along with the Annual Report, this document provides a clear window into the operation of the paid parking program and provides Council with a plan of what is proposed for the upcoming year. The following Vision Statement has been developed for the Parking Operations, Maintenance and Development Branch. Municipal Parking Management Strategy

The Council‐approved Municipal Parking Management Strategy was the result of extensive consultation with the community and the various stakeholders related to parking services. It was further coordinated with a number of other projects including the updating of the Transportation Master Plan, the review of Cash‐in‐Lieu of parking, the procurement of Pay and Display technology and the 2008 Audit of the Parking Function. The Municipal Parking Management Strategy identifies that the following statement will govern the Municipal Parking Management Program’s policies and objectives and guide its actions:

The Municipal Parking Management Program values efficiency, transparency, and clarity. Stakeholders will be engaged through regular and timely communications and opportunities for consultation.

Further, the following objectives for the Municipal Parking Management Program were identified to clarify its purpose and serve as the basis for policy and performance appraisals and ultimately act as a glue that binds the entire organization together:

1. Provide and maintain an appropriate supply of affordable, secure, accessible, convenient, and appealing public parking;

2. Provide and promote affordable short‐term parking services, and fair and consistent enforcement services, that support local businesses, institutions, and tourism;

We are recognized and respected as an innovative,

progressive leader in the provision of world-class parking services for our Nation’s Capital.


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3. Promote, establish, and maintain programs and facilities that encourage the use of alternative modes of transportation including public transit, car/van pooling, taxis, auto sharing, cycling, and walking;

4. Support residential intensification and resolve parking problems within residential areas caused by significant traffic generators or conflicting uses of the roadway, including implementing on‐street permit parking programs to relieve area residents and visitors from parking regulations directed at the non‐resident; and,

5. Ensure the revenues generated by the Municipal Parking Program are sufficient to wholly recover all related operating and life‐cycle maintenance expenditures; contribute to a reserve fund to finance future parking system development, operation, and promotion; and then assist in the funding of related initiatives to encourage the use of alternative modes of transportation.

This establishes the Municipal Parking Program as a service provider as opposed to a revenue generator and clearly lays out the purpose of the program. In addition, the Municipal Parking Management Strategy provided a number of tools and requirements to direct the fulfillment of the Strategy’s objectives. These included:

• Rate Setting Guidelines;

• Terms of Reference for Local Area Parking Studies;

• Terms of Reference for the Parking Stakeholder Consultation Group;

• Establishment of a Parking Reserve Fund; and,

• An Implementation Plan. The Municipal Parking Management Strategy and its corresponding objectives and tools help to clarify the purpose of the Municipal Parking Management Program and how it operates. In addition to this, the Parking Operations, Maintenance and Development Branch aligns with City of Ottawa corporate standards and initiatives that address such things as financial planning/reporting, transportation planning, and service delivery. One of the current key City‐wide initiatives that has had a significant influence in the development of the Branch’s work plan is Service Excellence. Service Excellence

Service Excellence is a corporate initiative which has the ultimate goal of creating positive experiences every time a service is provided to the public. This outcome is interdependently influenced by three key drivers:

• Employee Engagement;

• Operational Performance; and,

• Client Satisfaction.


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In early 2010, along with the other Branches in the Public Works Department, Parking Operations, Maintenance and Development embarked on a process to develop a Service Excellence Plan for the Branch. In doing so, all Branch staff were engaged in identifying the various customers and clients that are served by the Branch. As well opportunities, obstacles and tools to achieve Service Excellence were identified. Resulting from this process, a three year Service Excellence Plan for the Branch was finalized in April 2010. This includes a series of initiatives that will contribute to the goal of providing service excellence to the City’s residents. The initiatives that were identified in the Branch’s Service Excellence Plan are identified below.

In order to achieve a sustained and effective approach to Service Excellence, it will be necessary for the Branch to review its plan on an on‐going basis and undertake the development of a new Plan for beyond 2012. More detail is provided later in this document on those initiatives that are to be addressed in 2011.

Service Excellence Plan Initiatives

• Develop/Implement Customer Engagement Plan

• Clarify/Organize Procedures/Protocols

• Clarify Mandates • Develop/Implement IT Development Strategy

• Develop/Implement Performance Measurement Framework

• Develop Plan to Build Relationships/Partnerships

• Realign Branch Functions • Conduct/Implement Workplace Assessment

• Develop Employee Engagement Plan • Enhance Approach to Employee Recognition

• Develop Business Continuity Plan • Develop/Implement Parking Facilities Improvement Strategy

• Create/Implement Data Management Strategy

• Develop/Implement Sustainable Parking Plan

• Develop and Initiate Business Cycle Process

• Create an Annual Training/Development Plan


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Review of 2010 Initiatives

In 2010, significant resources were allocated towards ensuring a successful implementation of the Pay and Display technology. In total, 675 Pay and Display machines were installed between June 3rd and October 29th, replacing 4,278 parking meters as well as existing Pay and Display machines in the ByWard Market and off‐street lots. While the implementation of new parking technology represented the most visible initiative undertaken by the parking program, there were a number of other important initiatives that were completed in 2010:

• Completion of Branch Service Excellence Plan;

• Interim Report for first Local Area Parking Studies (ByWard Market and Downtown Rideau);

• Interim Report for the Rideau Area Transportation Network Study;

• Follow‐up of the 2008 Audit of the Parking Function (report expected from the Auditor General

in Fall 2011);

• Finalization of the Branch’s organizational structure;

• Development of a draft Performance Measurement Framework; and

• Evaluations in the Preston, Vanier, Chinatown and Ruskin Street areas in response to stakeholder requests for parking policy changes.

o Vanier ‐ Removal of 100 low utilization meters; and o Ruskin Street ‐ reduced on‐street paid parking hours (evening)

The work that was undertaken in 2010 towards the parking program will be presented in greater detail in the Annual Report that will be presented to Transportation Committee in Q2 2011. 2011 Priorities

In developing the work plan for the Parking Operations, Maintenance and Development Branch, a series of priorities have been established to assist in identifying projects and operational needs. They include:

• Continued implementation of the Municipal Parking Management Strategy;

• Implementation of the Branch’s Service Excellence Plan;

• Upgraded parking garage facilities; and,

• Implementation of Pay‐by‐Cell.


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2011 Work Plan

The following section includes the initiatives to be undertaken by the Parking Operations, Maintenance and Development Branch in 2011.

Local Area Parking Study (LAPS) – ByWard Market This represents a comprehensive review of parking conditions in the ByWard Market area and will result in recommendations on how to best provide and manage parking. This Local Area Parking Study was started in 2009 and is substantially completed. An interim report was presented to Transportation Committee in June 2010. Objectives in 2011

Timeline

• Conclude study and finalize recommendations Q1 – Q2

• Prepare report and submit to Transportation Committee and Council Local Area Parking Study (LAPS) – Downtown Rideau This represents a comprehensive review of parking conditions in the Downtown Rideau Business Improvement Area and will result in recommendations on how to best provide and manage parking. This Local Area Parking Study was started in 2009 and is substantially completed. An interim report was presented to Transportation Committee in June 2010. Objectives in 2011

Timeline

• Conclude study and finalize recommendations Q1 – Q2

• Prepare report and submit to Transportation Committee and Council Local Area Parking Study (LAPS) – Westboro This represents a comprehensive review of parking conditions in the Westboro area and will result in recommendations on how to best provide and manage parking. Work towards this Local Area Parking Study was started in 2010. This study will take into account the recommendations from the Transportation Management Implementation Study report that was tabled at Transportation in February 2011 and pertains in part to parking on Richmond Road in Westboro. Objectives in 2011

Timeline

• Conduct stakeholder consultation

Q1 – Q3 • Identify major issues • Undertake parking utilization surveys • Prepare report and submit to Transportation Committee and Council


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Local Area Parking Study (LAPS) – Glebe This represents a review of parking conditions in the Glebe area and will result in recommendations on how to best provide and manage parking. This Local Area Parking Study was deemed to be necessary resulting from a Council direction in September 2010 to consider a parking structure at an existing City‐owned surface lot. Objectives in 2011

Timeline

• Conduct stakeholder consultation Q1 – Q4

(conclude in 2012) • Identify major issues • Undertake parking utilization surveys

Local Area Parking Study (LAPS) – Old Ottawa South This represents a review of parking conditions in the Old Ottawa South area and will result in recommendations on how to best provide and manage parking. This Local Area Parking Study was deemed to be necessary following a Council direction in January 2009 to evaluate parking conditions as a result of a commercial development in the area. Objectives in 2011

Timeline

• Conduct stakeholder consultation Q1 – Q4

(conclude in 2012) • Identify major issues • Undertake parking utilization surveys (as required)

Rideau Area Network Transportation Study (RATNS) This is a study of traffic operational issues and bus waiting areas in the area bounded by St. Patrick Street, King Edward Avenue, Laurier Avenue East and Sussex Drive. It was directed by Transportation Committee in November 2008 and staff have since embarked on a follow‐up to the original Rideau Area Transportation Network Study, which was carried out in the 1990’s. This is a legacy project that staff from Parking Operations, Maintenance and Development are coordinating (with input from other staff on traffic and transit matters) due to alignment with the Local Area Parking Studies in the ByWard Market and Downtown Rideau. In June 2010, an interim report was presented to Transportation Committee on this study. Objectives in 2011

Timeline

• Complete analysis of alternative solutions to address issues Q1 – Q3 • Finalize recommendations

• Prepare report and submit to Transportation Committee and Council City‐Wide Utilization Study In response to the 2008 Audit of the Parking Function, a comprehensive study of all on‐street paid parking spaces was completed. This measured both average paid and unpaid utilization and is intended to be repeated every two years. Objectives in 2011

Timeline

• Finalize study methodology and confirm representative timing Q2 – Q3 • Conduct data collection

• Finalize report


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Installation of New Off‐Street Garage Equipment In addition to the provision and operation of Pay and Display machines, the Parking Operation System Agreement that was finalized with Precise Parklink included the provision and operation of new payment systems (including gates and Pay on Foot machines) for the three gate‐access facilities the City owns. Objectives in 2011

Timeline

• Confirm equipment specifications

Q1 – Q2 • Develop and initiate communications strategy to ensure public

awareness and education (as required) • Oversee installation and activation of machines

Parking Facilities Improvement Strategy This represents a commitment to upgrade existing parking facilities aimed at improving the customer experience and fulfilling the Branch’s vision of providing world‐class parking services. This will include the implementation of recommendations from recent internal assessments on accessibility and security. Objectives in 2011

Timeline

• Engage stakeholders and itemize findings of previous assessment Q1 – Q3 • Identify opportunities

• Finalize strategy (including implementation plan) Pay‐by‐Cell Procurement and Launch A procurement process is currently underway for a Pay‐by‐Cell service that will allow residents to pay for parking via their mobile device. Objectives in 2011

Timeline

• Complete procurement and select successful proponent

Q1 – Q3 • Develop and initiate communications strategy to ensure public

awareness and education (as required) • Implement and launch Pay‐by‐Cell system

Customer Engagement Strategy This involves the design and development of a strategy that will establish a communications approach with the intent to raise the Branch profile through increased awareness and improved services. Objectives in 2011

Timeline

• Develop and finalize project scope Q3 – Q4

(conclude in 2012) • Conduct marketing research and engage stakeholders • Establish feedback mechanism(s)


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Business Continuity Plan Required as an emergency management tool to ensure the appropriate protocols are in place to mitigate any type of business disruption. This involves establishing appropriate issue escalation processes and ensuring necessary support and cover‐off exists when any disruption occurs. Objectives in 2011

Timeline

• Undertake threat and impact analysis Q1 – Q2 • Identify and design solutions

• Finalize and implement Plan 2010 Annual Report As directed by the Municipal Parking Management Strategy, the Branch will bring forward an Annual Report each year. The Annual Report will present a detailed review of the previous year’s initiatives, budget and changes to parking policy (rates, hours, et), as well as the Branch’s Performance Measurement Framework. Objectives in 2011

Timeline

• Develop framework for Annual Report and staff report Q1 – Q2 • Present to Parking Stakeholder Consultation Group

• Present to Transportation Committee and Council Tour Bus Strategy The Transportation Master Plan directs the development of a Tour Bus Parking Strategy in partnership with other levels of government, institutions, tour operators, and tourism authorities. This would assist in the management of city‐wide tour bus parking demand. A Terms of Reference has been previously developed but requires updating. Objectives in 2011

Timeline

• Update the Terms of Reference through a new stakeholder group Q4 (conclude in 2012)

Implementation of Performance Measurement Framework The Branch has developed a Performance Measurement Framework which identifies objectives and specific measures that will be reported on regularly. This will involve internal reporting on a monthly basis via a Balanced Scorecard and external reporting annually via the Annual Report. Objectives in 2011

Timeline

• Begin producing regular Balanced Scorecards for management review Q1 – Q2 • Present Performance Measurement Framework to Transportation

Committee as part of the 2010 Annual report and begin reporting on Key Business Indicators


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Sustainable Parking Plan This involves the development of a plan to integrate ‘green’ initiatives into the parking program where possible with respect to parking facilities and the Branch’s business processes. This would also consider incorporation of Transportation Demand Management principles towards achieving strategic objectives of the Branch and the City. Objectives in 2011

Timeline

• Develop and finalize project scope Q4 (conclude in 2012) • Conduct research on environmental best practises

2012 Work Plan Report This will be the second work plan submitted to Transportation Committee and Council and will outline planned initiatives for 2012. Objectives in 2011

Timeline

• Draft 2012 Work Plan and staff report Q3 – Q4 • Present to Parking Stakeholder Consultation Group for feedback

• Present to Transportation Committee and Council for approval


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2011 At-A-Glance

Q1 Q2 Q3 Q4

LAPS Final Report – ByWard Market

LAPS Final Report – Downtown Rideau

Conduct LAPS ‐ Westboro

Conduct LAPS ‐ Glebe

Conduct LAPS – Old Ottawa South

Rideau Area Transportation Network Study (RATNS)

City‐Wide Utilization Study

New Off‐Street Garage Equipment

Parking Facilities Improvement Strategy

Pay‐by‐Cell Procurement and Launch

Customer Engagement Strategy Business Continuity

Plan

2010 Annual Report Development

2010 Annual Report Presentation

Tour Bus Strategy

Implementation of Performance Measurement Framework

Sustainable Parking Plan

2012 Work Plan Development

2012 Work Plan Report

RATNS Final Report

LAPS Report ‐ Westboro

Conclude LAPS – ByWard Market

Conclude LAPS – Downtown Rideau


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In addition, the Parking Operations, Maintenance and Development Branch will undertake work on other initiatives that are more internally focussed. These are important for the Branch to be effective and to enhance service under Service Excellence. In 2011, staff resources will also be directed towards:

• Clarifying mandates with respect to aspects of the parking function, such as bicycle parking, parking at City‐owned facilities and residential parking permits;

• Creation of a Data Management Strategy to assist in the organization of the extensive data and other information that is collected by the Branch and required in the course of the day‐to‐day operation;

• Creating an Annual Staff Training and Development Plan;

• Developing an Employee Engagement Plan; and,

• Undertaking a process to clarify and organize all of the Branch’s procedures and protocols. Parking Stakeholder Consultation Group

The Municipal Parking Management Strategy identifies the requirement for a Parking Stakeholder Consultation Group to act as a channel between the City, stakeholders, and affected citizens and groups. In doing so, the intent of the group is to provide advice and guidance on parking management policy and promote parking policies that support the needs of local businesses, residents, institutions and tourism. Per the Terms of Reference (which were approved by Council as part of the Municipal Parking Management Strategy), the General Manager of Public Works (or designate) is to serve as the Chair of this group with 10 representatives from various defined stakeholder groups (including BIAs, Community Associations, the tourism industry, etc.). Meetings are to be held on a quarterly basis with the term of the group to run concurrent with the term of Council. To date, this group has provided valuable feedback on a number of initiatives. At a meeting on December 1st, 2010, the framework for this work plan was presented and no specific recommendations for revision were received. Budget Process

Many of the initiatives and requirements identified in this document are dependent on capital and/or operating funding in 2011. The Parking Operations, Maintenance and Development Branch has developed a Capital Program Plan that identifies short and long term capital funding requirements. 2011 capital and operating requirements are identified via the Financial Summary and Capital Program Plan which is available along with this report. The approval of the 2011 Budget is expected to occur in March 2011. If there are reductions in what is approved relative to what has been requested, this would necessitate adjustments to the 2011 Work Plan.


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Key Contact

Regarding any of the items identified in this document, or any other issues related to the City’s paid parking program, please contact Doug Robertson, Manager, Parking Operations, Maintenance and Development at 613‐580‐2424 ext. 32574 or [email protected]. Additional information regarding the Municipal Parking Program can be found at www.ottawa.ca/parking.


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