|
|
|
   
|
Measurement Strategies
Measuring the number of contacts with our customers, identification of the concerns/needs, the efficient handling of those concerns/needs and overall satisfaction, with regard to our district's transportation system, was the ultimate goal for the Focus on Feedback Team and District 10.
A streamlined form was created to encompass all of the pertinent information, i.e., the date the customer contact was made, the customer's name, address and phone number, the nature of their concern, and a place for any needs or comments to be documented.
Along with the creation of this standardized Complaint/Work Order Form, a formal district-wide policy and procedure was deployed to ensure that each contact with a customer was documented and handled in the same manner.
Because our new Customer Complaint/Work Order Form included all areas of pavement quality, and routes, we were able to track any given pavement quality category by occurrence and route, by county or district. This information is very helpful to Highway Maintenance in documenting problem areas on any given route and what work, if any, occurred in that area last or for any given period. Further, if there are any pending customer complaints, a report can be generated and any pending complaints can be included in the county work planning session.
Part of the district's mission is to serve the people of Ohio by maintaining a safe, efficient, accessible transportation system that fosters economic growth and personal travel. To serve the traveling public, we communicate with select individuals in each county to gather and document their opinions on how we are doing. Their rating of our winter performance is valuable to determine where problem areas might exist or extend best practices throughout the county. This input gives the snow spotters a direct line of communication to the individuals who plow and salt State maintained roads.
The snow spotter's evaluation and comments are tabulated by the department for various individuals to review. The County Managers take a unique interest in the weekly results. The District and our home office evaluate the results and look at snow removal costs, benefits, and efficiencies. All of the results will operationally work toward our vision of being second to none with respect to snow and ice control.
Our goal is to provide proactive maintenance practices that assure safe, reliable travel conditions. Phone contact is made on a weekly basis, provided a sizeable (where $10,000,00 or more is spent in a week) snow or ice storm occurred the previous week. Contact calls are made between November 1st and March 31st.
The district partners all construction projects. Large and complex projects have formal partnering as prescribed in the Standard Procedure for Formal Partnering of Construction Projects. Projects that are small and straightforward will practice informal partnering. Partnering is the creation of a relationship between the District and the Contractor that promotes mutual and beneficial goals.
Partnering is a win-win approach based on trust, cooperation and communication from the earliest stage of the project through completion. The purpose of the partnering agreement is to utilize a structured systematic methodology for developing a spirit of teamwork and cooperation through shared goals, open communication, problem identification and solving, formal conflict resolution, and the evaluation and feedback of team performance.
Some benefits of partnering are a better quality product, lower risk of cost overruns, increased time savings and reduced exposure to litigation on construction projects.
The next step was to define our strategic objectives and establish a timeframe for accomplishing them.
The Organizational Performance Index (OPI) information for the District and each county is categorized by primary core function items such as: "Guardrail Conditions, Pavement Deficiencies, Vegetation Obstruction, Litter, Drainage Ditch Obstructions, Sign Deterioration, and Pavement Markings." Goals are also established for preventative maintenance work such as: "crack sealing pavement, mowing, and sign maintenance."
These performance measures are incorporated into the Annual Work Plans for each county operation.
The District and Contractor shall establish a team made up of key project personnel to perform the following tasks:
� Review project plans and special provisions and share how partnering will be applied to the project
� Decide the number and type of meetings necessary to accomplish the aims of the formal partnering session
� Follow up and close out sessions
� Establish a timeframe contingent by specific project
Back to Strategic Planning
|
|
|
