ncdot success plan 20170807sd...this process enables us to witness ... the ptd management team...

SUCCESS Plan 2017-2018

State of North Carolina Department of Transportation

PUBLIC TRANSPORTATION DIVISION

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Public Transportation Division 2017-2018 Success Plan

Success Plan Sections

Letter from the Director ...................................................................................................................... 3

Mission. Vision. Values. Success Moments. ...................................................................................... 4

Work Plan Strategies & Tactics .......................................................................................................... 6

Thriving Agencies Tactics .................................................................................................................. 8

Financial Management Tactics ......................................................................................................... 14

Results Driven Tactics ...................................................................................................................... 19

Employee Success Tactics ................................................................................................................ 23

Performance Scorecard ..................................................................................................................... 26

Metric Owners & Definitions ........................................................................................................... 29

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Letter from the Director

I am pleased to present our 2017-2018 Success Plan on behalf of the men and women of the Public Transportation Division. This Plan reflects the continuation of a new approach to managing public transportation for the State of North Carolina that was first introduced in 2015. Our focus is on supporting the state’s 100 public transportation agencies so that they are able to deliver high quality service and value to the state’s taxpayers. This Plan, as with our 2016-2017 Success Plan, outlines WHAT goals we aim to achieve this year, HOW we intend to achieve them with a detailed work plan, and WHO on our team will perform the work required for success. Our results will be monitored in a quarterly scorecard and publicly shared. This process enables us to witness our successes – and areas where more focus may be required in order to achieve our goals for the year. We are supporting NCDOT in its mission to enhance the economy and vitality of North Carolina by serving each of North Carolina’s public transportation agencies. I applaud the PTD team for their dedication to this strategic process and to their desire to help guide public transit excellence across North Carolina.

Sincerely,

Debbie Collins Public Transportation Division Director

• Mission • Vision • Values • Success Goals

Who is achieving high performance

results

Work Plan Strategies &

Tactics

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Mission. Vision. Values. Success Moments. Introduction The PTD management team developed this Success Plan to help guide the Division and the State’s 100 public transit agencies to even higher levels of quality and customer satisfaction. The outcome of this work is contained within this document. The cornerstones of this Success Plan include:

1. Articulated goals and outcomes PTD will strive to achieve.

2. A Work Plan comprised of tactical projects and programs that will guide PTD to success for the year.

3. A Performance Scorecard measures PTD’s march to success with quarterly monitoring.

The Starting Points The Success Planning process began with the management team’s collaborative efforts to define a successful year for PTD – What is intended to be achieved. The team’s articulation of Mission, Vision, Values, and Success Moments set the stage for the development of vital steps required to make success a reality. This starting point also enables everyone involved with PTD to share the same definition of success and opportunity at the end of the year to know with no uncertainty if it was indeed achieved. (Mission, Vision, Values, and Success Moments are outlined on the following page.)

To create the setting for a successful year, it is imperative that the goals PTD seeks to achieve are first clearly articulated and agreed upon – then a work plan to bring the goals to life can be developed.

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WHAT PTD STRIVES TO ACHIEVE IN FY 2017-18

WHAT NCDOT PTD

Mission

Connecting people, products, and places safely and efficiently with customer focus, accountability, and environmental sensitivity to enhance the economy and vitality of North Carolina.

Delivering transportation options to communities.

Vision Connecting communities by investing in customer centered innovation and rewarding results.

Values

• Competence • Commitment • Collaboration • Respect • Truth/Transparency

• Teamwork • Respect • Competence • Commitment • Deliver on your promises • Integrity • Focus on facts first

Success Moments

& Goals

• Make transportation safer • Provide GREAT customer service • Deliver and maintain our infrastructure

effectively and efficiently • Improve the reliability and

connectivity of the transportation system

• Promote economic growth through better use of our infrastructure

• Make our organization a great place to work

• Enhance rewards based funding distribution structure

• Disburse 100% of funding to eligible grantees

• Establish PTD playbook for all internal communication and work activities

• 70% of grantees indicating PTD information is consistent and accurate

• Build and implement the parameters for Connected Communities

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Work Plan Strategies & Tactics

Introduction The PTD team was able to develop a Work Plan for achieving the goals for the year. This phase of the Success Planning process involves the identification of Strategic Areas of Focus with alignment of Tactics – projects and programs the PTD team will work on over the four quarters of the year to lead the Division to achieving successful outcomes. Four key strategic areas were identified for FY 2017-18, three of which were carried over from last year’s Success Plan. They are Thriving Agencies, Financial Management, and Employee Success. The fourth strategic area – Results Driven – reflects a slight modification to last year’s Performance Driven strategic area. A brief description of each strategic area is outlined below. Strategic Areas of Focus To Achieve Success 1. Thriving Agencies – Delivering support and tools to enable PTD transportation agencies to

thrive in each of their communities is essential to the Division’s mission and success.

2. Financial Management – Achieving financial stability is paramount to ensuring PTD continues to provide essential support to the transportation agencies it serves. PTD must efficiently manage public resources for the greatest public benefit, aggressively contain costs, and diligently pursue alternative and innovative funding opportunities.

3. Results Driven –PTD must be able to measure its march to success in order to reach its successful destination. Process and procedures are intentionally aligned to purposeful outcomes ensuring PTD is focused on work to deliver high quality service and value to NCDOT, its grantee agencies, and each of their communities across North Carolina.

4. Employee Success – Employee development is essential to the success of the organization. PTD will make a priority of attracting, retaining and developing exceptional people with a wide range of talents. Training and advancement are critical to retaining high quality people. PTD’s training programs are aimed at addressing key needs and providing quality service in an efficient and effective way.

The Work Plan section of the Success Plan details the tactical projects

and programs that teams will focus on over the course of FY 2017-18 to achieve success. Tactics align with at least one of the four strategic areas of focus, and each tactic has a project owner and team who are responsible for ensuring that the tactic is completed on schedule.

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HOW PTD WILL ACHIEVE ITS GOALS FOR FY 2017-18 STRATEGY TACTICS

Thriving Agencies

1. Develop Support Models That Improve Agency Performance

2. Implement and Refine the New Planning Program

3. Build Multi-Year Training Curriculum

4. Introduce Transit Advisory Grantee Group

5. Grantee Agency Relationship Management

6. Develop A Statewide Strategic Plan

Financial Management

1. Develop Overall Grant Cycle Management Process

2. Optimize Use of SAP Functionality

3. Develop & Document Process for Ensuring Adherence to Claims Review

4. Build Reporting Model

5. Statewide Budget Needs Identification & Management

Results Driven

1. Build & Implement Performance Based System For Funding

2. Update & Maintain Procedures

3. Implement Updated Oversight System

4. Organizational Health & Stability

Employee Success

1. Construct A Comprehensive PTD Staff Training Curriculum

Maintain Project Management Plan For Key Agency Deadlines And 2. Establish Accountability For PTD Deadline Adherence

3. Construct MDS Working Agreement Milestones

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Thriving Agencies Tactics

THRIVING AGENCIES Develop Support Models That Improve Agency Performance

Tactic Team

Owner: Debbie Collins Team Members: David Bender and Phillip Vereen

Tactic Description

PTD views grantee agencies as partners in providing public transportation to local communities. This initiative seeks to strengthen this partnership by providing structured support to grantee agencies and ensuring regular communication between PTD and grantee agencies in areas pertaining to operational performance and overall success.

Tactic Quarterly Milestones

Quarter 1

• Visit with subrecipients on the quarterly activities to take place • Conduct regular meetings with Agency Assistance staff with a focus on

customer service and agency successes • Agency Assistance staff prepares tracking processes to guide

subrecipients in the grant processes

Quarter 2 • Visit with subrecipients on the quarterly activities to take place • Conduct regular meetings with Agency Assistance staff with a focus on

customer service and agency successes

Quarter 3 • Visit with subrecipients on the quarterly activities to take place • Conduct regular meetings with Agency Assistance staff with a focus on

customer service

Quarter 4

• Visit with subrecipients on the quarterly activities to take place • Conduct regular meetings with Agency Assistance staff with a focus on

customer service • Create working agreement with each subrecipient that identifies items such

as monthly phone calls, meetings, technical assistance and training for FY19

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THRIVING AGENCIES Implement And Refine The New Planning Program

Tactic Team

Owner: David Bender

Team Members: Debbie Collins, Blair Chambers, Ryan Mayers, Kai Monast, and other staff with plans for the year

Tactic Description

PTD is embarking on a new planning process that will include an implementation tool of the recommendations through agency success plans. This process will be refined as our first engagements are complete.


Quarter 1 Hold regular team meetings with each plan deliverable, including project managers statewide LCP

• Calendar the CCPs underway and share with staff

Quarter 2

• Completion of group of plans, consultants and Director meet to review planning processes

• Prepare scopes for 2nd 6 months of projects and have each scope reviewed by committee – include team in scoping meetings

• Calendar the CCPs underway and share with staff • Hold regular meetings with each plan deliverable • Review Agency Success Plan Scorecards

Quarter 3 • Complete statewide LCP • Implement data model of budget and cost allocation data • Calendar the CCPs underway and share with staff • Hold regular meetings with each plan deliverable

Quarter 4

• Completion of group of plans, consultants and Director meet to review planning processes

• Redefine the planning needs based on feedback from consultants • Prepare scopes of FY19 first 6 months of projects with committee and have

committee review final scope • Calendar the CCPs underway and share with staff • Review Agency Success Plan scorecards

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THRIVING AGENCIES Build Multi-Year Training Curriculum

Tactic Team

Owner: Donnie Tim

Team Members: Irene Johnson and Terry Stanberry

Tactic Description

PTD will build a training curriculum to support the needs of grantee agencies. Training modules will be designed in response to the elements identified by grantee agencies in a survey of agency training needs and build on current proficiency activities.


Quarter 1

• Develop FY18 Training Conference for grantees to be held 2 ½ days in Raleigh, NC area.

• Continue to track quarterly minimum training for grantees. • Enter into contract for Conference in the last week of September 2018 for

FY2019 Conference. • Design a multi-year training curriculum to enhance the knowledge of staff

and grantees. • Make sure training instructors are under contract and contract dates are

beyond FY18

Quarter 2

• Conduct Passenger Assistance Sensitivity and Safety (PASS) Train-the-Trainer class.

• Continue to track quarterly minimum training for grantees. • Design a multi-year training curriculum to enhance the knowledge of staff

and grantees. • Schedule multi-year trainings according to curriculum.

Quarter 3 • Continue to track quarterly minimum training for grantees. • Evaluate providing a link to educate grantees on decreasing

Accidents/Incidents through online training using our training toolkit. • Use data from reviews to identify technical assistance opportunities

Quarter 4

• Conduct Passenger Assistance Sensitivity and Safety (PASS) Train-the-Trainer class.

• Continue to track quarterly minimum training for grantees. Send survey to grantees for potential trainings to be added to multi-year training schedule

• Evaluate and adjust FY19 training calendar based on needs • Enter into all contracts needed to deliver the program and make sure

expiration dates extend beyond FY19

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THRIVING AGENCIES Introduce Transit Advisory Grantee Group

Tactic Team

Owners: Carolyn Freitag and Jason Wimmer Team Member: Debbie Collins

Tactic Description

PTD believes a more structured feedback loop would be beneficial in efforts to continue to streamline and focus on what is most important – providing transportation to all of NC’s citizens. This new initiative is intended to give feedback as well as create new initiatives.


Quarter 1

• Work with each of the 3 TAGG groups – rural, small urban and large urban on focuses for the FY.

• Hold meetings as identified by each TAGG • For rural systems, primary focuses are important: Identify optimal

reimbursement model for all operating grants, 5310 funding and simplification of the ROAP program.

Quarter 2 • Hold meetings as identified by each TAGG • Create a funding plan agenda

Quarter 3 • Hold meetings as identified by each TAGG • Evaluate how the groups are functioning • Receive and analyze feedback from group members on their

experience

Quarter 4 • Appoint members for next year • Recognize participation • Hold meetings as identified by each TAGG • Complete summary of accomplishments

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THRIVING AGENCIES Grantee Agency Relationship Management

Tactic Team

Owner: Philip Vereen Team Members: Agency Assistance staff

Tactic Description

The relationships with our sub recipients are keys to achieving our mutual goals. Annual working agreements will assist us to create a framework around the needs of each organization – whether technical assistance or other guidance.


Quarter 1 • Work with agencies to develop Working Agreements that identify

expectations for the coming year and describe any coaching, site visits, proficiency review adherence, risk management, or other activities that are required for the agency to achieve success.

Quarter 2 • Perform agreed upon activities to ensure agency success (coaching, site

visits, proficiency review adherence, risk management, etc.)

Quarter 3

• Have check in meeting with each agency to review Working Agreement and assess whether it has been effective and whether any adjustments are needed for the second half of the FY

• Perform agreed upon activities to ensure agency success (coaching, site visits, proficiency review adherence, risk management, etc.)

Quarter 4 • Perform agreed upon activities to ensure agency success (coaching, site

visits, proficiency review adherence, risk management, etc.) • Create working agreement for FY19

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THRIVING AGENCIES Develop A Statewide Strategic Plan

Tactic Team

Owner: Debbie Collins Team Members: David Bender, Kai Monast, and Katie Trout

Tactic Description

PTD is developing a strategic plan to provide direction to the Division and to prepare the Division for growth. Development of the plan will continue through the Spring 2018 Conference, with implementation of the plan to begin in Spring 2018.


Quarter 1

• Implement the Communication plan activities, including presentations to local boards

• Prepare for fall 2017 Community Meetings • Present process to NCDOT legislative staff and seek guidance on activities

when plan is finalized

Quarter 2

• Finalize the analysis • Prepare for Spring Conference • Present draft findings to NCDOT leadership and follow their guidance to the

next steps

Quarter 3 • Hold Spring Conference • Prepare steps for implementation

Quarter 4 • Begin plan implementation

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Financial Management Tactics

FINANCIAL MANAGEMENT Develop Overall Grant Cycle Management Process

Tactic Team

Owners: Carolyn Freitag and Jason Wimmer Team Members: Debbie Collins, Tammy Montanez, and Special Knowledge Groups

Tactic Description

Streamlining and simplification of grant processes is necessary to ensure time and talents are used appropriately. The first step is to review each cycle, look for redundancy and stand up the projects for the next year. 1. Create internal systems and structure to support flexible grant application

processes 2. Review grant utilization 3. Grant and fund reconciliation and management


Quarter 1

• Review with TAGG 5310 sub recipients. Communicate with subrecipients as appropriate.

• Prepare all grants for posting in late August and review with Special Knowledge Groups

• Prepare vehicle replacement plans for each system and finalize prior to grant release

• Share 5 year budget data • Conduct training on the new grants • Review quarterly reports; validate and approve data of all reports

Quarter 2

• Monitor grant submissions • Organize to ensure all applications are received and are reviewed as they

are submitted • Train agency assistance team on when and how to review submissions • Review quarterly reports; validate and approve data of all reports

Quarter 3 • Review process and manage lessons learned • Assist in final review and funding plan as appropriate • Review quarterly reports; validate and approve data of all reports

Quarter 4 • Begin updating all grant applications for next process • Review quarterly reports; validate and approve data of all reports

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FINANCIAL MANAGEMENT Optimize Use of SAP Functionality

Tactic Team

Owner: Tammy Montanez Team Member: Myra Freeman

Tactic Description

SAP and EBS (formerly known as Partner Connect) are the keys to the grants management system. Retrieving the data necessary to manage applications, agreements and claims have historically been inconsistent. This tactic will ensure that data is available when we need it.


Quarter 1 • Determine the type of reports needed and the data needed • Determine relational funding data and how to apply to the application

process – incorporate in grant submission process • Work with IT to put in development queue

Quarter 2 • Test changing funding to an application – make sure have multiple

responses • Test process and report(s) for accuracy • Determine missing information

Quarter 3 • Run reports starting with 1/2/2018 to develop grants

Quarter 4 • Incorporate data process and report(s) into work flow • Ensure all reports are accurate and available for validation of NTD and other

data needs

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FINANCIAL MANAGEMENT Develop & Document Process For Ensuring

Adherence To Claims Review

Tactic Team

Owner: Myra Freeman Team Members: Financial staff, Tammy Montanez, Phillip Vereen, and Eric Williams

Tactic Description

To develop simplification and consistency in the claims review process, each step needs to be reviewed and documented. This initiative will focus on what the review will entail and how the review should occur, streamlining the process to meet only what needs to occur.


Quarter 1

• Identify document flow and items to be checked in each step of the review process

• Create a risk based review of the claims process, identifying which accounts always have documentation, triggers for entering full reporting, and a sampling process

Quarter 2 • Prepare questions for grants review contract underway • Present process to Director who will submit through the approval levels.

Quarter 3 • Update all internal and external procedures

Quarter 4 • Implement the new processes as soon as possible in FY 18 and reach for

full implementation in FY19 • Deliver training on new processes for PTD for staff and sub-recipients

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FINANCIAL MANAGEMENT Build Reporting Model

Tactic Team

Owner: Tammy Montanez Team Members: Myra Freeman and Auditor

Tactic Description

Build automated platforms for required reports and develop an oversight process for monitoring the completion and quality of those reports. The goal of this initiative is to improve oversight of various Finance areas. Models to be developed include reporting platforms for FFTA reporting, NTD reporting, and grant progress reporting.


Quarter 1 • Identify the set of reports that are needed • Identify the data elements needed for each report

Quarter 2 • Design the layout of each report • Work with IT to put the reports in the development queue

Quarter 3 • Work with IT to develop report drafts • Test reports for accuracy • Finalize reports

Quarter 4 • Incorporate reporting platforms into work processes

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FINANCIAL MANAGEMENT Statewide Budget Needs Identification And Management

Tactic Team

Owner: Debbie Collins Team Members: Carolyn Freitag, Kai Monast, Tammy Montanez, and Jason Wimmer

Tactic Description

PTD’s 5-year financial plan requires adjustments and updates on an annual basis. This updating process also includes management of 5-year budgets, cost allocation plans, and SMAP and ROAP formulas. This initiative will create a system for managing the financial updating process.


Quarter 1

• Review all budget data being submitted from various levels of reports – 5 year needs based budgets, cost allocation, allocation, etc

• Write an explanation of funding for external procedures for all funds in financial plan, starting with 5311

• Implement new funding provided in FY18 budget • Develop allocation funding for 5307 GA Funds • Make sure these funding formulas, applications and reporting systems are

accurate and ready for disbursement: ROAP, SMAP, old operating, • Build data model of budget and cost allocation data • Create vehicle replacement plan and replacement funding plan. • Consider opportunities in Tier 1 counties

Quarter 2 • Allocate funding to anticipated grant needs • Implement new funding provided in FY18 budget • Identify needs in strategic plan for budget request

Quarter 3 • Assign funding appropriately to projects received • Evaluate new funding provided in FY18 budget

Quarter 4 • Update financial plan • Review cost allocation plans

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Results Driven Tactics

RESULTS DRIVEN Build And Implement Performance Based System For Funding

Tactic Team

Owner: Debbie Collins Team Members: David Bender, Kai Monast, Tammy Montanez, and Donnie Tim

Tactic Description

PTD has several initiatives that will recognize performance. The 5311 funding model has a 10% performance criteria that needs implementation. The Innovation Office will recognize its first recipients. ROAP and SMAP have timely quarterly reporting as criteria to receive funding. SMAP formula improvements will include connectivity scores, GTFS feeds and 5307 allocation plans.


Quarter 1

• Complete the subrecipient analysis system ranking technical assistance opportunities as well as areas / subrecipients for specific initiatives

• Complete Performance Awards • Complete Innovation Office Awards • Identify other recognition opportunities

Quarter 2 • Turn the information received in quarter 1 into a ranking process

Quarter 3 • Receive feedback from the appropriate TAGGs • Train sub recipients on the meaning of these

Quarter 4 • Include the performance based in the financial plan • Share the information with the subrecipients

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RESULTS DRIVEN

Update & Maintain Procedures

Tactic Team

Owners: Carolyn Freitag and Jason Wimmer Team Members: Debbie Collins, Tammy Montanez, Phillip Vereen, and Special Knowledge Groups

Tactic Description

With the fall publication of FTA oversight documents, PTD must review and update procedures as appropriate. In addition to the initial update, procedures will be updated as new information is gained, state expectations change, and for clarification as necessary.


Quarter 1

• Identify procedures to be updated. • Assign updating responsibilities for each procedure to the appropriate

Special Knowledge Group. • Special Knowledge Groups review, update, and document each procedure • Launch creation of internal procedures that mirror external

Quarter 2

• Review FTA review processes. Take knowledge learned from consultant and update as appropriate.

• Identify what measures PTD can use to track whether process changes have been effective and produce intended results (i.e. time savings, fewer errors, etc.)

Quarter 3 • Have TAGG committee review suggested changes if appropriate

Quarter 4 • Train sub recipients and staff on changes for FY19 • Develop and implement system for tracking measures so that staff can

continuously improve processes in future years based on the data/information reported

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RESULTS DRIVEN Implement Updated Oversight System

Tactic Team

Owners: David Bender and Donnie Tim Team Members: Debbie Collins, Myra Freeman, Tammy Montanez, Kai Monast, and Eric Williams

Tactic Description

PTD has been using the division’s traditional oversight system. It is now time to combine and streamline those federal requirements, moving to a risk based process. Each system will have 2 scheduled reviews every 3 years. These will be based on a risk assessment. Each review or submission of claims may generate another review. Demonstrated technical and financial capacity will be keys into determining the levels.


Quarter 1 • Continue to build the process for the new oversight. • Communicate information to subrecipients when final calendar is complete • Prepare FY17 report for director

Quarter 2 • Prepare quarterly report for director

Quarter 3 • Prepare quarterly report for director

Quarter 4 • Complete the schedule, scopes for FY19 • Communicate with subrecipients the schedule for FY19 and expectations • Prepare quarterly report for director

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RESULTS DRIVEN Organizational Health And Sustainability

Tactic Team

Owner: Debbie Collins Team Members: Tammy Montanez, Phillip Vereen, and new accountant

Tactic Description

Construct an agency performance monitoring system to further support grantee agency performance, particularly as it relates to financial performance. Identify areas in which technical assistance and training are needed to improve proficiency.


Quarter 1 • Identify criteria for agency financial performance. • Build a monitoring system to determine financial health based on the

performance criteria developed in the above milestone.

Quarter 2

• Identify technical assistance and training needed to raise awareness of financial management and support financial health among grantee agencies.

• Develop technical assistance and training programs based on elements identified in the above milestone.

• Construct system to capture each agency’s prior year expenditures as part of the overall financial health monitoring system.

Quarter 3 • Implement the financial health monitoring system. • Implement the technical assistance and training program.

Quarter 4 • Evaluate outcomes from the technical assistance and training programs

and how those outcomes are perceived. • Identify triggers for determining when an emergency response team should

be sent to a grantee agency exhibiting symptoms of financial issues.

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Employee Success Tactics

EMPLOYEE SUCCESS Construct A Comprehensive PTD Staff Training Curriculum

Tactic Team

Owners: Carolyn Freitag and Jason Wimmer Team Members: Phillip Vereen and Tammy Montanez

Tactic Description

PTD is responsible for providing technical assistance to 100 subrecipients. PTD will equip staff with the knowledge and resources to be successful in training and providing technical assistance to subrecipients.


Quarter 1 • Evolve special knowledge groups to train peers that identify their roles &

responsibilities related to each program. • Develop a calendar of focus areas • Draft curriculum outlines for each training focus area

Quarter 2 • Develop detailed curriculum based on outlines developed for each focus

area • Prepare monthly training activity for various staff meetings • Implement the calendar

Quarter 3 • Continue executing training activities according to plan and calendar • Evaluate training successes and areas for improvement • Refine curriculums based on feedback and/or additional or updated

information

Quarter 4

• Prepare calendar for training activities for the following FY19 • Evaluate training efforts and set targets for next year

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EMPLOYEE SUCCESS Maintain Project Management Plan For Key Agency Deadlines And

Establish Accountability For PTD Deadline Adherence

Tactic Team

Owner: Philip Vereen Team Members: Carolyn Freitag, Tammy Montanez, Jason Wimmer, and Appropriate TAGG

Tactic Description

Communication is key in building success. One of the tools PTD uses is the annual calendar that communicates critical agency deadlines. PTD will establish accountability for staff and subrecipients regarding deadline adherence.


Quarter 1

• MDS builds the deadlines into their monthly communication with subrecipients

• Communicate with subrecipients when deadlines aren’t met and document for appropriate action

• Provide quarterly report on targets met and work needed.

Quarter 2 • Review reports submitted and verified • Communicate with subrecipients when deadlines aren’t met and document

for appropriate action • Provide quarterly report on targets met and work needed.

Quarter 3 • Review reports submitted and verified • Communicate with subrecipients when deadlines aren’t met and document

for appropriate action • Provide quarterly report on targets met and work needed.

Quarter 4

• Review reports submitted and verified • Communicate with subrecipients when deadlines aren’t met and document

for appropriate action • Build FY19 calendar and share with subrecipients and staff to build the

working agreements for the following year • Provide quarterly report on targets met and work needed.

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EMPLOYEE SUCCESS Construct MDS Working Agreement Milestones

Tactic Team

Owner: Phillip Vereen Team Members: Agency Assistance Staff

Tactic Description

The relationships with our sub recipients are keys to achieving our mutual goals. Annual working agreements will assist us to create a framework around the needs of each organization – whether technical assistance or other guidance. In addition to holding agencies accountable for developing and sticking to expectations and activities outlined in the Working Agreements, this tactic seeks to develop internal accountability through the establishment of quarterly goals and milestones for MDS and their relationship with the grantee (related to plans, performance, grants, data reporting, accountability).


Quarter 1

• Ensure that all MDS have developed Working Agreements with assigned systems

• Conduct quality assurance on a random sample of working agreements for each MDS to identify whether additional guidance or feedback is necessary to improve the quality of the agreements

Quarter 2 • Develop quantitative/qualitative assessment system to measure adherence to Working Agreements in an efficient manner

Quarter 3 • Have check in meeting with each agency to review Working Agreement and

assess whether it has been effective and whether any adjustments are needed for the second half of the FY18

Quarter 4 • Conduct assessment to determine MDS/agency adherence to working

agreement • Create a report for the Director

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Performance Scorecard

Introduction PTD will rely on its quarterly Performance Scorecard to measure and monitor the Division’s performance across the organization in each of the four key strategic areas once again this year. Measuring performance through the scorecard will provide NCDOT management, grantee agencies, team members and the public with a quarter-by-quarter snapshot of the Division’s goals and its performance.

How The Scorecard Functions PTD’s scorecard measurement tool monitors the Division performance in each of the four main strategic areas of focus. Each area has been weighted and given a specified number of points reflecting its relative importance to the overall success of the Division.

Within each particular strategic measurement category is a series of metrics, which are also weighted based on their contribution to the realization of goals. For example, the Thriving Agencies strategic area of focus, which carries 30 out of the 100 points in the scorecard, is comprised of three key metrics, which are also weighted by priority.

The overall score would equal 100 points if every item measured in the scorecard achieved exactly the goal established.

The scorecard provides insights as to who is contributing to the Division’s success and how well departments and individuals are performing in achieving their goals.

The Performance Scorecard is a powerful monitoring tool for determining whether PTD is succeeding in accomplishing its objectives. It is designed to provide a clear snapshot of the Division’s progress, allowing for quick reaction and adjustments as necessary.

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PTD

Thriving Agencies An index of metrics that measure the performance of PTD subrecipient agencies

30

Financial Management A series of metrics for monitoring PTD’s management of financial resources

30

Results Driven Metrics to measure the ability of PTD and subrecipient agencies to produce high quality and impactful results

25

Employee Success Metrics in this index help PTD measure its performance relating to employee expectations and performance

15

Total 100

2017-2018

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PTD Performance Scorecard Strategic Area of

Focus Performance Metric Performance Points

Goal Q1 Q2 Q3 Q4 Goal Q1 Q2 Q3 Q4

Thriving Agencies

Average Agency Net Promoter Score 60% 10

% Of Agencies with Increased Ridership 25% 10

Technical Assistance Review Success 50% 10

TOTAL 30

Financial Management

% Of Grant Funds Spent (12 month average) 80% 6

% Of Subrecipient Active Accounts 75% 6

% Of Agency Claims Accurate and Valid on First Submission

85% 6

% Of Program Claims Forwarded for Payment Within 5 Working Days

85% 6

% Of Claims Paid by Fiscal Staff Within 4 Working Days

85% 6

TOTAL 30

Results Driven

Asset Management Quality 80% 12.5

Grantee Agency Satisfaction with PTD 50% 12.5

TOTAL 25

Employee Success

% Of Employee Performance Goals Achieved

85% 6

% Of Grantee Agencies That Believe PTD Information is Consistent and Accurate

50% 5

% Of MDS Team Completing Quarterly Coaching Calls and Working Agreement Tasks

85% 4

TOTAL 15

TOTAL 100

2017-2018

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Metric Owners & Definitions Thriving Agencies Metrics Average Agency Net Promoter Score Owner: ITRE Definition: The average Net Promoter Score of all PTD-funded transit agencies, weighted by

prior fiscal year agency ridership Information Source: Agency customer satisfaction surveys (1ST AND 3RD quarters) % Of Agencies with Increased Ridership Owner: Assistant Director Definition: The percent of all PTD-funded transit agencies whose ridership increased

compared to the corresponding reporting period of the prior year Information Source: OpStats Technical Assistance Review Success Owner: Compliance Manager Definition: The percent of all PTD-funded transit agencies with a passing score on each

review conducted Information Source: Technical Assistance tracking worksheet Financial Management Metrics % Of Grant Funds Spent (12-month average) Owner: Fiscal Manager Definition: The percent of grant funds available to PTD-funded agencies spent in the most

recent 12 month span divided by 12 Information Source: SAP Report % Of Subrecipient Active Accounts Owner: Fiscal Manager Definition: The percent of subrecipient grants showing activity within the past six months Information Source: SAP report

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% Of Agency Claims Accurate and Valid on First Submission Owner: Deputy Director Definition: The percent of claims submitted by PTD-funded agencies that are accurate and

valid upon initial submission (currently calculated from fiscal claim returns) Information Source: SAP report % Of Program Claims Forwarded for Payment Within 5 Working Days Owner: Assistant Director Definition: The percent of accurate and valid program claims that have been forwarded for

payment within five business days of the date of claim submission Information Source: SAP report % of Claims Paid by Fiscal Staff within 4 Working Days Owner: Fiscal Manager Definition: The percent of claims paid by fiscal staff within four business days from of date of

claim submission Information Source: SAP report Results Driven Metrics

Asset Management Quality Owner: Procurement Manager Definition: The percent of grantee agencies for which the following criteria have been

met: § Vehicle Preventive Maintenance Inspection on-time performance of

at least 80% § 80% TAM asset inventory submitted with each procurement claim § 80% Annual facility inspection submitted at fiscal year end

Information Source: Tracking system

Grantee Agency Satisfaction with PTD Owner: Deputy Director Definition: The percent of all PTD-funded transit agencies that indicate overall satisfaction

with PTD Information Source: Grantee agency survey – NPS score – 1st and 3rd quarters

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Employee Success Metrics % Of Employee Performance Goals Achieved Owner: Deputy Director Definition: The percent of all PTD employee goals defined in individual employee performance

plans that have been achieved Information Source: Employee Performance Plans

% Of Agencies that Believe PTD Information is Consistent and Accurate Owner: Deputy Director Definition: The percent of grantee agencies indicating that PTD information is accurate and

effective Information Source: Grantee Agency Survey (one of NPS questions)

% of MDS Team Completing Quarterly Coaching Calls and Working Agreement Tasks Owner: Assistant Director Definition: The percent of MDS team completing quarterly coaching calls to all of

their assigned grantee agencies Information Source: Tracking Spreadsheet

ncdot.gov Public Transportation Division

(919) 707-4670

ncdot success plan 20170807sd...this process enables us to witness ... the ptd management team...

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