Transportation Final 12-10-08 -   Ferries

Analyze historical overtime patterns at Eagle Harbor and determine possible savings.  

The analysis of overtime patterns was not completed by April 2008, and is now scheduled to be complete by November 2008.

Evaluate the current timekeeping system's ability to record additional details on indirect time.

We have completed the evaluation of the current system to capture more details of indirect time charges. Modifications to allow the system to capture additional detail of indirect time charges can be accomplished with minimal resources.

Review history of indirect charges at the Eagle Harbor Maintenance Facility and assess whether efficiencies can be achieved in indirect charges.

In order to accomplish the analysis of indirect time charges, additional detail is being tracked for shops at the facility. We anticipate analysis to be complete by November 2008.

Continue work on improving business practices at Eagle Harbor.  

WSDOT continues work on improving business practices at Eagle Harbor.  Recent improvements include: the Quality Assurance/Quality Control (QA?QC) manual is complete with the addition of the QA standards.  The Storm Water Monitoring program was updated in July 2008 to reflect the latest requirements for storm water monitoring.  The tracking of G25Hazmat material has been set up in an electronic database documenting each shipment and handling of hazardous materials with all details available for review or audit.

Review temporary promotions at Eagle Harbor.

Temporary Promotions will be addressed above under Finding 3.

Assess further the scheduling of routine maintenance that requires personnel to board ferries during peak commute trips to determine whether reassignment and rescheduling is possible.

Normal work assignments do not put the Eagle Harbor work force on vessels at peak commute times.  If it is necessary to dispatch personnel during peak commute times (i.e. for an emergency), priority boarding is arranged with the terminal supervisor prior to arriving at the terminal.

Review each individual Eagle Harbor shop's process for tracking all relevant work requisitions, assignments, and hours worked.

Work requests and assignments continue to be tracked for all shops using the  Maintenance Productivity Enhancement Tool (MPET).  

Eliminate dual entry of time data by using payroll data already entered in the computerized payroll system.  

We have eliminated the dual entry of timecard data by using payroll data already entered in the computerized payroll system.

Evaluate our current training program and processes for Eagle Harbor staff.  

Eagle Harbor training is now integrated with maintenance training effective July 1 2008.

Implement a Quality Control/Quality Assurance program at the Eagle Harbor facility starting with vessel and terminal critical systems.

Quality Assurance/ Quality Control Program for vessel and terminal critical systems has been implemented.

Improve communication strategies.  

Evaluate whether runs can be cut within the confines of Ferries Division level of service standards.  This will include changes required to collective bargaining agreements, traffic data on island routes not considered in the auditor's conclusions, and changes that would be required to crew schedules.  

Evaluate whether runs can be cut within the confines of Ferries Division level of service standards.  This requires the involvement of numerous parties including the legislature, affected local communities, ferry advisory committees, collective bargaining agreements, Puget Sound employers and employees, transit services, and health and social services considerations.

Explore additional performance measures at shop-level as recommended.

The Eagle Harbor Maintenance Facility has begun tracking the following aspects of performance: (1) Preventive maintenance assignments for terminals. (2) Labor costs against budget, (3)  Customer satisfaction feedback, (4) Work requisitions completed in lay-ups.  Survey documents have been created  to provide important feedback to Eagle Harbor on the performance of our work and workforce on vessels and at terminals.

Assess whether existing policies related to priority boarding are impacting service delivery.

Existing policies do not adversely impact service delivery.

Create one standardized timekeeping process that will apply to all Eagle Harbor shops.

The Eagle Harbor Facility now uses one form and process to track time worked in each of the eight shops.  

Continue documenting existing business processes, including rollout of remaining Safety Management policies and procedures applicable to both Terminal and Vessel Engineering.

Ferries Division has continued documenting business processes since the audit was complete, including over a dozen Safety Management System procedures related to the Eagle Harbor  Maintenance Facility that are in process.  Of those procedures, the following are awaiting the next distribution of procedure updates, with the last of these estimated to go out by October 2008:

(1) Aerial boom lift, (2) Asbestos spill response, (3) Confined Space, (4) Declaration of Security, (5) EH Fire Plan Document, (6) Fall Protection Rev 1., (7) Fork Lift changeout, (8) Heat related illness, (9) Hot tank/part washing procedure, (10) Lockout/tagout procedures Rev.1, (11) Propane fuel transfer, (12) Truck mounted cranes, (13) Welding and hot work.

Develop a cost-effective strategy for achieving the goal of a cross-training process, and subsequently a cross training maintenance program, that will meet our business needs.  

Cross-training of personnel has begun with recent training initiatives.  Caterpillar engine training on the Steilacoom II is an example.  Personnel in the weld shop have also been cross-trained on Tungsten Inert Gas welding procedures.  Eagle Harbor will continue to identify cross-training procedures.

Work with the Governor's Office, OFM, and Legislature, as appropriate, to further evaluate the recommendation to reduce indirect and overtime costs, and weigh the projected benefits against the costs.

Indirect costs in each shop is further broken down into pay groups to analyze each activity.  The groups are listed as groups 41-47.  The analysis of indirect and overtime costs was not completed by April 2008, and is now scheduled to be complete by November 2008.

Improve communication strategies.  

Evaluate whether runs can be cut within the confines of Ferries Division level of service standards.  This will include changes required to collective bargaining agreements, traffic data on island routes not considered in the auditor's conclusions, and changes that would be required to crew schedules.  

Evaluate whether runs can be cut within the confines of Ferries Division level of service standards.  This requires the involvement of numerous parties including the legislature, affected local communities, ferry advisory committees, collective bargaining agreements, Puget Sound employers and employees, transit services, and health and social services considerations.

Evaluate costs and business needs of a new timekeeping system in alignment with Department needs.

WSDOT is actively participating with OFM in Roadmap activities that include active future directions of statewide labor collection and distribution systems.

Work with OFM Accounting to identify the correct allocation of charges.

Eagle Harbor management has identified detailed indirect charge codes to be used in future time reporting. We are working with OFM Accounting and they concur with the proposed charge codes. New charge codes were added to the system in July 2008 which will support tracking of costs for future analysis (required for completion of 2-3 above).

Determine whether re-organizing or adding additional management positions at Eagle Harbor is a priority in budget deliberations.

After the Department's current review of Ferries organizational structure, we will work with OFM and the Legislature to determine whether additional management positions is a priority in budget deliberations.  This will include evaluating the inter-relationship of the maintenance and preservation program’s project management.