HomeMy WebLinkAboutAgenda - 04-24-2003-2aORANGE COUNTY
BOARD OF COMMISSIONERS
ACTION AGENDA ITEM ABSTRACT
Meeting Date: April 24, 2003
Action Agenda
Item No. —, —
SUBJECT: Review Proposed Process for Updating the Orange County Community
Transportation Improvement Plan (CTIP)
DEPARTMENT: Aging/Transportation
ATTACHMENT(S):
North Carolina Department of
Transportation letter of approval
Community Transportation Improvement
Plan- Scope of Work
CTIP Update Timeline
PUBLIC HEARING: (Y /N) No
INFORMATION CONTACT:
Jerry Passmore
ext. 2009
Pam Jones
ext. 2652
Al Terry
ext. 2002
TELEPHONE NUMBERS:
Hillsborough
732 -8181
Chapel Hill
968 -4501
Durham
688 -7331
Mebane
336- 227 -2031
PURPOSE: To review the proposed process for updating the Community Transportation
Improvement Plan (CTIP), including the draft scope of work and method for consultant
selection.
BACKGROUND: In order for Orange County to qualify for state and federal funding of
transportation administration, operations and capital, it must have an approved Transportation
Improvement Plan by the N.C. Department of Transportation. The present Orange County
CTIP expired in 1999. Because the N.C. Department on Transportation has had difficulty in
acquiring a consultant to update Orange County's plan over the past three years, they have
agreed to allow Orange County to proceed and directly employ a consulting firm, and have
approved funding in the amount of $25,000 for consultant services. There is an approved list of
36 NCDOT - eligible consulting firms who will receive copies of the bid documents.
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. (Attachments -Scope of Work and Update Time Line)
If approved, a County Review and Selection Team (Purchasing, Dept. on Aging, Planning,
T.A.B. Chair, County Commissioner, 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 recommendation would be submitted to
the BOCC for approval at its meeting on June 26.
FINANCIAL IMPACT: The Community Transportation Improvement Plan requires a local
match of 10% of NCDOT funds. The local match $2,500 is included in the Orange Public
Transportation 2003/2003 budget.
RECOMMENDATION(S): The Manager recommends that the Board review the proposed
process and provide feedback and direction to staff. Staff would bring this item, with any
necessary modifications, back to the Board for formal action at its next regular meeting on
May 6.
FN:A13030424- worksession -Trans Dev. Plan Update
STATE OF NORTH CAROLINA
DEPARTME1�I' OF''RANSPORTAnON
M1�HAEL F. $ASLEY
GOV$RNok - LYN,DO TIPPE7T
SWRETARY
March 27, 2003
Mr. Al Terry, Transportation Coordinator
Orange Public Transportation
Post Office Box 8181
Hillsborough, NC 27278 -8181
Dear Mr. Terry:
RE: FY03 Management Consultant Plan
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 preparation
of a Community Transportation Improvement Plan (CT1P).
Originals of the project agreement to be executed between Orange County and the North
Carolina Department of Transportation are forthcoming. Upon receipt and execution of the
contract agreement, please forward to the department a copy of the third party agreement for
these services.
If you have any questions regarding the agreements, please contact Fred Little at
extension 240, or Deirdre' Walker at extension 245,
Sincerely,
U
Miriam S. Perry
M5P /fl Director
MAILING ADDRESS: 712LEPHONE 919.733.4713
NC DEPARTMENT Cr- TRANSPoRTATioN FAX 919.7331391 LOCATION:
PUBLIC TRANSPORTATION DIVISION TmNvonmlo4 BLOL13M
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COMMUNITY
TRANSPORTATION
IMPROVEMENT PLAN
(CTIP)
Orange County Scope of Work
NORTH CAROLINA DEPARTMENT OF
TRANSPORTATION
PUBLIC TRANSPORTATION DIVISION
COMMUNITY TRANSPORTATION SECTION
May 2001
Revised 01/25/01 RSB
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.
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN
(CTIP) for Orange County
Steps and Outline:
Step 1: Introductory Meeting
Conduct Organizational Review
I. Task 1 - System Overview
A. Basic Description of Organization
B. Customer and Service Requirements
C. Directions
II. Task 2 - Organizational Approach and Work Systems
A. Leadership and Strategic Planning
1. Senior Leadership Direction
2. Organizational Performance Review
3. Strategic Development and Deployment
B. Customers and Market Focus
1. Customer and Market Knowledge
2. Customer Satisfaction and Relationships
C. Financial Management
3
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
4
Conduct Results Findings
III. Task 3 - Results of Current Approaches/Work Systems
A. Leadership /Strategic Planning
B. Customer Service
C. Financial Management
D. Human Resources /Operations
E. Information and Analysis
F. Operations Management and Service Delivery
G. Overall Organizational Effectiveness
IV. Task 4 - Recommendations and Prioritized Action Plans
A. Leadership /Strategic Planning Deployment schedule
B. Customer Service
C. Financial Management
D. Human Resources /Operations
E. Information and Analysis of Data Collection
F. Operations Management and Service Delivery
G. Overall Organizational Effectiveness
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
SCOPE OF WORK for Orange County:
Step 1: Introductory Meeting
Required attendees: Designated/Appointed members of the
Transportation Advisory Board (TAB), Transportation System
Director /Coordinator, Private Consultant, and assigned PTD
Community Transportation (CT) Consultant. This group of
individuals forms the Orange County CTIP Steering Team. For
systems in urbanized areas of 50,000 or more in population, the
assigned PTD Metropolitan Planner and local urban transportation
manager or designee(s) will be Steering Team members.
Purpose of Meeting: CT Consultant will begin meeting with a brief
overview of the CTIP requirements and process. Private consultant
will review all stages of the CTIP outline and key definitions.
Steering Team members will have an opportunity to ask questions and
voice concerns, issues that need to be addressed as part of the
planning process. Private consultant will provide Steering Team with
a project timeline.
7
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.
6. Summary of Resource Inventory (total vehicles by type, facility
information, equipment, and current technologies). Local
system will provide private consultant with up -to -date version
of PTMS to review.
7. Key funding /revenue sources: agencies, general public,
state /federal grants, foundations, local funds, and private
donations. Describe system fare structure for agency and
general public transportation services (cost/mile, cost/trip,
and/or cost /hour) and determine if it is consistent between
agencies. If rates vary, describe why?
If a system is a sub -unit of a larger parent organization, describe:
organizational relationship to parent and percent of employees
the sub -unit represents
how system services relate to parent organization
key support services provided by the parent organization
B. Customer Service Requirements
Provide all key customer service objectives and examples of
how they are incorporated into daily work system/practices.
C. Business Directions
1. Provide a list of principal factors used by the system that
determine organizational success.
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.
10
2. Organizational Performance Review
a. How do leaders review organizational performance and
capabilities to assess system health, performance and
progress relative to performance goals? Describe the key
performance measures regularly reviewed by senior
leaders.
b. How does the system translate organizational
performance review findings into an action plan for
improvement?
c. What is the system's most recent key performance review
findings? What are the priorities for improvement? How
are they deployed by the system?
d. How do the senior leaders inform the local elected
officials about the transportation services that they
provide to the community? Annual report or
presentation?
e. How do the system senior leaders actively support and
participate in community activities and events?
3. Strategic Planning Development and Deployment
a. Who are the key participants in the system's strategic
planning process that is updated every four years? Are
all core agency representatives participating in the
Steering Team?
b. How does the system develop, update and deploy action
plans that address areas identified as needing
improvement?
c. How does the organization allocate resources to ensure
accomplishment of your overall action plan?
11
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 TDP /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.
12
b. How does the system determine key customer service
requirements and educate all employees involved with
service delivery?
c. Describe the system's complaint management process.
Include how the system resolves complaints effectively
and promptly and how complaints are compiled and
analyzed for use in overall organizational improvement.
d. How does the system build relationships with customers
for repeat business and/or positive referral?
e. What processes or measurement methods and data are
used to determine customer satisfaction and
dissatisfaction? Include any differences in one type of
customer compared to another (example: human service
rider vs. general public rider)?
f. How does the system ensure that customers receive
services in the safest possible manner? Describe all
facets of management and operations that support
customer safety.
g. Interview all human service agency directors or contacts
that receive transportation services (examples: EDTAP,
contract services, etc.) to determine level of satisfaction
with system. In addition, interview any human service
agencies, identified by the Steering Team, that may be a
potential participating agency to determine feasibility of
the system in meeting their needs.
h. Determine the actual satisfaction level of system
passengers by randomly surveying at least ten (10)
human service agency riders (from at least three different
agencies) and at least five (5) general public riders.
Describe findings.
13
B. Financial Management
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?
14
g. How does the organization recruit and hire new
employees? Describe application and interview
evaluation process and requirements.
h. How does the system currently manage the routing and
scheduling of human service and general public
passengers?
2. Employee Education, Training and Development
a. How does the system design education and training to
keep current with new technologies, industry standards
and federal /state requirements? Include how job
performance is used in training design and development.
b. How does the system seek and use input from employees
and their supervisors on training needs, expectation and
design?
c. How does the system provide or seek the provision of
training and education services?
d. How does the organization address key developmental
and training needs such as general orientation, CDL
requirements, safety requirements, drug and alcohol
requirements, customer service, etc.? How is training
documented?
3. Employee Well -being and Satisfaction
a. How does the system address and improve workplace
health and safety factors? How do employees take part in
improving workplace safety?
b. How does the system ensure compliance with OSHA
laws?
c. How does the organization enhance the employee's work
climate via services, benefits, and policies?
15
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?
16
2. Analysis of Organizational Performance
a. How does the system analyze performance data to assess
organizational performance? Who or what group of
individuals is responsible for performance oversight?
b. How does analysis of system data support daily
operations throughout the organization? Include how
measures are aligned with action plans.
E. Operations Management and Service Delivery
1. Understanding and Implementation of Process /Work
systems
a. How does the system determine what policies need to be
developed and adopted? Procedures?
b. How does the organization develop, maintain and update
policies and procedures?
c. Who is responsible for development of policies and
procedures? Explain the approval process and staff and
board involvement.
d. After carefully reviewing all existing system
management, operations and service policies and
procedures, provide a list of approved and current system
policies and procedures grouped by function (examples:
1) human resources, 2) operations - scheduling, routing,
dispatching, maintenance, 3) financial management).
List any critical policies and procedures not completed or
not in compliance with federal /state /local laws and
regulations. Describe the method of organizing them.
Utilize Attachment A, "Critical Work Systems Review
Checklist" and Module 6 of PTD's System
Management Plan Review Handbook to ensure all
areas have been reviewed.
17
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?
18
III. Task 3 - Results of Current Approach/Work Systems
A. Leadership and Strategic Planning — Determine the system's
current trend in overall leadership and strategic planning
approach and direction. Assess the overall improvements and
focus on improvements since the completion of the last four -
year plan and/or PTD System Management Plan Review.
B. Customer Service
1. Determine the system's current trend in key measures of
customer satisfaction and dissatisfaction? If the system has
not recently completed customer or potential customer
surveys, then utilize a customer service survey to discover
current trends.
2. Determine the system's trends in key measures of service
performance.
3. What is the system's current passenger safety record for the
past twenty -four months?
C. Financial Management Results — Summarize the overall
financial health of the organization and ability to adapt and
adjust to changes in revenues.
Determine the system's current levels and trends in key
measures of financial performance. Review the system's
most recent financial audit findings and progress on
recommended improvements.
2. Determine the system's fully allocated costs and assess if
changes need to be made and if fees /fares provide for
sufficient financial contingency (at least 3 months of
system operating costs).
19
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.
20
E. Organizational Effectiveness Results
1. Determine the system's current trends and levels identified
in service design and delivery performance.
2. Determine through a detailed review of existing processes
and services if system is complying with all pertinent
federal, state and local regulations and guidelines.
3. Determine if the system has been successful in meeting
strategic goals, performance expectations and additional
human service and general public transportation needs.
4. Determine the potential for improved transportation
coordination between existing systems in the region.
IV. Task 4 - Final Evaluation Summary /Recommendations for
Improvement
A. Determine the organization's strengths and opportunities for
improvement for each of the following organizational areas
listed below:
1. Leadership and Strategic Planning
2. Customer Service
3. Financial Management
4. Human Resources
5. Operations
6. Federal Compliance
Note: Describe, in detail, any local constraints or barriers in
meeting targeted improvement areas and possible solutions.
21
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
22
Task 4, Ste 1: Development and Distribution of 1St Draft Re or
Compile, analyze and report findings of organization's current
approach and deployment methods. Describe the results or outcomes
of the current approach in all areas. Organizational Improvement Plan
(OIP), Financial Plan and Capital Plan must be included. Submit one
(1) copy to each Steering Team member (includes PTD assigned
consultant) at least 14 days prior to the Meeting #2. Private
Consultant will also determine if any subsequent studies or plans are
critical to the overall success of the community or regional
transportation services and make recommendations as needed.
Task 4, Step 2: Meeting #2
The private consultant and PTD's assigned community transportation
consultant are required to meet with the Steering Team to review and
discuss the 1St Draft Report. Steering Team members should be
prepared to discuss necessary or recommended changes to the plan.
Private Consultant should strive to finalize any outstanding issues or
concerns. OIP items and targeted completion dates should be
finalized at this meeting.
Task 4, Ste 3: Development and Distribution of Final Draft Re or
Within 21 calendar days from Meeting #2, the private consultant will
mail the final draft report to the Steering Team for final review.
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.
23
Task4, Ste 4: Final Report 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.
Follow -u i Responsibilities of Private Consultant:
The private consultant is expected to provide at least four (4) hours
of telephone consultation after the final report has been completed
and distributed.
24
ATTACHMENT A
Critical Work Systems Review Checklist:
I. Leadership and Strategic Planning
A. Mission Statement and Values
B. Goals and Objectives
C. Performance Measures for all management areas, not just service
delivery
D. Prioritized action/improvement plan
E. Service planning and service design process
F. Board by -laws
II. Customer Service
A. Plan and policy
B. Customer survey /input
C. Complaint management system
III. Human Resources
A. Employee Handbook
B. Job Descriptions
C. Employee performance management system
D. Employee recognition system
E. Internal Communications Process
F. Employee Education and Training Program
G. Safety Program (employee involvement)
H. Employee benefits
I. Promotion of diversity in the workplace
J. Employee feedback process (suggestion system)
25
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. Interviewing/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,
MSDSs, Annual Injury Log posted, Fire Evacuation Procedures, etc.
26
Financial/Grants /Contracts Management
1. Budget Preparation, Development and Approval Process
2. Budget execution and tracking process
3. Accounts Receivables Process
4. Accounts Payable Process
5. Purchasing process
6. Year -end closeout process
7. Service pricing process (EDTAP, RGP, contracts, special
rates,etc.) and fare evaluation schedule
8. Contract development, review, and approval process
9. Contract monitoring process
10.Fiscal software/hardware technology plan
Equipment and Facilities
1. Capital needs assessment process
2. Preventive Maintenance System (Building and Facility, if owned
or leased)
3. Pre -trip Inspections
4. Vehicle Disposition/Replacement Process
5. Capital and supplies inventory process (PTMS and other systems)
6. Lift vehicles — determination process for acceptable ratio
7. Fueling process
8. Recycling program
Service Delivery
1. Service eligibility requirements
2. Customer access and external communication system (telephone
services, web site development /update process)
3. Trip reservation, scheduling, routing and coordination process
4. Driver work schedule development process
5. Road supervision program
6. Internal Communications
7. Accident/incident investigation process
8. Handling emergencies
9. Driver cash handling system
10. Services Technology Assessment Process
VI. Federal and State Compliance Process (see Attachment B) for list
of compliance review areas
27
ORANGE COUNTY
COMMUNITY TRANSPORTATION IMPROVEMENT PLAN (CTIP)
TIME LINE
January through March, 2001 Prepare Community Transportation
Improvement Plan (CTIP). Work group
assigned and completed. Work group
consisted of two Board of County
May 2001
Commissioners, Orange County
Transportation Planner, Planning Department
representative, Orange County Transportation
Manager, two NCDOT representatives.
Issues identified and included in scope of
work: environmental impact and regional
transit possibilities.
Approved CTIP Scope of Work for Orange
County by the NC Department of Transportation.
March 6, 2003 Approved Orange county funding by the N.C.
Transportation Board for the acquisition of
consultant services. (10% local match)
April 24, 2003
May 6, 2003
May 7, 2003 through June 7, 2003
Review OPT By -Law revisions and CTIP
Scope of Work at Board of County
Commissioners work session.
BOCC approval of the County Transportation
Improvement Plan (CTIP) Update Process
Send CTIP Scope of Work to all transportation
Consulting firms with thirty -day bid response.
June 7-112003 Orange County selection team (Purchasing,
Dept on Aging, Planning, TAB chair, Board
of County Commissioner, Assistant County
Manager, and NCDOT representative)
review bids and select consulting firm.
Page 1
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
FN:H /Optrans /CTIP Update timeline
BOCC review and approve updated CTIP.
Page 2