City of Charlotte
THE BALANCED SCORECARD IN CHARLOTTE’S DOT:
A PLANNING AND MANAGEMENT TECHNIQUE
American Public Works Association
Kansas City, Missouri
December 6, 2000
1
Charlotte Department of Transportation
City of Charlotte
Charlotte Department of Transportation
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1
City of Charlotte
ORGANIZATION: CITY OF CHARLOTTE
MAYOR
AND
COUNCIL
ATTORNEY
HUMAN
RESOURCES
FINANCE
MANAGER
BUDGET &
EVALUATION
POLICE
SUPPORT
SERVICES
NEIGHBORHOOD
DEVELOPMENT
FIRE
PUBLIC SAFETY
UTILITIES
PLANNING
PLANNING & DEVELOPMENT
PUBLIC
TRANSIT
CDOT
AVIATION
SOLID
WASTE
ENG’G &
PROP.
OPERATIONAL BUSINESSES
3
Charlotte Department of Transportation
City of Charlotte
CDOT ORGANIZATIONAL STRUCTURE
DIRECTOR
Mktg. & Comm.
Deputy
Director
Public Service
Maintenance
& Operations
Charlotte Department of Transportation
Planning &
Systems
Engineering &
Public Service
4
2
City of Charlotte
Council Focus Areas
City of Charlotte
City Within A City
Transportation
Mission: to focus on comprehensively dealing with
the economic development and quality of life issues
in Charlotte’s older, urban neighborhoods,
including both residential and business areas
Mission: to develop a system of roads, transit, and
air transport that is balanced and coordinated in
order to offer citizens and businesses safe,
acceptable, and timely work travel and mobility
Restructuring Government
Mission: to ensure the City delivers quality services
at competitive costs
Economic Development
Community Safety
Mission: to support a business environment that
fosters economic opportunity for citizens and
businesses
Mission: to ensure the City builds problem-solving
partnerships with our citizens to prevent the next
crime and to enhance the quality of life throughout
our community, always treating people with fairness
and respect
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Charlotte Department of Transportation
City of Charlotte
Customer
To achieve our vision, how
should we appear to our
customers?
Financial
To succeed financially, how
should we appear to our
stakeholders?
Internal Business Process
VISION &
STRATEGY
To satisfy our stakeholders
and customers, at what
business processes must
we excel?
Learning & Growth
To achieve our vision, how
will we sustain our ability
to change and improve?
Charlotte Department of Transportation
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3
City of Charlotte
CITY FOCUS AREAS
Community
Safety
City Within a
City
Restructuring
Government
Transportation
Economic
Development
CORPORATE SCORECARD
Customer
Perspective
Reduce
Crime
Financial
Perspective
Internal
Process
Perspective
Increase
Perception of
Safety
Strengthen
Neighborhoods
Secure
Funding/Service
Partners
Maximize
Benefit/Cost
Streamline
Customer
Interactions
Learning &
Growth
Perspective
Promote
Community-Based
Problem Solving
Enhance
Information
Management
Enhance
Service
Delivery
Maintain
Competitive
Tax Rate
Grow the Tax
Base
Improve
Productivity
Achieve Positive
Employee
Climate
Provide Safe,
Convenient
Transportation
Promote
Economic
Opportunity
Maintain AAA
Rating
Increase
Positive
Contacts
Increase
Infrastructure
Capacity
Close Skills
Gap
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Charlotte Department of Transportation
City of Charlotte
City of Charlotte
Corporate BSC Objectives and Measures
Perspective
Customer
Financial
Internal Process
Learning
Objective
Lead Measure
Lag Measure
Reduce Crime
Increase Perception of Safety
Strengthen Neighborhoods
Improve Service Quality
Availability of Safe, Convenient
Transportation
C-6 Maintain Competitive Tax Rates
C-7 Promote Economic Opportunity
o crime rate
o citizen surveys
o owner occupancy rate
o employment
o citizen complaints
o transportation mix
o 2015 Plan progress
o tax rate
o number of businesses
F-1
F-2
F-3
F-4
o funding leverage
o cost reductions
o cost per customer
o building permit value
o debt rating
C-1
C-2
C-3
C-4
C-5
Expand Non-City Funding
Maximize Benefit/Cost
Grow Tax Base
Maintain AAA Rating
I-1 Increase Positive Contacts
I-2 Promote Community Based ProblemSolving
I-3 Secure Funding / Service Partners
I-4 Improve Productivity
I-5 Streamline Customer Interactions
I-6 Increase Infrastructure Capacity
I-7 Promote Business Mix
o neighborhood based problem solving use
o leverage prospects
o competitive sourcing
o functional consolidation
o process improvement
o capital investment
o customer feedback
o neighborhood based problem solving
o number of partners
o cost per unit
o repeat offender incidents
o code enforcement
o transaction cycle time
o capacity ratios
o business mix
L-1 Enhance Knowledge Mgt. Capabilities
L-2 Close Skills Gap
L-3 Achieve Positive Employee Climate
o IT infrastructure
o training
o employee goal alignment
o information access
o skills gap coverage
o employee climate survey
Charlotte Department of Transportation
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4
City of Charlotte
City’s Corporate Level Balanced Scorecard
Reduce
Crime
Customer
Perspective
Financial
Accountability
Perspective
Internal
Process
Perspective
Increase
Perception
of Safety
Strengthen
Neighborhoods
Expand
Non-City
Funding
Secure
Funding/Service
Partners
Learning and
Growth
Perspective
Streamline
Customer
Interactions
Improve
Service
Quality
Grow
Tax
Base
Maximize
Benefit/Cost
Promote
Community
Based Problem
Solving
Enhance
Knowledge
Management
Capabilities
Maintain
Competitive
Tax Rates
Improve
r
Productivity
Close
Skills Gap
Availability of
Safe,
Convenient
Transportation
Promote
Economic
Opportunity
Maintain
AAA Rating
Increase
Positive
Contacts
Increase
Infrastructure
Capacity
Promote
Business
Mix
Achieve Positive
Employee
Climate
CDOT objectives incorporated from City objectives shown
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Charlotte Department of Transportation
City of Charlotte
COUNCIL
FOCUS
AREAS
CDOT CORE
PROGRAMS
CDOT
ANNUAL
BUSINESS
SCORECARD
CDOT HIGH
IMPACT
PROGRAMS
PLAN
OBJECTIVES
Charlotte Department of Transportation
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City of Charlotte
CDOT Balanced Scorecard Objectives
CUSTOMER
MAINTAIN THE
TRANSPORT
SYSTEM
OPERATE THE
TRANSPORT
SYSTEM
SECURE
FUND’G/SVC
PARTNERS
FINANCIAL
INCREASE
INFRASTRUCTR
CAPACITY
INTERNAL
PROCESS
LEARNING
Learning
DEVELOP THE
TRANSPORT
SYSTEM
ENHANCE
AUTOMATED INFO
SYSTEMS
DETERMINE
OPTIMAL SYS
DESIGN
ENHANCE
SERVICE
DELIVERY
MAXIMIZE
BENEFIT /
COST
IMPROVE
PRODUCTIVITY
ENHANCE
“FIELD”
TECHNOLOGY
INCREASE
POSITIVE
CONTACTS
CLOSE
SKILLS
GAP
EMPOWER
EMPLOYEES
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Charlotte Department of Transportation
City of Charlotte
Perspective
Objective
C-1 Maintain the transportation system
C-2 Operate the transportation system
Customer
C-3 Develop the transportation system
C-4 Determine the optimal system design
C-5 Improve service quality
Lead Measure
C-1 Repair Response: repair response action
C-1 Travel Speed: average travel speed by
facility and selected location
C-2 Commute Time: average commute time
on selected roads
C-2 On-Time Buses: public transit on-time
C-3 Programs Introduced: newly introduced
programs, pilots, or program specifications
C-5 Responsiveness: % of citizen complaints
and requests resolved at the CDOT level
F-1 Expand non-City funding
Financial
F-2 Maximize benefit / cost
I-1 Gain infrastructure capacity
I-2 Secure funding/service partners
Internal Process
I-3 Improve productivity
I-4 Increase positive contacts with Community
L-1 Enhance automated information systems
F-2 Costs: costs compared to other
municipalities and private sector competition
I-1 Capital Investment: $ allocated to capital
projects in targeted areas
I-2 Leverage funding/service partners: new
funding/resource partners identified
I-3 Cost per Unit: cost per unit
I-3 Competitive Sourcing: % of Budget bid
I-3 Problem Identification: source & action
I-4 Customer Communications:
no.,type,freq.
L-1 IT Infrastructure: complete relational
database across CDOT
L-2 Enhance “field” technology
Learning
L-3 Close the skills gap
L-4 Empower employees
Charlotte Department of Transportation
L-3 Skills Identified: key skills identified in
strategic functions
L-4 Employee Climate Survey: results of
employee survey
Lag Measure
C-1 High Quality Streets: condition of
lane miles ≥ 90 rating
C-2 Safety: city-wide accident rate; no. of
high accident locations
C-3 Basic Mobility: availability of public
transit
C-4 Plan Progress: % complete on 2015
Transportation Plan
F-1 Funding Leverage: dollar value from
non-City sources
F-1 New Funding Sources: dollar value
from sources not previously available
I-1 Capacity Ratios: incremental capacity
built vs. required by 2015 Plan
I-2 No. of Partners: number of partners
I-3 Street Maintenance Cost: cost/lane
mi.
I-3 Transit Passenger Cost:cost/ pass’ge
I-4 Customer Surveys: survey results
concerning service quality
L-1 Information Access: strategic
information available vs. user requirements
L-2 Information Tools: strategic tools
available vs. user requirements
L-3 Skills Transfer: skill evidence in task
or job performance
L-4 Employee Goal Alignment: training /
career development aligned with Mission
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City of Charlotte
PERSPECTIVE: CUSTOMER SERVICE
Objectives
C-1: Maintain the transportation system
Customer
C-2: Operate the transportation system
Lead Measures
C-1: Repair response action time
C-2: Average commute time on selected roads
Lag Measures
C-1: % of lane-miles > 90 rating
C-2: city-wide accident rate
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Charlotte Department of Transportation
City of Charlotte
CDOT Management Process:
Incorporating Strategic Initiatives and Core Functions
through Parallel Processes
Continuing
Programs
Contribution
Council
Priorities
Citywide
Balanced
Scorecard
CDOT
Outcomes
Synthesis
CDOT BSC
Measurement
Report to City
Division
High Impact
Programs
Work Unit
High Impact
Actions Plans
Division
Outcomes
Evaluation
Work Unit
Outcomes
Measures
CDOT BSC
Outcomes
Evaluation
Programs
CDOT
Benchm’ks
Charlotte Department of Transportation
Continuing
Programs
Work Tasks
CDOT
Objectives
CDOT
Strategic
Initiatives
Citywide
Complete
BSC Report
Continuing
Programs
Measures
Programs
Productivity
Cost,Quality
Programs
Work Unit
Measures
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City of Charlotte
Division
Prog. No.
Program Name
Street Maintenance
SMD-1
SMD-2
SMD-3
SMD-4
SMD-5
Base Failure Repair: Complete Repairs Associated with Resurfacing
Catch Basin Cleaning: Process Management
Utility Cut Concrete Repair: Backlog Reduction
Co-op Sidewalk: Service Level Improvement
SMD Career Improvement Program: Cross Training Crew Chiefs
Transportation Operations
TOD-1
TOD-2
TOD-3
TOD-4
Signal Detector Loop and Construction Process: Service Delivery Improvement
Pavement Marking Intersections: Service Delivery Improvement
Traffic Control Sign Fabrication Process: Service Delivery Improvement
TOD Career Development Plan, Phase I (Orientation): Cross Training for Targeted Functions
Planning
TPD-1, 2
TPD-3
TPD-4
TPD-5
TPD-6, 7
TPD-8
Bicycle System and Suitability Plans
Public Transportation/Complementary Land Use Plan
½ ¢ Sales Tax Referendum
County Transit and Governance Plan
South Corridor MIS, and Independence Blvd. Busway Demo
Air Quality Improvement Program
Systems
TSD-1
TSD-2
TSD-3
Traffic Signal Systems
Transportation Safety Program
Traffic Signal Control Equipment
Engineering
TED-1
TED-2
TED-3
Competition/Cost Evaluation, Phase I: the Design Cost Tracking & Reporting System
Signalization on NCDOT Construction Projects
Land Development Customer Survey: Coordinated Building Driveway Permit
Public Service
PSD-1
PSD-2
PSD-3
PSD-4
Traffic Calming Program: Implementation & Evaluation
Mayor/Manager/Council Response System: Handling Inquiries
Red Light Program
Park It!
Public Transit
CTS-1
CTS-2
CTS-3
CTS-4
Customer Service: Improved Customer Satisfaction with Existing Services
Safety Watch Action Team
Business Management Enhanced Information Systems
Contract Development
Special Transportation
STS-1
STS-1
STS-3
STS Expanded Level of Service: Fill Driver Vacancies and Set Schedules
STS Expanded Level of Service: Reduce the Number of No-Shows and Cancellations
STS Expanded Level of Service: Increase Night/Weekend Ridership
CDOT Management
MKT-1
ADM-1, 2, 3
ADM-4, 5, 6
Transit Marketing Plan
Align Resources to Fulfill Program Needs, and CDOT Training Programs
Automated Information Systems Implementation Programs
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Charlotte Department of Transportation
City of Charlotte
STRATEGIC INITIATIVES - HIGH IMPACT PROGRAMS FOR RECENT YEAR
Division
Street Maintenance
Prog. No.
Program Name
SMD-1 Base Failure Repair: Complete Repairs Associated with Resurfacing
SMD-2 Catch Basin Cleaning: Process Management
SMD-3 Utility Cut Concrete Repair: Backlog Reduction
SMD-4 Co-op Sidewalk: Service Level Improvement
SMD-5 SMD Career Improvement Program: Cross Training Crew Chiefs
Transportation Operations
TOD-1 Signal Detector Loop and Construction Process: Service Delivery Improvement
TOD-2 Pavement Marking Intersections: Service Delivery Improvement
TOD-3 Traffic Control Sign Fabrication Process: Service Delivery Improvement
TOD-4 TOD Career Development Plan, Phase I (Orientation): Cross Training for Targeted Functions
Charlotte Department of Transportation
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City of Charlotte
CDOT Departmental
Objectives
Customer
C-1 Maintain transportation
system to move quickly, easily
Program
Description
Target
Outcomes
Program Name: STS-1
Target Outcome(s):
Expand the Level of Service:
Fill Driver Vacancies and Set Schedules
Increase ridership by 20%
Program
Measures
Program Measure(s):
C-2 Operate transportation
system to move quickly, easily
C-3 Develop transportation
system to move quickly, easily
C-4 Determine optimal system
design & implementation for
the taxpayer
Supports Objectives:
Supports Measures:
- C-3
- Basic Mobility
- I-3
- Cost per unit
- Transit passenger
Responsible Person(s):
•
•
•
1.
number of passengers
2.
productivity (revenue hours per
operating hours)
3.
phase in filled vacancies by 2/98
Pete
Linda
Jeff
cost
C-5 Improve service quality
Financial
F-1 Expand non-City funding
F-2 Maximize benefit/cost
Internal Processes
I-1Gain infrastructure capacity
I-2 Secure funding/service
partners
I-3 Improve productivity
I-4 Increase positive contacts
Learning & Innovation
L-1 Enhance automated
information systems
L-2 Enhance “field” technology
L-3 Close skills gap
L-4 Empower employees
Actions:
Critical Factors:
Measurement – How & When:
Attraction:
1. review the City ad
2. look for other avenues to promote openings
3. look for key characteristics: people who like
to drive; retirees
•
a)
b)
•
c)
d)
1.
productivity report (annual
summary)
2.
productivity report (monthly)
3.
compare application date to hire
date (monthly)
Hiring:
1. review clearances process (flow chart)
2. identify opportunities for collaboration to cut
turnaround time
3. identify alternatives to eliminate steps
4. review training approach to key
competencies, such as tools and learning
techniques for familiarity with City streets
Retention:
1. find out why current drivers stay
2. find out what is turning point in drivers
deciding they are personally and financially
invested in staying
3. examine how marketing for “service
leveling” the riders would impact split shifts
attraction:
City ad is intimidating
job fairs/advertising worked before
hiring process:
is too slow
is subject to external influences
(police, drug policy)
• selective in hiring:
e) caring person
f) honesty/integrity
g) knowledge of City streets
h) reliable
i) flexible schedule/part time (30 hrs)
j) prior experience (school bus
drivers, cab drivers, transit drivers)
k) criminal background check
• retention:
l) new hires drop out in 6-9 mos.
m) go for opportunity, avoid split shifts
n) drug test failure
o) sense that City doesn’t understand
or value their job (status; pay)
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Charlotte Department of Transportation
City of Charlotte
CDOT Core Functions (o) and High Impact Programs (x) Aligned with Objectives
CDOT Objectives
C-1 Maintain Transportation System
SMD
ox
ox
o
TOD
o
ox
TPD
x
C-2 Operate Transportation System
ox
o
F-1 Expand Non-City Funding
F-2 Maximize Benefit/Cost
I-1 Increase Infrastructure Capacity
PSD
o
o
o
CTS
TOG
o
x
ox
o
o
o
x
ox
o
o
ox
ox
o
x
ox
x
x
o
o
x
ox
ox
xo
x
x
ox
x
o
ADM
o
o
o
o
o
ox
o
ox
o
ox
o
ox
ox
x
o
ox
o
o
MKT
o
ox
o
o
STS
x
o
ox
I-2 Secure Resource Partners
I-3 Improve Productivity
TED
o
x
x
C-3 Develop Transportation System
C-4 Determine Optimal System
C-5 Improve Service Quality
TSD
o
x
o
ox
o
ox
ox
ox
ox
o
o
ox
ox
ox
o
x
ox
x
x
x
x
o
I-4 Increase Positive Contacts
x
L-1 Enhance Automated Systems
x
L-2 Enhance "Field" Technology
L-3 Close the Skills Gap
x
x
x
x
x
x
x
x
x
L-4 Empower Employees
Charlotte Department of Transportation
ox
ox
x
x
x
x
x
x
ox
ox
o
ox
ox
ox
ox
CDOT Measures
High Quality Streets
Repair Response
Travel Speed
Commute Time
Safety
On-Time Buses
Basic Mobility
Programs Introduced
Plan Progress
Responsiveness
Funding Leverage
New Funding Sources
Costs
Capacity Ratios
Capital Investment
No. of Partners
Leverage Prospects
Cost per Unit
Street Maintenance Cost
Transit Passenger Cost
Competitive Sourcing
Problem Identification
Customer Surveys
Customer Communication
Information Access
IT Infrastructure
Information Tools
Skills Identified
Skills Transfer
Employee Survey
Employee Goal Alignment
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City of Charlotte
Transportation
Mission: to develop a system of roads,
transit and air transport that is balanced
and coordinated in order to offer citizens
and businesses safe, acceptable
work travel and mobility.
FOCUS AREA
PERSPECTIVE
CUSTOMER
CITY OBJECTIVE
Provide safe, convenient
transportation
Maintain the transportation
system
CDOT OBJECTIVE
Complete base failure repairs
associated with resurfacing
CDOT PROGRAM
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Charlotte Department of Transportation
City of Charlotte
City Savings Funds
50 %:
Savings
50%:
Incentives
for KBU’s
$0.50
No
50% Share:
City Part Only
KBU Meet
B.U.T.’s?
$1.00
$0.50
Use of incentive funds from City
tied to measures and performance
through Business Unit Targets
Yes
No
KBU Unit Meet
Unit Targets?
Yes
Employee: $0.25
50% City Part
25% (1/2 of
KBU Part)
Employee: $0.375
Charlotte Department of Transportation
50 % City Part
50 % KBU Part
(All of KBU Part)
Employee: $0.50
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City of Charlotte
What we have learned:
The public sector is different from the private sector
It is difficult and critical to align City priorities with
CDOT goals and objectives
It is equally difficult and critical to involve everybody
in CDOT in the programs and activities which are key
to the City & CDOT objectives.
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Charlotte Department of Transportation
City of Charlotte
The public sector is different from the private sector !
Where’s the bottom line ?
Who’s the boss ?
“This too shall pass”
Charlotte Department of Transportation
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11
City of Charlotte
It is difficult and critical to align City priorities with CDOT
goals and objectives
Relationship between City “corporate” goals and CDOT
departmental goals
Inherent conflict between political short term and continuing
management priorities
Potential gap in expectations for guidance and results
reported
23
Charlotte Department of Transportation
City of Charlotte
It is equally difficult and critical to involve everybody in CDOT in the
programs and activities which are key to the City & CDOT objectives.
Find the “sell”; Invest in orientation to the purpose and process
The front line must “own” the programs and measures
Don’t let form dominate substance
Don’t bite off too much ! If you start with “High Impact” programs, you
may leave some people feeling “left out”
Charlotte Department of Transportation
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City of Charlotte
Thank you !
Come to visit us in Charlotte !
Charlotte Department of Transportation
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