AMERICAN PUBLIC TRANSPORTATION ASSOCIATION PEER REVIEW OF OC TRANSPO
Report to/Rapport au :
Interim Transit Commission
Commission du transport en commun par intérim
31 January 2011 / le 31 janvier 2011
Submitted by/Soumis par: Alain Mercier, General Manager/Directeur général
Transit Services/Services du transport en commun
Contact Person/Personne ressource : Vincent Patterson, Manager/Gestionnaire, Marketing and Strategic Development/Marketing et développement stratégique
OC Transpo
613-842-3636 x3672, Vincent.Patterson@ottawa.ca
Ref N°: ACS2011-ICS-TRA-0003 |
SUBJECT: | AMERICAN PUBLIC TRANSPORTATION ASSOCIATION PEER REVIEW OF OC TRANSPO |
OBJET : | Examen d’OC TRanspo par les pairs de L’american public transportation association |
REPORT RECOMMENDATION
That the Interim Transit Commission receive the American Public Transportation Association Peer Review report (Document 1) as information supplemental to Transit Commission’s 2011 Draft Budget.
RECOMMANDATION DU RAPPORT
Que la Commission du transport en commun par intérim reçoive le rapport d’examen par les paires de l’American Public Transportation Association (document 1) comme renseignements supplémentaires au budget préliminaire 2011 de la Commission du transport en commun.
BACKGROUND
On February 24, 2010, Ottawa City Council directed the following:
THEREFORE BE IT RESOLVED THAT the City Manager be directed to engage APTA to undertake a formal Peer Review of OC Transpo’s bus programs and strategies, including but not limited to bus operations, customer service, staffing, training and recruitment, capital improvement plans, safety issues, organizational structure, operating/strategic plans and programs, including an examination of the recommendations in, and gap analysis of, the previous reviews within existing budgets;
BE IT FURTHER RESOLVED THAT Committee and Council be provided with the results of this Peer Review and any staff response prior to the 2011 budget review of Transit Services.
Based on the motion, the peer review panel was requested to focus upon the following areas:
· The strategic direction of OC Transpo;
· Governance of OC Transpo; and,
· The overall performance of OC Transpo.
The findings and recommendations of this peer review pertaining to these areas of focus are offered as an industry resource to be considered by the City of Ottawa, the newly formed Transit Commission and OC Transpo in support of the transit agency’s ongoing strategic direction.
A panel of five industry peers was assembled and a review of OC Transpo was conducted during the fall of 2010. The APTA peer review process is well established as a valuable resource to the industry for assessing all aspects of transit operations and functions. Highly experienced and respected transit professionals voluntarily provide their time and support to address the scope required. The panel conducted this review through two phases. The first phase included a series of teleconferences and documentation review. Documents provided included reports such as; City of Ottawa Transportation Master Plan: 2008; Transit Services Phase 1: Organization and Governance Diagnostic Review: 2008; Transit Services Strategic Branch Review: 2009; 10-year Tactical Plan for Transit Operations and Finance; and 2009 Annual Performance Report.
The second phase included observations made during visits of facilities and operations, as well as a series of briefings and interviews with OC Transpo personnel, City of Ottawa staff and Ottawa City Council members.
In addition, the Panel requested a meeting with representatives of the Amalgamated Transit Union, Local 279; however, the union representatives were unable to attend.
DISCUSSION
The APTA Peer Review process was a very important step in the transformation of the Transit Services Department, which is aimed at continuously improving the delivery and affordability of the Ottawa’s overall transit system. Since 2007, through the Transit Committee and Council, a series of important reviews have been completed in the areas of Strategic Direction, Governance and Performance, including the Transit Services Phase 1: Organization and Governance Diagnostic Review: 2008, and the Strategic Branch Review: 2009.
Transit Services has had the opportunity to read the final Peer Review report. In management’s opinion, this peer review validates and, where necessary, recommends adjustments to how transit in Ottawa is governed and managed. It is also very timely, given that a new governing model - consistent with recommendations made by Oliver Wyman in 2008 for a more effective oversight body – the Transit Commission – is now in place. Further, the review validates the significant effort made by the previous Council to review strategic direction through a large scale Strategic Branch Review focussed on key policy objectives and measurements of Transit. This review culminated in the development of a series of directional documents for Ottawa that are also the benchmarks for many other Transit systems: the Annual Report, The Marketing Plan and Tactical Plan (now known as the Business Plan). These documents bring an unprecedented level of transparency to Council, our customers, taxpayers and our employees.
In terms of performance, the review also validates the need and direction of the organizational restructuring that has taken place over the past two years to create a single operational entity from five (5) former branches in the City. This restructuring has created a single focus for transit accountability and is focused on carrying out our 5-year Service Excellence Plan launched in 2008.
The management of Transit Services fully supports the recommendations contained in the report and through the Peer Review process. Specific comments on how the recommendations should be considered by the Commission and where Management can integrate changes are below.
Strategic Direction
Five (5) recommendations are contained in the APTA report and will be dealt in the following manner:
APTA Recommendation | Management response |
Continue to leverage the key elements of the excellent plans that have been developed through attentiveness to implementation, measurement and accountability. Distill the various priorities of the plans to just a small number of “key” management team objectives. | Management has distilled its key initiatives under its Service Excellence Plan into seven key elements:
Transit Services updates its Service Excellence plan on an annual basis as part of its work plan under each of these priorities; however, its overall focus is Safety and Reliability as described in the 2011 Marketing Plan. |
Pursue the implementation of efficiency gains in the current scheduling improvement program for which regaining the ability to fully plan and allocate daily work was a necessary prerequisite. | Transit Services has retained the specialized transit firm of Courval Scheduling to develop a comprehensive roadmap for a new scheduling model predicated on optimizing efficiency and the ability to provide greater options for employees to improve their work experience. This program is scheduled for completion in 2012 through technology upgrades contained in the 2011 Capital Budget (as outlined in the Transit Services Technology Roadmap). |
Begin to develop a public relations plan that will support the organization and the services being provided. A community outreach program and advertisement strategy could be implemented. Among others, advertisement featuring employees has been successful in several transit agencies. | A recommendation is contained in the 2011 Budget for Council consideration for a public relations plan. A community outreach program will be created within existing resources as described in the 2011 Marketing Plan. This plan is oriented around developing a more active public relations program by forming strategic partnerships throughout the broader community and will include a renewed focus on social marketing geared to increasing customer satisfaction. |
Explore alternative strategies to accomplish labour objectives such as gain sharing, which has had proven success for engaging front line staff in the Canadian context. | Alternative labour strategies will require further discussion both through the labour mandates to be presented to the Commission and Council for upcoming negotiations and through ongoing discussions with all bargaining units and the City’s Human Resources Department. This direction is consistent with previous Council direction to develop a strategic approach to bargaining. |
Move forward with the 10 Year Tactical Plan, particularly in the area of trunk/feeder route concept, route density/coverage and route design. | Moving on the 10-Year Tactical Plan recommendations regarding the reach of the transit system is a significant element in the 2011 Budget and is contained in the 2011 Business Plan. The Tactical Plan, approved by Council in 2010 identified aligning service with area coverage targets and implementing the operational model of trunk and feeder as significant opportunities. Throughout the period 2000 to 2008, the system grew beyond the policy standards of Council whereby Ottawa has an unparalleled reach of almost 99% of households within a 400 metre walk to transit at peak periods. The Tactical Plan illustrates how maintenance of this target alone would require a 1.5-2% increase in tax levy annually for all households in the Urban Transit Area. The 2011 Budget contemplates moving forward with route density coverage and route design opportunities. |
Governance
Two (2) recommendations are contained in the APTA report and will be dealt in the following manner:
APTA Recommendation | Management response |
Manage the transition of the Transit Committee of Council as expeditiously as possible. The key to successful governance of public transit is to ensure the members of the governing body have a strong commitment to, and a working knowledge of, public transit. | The transition to the new Commission structure is proceeding according to Council processes. Currently in the interim Commission is in place with the additional of membership from the Public scheduled for march. Transit Management will offer detailed briefings, including tours of transit facilities, to new members as part of their orientation. |
The panel strongly encourages that key resources of Finance, Human Resources, IT, Communications and Claims Management be positioned within the OC Transpo organization. | In the matter of Shared Services with the City of Ottawa, the APTA panel recommends a closer alignment of key organizational services of the City to support the Transit organization both in terms of its size and operational complexity. Finance is presently physically located in Transit Services to provide budget and costing support to the Department. Both Human Resources and Labour Relations provide resources to deal with staffing and grievance support onsite as required. Staff will work with both Finance and Human Resources to continue to ensure adequate support is in place for organizational and financial success. Technology and communication are key enablers of successful organizations and have been identified as part of Transit Services Service Excellence Plans. Discussions are ongoing internally regarding the appropriate allocation of resources in these critical areas. In the area of Claims Management, steps to transfer all liabilities under Transit are now complete and are part of internal 2011 Budget adjustments. This is a best practice in most organizations. Further work is being done to assess the business case for a more comprehensive Loss Control Program to manage all risks. |
Overall Performance
Three (3) recommendations are contained in the APTA report and will be dealt in the following manner:
APTA Recommendation | Management response |
Benchmark with other transit agencies regarding service scheduling, run-cutting and building internal expertise in these areas. | Transit Services is renewing its role with CUTA and APTA in order to access and benefit from benchmarking data and will look to develop a clearer benchmarking strategy to compare with other transit systems similar in terms of scope, scale, infrastructure and policy standards. |
Continue the process of improving fleet availability and service reliability. | Fleet availability and service reliability will be reported in our quarterly performance reports as well as in Transit Services Annual Performance report beginning in 2011. As part of Tranist Service focus on Service Excellence, OC Tranpso’s “Total Rebuild” program, initiated in 2010, has made significant gains when it comes to ensuring that our maintenance operation is as effective and efficient as possible. |
Track “mean distance between failures” as an important vehicle performance metric. | The tracking of “mean distance between failures” as a vehicle performance metric will be introduced in the second quarter 2011 as part of the Quarterly Performance Reporting report. |
The APTA Peer Review Report and appendices are attached.
CONSULTATION
Consultation/public notification was not required as part of the preparation of this document.
LEGAL/RISK MANAGEMENT IMPLICATIONS
There are no legal/risk management impediments to the implementation of this report’s recommendations.
CITY STRATEGIC PLAN
The APTA Peer Review report attached directly and indirectly support the following objectives of the 2007-2010 Strategic Plan:
A1. Improve the City’s transportation network to afford ease of mobility, keep pace with growth, reduce congestion and work towards modal split targets.
B1. Attain transit goals (30% modal split) by 2021.
E6. Require walking, transit and cycling oriented communities and employment centres.
TECHNICAL IMPLICATIONS
N/A
FINANCIAL IMPLICATIONS
The 2011 Transit Commission Draft Operations and Capital Budget submission includes resource requirements outlined in the management response to the APTA Peer Review Panel recommendations.
SUPPORTING DOCUMENTATION
Document 1 Final Report of the American Public Transportation Association Peer Review Panel for OC Transpo
Document 2 Review Request
Document 3 APTA Peer Review Agenda
Document 4 Document List
Further actions outlined in the Management Response section of this report.
FINAL REPORT OF THE AMERICAN PUBLIC TRANSPORTATION
ASSOCIATION PEER REVIEW PANEL FOR OC TRANSPO DOCUMENT 1
FINAL REPORT
OF THE
AMERICAN PUBLIC TRANSPORTATION ASSOCIATION
PEER REVIEW PANEL
FOR
OC Transpo
City of Ottawa Transit Services
Ontario, Canada
October 2010
A Service of the
American Public Transportation Association
FINAL REPORT
OF THE
AMERICAN PUBLIC TRANSPORTATION ASSOCIATION
PEER REVIEW PANEL
ON
OC Transpo
PROVIDED AT
The City of Ottawa
Panel Members:
Jerry Benson
Kevin Desmond
Carl Desrosiers
Fred Wong
Greg Hull
Published by the
American Public Transportation Association
1666 K Street, NW, 11th Floor
Washington, DC 20006
William Millar, President
TABLE OF CONTENTS
I. INTRODUCTION ............................................................ 1
II. OBSERVATIONS & RECOMMENDATIONS ............. 3
III. CONCLUSIONS ................................................................. 8
APPENDICES .......................................................................... 9
A – Peer Review Request
B – Peer Review Agenda
C – Document List
I. INTRODUCTION
Mr. Alain Mercier, General Manager, OC Transpo, City of Ottawa Transit Services, contacted the American Public Transportation Association (APTA) to request a peer review to review the strategic direction of the OC Transpo transit organization.
Through discussions between APTA and OC Transpo, it was determined the review would be conducted October 25 – 27, 2010.
A panel of industry peers was assembled and the peer review panel consisted of the following transit professionals:
Jerry Benson
Chief Operating Officer
Utah Transit Authority
Kevin Desmond
General Manager
King County Metro Transit
Carl Desrosiers
Chief Operating Officer
Societe de Transport de Montreal
Fred Wong
Director
Calgary Transit
Greg Hull
Director - Security and Operations Support
APTA
The panel convened in Ottawa on October 25, 2010. Panel coordination and logistical support was provided by APTA Staff Advisor Greg Hull. Mr. Hull also coordinated panel member input in the drafting of this peer review report. Liaison with OC Transpo was provided by Mr. Vincent Patterson, Manager, Performance and Quality.
Methodology
The APTA peer review process is well established as a valuable resource to the industry for assessing all aspects of transit operations and functions. Highly experienced and respected transit professionals voluntarily provide their time and support to address the scope required. The panel conducted this review through two phases wherein the first phase included a series of teleconferences and documentation review.
The activities of this second phase included facilities and operations observations, a series of briefings and interviews with personnel of OC Transpo, the City of Ottawa and Ottawa City Council members.
Representatives of the Amalgamated Transit Union, Local 279, were requested to meet with the panel but were unable to attend.
Scope of Report
On February 24, 2010, Ottawa City Council directed the following:
THEREFORE BE IT RESOLVED THAT the City Manager be directed to engage APTA to undertake a formal Peer Review of OC Transpo’s bus programs and strategies, including but not limited to bus operations, customer service, staffing, training and recruitment, capital improvement plans, safety issues, organizational structure, operating/strategic plans and programs, including an examination of the recommendations in, and gap analysis of, the previous reviews within existing budgets;
BE IT FURTHER RESOLVED THAT Committee and Council be provided with the results of this Peer Review and any staff response prior to the 2011 budget review of Transit Services.
Based on the motion, the peer review panel was requested to focus upon the following areas;
- The strategic direction of OC Transpo;
- Governance of OC Transpo; and,
- The overall performance of OC Transpo.
The findings and recommendations of this peer review pertaining to these areas of focus are offered as an industry resource for consideration by the City of Ottawa and OC Transpo in support of the transit agency’s ongoing strategic direction.
II. OBSERVATIONS AND RECOMMENDATIONS
OC Transpo is well respected within the North American transit industry for services it provides and the quality of its management team. It also provides transit services consistent with effective industry practices.
Ottawa has for many years been a very strong transit market, with ridership per capita consistently higher than most transit systems in North America. Since the advent of the Transitway over 25 years ago – which put Ottawa on the world map as a pioneer of Bus Rapid Transit – the reach of its transit network has increased to a level higher than anywhere else in either Canada or the United States. The Transitway also contributes to the average network speed to be consistently maintained higher than that of other bus networks. The Transitway’s separate right-of-way supports OC Transpo’s ambitious on-time performance target of running 90% of the time on time, not only at specific points along service routes but at every bus stop.
The panel found that there are opportunities to further enhance the organization’s services and direction and those findings and related recommendations are provided in this briefing to support success in an increasingly challenging fiscal and operating environment.
1. Strategic Direction
The City of Ottawa has developed a Transportation Master Plan (TMP) that sets out a comprehensive 25 year horizon to integrate land use and transportation. The TMP was last updated in November 2008, at which time Council approved plans for a new rapid transit network, including elements of light rail and bus rapid transit, a schedule for implementation of the transit projects, along with road projects, pedestrian policies and cycling plans. The City will also be embarking on a long term vision exercise that will address future needs, including transit.
OC Transpo has developed a comprehensive 10 year Tactical Plan that sets out both the tactical operations plan and financial requirements to support that Plan. This Plan addresses bus services required to eventually integrate with rail services and alternative service strategies such as trunk and feeder models. The Strategic Branch Review has been developed which sets out 4 key outcomes and 11 policy standards all approved by City Council. OC Transpo’s foremost outcome is providing ease of mobility, with standards for ridership growth, customer satisfaction, safety, service availability and reliability, reach, occupancy, economic efficiency, environmental efficiency and accessibility.
In addition, an innovative plan for upgrading the fleet has been developed. A bus cycling schedule will allow for buses of various types to rotate between garages where they may be serviced and garages where they may be maintained. Lean repair methods will improve efficiencies and a value-based relationship with manufacturers will leverage supply chain and technology advantages.
It is the view of the panel that there appears to be a good alignment of measures and targets with the strategies of OC Transpo. OC Transpo has undertaken strategic studies consistent with effective practices of the transit industry.
The future of the City of Ottawa is strongly integrated with the continued growth of OC Transpo. To that end, OC Transpo has developed a “Service Excellence Plan” that includes the following 7 priorities:
· Implement an enhanced safety culture;
· Strengthen organizational communications;
· Implement a culture of quality;
· Enhance customer experience through service delivery;
· Conduct maintenance “total rebuild”;
· Realize efficiency savings; and,
· Improve accessibility.
It is noted that OC Transpo does not have strong ties with other societal drivers such as, environment, energy, equity, economy and private business partnerships. Neither does it have a strong public relations program to support its daily operations, public image and public understanding or OC Transpo strategies. OC Transpo should engage key leaders in Ottawa to develop community support for transit given the social and economic impact on the City. This is a best practice in major North American cities.
There is not a clear organizational strategy to increase employee engagement, and in the view of the panel, there does not appear to be a clear labour relation strategy. This is compounded by an apparent lack of strategy by the union. The panel notes that work schedules is a predominant issue for operators in most transit organizations and is not a unique issue for Ottawa.
In general, the panel believes that there are many strategic plans and documents in place that set out numerous priorities. This prevalence of strategies and priorities may be too ambitious and may result in mixed messages as to what issues are truly critical. It is clear to the panel that there are overall ambitious plans that have been established. Bringing these plans to fruition will realistically require time, patience and stakeholder support of the management team while this work is undertaken.
In the view of the panel, the implementation of the “PRESTO” Smart Card project will transform the customer experience, improve revenue management and bring OC Transpo in line with effective practices of the transit industry. This is because it will be possible to reload the smartcards over the internet, by telephone, by pre-arranged direct debit or in person, and when card readers are installed on each bus and on O-Train platforms in the spring of 2012, they will virtually eliminate the need for paper fare products and transfers.
A further observation of the panel is that there does not appear to be a clear strategy for addressing the transit operator (hiring) shortage. The administrative nature of Human Resources and limited non-unionized supervisory staff require review to better align service critical functions and their human capital. It is also the view of the panel that OC Transpo lacks an internal communication program to align the vision over a large employment base.
Recommendations
· Continue to leverage the key elements of the excellent plans that have been developed through attentiveness to implementation, measurement and accountability. To achieve this, the various priorities of the plans should be distilled to just a small number of “key” management team objectives.
· Pursue the implementation of efficiency gains in the current scheduling improvement program for which regaining the ability to fully plan and allocate daily work was a necessary prerequisite.
· Begin to develop a public relations plan that will support the organization and the services being provided. A community outreach program and advertisement strategy could be implemented. Among others, advertisement featuring employees has been successful in several transit agencies.
· Explore alternative strategies to accomplish labour objectives such as gain sharing, which has had proven success for engaging front line staff in the Canadian context.
· Move forward with the 10 Year Tactical Plan, particularly in the area of route density/coverage, route design and trunk/feeder route concept...
2. Governance
OC Transpo serves a social, economic and environmental role to the City of Ottawa and is the largest budget centre within the City. Proper governance is essential. To that end, the 2008 Oliver Wyman Report offers an excellent overview on governance alternatives. Governance models for effective public transit policy can be provided through Boards, Commissions or Committees of Council. The report was the result of a study commissioned by the City to address the question of whether OC Transpo should be a transit commission as it used to be until municipal amalgamation in 2001. The report also provides a good benchmarking analysis of OC Transpo.
Returning the Maintenance division to OC Transpo was critical for safe and efficient service delivery but fell short of the additional requirements for effective transit operations management which also requires the functions of Finance, Human Resources, IT Support, Claims Management and Communications. The strategies of effective transit management are not limited to operational oversight but rather reflect a unique set of strategies that come together to increase attraction for services by the citizens, engage employees and provide for a more fiscally responsive organization to meet the policy objectives of its governors.
Recommendations
· Manage the transition of the Transit Committee of Council as expeditiously as possible. The key to successful governance of public transit is to ensure the members of the governing body have a strong commitment to and a working knowledge of public transit.
· The panel strongly encourages that key resources of Finance, Human Resources, IT, Communications and Claims Management be positioned within the OC Transpo organization.
3. Overall Performance
The panel notes that it is widely acknowledged that no two transit agencies are identical and therefore the most important performance measurement for OC Transpo is the measurement of its own performance over time. The panel notes that the overall performance of OC Transpo meets, and in some areas exceeds, the performance norms of the North American transit industry.
A comparison to the industry found OC Transpo average speed is higher than the industry norm. Its operating cost per kilometer is within the norm. On time performance is better than most and is continuing to improve. Fare box recovery is also better than the norm. However, fleet availability and reliability are lower than industry norms although the fleet age is on par and is improving. The panel notes that, with respect to vehicle maintenance, OC Transpo recognizes that this function has been allowed to lag in the past but that plans are being implemented to bring this key resource back to the level required.
The panel has cautioned management in the aggressive nature of the fleet availability target of 90% which exceeds the industry standard and is a significant challenge given the overhaul cycles of buses and adverse weather conditions faced in Ottawa.
In the areas of avoidable accident frequencies, OC Transpo is within industry norms. Its rate of fare evasion was found to be lower than the rest of the industry where station collection is not used. This latter indicator continues to improve further.
The panel brings particular emphasis to the fact that OC Transpo’s trips per capita and service area coverage are both significantly higher than the industry norm. This presents a particular dilemma as the expectation for service throughout the large geographic service area outstrips the resource capability of the organization.
Recommendations
- Benchmark with other transit agencies regarding service scheduling, run-cutting and building internal expertise in these areas.
- Continue the process of improving fleet availability and service reliability.
- Track “mean distance between failures” as an important metric of vehicle performance and in-service mechanical breakdowns.
Other Observations
The Senior Management team at OC Transpo is providing strong leadership and is highly engaged in the improvement process. Equally impressive is the professionalism of the Special Constable Program implemented in support of system security. Significant steps have been taken to strengthen and improve the quality and effectiveness of the Training Program as a result of previous audits and the movement to a nationally certified standard.
The panel encourages OC Transpo to ensure that a comprehensive acceptance testing process be put in place for the incoming new fleet. Absenteeism among the operator ranks has more financial and public impact than might be found in other municipal positions, so OC Transpo is encouraged to refine its attendance management program and its operating staffing plan.
It would also be advisable to examine the level of staffing within Operations’ Employee Relations unit (Section Heads) to more effectively address employee communication and engagement. Further to the point, the fact that front line supervisors are not management exempt poses additional barriers to effective supervision.
A few programs for OC Transpo to consider include a continuously improved version of the scheduled refresher program (Pro In Motion) to engage employees in the future vision of the organization.
The APTA Committee of Audit Professionals is also an option that the City of Ottawa may wish to join and participate in. All stakeholders who are truly committed to the success of OC Transpo should be cognizant that demeaning the public image of OC Transpo is detrimental to sustaining transit services for the citizens of Ottawa.
III. CONCLUSIONS
Through the two phases of this review, the panel has had the opportunity to become familiar with the management strategies, governance and performance metrics of OC Transpo. It is evident to the panel that while opportunities exist to strengthen OC Transpo operations and strategies, the transit agency is indeed providing quality services consistent with effective industry practices by a skilled and competent management team.
The panel sincerely appreciates the support and assistance extended to the panel by the staff of OC Transpo and the City of Ottawa. The panel stands available to assist with any clarification or subsequent support that may be needed.
REVIEW REQUEST DOCUMENT 2
APTA PEER REVIEW AGENDA DOCUMENT 3
APTA Peer Review Program
Review of OC Transpo Strategic Direction
On-Site Visit – 24 to 27 October 2010
Calendar
Su 24 Oct
6:00 PM Informal meeting
Alain Mercier to revisit the desired outcomes
Panel to meet OC Transpo management team
Mo 25 Oct
8:20 AM 110 Laurier, Interview with Nancy Schepers,
DCM Boardroom Deputy City Manager
9:30 AM Industrial Garage, Tour and briefing by Larry Atkinson,
Meeting Room Chief, Transit Maintenance
10:30 AM 875 Belfast, Tour and briefing by Laurie Blackstone,
Control Boardroom Manager, Transit Operations
11:30 PM 1500 St. Laurent, Briefings by GM and other Managers,
GM Boardroom working lunch
2:45 PM Guided tour of system
Tu 26 Oct
8:15 AM 1500 St. Laurent, Interview with Mike Aldrich et al,
GM Boardroom Acting President and executive, ATU 279
9:00 AM 1500 St. Laurent, Additional interviews with staff, as requested
GM Boardroom working lunch
12:30 PM 110 Laurier Interview with Councillors Cullen,
Gloucester Boardroom Wilkinson and El-Chantiry
1:30 PM 110 Laurier, Recap by Alain Mercier
DCM Boardroom
2:00 PM Hampton Inn Panel to caucus
We 27 Oct
8:45 AM 1500 St.Laurent, Exit debriefing by panel,
GM Boardroom working lunch – feedback/discussion
1:30 PM 1500 St. Laurent Executive exit debriefing by panel reps
GM Boardroom
DOCUMENT LIST DOCUMENT 4
Document List
1. City of Ottawa- Transportation Master Plan: 2008
2. City of Ottawa 20/20: Volume 1-Official Plan: Section 2-Strategic Directions
3. City of Ottawa- Transit Services, Phase 1:Organization & Governance Diagnostic Review (Oliver Wyman, April, 2008)
4. City of Ottawa Transit Services: Strategic Branch Review (June 11, 2008)
5. City of Ottawa Transit Services: Progress on Refinement to Policy Standards (May 25, 2009)
6. City of Ottawa Transit Services: 10-Year Tactical Plan for Transit Operations & Finances (October 20, 2009)
7. OC TRANSPO Annual Performance Report: 2009
8. OC TRANSPO – Draft Service Excellence Plan 2010
9. ParaTranspo Tender for Service Delivery (April 3, 2007)
10. OC TRANSPO Overview Presentation to Peer Review Panel
11. OC TRANSPO Presentation on Supporting Documents to Peer Review Panel
12. OC TRANSPO Presentation on Themes 1/2 to Peer Review Panel (September 16, 2010)
13. OC TRANSPO Presentation on Theme 3 to Peer Review Panel (October 7, 2010)