HomeMy WebLinkAboutAgenda - 05-06-2003 - 9aORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: May 6, 2003
Action Agenda
Item No. ~~q
SUBJECT: Orange County Community Transportation Improvement Plan (CTIP) Update
Process
DEPARTMENT: Aging/Transportation PUBLIC HEARING: (Y/N) No
ATTACHMENT(S):. INFORMATION CONTACT:
North Carolina Department of Jerry Passmore, ext. 2009
Transportation Letter of Approval Pam Jones, ext. 2652
• Community Transportation AI Terry, ext. 2002
Improvement Plan -Scope of Work TELEPHONE NUMBERS:
•. CTIP Update Time Line Hillsborough 732-8181
Chapel Hill 968-4501
Durham 688-7331
Mebane 336-227-2031
PURPOSE: To review and approve the proposed update of the Community Transportation
Improvement Plan (CTIP), scope of work, and hiring of a consulting firm to conduct the CTIP`s
Scope of Work covering the period of 2003-2007.
BACKGROUND: In order for Orange County to qualify for state and federal funding of
transportation administration, operations and capital, it must have an approved community
transportation improvement plan by the North Carolina Department of Transportation (NCDOT).
The present Orange County CTIP expired in 1999. Because NCDOT has had difficulty in
acquiring a consultant to update Orange County's plan over the past three years, it has allowed
Orange County to directly employ a consulting firm and have approved funding in the amount of
$25,000 for consultant services (see attached approval letter).
The purpose of the plan is to: (1) evaluate the system's management and operational policies
and procedures; (2) review the organization's mission, vision, goals, and objectives; (3) identify
organizational strengths and target opportunities for improvement; and (4) assist the NCDOT
Public Transportation Division in aligning available resources to facilitate each system's.
continuous improvement process (see attached Scope of Work and Update Time Line)
If approved, a County Review and Selection Team (Purchasing, Dept. on Aging, Planning,
Transportation Advisory Board Chair, two County Commissioners, Asst. County Manager and
NCDOT Representative) would assist the Orange County Purchasing Department in the bidding
and selection of the consulting firm. The North Carolina Department of Transportation has
supplied a list of transportation consultants and will assist in the review process. The
recommended consulting firms would be submitted to the BOCC for approval at its June 26~'
meeting.
2
FINANCIAL IMPACT: The Community Transportation Improvement Plan requires a local
match of 10% of NCDOT funds. The focal match of $2,500 is included in the Orange Public
Transportation 2003/2003 budget.
RECOMMENDATION(S): The Manager recommends that the Board approve the Community
Transportation Improvement Plan update, the Scope of Work, and the appointment of the
Review and Selection Team, and that the Review and Selection Team will submit
recommended consulting firms to the BOCC on June 26th fior approval.
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MICHAfiL F. $A5~EY
GOVF.RNOK
STATE Ol~ NORTH CARQLINA
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Dear Mr. Terry:
March 27, 2003
Mr. Al Terry, Transportation Coordinator
Orange Public Transportation
Post Office $ox 81 S 1
Hillsborough, NC 27275-5181
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RE: FY03 Mat-agement Consultant flan
Project No. 03-18-153
On March 6, 2003; the North Carolina Board of Transportation approved funding in the
amount of $25,000, of which $20,000 is federal funds, $2,500 is state funds and $2,500 is local
funds for the acquisition of consultant services. The planning funds will assist in, the preparativit
of a Commtueity Transportation Improvement Plan (CTIP}.
Originals of the project agreement to be executed between Otattge County and the North
Carolina Departmart of Transportations are forthcoming. Upon receipt and execution of the
contract agreement, please forward to the, department a copy of the third party agreement fvn
these services.
If you have any questions regarding the agzeemeuts, please contact Fred Little at
extension 240, or Deirdre Walker at extension 245,
Sincerely,
M5P/fl
Miriam S. Perry
biroctor
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COMMUNITY TRANSPORTATION IMPROVEMENT
PLAN (CTIP) for Orange County
Purpose•
To evaluate community transit systems current approaches to all
facets of management and operations;
To evaluate the results of the current organizational direction; and
To identify organizational strengths and to target opportunities for
improvement on processes and results that affect all key stakeholders
- including customers, employees, granting agencies and the public.
To assist the NCDOT Public Transportation Division in aligning and
maximizing available resources (employee development/training,
administrative, operating and capital funding) to facilitate each
system's continuous improvement process.
Goal:
To ensure that all community transportation systems in North
Carolina are continuously improving in all aspects of organizational
effectiveness in order to reach and maintain a level of excellence in
service.
* Glossary of Terms: Page 28
D. Human Resources/Operations Focus
1. Work systems
2. Employee Education, Training and Development
3. Employee Well-being and Satisfaction
E. Information and Analysis
F. Operations Management and Service Delivery
1. Policies and Procedures System
2. Federal and State Compliance
3. Service Improvements and Expansion
9
V. Task 5 -Final Evaluation Summary/Recommendations for
Improvement
Attachments:
A -Critical Work Systems Review Checklist
B -Federal Compliance Questionnaire
C -Suggested Performance Measures
D -Example of an Organizational Improvement Plan
E -Private Sector Participation
11
Conduct Organization Review
I. Task 1 -System Overview
A. Provide a basic description of the organization, to include:
1. Type of system (county, regional, private, non-profit, operates
system and/or contracts for operation of services) and governing
body
2. Current transit services provided to the community or region
(volume, type, agencies served, and general public served).
Specify contract period of performance, if applicable. Include
list of agencies identified by the system that may be future
revenue sources if resources are available. Through interviews
with neighboring community transportation providers, identify
neighboring county/regional system routes, to include but not
limited to non-emergency medical trips, that cross county lines
3. Operating statistics, to include but not limited to, trend analysis
charts for the past four years on total passenger trips, total
system miles, cost per mile, etc. Private consultant can request
this information from PTD's assigned community transportation
consultant.
4. The system's current mission, goals and objectives. If the
system does not have these established or up-to-date, then the
system board will be required to develop them.
5. Employee base, including number by type of position, work
force or contractual labor/management and administrative
agreements and conditions. Indicate number of full and part-
time positions by type.
13
II. Task 2 -Organizational Approach and Work Systems
A. Leadership - A general description on how board members and
transportation directors/coordinators guide the organization and
review organizational development. Differentiate the
approaches taken by the coordinator and board members in the
following questions.
1. Senior leadership direction
a. How well do system leaders:
1) Establish organizational values
2) Communicate Organizational values
3) Design and Implement work systems to meet
performance expectations
b. How do senior leaders establish and reinforce an
environment of innovation and empowerment and
support organizational and employee learning?
c. How do senior leaders establish goals and objectives and
seek future opportunities for the system?
d. For urbanized counties only: How do senior leaders
ensure good communications with the urban transit or
regional transit leaders to discuss service changes and
impacts on systems and identification of opportunities
for improved coordination between systems? Example:
Transfer points between urban and county systems to
increase mobility options of county residents.
15
d. How do senior leaders communicate system objectives,
action plans and performance measures to achieve
organizational commitment?
e. What are the system's key performance targets as
determined by the last Transportation Development Plan
(TDP)/Community Transportation Services Plan (CTSP)
plan or last PTD
System Management Plan Review? How well has the
system reached those objectives/improvements? Were
the targets challenging, yet attainable? Describe any
barriers or challenges encountered by the system in trying
to attain past goals and objectives.
B. Customers and Market Focus
1. Customer and Market Knowledge
a. How does the system determine or target customers?
b. How does the organization determine unmet
transportation needs in their service area?
c. How does the system determine service features and their
importance and value to customers?
d. How does the system currently market their human
service and general public transportation services? Is
special consideration given to the design of these
marketing strategies in terms of meeting the needs of
persons with disabilities?
2. Customer Satisfaction and Relationships
a. How does the system provide a mechanism for customers
to access service, seek assistance and information and
report complaints? Include a list of key mechanisms with
a brief description.
i~
B. Financial Management
1. How does the system manage its budget?
2. How does the system ensure that all PTD grants
management requirements (application submittals, requests
for budget revisions and reimbursements, project close-outs,
etc.) are met?
C. Human Resources/Operations Focus
1. Work Systems/Processes
a. How do system leaders encourage and motivate
employees to develop and utilize their full potential?
Include examples of formal and informal mechanisms.
b. How clearly documented are employee responsibilities
and duties? Review current job descriptions.
c. How does your employee performance management
system, including feedback to employees, support high
performance?
d. How does the system compensate and recognize high
performers?
e. How is the system director evaluated in terms of job
performance? Who is responsible for this review process
and what the key responsibilities and performance
expectations? How often is this evaluation process
completed?
f. How does the system ensure effective communication,
cooperation and knowledge/skill sharing across work
units?
19
c. How does the organization enhance the employee's work
climate via services, benefits, and policies?
d. How does the system consider and support the needs of a
diverse workforce?
e. What formal or informal methods do senior leaders use to
determine employee well-being, satisfaction and
motivation?
f. How does the system relate employee survey findings to
prioritizing workplace climate improvements?
D. Information and Analysis
1. How does the system address the major components of an
effective performance measurement system, including the
following key factors?
a. Selection of measures and the extent and effectiveness of
their use in daily operations.
b. Integration of measures and completeness of data to track
overall performance.
c. Data and information reliability.
d. A financial understanding of improvement options.
e. Correlation and projections of data to support planning
efforts.
f. How does the system keep the performance measurement
system current with service needs, changes and
directions?
21
Note: Special emphasis should be placed on how the
system currently ensures the effectiveness and efficiency
of their scheduling and routing operations.
e. How does the system ensure that employees are aware of
current policies and procedures?
f. What do the senior leaders do to actively engage
customers and employees to improve processes?
g. Determine the process the organization employs to
identify needs for upgrading work systems with new
technologies.
2. Federal and State Compliance Management
a. How does the system periodically evaluate whether or
not it is complying with all federal and state regulations
and/guidelines? See Attachment B, "List of Compliance
Areas.
b. How does the system ensure that all employees are
familiar with compliance issues?
23
3. Determine whether or not the current routing and
scheduling design maximizes resources to keep customer
costs as low as possible. Describe any recent
improvements in the coordination of trips/resources.
Determine if customers (passengers/agencies) have
declined services due to the existing cost or rate structure.
4. Determine the system's current level of performance in
grants management. Contact PTD's assigned accounting
specialist to obtain an assessment of performance of
requesting reimbursements/invoices, budget revisions,
contract extensions, unspent Rural Operating Assistance
Program funds and Section 5311 funds, etc.
5. Information and Analysis:
a. Determine the results of the system's current approach
to analyzing performance data and operating statistics
in order to improve the delivery of services and day-to-
day operations.
b. Describe the results of the system's technologies
currently used in analyzing key performance statistics.
D. Human Resources/Operations Results -Determine (through
employee surveys) and summarize the system's human
resource results, including current trends in employee safety,
satisfaction, training and development and work system
performance. Determine the level of effectiveness and
efficiencies of current technologies used by the organization.
25
B. Five-year Financial Plan -Include projected revenues and
expenses utilizing the Uniform Public Transportation
Accounting System (UPTAS) and if needed, incorporate a
strategy to adjust fares or rates to ensure the system has at least
a 3 months operating reserve balance.
C. Five-year Capital Plan -Include recommendations on
procurement of vehicles, facility and technology needs to meet
existing and/or expanding service needs based on existing
service demands and current utilization of existing vehicles.
D. Private Sector Requirements -See Attachment E
a~
Local Team members will consolidate their comments/recommended
revisions and send them to PTD's assigned Community
Transportation Consultant. CT Consultant, in consultation with the
CT Consultant responsible for the Statewide Community
Transportation Planning Program, will finalize and consolidate all
comments and send them to the private consultant.
ask 4, Ste 5: Final Re ort Distribution
Within 14 days of receipt of final comments from PTD, the private
consultant will mail at least twenty (20) copies of the final report to
the chair of the local Steering Team along with one diskette version
(MS Word 7.0) and two (2) hard copies to PTD's assigned CT
Consultant.
ask 4, Ste 6: Follow-u Res onsibilities of Private Consultan
The private consultant is expected to provide at least four (4) hours
of telephone consultation after the final report has been completed
and distributed.
Task 5, Step 7: BOCC Review and Approval of the CTIP
The private consultant is expected to attend the Board of County
Commissioners' meeting at which the CTIP is to be considered for adoption.
29
IV. Information and Analysis
Performance Management process to include, but not limited to, process
in determining performance measures, analysis process, and
implementation process to address needed performance improvements.
Measures should address all types of work systems, not just service
delivery and trip data. Examples: Accounts payables -payment to
vendors within 30 days, accidents per year, non-vehicle injuries per year,
etc.
V. Policies and Procedures
Human Resources:
1. Advertising/recruitment
2 . Intervi ewing/hiring
3. Orientation process
4. Employee conduct/dress code
5. Employee pay plan
6. Personnel records
7. Performance management/evaluation process
8. Employee training process
9. Drug and Alcohol (Fitness for Duty) Program
10. EEO requirements, discrimination/sexual harassment policy
11. Leave
12. Holidays
13. Grievances
14. Separation
15. Disciplinary action/appeal process
16. Recognition awards process
17. Safety (OSHA requirements), Hazard Communication Program,
Material Safety Data Sheets (MSDSs), Annual Injury Log posted,
Fire Evacuation Procedures, etc.
31
Glossary of Terms
1. CDL: Commercial Drivers License
2. CT: NCDOT Community Transportation Consultant
3. CTIP: Community Transportation Improvement Plan
4. CTSP: Community Transportation Service Plan
5. EDTAP: Elderly and Disabled Transportation Assistance Program
6. MSDS: Material Safety Data Sheets
7. OIP: Organizational Improvement Plan
8. OSHA: Occupational Safety and Health Administration
9. PTD: Public Transportation Division
l0.PTMS: Public Transportation Management System
1 I.RGP: Rural General Public
12.TDP: Transportation Development Plan
13.TSB: Transportation Services Board
14.UPTAS: Uniform Public Transportation Accounting System
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June 11, 2003 Prepare agenda abstract on recommended
CTIP consulting firm.
June 26, 2003
BOCC review and approve contract award to
Recommended consulting firm.
July 2003 Consulting firm begins. Anticipated four
month preparation of Orange County Public
Transportation CTIP.
November, 2003 Present completed CTIP provided by
consulting firm to Transportation Planning
steering committee for review and changes.
December, 2003 BOCC review and approve updated CTIP.
FN:H/Optrans/Planning/CTIP Update timeline
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