August 2013
Table of Contents
2
August 2013
Executive Summary
The Massachusetts Department of Transportation (MassDOT) is now in its 4th year. Governor Deval Patrick changed the course of
transportation governance in Massachusetts when he signed into law in June 2009 the landmark transportation reform legislation.
This landmark legislation integrated transportation agencies and authorities into a new, streamlined MassDOT. Governor Patrick’s
and Secretary Davey’s vision is to streamline transportation planning, delivery, and operations at the state level, breaking down
silos and eliminating barriers to change. This is now happening at MassDOT. In addition, the Patrick Administration has set a goal
to be a national leader in government transparency. This Public Accountability Meeting is making progress towards realizing that
goal.
MassDOT is charged with one of the Commonwealth’s most important responsibilities: ensuring the mobility of our citizens and
visitors through investing in and developing a safe and efficient transportation network. Our decisions impact the lives of residents
and visitors, the health of businesses and clients, and the growth of our economy. Since 2009, the organization has assessed its
challenges and moved to ensure safety, serve customers, manage resources wisely, treat employees fairly, and innovate. More
than three years later, MassDOT continues to strive towards its vision of transportation excellence.
The Office of Performance Management and Innovation (OPM & I) is chartered to expand performance management and
innovative strategies across all MassDOT divisions and departments. This report is one of the many tools used to monitor
performance. In addition, monthly Performance Management Accountability Meetings are used to review data on critical
performance indicators. The quantitative and qualitative data in this report allows leadership to evaluate the organization’s
progress against specific goals and targets. This drives managers to improve the overall performance of programs and employees.
It has provided a greater ability to monitor performance, manage operations, adopt best practices, and resolve challenges within
our transportation system.
3
August 2013
Executive Highlights
This month’s Performance Management and Accountability Report (PMAR) incorporates numerous changes as part of the PMAR Version 3.0
upgrade. As part of our Continuous Process Improvement Cycle a number of revisions have been identified and changes have been made to subgoals and metrics included in this report. These changes have been made in consultation with Division leadership and the Secretary. New subgoals/metrics are denoted in the report by a single asterisk (*) and revised sub-goals/metrics by a double asterisk (**).
Aeronautics
Working with the Administrator and his staff we have added both New Bedford regional airport runway rehabilitation and the Westfield-Barnes
airport projects as on-time/on-budget pilots. Both are “Under development“ at this time and will be monitored as we proceed through the process.
Highway
Working with the Administrator and his staff we have revised Targets and/or ranges for bridge and pavement metrics to tighten the range for
needs improvement. ABP projects trending on-time and on-budget have been added. There are also a few other metrics that are under review for
possible revision.
MBTA/ Rail and Transit
Working with the GM and her staff we have added and/or revised numerous metrics throughout their section. Highlights include:
• Replacing the Red, Orange, and Blue lines On-time performance data with Passenger wait times for each of those line. This is a more useful
metric to define the impact on customers waiting to board a subway train;
• Customer injuries and crime incidents rates are now reported in terms of events per 1 Million unlinked trips. These are industry standards that
provide direct comparison to other transit properties;
• For the RIDE we have added on-time customer pick-up as a Customer service measure;
• We have included the on-time performance measure for a group of Key bus routes including the Silver Line. These account for 40% of bus
ridership;
• Scheduled trip performance for bus, heavy rail, and light rail added;
• Mean miles between failure targets for heavy rail, light rail, commuter rail and buses have all been increased;
• Construction projects on-time and on-budget performance measures have been added and will be reported on a quarterly basis;
• Energy savings will also be added and will be reported on a quarterly basis.
RMV
Working with the Registrar and her staff transaction errors and the Re-imagining RMV Initiative have both been added. The on- line transaction
goal has been revised to focus on the amount of license renewals that are done on-line vs. in branches. These are under development at this time
and will be added by the November report.
4
August 2013
Executive Highlights
All divisions
Will be reporting on Diversity training for managers starting next month.
Below is a summary of Division performance highlights contained in this report.
Aeronautics
Opportunity for improvement in Fiscal Responsibility and Innovation
• Airport inspections are ahead of last year
• Pavement Management project is complete
• Westfield-Barnes paving project – on schedule
• Capital disbursement for FY13 did not meet target
• Carbon Neutral Airport project is trending late
Highway
Opportunities for improvement in Customer Service and Fiscal Responsibility
• Structurally deficient bridges is meeting expectations
• Bridge health index meeting expectations
• Percentage of Contracts completed on time is not meeting expectations
• Percentage of Contracts completed on budget is not meeting expectations
• STIP advertising is not meeting expectations
MBTA/ Rail and Transit
Opportunities for improvement in customer service and employees
• Commuter rail on time performance needs improvement
• Customer response time not meeting expectations
RMV
Opportunities for improvement in customer service
• Branch wait times and call center wait times are both not meeting expectations
• Road test wait time is not meeting expectations
• RMV MOD (ALARS) system upgrade is on schedule
5
August 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.
6
7
PERFORMANCE DASHBOARD
Aeronautics Division
8
August 2013
Aeronautics – Safety
9
August 2013
Aeronautics – Customer Service
10
August 2013
Aeronautics – Customer Service
11
August 2013
Aeronautics – Fiscal Responsibility
12
August 2013
Aeronautics – Innovation
13
PERFORMANCE DASHBOARD
Highway Division
14
PERFORMANCE DASHBOARD
Highway Division
15
August 2013
Highway – Safety
16
August 2013
Highway – Safety
17
August 2013
Highway – Customer Service
18
August 2013
Highway – Fiscal Responsibility
19
August 2013
Highway – Fiscal Responsibility
20
August 2013
Highway – Fiscal Responsibility
21
August 2013
Highway – Innovation
22
PERFORMANCE DASHBOARD
Rail and Transit Division
23
PERFORMANCE DASHBOARD
Rail and Transit Division
24
August 2013
Rail and Transit – Safety
25
August 2013
Rail and Transit – Customer Service
26
August 2013
Rail and Transit – Customer Service
27
August 2013
Rail and Transit – Customer Service
28
August 2013
Rail and Transit – Customer Service
29
August 2013
Rail and Transit – Customer Service
Target ≥ 75%
30
August 2013
Rail and Transit – Customer Service
31
August 2013
Rail and Transit – Employees
32
August 2013
Rail and Transit – Fiscal Responsibility
33
PERFORMANCE DASHBOARD
Registry Division
34
August 2013
RMV – Safety
35
August 2013
RMV – Safety
36
August 2013
RMV – Customer Service
37
August 2013
RMV – Customer Service
38
August 2013
RMV – Customer Service
39
August 2013
RMV – Innovation
40
Appendix for Automatic Text Readers
Organization-Wide Performance
Dashboard
42
Page 7
This chart shows the overall performance of each main MassDOT division.
The top row contains the icons of each MassDOT division. These include: an airplane, which represents the Aeronautics Division; a stretch of roadway, which
represents the Highway Division; a bus, which represents Rail and Transit; and a car, which represents the Registry of Motor Vehicles.
The left column contains the labels of MassDOT’s five overall goals: Safety, Customer Service, Employee Engagement, Fiscal Responsibility and Innovation.
The middle spaces are filled with colors and symbols that represent how well each division is meeting these five goals. A green field with a green circle shows
that that agency is “meeting or exceeding expectations”; a yellow field with a yellow diamond shows that the agency “Needs improvement”; a red field with a
red octagon shows that the agency is “not meeting expectations”; and a white field with a bull’s-eye shows that that an agency’s data is “missing or under
development”.
The scores for each agency are as follows:
The Aeronautics Division received a green for safety, a green for customer service, a green for employee engagement, a red for fiscal responsibility, and a red
for innovation.
The Highway Division received a yellow for safety, a red for customer service, a green for employee engagement, a red for fiscal responsibility, and a green
for innovation.
The Rail and Transit Division received a red for safety, a red for customer service, a red for employee engagement, a green for fiscal responsibility, and an
under development for innovation.
The Registry of Motor vehicles received a green for safety, a red for customer service, an under development for employee engagement, an under
development for fiscal responsibility, and a green for innovation.
43
Aeronautics
Dashboard Text: Page 8
This is a color-coded dashboard that summarizes the
Aeronautics Division’s performance. Its sub-goals
and targets are categorized into 5 sections that
correspond to MassDOT’s organizational goals.
The division's safety sub-goal is green. Its customer
service sub-goals are green, green, and under
development. Its employee engagement sub-goals
are under development and green. Its fiscal
responsibility sub-goals are under development, red,
under development, and under development. Its
innovation sub-goals are red and under
development.
44
Highway
Dashboard Text: Page 14
Dashboard Text: Page 15
This is a color-coded dashboard that
summarizes the Highway Division’s
performance. Its sub-goals and targets
are categorized into 3 sections that
correspond to MassDOT’s
organizational goals.
This is a color-coded dashboard that
summarizes the Highway Division’s
performance. Its sub-goals and
targets are categorized into 2
sections that correspond to
MassDOT’s organizational goals.
The division's safety sub-goals are
green, green, and yellow. Its customer
service sub-goals are red, red, green,
and green. Its employee engagement
sub-goals are green, under
development, and under development.
The division's fiscal responsibility
sub-goals are green, red, red, yellow,
red, under development, and under
development. Its innovation sub-goal
is green.
45
Rail & Transit
Dashboard Text: Page 23
Dashboard Text: Page 24
This is a color-coded dashboard
that summarizes the Rail and
Transit Division’s performance. Its
sub-goals and targets are
categorized into 2 sections that
correspond to MassDOT’s
organizational goals.
This is a color-coded dashboard
that summarizes the Rail and
Transit Division’s performance. Its
sub-goals and targets are
categorized into 3 sections that
correspond to MassDOT’s
organizational goals.
The division's safety sub-goals are
green and red. Its customer service
sub-goals are yellow, yellow, yellow,
yellow, green, red, red, green,
yellow, green, under development,
green, and yellow.
The division's employee
engagement sub-goals are under
development and red. Its fiscal
responsibility sub-goals are green,
green, under development, and
under development. The division's
innovation sub-goals are all under
development.
46
RMV
Dashboard Text: Page 34
This is a color-coded dashboard that
summarizes the Registry of Motor
Vehicle's performance. Its sub-goals
and targets are categorized into 5
sections that correspond to MassDOT’s
organizational goals.
The Registry's safety sub-goals are
green and green. It's customer service
sub-goals are red, red, under
development, red, and green. Its
employee engagement metric is under
development. Its fiscal responsibility
sub-goal is under development. Its
innovation sub-goals are under
development and green.