Maintenance Department Strategic Plan

2011

Table of Contents

• Introduction 3• Executive Summary 4 • Strategic Planning

– Mission, Vision, and Values 5• The Plan: Strategic Focus Areas 6 • Strategic Goal 1 – 7 7-15• Monitoring Worksheet 16• Budget 17• Projects 18• Dashboard 19

Introduction• The Maintenance Department, which includes 79 Management

personnel, 700 Union personnel, 22 sheds and 5 tunnels , has initiated a strategic planning process in order to assist it in addressing the challenges of the future.

• This course of action takes into account our departments external and internal environments while helping define its purposes, what it intends to become, and how it will attain its goals.

• The strategic plan results in the development of direction, establishment of policy, creation of a rationale for decision-making, and a definition of what success looks like. It enables our department not only to chart a course, but to successfully navigate it and correct itself when it strays from that course.

Strategic Plan Committee• Todd Garrison Director of Maintenance

• Vincent Talucci, Jr Field Operations Manager

• Patrick Bollinger, Jr Resources Division Manager

• Lynn Brumfield Manager of Business Planning & Administration

• Alicia Martin Administrative Assistant

• Diane Jordan Methods & Procedures Analyst

• Robert Wright Maintenance Planner – Roadway

• Charles Jackson District Four Maintenance Superintendent, Plymouth Meeting

• Gaetano Jeffrey District One Maintenance Superintendent, Gibsonia

• Larry Diehl District Five Resources Manager, Pocono

• John Maurer District Two Maintenance Operations Manager, Everett

• Joseph Quairoli Foreman, Mt Gretna

Executive Summary

This plan has been developed to clearly define the purpose of the maintenance organization and establishes realistic goals and objectives consistent with the mission of the Pennsylvania Turnpike Commission. The primary purpose of the plan is to communicate the strategies that have been outlined over the next five years to our customers and stakeholders. It will serve as a roadmap to ensure that the maintenance department is effectively using resources and focusing on key priorities. It will provide a base line to measure the success or failures of the program using a performance based methodology.

By following this plan increased productivity will result from efficiency and effectiveness and work towards solving the issues that the maintenance department currently faces. The plan was developed with participation of a diversified group of staff within the organization. Quarterly the strategic goals and objectives will be reviewed and tracked on a performance dashboard and communicated throughout the maintenance community. The documents to follow will outline each strategic goal with various objectives to achieve that goal and the strategies to bring them to fruition.

Our mission and vision is clearly defined within this document along with performance objectives. This document will also serve as a business plan for the coming year. Budget information and specific project information is included to support the strategic direction. It is my vision that this plan be an effective management tool to meet the needs of our customers, partners and employees. The plan serves as the first step to become the “best of the best” and serve as the model for toll road maintenance.

Todd S. Garrison, CFMDirector of Maintenance

Mission, Vision and Values• OUR MISSION

– To be the leader of Highway Maintenance Services in order to achieve a clean, safe, and uninterrupted flow of transportation for our customers.

• OUR VISION– To become a customer service oriented department that provides quality, efficient, and affective

maintenance services while creating a stimulating, rewarding work experience along with promoting a healthier and safe work environment for both our internal and external customers.

• OUR VALUES– Dedication to customer service – Trustworthy and respectful– Ownership– Teamwork– Accountability– Continuous improvement

The Plan: Strategic Focus Areas

• Improve Safety• Preservation of Infrastructure• Fiscal Responsibility• Accountability of all Levels• Improve Customer Service (Internal &

External)• Workforce Investment• Commodity Resource Management

LegendPurple - Ongoing Green - ActivityOrange - No Activity

Start DateDevelopment -

Completion DateJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan

Goal 1 Improve Safety

Objective A: Customer Awareness – to educate and inform internal and external customers

Strategy A.1 Enhance the process to inform motorists of highway incidents and to interpret and react to highway signing April 1, 2012 December 1, 2012

Strategy A.2Traveling tips for maintenance operations – such as 45 mph during snow plow train operations, climbing lane restrictions, empty trailers, double trailers

August 1, 2011 September 1, 2012

Strategy A.3 Create & implement a process to inform customers of weather conditions using the new AccuWeather forecasting tool. September 1, 2011 January 1, 2012

Strategy A.4 Increase frequency of MUW patrols September 1, 2011 December 1, 2011

Objective B: Enhancement of Highway Visibility

Strategy B.1Implement Non-Daylight Reflectivity Inspections to include all roadway markings and lighting (e.g. delineation, line painting, roadway pavement markers, signs)

June 1, 2012 July 1, 2012

Strategy B.2Research and analyze existing roadway material used for roadway markings through new technology, shelf life through proper storage, and lifespan

September 22, 2011 Ongoing

Objective C: Work Area Safety

Strategy C.1Develop a process with FEMO, Operations & Safety to establish ownership of deficiencies in all Safety Assessment Reports. Establish timelines for correcting deficiencies and reporting back to generator of report.

March 1, 2012 September 1, 2012

Strategy C.2 Develop and implement a Foreman walk around safety assessment checklist (frequency/process). January 1, 2012 June 1, 2012

Strategy C.3 Stricter enforcement by management to inspect traffic patterns and employee PPE June 1, 2011 Ongoing

Strategy C.4 Develop a process for in-house safety assessments at all levels June 1, 2012 December 1, 2012

Strategy C.5 Conduct an annual assessment and recommend safety improvements for department equipment June 1, 2011 Annually

Strategy C.6Identify barriers related to safety policy and safety processes that currently impede accountability, enforcement, investigation and corrective action

June 1, 2011 December 1, 2012

Strategy C.7Develop safety tailgate talks to be performed by Maintenance Foreman and Safety Advisors for highway maintenance, warehouse and garage activities

March 1, 2012 June 1, 2012

2011 2012

Strategic Plan Progress/Gant Chart

Budget

ProjectsIndividual Project Project Update Completion Date

PTC Expansion Plan Beginning discussions about the impacts of the highway expansion for maintenance operations ongoingMapping the Future Program with PennDOT Continuing discussions with Penndot around the identified focus areas. Brenda Beal will assist in the project ongoingPTC/PennDOT - Safe-T Final Stages of develoopment and have taken applicable concepts and rolled them in to the maintenance strategic plan 2012 JanuaryLocal Government Agility Program Conceptual at this point. Looking at the feasibility of doing these agility programs 2012 JulyPennDOT AccuWeather Webcast Finalizing contract documents and looking at piggy backing with existing Penndot contract 2011 NovemberEquipment Committee Formalized ongoingVehicle Committee Formalized - Developing recommendations for new policies 2012 JanuaryMechanics Committee Formalized - Developing recommendations and looking at improving effi ciences ongoingSafety Committee Need to develop

Customer EducationMtce Travel TipsAccu-Weather Plan First Meeting held September 2011, Additional meetings will be scheduledNew Line Painting Processes Traveled to New York to view the process. New Construction Trial Areas to be implemented in 2012 Procedures Overview Started reviewing MUW and various job responsibilitiesVarious Maintenance Pilot Programs Started in March 2011 Joint Sealing/Line Painting/Bridge Maintenance Pilot Program in District 3, 4 & 5Salt ManagementSign Inventory Program (Interns)Right of Way Fence Program (Interns)MPT Updates Started August 2011 reviewing MPT Standards and discussing annual MPT trainingStorm Water Management Meetings with Jim Kaiser in July 2011 to discuss procedures mandated by DEP for maintenance of these areas Bridge Management Started a Pilot Program in March 2011, discussing possible specialized work crewsRoadway Ops ManagementInnovation & Technology Committee Selected Committee and assigned tasks to those committee members,

Vince

Todd

DashboardExternal Customer Service Owner

Measure Green Yellow Red Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final

Customer SatisfactionBusiness Planning & Administration Division < 5% Increase 0 - 5 % Increase Decrease 2.5

Perception of QualityBusiness Planning & Administration Division < 5% Increase 0 - 5 % Increase Decrease 2.5

ResponsivenessBusiness Planning & Administration Division < 5% Increase 0 - 5 % Increase Decrease 2.5

Vehicle Management

Measure Green Yellow Red Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final

Internal Customer SatisfactionBusiness Planning & Administration Division < 5% Increase 0 - 5 % Increase Decrease 3.5

Safety

Measure Green Yellow Red Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final

Non Preventable Personal Injury Worker's Comp Dept Decrease 0 - 5 % Increase > 5% Increase

Preventable Personal Injury Worker's Comp Dept Decrease 0 - 5 % Increase > 5% Increase

Disciplinary Fleet Accidents Safety/Ops Incident Dept Decrease 0 - 5 % Increase > 5% Increase

Non Disciplinary Fleet Accidents Safety/Ops Incident Dept Decrease 0 - 5 % Increase > 5% Increase

FY 2011/2012

FY 2011/2012

FY 2011/2012 FY 2012/2013 FY 2013/2014

FY 2012/2013

FY 2012/2013 FY 2013/2014

FY 2013/2014

Target/Variance Range

Target/Variance Range

Target/Variance Range

Recurring Maintenance

Green Yellow Red Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final

Measure - Joint Sealing

Right LaneBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Left LaneBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Center LaneBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Measure - Line PaintingBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Measure - Medial Operations

Drain CleaningBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

SweepingBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

DelineationBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Measure - Shoulder Operations

Drain CleaningBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

SweepingBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

DelineationBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

Measure - Interchange Operations

Drain CleaningBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

SweepingBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

DelineationBusiness Planning & Administration Division Above Baseline Baseline Below Baseline 80%

FY 2013/2014FY 2011/2012 FY 2012/2013Target/Variance Range

Inventory Management

Measure Green Yellow Red Baseline Final Baseline Final Baseline Final

Cycle Count Accuracy/Completion Resources Division > 90% > 75 % to 90 % < 75 % 1 time every 12 months

Inventory Value/Turnover Resources Division 1.0 + or More Turnover .5 + to 1.0 Turnover .5 - or less Turnover 0.2

Salt Inventory Resources Division 80-100 %Capacity 60 - < 80% Capacity< 60%

Capacity 107,400 Ton

Training

Measure Green Yellow Red Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final Baseline 1st Half 2nd Half Final

Number of Employees TrainedBusiness Planning & Administration Division > 95 % 90-95 % < 90%

75% of Workforce Trained 72% of Workforce Trained

FY 2012/2013 FY 2013/2014FY 2011/2012

FY 2011/2012 FY 2012/2013 FY 2013/2014

Target/Variance Range

Target/Variance Range

Work Order Management

Measure Green Yellow Red Baseline Annual Final Baseline Annual Final Baseline Annual Final

Work Orders Created vs CompletedBusiness Planning & Administration Division > 75% 65-75% < 65%

Notifications Created vs CompletedBusiness Planning & Administration Division > 75% 65-75% < 65%

Highway

PM 01 - Planned (Internal) Business Planning & Administration Division > 75% 65-75% < 65%

PM 02 - Unplanned (External)Business Planning & Administration Division > 75% 65-75% < 65%

PM 03 - Immediate Business Planning & Administration Division > 90% 85-90% < 85%

PM 04 - Emergency Property DamageBusiness Planning & Administration Division 100% 95-100% < 95%

PM 05 - Planned Property DamageBusiness Planning & Administration Division > 90% 85-90% < 85%

PM 06 - Winter StormBusiness Planning & Administration Division 100% 95-100% < 95%

PM 08 - Preventative MaintenanceBusiness Planning & Administration Division > 80% 70-80% < 70%

PM 09 - Capital ProjectBusiness Planning & Administration Division > 90% 85-90% < 85%

Fleet

PM 01 - Planned (Internal) Business Planning & Administration Division > 75% 65-75% < 65%

PM 03 - Immediate Business Planning & Administration Division > 90% 85-90% < 85%

PM 04 - Emergency Property DamageBusiness Planning & Administration Division 100% 95-100% < 95%

PM 05 - Planned Property DamageBusiness Planning & Administration Division > 90% 85-90% < 85%

PM 08 - Preventative MaintenanceBusiness Planning & Administration Division > 80% 70-80% < 70%

FY 2011/2012 FY 2012/2013 FY 2013/2014Target/Variance Range

Budget Management

Measure Green Yellow Red Baseline

Baseline YTD Budget1st Qtr

Actual Budget1st Qtr

Baseline YTD Budget2nd Qtr

Actual Budget2nd Qtr

Baseline YTD Budget3rd Qtr

Actual Budget3rd Qtr

Baseline YTD Budget4th Qtr

Actual Budget4th Qtr Final

Overall Operating Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 61,643,888$ 12,574,345$ 12,504,661$

Labor Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 33,567,838$ 8,644,674$ 8,532,366$

Overtime Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 4,871,900$ 826,566$ 690,234$

Operating Expenses Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 23,204,150$ 3,103,105$ 3,282,061$

Measure PO Commitment

1st QtrPO Invoiced

1st QtrPO Commitment

2nd QtrPO Invoiced

2nd QtrPO Commitment

3rd QtrPO Invoiced

3rd QtrPO Commitment

4th QtrPO Invoiced

4th Qtr

Capital Fleet Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 14,831,250$ 13,446,158$ 687,378.66$

Capital Fleet Budget - Searights Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget 1,500,000$ 38,594,848$ 61,748.77$

Budget Management Baseline

Baseline YTD Budget1st Qtr

Actual Budget1st Qtr

Baseline YTD Budget2nd Qtr

Actual Budget2nd Qtr

Baseline YTD Budget3rd Qtr

Actual Budget3rd Qtr

Baseline YTD Budget4th Qtr

Actual Budget4th Qtr Final

Measure Green Yellow Red

Overall Operating Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Labor Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Overtime Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Operating Expenses Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Measure PO Commitment

1st QtrPO Invoiced

1st QtrPO Commitment

2nd QtrPO Invoiced

2nd QtrPO Commitment

3rd QtrPO Invoiced

3rd QtrPO Commitment

4th QtrPO Invoiced

4th Qtr

Capital Fleet Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Capital Fleet Budget - Searights Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Budget Management Baseline

Baseline YTD Budget1st Qtr

Actual Budget1st Qtr

Baseline YTD Budget2nd Qtr

Actual Budget2nd Qtr

Baseline YTD Budget3rd Qtr

Actual Budget3rd Qtr

Baseline YTD Budget4th Qtr

Actual Budget4th Qtr Final

Measure Green Yellow Red

Overall Operating Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Labor Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Overtime Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Operating Expenses Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Measure PO Commitment

1st QtrPO Invoiced

1st QtrPO Commitment

2nd QtrPO Invoiced

2nd QtrPO Commitment

3rd QtrPO Invoiced

3rd QtrPO Commitment

4th QtrPO Invoiced

4th Qtr

Capital Fleet Budget Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Capital Fleet Budget - Searights Resources Division At Budget or Below < 5 % Over Budget > 5% Over Budget

Target/Variance Range

FY 2012/2013

FY 2013/2014

Target/Variance Range

Target/Variance Range

FY 2011/2012