Business Plan: Roadway Planning & Design

Transcription

1 Business Plan: Roadway Planning & Design How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Sustainable Infrastructure London s transportation system serves all residents, businesses and institutions in London. The efficient and safe transportation network supports economic growth by creating and supporting employment, promoting business and providing efficient goods movement. Transportation planning, design and construction supports sustainability by enabling sustainable mobility choices and executing economically responsible asset management. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? 1. Planning, as the Road Authority a) Completion of studies such as the Transportation Master Plan, Road Safety Strategy and an upcoming active transportation planning implementation study. b) Represent the municipality during discussions with senior government partners for initiatives such as four new provincial freeway interchanges and London s rapid transit. c) Develop policy such as the new Council-approved Traffic Calming Policy d) Receive, analyze and respond to public concerns through the Transportation Operations Public Service (TOPS). Highway 401 Interchanges total capital value estimated at $115M. Rapid Transit estimated capital value in the order of $380M. 750 TOPS requests responded to in Can The Level Of Service Be Changed? No 1

2 Name The Activities Done To Provide This Service How Much Did We Do? (optional) e) Transportation review and processing of development applications. 2. Design Environmental assessments and designs of future Future years and in-year lifecycle, growth and traffic calming transportation capital projects. Public, agency and First Nation budgets average $70 M engagement is a growing focus area, particularly per year. Project preengineering during EAs. Design process includes coordination begins 1 to 4 of realty acquisitions, permits and internal years before scheduled coordination. construction year depending on complexity. 3. Construction a) Construction administration and coordination of transportation items such as growth, life cycle and traffic calming programs. b) Review of Transportation Management Plans (TMPs) to support Permit for Approved Works (PAW) applications by other utilities and developers. Total 2014 approved transportation capital budget was $54 M Over 200 TMPs processed in Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? No No, not with the current Capital program levels No, not with the current Capital program levels. What is the current state of this service? The Smart Moves 2030 Transportation Master Plan (TMP) was completed in The plan supports growth by providing the basis for integration of land-use planning with transportation, a concept that is also promoted in The London Plan draft Official Plan. The TMP recommends growth programs to respond to road congestion and to promote active transportation and transit. These programs were incorporated into the Development Charges Background Studies and Master Plan supporting the 2014 bylaw. 2

3 Implementation of the first Rapid Transit Environmental Assessment, a primary recommendation of the TMP, is underway. This will determine the preferred form, confirm the routing, refine the phasing and detail the corridor improvements and associated costs. A planning/implementation study to advance progress on cycling and active transportation is being initiated, supported by engagement with the new Cycling Advisory Committee. Active transportation funding is being introduced to the Transportation Growth Capital Program as supported by the 2014 Development Charges Background Study. Transportation infrastructure condition (predominantly pavements and bridges) is actively managed and maintained within the approved Life Cycle Renewal capital funding levels. Management of the transportation infrastructure gap through the Corporate Asset Management Strategy is a priority. What has been done to manage the budget? The service area has been actively managing its budget by implementing management lead initiatives aimed at creating efficiencies, avoiding costs and generating revenue. These include the following: Efficiencies / Costs Avoided Previous 3 Years The Division partners with other organizations to maximize benefits out of existing resources. For example, the London Middlesex Road Safety Committee utilitizes resources from several member organizations including London Middlesex Health Unit, London Police, Middlesex County, OPP, Fanshawe College and the Canadian Automobile Association. Project delivery is carried out using a strategic combination of in-house and outsourced delivery. Private industry is utilized for large projects requiring an influx of resources and specialized expertise. City staff utilization is maximized with in-house project delivery when resources are available. Revenue Generation / User Fee Increases Previous 3 Years Operating revenue sources are limited for transportation services. Occupancy charge revenues from road work permit fees are closely monitored. Rates are adjusted based on estimated resource requirements. Revenues have decreased in recent years and totalled $143,000 in

4 Other sources of project funding are investigated wherever possible. Examples are provincial partnering on the Highway 401 interchange projects and prospective senior government rapid transit funding. The province is contributing approximately $90M toward the London interchanges. Senior government funding is also being pursued for the proposed Rapid Transit system. However, these sources primarily benefit capital expenditures and require additional operating resources to plan, design and deliver the projects. What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? 2015 Budget Deliver Growth and Lifecycle Renewal Capital programs that supports economic development and quality of life. Cost effective implementation of capital programs including in-house design and administration where possible. Implement Road Safety Strategy programs with an aim to meet collision reduction targets and identify required capital funding where necessary. Develop a planning/implementation study to advance progress on cycling and active transportation in association with Cycling Advisory Committee engagement and increased active transportation capital growth budgets. Progress the first Rapid Transit environmental assessment and initiate the second Rapid Transit environmental assessment Forecast Implement new cost-efficient pavement rehabilitation technologies to help close the transportation infrastructure gap. Identify funding and implement Road Safety programs with aim to meet collision reduction targets Continue progress on the Rapid Transit environmental assessments and advance senior government funding discussions. Evaluate and utilize new asset management technologies such as corridor travel time measurement. What service adjustments do you plan to make? 2015 Budget A request has been submitted for the Blackfriars Bridge Rehabilitation as part of the Additional Investment Business Case: Infrastructure Gap. 4

5 Forecast The construction of the Rapid Transit system is a significant undertaking. With senior government funding, Rapid Transit represents a doubling of the Roadways Capital budgets for several years. Additional services will be required from engineering, realty and others. These requirements will become clearer as the EAs are completed and senior government funding is established. The delivery of rapid transit systems may be subject to senior government funding agreement requirements and may require dedicated staff Additional Investment During the 2015 budget process, the following initiative has been identified for Council s strategic priorities discussions in the Spring of 2015: Dundas Flexible Street Plan Key Performance Indicators How Much? 1. Road Reconstruction (lane km) Operational Issues responded to via TOPS public service system (requests) How Well? 3. Percent of Paved Road Condition Good or Very Good (%)* Is Anyone Better Off? 4. Number of Injury or Fatality Collisions (collisions) Major Roads in Urban Growth Area over Traffic Capacity (%) *This performance measure is being reported differently than previous years for improved consistency with Ontario Municipal Benchmarking Initiative (OMBI) definitions. 5