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