1. Strategic Planning Mapping Process (2014 Example) RTD VisionTo deliver regional multi-modal transportation services and infrastructure improvements that significantly and continually increase transit market share RTD MissionTo meet our constituent’s present and future public transit needs by offering safe, clean, reliable, courteous, accessible, and cost-effective service throughout the District Strategies/ Goals (2014) 12345 Core (Based on Job Description) Successful delivery of transit Service: Attain 80% performance measures, further advances implementation of smart card technology; further advances of CAD/AVL system and radio upgrade project. Strong & ethical leadership; articulates vision, forms cohesive teams, regular team building sessions, builds and maintains executive team and handles conflict. Strong financial management: Oversees operating and FasTracks budgets, ensure compliance with local. State, and federal reporting and development of financing plans for future projects. Ensure equal employment opportunities (EEO0, Affirmative Action, Disadvantaged Business enterprise (DBE), Small Business Enterprise as written in achieved goal criteria. Effective communications and community outreach: keeps Board informed, periodically meets with Board members, delivers presentations in local and national venues, and develops aggressive FasTracks Public Information Plan (PI) Task (GM Tactical Goals) Pursue innovative and fiscally sustainable service delivery Grow riders and engage customers across the region. Seek out innovative, priority based FasTracks/SBP funding. Enhance constituent collaboration and communication Continue advancement of FasTracks. Performance Management April Survey MonkeyOctober Survey MonkeyDecember Annual Performance Evaluation Approval

2. Two Processes Board Members Go through Annually: 1.Goal Setting “The process of identifying the critical priorities/focus of the GM (i.e. Agency) for the following year” –Goals are established during the annual strategic planning session in March for the next year (i.e. goals established in 2014 are for 2015) –These goals become the GM Task goals for his performance review –These goals are used to drive the budget for the following year (i.e. 2015) –GM Goals consists of Core Goals and Task Goals Core Goals-Core goals relate to the job description and generally do not change from year to year. Task Goals-Comes from the top priorities voted on at the strategic planning session and reflects as the tactical plans for the General Manager SMART-Goals should be Specific, Measurable, Aligned, Realistic and Timely (EX: 90% of the bridges and tunnels for North metro will be ready by 3 rd quarter, 2015)

3. Steps for Goal Setting Actions Annual joint Board-Staff Strategic planning Session to identify top 4/5 Priorities GM Provides his Tactical Plans (from top 4/5 priorities) at Study Session Board members respond/provide input GM Oversight Committee takes input/work with GM to make smart goals GM provide/finalizes goals using performance form of the agency Board Approves Goals for next Year Timelines Generally 1 st Saturday in March April Study session Timeline provided by GM Oversight Chair May-June Early July July Board meeting

4. Performance Management (Evaluation) 2.Performance Management “Performance management (evaluation) is the process of evaluating how well the agency (i.e GM) did on the goals that were established for him in a particular year.” –Generally the GM goals cascade out to the rest of the organization (i.e. FasTracks related goals to AGM of Capital Programs) –2014 Goals are set in 2013 but evaluated in 2014 –Two Components for Performance Management: A.Semi-annual Surveys (April/Oct)-These surveys provides periodic updates on the agency activities and progress as it relates to moving forward on the goals. They provide a chance for correction should the agency or performance is off-course. The focus areas relate to attributes or subsets of the goals. (see mapping example) Surveys sent 2x a year (April/May) Surveys consists of several questions that roll up into attributes that relate to the goals.

5. Mapping of Survey to Goals TBD (provided by IT)

6. Example: GM Core/Task Goals for 2014 for Performance Evaluation 2014 Core Goals 1. Successful delivery of transit Service: Attain 80% performance measures, further advances implementation of smart card technology; further advances of CAD/AVL system and radio upgrade project. 2.Strong & ethical leadership; articulates vision, forms cohesive teams, regular team building sessions, builds and maintains executive team and handles conflict. 3.Strong financial management: Oversees operating and FasTracks budgets, ensure compliance with local. State, and federal reporting and development of financing plans for future projects. 4.Ensure equal employment opportunities (EEO0, Affirmative Action, Disadvantaged Business enterprise (DBE), Small Business Enterprise as written in achieved goal criteria. 5.Effective communications and community outreach: keeps Board informed, periodically meets with Board members, delivers presentations in local and national venues, and develops aggressive FasTracks Public Information Plan (PI) 2014 Task Goals (from 2013 Strategic Planning Advance) 1.Pursue innovative and fiscally sustainable service delivery. 2.Grow riders and engage customers across the region. 3.Seek out innovative, priority based FasTracks/SBP funding. 4.Enhance constituent collaboration and communication. 5.Continue advancement of FasTracks

7. Annual Performance Evaluation Process B. GM Annual Performance Evaluation Process The GM Annual Performance Evaluation is a formalized process leading to the performance evaluation of the General Manager. The GM Oversight and Performance Management Committee has the responsibility for initiating this action but approval is by the full Board. May Include input from the semi-annual survey monkeys GM provides self-assessment of performance with documentation GM eligibility for Discretionary Performance Payout is defined by GM contract GM Oversight Committee provides individual and collective ratings for Core and Task goals GM Oversight provides recommendation to Board with justification for the ratings. Documentation includes Salaried Performance Appraisal Form used by agency, GM self-assessment and Rating justification from GM Oversight Committee. Full Board approval required on performance evaluation Annual performance rating must be completed by end of the year as defined in GM contract. Independent audit performed on Financial Impact if increase or Discretionary Performance Payout. Public Readout in Board meeting first of the year.

8. Steps for Performance Evaluation Actions GM Committee Assessment of Online Survey Feedback (note if corrections required) GM submits self-assessment & documentation to committee GM meets with committee to review assessment and answer questions. GM Oversight Committee review and provide individual and collective ratings GM Oversight considers if benchmarking information is needed GM Oversight invites full Board for discussion of recommendations and possible payout. GM Oversight requests independent audit for financial impacts GM Oversight compiles recommendation, justification for discretionary payout (if desired), GM self-assessment documentation and prepares packet for full Board Full Board approves performance evaluation and resolution (executive session to discuss GM Performance) Independent Audit provides financial readout to Board/Public Approval for Discretionary Performance Payout Timelines April & October Early November November 11 As needed November 18-25 November 25 December 2-9) December 16 Board meeting First Board meeting of next year Payable on/before March 1, following year