The 2016-2019 Public Works Strategic Plan for the City of Columbia outlines the department's vision, mission, values, and strategic priorities over the next three years. The strategic priorities are connectivity, career development, and coordination. The plan details actions and measures for each division including street, traffic, parking, transit, engineering, fleet, and building maintenance to improve infrastructure, sustainability, safety, and service. The overarching goals are to enhance mobility, career opportunities, and internal/external communication through projects focused on sidewalks, traffic calming, green technology, staff development, and community engagement.
- Local councils in England met their 2004 efficiency targets, achieving £4.3 billion in savings, with back office activities contributing 28% of gains.
- The 2007 Comprehensive Spending Review set new 3% annual efficiency targets, requiring £4.9 billion in savings by 2011, so councils cannot be complacent.
- To be successful, councils need a strategic approach, designing services from a user perspective, linking efficiency to objectives, and delegating oversight to senior boards. They must also learn from past experiences to prepare for future challenges.
Stephen C. Hobbs has extensive experience leading the implementation of subscriber management systems for telecommunications companies. Some of his projects include implementing the first bundled services system for One Point Communications, rolling out cable telephony for AT&T Broadband subscribers, converting AT&T systems to comply with legal mandates, and helping launch Verizon's video services. For Sirius Satellite Radio, he recommended a new subscriber system that helped the company increase its subscriber base significantly.
2015 New Jersey Comfort Partners EM&V report by Apprise. Summary presented by Bruce Grossman of South Jersey Gas, June 2015 Board of Public Utilities Meeting. Recommendations for a better program include enhanced data tracking, targeting high use customers and enhanced quality control. This presentation is uploaded by Hancock Software, whose Hancock One Technology tracks energy efficiency DSM programs and improves cost effectiveness by providing a technology that brings all parties and activities to one platform. The platform includes fully integrated mobile apps for field personnel. Check it out at http://www.hancocksoftware.com
The use of evidence in performance budgeting - Paula Darville, ChileOECD Governance
This presentation was made by Paula Darville, Chile, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
The document summarizes the results of Minnesota's Existing Building Commissioning Program, which investigated 227 state government buildings containing nearly 19 million square feet. Key findings include that specialized training and provider certification would benefit commissioning programs, investigations identified an average of over 4 measures per building with average site energy savings of 2.1 kBtu/ft2yr, and implementation of measures resulted in a program-wide savings of 7.2%. Quality assurance improved outcomes for customers but identified a need for more consistent, high-quality work from commissioning providers.
Evaluation, Measurement & Verification (EM&V) – Overview of Best Practices fo...Leonardo ENERGY
Now that the European Commission’s ‘winter package’ has been released, it is critical to consider the potential for a radically different EM&V regime for Europe – i.e., one that can ensure that Member States are delivering real savings through 2020 (and beyond). This webinar will provide a ‘refresher course’ to those with a basic understanding of EM&V methods and focus on a few best practices examples including EM&V methodologies for efficiency obligation schemes, white certificate schemes, and voluntary measures. Participants will learn what types of EM&V might work best within different policy contexts, regulatory drivers and other constraints (e.g., data availability).
1) Member states in the Arab region aim to achieve comprehensive national energy savings targets by 2020 through implementing energy efficiency measures and developing national energy efficiency action plans.
2) Each member state will assign a body to oversee the development and implementation of its national energy efficiency action plan and submit reports on energy savings achieved.
3) National energy efficiency action plans will be prepared for three year periods with annual reviews to ensure targets are met, and new plans developed before previous ones expire.
- Local councils in England met their 2004 efficiency targets, achieving £4.3 billion in savings, with back office activities contributing 28% of gains.
- The 2007 Comprehensive Spending Review set new 3% annual efficiency targets, requiring £4.9 billion in savings by 2011, so councils cannot be complacent.
- To be successful, councils need a strategic approach, designing services from a user perspective, linking efficiency to objectives, and delegating oversight to senior boards. They must also learn from past experiences to prepare for future challenges.
Stephen C. Hobbs has extensive experience leading the implementation of subscriber management systems for telecommunications companies. Some of his projects include implementing the first bundled services system for One Point Communications, rolling out cable telephony for AT&T Broadband subscribers, converting AT&T systems to comply with legal mandates, and helping launch Verizon's video services. For Sirius Satellite Radio, he recommended a new subscriber system that helped the company increase its subscriber base significantly.
2015 New Jersey Comfort Partners EM&V report by Apprise. Summary presented by Bruce Grossman of South Jersey Gas, June 2015 Board of Public Utilities Meeting. Recommendations for a better program include enhanced data tracking, targeting high use customers and enhanced quality control. This presentation is uploaded by Hancock Software, whose Hancock One Technology tracks energy efficiency DSM programs and improves cost effectiveness by providing a technology that brings all parties and activities to one platform. The platform includes fully integrated mobile apps for field personnel. Check it out at http://www.hancocksoftware.com
The use of evidence in performance budgeting - Paula Darville, ChileOECD Governance
This presentation was made by Paula Darville, Chile, at the 13th Annual Meeting of OECD Senior Budget Officials on Performance and Results held at the OECD Headquarters on 16-17 November 2017
The document summarizes the results of Minnesota's Existing Building Commissioning Program, which investigated 227 state government buildings containing nearly 19 million square feet. Key findings include that specialized training and provider certification would benefit commissioning programs, investigations identified an average of over 4 measures per building with average site energy savings of 2.1 kBtu/ft2yr, and implementation of measures resulted in a program-wide savings of 7.2%. Quality assurance improved outcomes for customers but identified a need for more consistent, high-quality work from commissioning providers.
Evaluation, Measurement & Verification (EM&V) – Overview of Best Practices fo...Leonardo ENERGY
Now that the European Commission’s ‘winter package’ has been released, it is critical to consider the potential for a radically different EM&V regime for Europe – i.e., one that can ensure that Member States are delivering real savings through 2020 (and beyond). This webinar will provide a ‘refresher course’ to those with a basic understanding of EM&V methods and focus on a few best practices examples including EM&V methodologies for efficiency obligation schemes, white certificate schemes, and voluntary measures. Participants will learn what types of EM&V might work best within different policy contexts, regulatory drivers and other constraints (e.g., data availability).
1) Member states in the Arab region aim to achieve comprehensive national energy savings targets by 2020 through implementing energy efficiency measures and developing national energy efficiency action plans.
2) Each member state will assign a body to oversee the development and implementation of its national energy efficiency action plan and submit reports on energy savings achieved.
3) National energy efficiency action plans will be prepared for three year periods with annual reviews to ensure targets are met, and new plans developed before previous ones expire.
This thesis examines the motivations and commitments of volunteers working with Safe Voices, a domestic violence prevention organization. The author conducted surveys using the Volunteer Functions Inventory to measure motivations and the Three-Component Model to measure commitment. The surveys found that volunteers were primarily motivated by altruistic values and personal enhancement, and experienced stronger affective commitment to the organization and beneficiaries than normative or continuance commitment. The purpose of the research was to understand the volunteer population and how the organization can support volunteers.
The Safe Shelter Collaborative has three components: 1) A technology platform that allows organizations to request and provide shelter space for human trafficking survivors, 2) A platform to source funding for hotel rooms when needed, and 3) Training to increase organizations' capacity to provide trauma-informed care. The collaborative is currently operating in New Jersey, San Francisco, and Dallas-Fort Worth, and aims to expand to 15 additional metro areas. It provides data on shelter needs and outcomes to help serve more survivors.
The document describes an app called In-telligent that allows communities to communicate safety alerts and announcements to residents and visitors in real-time. The app's key features include pushing notifications to users, auto-subscribing users near a community, tracking when alerts are sent and viewed, customizing alerts for different groups, and additional convenience features like local news and weather. The goal is to keep communities safe, secure and connected through an easy-to-use communication platform.
Creating a Safe and Engaged Online Community - CMX Summit West 2016CMX
CMX Summit is the world's largest gathering of those who are ready to harness the power of collaboration and community in the digital age. Emiliana Simon-Thomas of the Greater Good Science Center shares how you can use psychology to build a great community space.
Not a community of practice? Creating safe spaces with multitudes of functionsSEDA
This document discusses communities of practice at the University of Birmingham. It describes three communities that were established: a reading group, an academic practice writing group, and an academic practice research group. The reading group meets monthly to discuss key texts and is open to all at the university. The writing group uses a writing pool model and hosts monthly and summer writing days. The research group was discontinued due to lack of interest. The document notes that communities of practice depend on voluntary engagement and internal leadership rather than management. It also discusses challenges communities may face at different stages of recognition within their organization.
Viseum provides CCTV and video surveillance solutions to create safe cities. Their technology can help address various threats like crime, terrorism and traffic incidents. It overcomes issues with compatibility and information missed by other CCTV systems. Viseum has provided support to organizations like the Metropolitan Police and Olympics events to enhance security through mobile and rapid deployment CCTV solutions.
Dave Ellis Presentation at the 2016 Science of HOPE
Description:
This interactive workshop will explore how stereotypes and mental models drive race relations and reduce community capacity. Take the opportunity to unpack prevalent narratives about race, and consider how we might expand community capacity by doing so.
This document summarizes the development of the 2040 Regional Transportation Plan for the Chattanooga region. Key aspects included establishing goals through public outreach, developing a three-tiered evaluation framework to balance regional and community needs, and conducting a performance-based project prioritization. This led to outcomes like doubling funding for biking/walking and system preservation, and identifying strategic road and transit expansion projects. The process aimed to provide a flexible, context-sensitive approach to better match solutions to needs across different geographic scales.
This document provides a summary and contact information for Ken Bell. It outlines his experience leading customer-focused programs and business transformations in the energy sector. Specifically, it notes his work developing smart home strategies and smart grid programs for over 1.9 million customers at BC Hydro from 2009 to 2015. It also lists his professional experience leading customer service operations and marketing channels at BC Hydro and Telus from 1999 to the present.
This document provides a summary of Anne James' experience and expertise. She has over 20 years of experience working in local authority transport roles, including positions managing transport policy and strategy, parking, road safety, sustainability, and public transport. She has significant experience developing strategic plans, projects, and partnerships and is skilled in areas such as change management, communications, marketing, and stakeholder engagement.
The Planning Portal has launched a new website on March 29, 2016 that features improved content focused on key user tasks, upgraded guidance, and a more responsive mobile-friendly design. Usage of the Planning Portal increased in April 2016 compared to the previous year. Future developments discussed include adding additional application forms, a self-service area for local planning authorities, and payment options. The Planning Portal aims to work with local authorities to further reduce costs, increase speed, and improve customer experience of the planning process.
This document summarizes a meeting to discuss the final 2040 Regional Transportation Plan for the Chattanooga-Hamilton County area. It outlines the growth in population and jobs expected, the public outreach process, need for a new investment approach, a proposed "Community to Region" framework for prioritizing projects, performance measures and project scoring/ranking methodology, key outcomes including doubling funding for maintenance and active transportation, and next steps around integrating land use and transportation planning.
The APM Enabling Change SIG held their AGM meeting on Monday 29th June 2015 in London.
After the AGM portion of the evening, there was a presentation from Simon Williams and Steve Foster from Transport for London (TfL) which served as a follow-on from another presentation earlier in the year.
Delegates were treated to an update on the huge transformation which has been going on at TfL, including this video: https://www.youtube.com/watch?v=57rm5jnw8MY
RV 2015: Sustainable Corridors: Broad and Specific Looks by Robert HastingsRail~Volution
What does it mean to build a sustainable corridor? How do you honor the overall goal of conserving resources, but also engage stakeholders to develop the right type of project for their community? Take a wider look at the national perspective on building sustainable corridors. What is being done across the country to conserve resources and involve communities in these efforts? Then hear stories about a successful sustainable corridor in Portland; Albuquerque's BRT project; and an urban green plan to transform existing park-and-ride lots along Los Angeles' growing transit network into more sustainable places.
Moderator: Shelley Poticha, AICP, Director, Urban Solutions, Natural Resources Defense Council; Board Member, Board of Directors, Rail~Volution, Washington, DC
Katherine Lemmon, Transportation Planning Manager, Metro, Los Angeles, California
Robert Hastings, Agency Architect, TriMet, Portland, Oregon
David Leard, AICP, Senior Management Consultant, HDR, Seattle, Washington
The document provides an overview of a presentation on implementing Results Oriented Management (ROM) in the Ugandan public service. The presentation outlines the key elements of ROM including defining objectives, outputs, performance indicators and targets. It demonstrates how the results framework can be used for performance management, planning, budgeting, monitoring and rewarding staff. The benefits of ROM are improved priority setting, output-focused budgeting and measuring progress against plans. Challenges to implementation include lack of leadership commitment and decentralization issues. The way forward is to re-energize ROM implementation across government and train facilitators to cascade it to individual staff levels.
The document discusses advancing transportation planning to incorporate operations. It provides an overview of an objectives-driven, performance-based approach to developing transportation plans that include operations goals, measurable objectives, performance measures, and management and operations strategies. The approach involves collaboration between planners and operators to identify needs, strategies, and select strategies to include in long-range transportation plans. It also describes resources for transportation agencies on using this approach, including case studies and a model plans desk reference.
The document discusses strategies for digital government across six dimensions:
1) Moving from digitizing existing processes to designing processes digitally from the start
2) Shifting from an information-focused to a data-driven public sector
3) Changing from closed processes and data to being open by default
It also provides recommendations for next steps such as developing a digital government strategy, defining clear governance, updating legal frameworks, investing in enablers, and establishing policies for data, service design, and open data.
Dominic McHale has over 20 years of experience in operations management roles at British Gas. He is currently the Regional Operations Manager for North England, North Wales, and Scotland, managing 140 employees and delivering annual carbon reductions of 400,000 tonnes. Prior to this role, he held several national leadership positions overseeing planning, installations, customer service strategies, and change management projects. McHale has a proven track record of delivering results, developing people, and strong safety performance. He has received outstanding performance reviews over the past five years.
Aees summit 2014 unlocking employment opportunities in line with epwp phase 3...AEES_AEEN
AEES will focus on how to create economic growth opportunities through a unique business platform that seeks to develop on-the-ground benefits including job creation, wealth creation and economic activity for Africa’s people.
Email: info@aees.co.za / info@aeen.co.za
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
Team Singapore Benchmarking Activities for the FutureDILGMakatiCity
The Project Makati Safe aims to employ futures thinking to envision a safer Makati City. It will establish a futures thinking team and incorporate futures concepts into city plans and trainings. Key strategies include protecting student mental health and using technology for safety, optimizing transportation through congestion analysis and an integrated public system, and promoting green transport and infrastructure upgrades. The timeline will identify departments for the futures team and ensure all city activities consider future scenarios.
This thesis examines the motivations and commitments of volunteers working with Safe Voices, a domestic violence prevention organization. The author conducted surveys using the Volunteer Functions Inventory to measure motivations and the Three-Component Model to measure commitment. The surveys found that volunteers were primarily motivated by altruistic values and personal enhancement, and experienced stronger affective commitment to the organization and beneficiaries than normative or continuance commitment. The purpose of the research was to understand the volunteer population and how the organization can support volunteers.
The Safe Shelter Collaborative has three components: 1) A technology platform that allows organizations to request and provide shelter space for human trafficking survivors, 2) A platform to source funding for hotel rooms when needed, and 3) Training to increase organizations' capacity to provide trauma-informed care. The collaborative is currently operating in New Jersey, San Francisco, and Dallas-Fort Worth, and aims to expand to 15 additional metro areas. It provides data on shelter needs and outcomes to help serve more survivors.
The document describes an app called In-telligent that allows communities to communicate safety alerts and announcements to residents and visitors in real-time. The app's key features include pushing notifications to users, auto-subscribing users near a community, tracking when alerts are sent and viewed, customizing alerts for different groups, and additional convenience features like local news and weather. The goal is to keep communities safe, secure and connected through an easy-to-use communication platform.
Creating a Safe and Engaged Online Community - CMX Summit West 2016CMX
CMX Summit is the world's largest gathering of those who are ready to harness the power of collaboration and community in the digital age. Emiliana Simon-Thomas of the Greater Good Science Center shares how you can use psychology to build a great community space.
Not a community of practice? Creating safe spaces with multitudes of functionsSEDA
This document discusses communities of practice at the University of Birmingham. It describes three communities that were established: a reading group, an academic practice writing group, and an academic practice research group. The reading group meets monthly to discuss key texts and is open to all at the university. The writing group uses a writing pool model and hosts monthly and summer writing days. The research group was discontinued due to lack of interest. The document notes that communities of practice depend on voluntary engagement and internal leadership rather than management. It also discusses challenges communities may face at different stages of recognition within their organization.
Viseum provides CCTV and video surveillance solutions to create safe cities. Their technology can help address various threats like crime, terrorism and traffic incidents. It overcomes issues with compatibility and information missed by other CCTV systems. Viseum has provided support to organizations like the Metropolitan Police and Olympics events to enhance security through mobile and rapid deployment CCTV solutions.
Dave Ellis Presentation at the 2016 Science of HOPE
Description:
This interactive workshop will explore how stereotypes and mental models drive race relations and reduce community capacity. Take the opportunity to unpack prevalent narratives about race, and consider how we might expand community capacity by doing so.
This document summarizes the development of the 2040 Regional Transportation Plan for the Chattanooga region. Key aspects included establishing goals through public outreach, developing a three-tiered evaluation framework to balance regional and community needs, and conducting a performance-based project prioritization. This led to outcomes like doubling funding for biking/walking and system preservation, and identifying strategic road and transit expansion projects. The process aimed to provide a flexible, context-sensitive approach to better match solutions to needs across different geographic scales.
This document provides a summary and contact information for Ken Bell. It outlines his experience leading customer-focused programs and business transformations in the energy sector. Specifically, it notes his work developing smart home strategies and smart grid programs for over 1.9 million customers at BC Hydro from 2009 to 2015. It also lists his professional experience leading customer service operations and marketing channels at BC Hydro and Telus from 1999 to the present.
This document provides a summary of Anne James' experience and expertise. She has over 20 years of experience working in local authority transport roles, including positions managing transport policy and strategy, parking, road safety, sustainability, and public transport. She has significant experience developing strategic plans, projects, and partnerships and is skilled in areas such as change management, communications, marketing, and stakeholder engagement.
The Planning Portal has launched a new website on March 29, 2016 that features improved content focused on key user tasks, upgraded guidance, and a more responsive mobile-friendly design. Usage of the Planning Portal increased in April 2016 compared to the previous year. Future developments discussed include adding additional application forms, a self-service area for local planning authorities, and payment options. The Planning Portal aims to work with local authorities to further reduce costs, increase speed, and improve customer experience of the planning process.
This document summarizes a meeting to discuss the final 2040 Regional Transportation Plan for the Chattanooga-Hamilton County area. It outlines the growth in population and jobs expected, the public outreach process, need for a new investment approach, a proposed "Community to Region" framework for prioritizing projects, performance measures and project scoring/ranking methodology, key outcomes including doubling funding for maintenance and active transportation, and next steps around integrating land use and transportation planning.
The APM Enabling Change SIG held their AGM meeting on Monday 29th June 2015 in London.
After the AGM portion of the evening, there was a presentation from Simon Williams and Steve Foster from Transport for London (TfL) which served as a follow-on from another presentation earlier in the year.
Delegates were treated to an update on the huge transformation which has been going on at TfL, including this video: https://www.youtube.com/watch?v=57rm5jnw8MY
RV 2015: Sustainable Corridors: Broad and Specific Looks by Robert HastingsRail~Volution
What does it mean to build a sustainable corridor? How do you honor the overall goal of conserving resources, but also engage stakeholders to develop the right type of project for their community? Take a wider look at the national perspective on building sustainable corridors. What is being done across the country to conserve resources and involve communities in these efforts? Then hear stories about a successful sustainable corridor in Portland; Albuquerque's BRT project; and an urban green plan to transform existing park-and-ride lots along Los Angeles' growing transit network into more sustainable places.
Moderator: Shelley Poticha, AICP, Director, Urban Solutions, Natural Resources Defense Council; Board Member, Board of Directors, Rail~Volution, Washington, DC
Katherine Lemmon, Transportation Planning Manager, Metro, Los Angeles, California
Robert Hastings, Agency Architect, TriMet, Portland, Oregon
David Leard, AICP, Senior Management Consultant, HDR, Seattle, Washington
The document provides an overview of a presentation on implementing Results Oriented Management (ROM) in the Ugandan public service. The presentation outlines the key elements of ROM including defining objectives, outputs, performance indicators and targets. It demonstrates how the results framework can be used for performance management, planning, budgeting, monitoring and rewarding staff. The benefits of ROM are improved priority setting, output-focused budgeting and measuring progress against plans. Challenges to implementation include lack of leadership commitment and decentralization issues. The way forward is to re-energize ROM implementation across government and train facilitators to cascade it to individual staff levels.
The document discusses advancing transportation planning to incorporate operations. It provides an overview of an objectives-driven, performance-based approach to developing transportation plans that include operations goals, measurable objectives, performance measures, and management and operations strategies. The approach involves collaboration between planners and operators to identify needs, strategies, and select strategies to include in long-range transportation plans. It also describes resources for transportation agencies on using this approach, including case studies and a model plans desk reference.
The document discusses strategies for digital government across six dimensions:
1) Moving from digitizing existing processes to designing processes digitally from the start
2) Shifting from an information-focused to a data-driven public sector
3) Changing from closed processes and data to being open by default
It also provides recommendations for next steps such as developing a digital government strategy, defining clear governance, updating legal frameworks, investing in enablers, and establishing policies for data, service design, and open data.
Dominic McHale has over 20 years of experience in operations management roles at British Gas. He is currently the Regional Operations Manager for North England, North Wales, and Scotland, managing 140 employees and delivering annual carbon reductions of 400,000 tonnes. Prior to this role, he held several national leadership positions overseeing planning, installations, customer service strategies, and change management projects. McHale has a proven track record of delivering results, developing people, and strong safety performance. He has received outstanding performance reviews over the past five years.
Aees summit 2014 unlocking employment opportunities in line with epwp phase 3...AEES_AEEN
AEES will focus on how to create economic growth opportunities through a unique business platform that seeks to develop on-the-ground benefits including job creation, wealth creation and economic activity for Africa’s people.
Email: info@aees.co.za / info@aeen.co.za
The document provides details about establishing a monitoring and evaluation (M&E) system for a water resources development project in Bangladesh. It discusses conducting a readiness assessment, agreeing on objectives and outcomes, selecting indicators and targets, and planning monitoring, data collection, analysis, and reporting. Key steps include establishing the M&E purpose, conducting a baseline study, developing an evaluation framework, and ensuring the necessary conditions and capacities are in place to support effective M&E.
Team Singapore Benchmarking Activities for the FutureDILGMakatiCity
The Project Makati Safe aims to employ futures thinking to envision a safer Makati City. It will establish a futures thinking team and incorporate futures concepts into city plans and trainings. Key strategies include protecting student mental health and using technology for safety, optimizing transportation through congestion analysis and an integrated public system, and promoting green transport and infrastructure upgrades. The timeline will identify departments for the futures team and ensure all city activities consider future scenarios.
The document outlines Oxford City Council's customer, digital, and technology strategy for 2019-2021. The strategy's vision is to place customers at the heart of the council and provide good service where it matters most. It details initiatives to invest in staff, help service users, ensure leading systems/processes, and make data dynamic. Over the next two years, the council will undertake projects like replacing legacy systems, increasing online services, and using data analytics to provide a unified customer view. The strategy aims to empower both customers and staff through a focus on customer experience, digital skills, reliable technology, and data-driven decision making.
Transport Technology Research Innovation for International Development (T-TRI...KTN
Under the Applied Research Programme in High Volume Transport (HVT), this competition will fund short projects supporting innovative and novel ideas that enable safer and more efficient transport in various countries across low income countries of Africa and South Asia.
The competition is open to all types of businesses of any size, based anywhere in the world. The programme is implemented by IMC Worldwide, supported by KTN and funded by the Department for International Development.
2 Webinars were held on the 10th & 12th July 2018 covering:
T-TRIID competition overview
The four transport ‘challenges’
The application process
How applications are assessed
What funding is available and how it is awarded
The key dates and deadlines
Plus a chance to ask questions
Find out more here: https://www.ktn-uk.co.uk/news/t-triid-competition-to-improve-transport-in-africa-and-south-asia-now-open
Unlocking the Secrets of Road Improvement Planning Service.pdfmariaavery480
Road improvement planning service plays a pivotal role in enhancing infrastructure and ensuring safe travel for commuters. Whether it’s repairing potholes, widening lanes, or implementing traffic management systems, effective planning is key to success. In this comprehensive guide, we delve into the intricacies of road improvement planning service, offering expert tips and insights for achieving optimal results.
Prospective Student Web Content Team - University of Edinburgh intro sessionNeil Allison
Introductory presentation and workshop organised by the University of Edinburgh's new Prospective Student Web Content Team. Sessions run for University staff involved in web marketing, recruitment and admissions during December 2019.
This document discusses performance measures for bicycle and pedestrian transportation. It outlines goals like mobility, safety, health, economy and environment. Sample metrics are proposed to measure these goals, like the percentage of roads including complete street features or miles of greenways built. Data needs are identified to track these metrics, like project descriptions, enforcement events, and physical inactivity rates from surveys. The document provides an example of how the metrics could be used to prioritize transportation projects based on safety, access to destinations, population density, and other criteria. Outcomes will be evaluated to see if funding is shifted to more bike and ped projects and how the metrics and process can be improved.
SPLC 2019 Summit: Accelerating a Culture of Sustainable Procurement through S...SPLCouncil
Slides from Natalie Adams, Sustainable Procurement Coordinator, City of Mississauga, presented at the Sustainable Purchasing Leadership Council’s 2019 Summit in Portland, OR.
2. Vision
A safe, sustainable, and connected community
Mission
Provide safe, sustainable infrastructure that promotes positive communities
Values
Safety- Providing a safe environment by using proactive maintenance, smart planning,
and safe job sites
Service- Provide excellent and timely service to our internal and external
customers
Sustainability- Building and maintaining forward thinking infrastructure
Department Strategic Priorities
Connectivity- Improve safety and connectivity for City Strategic Plan identified
neighborhoods
Career Development- Increase internal and external opportunities for job training
and career advancement
Coordination- Improve internal and external communication, awareness, and team
work
2
COLUMBIA
PUBLICWORKS
3. Strategic Priority: Connectivity
Improve safety and connectivity for City Strategic Plan identified neighborhoods
Connections to City of Columbia Strategic Priorities: Social Equity, Public Safety,
Infrastructure
Actions
• Identify and prioritize filling sidewalk gaps in City Strategic Neighborhoods
• Evaluate and prioritize traffic calming request from City Strategic Neighborhoods
• Evaluate and provide amenities needed for transit stops in City Strategic Neighborhoods
• Improve and/or maintain pavement condition for City Strategic Neighborhoods
• Assign a PASER rating for all streets in City Strategic Neighborhoods
Measures
• Add 1.33 miles of sidewalk to City Strategic Neighborhoods from 50 miles to 51.33 miles.
• Increase ridership 5% at stops in City Strategic Neighborhoods.
• Improve or maintain an average PASER rating of 7.0 in City Strategic Neighborhoods
Strategic Priority: Career Development
Increase internal and external opportunities for job training and career advancement
Connections to City of Columbia Strategic Priorities: Economy, Operational Excellence
Actions
• Make information about the CDL program more accessible (MyColumbia, Common Rooms, etc.)
• Identify employees that could benefit the most from CDL training
• Promote City of Columbia Ladders program to eligible Public Works employees
• Grow relationships and programs with community organization providing job
training to at-risk populations
• Participate and coordinate with Columbia Public Schools for STEAM activities and mentoring
opportunities
Measures
• Increase average number of CDL training participants from 53 to 60 per year
• Increase the percent of Public Works employees participating in or having completed the Ladders program
from 6% to 15%
• 8 participants receive meaningful on the job work experience
3
4. Strategic Priority: Coordination
Improve internal communication and awareness
Connections to City of Columbia Strategic Priorities: Operational Excellence
Actions
• Provide opportunities for cross-training and job shadowing
• Ensure all Public Works employees are aware of ongoing projects and issues
• Use existing cross division efforts as an opportunity for employees to learn from each other
Measures
• Job shadowing hours recorded for training requirement
4
5. Administration
Implement 2016-2019 Public Works Strategic Plan
Ensure coordination, communication and completion of the Public Works Strategic Plan
Connection to Public Works Strategic Plans: Connectivity, Job Training
Actions
• Present at supervisors meeting, deploy to all divisions, send regular electronic updates
to all Public Work employees, print hard copies for offices and facilities
• Track and report Strategic Plan measures
• New employees receive plan within first 6 months of employment
• Report progress at every division meeting with Public Works Director
• Report progress at every Public Works Supervisors’meeting
• Match needed resources to strategic priorities
Measures
• 85% of full time PW employees know of plan at end of Strategic Plan cycle
• 80% of Strategic Priorities met
Expand Administrative Staff Knowledge Base
Public Works administrative staff provide vital frontline services for Public Works divisions. Having a
better understanding of ongoing projects and how services are delivered in the field will help staff
provide better service to customers.
Connection to Public Works Strategic Plan: Career Development, Service
Actions
• Job shadow to expand knowledge base to provide more efficient customer service
Measures
•Twelve hours of job shadowing time logged annually for each Administrative Staff
5
6. Traffic
Create and Implement a Crosswalk Guidance Document
Selecting the correct crosswalk for correct situation
Connection to Public Works Strategic Plan: Connectivity, Safety
Actions
• The document will standardize crossings, and spacings throughout the City.
• The document will help specify the correct type of crossing for each unique situation, thereby
improving safety
• Inventory of mid-block crosswalks will be taken and maintained along with pedestrian count
data
• Ensure the current crosswalks are utilizing the correct type of crossing as well
Measures
• Crosswalk Plan and Guidance Document accepted by Council and ready for
implementation and use by 2019
Utilization of the Neighborhood Traffic Management Program
By utilizing the Neighborhood Traffic Management Program annual traffic calming
projects funded by the Capital Improvement Project tax may be evaluated and prioritized
Connection to Public Works Strategic Plan: Connectivity
Actions
• This will be completed by measuring the speed and volume on neighborhoods enrolled in the
program and when a project is completed data will be taken after to ensure
effectiveness of the design
• A year end report shall be completed to summarize what work has been completed
within the Neighborhood Traffic Management Program and prioritize the following
year’s projects
Measures
• Two projects within the program shall be completed per year
• Operating speeds of vehicles will be reduced in residential areas, in turn providing a
safer, sustainable infrastructure that promotes positive communities aligning with the
Public Works Mission
6
7. Street
Pothole Process Optimization
Potholes are the number one concern fielded by the Street Division. Increasing the
efficiency for addressing pothole concerns will improve customer service and extend the life of
street surfaces
Connection to Public Works Strategic Plan: Connectivity, Sustainability, Service
Actions
• Improve response time to customer concerns
• Use a more proactive approach to pothole patching practices
• Track areas with high volumes of concerns and have those areas added to street
overlay lists
• Research new ideas and review current practices to improve ability to make long term repairs
Measures
• 30% decrease in the number of customer concernss received through the City Contact Center
Sign Inventory
A complete catalog of street signs will help ensure they are visible and easier to replace.
Connection to Public Works Strategic Plan: Connectivity, Safety
Actions
• Catalog all current signs and enter them into GIS system to prepare for conversion to Tyler
module
• Apply a barcode to each sign to communicate with the GIS mapping
• Identify the sign type (MUTCD), size, and post type
• Enter the retro-reflectivity reading for each sign
Measures
• Complete cataloging of all signs and have them converted to Tyler module by 2019
7
8. Parking
Increase Efficiency Utilizing Equipment and Procedures
Utilize technology to reduce operating costs while maintaining a high level of service.
Connection to Public Works Strategic Plan: Connectivity
Actions
• Research newer technologies within parking systems to determine best fit for public use,
management, and maintenance
• Implement Parkmobile App
Measures
• Increase the number of Parkmobile users, and Parkmobile only spaces
• Decrease hours spent collecting and maintaining parking meters by 5% by 2019
• Increase Downtown Employee Program permits from 65% to 85% of available permits
Improve Consistency and Availability of Information
We want to provide information to our customers so they can make informed parking
decisions. Communication and clear information is vital because of the high turnover of
our customers
Connection to Department Strategic Plan: Connectivity
Actions
• Set up table at MU Summer Welcome to help distinguish difference between City and
University permits
• Make sure all signage in lots and garages are concise, easily identifiable, and understable about
which spots are open to public and which are permit
• Implement a parking specific annual customer survey
Measures
• Reduce insufficient information complaints concerning parking facilities, availability, ease of use,
etc. (not enforcement) to contact center by 10% by 2019
• TBD, Additional measures to be set after results of customer survey
8
9. Transit
Reduce Operational Costs
Replacing diesel buses with leased electric buses will substantially reduce maintenance
and fuel cost, allowing more financial flexibility for future services
Connection to Public Works Strategic Plan: Connectivity, Sustainability
Actions
• Operate at 50% Electric fleet in Fixed Route service , during Peak service by 2019
Measures
• Annual maintenance cost reduction of 25% by 2019
• Annual fuel cost reduction of 15% by 2019
Review Needs for Transit Facility
Transit facilities are currently spread across the city making it difficult for staff to
communicate and coordinate. Creating a dedicated facility will provide additional space
for other divisions
Connection to Department Strategic Plan: Connectivity, Sustainability
Actions
• Complete environmental assessment to expand and improve the Transit Operations
Facility
• Secure funding source, complete environmental and site evaluation
Measures
• Present Council a complete plan for moving forward with the construction of a dedicated
Transit Operations Facility
9
10. Engineering
Utilize City Design Staff for CIP Projects
In-house designing can provide better customer service to contractors and reduce costs for projects
Connection to Public Works Strategic Plan: Connectivity, Safety, Sustainability
Actions
• Evaluate each CIP project to determine whether or not the City Staff has the knowledge and
experience to design the project
• Consult with experts if needed for specific designs (i.e. – bridge designs)
Measures
• 60% of CIP projects designed in house
In-House Training for Project Inspectors
To improve consistency on Construction Inspection Best Management Practices (BMPs) and
stay current on new local, state & federal construction specifications, policies and
regulations, such as:
- City of Columbia Street, Storm Sewer and Sanitary Sewer Specifications and
Standards Manual
- Missouri Standard Specifications for Highway Construction
- ADA Standards for Accessible Design
- National Environmental Protection Act
- Occupational Safety and Health Act
Connection to Public Works Strategic Plan: Career Development
Actions
• Establish a training program that allows each employee to create and present a
Professional Topic to fellow employees
Measures
• Track 1 hour each month of training for each inspector
10
11. Fleet
Measure Customer Satisfaction
Fleet serves all City Department vehicles and equipment maintenance needs.
Understanding customer needs and satisfaction will help the division deliver better service and
reduce costs to departments
Connection to Public Works Strategic Plan: Service
Actions
• Send out regular surveys to collect customer feedback
• Analyze data and organize in a way to be responsive to customer needs
• Respond to all customer areas of concern in a timely manner
Measures
• Monitor overall number of responses and work to reduce the number for the duration of the
plan
Schedule Maintenance
Moving vehicles and equipment to a time based maintenance versus an hours or miles based sys-
tem will help the division address problems proactively and help reduce costs
Connection to Public Works Strategic Plan: Sustainability
Actions
• Coordinate schedule for performing maintenance on all vehicles and equipment which are used
in a regular daily schedule
• Communicate with all customers the schedule for maintenance to allow them to plan work
accordingly
• Monitor costs of repairs to each customer while shifting focus from repairs to
maintenance
Measures
• Schedule maintenance practice to be increased from 10% to 30%
11
12. Building Maintenance
Platinum LEED Certification for City Hall
Working towards LEED Certification for building maintenance means replacing cleaning chemicals
and practices with certified green chemicals, products, and practices. These products create a safer
environment for employees and residents using City Hall and create a safer work environment for
employees using the green chemicals and practices.
Connection to Public Works Strategic Plan: Sustainability
Actions
• Replace existing cleaners with green certified alternative cleaning chemicals and
products
• Evaluate if new products will require changes in equipment, techniques, and/or
frequency of processes
Measures
• Move from current 350 points to 1000 points needed to achieve platinum certification.
• Pass a physical audit to secure platinum certification
LED Bulb Deployment
LED bulbs have already helped reduce energy costs for high use rooms in City Hall. Cost savings will
be found by strategically deploying LED bulbs to high use areas and light fixtures that require the
rental of specialized equipment
Connection to Department Strategic Plan: Sustainability
Actions
• Replace bulbs with LEDs as opportunities arise
• Focus resources on replacing bulbs in hard to service areas, in areas with higher
concentrations of people, and in areas with high lighting demand
Measures
• Reduced energy cost from greater efficiency of LEDs and from reduced cooling cost
• Reduced maintenance cost from less frequent bulb changes for difficult to reach light fixtures
12