Annual. Rep rt Parking & Transportation Services The University of Texas at Austin

Transcription

1 Annual Rep rt 1 Parking & Transportation Services The University of Texas at Austin

2 Integrity Mutua Transportation Adap Professionalism COMMUNI TEAMWORK SAFETY ACCESS 2 EFFICIENT MOBILITY TEAMW PARKING COMMUNICATIONS SERVIC EFFICIENT PARKING CAMPUS CUSTOMER ENVIRONMENTA PROFESSIONALIS INTEGRITY ADAPTAB TRANSport SAFE RE TRANSP CUSTOM INTEGR

3 Director s Letter It is always an honor to introduce a report that highlights the success of Parking and Transportation Services over the last year, as it is a result of the hard work and dedication of our team. Through the introduction of several new services, especially online services, the department has improved our efficiencies over the past year. PTS also has worked hard to ensure that we utilize as many methods as possible to communicate back to the campus community. This year, the department introduced large windmaster signs that allow us to convey a variety of messages across campus. As always, PTS remained customer focused to ensure the best possible parking experience for the campus. With fewer than 16,000 total parking spaces and in excess of 70,000 faculty, staff, and students, maintaining the focus on the customer is vital to any success we achieve. PTS continued its focus on sustainability through the installation of the first electric vehicle charging stations on campus in conjunction with Austin Energy. The department also increased bicycle rack space tremendously during the year. 3 Finally, PTS engages not only our customers but also our staff. By offering training and advancement opportunities, we create a productive work environment where PTS employees have the chance to learn new skills and advance. This message then flows from our employees back to our customers. The result is a department that makes me proud. Its successes are based on the collective effort of our team and this report highlights and celebrates those victories. Bobby Stone Director Parking and Transportation Services The University of Texas at Austin

4 Table of Content 3 Director s Letter 6 PTS is Efficient 8 PTS is Communicative 10 PTS is Customer Focused 12 PTS is Green 14 PTS is Engaged 4

5 5 Statistics 16 Bike 18 Fleet 19 Transportation Ridership 20 Permits 22 Parking Inventory 23 Appeals 24 Financial Highlights & Staff Statistics

6 PTS is EFFICIENT PTS was able to increase efficiency and minimize staff needs using technology, which also brought more convenience to customers. This year, we achieved this through: Online Event Sales PTS partnered with Click and Park to sell event parking online at the end of We introduced this option for limited events, just selling 3% of event parking online. This past year, we started making Click and Park available for all events and even for winter, spring, and summer break temporary parking. Creating a more automated 9% Event Parking Sold Online event experience means fewer staff required in the field, less cash and liability, easier revenue tracking, and increased customer convenience. We have tripled the event parking sold online this past year to 9%, collecting $126K through Click and Park. 6 Online Share Pass Recharge The UT Share Pass allows faculty and staff the ability to use a debit card to access garages. They can choose what balance they want on the card and the entrance fee is deducted upon swiping the card at the garage gate. This allows occasional car users the ability to park at rates discounted from daily ticket rates. UT Share Pass holders enjoyed more convenience this year when we added the requested feature to recharge share passes online. In the past, they had to go to the nearest staffed garage office during office hours to recharge. Now, they can simply access their online parking profile through our website and recharge from the convenience of their mobile device or computer 24/7. Staff Consolidation In an effort to maximize staff resources and run efficient operations, PTS unstaffed two more garages this year: San Antonio Garage in June and San Jacinto Garage in August.

7 We now have four out of nine garages unstaffed including Guadalupe and 27th Street. To ensure customer needs are still met, each entrance lane, exit lane, and pay machine in these garages is equipped with a phone system that contacts a neighboring garage. We also saved on staff resources by changing the office hours of our staffed garages. We used to staff garages until 7p.m. or midnight, depending on the garage. We changed office hours of all staffed garages, except the Conference Center Garage (CCG), to the regular business hours of Monday through Friday 8a.m.-5p.m. CCG is open 24/7, offering a location for boot payments as well as citation and permit services. Pay in Lanes With decreasing garage staff, it was more important than ever to offer services online and automate garage payment at the exits. This year, we completed the transition to ExpressParc Exit Pay Credit Card Stations at the exits of our garages. They allow the customer to drive directly to the exit to make payment rather than having to go to the Pay On Foot (POF) machines or go to the cashier window. ExpressParc accepts entry tickets and validation coupons, calculates parking fees, accepts and processes credit cards, and issues receipts. These new machines provide a more convenient payment option for our customers. 7 Enforcement ipads Another area where we took advantage of better technology was in enforcement. We replaced the old enforcement handhelds with ipads. With the new ipads, we were able to have citations and photos uploaded to our database within ten minutes instead of the daily batching process we had on our handhelds. This allowed customers to more quickly resolve citations and for cashiers and managers to be able to discuss with a customer their citation received on the same day. It also allowed real-time chalking information, such as that used to note when a vehicle parked in a loading zone, that could be shared across all ipads. This meant that enforcement districts and shifts could overlap in an area. Another benefit of the ipads is that it provides better communication channels. All parking enforcement attendants could access their and communicate with each other in the field, rather than being limited to radio.

8 PTS is COMMUNICATIVE 8 An organization lives or dies by its ability to communicate, as it affects every aspect of daily operations from customer service to employee engagement. This year, we improved our communication in the following areas: New Signage While PTS is no stranger to placing signage around campus, PTS introduced a more widespread, larger format of signage. We purchased 175 windmaster frames to hold 28x44 signage. We also purchased a wide format printer, allowing us to have the capabilities to produce large full color signs in house. Our goal with this transition was to use the space on campus for a variety of messages, bringing costumer focus and professional branding to PTS. We have gone from just plain regulatory and directional signs to eye-catching messages about permit availability and renewals, twitter, daily parking, safety messages, and bus and bike services, among others.

9 Social Media 70 % VISITS Twitter When PTS s twitter were introduced several years ago, we only used it as one-way communication and had a variety of people overseeing each account. This year, we designated one primary person to oversee all accounts. This allowed for more consistent updates, more targeted retweets, and two-way communication with customers. On our main parking account, we gained two to four followers per day, our profile visits are sitting at a 70% increase, and our mentions are up 50% since making this change. 9 We expanded our efforts in communication as well. To help target those specifically affected by baseball, softball, and Erwin Center events, PTS created a couple lists that campus members can subscribe to for parking information in these areas. We posted these lists to our event disruption page, ed the list information with other notices, and placed signage leading up to and during events in affected lots. We also have more consistent construction updates via and our website. Internal Communication We took a new approach to event communication, looking at every aspect from the PTS employee to the temporary employee to the event attendee. With football leading the way, we created packets based on employee position so that a supervisor, event cashier, and temporary employee were all provided information about their responsibilities and procedures to follow for a given event day. Everything from who to allow into a lot to where cones and signage were to be placed were included in the packets. We also provided maps and guides related to the event venue so that our employees could more easily assist event attendees and provide Texas Hospitality.

10 PTS is CUSTOMER FOCUSED 10 The PTS customer base includes students, faculty, staff, visitors, departments, contractors, and event attendees, to name a few. Along with technology and communication improvements for customers, we also had improvements in the areas of: Increased Auto Assistance Our Longhorn Auto Assistance Program (LAAP) continues to help thousands of community members each year when individuals lock their keys in their vehicle or their vehicle needs a jumpstart. This year, we added jump boxes to carts in each enforcement district. Having more vehicles equipped for jumpstarts spread across campus improved battery assist response time. Visitor Guidance More than just traffic management, our kiosks serve as the gateways to campus with kiosk guards as visitor ambassadors. They offer visitors directions to their destinations as well as information on where to park and how to avoid citations. To further enhance customer service this year, PTS partnered with the Visitor Center to distribute maps and visitor guides at the kiosks.

11 Automotive Shop Amenities The Manor Rd Automotive Shop, where University Fleet Operations provides mechanical repairs and fueling services, received some upgrades for customers this past year. The self-serve vacuums were replaced. The vacuums, along with the recently upgraded car wash, were expanded to be available to all Voyager card customers. This allowed other state agencies to make use of the facilities, serving the same customer base as the rest of the Automotive Shop. 11 Departmental Fleet Reporting PTS enhanced the university fleet database CARMA (Customer Automotive Records Maintenance Access) this past year. University departments had new capabilities to track their costs and usage through CARMA. A department can now enter a date range and receive a list of every piece of equipment they own and the costs associated with fuel, as well as work order parts and labor costs for the date range specified. This tool will provide valuable to departments when budgeting the use of their vehicles.

12 PTS is GREEN 12 Our Green on the Go program actively promotes and provides amenities for transportation that reduces congestion and limits vehicle pollution. This year, we focused on bicycles and electric vehicles with: 30 % Bicycle Parking Spaces Increased Bike Parking Bicycles are becoming an increasingly popular mode of transportation at the university. With this popularity comes an increased demand for bicycle parking. We made a big push to meet the demands for bicycle parking this year, purchasing and installing 100 new bike racks. Over the past year, this has increased the number of bicycle parking spaces by nearly 30%. Orange Bike Project Location In recent years, PTS began managing the Orange Bike Project, the university community s bike shop, where cyclists can rent bikes or use tools to repair and maintain their bikes. This year, we found a much needed permanent location for the shop in the ground floor of the 27th Street Garage (TSG). Located in the northwest end of campus, TSG provides easy access for one of the most concentrated dorm resident areas.

13 Electric Vehicle Charging Stations PTS teamed up with Austin Energy and ChargePoint to bring four new electric vehicle (EV) charging stations to the university. On main campus, the stations are located on the 4th floor of the San Antonio Garage. At the university s J. J. Pickle Research Campus, the stations are located in Lot 202. Following the push to increase sustainability on campus, the new stations are expected to influence faculty, staff, and students to see their futures in a whole new way by introducing the campus community to new eco-friendly technologies and exposing them to the benefits of electric vehicles % of UT carts are electric Decreased Fleet Cars and Trucks Our fleet division works with departments across campus to decrease the number and age of their departmental vehicles. This has been achieved through encouraging the use of Zipcar, vehicle consolidation, and transitioning out cars and trucks for electric carts. Not only are zero-emission electric carts ecofriendly, they require less space. This past year, a net of 9 vehicles were disposed and a net of 12 carts were acquired. Of the 354 carts in the university fleet, 58% are now electric.

14 PTS is ENGAGED 14 There is no customer service, communication, or efficiency in an organization that lacks employee engagement. Employees are the bridge between our department and our customers. This year, we improved employee engagement by focusing on: Advancement Opportunities PTS developed four new Parking Enforcement Assistant II (PEA II) positions. More positions within the enforcement division provide the opportunity for advancement to employees and the opportunity for PTS to retain talent. PEA IIs were developed to give supervisory assistance at the discretion of the onduty supervisor, or in the absence of a supervisor. They also lead daily briefings and collect statistics for lot utilization. Training and Education PTS is committed to sending all employees to education classes on a consistent basis. Each year, our employees take classes offered at the university on topics like communication, customer service, dealing with stressful situations, conflict resolution, and training for various software programs. Additionally, we sent our employees to transportation and parking conferences for education sessions and benchmarking opportunities. This year, we also took advantage of the Disney Institute leadership and quality service training offered through the university s Athletics Department. This training was instrumental in PTS bringing Texas Hospitality to football fans and elevated our customer service in events throughout the year. Finally, we introduced our new Cast a Shadow Program, which allows employees to gain job experience and knowledge about a particular job/position within the PTS organization by observing trained and experienced employees. The goal is to build relationships within PTS, create a greater sense of connection, and empathy for fellow coworkers. It engenders a culture of belonging to PTS. A byproduct of this program is an increase in communication at all levels. 2 Newly CAPP certified managers Certifications We supported several employees in certification endeavors in their respective fields. Two of our managers, Linsey Duett and Dennis Delaney, spent the last year attaining their Certified Administrator of

15 4 ASE certified Master Technicians Public Parking (CAPP) accreditations. CAPP is offered through the International Parking Institute and respected worldwide as the leading credential in parking. We also had members of our Fleet Automotive Shop add to their Automotive Service Excellence (ASE) certifications. We now have four ASE certified Master Technicians on staff. Recognition Two of our employees were recognized by their supervisors, peers, and customers for their hard work and dedication. Joe Gregory, maintenance supervisor, was honored with Texas Parking and Transportation Association s Employee of the Year, an award only given to a single parking employee throughout the state. Mike Shaw, parking enforcement attendant, also shined when he took home The Eyes of Texas Excellence Award. At the 21st Street kiosk, Mike greets everyone with a smile and an enthusiastic Hook em Horns. Student members of The Eyes of Texas, an anonymous campus organization, recognized Mike for contributing to student life. He was the first PTS employee to receive this honor. Both Joe and Mike were also awarded University Operations annual SLICE award for their service, leadership, innovation, creativity, and excellence. 15

16 Bike Registration New Active NEW ACTIVE AY 14/15 1,855 7,416 AY 13/14 1,404 8,187 AY 12/13 1,802 9,750 AY 11/12 2,355 10,903 AY 10/11 2,626 11, Bike Parking BIKE TOTAL CAPACITY 14/15 LOCKERS RACKS TOTAL CAPACITY AY 14/ ,723 AY 13/ ,216 AY 12/ ,216 AY 11/ ,802 AY 10/ ,386

17 Past Bike Auctions Summer Bike Auction (2015) # OF BIKES FOR AUCTION # of Bikes for Auction # Sold SUMMER # SOLD $400 $350 $300 $250 $200 $150 $100 $50 $ SUMMER 15 HIGH BID $80 $60 $ 62 $ SUMMER 15 AVERAGE BID $12,000 $9,000 $ 12,482 $6,000 $3, SUMMER 15 TOTAL SALES

18 Vehicle Inventory TRANSPORTATION 18 FLEET Equipment Class # of Units Avg. Age in Years AY 12/13 AY 13/14 AY 14/15 AY 12/13 AY 13/14 AY 14/15 Passenger Cars Heavy Duty Trucks Sport Utility Vehicles Cargo Vans Light Duty Trucks Light/Medium Trucks Medium Duty Trucks Mini-Vans Buses <15 Passengers Buses >29 Passengers Total Cart Inventory # Average Age (yrs) AY 12/13 AY 13/14 AY 14/15 AY 12/13 AY 13/14 AY 14/15 Gas Diesel Electric Other Auto Shop Work Orders Preventative Maintenance AY 10/11 AY 11/12 AY 12/13 AY 13/14 AY 14/15 1,482 1,909 2,138 2,276 1,879 Other 2,289 2,177 2,738 1,589 2,085 Dispensed Fuel Unloeaded Gas (gallons) Diesel/Biodiesel (gallons) Propane (gallons) Ethanol E85 (gallons) AY 10/11 AY 11/12 AY 12/13 AY 13/14 AY 14/15 210, , , , ,097 37,681 35,253 41,750 37,765 38, ,106 1,075 1,444 1,230-53,520 62,718 62,507 59,919

19 Vehicle Acquisitions & Disposals Vehicles Carts Total AY 12/13 AY 13/14 AY 14/15 Acquisitions Disposals Net Acquisitions Disposals Net Acquisitions Disposals Net Transportation Ridership SHUTTLES MAINLINE E-BUS AY 14/15 3,979,287 2,254, ,470 AY 13/14 4,421,026 2,426, ,326 AY 12/13 4,954,515 3,042, ,402 AY 11/12 5,144,021 2,858, ,305 AY 10/11 5,282,960 2,580, , MEMBERS CARPOOLS AY 14/ AY 13/14 1, AY 12/13 1, AY 11/12 1, AY 10/11 1,

20 Permits Type & Description AY 12/13 AY 13/14 AY 14/15 A Faculty/Staff General Surface $142 $142 $142 AN+ Evening Shift Employee Garage & Surface $60 $60 $60 AN Evening Shift Employee Surface $30 $30 $30 C Student General Surface $120 $120 $120 C+ Student Surface & Evening Garage $180 $180 $180 D Faculty/Staff with Disabilities $142 $142 $142 D Students with Disabilities $120 $120 $120 E Exercise/Gym Member $120 $120 $120 F Faculty/Staff Lot Specific $476 $476 $476 F Faculty/Staff Garage Specific $420 $420 $420 F21 Athletics Faculty/Staff $814 $814 $814 F99 Dean $798 $798 $814 FDP Departmental $476 $476 $476 M Motorcycle $72 $72 $72 N General Evening Surface $36 $36 $36 N+ General Evening Surface & Garage $60 $60 $60 20 PERMITS O Administration $814 $814 $814 R Student Univ. Resident Fall & Spring Semesters for Manor Garage $677 $677 $677 R Student Univ. Resident Fall & Spring Semesters for San Antonio, San Jacinto, Speedway, Or Trinity Garage $705 $705 $705 R Student Univ. Resident Fall & Spring Sem. for Brazos or 27 th St. Garage $743 $743 $743 R Student University Resident - Single Semester for Manor Garage $376 $376 $376 R Student Univ. Resident Single Sem. for San Antonio, San Jacinto, Speedway, or Trinity Garage $392 $392 $392 R Student Univ. Resident Single Semester for Brazos or 27th St. Garage $413 $413 $413 Student University Resident Summer Garage-Specific $170 $170 $170 S Student Commuter Annual Garage-Specific $602 $602 $602 S Student Commuter Single Semester Garage-Specific $287 $287 $287 S Student Commuter Summer Garage-Specific $131 $131 $131 TD Faculty/Staff with Temporary Disabilities $12/mo $12/mo $12/mo TD Students with Temporary Disabilities $10/mo $10/mo $10/mo V Vendor $476 $476 $476 VIP VIPs $10* $10* $10* VSP Visitor Scratch-Off (valid for one day each) $7 $9 $9 *paid by department requesting *paid by department requesting

21 Permits Sold AY 12/13 AY 13/14 AY 14/15 Student C 5,381 5,300 3,638 C+ 1,282 1,352 1,828 D M N N+ 1,428 1,853 1,814 R 1,669 1,638 1,586 S 2,944 3,550 3,887 TD Sub-total 13,810 14,911 13,871 Faculty/Staff A 4,602 5,225 5,223 AN AN D F (garage) 4,400 5,818 5,779 F (surface) 1,911 2,117 1,815 F F M N N O TD Sub-total 13,055 15,509 15,332 Other D E FDP M (non-affiliates) N (non-affiliates) N+ (non-affiliates) T 1,518 1,351 1,016 TD U 112 V VIP VSP 2,989 2,683 3,570 Sub-total 5,998 5,654 6,160 Total 32,863 36,074 35,363 13,871 PERMITS SOLD TO STUDENTS 15, PERMITS SOLD TO FACULTY/STAFF 6,160 PERMITS SOLD TO OTHERS 35,363 TOTAL PERMITS SOLD

22 GARAGE VS. SURFACE PERMIT SALES 45% 48% 53% PARKING APPEALS & CITATIONS 22 Garage Permit Sales Surface Permit Sales Parking Inventory Type AY 10/11 AY 11/12 AY 12/13 AY 13/14 AY 14/15 A 977 1, C D F 1,785 1,605 1,580 1,472 1,443 F M zones Surface O Longhorn** 1,960 2,000 2,025 2,663 2,094 Loading Zone Meters Official Visitor Other U Total 7,716 7,651 7,423 7,633 6,948 D U min Garage Standard 7,979 7,979 7,979 7,987 7,956 Total 8,159 8,159 8,159 8,235 8,276 Total Spaces 15,875 15,810 15,582 15,868 15,224 **available for use to any UT Permit Holder

23 Appeals APPEALS 14/15 Voided Upheld Reduced Warning AY 10/11 AY 11/12 AY 12/13 AY 13/14 AY 14/15 Upheld 3,138 3,474 2,768 2,598 2,173 Reduced 3,012 1,958 1,783 1,497 1,098 Warning 1,479 1,943 2,625 1,868 1,959 Voided Total 7,737 7,478 7,303 6,077 5, Citations /131 3/14 14/15 Paid or Resolved Unpaid or Unresolved AY 12/13 AY 13/14 AY 14/15 Paid or Resolved 40,553 34,525 34,332 Unpaid or Unresolved 3,701 3,408 2,649 Total 44,254 37,933 36,981

24 Vending Royalties AY 12/13 AY 13/14 AY 14/15 Coke $154,385 $137,975 $140,208 Pepsi $48,072 $43,113 $38,688 McLiff $120,719 $140,761 $121,536 Total $323,176 $321,849 $300,431 Financial Highlights AY 12/13 AY 13/14 AY 14/15 PTS Revenue $15,919,025 $16,325,978 $16,508,599 PTS Operating Expenses $8,665,647 $8,172,890 $8,892,218 Debt Service $6,350,583 $6,422,083 $6,560,805 Funds for Reserves $893,795 $1,731,005 $1,055,576 24

25 Annual Report