Report to/Rapport au:

 

Transportation Committee

Comité des transport

 

and Council / et au Conseil

 

6 March 2009/ le 6 mars 2009

 

Submitted by/Soumis par:

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

 

City Wide/à l'échelle de la Ville

Ref N°: ACS2009-COS-PWS-0009

 

 

SUBJECT:

MUNICIPAL PARKING MANAGEMENT STRATEGY and governance review

 

 

OBJET :

STRATÉGIE MUNICIPALE DE GESTION DU STATIONNEMENT ET ANALYSE DE LA GOUVERNANCE

 

 

REPORT RECOMMENDATIONS

 

That the Transportation Committee recommend that Council:

 

1.                  Approve the City of Ottawa Municipal Parking Management Strategy, attached as Document 1, which includes the following elements:

a.                  Parking Management Principles and Objectives

b.                  Funding Model

c.                   Parking Rate Setting Guideline

d.                  Performance Measures

e.                  Parking Function Accountabilities

2.                  Approve the continuance of the internal Governance Model and adopt the Parking Stakeholder Consultation Group Terms of Reference, attached as Document 2.

3.                  Approve the Standard Terms of Reference for Local Area Parking Studies, attached as Document 3.

4.                  Subject to approval of recommendation 1 and 2, direct staff to carry out the Implementation Plan, attached as Document 4, which builds the foundation for the new Parking Management Program, and includes the following elements:

a.                  Initiate a Local Area Parking Study for the By Ward Market in 2009

b.                  Establish the Parking Stakeholders Consultation Group

c.                   Amend the Tariff of Fees Bylaw to allow for a range of permitted parking rates

d.                  Restate the 2009 Budget in accordance with the adopted funding model

e.                  Undertake further Local Area Parking Studies in 2010

5.                  Subject to the approval of recommendation 1 and 2, approve that $75,000 for parking studies to be undertaken in 2009 be added to the list of 2009 one-time operating needs to be funded from Works in Progress capital closures.

6.                  Subject to the approval of recommendation 1, approve the establishment of a parking reserve fund with funds derived from parking fees and the sale of parking capital assets for parking related programs consistent with the Municipal Parking Management Strategy and enact a by-law to establish the reserve.

7.         Subject to the approval of Recommendation 1, approve:

a.         That the General Manager of Public Works and the Deputy City Manager of City Operations individually be delegated the authority to vary the on-street parking rates and the hours of parking by location provided that the variation of the rates is consistent with the Municipal Parking Management Strategy and is within the range approved by City Council as part of the annual budget and the local Ward Councillor, BIA, and Community Association concur;

b.         That the existing delegation of authority to vary off-street parking rates be expanded to permit staff to alter rates for alternative modes of transportation, such as motorcycles, scooters, and auto-share vehicles provided that the variation of the rates is consistent with the Municipal Parking Management Strategy and is within the range approved by City Council as part of the annual budget.

8.         Approve an annual grant of $5,000 to each BIA that has metered parking with budget funds being reallocated from the Parking Program advertising and promotion account to a Parking Program grant account.

 

 

RECOMMANDATIONS DU RAPPORT

 

Que le Comité des transports recommande que le Conseil :

 

1.                  Approuve la Stratégie municipale de gestion du stationnement, ci-jointe (Document 1), qui comprend les éléments suivants :

a.                   Principes et objectifs de la gestion du stationnement

b.                  Modèle de financement

c.                   Lignes directrices pour établir les tarifs

d.                  Mesures du rendement

e.                  Responsabilités des fonctions de stationnement

2.                  Approuve le maintien du modèle de gouvernance interne et adopte le Cadre de référence du Groupe consultatif des intervenants sur le stationnement, ci-joint comme Document 2.

3.                  Approuve le Cadre de référence général des Études sur le stationnement local, ci-joint comme Document 3.

4.                  Sous réserve de l’approbation des recommandations 1 et 2, charge le personnel de réaliser le Plan de mise en œuvre, ci-joint (Document 4), qui pose les assises d’un nouveau Programme de gestion du stationnement et qui comprend les éléments suivants :

a.                   Entreprendre une Étude sur le stationnement local au marché ByWard en 2009.

b.                  Mettre sur pied le Groupe consultatif des intervenants sur le stationnement.

c.                   Modifier la Réglementation sur les tarifs pour permettre une variation des tarifs de stationnement.

d.                  Reformuler le budget de 2009 en fonction du modèle de financement adopté.

e.                  Entreprendre d’autres études sur le stationnement local en 2010.

  1. Sous réserve de l’approbation des recommandations 1 et 2, approuve une allocation de 75 000 $ pour entreprendre des études sur le stationnement en 2009, à ajouter à la liste des besoins de fonctionnement ponctuels qui doivent être financés par la fermeture des immobilisations des travaux en cours.
  2. Sous réserve de l’approbation de la recommandation 1, approuve la mise sur pied d’un Fonds de réserve pour le stationnement tiré des frais de stationnement et de la vente d’immobilisations liées au stationnement pour les programmes qui s’y rapportent et qui sont compatibles avec la Stratégie municipale de gestion du stationnement et adopte un règlement pour mettre sur pied le Fonds de réserve.
  3. Sous réserve de l’approbation de la recommandation 1, approuve :

a.                   Que le directeur général des Travaux publics et le directeur municipal adjoint des Opérations municipales fassent l’objet d’une délégation d’autorité individuelle qui les autorise à modifier les tarifs de stationnement dans la rue et les heures de stationnement par emplacement, à la condition que les modifications de tarifs restent dans les limites approuvées par le Conseil municipal dans le cadre du budget annuel et que le conseiller du quartier visé, la zone d’amélioration commerciale et l’association communautaire soient d’accord avec les modifications.

b.                  Que la délégation d’autorité existante qui permet de modifier les tarifs de stationnement hors rue soit élargie afin de permettre au personnel de modifier les tarifs relatifs aux modes alternatifs de transport, dont les motos, scooters et véhicules automobiles partagés, à la condition que l’ajustement des tarifs soit conforme à la Stratégie municipale de gestion du stationnement et se situe à l’intérieur de la fourchette approuvée par le Conseil municipal dans le cadre du budget annuel.

  1. Approuve une subvention annuelle de 5000 $ versée à chaque zone d’amélioration commerciale où se trouvent des parcomètres à partir de fonds tirés du poste budgétaire de la publicité et de la promotion du Programme de stationnement et dirigés vers le poste de subvention du même programme.

 

EXECUTIVE SUMMARY

 

The City of Ottawa 2008 Budget Deliberations included discussions regarding increasing meter rates, extending meter hours, and introducing meters to new areas.  These discussions resulted in key questions being raised about the Municipal Parking Program:  Is it a service or a revenue generator?  How should meter rates be set? Would an Authority be a better way to govern? 

 

At the direction of Council, stakeholders were engaged and research was carried out to help answer these questions.  Stakeholders quickly confirmed that they felt that the Municipal Parking Management Program is a service, not a revenue generator, and all net revenues should be reinvested in the parking program.

 

Stakeholders further indicated that the program needed to be refocused on its objectives of economic development, urban design, transportation demand management, and support of residents. In this context, it was agreed that Transportation Demand Management should refer to initiatives, such as provision of bicycle parking, designated stalls for carshare vehicles, and car/van pool spaces, which specifically benefit areas that have paid parking. Stakeholders also suggested that financial information should be accessible, decision-making should be transparent and they should have a forum for engagement.  This input resulted in the recommendations to establishment of a Parking Stakeholders Consultation Group and the development of an annual work plan and budget.

 

The development of the Municipal Parking Management Strategy was coordinated with a number of other projects including the update of the Transportation Master Plan (attached as Document 5), the review of Cash-in-Lieu of parking, the procurement of Pay and Display technology, and the audit of the parking function.  The resulting document conforms to the higher-level policies, clarifies the purpose of the Cash-in-Lieu program, will make use of Pay and Display technology, and responds to Audit recommendations.

 

Once the objectives of over-arching policies were taken into account, and the strategy was coordinated with other projects and programs, the more detailed issues that arose through the consultation sessions and Council and Committee meetings were considered, and incorporated into the strategy.

 

Motorcycle and scooter enthusiasts asked for free or reduced price parking for motorized two-wheelers. Reduced priced parking (1/2 price wherever practical) is recommended as these vehicles have a much smaller footprint than passenger cars. 

 

Developing a guideline for setting rates, extending hours, and introducing paid parking to new areas was the most contentious issue.  Most stakeholders now endorse the use of Local Area Parking Studies to establish context, collect data specific to each area, conduct an analysis, and make recommendations using both cost recovery and utilization data to guide decisions.  The recommendations may indicate that rates should be varied by area, by time of day, and/or by day of the week. 

 

The results of any studies would then come forward to Council in the form of a comprehensive annual budget and work plan. 

 

It is further recommended that staff be delegated the authority to adjust on-street meter rates, extend hours, or introduce parking to new areas provided that the Ward Councillor, the BIA and the Community Association agree and any fee changes are within a prescribed range that is set as part of the annual budget. 

 

As it will take roughly one year to implement the new Municipal Parking Management Program, the first comprehensive work plan and budget will be presented in Q3 of 2010 to apply to the 2011 budget year.  In the interim, the recommended range for on-street paid parking rates is $0 per hour (removal of meters) to $3 per hour (the existing rate).

 


BACKGROUND

 

This report responds to the direction given by Council to develop a Municipal Parking Management Strategy and to review the governance of the Parking Program during the February 2008 Budget Deliberations.  Transportation Committee approved the Terms of Reference to undertake the development of the Parking Management Strategy in June 2008.

 

2008 Budget Deliberations

 

In preparation of the 2008 Budget, and in accordance with Council directions, staff provided options for decreasing costs and increasing revenues related to paid parking as listed below:

 

  1. Increase on-street meter rates
  2. Replace on-street parking meters with Pay and Display machines
  3. Extend the hours and days of on-street paid parking
  4. Expand paid parking into new areas.

 

All four recommendations were approved in December 2007; however, after substantial input from stakeholders, the 3rd and 4th options were reversed early in 2008, as Council felt a more comprehensive policy was needed to give context to these decisions. 

 

Therefore, City Council gave the following direction on February 13, 2008:

 

“That staff be directed to develop a new city-wide, comprehensive, consolidated parking policy in conjunction with the principles articulated in the Parking Management Strategy and the Transportation Master Plan; and that the policy include parking needs in the zoning by-law, a review of the financial costs to the City of storing cars on city streets versus storing cars on private lots; and

 

That the study examines on-street parking rates:

·        That vary according to geography

·        That vary according to time (time of day, day of the week) and

 

That the terms of reference for this study/review be brought to Transportation Committee for its review and approval prior to being undertaken.”

 

Not only did the 2008 budget deliberations put the mandate of the Parking Program in question, but it also brought forward a desire to improve the governance of the Program, as per the following motion of Council:

 

 “WHEREAS parking is a service designed to facilitate reasonable turnover of vehicles to the benefit of the community;

AND WHEREAS a Parking Authority is an independent body focused upon this one service;

AND WHEREAS Ontario Municipalities have the authority to implement Parking Authorities;

THEREFORE BE IT RESOLVED THAT staff be directed to establish a committee of BIAs, community stakeholders, councillors and staff with the mandate to study the development of the establishment of a Parking Authority for Ottawa and to report back to Council by the end of 2008.

 

This motion was immediately referred to the Mid-term Governance Review, and later combined with the development of the Parking Management Strategy in order to allow a comprehensive review of the program objectives, policies, and governance.

 

Staff, in a report to Transportation Committee on February 20, 2008, further defined the scope of the Parking Management Strategy as follows:

 

“Among other things, it is expected that this document [the new parking policy] will address the provision of on-street and off-street parking for alternative modes of transportation, such as segways, electric/motor assisted bicycles”

 

Approval of Parking Management Strategy Terms of Reference

 

In June 2008, staff brought forward the Terms of Reference for the Municipal Parking Management Strategy to Transportation Committee for approval.  The Terms of Reference prescribed a four-pronged approach:

 

Start with the Fundamentals: Explore the fundamentals of the parking program – its role and objectives and how the objectives should be balanced – before proceeding to develop strategies and guidelines that will address current issues.

 

Consult Stakeholders: Hold focus group sessions, consult with Advisory Committees, and establish a Parking Consultation Group that represents a broad range of perspectives.

 

Understand Existing Conditions and Best Practices: Research and analyse issues that impact parking programs such as inventory and utilization rates, market share statistics, parking system revenues and expenses, zoning by-law policies, financial costs of public vs. private spaces, Cash-in-Lieu practices, tourism needs, and transportation demand management initiatives related to Parking.

 

Communicate Findings and Invite Challenge: Regularly share project status and findings for comment by the Parking Consultation Group and Council

 

On June 18th 2008 Transportation Committee approved the Terms of Reference, adding to the scope as follows:

 

“That the Terms of Reference (TOR) include scooters, motorcycles, and VRTU cars as alternative modes of transportation to have their parking needs addressed;

And that the TOR include the examination of a tourist pass as is used in other cities.”

 

Recognizing the size and complexity of this project, and its short time lines, Ralph Bond, Senior Vice President BA Consulting Group was retained to lead the public consultation and develop the Municipal Parking Management Strategy.  Mr. Bond has prepared a wide range of parking Management Strategies for municipal government and private sector clients across the country and is Past President of the Canadian Parking Association and is currently a board member of the Canadian Parking Foundation, which sponsors research and education into the relationship between Land Use, Transportation and Parking.

 

2008 Parking Function Audit

 

On February 25 2008 The Parking Function Audit was tabled.  The recommendations and management responses are attached as Document 6 for ease of reference.   Management responded that they agree with all of the audit recommendations. 

 

Connections between Audit recommendations and the Municipal Parking Management Strategy are highlighted throughout this report for ease of reference.

 

The Municipal Parking Management Strategy (MPMS) plays a critical role in addressing the Auditor’s concerns by ensuring a coordinated, cohesive approach to the Parking Function:

 

·        It conforms to high-level plans and policies such as the Official Plan, Transportation Master Plan, and Cycling Plan;

 

·        It brings focus to the role of municipally managed parking in this context;

 

·        It identifies coordination points including Community Design Plans, Neighbourhood Planning Initiatives, the Comprehensive Zoning Bylaw, Local Area Parking Studies and the establishment of a Parking Stakeholders Consultation Group.  These studies and point of contact provide a vehicle for exploring and developing solutions for planning, enforcement, and economic development issues related to parking;

 

·        It is supported by implementation tools including the On-street and Off-street Paid Parking Programs, the On-street Parking Permit Program, Marketing and Promotion Program, Tour Bus Strategy, Cash-in-Lieu of Parking Program, Parking Enforcement Program, and a strong funding model.

 

In keeping with the Terms of Reference, the framework of the Municipal Parking Management Strategy sets the framework for the overall program and coordinates the various supporting programs, however detailed reviews of each support program was not included as part of this study.  In some cases, such as Cash-in-Lieu of Parking, a parallel detailed review is underway; in other cases, such as the tour bus parking strategy, reviews will follow the adoption of the Strategy.

 

This list of coordination points and accountabilities forms a part of the Municipal Parking Management Strategy and is found in Document 1.  [Relates to Audit Recommendations 1 and 2]

 

 

DISCUSSION

 

There are a many aspects to developing a Parking Management Strategy.  The discussion has therefore been broken into the follow subsections for ease of reference.

 

(1)               Stakeholder Engagement – Summer/Fall 2008;

(2)               Transportation Master Plan Update;

(3)               Municipal Parking Management Principles and Objectives;

(4)               Parking Governance;

(5)               Finances (includes analysis of on-street vs. private parking costs);

(6)               Cash-in-Lieu of Parking (includes discussion of zoning policies);

(7)               Parking for Bicycles, Electronic Bicycles, Segways, Scooters and Motorcycles;

(8)               Tourist Parking;

(9)               Local Area Parking Studies;

(10)           Rate Setting Guideline;

(11)           Stakeholder Engagement – Results;

(12)           Implementation.

 

(1) Stakeholder Engagement – Summer/Fall 2008

 

In accordance with the Terms of Reference, more than 1,000 stakeholders were provided a link to the Terms of Reference Report by email and invited to participate in Focus Group Sessions held on June 18th and 19th 2008. Notification was also provided through the Ottawa Citizen and Le Droit.

 

The result of the early and extensive notification was nearly 50 people attending a series of seven focus group sessions as follows:

 

1.      Environment, Cycling, and Alternative Modes of Transportation;

2.      General Public and Community Associations;

3.      Accessibility;

4.      BIAs, Businesses, and Chambers of Commerce;

5.      Building Developers, Owners, and Managers;

6.      Places of Worship;

7.      Tourism.

 

The recommended components of a Parking Management Strategy that came out of these sessions can be summarized as follows:

 

·        A clear purpose for paid parking – Revenue Generator versus Service Provider;

·        Free (or lower priced) and widely available parking for motorcycles/scooters;

·        Adequate supply of parking without overly restrictive time limits;

·        A new approach to parking that pays more attention to environmental objectives;

·        Rate and hours structure that is fair City-wide, respects the diverse nature of BIAs, and supports the role of Churches, especially Sundays and evenings;

·        Easy to understand and consistently applied parking regulations and clear signage;

·        Better communication with stakeholders;

·        A plan for the Cash-in-Lieu of Parking Program;

·        Accessible on-street spaces, equipment, & facilities for persons with disabilities.

 

A ‘Parking Consultation Group’ was then established.  It was formed largely of focus group participants who committed to work with staff and the consultant through the summer of 2008.

 

In addition to the requirements of the Terms of Reference, all BIAs were invited to continue meeting with staff and the consultant immediately prior to every Parking Consultation Group meeting.   The BIAs were also invited to tour their areas with Ralph Bond to discuss parking  issues.  Vanier, Somerset Street Chinatown, Wellington West, Westboro Village, Downtown Rideau and the ByWard Market BIAs took advantage of this opportunity.

 

During Consultations there was a strong consensus that the primary role of the Parking Program is to provide a service.  Most stakeholders further agreed that the service relates to supporting good Urban Design, Economic Development, and Transportation Demand Management. 

 

With respect to urban design, the Arts, Heritage and Culture Advisory Committee passed the following motion in August of 2008:

 

Be it resolved that the Arts, Heritage and Culture Advisory Committee (AHCAC) recommends to City Council, through the Transportation Committee, that a high level policy that speaks to encouraging art and streetscaping at off-site facilities be included in the draft Parking Management Strategy, and

 

Be it further resolved that this new parking management policy provide one per cent of project costs toward public art for all city parking development projects, including those of amounts less than $2M.

 

Parking facilities that include attractive landscaping, lighting, signage and well-designed pedestrian routes, instil a sense of pride, safety and security and present a positive image. Therefore the word ‘appealing’ was added to the objectives of the Municipal Parking Management Strategy to encourage art and streetscaping, and a related performance measure, to be reported on annually, has been recommended for adoption (See Document 1, attached hereto).

 

The Parking Program includes art and improves streetscaping in a number of ways including:

·        Implements the Percent for Art Program that requires 1% of the value of capital projects over $2M to be dedicated to public art.

·        Includes art in parking lots and structures. 

·        Ensures the appearance of off-street facilities and on-street equipment is as aesthetically pleasing as possible.

 

The Municipal Parking Program will continue with these initiatives, however, extending the 1 % policy to include all projects less than $2M would be difficult to administer and would not be consistent with how capital projects are handled in other programs, therefore staff does not recommend adoption of this portion of the AHCAC motion. 

 

 

In terms of finances, it was widely agreed that parking should cover it costs, including lifecycle and development costs.  Should the program generate revenues beyond costs, they should be used to reduce parking demand via related Transportation Demand Management initiatives.

 

There was also a strong consensus that there is a need for transparency, clarity, and regular communications with stakeholders regarding the goals and objectives of the Municipal Parking Program, and its financial status and infrastructure investment plans.  Stakeholders particularly felt that relations could be improved by way of creating a parking advisory committee or ‘task force’.

 

(2) Transportation Master Plan Update

 

The Transportation Master Plan (TMP) is an overarching policy document that establishes the role of parking in a broader context.  The 2003 TMP was being updated during the development of the Parking Management Strategy.  Parking Operations and Planning and Growth Management staff therefore combined efforts, and in July and August meetings were held with the Parking Consultation Group, the BIAs, and the Steering Committee to review and rewrite the 2003 TMP parking chapter, as well as develop the new Municipal Parking Management Strategy.

 

The results were provided to all Parking Consultation Group members and BIA representatives and staff arranged concurrent Open Houses at City Hall during the late afternoon and evening of September 11th for the TMP Update and the Municipal Parking Management Strategy.  Notification was provided to all BIAs and Parking Consultation Group members by email, and to the general public through notices in the Citizen and LeDroit. [Relates to Audit Recommendation 3]

 

A second open house was held for the Parking Management Strategy on October 2nd 2008, as not all stakeholders were adequately notified of the first one.  Prior to this date, all stakeholders, including the email list of over 1,000 individuals, were sent electronic copies of the information boards that were presented at the September 11th Open House as well as a detailed project update. 

 

The new Transportation Master Plan (TMP) was adopted on November 28 2008.  It sets the objectives of parking as follows (Section 6.11 in its entirety is attached as Document 5):

 

“Parking is a strategic tool for city-building. By effectively managing its supply and price, governments can influence how people choose to travel and promote a behavioural shift from driving to transit use and other alternatives to automobile usage. By guiding the appropriate location and design of parking in new developments, the City can also support the creation of more compact communities….

… the City’s strategic parking objectives are:

 

• To provide short-term parking that supports the needs of local businesses, residents, institutions and tourism destinations

 

• To limit the supply of long-term parking in a manner that balances transit ridership objectives with the needs of automobile users

 

• To support intensification and minimize the amount of land devoted to parking through measures such as parking structures and arrangements to share parking among land uses”

 

The TMP further requires that the City develop a parking strategy and establish a program to complete Local Area Parking Studies, create a Parking Rate Setting Guideline, and review Cash-in-Lieu of parking policies, among other things. 

 

(3) Municipal Parking Management Principles and Objectives

 

Throughout summer and fall of 2008 stakeholders provided further recommendations for the format and wording of the Parking Management Strategy.  This input served to remove ambiguity, set priority, and distinguish objectives from principles.

 

However, many of the BIAs indicated they had concerns about the definition of ‘Transportation Demand Management (TDM).  Left undefined it could include transit services and cycling paths unrelated to metered areas.  Further, the ByWard Market BIA reiterated the importance of fair and consistent enforcement, and asked that it be part of the objectives.  Staff agreed, and the wording of the principles and objectives has therefore been further revised to address this input.

 

The resulting principles and objectives form the first section of the Municipal Parking Management Strategy attached as Document 1. [Relates to Audit Recommendations 1 and 2]

 

Municipal Parking Management Principles

 

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

 

Municipal Parking Management Objectives

 

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.

 

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.

 

(4) Parking Governance

 

Despite calls for the establishment of a Parking Authority during the 2008 budget deliberations, most stakeholders agree that parking should remain a City function at this time. 

 

There are generally three governance models used in Canada to deliver parking services:

 

·        Internal Governance model - generally used when emphasis is on service and broader Corporate objectives, such as implementation of OP and TMP policies;

 

·        Authority and Agency models - generally used when emphasis is on running the service like a business, generating revenue, and building substantial new parking capacity.

 

A survey of peers and experts was conducted to discuss the benefits and drawbacks of the various models.  This resulted in the conclusion that most of the benefits of an Authority Governance Model can be achieved in the Internal Governance Model if:

 

 

Given the alignment of both stakeholder and expert opinions, it is recommended that a Parking Stakeholders Consultation Group be established, a strong funding model adopted, and all policies, budgets and work plans be vetted by Transportation Committee, and rise to Council annually as a comprehensive package. [Relates to Audit Recommendations 1 and 2]

 

Stakeholders specifically suggested that this new group be modeled after the Central Area Parking Task Force, which existed in the mid 1990’s.  The membership of the new Parking Stakeholders Consultation Group is recommended to have many of the same positions as this former Task Force including three BIA representatives, a Building Owner / Manager / Developer representative, and members at large. 

 

Given the newly refined objectives of the Parking Program, Community Association, Tourism, and TDM/Cycling/Pedestrian representatives have been added to the list of members.  The proposed Terms of Reference for this group can be found in Document 2.

 

The governance of this much-improved program can then be explored as part of the next Mid-term Governance Review, if warranted.

 

(5) Finances

 

There was strong consensus that the parking program should recover its costs, and that any revenues surplus to operational and lifecycle needs should be reinvested in the Parking Program. 

 

Under the current legislative provisions, fees for services and activities provided by the municipality are to be directed to enforcement, administration, and the establishment, acquisition and replacement of capital assets of the service or activity.  Therefore, there must be a reasonable connection between the fees charged and the cost of the service.  Consequently parking revenues should be allocated to related costs of parking services.   This includes the sale of property and equipment financed with parking revenues.

 

As noted in the 2008 Parking Function Audit, financial accounts do not accurately reflect all aspects of operations.  The amount of revenues has always been available, however the costs of the program are difficult to isolate as they are integrated with a wide number of programs.  A team of staff developed a methodology that identified and isolated parking costs, and the Deputy City Treasurer/Controller has signed off on the results. The table that follows provides the best available allocation of costs based upon a detailed review of internal departmental budgets.  Costs and revenues will be tracked in more detail as part of the Parking Program implementation plan and annual budgeting process.

 

Parking Program Annual Costs And Revenues – Based on 2008

 

Costs and Revenues                                                           $ in Millions           

 

On-street Revenues                                                                  7.7      

Off-street Revenues                                                                  5.5

Direct Costs                                                                             5.8

Asset Costs (Lifecycle, Debt, Depreciation)                              3.2      

Indirect Costs (Corporate Services,

   Snow Clearing, Road & Curb Lifecycle)                                3.2

------------------------------------------------------------------------------------

Net Revenues                                                                           1.0      

           

The Municipal Parking Management Program therefore has annual net revenues of roughly $1.0 million and these are expected to increase in the future. The debt servicing of the City Hall Parking Lot 6 ends in 2011, at the same time revenue sharing on this lot begins, bringing roughly $500,000 more to the program.  Further, the implementation of Pay and Display should increase net revenues. However, the extent to which revenues will change is not yet known, as the procurement process is not yet completed.

 

The Auditor, the ByWard Market BIA, and the Wellington West BIA have asked that the City consider reallocating a portion of parking revenues back to BIAs.  The Wellington West BIA further suggested this grant back to areas with meters could also be used for other projects such as free parking promotions, public art, and community development.  Staff is supportive of contributing to BIA led projects and currently provides some funding for them.  This practice should be formalized by providing a budget of $5,000 per year per BIA (which can be reviewed annually) for initiatives that are in keeping with program objectives.  Specifically these funds must be used for tangible items such as promotional materials, bicycle parking, and public art.   [Relates to Audit Recommendation 12]

 

Stakeholders and experts in the parking field agree that a strong funding model is key to the success of any Municipal Parking Management Program.  The methodology for calculating program costs and framework for use of parking revenues is captured in the recommended funding model that forms part of the Municipal Parking Management Strategy attached as Document1.

 

Costs of Storing Cars On City Streets Versus Storing Cars On Private Lots

 

The original Council motion requested that a review of the financial costs to the City of storing cars on city streets versus storing cars on private lots be undertaken. This was raised in the context of a comparison of urban and suburban areas; therefore a calculation has been done for both.

 

The cost to provide on-street surface parking in traditional main street areas is likely in the $2,000 to $2,500 per stall range because land costs are absent.  

 

The cost to provide off-street in a surface parking lot is much higher as it includes land costs.  In the suburbs the cost of an off-street surface parking space is probably in the range of $8,000 to $10,000 per stall.  In traditional main street areas, the cost of an off-street surface parking space is much higher – likely in the $35,000 to $45,000 per stall range; the cost of an off-street above and below ground garage parking space ranges from $30,000 to $35,000 per space and $40,000 to $45,000 per space respectively. 

 

 In the downtown core, costs would be substantially higher again.  Therefore it is likely that providing parking in garages would be just as or slightly more cost effective than providing it in surface lots.

 

(6) Cash-in-Lieu of Parking

 

The financial picture of the Municipal Parking Management Program is not complete without the Cash-in-Lieu of Parking fund.  The annual increases to this fund vary with development activity.  Between amalgamation and February 2009, the net value of the fund increased by $2.16 Million to a total of $3.839 Million.  Over this same time period a 62-space parking lot was built on Preston Street and a variety parking studies and the Rideau Street Taxi-stand Study were funded.  

 

The purpose of Cash-in-Lieu of parking is to transfer the requirement to provide parking for a new use from the landowner to the City. Over the years the original intent seems to have been lost.   The Cash-in-Lieu of Parking process is therefore under review by Planning & Growth Management.  This review has been coordinated with the development of the Municipal Parking Management Strategy.  Public consultations were held on January 8, 2009 that resulted in the general consensus that Cash-in-Lieu is not working properly; it should be consistently applied; funds should only be used to build parking; and finally that these funds are not enough on their own to finance new facilities.

 

There was strong consensus that Cash-in-Lieu can be an important funding and urban planning tool.  Stakeholders requested that the Cash-in-Lieu process be limited to areas where the program can or will accommodate parking spaces not built on individual sites. Studies would need to be done in these areas to assist in determining the adequacy of parking supply and any deficiencies that may be addressed in part through the use of Cash-in-Lieu funds to ensure an appropriate parking supply and demand balance is achieved for the area.  These studies should be undertaken in consultation with Planning & Growth Management staff and preferably should be a component of Community Design Plans. These studies are described in further detail under the  “Local Area Parking Studies” heading below. [Relates to Audit Recommendation 9]

 

A review of best practices revealed a new trend where cities apply Cash-in-Lieu provisions in new Town Centres to improve urban design and increase transit ridership.

 

Specific determinations related to the Cash-in-Lieu process will be made through the Cash-in-Lieu review being undertaken by the Planning and Growth Management Branch and will be in the context of the directions being established for the overall Municipal Parking Management Strategy.

 

Parking Needs in the Zoning Bylaw

 

As requested in the original Council motion, parking needs in the Comprehensive Zoning Bylaw were reviewed as part of the development of the Parking Management Strategy and the analysis of Cash-in-Lieu applications.

 

The Comprehensive Zoning By-law for the City of Ottawa is a tool that, similar to parking management, is meant to implement a number of different objectives identified in the Official Plan, the Transportation Master Plan and other corporate policies. 

 

In June of 2008 City Council adopted a new Comprehensive Zoning By-law replacing the 36 existing zoning by-laws in Ottawa that had over 1,100 land uses for which motor vehicle parking rates had applied.   A consolidation and validation process was undertaken to reduce to somewhat over 100 the number of land use categories in the new Zoning By-law and for these parking rates were reviewed and assigned. The Zoning Bylaw is the responsibility of the Planning and Growth Management Branch.

 

Sections of the zoning by-law that directly affect municipal parking management, and implement the objectives identified in the Transportation Master Plan include:

 

 


(7) Parking for Bicycles, Electronic bikes, Segways, Scooters and Motorcycles

 

There was also strong consensus that parking should be provided for alternative modes of transportation such as bicycles, segways, scooters, and motorcycles.  How much should be provided and at what price was the subject of further discussions that are summarized below.

 

Bicycles and Electronic Bikes

 

It was agreed that free unsecured bicycle parking should continue to be provided by the City on –street and off-street, free of charge. 

 

Going forward, in accordance with Section 4.2 of the Ottawa Cycling Plan, the need for bicycle parking will be part of the scope of Local Area Parking Studies.

 

Electric motor assisted bicycles are available that do not emit any pollutants and are small and manoeuvrable enough to be parked at standard bike racks.  Unfortunately, the Ontario Highway Traffic Act regulates activities for motor vehicles and the definitions within the Act classify them as "motor vehicles".  Provincial legislation in the form of Bill 126 has been introduced to reclassify these power-assisted bicycles as “bicycles”, thus allowing them the same privileges (parking at sidewalk bike racks etc).  Staff will monitor the status of Bill 126 and bring forward appropriate amendments to City regulations when appropriate.

 

Secure lockers that can house bicycles and electronic bicycles should be provided by the City at public facilities for a fee that recovers the cost of the lockers.  The program would start modestly where demand is evident and only expand as demand increased. 

 

Segways

 

Segways were of no interest to stakeholders during the consultations undertaken in 2008 but will be re-examined should the need arise.

 

Scooters and Motorcycles

 

Scooter and Motorcycle enthusiasts submitted a petition with over 1,000 signatures and attended the June focus group in large numbers to voice their opinion that motorcycles and scooters should be provided free designated parking because they felt these vehicles consume less resources per mile than automobiles, and that they take up less space on roads.

 

Providing free parking for two-wheeled vehicles on the basis of environmental benefits would be inequitable for those who walk, cycle, or pay to take public transit. The question of providing parking incentives for more energy efficient and low emission vehicles has been considered by the City of Ottawa in the past.  Environmental Advisory Committee, at its meeting on August 11, 2005 considered a draft report titled Parking Incentive For Energy Efficient And Low Emission Cars.  The EAC reviewed the draft report recommendations and acknowledged City staff's efforts to encourage citizens to drive smart in their daily commute.  However, some EAC members thought the City should promote public transit and shared transportation lanes, and discourage free parking for all types of vehicles.

 

Motorcycles and Scooters do, however, take up substantially less space than standard passenger cars.  Therefore designating and promoting specific areas in off-street lots, where these vehicles can be parked more compactly than cars, is recommended (1/2 price wherever practical), as is charging reduced rates.  These recommendations are reflected in the Rate Setting Guideline, which forms part of the Strategy attached as Document 1, and the Implementation Plan, attached as Document 4.

 

Also of note, scooter riders raised concerns about securing their small vehicles.  Scooters are fairly light and are easily picked up and moved or taken away.  Therefore, locking rings should be provided at designated spaces to secure scooters and mopeds, where appropriate.

 

(8) Tourist Parking

 

Stakeholders indicated that the most important aspect of supporting tourists is to have an adequate supply of parking, to have convenient payment methods, and to have clear signage so the rules are evident.  It is further recommended that time limits be a minimum of two hours or longer in order to minimize the need to move a vehicle.  The time limits would be worked out through a Local Area Parking Study and would take into account the specific needs of the local area.

 

Transportation Committee specifically requested that staff examine the benefits of a tourist pass as is used in other cities.  Only a limited number of smaller municipalities have a tourist pass program.  Ottawa’s typical comparators do not have such a program. Further, Ottawa Tourism and the Ottawa-Gatineau Hotel Association, after reviewing the research, indicated that they believe benefits are limited and the implementation of such a pass would not justify the cost.  The implementation of a Tourist Pass Program is therefore not recommended.

 

(9) Local Area Parking Studies

 

During the development of the Municipal Parking Management Strategy discussion repeatedly returned to the importance of Local Area Parking Studies. 

 

Local Area Parking Studies have been done in the past, but it is recommended that in the future they be more comprehensive, be undertaken as part of Community Design Plans or other similar studies, involve stakeholders, and look at more than just on-street utilization. 

 

Without these studies there is no structure for useful dialogue and no data on which to base decisions.  With them, staff and stakeholders can consider recommendations for how to best provide and manage parking to achieve the Official Plan, TMP, and Municipal Parking Management Strategy objectives, among others.  Recommendations may include: providing new facilities (either publicly or as part of a joint venture); promoting existing facilities and services; coordinating services with private lots; and adjusting rates, hours or locations of paid parking.  [Relates to Audit Recommendations 3, 10, 11, and 12]

 

A standard Terms of Reference for Local Area Parking Studies, to be used as a template to ensure future studies are comprehensive yet can be tailored to specific circumstances, is attached as Document 3.

 

 

(10) Rate Setting Guideline

 

The rate-setting guideline was the most contentious topic during consultations. 

 

There are generally two distinct pricing approaches for municipal parking, depending upon the size of the City, the size and makeup of the main street or downtown core areas and the economic health of business operations.  One approach is based on cost recovery, and the other is based on utilization. 

 

The cost recovery approach emphasizes pricing parking services in order to recover costs so that general tax revenues are not required to fund the operation.  Full lifecycle expenses and future capital investments should be included in this price setting method.

 

The utilization approach is based on the principle that parking cost should reflect demand.  The goal is to price on-street parking at a point that ensures a driver has a good chance of finding a space in a reasonable amount of time thereby improving service and reducing congestion, lost time, fuel costs, and pollution generated by cruising around the block looking for a space.  

 

If drivers have difficulty finding parking as most or all of the spaces are full, then rates may need to be increased.  On the other hand, if the demand is far below capacity, then the rates may be too high and may need to be decreased.

 

The utilization rate typically used in the parking industry to indicate that prices should be increased (or new supply provided) is 85% utilization during peak periods. 

 

In October 2008, six of the BIAs submitted a paper that suggested parking rates should be based solely on cost recovery.  These BIAs and a Church representative also expressed concerns regarding the methodology for implementing the utilization approach, summarized as follows:

 

  1. Indicators should be broader than just 85% utilization - Consider quality of life - churches complement the work of the city in terms of maintaining the downtown area on the social side.
  2. Should include off-street supply including private lots in utilization rates
  3. Peaks don’t represent the whole day
  4. Comparable Areas should have comparable rates and hours – one area should not have an unfair advantage over another
  5. Rates should remain uniform or it will be impractical to administer and confusing for consumers
  6. On and Off-street rates need to be coordinated
  7. Stakeholders should be involved
  8. Rates could be set too high – consumers will avoid the downtown

 

Staff met with BIAs on February 20 2009 and addressed these concerns.  The result of this meeting was general agreement that the responses put forward by staff were acceptable provided Local Area Parking Studies were carried out with the local BIA’s involvement and considered a broad range of issues and solutions. The remaining Parking Consultation Group members also approved of the direction presented by staff.  All concerns from the BIAs received in response to this presentation have been addressed in this report, with the exception of a submission from the Bank Street BIA, discussed below under the heading “Stakeholder Engagement –Results”

 

With regard to basing meter rates on utilization, it should be understood that it is an industry proven rate setting approach:  price is adjusted so that 8 of every 10 spaces are full and maximum turnover is achieved.  This approach is used by Toronto and Calgary as well as other jurisdictions. 

 

In practice, both utilization & cost recovery need to be considered together – flexibility is required to use rates to achieve improved system performance and provide better service to customers. 

 

Response to BIA concerns

 

The first, second, and third concerns are addressed by adopting the Standard Terms of Reference for Local Area Parking Studies, which outlines the issues to be considered, attached as Document 3.  These studies will consider a variety of factors and involve a variety of stakeholders.  The final terms of reference for any study will be based on this standard template and can be tailored further to reflect the context of the area.

 

With regard to the fourth concern, staff agrees that comparable areas should have comparable rates and hours – one area should not have an unfair advantage over another.  Therefore it is recommended that on and off-street rates and hours for different areas should vary only where a clear reason for the variance exists.

 

Staff does not agree with the fifth point - rates should not necessarily remain uniform across the City.  The rate in the core may not be appropriate everywhere.  This opinion is held by a majority of stakeholders.  It is also a common practice: most large cities have parking rate zones.

 

Staff agrees with the suggestion that on- and off-street rates need to be coordinated.  On-street parking is the most desirable type of parking – it must be priced at an appropriate level in comparison with off-street facilities.  When on-street meters are priced below off-street rates, the on-street spaces become more attractive to long term parkers thereby defeating the concept of generating more short term parking turnover for patrons of nearby businesses.   This will be taken into account during Local Area Parking Studies.

 

The seventh concern raised relates to the methodology for setting rates – specifically who should be involved.  This is addressed through the following proposed process for setting or changing rates, adjusting hours or days of paid parking, and introducing or removing paid parking:

 

1.                  On-street and Off-street Public Parking Rates, hours, and locations will be set by Council on an Annual Basis as part of the approval of the Parking Management Program Work Plan and Budget approval, based on the results of Local Area Parking Studies.

 

2.                  Notwithstanding paragraph 1 above, On-street Public Parking Rates, hours, and locations may be varied by staff at any time throughout the year provided the variation of the rates is within the range approved by City Council and the local Ward Councillor(s), BIA(s), and Community Association(s) concur with the change.

 

3.                  Notwithstanding paragraph 1 above, off-street rates maybe varied at any time throughout the year provided the variation of the rates is within the range approved by City Council.

 

An area where point 2 may come into use is Vanier.  Meters in Vanier appear to have consistently low utilization rates, and it may not be necessary to undertake an extensive Local Parking Area Study to reach a consensus that rates should be reduced.   Staff proposes to explore the reduction of meter rates in Vanier further during the spring.

 

The last concern, that consumers will avoid the downtown if rates are set too high relates is addressed in a number of ways.  First, staff recommends that the Tariff of Fees bylaw be amended to permit fees for on-street paid parking spaces to be within the range of $0 and $3.  It is recommended that Council only adjust this range during their annual approval of the full Parking Program budget and work plan.  Second, rates should be adjusted in incremental amounts and then the results of the change will be monitored to ensure utilization stays high.  Also of note, studies suggest that choosing to go to a main street area to shop versus a mall is not typically based on the price of parking - instead, the specific stores and the atmosphere of these areas are what draw customers in. 

 

The complete Rate Setting Guideline recommended for adoption forms part of the Municipal Parking Management Strategy attached as Document 1.

 

(11) Stakeholder Engagement – Results

 

On March 4 2009 all BIAs were asked for final input, and staff indicated that, based on the February 20th meeting, the report to Transportation Committee would reflect the overall support received at this meeting regarding the proposed parking strategy and the creation of a formal Parking Stakeholder Consultation Group.

 

Of these stakeholders, the motorcycle & scooter representative, and the ByWard Market, Vanier, Glebe, Wellington West, and Bank Street BIAs provided comments.   

 

Agreement

 

Staff agrees with almost all of the submissions.  Most indicated general support and reiterated the importance of Local Area Parking Studies, fairness between areas, acting on the Audit recommendations, clear financial reporting, and completing the Cash-in-Lieu of Parking Review. As discussed earlier in this report, the following changes have been made to the documents to address the further suggestions as follows: 

 

·        The objectives clarifies that transportation demand management initiatives funded by the parking program must be related to it.  This would include bicycle parking, designated stalls for carshare vehicles, and car/van pool spaces, which specifically benefit areas that have paid parking.

 

·        “Fair and Consistent Enforcement” is now part of the objectives, and the Terms of Reference for the Parking Stakeholders Consultation Group now indicates that Parking Enforcement Branch staff will attend all meetings.

 

·        The Funding Model includes the allocation of a portion of paid parking revenues to be granted to the BIAs for promotion and marketing and other projects consistent with the Municipal Parking Management Principles and Objectives.

 

·        A standard Terms of Reference for Local Area Parking Studies provides a clear methodology for reviewing parking issues in an area and involving stakeholders.

 

·        The Rate Setting Guideline clearly provides BIAs a role in setting rates, either through a Local Area Parking Study that is then vetted by Transportation Committee and approved by Council on an annual basis, or through delegated authority at any time during the year where staff may only adjust on-street rates if the local Ward Councillor, BIA, and Community Association concur with the change.

 

·        The recommended amendment to the Tariff of Fees bylaw sets a minimum rate for on-street parking at $0 and an maximum rate for on-street parking at $3.  This will be reviewed for the 2011 budget year when a comprehensive annual budget and work plan based on the results of Local Area Parking Studies will be presented to Council for approval.

 

·        Designation of on-street motorcycle parking has been added to the Terms of Reference for Local Area Parking Studies.

 

Further Concerns for Consideration

 

The following concerns and opinions are provided to Committee and Council for their consideration. They have not been incorporated into the attached Documents or included in the recommendations of this report. 

 

·        The Arts, Heritage and Culture Advisory Committee recommended that the new parking management policy provide one per cent of project costs toward public art for all city parking development projects, including those of amounts less than $2M. 

·        A number of the BIAs questioned the inclusion of road and curb lifecycle in the financial costs.  These costs, as noted in the funding model that forms part of Document 1, are related specifically to infrastructure constructed to accommodate on-street parking.

·        The Bank Street BIA has raised concerns that the Terms of Reference for the Municipal Parking Management Strategy are too limited to respond to the concerns raised by the Auditor.  The Terms of Reference included a review and update of the TMP and Parking Strategy policies, the determination of a framework, and the development of a guideline for rate setting.  All of this has been completed and appropriate connections and coordination points to various high-level policies, studies, and related programs have been documented.

·        Last the Bank Street BIA has suggested that a thorough evaluation of the governance models was not provided to stakeholders.  Stakeholders generally agreed that parking is a service and should continue to be managed by the City.  Their concerns regarding governance related to the lack of information available regarding parking, the lack of focus on the program as a service, and the need for a forum to engage them. A panel of experts and peers were clear these three initiatives are critical to the success of any parking program.   Therefore this reports recommends first implementing these recommendations before proceeding with any changes to the governance model.

 

(12) Implementation

 

An Implementation Plan, attached as Document 4, serves to clearly identify key tasks required to establish the new parking program during 2009 and 2010.  These tasks include:

 

·        Amend the Delegation of Authority and Tariff of Fees Bylaw

·        Create a Parking Reserve Fund and Restate the 2009 Parking Program Budget

·        Establish the Parking Stakeholders Consultation Group

·        Undertaking Local Area Parking Studies

 

Once this foundation is in place the first comprehensive annual budget and work plan for the Municipal Parking Management Program will be prepared next summer for 2011.  The implementation plan that is attached distinguishes between strategic and operational activities and provides a timeline for implementation, as will future work plans. [Relates to Audit Recommendation 2]

 

Amend the Delegation of Authority and Tariff of Fees Bylaw

 

The Department, in consultation with Legal Services will amend the Tariff of Fees Bylaw and the Delegation of Authority Bylaw to allow Parking Operations staff to vary the on-street parking rates and the hours of parking by location provided that the variation of the rates is consistent with the Municipal Parking Management Strategy, is within the range approved by City Council as part of the annual budget and the local Ward Councillor, BIA and Community Association concur with the variation.  Further, the existing delegation of authority to vary off-street parking rates be expanded to permit staff to alter rates for alternative modes of transportation, such as motorcycles, scooters, and auto-share vehicles provided that the variation of the rates is consistent with the Municipal Parking Management Strategy and is within the range approved by City Council as part of the annual budget.

 

Create a Parking Reserve Fund and Restate the 2009 Parking Program Budget

 

The Department, in consultation with Legal Services will bring forward a bylaw to establish a Parking Reserve Fund. The reserve fund would be derived from parking fees and the sale of any capital assets and will be used for parking related programs consistent with the Municipal parking Management Strategy.   Once in place, Financial Services will restate the 2009 budget. Both of these tasks will take place during 2009.

 

Establish the Parking Stakeholders Consultation Group

 

The Department will solicit applications for members of the Parking Stakeholders consultation group in Q2 2009 and will confirm membership during Q3. 

 

Undertake Local Area Parking Studies

 

Further, staff will start carrying out Local Area Parking Studies, beginning with the ByWard Market.  This area has been selected because it was identified in the Markets Management 2009 Business Plan, the BIA is supportive of it being undertaken, and utilization rates in this area exceed capacity on a regular basis pointing to the need for exploration of parking management options (See the Rate Setting Guideline contained within Document 1 for a explanation of how studies are prioritized).  Staff will initiate a second Local Area Parking Study in the fall of this year, and a third beginning in early 2010, and a fourth in mid 2010.

 

 

CONSULTATION

 

Extensive consultation, in excess of the Terms of Reference, was undertaken in 2008 and 2009: 

 

9 June 2008                   Link to Terms of Reference Report provided to over 1,000 stakeholders: BIAs, Community Associations, Downtown Churches, General Public and all Advisory Committees. 

 

18 June 2008                 Parking Management Study Terms of Reference Approved

 

18 June 2008                 Focus Group Sessions held (Environment/Cycling/Alternative Modes of Transportation; General Public & Community Associations; Accessibility)

 

19 June 2008                 Focus Group Sessions held (BIAs, Businesses & Chambers of Commerce; Building Developer, Owner, Managers; Places of Worship; Tourism)

 

26 June 2008                 Formed the Parking Consultation Group (PCG) made up of 9 representatives of BIAs, Communities, & Churches based on availability through summer consultation schedule.

 

26 June 2008                 Established an additional series of meetings open to all BIA’s (not required under the approved Terms of Reference)

 

15  & 17 July 2008        Second Session with BIAs & PCG; Steering Committee Meeting: Mandate

                                      Tour of Vanier & Somerset BIA’s

 

18 July 2008                  Steering Committee Meeting

 

12 August 2008             Third Session with BIAs & PCG: Review of Mandate, Governance, Financials, Local Area Studies and Program Planning

 

9 September 2008         Fourth Session with BIAs and PCG: Governance, Process for Local Area Studies and rate setting (specifically consultation)

                                      Tour of Westboro Village and Wellington West BIAs

 

11 September 2008       Public Open House (Coordinated with TMP Open House), and Steering Committee Meeting: All Identified issues

 

12 September 2008       Steering Committee Meeting

 

19 September 2008       Advise PCG and BIAs of Oct 2 meeting and ask for specific input.

 

2 October 2008             Fifth BIA and PCG Meeting: Rate setting

                                      Tour of ByWard Market and Downtown Rideau BIAs

                                      Public Open House # 2

 

30 October 2008           Email to BIAs and PCG attaching Council Memo #6

 

20 Feb 2009                  Sixth Session with BIAs: All Identified Issues

                                      PCG Provided staff presentation for comment

 

27 Feb 2009                  Notice provided to over 1,000 known stakeholders of April 15, 2009 Transportation Committee Meeting.

 

 

LEGAL/RISK MANAGEMENT IMPLICATIONS

 

There are no legal/risk management impediments to implementing the recommendation in this report.

 

 

FINANCIAL IMPLICATIONS

 

For 2009 forward, all parking revenues will be earmarked for related costs and investments, and not go into general revenues.  The revenues may fluctuate over the next few years as the new Rate Setting Guideline is applied. Revenues will likely increase provided high volume areas are included to offset low volume areas. 

 

The impact will be roughly as follows for 2009, and thereafter:

·        $1 Million to parking reserves or projects related to parking operating and administrative costs

·        $3.2 Million in revenues will be specifically applied to parking related asset costs (lifecycle, debt, depreciation). Previously these were allocated to general revenues

·        $3.2 Million in revenues will be specifically applied to parking related costs (snow clearing, road and curb lifecycle, corporate services). Previously these were allocated to general revenues

 

There will be no tax implication, as appropriate adjustments will be made to the contribution to the City Wide Reserve and the Parking Reserve Fund.

 

The report recommends that Cash-in-Lieu of Parking funds be used only for the development or provision of shared public parking facilities. In the past these funds have been used for broader parking studies as well as a taxi stand study.  These studies did not relate directly to the provision of new parking.

 

Last, the report recommends that the proceeds obtained from the sale of any parking facility be paid to the City and the balance remaining after payment of incidental expenses be paid into the Parking Reserve Fund.

 

Within the Municipal Parking Management Program envelope, the report recommends $150,000 per year be budgeted for Local Area Parking Studies to be undertaken by external consultants.  The results of these studies will form the direction for future budgets and work plans for the program.

 

 

SUPPORTING DOCUMENTATION

 

Document 1 – Municipal Parking Management Strategy SummaryTo be issued separately

Document 2 – Parking Stakeholder Consultation Group Terms of Reference

Document 3 – Standard Local Area Parking Study Terms of ReferenceTo be issued separately

Document 4 – Implementation PlanTo be issued separately

Document 5 –   Transportation Master Plan 2008 Section 6.11 – Parking

Document 6 – Audit of the Parking Function 2008 – Recommendations and Responses

Document 7 – Parking Management Strategy – Discussion Paper – Held on File with City Clerk’s office

 

 

DISPOSITION

 

Staff will undertake all tasks necessary to implement the approved City of Ottawa Municipal Parking Management Strategy in accordance with the implementation plan.

 

 


DOCUMENT 2

 

Parking Stakeholder Consultation Group TOR

 

 

 

MANDATE

 

The mandate of the Parking Stakeholder Consultation Group is to act as a channel between the City, stakeholders and affected citizens and groups.  In doing so, it will provide advice and guidance on parking management policy that support the Objectives of the Municipal Parking Management Program as well as the parking Objectives of the Transportation Master Plan.  The Parking Stakeholder Consultation Group will promote parking policies that support the needs of local business, residents, institutions and tourism. 

 

RESPONSIBILITIES

 

The Parking Stakeholder Consultation Group shall be responsible for:

 

1.                  Providing advice to the General Manager of Public Works related to the Municipal Parking Management Program including parking policies, budgets and annual work plans.

 

2.                  Liaising with all stakeholders to exchange information and knowledge related to the Municipal Parking Management Program.

 

3.                  Engaging stakeholders and providing input on Local Area Parking Studies to encourage an ongoing dialogue throughout the process.

 

4.                  Liaising with staff from the Parking Enforcement Branch to ensure fair and consistent enforcement of parking rules.

 

 

MEMBERSHIP

 

The Parking Stakeholder Consultation Group will be comprised of the following:

 

 

The Parking Stakeholder Consultation Group will be chaired by the General Manager of Public Works, or his or her designate.

 

Staff from the Enforcement and Operations Branch will also attend all meetings.  Other City staff will attend as appropriate, based on the Agenda.

 

The General Manager of Public Works will approve all appointments to the Parking Stakeholder Consultation Group.

 

 

QUORUM

 

Quorum for the meetings will consist of a majority of the members.

 

Members of the Parking Stakeholders Consultation Group may appoint a designate who shall be a member under the same category as the absent member.  The designate shall be considered in the determination of quorum.

 

 

MEETINGS

 

The Parking Stakeholders Consultation Group will meet on a quarterly basis or more when required at the request of the General Manager of Public Works, or his/her designate.

 

The Public Works Branch will:

 

1.                  Provide the resources to make all necessary arrangements for conducting meetings and be responsible for the preparation and distribution of agendas and minutes. 

 

2.                  Coordinate and convene the meetings, and provide administrative and other services, as required. 

 

3.                  Accept submissions from stakeholders regarding the items for inclusion on an agenda and inform others of the agenda as appropriate.

 

 

TERM

 

With the exception of the chair, members will sit on the committee for a time period that runs concurrent with the term of Council.

 

Any member who is absent from three consecutive meetings without providing an alternate will be deemed to have resigned and a new member will be recruited.
DOCUMENT 5

 

Transportation Master Plan – Section 6.11 Parking

 

 

 

Parking is a strategic tool for city-building. By effectively managing its supply and price, governments can influence how people choose to travel and promote a behavioural shift from driving to transit use and other alternatives to automobile usage. By guiding the appropriate location and design of parking in new developments, the City can also support the creation of more compact communities. However, these strategic considerations are challenged by the concerns of employers, stores service providers and tourism destinations where employees, customers and visitors arrive in automobiles, whether by need or choice. In this way, short-term economic and practical realities are brought into conflict with longer-term goals – making parking one of the more challenging issues addressed in this plan.

 

Bearing in mind these considerations, the City’s strategic parking objectives are:

 

• To provide short-term parking that supports the needs of local businesses, residents, institutions and tourism destinations

 

• To limit the supply of long-term parking in a manner that balances transit ridership objectives with the needs of automobile users

 

• To support intensification and minimize the amount of land devoted to parking through measures such as parking structures and arrangements to share parking among land uses

 

In support of these objectives, the City of Ottawa’s parking services include on-street parking, several off-street parking lots and garages, public bicycle parking and parking enforcement. The City also influences the supply of parking in new developments, and has some regulatory control over privately run off-street public parking lots. Recent changes to the City’s new Zoning By-law included: harmonizing parking rate requirements; reducing parking rates for employment, institutional and retail uses near rapid transit stations; providing shared parking provisions for combinations of land uses with different peak periods of parking usage; introducing parking rate reduction in circumstances where bicycle change rooms and shower facilities are provided, or when underground rather than surface parking is provided; and introducing expanded and new bicycle parking provisions.

 

The following policies address on-street and off-street parking and touch on matters discussed in Chapter 3 (land use), Chapter 4 (bicycle parking), Chapter 5 (Park & Ride lots), and Chapter 6 (carpool parking).

 


The City will:

 

1. Develop a Municipal Parking Management Strategy in 2009 that:

 

a) Defines a program to regularly examine public parking needs, evaluate alternatives and recommend on-street and off-street solutions in key areas including but not limited to the downtown, Business Improvement Areas and Town Centres

 

b) Identifies parking policies and programs to support intensification and residential development in targeted areas

 

c) Establishes guidelines for parking pricing, with key parameters including rates, hours, locations and vehicle types

 

d) Identifies opportunities to support the parking needs of cyclists, carpoolers and private carshare companies, and examines the parking requirements of scooter, moped and motorcycle riders

 

e) Reflects transportation demand management (TDM) principles and objectives (Section 3.3) and identifies synergies between parking and TDM initiatives

 

f) Recommends an appropriate allocation of parking revenues to support parking programs, parking infrastructure development and TDM initiatives that defer or negate the need for new parking infrastructure

 

g) Recommends approaches to provide transparency and clarity through communication with stakeholders about the parking program’s goals and objectives, financial status and infrastructure investment plans

 

2. Periodically review the City’s Zoning By-law to ensure that minimum and maximum parking requirements for new developments (particularly commercial, retail and multi-unit residential uses) support municipal objectives for compact development and more sustainable transportation behaviours.

 

3. Update the City’s Cash-in-Lieu of Parking policy to reflect the City’s growth management principles to ensure consistency with objectives and activity related to development and parking programs in the relevant areas of Ottawa.

 

4. Support the availability of short-term parking for business (retail and service), institutional, residential and tourism uses, particularly those in the Central Area and inner city neighbourhoods, by:

 

a)      Providing on-street parking that does not compromise multimodal safety or service level

 

b)      Giving priority to serving short-term users in City-controlled parking facilities

 

c) Providing City-operated short-term parking in mixed use developments

 

5. Discourage the temporary use of vacant lands for long-term parking.

 

6. Conduct a pilot project to showcase proactive parking management strategies in Centrepointe mixed-use centre, a transit-oriented development node where the City has considerable landholdings and an opportunity to maximize transit ridership.

 

7. Prepare a tour bus parking strategy in partnership with other levels of government, institutions, tour operators, and tourism authorities.

 

8. Conduct marketing initiatives that, among other objectives:

 

a)      Encourage the use of off-street parking lots rather than on-street parking

 

b)      Involve Business Improvement Areas and other partner agencies

 

c)      Measure overall marketing performance and customer satisfaction

 

 

 

 

 


DOCUMENT 6

 

City of Ottawa Office of the Auditor General
Audit of the Parking Function 2008 - Excerpts

 


 

 

Recommendations

 

 

Recommendation 1

 

That the City ensure that responsibilities, accountabilities and coordination of all aspects of the Parking Function, including planning related matters (zoning requirements, cash-in-lieu) development matters (new and existing locations/requirements of on and off-street parking including residential on-street parking) and operational requirements (collections, rate setting, enforcement) be clearly assigned in a manner which ensures a comprehensive and coordinated approach to the Parking Function.

 

Management Response

 

Management agrees with this recommendation.

 

Presently, the Planning branch manages the Official Plan, Transportation Master Plan, and Comprehensive Zoning By-law. These documents take into account broad land use issues and serve to set the context and the high-level objectives for the Parking Program.

 

At its meeting of 13 February 2008, City Council gave the following direction:

 

“That staff be directed to develop a new city-wide, comprehensive, consolidated parking policy in conjunction with the principles articulated in the Parking Management Strategy and the Transportation Master Plan; and that the policy include parking needs in the zoning by-law, a review of the financial costs to the City of storing cars on city streets versus storing cars on private lots; and

That the study examines on-street parking rates:

· That vary according to geography; and,

· That vary according to time (time of day, day of the week).

Also, that the terms of reference for this study/review be brought to Transportation Committee for its review and approval prior to being undertaken.”

 

The Transportation Committee approved the Terms of Reference for the Parking Management Strategy on June 18, 2008 and work is currently underway.

 

The Parking Management Strategy will be set within the context of the Official Plan and Transportation Master Plan policies and objectives and will outline a framework that will clearly identify responsibilities and accountabilities to ensure a comprehensive and coordinated approach to the parking function. The Parking Management Strategy is scheduled to be presented to Council in Q2 2009.

 

 

Recommendation 2

 

a)      That the City ensure that the Parking Management Strategy and related documents currently underway be modified to clearly distinguish between strategic versus operational policies, initiatives and directives.

 

b)     That Council approve an expanded scope of the PMS to ensure that all aspects of the “Parking Function” are included in the strategy. Accountabilities, objectives, goals, performance indicators and implementation plans for these items should be clearly stated and progress tracked in supporting documents.

 

Management Response

 

Management agrees with these recommendations.

 

The Parking Management Strategy will distinguish between strategic versus operational policies, initiatives and directives. It will also address all aspects of the parking function and will identify how parking relates to the different areas that the Planning branch is responsible for such as the Official Plan, Transportation Master Plan, Zoning By-Law, Cash-In-Lieu, etc. Further, it will ensure that there are key accountabilities, objectives and performance indicators that can be tracked and published in regular status reports.

 

The Parking Management Strategy is scheduled to be presented to Council in Q2 2009. Work will be done in the development of this strategy to ensure that these recommendations are reflected in supporting documents.

 

 

Recommendation 3

 

That the City ensure that the Parking Management Strategy and its related implementation be developed with the goal of achieving the strategic objectives identified in the Official Plan and Transportation Master Plan as well as being compatible with the Economic Development initiatives (which reside in the Planning, Transit and Environment Department). These policies and decisions should be considered during Neighbourhood Planning Initiatives (NPI), Community Design Plans (CDP), and in routine consultations with BIAs.

 

Management Response

 

Management agrees with this recommendation.

 

The Parking Management Strategy is being developed to ensure that strategic objectives in the Official Plan and the Transportation Master Plan are reflected. These objectives will, in-turn, be reflected in Neighbourhood and Community Design Plans, which are developed using these overriding documents for direction and guidance.

 

The Parking Management Strategy will be presented to Council for approval in Q2 2009.

 

 

Recommendation 4

 

That Traffic and Parking Operations Branch develop a monthly Parking Operations Unit standard report which highlights revenue from all sources (off-street facilities by lot, on-street by P&D and meters preferably by major neighbourhood), for month, year-to-date actual, and budget. This must be supported by detailed narrative to address variances, issues, lessons learned, etc., and distributed to the director level for review and approval. The data source should either be SAP or a document, which is reconciled routinely to SAP.

 

Management Response

 

Management agrees with this recommendation.

 

Staff are currently preparing a series of reports that reflect revenues from all sources. Once finalized, this information will be provided to senior management on a monthly basis. These reports require coordination between several sources and will be established by Q2 2009.

 

New reporting will supplement and improve upon the information that is currently being prepared. Staff currently prepare a series of reports that reflect all on-street revenues collected by day and by zone as well as all revenues and expenses for off- street parking facilities. In addition, staff training is underway which will enable staff to undertake financial analysis and reconciliation to the extent that is identified in the Auditor’s report.

 

Further, realty taxes and Lot 6 third party service provider costs have been adjusted for 2008 and future budgets in response to issues identified in the report.

 

 

Recommendation 5

 

That Traffic and Parking Operations Branch ensure that Parking Operations Unit begin tracking paid utilization rates and explain variances in a monthly report.

 

Management Response

 

Management agrees with this recommendation.

 

Currently, staff selectively track utilization rates as part of the ongoing management and monitoring of our parking systems. With the implementation of Pay and Display machines, tracking of revenue and utilization rates will be carried out on a regular basis and monthly reports will be generated.

 

The Pay and Display procurement process will require Council approval in order to proceed. A report seeking this approval will be presented to Council in Q2 2009 with expected implementation in Q1 2010 if approved.

 

 

Recommendation 6

 

That Traffic and Parking Operations Branch develop new Parking Operations Unit collection routes which address both a four and five day collection schedule and focus on collecting from the busiest routes most frequently; this may result in collections from some routes less frequently than is currently done, especially during weeks with statutory holidays.

 

Management Response

 

Management agrees with this recommendation and this practice is currently in place.

 

Traffic and Parking Operations will continue to look for efficiencies and improvements to the collection schedule to ensure that the busiest routes are collected when needed and the less busy routes are collected less frequently. At the same time, it is important to ensure any system allows for the continuation of proactive monitoring of all parking meters to address problems as they arise as efficiently as possible. The data acquired through these regular collections forms part of a historical database that is used to monitor trends and forecast year-end revenue expectations.

 

New collection routes will be developed when Pay and Display machines are implemented. Due to the increased availability and detail of financial and maintenance information through automatic means, the acquisition of this data through regular collections will no longer be required. The frequency of the new collection routes would then be directly tied to the utilization of the machine. The implementation of Pay and Display technology is expected to occur Q1 2010 pending Council approval.

 

 

Recommendation 7

 

That Traffic and Parking Operations Branch ensure that all Parking Operations Unit collection sheets indicate the routes collected and in cases where there are no collections, identify special circumstances which would contribute to lower dollars collected (e.g., construction or hooding) as well as document alternate procedures (e.g., spare vaults used) with the reason noted on the collection sheet.

 

 

Management Response

 

Management agrees with this recommendation.

 

Procedures for this practice are already in place. Staff review collection sheets on a weekly basis to audit the weight of the vaults and review any abnormalities that may be present in the specific collection route. Going forward, anomalies will be tracked and recorded consistently on the monthly revenue comparison sheets.

 

Once Pay and Display machines are implemented, the collection process will change and machines that do not require collection due to construction or hooding will not be collected.

The Pay and Display procurement process requires Council approval to proceed. A report seeking this approval will be presented to Council in Q2 2009 with expected implementation in Q1 2010 if approved.

 

 

Recommendation 8

 

That Traffic and Parking Operations Branch ensure that new Pay and Display machines track the outstanding value of Smart Cards.

 

Management Response

Management agrees with this recommendation.

 

As part of the Pay and Display procurement process, the City has set out minimum standards to ensure that any new Pay and Display machine can track the outstanding value of Smart Cards.

 

The Pay and Display procurement process requires Council approval to proceed. A report seeking this approval will be presented to Council in Q2 2009 with expected implementation in Q1 2010 if approved.

 

 

Recommendation 9

 

That the City, as part of the Cash-in-Lieu Policy review currently underway, consider reverting to the original intended use of cash-in-lieu funds generated (i.e., being used only for the provision of parking spaces) ideally in the same area as applicant property.

 

Management Response

 

Management agrees with the recommendation.

 

The consideration of 'reverting to the original intended use of cash-in-lieu funds generated' will form part of the report to Committee and Council as part of the Cash-in-Lieu Policy review currently underway in the Planning branch. Parking Operations will play a key role in the review of the Cash-in-Lieu Policy. Timelines for the Policy review are as follows:

 

 

 

Consultation with stakeholders

 

Q1 2009

 

 

Report on options to Planning and Environment Committee (PEC) and Council for identification of preferred option

 

Q2 2009

 

 

Consultation on preferred option

 

Q2 2009

 

 

Report to PEC and Council on results of consultation, including implementation strategy and financial implications

 

Q3 2009

 

 

Recommendation 10

 

That Traffic and Parking Operations Branch re-evaluate Parking Operations Unit current inventory of surface lots with the view towards divesting of surface lots which do not satisfactorily assist in meeting Council approved desired goals.

 

Management Response

 

Management agrees with this recommendation.

 

A review of the inventory of surface lots will be initiated upon the completion of the Parking Management Strategy, which is scheduled to be presented to Council for approval in Q2 2009.

 

The evaluation of any particular surface lot requires a comprehensive local area study to evaluate the short, medium and long-term parking supply and demand scenarios. The areas where surface lots exist will be assessed on this basis and a determination will be made with respect to their viability relative to Council approved desired goals.

 

 


Recommendation 11

 

That Traffic and Parking Operations Branch re-evaluate Parking Operations Unit current inventory of on-street parking, including On-street Residential Permits, to ensure it complies with the new Parking Management Strategy, once developed.

 

Management Response

 

Management agrees with this recommendation.

 

A review of on-street parking, by area, will be undertaken upon the completion of the Parking Management Strategy, which is scheduled to be presented to Council for approval in Q2 2009.

 

 

Recommendation 12

 

That the City work with local Business Improvement Areas (BIAs) to develop parking rate strategies including considering allocating revenues collected within the BIA, Neighourhood or Ward in which the funds are collected, to further buy-in by the local community.

 

Management Response

 

Management agrees with this recommendation.

 

Staff have set up internal and external working groups as part of the development of the Parking Management Strategy, which will be presented to Council for approval in Q2 2009. Members of these working groups include representatives from area BIAs, community and church groups, business associations, motorcycle and scooter representatives and others. The Parking Management Strategy will address the allocation of revenues.

 

 

Recommendation 13

 

That the Parking Operations Unit maintenance staff of the Traffic and Parking Operations Branch endeavour to spend additional time testing and conducting proactive maintenance on parking machines in high traffic areas to detect and correct malfunctions in meters as soon as possible.

 

Management Response

 

Management agrees with this recommendation.

 

Parking Operations currently has in place a proactive maintenance management program for both on-street and off-street equipment. The program includes over 31 maintenance plan elements with over 1,129 activities that address key operating components. Staff continually strive to improve our proactive maintenance activities and techniques to ensure that less time and money is spent on maintenance and that there is an ongoing reduction in the number of calls from the public regarding equipment malfunctions. This proactive approach has already resulted in a 37% reduction in calls related to equipment malfunctions between 2003 and 2007.

 

Staff will endeavour to further improve upon these results through the establishment of scheduled testing protocols on parking equipment in high traffic areas that will test coin discrimination, battery levels and Parking Card acceptance. The implementation of these protocols will focus on parking equipment in high traffic areas. Monthly reports will be prepared as a result of these tests and will be tracked to monitor any lifecycle issue with the different components. This initiative will be implemented in Q2 2009.

 

The implementation of Pay and Display machines (expected Q1 2010) will assist staff in identifying problems sooner, as the machine will be able to communicate problems wirelessly to a PDA or cell phone as they occur.

 

 

Recommendation 14

 

That Traffic and Parking Operations Branch work with their FSU, once a decision is made as to how to proceed with the use of P&D machines, to develop standard monthly reports to ensure they are managing the operations effectively and to ensure that any contracted work meets contractual obligations.

 

Management Response

 

Management agrees with this recommendation.

 

Upon the conclusion of the procurement process for Pay and Display machines, appropriate processes and reports will be established to enable the City to properly monitor the performance of the system as well as the contractual obligations of the successful proponent. This action will coincide with the expected implementation of the Pay and Display machines in Q1 2010.

 

 

Recommendation 15

 

That Traffic and Parking Operations Branch develop a proactive and cost effective approach to maintenance of parking machine inventory (parking meters, P&D, POF).

 

Management Response

 

Management agrees with this recommendation.

 

Parking Operations currently has in place a proactive maintenance management program for both on-street and off-street equipment. The program includes over 31 maintenance plan elements with over 1,129 activities that address key operating components. Staff continually strive to improve our proactive maintenance activities and techniques to ensure that less time and money is spent on maintenance and that there is an ongoing reduction in the number of calls from the public regarding equipment malfunctions. This proactive approach has already resulted in a 37% reduction in calls related to equipment malfunctions between 2003 and 2007.

 

Staff will endeavour to further improve on these results through the establishment of scheduled testing protocols on parking equipment in high traffic areas that will test coin discrimination, battery levels and Parking Card acceptance. The implementation of these protocols will focus on parking equipment in high traffic areas. Monthly reports will be prepared as a result of these tests and will be tracked to monitor any lifecycle issue with the different components. This initiative will be implemented in Q2 2009.

 

The implementation of Pay and Display machines (expected in Q1 2010) will assist staff in identifying problems sooner, as the machine will be able to communicate problems wirelessly to a PDA or cell phone as they occur.

 

 

Recommendation 16

 

That Traffic and Parking Operations Branch develop operational protocols and best practices to which they will aspire and against which they will be measured. This document, approved by Council, should include various Performance Measurement outcomes against which the Unit’s performance can be measured and published.

 

Management Response

 

Management agrees with this recommendation.

 

Parking Operations currently follows core policies and procedures that guide activities and maintenance schedules in order to reduce downtime for parking meters, pay and display machines, pay on foot machines and other parking equipment. There are also programmed maintenance schedules for parking structures and lots. Presently, a Performance Measurement Framework is being developed within Traffic and Parking Operations that will review service-specific outcomes as well as the establishment of performance measures and targets. It is anticipated that this initiative will be finalized and implemented by Q3 2009. This will be presented to Council as part of the Strategic Branch Review in 2010.

 

Also to be undertaken is the development of an Operation Protocol and Best Practices document that will amalgamate existing operational procedures into one overall guiding document. This document will also be completed by Q3 2009.

 

 


Recommendation 17

 

That Traffic and Parking Operations Branch develop a mechanism to ensure that Council initiated directives are achieved and reported to Council. In the event these initiatives will not be achieved within a reasonable timeframe, the information should be communicated to Council.

 

Management Response

 

Management agrees with this recommendation.

 

There is currently a corporate-wide coordinated effort underway to improve the tracking of City Council initiated directives. Traffic and Parking Operations is active in this respect and will have an internal process in place by Q4 2008.