Transportation Committee
Comité des transports
and Council / et au Conseil
26 April 2011 / le 26 avril 2011
Submitted by / Soumis par :
Steve Kanellakos, Deputy City Manager / Directeur
municipal adjoint
City Operations / Opérations municipales
Contact
Person / Personne resource:
John Manconi, General Manager, Public Works /
Travaux publics
(613) 580-2424 x 21110,
john.manconi@ottawa.ca
|
City Wide
/ à l’échelle de la Ville |
Ref N°: ACS2011-COS-PWS-0009 |
SUBJECT: PARKING OPERATIONS,
MAINTENANCE AND DEVELOPMENT BRANCH 2010 ANNUAL REPORT
OBJET: RAPPORT
ANNUEL DE 2010 DE LA DIRECTION DE L’EXPLOITATION ET DE L’ENTRETIEN DES
STATIONNEMENTS
REPORT RECOMMENDATIONS
That the Transportation Committee recommend that Council:
1. Receive the 2010 Annual Report for
Parking Operations, Maintenance and Development; and,
2. Approve the Performance Measurement
Program for the Parking Operations, Maintenance and Development Branch.
RECOMMENDATIONS
DU RAPPORT
Que le Comité des transports recommande au Conseil:
1. De
prendre connaissance du rapport annuel de 2010 de la Direction de
l’exploitation et de l’entretien des stationnements;
2. D’approuve
le Programme de mesure du rendement de la Direction de l’exploitation et de
l’entretien des stationnements.
BACKGROUND
The
Parking Operations, Maintenance and Development Branch (POMD) 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 doing so, the Branch manages 4,034
on-street and 2,816 off-street paid parking spaces. The off-street spaces are located in five
off-street parking structures and 11 surface lots.
In
April 2009, Council approved the Municipal Parking Management Strategy
(ACS2009-COS-PWS-0009) as a key guiding document for the Municipal Parking
Management Program. There are two key
reporting tools to which POMD has committed via the Strategy. The first is an annual work plan. In March of 2011, the 2011 Work Plan for
Parking Operations, Maintenance and Development was presented to and approved
by Transportation Committee and Council.
In addition to a detailed work plan document, this also included a comprehensive
Financial Summary and Capital Program Plan.
The second reporting tool is the Annual Report, the 2010 version of
which is being presented as part of this report (Document 1). As was the case with the 2011 Work Plan, this
is the first Annual Report to be prepared following the adoption of the
Municipal Parking Management Strategy.
Collectively,
these reporting documents provide an opportunity to demonstrate both full
transparency and accountability with respect to the fulfillment of the Municipal
Parking Management Strategy while exercising and demonstrating sound financial
management relative to all revenues and expenditures of the program, and the
Parking Reserve Fund.
In
2010, the Parking Operations, Maintenance and Development Branch completed the
development of the Branch’s Performance Measurement Program. This document was in large part an outcome of
the 2008 Audit of the Parking Function and represents a key strategic piece for
the Branch moving forward. In addition
to clearly defining performance objectives and presenting outcomes against
which the Branch can be measured, it also has been critical in properly framing
the Annual Report.
This
covering report provides some contextual information regarding the Paid Parking
Program and two key documents: 1) The 2010 Annual Report, and 2) The Performance
Measurement Program.
DISCUSSION
The Parking Operations, Maintenance and Development Branch manages and
operates all components of the Paid Parking Program.
The Branch currently contracts Precise Parklink Inc. to supply,
maintain and process revenue from the Pay and Display and Pay-on-Foot machines
that are in place on-street and in off-street facilities respectively. While these functions are important, they
only represent a portion of the entire Municipal Parking Management
Program. In particular, the Parking
Operations, Maintenance and Development Branch delivers the following functions:
Increasingly,
the Parking Operations, Maintenance and Development Branch is also performing a
central role in providing consultation and coordination support regarding
organizational parking management issues effecting staff, City transportation
programs and partnerships between the City and external agencies.
The cash-in-lieu policy is managed by the Planning and Growth
Management Department within Infrastructure Services and Community
Sustainability.
As was referenced, the Municipal Parking Management Strategy that was
approved in 2009 is the key guiding document for the Branch. In it, five objectives for the Municipal
Parking Management Program are identified:
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;
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.
Annual Report for 2010
The 2010 Annual Report, included as Document 1, is a requirement of the
Municipal Parking Management Strategy.
Tabling this report allows the Parking Operations, Maintenance and
Development Branch to present a detailed review of the various initiatives and
achievements from the previous year and to demonstrate tangible progress with
respect to fulfilling the Municipal Parking Management Strategy.
The Annual Report also captures a detailed inventory of all on- and
off-street parking facilities. This
includes a summary of all changes that have occurred in the previous year
relative to parking roles and paid parking areas. This represents an opportunity for the
Parking Operations, Maintenance and Development Branch to report on use of
Delegated Authority for 2010 under Schedule ‘B’ – City Operations Portfolio of
By-Law No. 2009-231. This reporting is
specific to the following sections:
Further, the Annual Report allows the Branch to report on its performance
in detail through 14 measures that have been identified as Key Indicators. These are in alignment with components of the
Municipal Parking Management Strategy, and are also representative of a series
of performance objectives that are outlined in the Branch’s Performance
Measurement Program. Information
relating a further seven Key Indicators is also available within the Annual
Report.
Performance Measurement
Program
The Performance Measurement
Program, included as Document 2, provides a comprehensive framework by which
the Parking Operations, Maintenance and Development Branch will undertake
on-going monitoring, assessment, and reporting of its performance. In developing this document, the principles
of the City’s Service Excellence Strategy were combined with various components
of the Municipal Parking Management Strategy and generally accepted performance
measurement techniques. This yielded six
clearly defined performance objectives for the Branch:
·
Customer Engagement;
·
Financial Management and Accountability;
·
Operational Effectiveness and Efficiency;
·
Staff Engagement and Growth;
·
Environmental Sustainability; and,
·
Good Governance.
For each performance objective,
a series of Key Indicators have been identified that become the focal point of
the Branch’s performance measurement.
Two different types of Key Indicators have been identified within the
program: Key Business Indicators and Key
Operational Indicators. These are
intended to align with specific requirements to report to different respective audiences. The Key Business Indicators are intended for
use in the Annual Report, which is reported to Council and made available to stakeholders
and the general public. On the other
hand, the Key Operational Indicators will be made available on a regular basis
through internal reporting to Branch and Departmental Management and will be
used towards improving operational decision making. For each performance objective, 3-5 Key
Business and Key Operational Indicators were identified.
Moving forward, it is
important that this Performance Measurement Program be reviewed on a regular
basis. Between the implementation of the
Branch’s Service Excellence Plan and the potential for changes in priorities,
there is a possibility that different measures could either become available
for measure or become increasingly relevant for reporting purposes. At a minimum, the Performance Measurement
Program will be reviewed on an annual basis and any changes will be communicated
when the Parking Operations, Maintenance and Development Branch presents the
Annual Report to Transportation Committee and Council.
RURAL IMPLICATIONS
Currently, there is no paid parking that is
Municipally-owned or managed in rural Ottawa.
CONSULTATION
The
Performance Measurement Program, as well as an outline of the Annual Report
were presented to the Parking Stakeholders Consultation Group
at a meeting on March 23, 2011. This
Group includes representation from BIAs, places of worship, Community
Associations, the tourism industry, the field of Transportation Demand
Management, the Building Owners and Managers Association and the Accessibility
Advisory Committee. No issues were
identified with either document as presented.
COMMENTS BY THE WARD COUNCILLOR(S)
This is a City-Wide report.
LEGAL/RISK MANAGEMENT IMPLICATIONS
There are no legal/risk management impediments to
implementing the recommendations in this report.
CITY STRATEGIC PLAN
There are no impacts with respect to the City Strategic Plan.
TECHNICAL IMPLICATIONS
There are no technical implications associated with this report.
FINANCIAL IMPLICATIONS
The financial information contained in the
2010 Annual Report is unaudited. Any
changes resulting from the 2010 audit of accounts will be reflected in the 2010
comparative numbers included in the Parking Operations, Maintenance and
Development 2011 Annual Report.
SUPPORTING DOCUMENTATION
Document 1 – Parking Operations,
Maintenance and Development 2010 Annual Report (issued separately)
Document 2 – Parking
Operations, Maintenance and Development Performance Measurement Program (issued separately)
DISPOSITION
Staff will undertake to make the Annual Report available to
the public and stakeholder groups and will continue with the implementation of
the Performance Measurement Program.