ATTACHMENT 1
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2. graffiti removal -
service delivery review élimination des graffiti – prestation
extérieure de services |
That Council approve the changes to the
Graffiti Service Delivery model as outlined in this report to achieve annual
savings of $60,000, by:
a) Increasing the number of City graffiti crews from 1 to 2 and
Creating 2.58 new full time FTEs.
b) Transferring $240,000 from the Graffiti Program purchased services budget to internal services as outlined in the report.
Que le Conseil approuve les changements apportés au modèle de la
prestation de services du Programme de gestion des graffitis, tels que décrits dans le présent rapport, afin d’épargner
annuellement la somme de 60 000 $ :
a) en
faisant passer de un à deux le nombre d’équipes d’élimination des graffitis de
la Ville et en créant 2,58 nouveaux ETP à temps plein;
b) en
transférant aux services internes 240 000 $ du budget d’acquisition à titre onéreux de services du Programme de
gestion des graffitis, tel que le décrit le présent rapport.
Documentation
1. Deputy City Manager, City Operations
report dated 8 January 2009 (ACS2009-COS-PWS-0004).
Comité des Transports
and Council / et au Conseil
8 January 2009/ le 8 janvier 2009
Steve
Kanellakos, Deputy City Manager / Directeur municipal adjoint
City Operations / Opérations municipales
Contact Person/Personne ressource:
John
Manconi, General Manager /directeur générale, Public Works/Travaux Publics
(613) 580-2424, extension/poste 21110,
John.Manconi@ottawa.ca
SUBJECT:
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OBJET :
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élimination des graffiti – prestation extérieure de services |
That
the Transportation Committee recommends that Council approve the changes to the
Graffiti Service Delivery model as outlined in this report to achieve annual
savings of $60,000, by:
a)
Increasing
the number of City graffiti crews from 1 to 2 and Creating 2.58 new full time
FTEs.
b) Transferring
$240,000 from the Graffiti Program purchased services budget to internal
services as outlined in the report.
RECOMMANDATIONS
DU RAPPORT
Que le Comité des
transports recommande au Conseil d’approuver les changements apportés au modèle
de la prestation de services du Programme de gestion des graffitis, tels que décrits dans le présent rapport, afin d’épargner
annuellement la somme de 60 000 $ :
a)
en
faisant passer de un à deux le nombre d’équipes d’élimination des graffitis de
la Ville et en créant 2,58 nouveaux ETP à temps plein;
b)
en
transférant aux services internes 240 000 $ du budget d’acquisition à
titre onéreux de services
du Programme de gestion des graffitis, tel que le décrit le présent
rapport.
The Graffiti Management Strategy was approved by Council on May 23, 2007 and subsequently endorsed during the 2008 budget process. A critical component of the Graffiti Management Strategy is establishment of capacity to enable the City of Ottawa to keep City assets graffiti-free and in compliance with the graffiti by-law.
The City previously had a single crew to perform graffiti removal services city-wide. Additional capacity was needed and contracting resources were used to supplement City forces. The acquisition process for private sector contractors began in October 2007. In order to complete the acquisition of these services in time for the 2008 summer season, the City and the Union agreed to waive the contracting out requirements of the collective agreement provided a review of the service delivery model was completed during the first year of the contracts.
The service delivery review was completed in 2008 and this report presents the results and recommendation ensuing from that review.
For purposes of graffiti removal services, the City is divided into four geographic areas as shown in Attachment 1. City staff currently delivers services in the downtown area, while services in the remaining three areas are delivered under contract by the private sector.
Based on the analysis described in this report, it is recommended that services for one of the three contracted-out areas be brought in-house. The change from contracted to in-house service delivery can be achieved within existing budgets and, as described below, is anticipated to produce an operational efficiency of $60,000.
In addition to the efficiencies associated with the change in service delivery model, further efficiencies of $100,000 have been identified in RPAM. These additional efficiencies are attributed to an overall reduction in graffiti vandalism on City property due to the effectiveness of the City’s Graffiti Management Strategy. The two identified efficiencies totalling $160,000 will contribute to the Public Works overall efficiency target of approximately $5.1million in 2009.
The Surface Operations Branch, in collaboration with Financial Services and CUPE 503, has conducted a Graffiti Service Delivery Review using approved Competitive Service Delivery Review (CSDR) framework. The CSDR approach provides for a comprehensive, fair, and equivalent comparison of service delivery methods using a structured and formal approach.
The CSDR analysis determined that:
1.
Graffiti removal by contractors was
significantly higher than the unit cost of internally delivered services over
the period of analysis;
2.
Both internal and contracted services
provided comparable service responsiveness and quality; and,
3. Operating efficiencies of approximately $60,000 can be administered through this change in service delivery.
The CSDR analysis conducted indicates a high level of confidence that the identified savings will be achieved. The analysis was comprehensive and, where necessary, assumptions were made conservatively. The principal areas of uncertainty in the analysis include: a 9-week analysis period since annual data was not available at the time of the review; variations due to geography and location variation was considered minor; and future contracting costs were assumed to be lower than current costs due to competition and experience with the contracts.
The following is
required by Council to implement the findings of the review and implement for
the spring graffiti removal season:
§
Approve the
establishing of a second in-house graffiti removal crew through the creation of
2.58 FTEs; and,
§
Funding of
the in-house graffiti removal crew through a transfer of $240,000 from
purchased services to compensation, materials, and internal equipment.
Capital (SI) funding of $100K to acquire the graffiti removal vehicle and associated equipment was approved in the 2009 budget.
CONSULTATION
Internal
consultation regarding this report was conducted with Financial Services Unit,
Supply Management, Legal Services, Labour Relations and CUPE 503.
There are no financial implications with the approval of the recommendation contained in this report.
LEGAL/RISK
MANGEMENT IMPLICATIONS
There are no adverse Legal/Risk management implications arising from this report.
Document 1- Graffiti Working Areas
Upon approval of this report, the Surface Operations Branch will proceed with implementation of the recommendation.
Graffiti REMOVAL – SERVICE DELIVERY REVIEW
élimination des graffiti – prestation extérieure de services
ACS2009-COS-PWS-0004 City Wide / À l'échelle de la ville
That the Transportation Committee recommends
that Council approve the changes to the Graffiti Service Delivery model as
outlined in this report to achieve annual savings of $60,000, by:
a) Increasing
the number of City graffiti crews from 1 to 2 and Creating 2.58 new full time
FTEs.
b) Transferring $240,000 from the Graffiti
Program purchased services budget to internal services as outlined in the
report.
CARRIED