May 2013
Table of Contents
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May 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,
Lieutenant Governor Murray’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 PatrickMurray 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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May 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 – but are not on target for this year
•
Pavement Management project is on schedule
•
Capital disbursement is behind schedule
•
Carbon Neutral Airport project is on schedule
•
Westfield-Barnes paving project added – on schedule
Highway
Opportunities for improvement across all measurable goals
•
Structurally deficient bridges is near target
•
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
MBTA/ Rail and Transit
Targeted improvement opportunities in customer service and employees
•
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.
•
Customer response time is improving but not meeting expectations
•
Elevator uptime is meeting expectations; Escalator uptime is not
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
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May 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.
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ORGANIZATION-WIDE PERFORMANCE DASHBOARD
Data through May 2013 unless otherwise noted
Performance Key
75% - 99%
100%

Meeting or exceeding
expectations

Needs Improvement

Under development /
Data missing
Below 75%

Not meeting expectations
PERFORMANCE DASHBOARD
Aeronautics Division
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May 2013
Aeronautics – Safety
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May 2013
Aeronautics – Customer Service
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May 2013
Aeronautics – Fiscal Responsibility
Operating Expense Budget
Capital Budget
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PERFORMANCE DASHBOARD
Highway Division
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PERFORMANCE DASHBOARD
Highway Division
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May 2013
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Highway – Safety
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.
May 2013
Highway – Safety
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May 2013
Highway – Customer Service
Data includes both Pre-MassDOT
and Post-MassDOT contracts
State Fiscal Year
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May 2013
Highway – Fiscal Responsibility
Data includes both Pre-MassDOT
and Post-MassDOT contracts
State Fiscal Year
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May 2013
Highway – Fiscal Responsibility
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May 2013
Highway – Fiscal Responsibility
Operating Expense Budget
Forecasted Construction: Budgeted vs. Actual
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PERFORMANCE DASHBOARD
Rail and Transit Division
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PERFORMANCE DASHBOARD
Rail and Transit Division
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PERFORMANCE DASHBOARD
Rail and Transit Division
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May 2013
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Rail and Transit – Safety
Calendar Year
Calendar Year
May 2013
Rail and Transit – Customer Service
*Due to current structural limitations, Green Line on
time performance is not yet available
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May 2013
Rail and Transit – Customer Service
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May 2013
Rail and Transit – Customer Service
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May 2013
Rail and Transit – Employees
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May 2013
Rail and Transit – Fiscal Responsibility
Operating Expense Budget
Overtime Expense Budget
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May 2013
Rail and Transit – Fiscal Responsibility
Rail and Transit Operating Expense Budget
*The majority of this budget is grants, subsidies, and contract assistance
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May 2013
Rail and Transit – Innovation
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PERFORMANCE DASHBOARD
Registry Division
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May 2013
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RMV – Safety
*Data is (6) months offset
May 2013
RMV – Customer Service
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May 2013
RMV – Customer Service
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May 2013
RMV – Customer Service
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May 2013
RMV – Fiscal Responsibility
Operating Expense Budget
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May 2013
RMV – Innovation
*Note April -13 and May -13 include Driver Vehicle Data transactions (DVD) while previous months did not
include the DVD transactions.
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May 2013
MassDOT - Employees
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May 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
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Appendix for Automatic Text Readers
Organization-Wide Performance
Dashboard
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Dashboard Text: 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, Employees, 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:
Aeronautics received a red for safety, a green for customer service, a green for employees, 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 employees, 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 employees, a yellow for fiscal responsibility, and a green for
innovation.
The Registry of Motor vehicles received a yellow for safety, a red for customer service, a green for employees, a green for fiscal responsibility, and a green for
innovation.
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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 sub-goal is green. Its fiscal
responsibility sub-goals are green, red, and under
development. Its innovation sub-goal is green.
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Highway
Dashboard Text: Page 11
Dashboard Text: Page 12
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 employees subgoals are green, green, and green.
The division's fiscal responsibility
sub-goals are green, yellow, red, red,
green, under development, and
under development. Its innovation
sub-goal is green.
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Rail & Transit
Dashboard Text: Page 19
Dashboard Text: Page 20
Dashboard Text: Page 21
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. Its
sub-goals and targets are
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,
data missing, yellow, green, green,
yellow, green, under development,
green, and green.
The division's employees sub-goals The division's innovation sub-goals
are green and red. Its fiscal
are green, under development,
responsibility subgoals are green, green, and under development.
red, green, green, green, under
development, and under
development.
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RMV
Dashboard Text: Page 30
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 subgoals are green
and yellow; it's customer service
subgoals are red, red, yellow, and red;
its employees subgoal is green; its fiscal
responsibility subgoal is green; and its
innovation subgoals are green and
green.