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Performance Oversight Questions 2019 District Department of Transportation

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Performance Oversight Questions 2019 District Department of Transportation Performance Oversight Questions 2019 District Department of Transportation A. Organization and Operations 1. Please provide a complete, up-to-date organizational chart for the agency and each division within the agency. Please include an explanation of the roles and responsibilities for each division and subdivision within the agency. • Please include a list of the employees (name and title) for each subdivision. • Has the agency made any organizational changes in the last year? If so, please explain. DDOT’s current organizational chart, explanation of the responsibilities for each division and subdivision, and list of employees are attached as Appendices Q1a, Q1b, and Q1c. The organizational changes include the creation of the External Affairs Administration. This Administration consists of the following divisions: (1) Community Engagement Division - responsible for community engagement and outreach; (2) Public Information Division - responsible for the managing media relations, crisis communications, public affairs, and publications; (3) Policy and Legislative Affairs Division - responsible for developing and analyzing transportation policy and the legislative and governmental affairs strategy of the agency; and (4) Vision Zero Division - responsible for coordinating the agency’s Vision Zero strategy by analyzing data, evaluating policies, and recommending improvements to ensure multi-modal safety in the District. 2. Please list each new program implemented by the agency during FY 2018. For each initiative please provide: · A description of the initiative. · The funding required to implement the initiative. · Any documented results of the initiative. PAVE DC DDOT introduced PaveDC to better provide the residents of the District of Columbia a clear transparent interface to the paving plan. The PaveDC dashboard (www.ddot.dc.gov/pavedc) provides a real time status of the work locations in the paving plan. The residents can use the PaveDC dashboard to determine what streets, alleys, and roadway markings will be rehabilitated during the construction season. This new tool greatly reduces the number of calls, emails, and requests asking about the status of specific locations. The initiative also puts forth the paving plan prior to the start of construction season so progress can be measured over that time. DDOT’s goal is to reform an ineffective process and create a sustainable and transparent one that can be replicated year after year. In FY 2019 DDOT will continue to expand the PaveDC dashboard to add other activities such as sidewalk repairs and other road surface improvements. Reserved Residential Parking for Individuals with Mobility Impairments A District resident with a mobility impairment is eligible to apply for a reserved, residential parking space if certain conditions are met. In 2018, DDOT participated in the Mayor’s “Formapalooza” program to revise the application form. The form is now simpler and clearer to the public. Additionally, DDOT’s internal performance management team has used the regular “TranStat” meetings to improve internal and external communication and resolve bottlenecks in the process. This new approach and improved transparency has led to a more successful program and complaints have decreased significantly. Pick-up and Drop-off (PUDO) Zone Pilot DDOT’s pick-up and drop-off zone (PUDO) pilot is an example of the kind of innovative solution that helps resolve issues today while actively preparing for and anticipating future transportation needs of the District. Removing parking to create spaces for these PUDO zones is a reflection of DDOT thinking more creatively about the best to use the curbside. Since the launch of the Connecticut Avenue pilot in 2018, DDOT has received numerous requests from the BIDs to expand the pilot. After receiving preliminary pick up/drop off volume data from TNCs through SharedStreets, and in coordination with the BIDs, DDOT identified 6 additional locations to expand the pilot: • 14th Street NW and U Street NW (completed December 2018) o West curbside of the 1900 block 14th Street NW o East curbside of the 2000 block 14th Street NW • Smithsonian National Zoo (in progress) o East curbside of the 2900 block of Connecticut Avenue NW • Maine Avenue SW adjacent to The Wharf (in progress) o South curbside of the 800 block of Maine SW • Georgetown (in progress) o East curbside of the 1200 block of Wisconsin Avenue NW • NoMa/Union Market (in progress) o West curbside of the 1200 6th Street NE Additionally, DDOT is currently reviewing for-hire vehicle data provided by Shared Streets in order to identify a more comprehensive approach and expansion plan for 2019. 3. Please provide a complete, up-to-date position listing for your agency, which includes the following information for each position: · Title of position. · Name of employee or statement that the position is vacant, unfunded, or proposed. · Date employee began in position. · Salary and fringe benefits, including the specific grade, series, and step of position. · Job status (continuing/term/temporary/contract) See Appendix Q3. 4. Does the agency conduct annual performance evaluations of all of its employees? Who conducts such evaluations? What steps are taken to ensure that all agency employees are meeting individual job requirements? What steps are taken when an employee does not meet individual job requirements? DDOT completes performance evaluations of its employees on a mid-year and annual basis. The mid- year review is initiated by the employee’s immediate supervisor, or (in the absence of the immediate supervisor) the reviewer. This review serves as a mechanism for providing feedback to an employee and, if necessary, identifying areas that need improvement. Annual evaluations are completed by each employee’s immediate supervisor with review by the next level of managerial supervision. DDOT’s Human Resources Division utilizes a query created by DCHR to review current status of employee plans and evaluations; status updates are sent to the employee’s Supervisor and Managers encouraging them to conduct performance reviews and planning sessions with each employee. When an employee does not meet individual job requirements, the supervisor meets with the employee to discuss deficiencies; if job requirements are not met after discussions, the supervisor places the employee on a PIP – Performance Improvement Plan. 5. Please list all employees detailed to or from your agency, if any. Please provide the reason for the detail, the detailed employee’s date of detail, and the detailed employee’s projected date of return. Employee Name Reason for Detail Date of Detail Date of Projected Return Leslie Grant Reassignment from FEMS 2/5/2018 Term employee Wanda Smith-Battle Reassignment from DPW 7/23/2017 Term employee Patricia Lancaster Reassignment from DCRA 6/20/2018 Term employee 6. Please provide the Committee with: A list of all employees who receive cell phones, personal digital assistants, or similar communications devices at agency expense. A list of all vehicles owned, leased, or otherwise used by the agency and to whom the vehicle is assigned. A list of employee bonuses or special award pay granted in FY 2017 and FY 2018, to date. A list of travel expenses, arranged by employee. A list of the total overtime and workers’ compensation payments paid in FY 2017 and FY 2018, to date. · A list of all employees who receive cell phones, personal digital assistants, or similar communications devices at agency expense. See Appendix Q6a · A list of all vehicles owned, leased, or otherwise used by the agency and to whom the vehicle is assigned. See Appendix Q6b · A list of employee bonuses or special award pay granted in FY 2018 and FY 2019, to date. See Appendix Q6c · A list of travel expenses, arranged by employee. See Appendix Q6d · A list of the total overtime and workers’ compensation payments paid in FY 2018 and FY 2019, to date. See Appendix Q6e 7. Please identify all electronic databases maintained by your agency, including the following: · A detailed description of the information tracked within each system. · The age of the system and any discussion of substantial upgrades that have been made or are planned to the system. · Whether the public can be granted access to all or part of each system. See Appendix Q7 and also the DC Enterprise Data Inventory 8. What has the agency done in the past year to make the activities of the agency more transparent to the public? In addition, please identify ways in which the activities of the agency and information retained by the agency could be made more transparent. DDOT implemented a number of changes this past year to improve transparency and community engagement. DDOT is building on existing processes and procedures to ensure the agency is providing timely, relevant, and beneficial information about operations, services, outreach activities, and key personnel. The agency is using innovative and user-friendly technologies, as well as face-to-face meetings to reach the public and convey the array of resources and services that are available. The following resources and applications were implemented or improved to enhance transparency for the public: Public Meetings - In FY 2018, DDOT continued semi-annual open houses to better collaborate with Advisory Neighborhood Commissioners (ANC). The events brought together key leaders and subject matter experts from DDOT and ANCs from across the District. The open houses provided a unique forum to discuss transportation-related issues and
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