1. Performance Management… …From Vision to Results.
Ehren Meister, Performance Metrics & Management Office
SASHTO 2017

2. State Perspective
Almost 80,000 state maintained road miles (2nd only to Texas)
2nd largest state operated ferry system (Washington State is 1st)
About 10,000 employees
14 regional highway divisions across the state
~10 “central” divisions including:
Highways
Motor Vehicles
Financial Management
Information Technology
Multimodal Transportation
Etc.
We complete with Texas for most lane miles at any given time.
Washington Ferry system is the largest.
How many of you have travelled to the North Carolina outer banks? Then you’ve traveled on our highway system and probably rode on our ferry system. 2

3. North Carolina Transportation Secretary
N.C. Governor
Abbreviated High Level Org-Chart
(some functions excluded for visualization)
Board of Transportation
Turnpike Authority
North Carolina Transportation Secretary
North Carolina Ports
North Carolina Global TransPark
Turnpike
State Ports
Human Resources
Communications
General Counsel
Inspector General
Chief Deputy Secretary
Chief Operating Officer
Motor Vehicles
Public Transportation
Bicycle & Pedestrian Transportation
Ferry
Aviation
Rail
Multimodal Transportation
Civil Rights
Transportation Planning
Highways
(Chief Engineer)
Information Technology
Financial Management
Government Affairs
Strategic Initiatives
Where’s HPMS, etc?
Logistics/Freight Planning
Chief Deputy Engineer
14 Highway Divisions
Performance Metrics & Mgmt
Project Development
Construction
Maintenance
Technical Services
(project dev’t)
Field Support
Mobility & Safety
Operations
(asset mgmt)

4. Performance Management at NCDOT
Committed to become a results-based, performance- driven organization in ~2009
Tied organizational outcomes to employee performance
Implemented multiple performance management tools
Transparent, accountable and continually improving
Designed to support a performance culture in which clear expectations are established, and managers and employees are held accountable for achieving expected results
Full service performance management (top-down)

5. Performance Management at NCDOT
Agency Performance (Strategic Planning, Dashboards, Scorecards, Reports, Etc.)
Business Unit/Division Performance (Business Unit Work Plans)
Employee Performance (“NCVIP”)
*Situational Reporting*
Wrap up and summary slide noting three important ingredients to DOT performance management

6. Our Strategy
How do we implement this and embed it down into the agency… to the divisions and units… to the employees. Field staff, DMV examiners, engineers, administrative support staff, etc.

7. Employee Performance at NCDOT Connecting agency outcomes to employee results
Aligns individual performance to agency outcomes
Results-based system (individual goals & performance measures) with expectations to adhere to uniform NCDOT Values (behaviors)
Three annual steps with a three-point rating scale
Fully automated (paperless)
Was created with the ability to support a “pay for performance” system
Fiscal year alignment (with funding, planning, etc.)

8. Cascading Employee Expectations
*Transportation Safety Example*
Secy/CEO
<NC Fatality Rate
Chief Engineer
<NC Crash Rate
Which effects
Division Engineer
<Division Crash Rate
Front-line Worker
an outcome
Maintenance Supervisor, Transportation Worker, Technician, Transportation
Engineer, Processing Assistant, etc.
Measures and results trickle up and down. This is a specific highway example.
Input Measure
Number of lane miles re-striped during the quarter
Input Measure
Percentage of safety inspections completed
Various specific input/output measures
Input Measure
Safety projects dollars awarded
Input Measure
Number/percentage of activities completed
Input Measure
Average accident clearance time
Input Measure
Lane miles cleared during weather events

9. Cascading Employee Expectations
*STIP Program Delivery Example*
Secy/CEO
<STIP Delivery Rate
Chief Engineer
<DOH Delivery Rate
Which effects
Division Engineer
<Division Delivery Rate
Front-line Worker
an outcome
Engineering Manager, Transportation
Engineer, Technicians, Support Staff, etc.
Measures and results trickle up and down. This is a specific highway example.
Input Measure
% of environmental documents completed on schedule
Input Measure
% of project milestones completed
Various specific input/output measures
Input Measure
# of field audits completed
Input Measure
# of activities completed
Input Measure
# of public hearings facilitated…
Input Measure
% of ROW plans completed on schedule

10. Layers of Performance Reporting at NCDOT
Division/Unit
Employee
Strategic Outcomes
Agency Performance Metrics
(lagging indicators)
Via Dashboards/Scorecards
Operational Activities
Business Unit/Division Work Planning (leading indicators)
Via Business Unit Work Plans
and Monthly SitReps
Tactical Inputs
Outcomes, Outputs, Inputs, Activities, and Deliverables
(employee appraisals)
Via periodic employee reviews
and weekly SitReps

11. 11

12. For illustration only. Results not live.
Note result discrepancies in public vs internal. They include time period adjustments (CY vs FY), data definitions, and automation process (upload frequency).
For illustration only. Results not live.

13. Note result discrepancies in public vs internal
Note result discrepancies in public vs internal. They include time period adjustments (CY vs FY), data definitions, and automation process (upload frequency).
Results not live.

15. NCDOT Monthly SitRep Prototype -- Data Fictional
Example SitRep.

16. From Vision to Results…
NCDOT Performance
Agency metrics are established aligned to the department’s vision, mission, goals via the Executive Performance Measures and Targets
Business Unit Performance
Division and unit expectations are set via the Business Units Work Plans, which are based on “planning your work and working your plan”
Employee Performance
Employee performance expectations are set via annual performance plans (NCVIP)
Agency Results Achieved
Agency Results Achieved!