June 2013
2
Table of Contents
Executive Summary
3
MassDOT Mission, Vision, and Goals
5
Organization-Wide Performance Dashboard
6
Aeronautics Division Performance Dashboard
7
Aeronautics - Safety
8
Aeronautics - Customer Service
9
Aeronautics - Fiscal Responsibility
10
Aeronautics - Innovation
11
Highway Division Performance Dashboard
12
Highway - Safety
14
Highway - Customer Service
16
Highway - Fiscal Responsibility
17
Rail & Transit Division Performance Dashboard
20
Rail & Transit - Safety
23
Rail & Transit - Customer Service
24
Rail & Transit - Employee Engagement
29
Rail & Transit - Fiscal Responsibility
30
Rail & Transit - Innovation
32
RMV Performance Dashboard
33
RMV - Safety
34
RMV - Customer Service
35
RMV - Fiscal Responsibility
38
RMV - Innovation
39
MassDOT - Employee Engagement
40
June 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.
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June 2013
Executive Summary
Below is a summary of Division highlights contained in this report, with respect to their Performance Management results.
Aeronautics
Opportunity for improvement in Safety and Fiscal Responsibility
• Airport inspections are ahead of last year – and nearing target
• Pavement Management project was completed on schedule
• Capital disbursement is behind schedule
• Carbon Neutral Airport project is on schedule
Highway
Opportunities for improvement across several measurable goals
• Structurally deficient bridges is near target
• Bridge health index meeting expectations
• Percentage of contracts completed on time is not meeting expectations, but is trending upwards
• Percentage of contracts completed on budget is not meeting expectations, but is trending upwards
• Project advertising is significantly below target
MBTA/ Rail and Transit
Opportunities for improvement across several measurable goals
• Customer injuries are not meeting expectations
• Crime incidents are down from last year
• Red line meeting expectations for on-time performance; target was not achieved by the Blue and Orange Lines.
• Commuter rail on-time performance not meeting expectations
• Customer response time is not meeting expectations
• Escalator uptime is not meeting target; Elevator uptime is meeting expectations
RMV
Additional improvement opportunities in customer service
• Branch wait times and call center wait times are both not meeting expectations
• Online transaction percentage is not meeting target
• Road test wait time is not meeting expectations
• ALARS system upgrade is on schedule
4
June 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.
MassDOT Goals:
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.
5
6
7
June 2013
Aeronautics – Safety
Public Use Airports Inspected
# Inspected
# Inspected
Month
2013
2012
0
0
January
February
0
0
March
2
0
April
4
0
May
5
5
June
3
3
July
2
August
9
September
3
October
4
November
10
December
0
Total (as of this month)
14
8
Total (for the year)
14
36
8
June 2013
Aeronautics – Customer Service
9
10
Aeronautics – Fiscal Responsibility
June 2013
Operating Expense Budget
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - May 2013 (FY 2013)
Actual
Budgeted
Variance
$474,801
$526,032
-$51,231
Capital Budget
100%
40%
2012
State Fiscal Year
2013
Aug Sep
Oct
Nov Dec
Jan
Feb Mar Apr May Jun
State Fiscal Year
Funds Disbursed
Disbursement Target
71%
Jul
0%
0%
65%
10%
10%
63%
20%
61%
30%
58%
20%
50%
52%
30%
90.0%
30%
70.9%
60%
20%
40%
94.0%
Target This
Period
17%
60%
70%
3%
70%
80%
2%
80%
50%
Airport Capital Budget Disbursement
(YTD)
90%
0%
% of Capital Budget Disbursed
90%
Capital Budget Disbursement
Through June
% of Capital Budget Disbursed
100%
June 2013
Aeronautics – Innovation
11
12
13
June 2013
14
Highway – Safety
5050
5047
Total # of MassDOT Bridges
5045
5040
5035
5030
5025
5020
5015
Jul-12
Aug-12
Sep-12
Oct-12
Nov-12
Dec-12
Jan-13
Feb-13
Mar-13
Apr-13
May -13
Jun-13
June 2013
15
Highway – Safety
100%
Total pavement in good or excellent condition (PSI)
90%
80%
Target ≥ 65%
70%
60%
64%
20%
63%
30%
67%
40%
69%
50%
2009
2010
2011
2012
10%
0%
Federal Fiscal Year
20%
78%
2010
2011
70%
50%
40%
30%
20%
10%
75%
10%
0%
Data includes both Pre-MassDOT
and Post-MassDOT contracts
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2012
State Fiscal Year
MassDOT jurisdiction Interstate system pavement in
good or excellent condition (CRSI)
Target ≥ 80%
2009
70%
2012
2013
0%
2013
82%
2011
81%
2010
67%
165 out
of 236
30%
71%
80%
60%
147 out
of 231
40%
174 out
of 239
50%
166 out
of 236
60%
90%
111 out
of 166
64%
70%
Target ≥ 80%
49 out of 63
73%
2010
2011
Federal Fiscal Year
82%
80%
70%
On-time completion of contracts
that began AFTER the formation of MassDOT
100%
83%
90%
On-time completion of contracts in total
178 out
of 249
100%
16
Highway – Customer Service
3 out of 4
June 2013
2012
17
Highway – Fiscal Responsibility
June 2013
Construction Projects On or Under Budget
At Project Completion
Millions
$80
63 Contracts
$60
55 Contracts
$40
$61
$20
49 Contracts
60 Contracts
$42
$50
-$51
-$64
$60
$0
-$20
-$58
-$40
-$60
-$80
184 Contracts
173 Contracts
-$95
171 Contracts
-$100
200 Contracts
-$120
FY 2010
FY 2011
FY 2012
FY 2013
State Fiscal Year
73%
77%
74%
80%
100%
90%
80%
30%
20%
200 out
of 249
40%
171 out
of 231
60%
50%
184 out
of 239
70%
60%
173 out
of 236
70%
50%
40%
30%
20%
75%
86%
78%
81%
129 out
of 166
80%
Target ≥ 90%
On-budget completion of contracts
that began AFTER the formation of MassDOT
54 out
of 63
90%
On-budget completion of contracts in total
3 out of 4
100%
Under Budget
190 out
of 236
Additional Funds & Extra Work Orders
2010
2011
2012
10%
10%
0%
0%
2010
2011
Data includes both Pre-MassDOT
and Post-MassDOT contracts
2012
2013
State Fiscal Year
2013
18
Highway – Fiscal Responsibility
Length of Time between
Advertisement and Notice to Proceed
160
Target ≤ 120 days
140
120
40
131
60
139
111
80
128
100
2012
2013
20
0
2010
100%
2011
State Fiscal Year
Projects Planned (STIP) vs. Project Advertised
90%
Target ≥ 80%
60%
50%
91%
70%
81%
80%
71%
40%
30%
20%
28%
Days
June 2013
10%
0%
2010
2012
2011
Federal Fiscal Year
2013
19
Highway – Fiscal Responsibility
June 2013
Operating Expense Budget
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - May 2013 (FY 2013)
Actual
Budgeted
Variance
$316,942,710 $330,482,713
-$13,540,003
Forecasted Construction: Budgeted vs. Actual
Statewide Road and Bridge Construction Budget Spent
$1,000
$900
$800
$700
$600
$500
$400
$300
$200
$100
$0
Accelerated Bridge Program Budget Spent
Millions
Millions
$1,000
$900
$800
$700
$600
$500
$400
$300
$200
$100
$0
$859
$541
Year End 2011
$594 $626
Year End 2012
State Fiscal Year
Budgeted
Actual
$645
$415
Year to Date 2013
$220 $223
$274 $215
$278 $244
Year End 2011
Year End 2012
Year to Date 2013
State Fiscal Year
Budgeted
Actual
20
21
22
June 2013
23
Rail and Transit – Safety
Calendar Year
Calendar Year
June 2013
Rail and Transit – Customer Service
*Due to current structural limitations, Green Line on
time performance is not yet available
24
June 2013
Rail and Transit – Customer Service
25
June 2013
Rail and Transit – Customer Service
26
June 2013
Rail and Transit – Customer Service
27
28
Rail and Transit – Customer Service
MBTA Farebox Uptime on Bus/Trolley Equipment
100%
Target this period ≥ 94.1%
98%
96%
94%
94.7%
94.5%
86%
95.0%
88%
94.5%
90%
96.0%
92%
94.0%
June 2013
84%
82%
80%
Jan-13
Feb-13 Mar-13 Apr-13 May-13 Jun-13
Farebox Uptime
Jul-13
Aug-13 Sep-13
Target
Oct-13 Nov-13 Dec-13
June 2013
Rail and Transit – Employee Engagement
29
June 2013
Rail and Transit – Fiscal Responsibility
30
June 2013
Rail and Transit – Fiscal Responsibility
31
June 2013
Rail and Transit – Innovation
32
33
June 2013
34
RMV – Safety
*Data is (6) months offset
June 2013
RMV – Customer Service
Zero Wait Time Online! ! !
35
June 2013
RMV – Customer Service
36
June 2013
RMV – Customer Service
37
June 2013
RMV – Fiscal Responsibility
38
June 2013
RMV – Innovation
39
June 2013
MassDOT – Employee Engagement
40
June 2013
Questions/Feedback
FOR QUESTIONS OR FEEDBACK CONTACT:
CELIA J. BLUE - Assistant Secretary
Office of Performance Management and Innovation
(857) 368 - 8975
massdot.accountability@state.ma.us
41
Appendix for Automatic Text Readers
Organization-Wide Performance
Dashboard
43
Page 6
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 red for safety, a green for customer service, a green for employee engagement, a red for fiscal responsibility, and a green
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 yellow for customer service, a red for employee engagement, a yellow for fiscal responsibility, and a
green for innovation.
The Registry of Motor vehicles received a green for safety, a red for customer service, a green for employee engagement, a green for fiscal responsibility, and
a green for innovation.
44
Aeronautics
Dashboard Text: Page 7
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 red. Its customer
service sub-goals are green and under development.
Its employee engagement sub-goal is green. Its fiscal
responsibility sub-goals are green, red, and under
development. Its innovation sub-goal is green.
45
Highway
Dashboard Text: Page 12
Dashboard Text: Page 13
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
yellow, green, and yellow. Its customer
service sub-goals are red, green, and
under development. Its employee
engagement sub-goals are green, green,
and green.
The division’s fiscal responsibility
sub-goals are green, red, yellow, red,
green, under development, and
under development. Its innovation
sub-goal is green.
46
Rail & Transit
Dashboard Text: Page 20
Dashboard Text: Page 21
Dashboard Text: Page 22
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
This is a color-coded dashboard
that summarizes the Rail and
that summarizes the Rail and
Transit Division’s performance. Its Transit Division’s performance.
sub-goals and targets are
Its sub-goals and targets are
categorized into 2 sections that
categorized into 1 section that
correspond to MassDOT’s
corresponds to MassDOT’s
organizational goals.
organizational goals.
The division's safety sub-goals are
red and green. Its customer
service sub-goals are green, yellow,
yellow, yellow, under development,
yellow, red, green, yellow, green,
under development, and green.
The division's employee
engagement sub-goals are green
and red. Its fiscal responsibility
sub-goals are green, red, green,
green, under development, and
under development.
The division's innovation subgoals are green, green, and
under development.
47
RMV
Dashboard Text: Page 33
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. Its customer service
sub-goals are red, red, yellow, and red.
Its employee engagement sub-goal is
green. Its fiscal responsibility sub-goal
is green. Its innovation sub-goals are
green and green.