Performance Management Accountability Meeting Data as of January, 2013 Richard A. Davey, Secretary & CEO Office of Performance Management and Innovation Celia J. Blue, Assistant Secretary February 25, 2013 January, 2013 Table of Contents EXECUTIVE HIGHLIGHTS............................................................................................................................................................... 3 MASSDOT GOALS......................................................................................................................................................................... 4 ORGANIZATION-WIDE PERFORMANCE DASHBOARD..................................................................................................................... 5 AERONAUTICS PERFORMANCE DASHBOARD................................................................................................................................. 6 AERONAUTICS – SAFETY............................................................................................................................................................... 7 AERONAUTICS – CUSTOMER SERVICE …………………………………………………………………………………………………………………………………………… 8 AERONAUTICS – FISCAL RESPONSIBILITY....................................................................................................................................... 9 HIGHWAY PERFORMANCE DASHBOARD........................................................................................................................................ 10 HIGHWAY – SAFETY....................................................................................................................................................................... 13 HIGHWAY – CUSTOMER SERVICE.................................................................................................................................................. 15 HIGHWAY – EMPLOYEES............................................................................................................................................................... 17 HIGHWAY – FISCAL RESPONSIBILITY.............................................................................................................................................. 19 HIGHWAY – INNOVATION............................................................................................................................................................. 20 RAIL & TRANSIT PERFORMANCE DASHBOARD.............................................................................................................................. 22 RAIL & TRANSIT – CUSTOMER SERVICE......................................................................................................................................... 25 RAIL & TRANSIT – FISCAL RESPONSIBILITY..................................................................................................................................... 29 RAIL & TRANSIT – INNOVATION………………………………………………………………………………………………………………………………………………….... 30 RMV PERFORMANCE DASHBOARD............................................................................................................................................... 33 RMV – SAFETY.............................................................................................................................................................................. 34 RMV – CUSTOMER SERVICE.......................................................................................................................................................... 35 RMV – FISCAL RESPONSIBILITY...................................................................................................................................................... 38 MASSDOT – EMPLOYEES............................................................................................................................................................... 2 40 January, 2013 Executive Highlights Below is a summary of Division highlights contained in this report. Aeronautics • Airports inspections are behind due to disabled helicopter • Capital disbursement ahead of schedule Highway Opportunities for improvement across all measurable goals • Bridge health index improved and is meeting expectations • Percentage of Contracts completed on time is not meeting expectations • Percentage of Contracts completed on budget is not meeting expectations MBTA/ Rail and Transit Targeted improvement opportunities in customer service and fiscal responsibility • On-time target was achieved by the Red Line only; all others have improved but are not meeting expectations • Customer response time improving but not yet meeting expectations • Escalator and elevator uptime meeting expectations • Lost-time employee injuries increasing and not meeting expectations • Maintenance and On time/On budget measures being revised • MBTA bridges will be included in March report RMV Additional improvement opportunities in customer service • Branch and call center wait times have increased and not meeting expectations • Road test wait times have been steadily improving and are now meeting expectations • ALARS system upgrade is on schedule 3 January, 2013 MassDOT Vision, Mission and Goals Vision: Leading the Nation in Transportation Excellence MassDOT Mission Deliver excellent customer service to people who travel in the Commonwealth, and provide our nation’s safest and most reliable transportation system in a way that strengthens our economy and quality of life. We are one transportation organization focused on customer service and safety. SAFETY – Work with unwavering commitment to maximize the safety of the public and employees. Minimize risks and injuries through thoughtful design, construction, oversight, enforcement, and employee empowerment. CUSTOMER SERVICE – Deliver superb service that both anticipates and responds to customer needs. Move people in ways that “give them time back” by cultivating system-wide efficiencies. EMPLOYEE ENGAGEMENT – Maintain a work environment that is diverse, challenging and accommodating. Support and encourage employees. Treat our employees as our internal customers and give them the tools necessary to excel at their jobs. FISCAL RESPONSIBILITY – Invest and manage public funds and other resources wisely. Instill a dedication to thrift across our organization. Carefully plan and prioritize projects. INNOVATION – Pursue constant improvement in our work and services. Create an environment where employees are eager to use their talents to find better ways to do business and deliver service. 4 ORGANIZATION-WIDE PERFORMANCE DASHBOARD Data through January 2013 unless otherwise noted 100% Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Performance Key 75% - 99% Needs Improvement Below 75% Not meeting expectations Under development / Data missing 5 PERFORMANCE DASHBOARD Aeronautics Division Aeronautics sub-goals Status Trend Measured period Current Prior Target this period Weight Notes Monthly 0 36 3 High - Under development Under development 6/30/2013 Low - Monthly On-track On-track High - Monthly -6% -10% Expenses do not exceed budget High Data is one month offset SFY 51.9% 35.3% 29.5% High - Under development Under development 6/30/2013 Low - Safety Inspect 36 public-use airports per calendar year Customer service Ensure that construction projects are trending on-time, pilot Employees Stable Participate in "How Can I Help You Today?" training Fiscal responsibility Ensure that operating expenses are at or below operating budget (YTD) Disburse 90% of the airport capital budget by the state fiscal year end Ensure construction projects are trending onbudget, pilot Innovation Under development Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Needs improvement Not meeting expectations Under development / Data missing 6 January, 2013 Aeronautics – Safety Number of Public-Use Airports Inspected (YTD) 40 35 30 25 20 15 10 Target ≥ 3 5 0 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 7 January, 2013 Aeronautics – Fiscal Responsibility Operating Expense Budget Seasonally adjusted operating expense budget vs. YTD actual July 2012 - December 2012 (FY 2013) Actual Budgeted Variance $266,490 $284,657 -$18,167 51.9% 60% 40% 35.3% 40% Target ≥ 29.5% 30% 20% 30% 20% 10% 10% 0% 2012 State Fiscal Year 2013 0% August September October 19.8% 50% 50% November State Fiscal Year 29.8% 70% Airport Capital Budget Disbursement (YTD) 16.9% 80% 60% 3.0% 90% Airport Capital Budget Disbursement Through January 1.5% 100% 51.9% Capital Budget December January 8 PERFORMANCE DASHBOARD Highway Division Highway sub-goals Safety Measured period Current Prior Target This Period Weight Notes Improving Monthly 464 466 ≤ 463 High - Improving Monthly 82.12 81.93 ≥ 81.98 Medium - FFY Under development Under development Under development High FY 2012 data will be available in February Prevent the number of structurally deficient bridges from exceeding 463 Maintain at least a 81.98 system-wide bridge health index* Ensure that 70% of pavement on the National Highway System in good or excellent condition (IRI) Customer service Trend Status Ens ure tha t a t l ea s t 90% of Inters ta te Roa dwa ys a re i n good or excel l ent condi ti on (PSI) Improving FFY Under development Under development Under development High Performance target being reviewed Ensure that at least 80% of construction projects are completed on time Declining Monthly 55% 63% ≥ 80% High - Develop a travel speed data collection pilot program on I-93 to inform statewide congestion metrics Monthly Under development Under development Project benchmarks Medium - Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Needs improvement Not meeting expectations Under development / Data missing 9 PERFORMANCE DASHBOARD Highway Division Status Trend Measured period Current Prior Target This Period Weight Notes Reduce the number of "Top 5" workplace injuries by at least 10% from the last year's level Improving Monthly 86 267 133.5 High - Participate in "How Can I Help You Today?" and "Performance Management Senior Staff" training Stable Monthly On-track On-track High - Develop an engineering fellowship program Declining Monthly On-track Not On-track Project benchmarks Medium - Improving SFY -$28,047,475 -$22,957,168 ≤ $0 above budget High - Ensure that 90% of projects are trending on budget at construction completion Declining Monthly 64% 69% >90% High - Ensure that the time between advertisements and notice to proceed does not exceed 120 days Declining FFY 132 139 ≤ 120 days Medium - Advertise at least 80% of projects that are planned (STIP) Improving SFY 91.4% 81.0% ≥ 80% High - Highway sub-goals Employees Fiscal responsibility Ensure that construction projects are on or under budget upon fiscal completion Complete an on budget and on time trending program (5 mega projects, 12 district projects) Monthly Under development Under development Under development Medium - Ensure that operating expenses are at or below operating budget (YTD) Monthly -23% -29% Expenses do not exceed budget High Data represents Q1 of State Fiscal Year 2013 Maintain forecasted cashflow for construction projects (YTD) Monthly 35% Under development Under development Medium Data is one month offset Monthly On-track On-track Project benchmarks High - CY Under development Under development Project benchmarks Medium - Seasonally Under development 9,484 -5% from previous year Medium - Innovation Incorporate "Accelerated Bridge Program" best practices into all projects Consolidate incident clearing software enterprisewide Reduce road salt use per inch by at least 5% from the previous year (tons of salt per inch of snow) Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Stable Needs improvement Not meeting expectations Under development / Data missing 10 January, 2013 490 Highway – Safety # of Structurally Deficient Bridges 485 480 Target ≤ 463 475 *MBTA bridge data will be included in March report 470 5040 465 466 460 5035 Total # of MassDOT Bridges 5030 5034 5025 455 5020 5015 450 5010 5005 Bridge Health Index 82.2 5000 82.12 4995 82 81.8 Target ≥ 81.98 81.6 81.4 81.2 81.47 Bridge Health Index (BHI) is the ratio of the current condition of each element to perfect condition that is expressed as a score from 0 to 100, with a value of 0 indicating all of a particular bridge’s elements are in the worst condition. 81 11 Highway – Customer Service 60% 50% 40% 30% 20% 73% 2010 2011 63% 55% Data includes both Pre-MassDOT and Post-MassDOT contracts 62 out of 113 70% 71% Target ≥ 80% 146 out of 231 80% 177 out of 242 90% On time completion of contracts in total 171 out of 241 100% 10% 0% 80% On time completion of contracts that began AFTER the formation of MassDOT 80% 77% 70% 40% 30% 20% 10% 51 out of 66 60% 50% 2013 2010 2011 66% 61% 62 out of 101 90% 2012 110 out of 166 100% 4 out of 5 January, 2013 2012 2013 0% 12 January, 2013 Highway – Employees 13 January, 2013 Highway – Fiscal Responsibility Construction Projects On or Under Budget at Fiscal Completion ( Additional Funds/Extra Work Orders ) $30 $20 86 Contracts $21 Million Millions $10 56 Contracts $2 Million 18 Contracts $613,000 A project is considered fiscally complete when the final paperwork and material certification processes are complete $0 -$10 87 Contracts $23 Million 88 Contracts $34 Million -$20 28 Contracts $28 Million -$30 174 contracts -$40 143 contracts 46 contracts 2010 2011 2012 State Fiscal Year Contracts Over Budget Contracts Under Budget 70% 63% 69% 69% Target ≥ 90% 90% 64% 80% 60% 72 out of 113 20% 159 out of 231 30% 168 out of 242 40% 10% 50% 40% 30% 20% 10% 0% 2010 2011 Data includes both Pre-MassDOT and Post-MassDOT contracts 2012 2013 83% 2010 2011 2012 2013 73% 70% 60% 152 out of 241 50% 80% 67 out of 101 80% 100% 121 out of 166 90% On budget completion of contracts that began AFTER the formation of MassDOT 55 out of 66 On budget completion of contracts in total 4 out of 5 100% 66% 0% State Fiscal Year 14 Highway – Fiscal Responsibility Pre-Construction 100% Projects Planned (STIP) vs. Project Advertised 90% Target ≥ 80% 50% 91% 81% 60% 71% 70% 80% 80% 40% 30% 8% 20% 10% 0% 2009 2010 2011 2012 Federal Fiscal Year 2013 Length of Time between Advertisement and Notice to Proceed 160 Target ≤ 120 140 120 139 132 40 128 60 111 80 124 100 Days January, 2013 2011 State Fiscal Year 2012 2013 20 0 2009 2010 15 Highway – Fiscal Responsibility January, 2013 Operating Expense Budget Seasonally adjusted operating expense budget vs. YTD actual July 2012 - December 2012 (FY 2013) Actual Budgeted Variance $136,989,551 $178,109,789 -$41,120,238 Forecasted Construction: Budgeted vs. Actual 2012 State Fiscal Year Budgeted Actual 2013* Accelerated Bridge Program Budget Spent 2012 $278 $215 $274 $223 $220 2011 $100 $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 Millions $225 $645 $626 $541 2011 $594 Statewide Road and Bridge Construction Budget Spent $859 Millions $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 2013* State Fiscal Year Budgeted Actual * Fiscal year 2013 data is YTD as of 12/31/12 16 PERFORMANCE DASHBOARD Rail and Transit Division Rail & Transit sub-goals Safety Status Trend Measured period Current Prior Target this period Weight Notes Reduce the number of year-to-date MBTA customer injuries by at least 10% from the previous year Yearly 473 443 548 High Data is one month offset Reduce the YTD number of MBTA total crime incidents from the previous year Yearly 1617 Data missing 1810 High Data is one month offset Improving Monthly 95.9% 94.0% ≥ 95% High Data is one month offset Customer service Ensure that at least 95% of Red Line trips run on time Ensure that at least 95% of Orange Line trips run on time Improving Monthly 92.0% 89.8% ≥ 95% High Data is one month offset Ensure that at least 95% of Blue Line trips run on time Improving Monthly 94.3% 92.5% ≥ 95% High Data is one month offset Ensure that at least 95% of Commuter Rail trips run on time Improving Monthly 93.5% 88.4% ≥ 95% High Data is one month offset Improving Monthly 80% 61% ≥ 95% within 5 days Medium - Monthly Data missing Data missing 9.4 Days High - Improving Monthly 1.45 1.93 1.33 Medium - Ensure that at least 95% of MBTA customer inquiries are closed within 5 days Reduce the average MBTA response time to customer inquiries from the previous year (Days) Reduce MBTA customer call wait times from the previous year (Mins) Reduce the percentage of MBTA call abandonments from the previous year Improving Yearly 16% 22% 10% High Data is one month offset Maintain at least a 99% level of MBTA escalator availability Improving Monthly 99.4% 99.1% ≥ 99% High Data is one month offset Maintain at least a 99% level of MBTA elevator availability Declining Monthly 99.6% 99.7% ≥ 99% High Data is one month offset Monthly Under development Under development Under development High - Increase fare gate up-time for North & South Stations & Back Bay Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Needs improvement Not meeting expectations Under development / Data missing 17 PERFORMANCE DASHBOARD Rail and Transit Division Rail & Transit sub-goals Employees Status Trend Measured period Current Prior Monthly On-track On-track Target this period Weight Notes High - Participate in "How Can I Help You Today?" and "Performance Management" trainings Reduce the number of MBTA empl oyee i njuri es res ul ti ng i n l os t ti me by a t l ea s t 10% from the previ ous yea r Yearly 1,209 1,120 1,387 Medium - Reduce the number of YTD assaults on employees Monthly 88 78 Data missing High Data is one month offset Monthly -0.4% -1.0% Expenses do not exceed budget High Data is one month offset Data missing Data missing High - Fiscal responsibility Ensure actual MBTA operating budget is at or below projected operating budget Ensure that MBTA construction projects are completed on-budget Ensure that non-fare revenues meet or exceed budgeted amounts Monthly $25,299,266 $20,225,393 $20,848,378 Low Data is one month offset Ensure that Rail and Transit Division's operating expenses are at or below operating budget (YTD) Monthly -1% -1% Expenses do not exceed budget High Data is one month offset Innovation Declining Install countdown clocks in MBTA stations Under development Under development Project Benchmarks Medium - Pilot the Mobile ticketing on Commuter Rail project Under development Under development Project Benchmarks Medium - Re-develop MBTA Red line on-time performance data in collaboration with MIT Under development Under development Project Benchmarks Low - Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Needs improvement Not meeting expectations Under development / Data missing 18 Rail and Transit – Customer Service 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% August 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 92.0% November December Target ≥ 95% 93.5% 88.4% 70% Current Year 87.6% 94.3% 90% 80% October Commuter Rail On-Time Performance 100% 0% September Prior Year Target ≥ 95% 92.5% 95.2% 95.5% 93.7% 93.6% July 89.7% Current Year November December MBTA Blue Line On-Time Performance 100% 70% October September 88.4% August Prior Year 80% 89.8% 0% July 90.2% 0% 90.9% 70% 91.7% 80% 91.3% 90% 60% 90% MBTA Orange Line On-Time Performance 100% 95.9% 94.0% 95.2% 70% 96.4% 80% 94.7% 90% 96.6% MBTA Red Line On-Time Performance 100% 93.2% January, 2013 0% July August September Prior Year October Current Year November December Target ≥ 95% July August September Prior Year October Current Year November December Target ≥ 95% 19 January, 2013 Rail and Transit – Customer Service Reportable MBTA Customer Injuries (YTD) 600 500 400 370 300 277 487 454 415 443 548 473 393 358 322 517 200 100 0 July August September Prior Year October November December Current Year Calendar Year 20 January, 2013 100% Rail and Transit – Customer Service Close 95% of MBTA Customer Inquiries within 5 Days 40% 80.0% 61.0% 50% 72.0% 60% 72.0% 70% 80.7% 80% 83.3% 90% 30% 20% 10% 0% August September October Prior Year November December Current Year January Target ≥ 95% 21 Rail and Transit – Customer Service 99.1% 99.4% 99.1% 98.9% 80% 99.1% 90% 99.1% MBTA Escalator Uptime 100% 70% 60% 50% 40% 30% 20% 10% 0% July August September Prior Year Current Year November December Target ≥ 99% 99.6% 99.6% 99.7% 99.4% 80% 98.9% 90% October MBTA Elevator Uptime 100% 99.3% January, 2013 70% 60% 50% 40% 30% 20% 10% 0% July August September Prior Year October Current Year November December Target ≥ 99% 22 Rail and Transit – Employees January, 2013 Recordable MBTA Employee Injuries Resulting in Lost Time (YTD) 1600 1400 1200 1000 857 720 800 600 1,101 993 920 826 1,195 1,029 1,299 1,120 1,387 1,209 400 200 0 July August September Prior Year October November December Current Year 23 January, 2013 Rail and Transit – Fiscal Responsibility Operating Expense Budget MBTA seasonally adjusted operating expense budget vs. YTD actual July 2012 - December 2012 (FY 2013) Actual Budgeted $665,670,370 $668,152,068 Variance -$2,481,698 24 January, 2013 Rail and Transit – Fiscal Responsibility R&T seasonally adjusted operating expense budget vs. YTD actual* July 2012 - December 2012 (FY 2013) Actual Budgeted Variance $111,827,051 $112,635,055 -$808,005 The majority of this budget is grants, subsidies, and contract assistance State and Federal Funds Distributed to Regional Transit Authorities* (YTD) $13,183,206 Federal $6,098,752 $5,980,066 $13,600,000 State $10,406,500 $10,396,336 Funds Approved Funds Awarded *Does not include the MBTA State Fiscal Year Funds Contracted 25 Rail and Transit – Innovation January, 2013 MBTA Countdown Sign Update Orange Line So far, the project has reached: Red Line In Q1 2013, the project will reach: Orange Line Red Line Blue Line Jackson Square South Station Revere Beach Oak Grove Alewife Roxbury Crossing Park Street Beachmont Malden Center Davis Ruggles Broadway Suffolk Downs Stony Brook Porter Mass. Ave Andrew Wood Island Green Street Braintree Back Bay Kendall Airport Forest Hills Tufts Medical Center Harvard Maverick Chinatown Central Aquarium Downtown Crossing JFK/UMass State State Savin Hill Wonderland Haymarket Fields Corner Government Center North Station Shawmut Bowdoin Community College Ashmont Wellington North Quincy Sullivan Square Wollaston Quincy Center Quincy Adams (14 Stations) (16 Stations) (11 Stations) (5 Stations) (4 Stations) 26 PERFORMANCE DASHBOARD Registry Division Status Trend Measured period Current Prior Target this period Weight Notes Improving Yearly 457 487 494 High Data is (6) months offset Declining Monthly 136 8,633 138 Low - RMV sub-goals Safety Reduce the number of a cci dents ca us ed by Juni or Oera tors res ul ti ng i n ci ta ti ons to bel ow the previ ous yea r Inspect each vehicle inspection station at least three times per year Customer service Wa i t ti mes ha ve decrea s ed s i gni fi ca ntl y over the l a s t two months Wa i t ti mes ha ve decrea s ed s i gni fi ca ntl y over the l a s t two months Keep the statewide average branch wait time below 15 minutes Declining Monthly 20.7 18.3 ≤ 15 Minutes High Keep the statewide average call center wait time below 10 minutes Declining Monthly 22.2 Min 21.3 Min ≤ 10 Minutes High Increase the number of online transactions to over the previous year Improving Yearly 314,663 215,664 265,148 Medium - Keep the average wait for road tests below 28 days Improving Monthly 27 29 ≤ 28 Days Low - Thematic compliants/compliments metric (pilot) Yearly Under development Under development 759 Medium - On-track On-track Monthly 10% 15% Expenses do not exceed budget High Data represents the Year to Date of the current state fiscal year Employees Participate in "How Can I Help You Today?" training Fiscal responsibility % that operating expenses are below operating budget (YTD) Innovation Increase the number of RMV transactions conducted through industry partners from the previous year Improving Monthly 142,753 110,477 112,409 High - Install the new ALARS system Stable Monthly On-track On-track Project benchmarks High - Performance key Meeting or exceeding expectations Aeronautics | Highway | Rail & Transit | RMV Needs improvement Not meeting expectations Under development / Data missing 27 RMV – Safety Number of Vehicle Inspection Station Audits (YTD) 10,000 5,916 6,111 6,000 5,000 4,000 7,139 7,000 8,507 8,000 8,633 9,000 3,000 Target ≥ 138 2,000 136 1,000 0 August September October 700 November December Current Year Prior Year January Target Junior Driver Vehicle Accidents (YTD) 600 500 457 487 487 495 449 535 558 584 398 200 524 300 600 400 537 January, 2013 100 0 28 RMV – Customer Service 15 18.3 Minutes 20 Target ≤ 15 min 24.9 26.2 26.6 27.2 25 Average Branch Wait Times 10 20.7 30 5 0 September October Prior Year January Current Year 15 22.2 21.3 Call Center Wait Times 25.2 20 24.3 25 Target ≤ 10 min 27.8 30 November December 24.2 August Minutes January, 2013 10 5 0 August September October Prior Year November December January Current Year 29 RMV – Customer Service Online vs. Branch Transactions 1,400 1,200 79% 69% 21% 31% 77% 76% 24% 71% 75% 25% 72% 76% 24% 77% 75% 600 25% 77% 800 69% 1,000 Online Transactions 23% 29% Branch Transactions Average Wait for Road Tests 40 28% 0 23% 23% 200 31% 400 Target ≤ 28 days 35 30 October 26.6 September 10 29.0 August 34.0 37.2 15 36.4 20 35.2 25 Days Thousands January, 2013 December January 5 0 November 2012 30 RMV – Customer Service / Innovation Transactions Completed at Automated Kiosks 1,200 746 400 478 523 600 759 877 800 753 1,000 200 0 August September 160,000 November October Prior Year December January Current Year Number of RMV Transactions Completed by Industry Partners (1,904 partners in total)* 140,000 110,477 40,000 124,056 60,000 134,851 80,000 117,285 100,000 142,753 120,000 127,135 January, 2013 20,000 0 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 * Temporarily does not include: Non Renew “Marks” and Driver Vehicle Data transactions 31 January, 2013 RMV – Fiscal Responsibility Operating Expense Budget Seasonally adjusted operating expense budget vs. YTD actual July 2012 - December 2012 (FY 2013) Actual Budgeted Variance $28,157,840 $31,187,332 -$3,029,492 32 MassDOT - Employees January, 2013 "How Can I Help You Today?" Training 5,000 4,000 ( Target : Train 5,000 employees by 6/30/2013) 4,029 3,000 2,000 1,000 0 33
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