Responsible Party Due Date Status 1. Im plem ent effective corporate governance
A. Finalize key operating principles for board ratification B. Conduct board survey through designated questionnaire C. Realign committee structures along key agency functionalities D. Establish committee charters
E. Establish committee / board meeting schedule dates
F. Designate senior management participation and provide appropriate analytical support G. Create performance dashboards, w hich embody key tenets of the strategic plan and can be
effectively deployed throughout the organization 2. Developm ent of Agency-w ide strategic plan
A. Commence and agree upon strategic planning process
B. Identify all related mandates to the organization ("musts") that the organization needs to address
C. Development or reaffirmation of mission statement
D. Perform external assessment of Strengths, Weaknesses, Opportunites & Threats ("SWOT") E. Perform internal assessment of SWOT
F. Combine external and internal assesment into SWOT analysis
G. Identification of strategic issues (fundamental policy questions affecting Agency's mandates, mission, value, stakeholders, revenues, costs, financing requirements, management or organizational design
H. Develop ment of action plans/solutions to address strategic issues I. Creation of strategic planning document
J. Bi-state agency review
K. Internal management review and discussion L. Finalization of strategic planning document M. Board of Commissioner approval
N. Creation of performance dashboards, w hich embody key tenets of strategic plan and objective performance measures, w hich can be deployed through the organization, from Board level to Line Department / Shared Service
Action Steps:
Responsible Party Due Date Status 3. Im plem ent organizational redesign
A. Create organizational transformation w orking group to establish key priorities of the planned changes, as w ell as timing, including appropriate Board of Commissioner participants B. CSO - Implementation of recommendations from Chertoff Group in support of creation of
centralized Chief Security function
C. COO - Establish clear roles and responsibilities.
D. COO - Develop a recruitment plan including evaluation of existing COO
E. COO - Realignment of Public Safety to Chief Security Officer and PMO to Capital Planning F. COO - Assimilation of Operational Standards and Operations Services
G. Change Line Department Titles to President
H. Elimination of CAO role and consolidation of Procurement and Operational Services
I. Elevate Director of Human Resources to Chief of Human Capital and expand responsibilities to include Labor Relations
J. Integrate parts of the Office of Environmental & Energy Programs and Office of Business Diversity & Civil Rights into the Chief Compliance Officer, Procurement, and Chief Financial Officer
K. Creation of centralized Chief of Capital Planning, Execution & Asset Management L. Creation of Chief Technology Officer role
M. Assimilation of Real Estate department into Line Department and Shared Service functions N. Elimination of Office of Strategic Initiatives
O. Establishment of Chief Compliance Officer role
P. Implementation of Matrix Management w ith Line Departments w ith focus on Human Resources, Finance & Legal
Q. Development of outsourcing analysis framew ork around Operational Servcies and Legal Department
R. Creation of centralized Chief of Capital Planning, Execution & Asset Management to incorporate planning, engineering, execution and asset management functionalities
Action Steps:
4.
A. Complete evaluation of capital planning organizational redesign to include planning, execution and asset management functions
B. Develop processes and procedures w ith clear roles and responsibilities as w ell as accountability measure through key performance metrics
i. Redefine capital planning calendar
a. Establish parameters for 10-year capital plan and 5-year capital program ii. Review and revise documentation requirements for each step in the capital planning process and redefine critical success factors
iii. Redefine scoring templates for SEP / RP projects
C. Creation of baseline timetables for delivery w ith a focus on speed to market
D. Determine critical path processes to ensure on-budget execution of capital plan dollars 5. Create culture of m eritocracy, accountability, and transparency
A. Implement new compensation philosophy and culture that fosters meritocracy and transparency rather than tenure and entitlement
B. Flatten the compensation bands from 12 to 7 broad bands, to make the organization less hierarchical and allow greater flexibility and mobility for career grow th and cross functional competency development
C. Benchmark and re-price positions based on current market compensation for similar positions (both public and private sectors) to set new base lines.
D. Promote career lattice concept and encourage multi-directional movement as a method of career grow th, enrichment, and diversification.
E. Implement a merit base pay for the top performers through relative rating of Port Authority non-represented employees.
F. Educate, empow er and support managers to use new compensation philosophy and performance management to differentiate performance among employees (force a normalized distribution)
G. Create functioning "Councils" w hich drive cross-functional problem solving:
- Executive Council - Executive Director and "Chiefs" that report to Executive Director - Operating Council - Executive Director, line presidents, and COO - Capital Projects Council - Drive capital plan oversight and implementation led by Chief of Capital Planning, Execution, and Asset Management
Action Steps:
Create dynam ic capital planning, execution & asset m anagem ent functionality that is fiscally responsible w ith appropriate prioritization of capital w ith accountability for return on assets and capital w e deploy
6. Com plete renegotiation of m ajor collective bargaining agreem ents A. Develop w orking team to establish strategy and base analysis parameters B. Retain outside counsel to assist in evaluation / negotiation process C. Schedule introductory meetings w ith existing labor relations staff D. Identify key goals out of planned negotiation sessions
E. Develop comprehensive inventory of compensation and benefits by contract
F. Develop comprehensive inventory of w ork rules and understand application by key facility and key collective bargaining agreement
G. Understand grievance process and conduct relevant benchmarks H. Identification of negotiation strategies
7.
A. Create revenue enhancement and cost containment team to prioritize, evaluate, and implement key initiatives
B. Develop key initiatives list by Line Department
C. Prioritize and group betw een revenue enhancement and cost containment F. Segment by line department / shared service organization
G. Determine strategies for implementation including: (i) timeline, (ii) costs, (iii) ease of implementation, (iv) external and internal constituency impact, (v) total impact H. Develop detailed w ork plan for each initiative
I. Develop key mileposts, critical success factors, and performance metrics J. Begin implementation of initiative
K. Track progress through incorporation on individual strategic dashboards L. Take corrective actions, w here necessary
M. Complete initiative
O. Post-completion tracking to ensure progress is maintained Action Steps:
Reorient financial perform ance around continual identification of non-toll / fare revenue enhancem ent and cost savings initiatives
8. Com plete analysis and divestiture of selected non-core assets A. Identification of non-core assets for evaluation of strategic alternatives B. Develop individual asset profiles
C. From profile analysis develop list of strategic alternatives D. Develop sensitivity analyses to determine best outcome
E. Prepare w rite-up and summary depicting divestiture strategy and expected outcome F. Obtain board approval for disposition strategy
G. Implementation of disposition strategy 9.
A. Create ERM cross-functional team B. Establish ERM planning process C. Completion of internal insurance review
D. Study existing risk practices (self-assessment, comprehensive survey of existing risk practices)
E. Establish context (both internal and external environmental factors) F. Identify risks by category and / or function w ith the organization G. Quantify existing goals and targets for achievement
H. Identify specific risk events I. Perform Risk Assessments
J. Evaluate risk response through determined dashboard K. Implementation of control activities
L. Provide information and communication monitoring on a real-time basis M. React and provide assessment / outcome of risk events
10.
A. From board committee, create standing w orking group to provide direction B. Evaluate / inventory existing media plans by line department, Agency focus C. Develop constituency list and identify key areas of focus
D. Identify key messaging targets
E. Work w ith outside advertising agency to identify key implementation plan F. Identify Line Department messaging
G. Coordinate economic development efforts and communication w ith adjacent communities and states
H. Create consortium of sister agencies to target issues that share commonality I. Implement plan
Im plem ent effective Enterprise Risk Managem ent System that is quantifiable and m etric based
Create and im plem ent m arketing and com m unication plan to effectively connect w ith all Port Authority constituents Action Steps:
XVIII. APPENDIX – B: PROCUREMENT BUYING GROUPS (DEFINED)
Buying Group Description / Responsibilities
1 Construction Procurements &
Integrity Programs Division
Promotes a competitive bidding environment to ensure the best price for construction work and manages the bidding and award processes (including minority participation, financial and bonding issues). Outreach efforts with the contracting community have been enhanced to encourage submission of bids and qualify bidders. The Division manages the vendor integrity process for all agency contracts and protests filed by vendors. Staff works with the Office of the Secretary, Law Department and Office of Inspector General on matters relating to integrity, conflicts of interest, and release of FOI information and provides support to the other Divisions in the Department on matters relating to construction.
2 WTC Site / Federal Programs
Compliance Division
Ensures that all Federally‐funded procurement actions, including post‐award contract changes, are conducted in compliance with all requisite agency and grant administration guidelines. In furtherance of its mission, the WTC Site/
Federal Programs Compliance Division supports various line departments by providing overall procurement process support and management for Port Authority solicitations and third party solicitations on behalf of the Port Authority. In addition, the Division provides (a) guidance on solicitation package development to ensure that grant compliant terms and conditions are contained within; (b) support during negotiations with contractors/firms on pricing and terms and
conditions; (c) management of the change order process for changes to Federally‐funded professional services and construction contracts; and (d) compliance audit support.
While the Federal Programs Compliance Division is primarily involved with the Federal Transit Administration‐funded reconstruction of the World Trade Center Site and all procurements at the site, the division assists other line departments with grants from Federal agencies such as EPA, FEMA, FHWA, FRA, FAA, and HUD.
3 Technology Services Division
Handles complex and high dollar Agency‐wide and departmental technology procurements, such as access control systems and support, CCTV, hardware/software selection, service level based ongoing application maintenance in addition to state of the art technologies such as biometrics and situational awareness solutions. The group manages technology based procurements for enterprise services handled centrally through Technology Services, individual client department business specific solutions and hybrid procurements that span both technology and other procurement divisions’ services. Staff ensures conformance with requisite agency goals in key areas such as Intellectual Property, Information Security, grant management and treatment of confidential and privileged documents. Because of the rapidly changing advances in technology, the security sensitive issues, and its pertinence to all departments, the function is contained in the Director’s Office.
Buying Group Description / Responsibilities
4 Professional, Technical &
Advisory Procurements Division
Manages the procurement of professional, technical, and advisory services, including procurement methodology,
document development, solicitation management, negotiation of contract terms and compensation, proposer debriefings, authorization of consultant expenditures, attends outreach functions as required to familiarize target firms with agency needs, and develops agency guidelines for procurement of consultants on either a project or call‐in basis.
5 The Commodities and Services Division
Manages commodity procurements and operations, maintenance, customer service, transportation, security guard, janitorial, seasonal, and energy service procurements. The Division implements key initiatives to achieve
Minority/Women/Small Business Enterprise (“MWSBE”) goals such as set aside and price preference programs and ensures compliance with labor/harmony requirements. The Division reviews solicitation and authorization documents, prepares contract renewal plans, identifies opportunities to buy from government contracts, holds vendor forums and mediates contract disputes.