Project RECiPE: Communication Plan

Parking Management and Associated Services Contract.A better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

BPA Parking Management and Associated Services Contract - a better way to do business…

The Challenge:

• encourage best practice within the industry

• improve quality and standard of service of the parking enforcement sector

• improve staff retention, training and personnel support

• encourage like-for-like measurement of services

The Solution

The BPA Model Contract is based on key principles:

• a partnering approach, founded on openness and trust

• a sharing of risk• performance related payments linked to accurate

measurement of performance through Key Performance Indicators

• incentives for service providers to seek out innovative ways of reducing target costs

• employing appropriately qualified CEOs who are motivated, well trained and suitably remunerated

The Contract:

The Contract (continued):

Examples of Quantity Focused Core KPIs (Old Contracts)

• PCNs - numbers

• Clamps - numbers

• Removals - numbers

• Defaults

Examples of Quality Focused Core KPIs(Model Contract)

• effective parking enforcement

• good quality, motivated and informed CEOs

• issue of good quality PCNs

• level of compliance

• car pound operations

• clamping and removal operations

• abandoned vehicles • full and timely reporting

of all defective lines/signs

• police liaison• administrative

procedures

Remuneration

CONTRACT SUM

OVERHEADS PROFIT

Subject to regular audit and

assessment

Subject to monthly measurement of

Quality of Service through KPI s

TARGET COSTS (Direct Costs)

Telecommunications3

Pound-Utilities Only2

Premises/Base1

Cleaning3

Fuels/Oils/Greases2

Stationary and Documentation1

Uniforms and Associated Equipment4

General Office Equipment3

Radio/Telecoms2

IT Hand Held System1

Vehicles – Trucks5

Vehicles – Vans6

Vehicles – Cars7

Clamps9

Vehicles – Two Wheelers8

CCTV Operators13

Suspension Staff

Counter Staff12

11

Onboard Parking Attendants10

Drivers Clamping Van9

Drivers Removal Truck8

Pound Admin/Counter Staff7

Pound Manager6

Admin. Staff inc. Quality and Monitoring5

Parking Attendants – Basic4

Parking Attendants - Senior3

Supervisor2

Contract Manager/Assistant CM1

Labour and Staff

Rates to coverall on-costs including but not limited to benefits, NI, travel costs, etc

Equipment

to include all costs of leasing repair, maintenance, consumables, replacements,etc

Premises

including all associated costs

MaterialsIncluding delivery,distribution and removal as necessary

Annual Target Cost

Annual Rate

QuantityDescriptionTypeItem

ANNUAL TARGET COST

CONTRACT SUMMaximum % Addition for Performance Related Payment %

Cost

Schedule

Key Performance Indicators

• Focus on the key service deliverables, which ensure that a good quality service is delivered.

• Reward good performance.• Provide incentives for achieving and maintaining

performance.• Can be reviewed annually and revised if needed –

making them flexible over the life of the contract.

Sample Key Performance Indicators

• Effective parking enforcement– Coverage of patrol requirements– Minimum number of deployed CEO’s– Rapid response unit

• Good quality, motivated and informed CEO’s– Initial training– Regular assessments of training– Standard of presentation– Complaints– Absenteeism and turnover of staff

Key Performance Indicators

• Issue of good quality PCNs– Cancellations due to CEO error – Void tickets

• Customer services and Penalty Charge Notice processing– IT systems– Customer services– Banking– Penalty Charge Notice processing

Key Performance Indicators

• Removals/Clamping

– Abandoned vehicles

– Nuisance vehicles

– Refunds of removal fees

– Speed of de-clamps

• Other areas

– Cash collection

– Machine maintenance

– Car park management

Performance Related Payment Mechanism

4 Months

+ 1

+ 2

+ 3

+ 4

+ 5

+ 6

- 6

- 5

- 4

- 3

- 2

Maximum PRP

0

- 1Bit

s

5 72 31 86 9 10 11 12 13 1514 16 17 18

Minimum PRP

PRP starts at +2 Bits until performance data is available.

This line shows what happens if the Service Provider meets all targets as specified every Month.

To maintain +6 Bits, the Service Provider must continue to meet KPI targets as specified,

Otherwise the PRP goes down one Bit per month(down to Zero, then 2 Bits per month)

4 Months

+ 1

+ 2

+ 3

+ 4

+ 5

+ 6

- 6

- 5

- 4

- 3

- 2

Maximum PRP

0

- 1Bit

s

5 72 31 86 9 10 11 12 13 1514 16 17 18

Minimum PRP

In Month 4 et seq., the performance related payment goes up or down each Month, depending on whether performance targets are met in the previous Month.

This line shows what happens if the Service Provider fails to meet targets.

Bits as necessary deducted from PRP due to Service Provider.

If the payment falls below zero, then Bits are doubled, that is, 2 Bits are added or deducted in any Month.

Other management action instigated.

The KPI target rises over the life of the contract

The Service Provider must do more to maintain the PRP.

Using the Contract

• Annual Licence Fee– £500 for Members

– £950 for Non Members

• Term – duration of contract between

licensee and service provider

Using the Contract:

• Hackney London Borough• RB Kensington and Chelsea• RB Kingston upon Thames• Brighton and Hove City Council• Dept for Roads, Northern Ireland• Epping District Council• Worthing Borough Council• Watford Council (incl. Three Rivers and Dacorum)• Waltham Forest Council• + others

Using the Contract:

Hackney London Borough Council

The emphasis of the new contract, which began in September, is on the quality of tickets issued, said Jessica Crowe, executive

member for environment. Four months on, 'the number of complaints is going down'.

Surveyor Magazine, January 2005

Using the Contract:

“As a result of [the contract] a partnership has evolved where there is an honest and open approach to resolving problems and creating

opportunities. It has also enabled both parties to develop and improve the way the contract is run, to increase efficiency, and provide a better service

to the general public.

“On-going training is actively encouraged and the use of key performance indicators ensures that standards are not only maintained but will improve

over the years.”

Corporation of London, operating a contract similar to the BPA Parking Management and Associated Services Contract

Obligations on Local Authorities

• Provide a clear definition of policies and aims.

• Embrace a partnership approach.

• Share information with the Service Provider.

Benefits summary:

• change of focus• quality/customer driven• flexible• innovative• continuous improvement• positive marketing• improve enforcement

efficiency• improving working

environment