Performance Management
Accountability Meeting
Data as of December, 2012
Richard A. Davey,
Secretary & CEO
Office of Performance Management and Innovation
Celia J. Blue, Assistant Secretary
January 29, 2013
This report is prepared for policy and planning use. Not a public document.
December, 2012
Table of Contents
EXECUTIVE HIGHLIGHTS...............................................................................................................................................................
3
MASSDOT GOALS.........................................................................................................................................................................
4
ORGANIZATION-WIDE PERFORMANCE DASHBOARD.....................................................................................................................
5
AERONAUTICS PERFORMANCE DASHBOARD.................................................................................................................................
6
AERONAUTICS – SAFETY...............................................................................................................................................................
7
AERONAUTICS – FISCAL RESPONSIBILITY.......................................................................................................................................
8
HIGHWAY PERFORMANCE DASHBOARD........................................................................................................................................
10
HIGHWAY – SAFETY.......................................................................................................................................................................
11
HIGHWAY – CUSTOMER SERVICE..................................................................................................................................................
15
HIGHWAY – EMPLOYEES...............................................................................................................................................................
16
HIGHWAY – FISCAL RESPONSIBILITY..............................................................................................................................................
17
HIGHWAY – INNOVATION.............................................................................................................................................................
22
RAIL & TRANSIT PERFORMANCE DASHBOARD..............................................................................................................................
23
RAIL & TRANSIT – CUSTOMER SERVICE.........................................................................................................................................
26
RAIL & TRANSIT – FISCAL RESPONSIBILITY.....................................................................................................................................
29
RAIL & TRANSIT – INNOVATION…………………………………………………………………………………………………………………………………………………....
30
RMV PERFORMANCE DASHBOARD...............................................................................................................................................
31
RMV – SAFETY..............................................................................................................................................................................
33
RMV – CUSTOMER SERVICE..........................................................................................................................................................
34
RMV – FISCAL RESPONSIBILITY......................................................................................................................................................
37
MASSDOT – EMPLOYEES...............................................................................................................................................................
38
2
December, 2012
Executive Highlights
Below is a summary of Division highlights contained in this report.
Aeronautics
Meeting or exceeding expectations across all measureable goals
• Airport inspections 100% completed
• Capital Fund Disbursements on schedule
Highway
Opportunities for improvement across all measurable goals
• Bridge health is nearly meeting expectations
• Structurally Deficient bridges close to target
• Data collection for customer service and safety is ongoing
MBTA/ Rail and Transit
Targeted improvement opportunities in customer service and fiscal responsibility
• On-time was achieved by the Red Line only, all others aren’t meeting expectations
• Escalator and elevator uptime meeting expectations
• Data collection for customer service, employees, and safety is ongoing
RMV
Additional improvement opportunities in customer service
• Branch and call center wait times have significantly improved but are not yet meeting expectations
• Road test wait times have substantially decreased, and are nearly meeting their target
• ALARS system upgrade is on schedule
NOTE: All Divisions are within expense budget goals
3
December, 2012
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 December 2012 unless otherwise noted
Performance Key

Meeting or exceeding
expectations
Aeronautics | Highway | Rail & Transit | RMV

Needs Improvement

Under development /
Data missing

Not meeting expectations
5
PERFORMANCE DASHBOARD
Aeronautics Division
Aeronautics sub-goals
Status
Trend
Measured
period
Current
Prior
Target this
period
Weight
Notes
Stable
Monthly
36
36
36
High
-
Under
development
Under
development
6/30/2013
Low
-
On-track
On-track
High
-
Monthly
-10%
Under
development
Expenses do not
exceed budget
High
Data Represents Q1 of State
Fiscal Year 2013
SFY
29.8%
5.6%
25.5%
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
Participate in "How Can I Help You Today?" and
"Performance Management Senior Staff" trainings
Stable

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
Aeronautics – Safety
December, 2012
Number of Public-Use Airports Inspected (YTD)
40
36
35
30
25
20
15
Target ≥ 36
10
5
0
July *
August
September
October
November
December
2012
7
December, 2012
Aeronautics – Fiscal Responsibility
Operating
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - November 2012 (FY 2013)
Actual
Budgeted
Variance
$212,646
$236,685
-$24,221
Capital
100%
90%
Airport Capital Budget Disbursement
Through December
80%
70%
60%
50%
29.8%
40%
30%
20%
10%
5.6%
0%
2012
2013
State Fiscal Year
8
PERFORMANCE DASHBOARD
Highway Division
Highway sub-goals
Safety
Status
Trend
Measured
period
Current
Prior
Target This
Period
Weight
Notes

Prevent the number of structurally deficient
bridges from exceeding 463
   
  
Improving
Monthly
464
466
≤ 463
High
Accellerated Bridge Program goal:
Reduce the number of SD bridges to 450
by 2016
Maintain at least a 81.98 system-wide bridge
health index*
   
  
Declining
Monthly
81.83
81.88
≥ 81.98
High
-
CY
Under
development
Under
development
Under
development
Medium
Currently reviewing data sets
FFY
Under
development
Under
development
Under
development
High
FY 2012 data will be available
in February
Improving
FFY
Under
development
Under
development
Under
development
High
FY 2012 data will be available
in February
Declining
Monthly
55%
63%
≥ 80%
High
-
Monthly
Under
development
Under
development
Project
benchmarks
Medium
2012 data will be available in
the February PMA report
Reduce average incident clearing times by 5%
from previous year (Min)
Ensure that 70% of pavement on the National Highway
System in good or excellent condition (IRI)
Customer service

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)
Ensure that at least 80% of construction projects
are completed on time
Develop a travel speed data collection pilot program on
I-93 to inform statewide congestion metrics
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
Not On-track
On-track
Project
benchmarks
Medium
-
Ensure that construction projects are on or under
budget upon fiscal completion

Improving
SFY
-$28,047,475
-$22,957,168
≤ $0 above
budget
High
-
Ensure that projects are trending on budget at
construction completion

Quarterly
Under
development
Under
development
>80%
High
-
Ensure that the time between advertisements and notice
to proceed does not exceed 120 days

Declining
FFY
139
128
≤ 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


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
-29%
Under
development
Expenses do not
exceed budget
High
Data represents Q1 of State
Fiscal Year 2013
Maintain forecasted cashflow for construction
projects (YTD)

Monthly
Under
development
Under
development
Under
development
Monthly
On-track
On-track
6/30/2013
High
-
Seasonally
Under
development
9,484
-5% from
previous year
Medium
-
Innovation

Incorporate "Accelerated Bridge Program" best
practices into all projects

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
Highway – Safety
500
# of Structurally Deficient Bridges
490
480
Target ≤ 463
470
460
Accelerated Bridge Program
goal: reduce the number of SD
Bridges to 450 by September,
2016
464
450
440
Bridge Health Index
Target: > 81.98
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.
Dec-12
Oct-12
Nov-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
Apr-12
Feb-12
Mar-12
Jan-12
Dec-11
Nov-11
Oct-11
Sep-11
Aug-11
Jul-11
Jun-11
May-11
81.83
Apr-11
100
90
80
70
60
50
40
30
20
10
0
Mar-11
December, 2012
11
December, 2012
Highway – Employees
12
Highway – Fiscal Responsibility
$30
$20
$10
Millions
December, 2012
Construction Projects On or Under Budget at Fiscal
Completion ( Additional Funds/Extra Work Orders )
86 Contracts
$21 Million
56 Contracts
$2 Million
18 Contracts
$613,000
$0
-$10
-$20
88 Contracts
$34 Million
87 Contracts
$23 Million
28 Contracts
$28 Million
A project is considered fiscally
complete when the final
paperwork and material
certification processes are
complete
-$30
-$40
174 contracts
143 contracts
43 contracts
2010
2011
2012 *
State Fiscal Year
Contracts Over Budget
Contracts Under Budget
* Data current as of 01/02/13
13
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%
20%
10%
0%
2009
2010
2011
Federal Fiscal Year
2012
2010
2011
2012
141
2009
128
Length of Time between
Advertisement and Notice to Proceed
0
-60
-80
124
-40
111
-20
Days
December, 2012
-100
-120
-140
-160
Target ≤ 120
Federal Fiscal Year
14
Highway – Fiscal Responsibility
December, 2012
Operating Expense Budget
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - November 2012 (FY 2013)
Actual
Budgeted
Variance
$104,526,858 $147,725,726
-$43,198,868
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
15
PERFORMANCE DASHBOARD
Rail and Transit Division
Rail & Transit sub-goals
Safety
Status
Trend
Measured
period
Current
Prior
Target this
period
Weight
Notes
Yearly
Data missing
Data missing
548
High
Data on graph is displayed
monthly
1617
Data missing
1810
High
Data represents YTD from
January 1st - October 24th

Reduce the number of year-to-date MBTA customer
injuries by at least 10% from the previous year

Reduce the YTD number of MBTA total crime
incidents from the previous year

Improving

Improving
Monthly
95.9%
94.0%
≥ 95%
High
-
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
-
Ensure that at least 95% of Blue Line trips run
on time
   
  
Improving
Monthly
94.3%
92.5%
≥ 95%
High
-
Ensure that at least 95% of Commuter Rail trips
run on time
   
  
Improving
Monthly
93.5%
88.4%
≥ 95%
High
Current data is one month
behind (Nov.)
Declining
Monthly
61%
72%
≥ 95% within 5
days
High
-
Monthly
Data missing
Data missing
9.4 Days
High
-
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)

Improving
Monthly
1.88
2.72
Decrease from
previous year
High
-
Reduce the percentage of MBTA call
abandonments from the previous year

Stable
Yearly
Data missing
Data missing
19%
High
-
Maintain at least a 99% level of MBTA
escalator availability

Improving
Monthly
99.4%
99.1%
≥ 99%
High
-
Maintain at least a 99% level of MBTA elevator

availability
Declining
Monthly
99.6%
99.7%
≥ 99%
High
-
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

16
PERFORMANCE DASHBOARD
Rail and Transit Division
Rail & Transit sub-goals
Employees
Status
Trend
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
Reduce the number of YTD assaults on
employees
Prior
Monthly
On-track
On-track
Yearly
Data missing
Data missing
Monthly
Data missing
Data missing
Monthly
-1.0%
Target this
period
Weight
Notes
High
-


542
Medium
Data on graph is displayed
monthly
5
High
-
Under
< -2% below budget
development
High
Data through November 2012
Data missing
Data missing
High
-
Monthly
Data missing
$20,225,393
Data missing
Low
-
Monthly
0%
Under
development
Expenses do not
exceed budget
High
Data represents YTD through
November 2012
Yearly (State
Fiscal Year)
83%
Under
development
>33.2%
High
-

Ensure actual MBTA operating budget is at
least 2% below projected operating budget
Ensure that MBTA construction projects are
completed on-budget
Ensure that non-fare revenues meet or exceed
budgeted amounts

Improving


Ensure that Rail and Transit Division's operating
expenses are at or below operating budget (YTD)

Ensure that Rail and Transit Division's State and Federal
award's approved funds

Innovation
Current

Participate in "How Can I Help You Today?" and
"Performance Management" trainings
Fiscal responsibility
Measured
period
Improving

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

17
60%
50%
50%
40%
40%
30%
30%
20%
20%
10%
10%
70%
50%
40%
40%
30%
30%
20%
20%
10%
10%
0%
0%
2011
October
2012
November December
Target ≥ 95%
July
August
September
2011
October
2012
89.8%
88.4%
92.5%
95.2%
95.5%
93.7%
93.6%
93.7%
80%
November December
Target ≥ 95%
2012
90%
50%
September
October
Commuter Rail On-Time Performance
100%
60%
August
September
2011
60%
July
August
Target ≥ 95%
MBTA Blue Line On-Time Performance
100%
July
87.6%
2012
November December
90.2%
2011
October
89.7%
September
88.4%
August
89.3%
July
70%
90.9%
0%
0%
80%
91.7%
70%
91.3%
80%
93.2%
90%
60%
90%
MBTA Orange Line On-Time Performance
100%
94.0%
95.2%
96.4%
96.6%
70%
94.2%
80%
94.7%
MBTA Red Line On-Time Performance
100%
90%
Rail and Transit – Customer Service
94.5%
December, 2012
November December
Target ≥ 95%
18
Rail and Transit – Customer Service
December, 2012
100%
Close 95% of MBTA Customer Inquiries within 5 Days
61.0%
40%
72.0%
50%
72.0%
60%
80.7%
70%
72.0%
80%
83.3%
90%
30%
20%
10%
0%
July
August
September
2011
October
2012
November December
Target ≥ 95%
19
Rail and Transit – Customer Service
99.4%
99.1%
98.9%
99.1%
80%
99.6%
90%
99.1%
MBTA Escalator Uptime
100%
70%
60%
50%
40%
30%
20%
10%
0%
July
August
September
2011
November December
Target ≥ 99%
2012
99.6%
99.7%
99.4%
98.9%
80%
99.3%
90%
October
MBTA Elevator Uptime
100%
98.9%
December, 2012
70%
60%
50%
40%
30%
20%
10%
0%
July
August
September
2011
October
2012
November December
Target ≥ 99%
20
Rail and Transit – Fiscal Responsibility
MBTA seasonally adjusted operating expense budget vs. YTD actual
July 2012 - November 2012 (FY 2013)
Actual
Budgeted
$552,186,710 $557,529,926
Variance
-$5,343,215
MBTA 2% Operating Expense Reduction Initiative
Year to Date
October
November December
-1.0%
-4%
-6%
Data currently unavailable
September
-2.2%
-2%
August
-1.2%
July
0%
-2.1%
December, 2012
-8%
-10%
2011
2012
Target ≥ -2%
21
December, 2012
Rail and Transit – Fiscal Responsibility
R&T seasonally adjusted operating expense budget vs. YTD actual*
July 2012 - September 2012 (FY 2013)
Actual
Variance
Budgeted
$104,810,832 $104,877,324
-$66,492
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
Funds Contracted
*Does not include the MBTA
22
December, 2012
Rail and Transit – Innovation
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)
23
PERFORMANCE DASHBOARD
Registry Division
Trend
Measured
period
Current
Prior
Target this
period
Weight
Notes
Improving
Yearly
487
495
446
High
"Current" period represents
July of 2012

Declining
Monthly
8,633
9,277
5,978
Low
-
Keep the statewide average branch wait time
below 15 minutes

Improving
Monthly
18.6
24.9
≤ 15 Minutes
High
Keep the statewide average call center wait
time below 10 minutes

Improving
Monthly
21.266 Min
24.23 Min
≤ 10 Minutes
High
RMV sub-goals
Status

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
Increase the number of online transactions to over the
previous year
   
  
Declining
Yearly
215,664
261,481
229,952
Medium
-
Keep the average wait for road tests below 28
days
   
  
Improving
Monthly
29
34
≤ 28 Days
Low
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
Yearly
Under
development
Under
development
759
Medium
-
Yearly
Under
development
Under
development
Decrease from
previous year
High
-
On-track
On-track
Reduce the number of customer complaints
from previous period


Increase the customer compliments from
previous year
Employees

Participate in "How Can I Help You Today?" and
"Performance Management Senior Staff" trainings
Fiscal responsibility

% that operating expenses are below operating
budget (YTD)

Monthly
15%
Under
development
Expenses do not
exceed budget
High
Data represents the Year to Date of
the current state fiscal year
Increase the number of RMV transactions conducted
through industry partners from the previous year

Monthly
Under
development
Under
development
Under
development
High
-
Install the new ALARS system

Monthly
On-track
On-track
Project
benchmarks
High
-
Innovation
Performance key

Meeting or exceeding
expectations
Aeronautics | Highway | Rail & Transit | RMV
Stable
Needs improvement
Not meeting expectations
Under development /
Data missing

24
RMV – Safety
Number of Vehicle Inspection Station Audits (YTD)
10,000
9,000
8,000
8,633
7,000
6,000
5,000
4,000
Target ≥ 5979
3,000
2,000
1,000
0
July
August
September
2011
700
October
2012
November December
Target
Junior Driver Vehicle Accidents (YTD)
600
500
487
487
495
449
398
535
584
558
524
200
600
300
537
400
494
December, 2012
100
0
25
RMV – Customer Service
26.2
26.6
27.2
26.8
25
Average Branch Wait Times
18.6
Minutes
20
Target ≤ 15 minutes
24.9
30
15
10
5
0
July
August
September
2011
30
November December
2012
24.2
27.8
25.2
21.3
15
Target ≤ 10 minutes
24.3
20
October
Call Center Wait Times
21.2
25
Minutes
December, 2012
10
5
0
July
August
September
2011
October
November
December
2012
26
RMV – Customer Service
Online vs. Branch Transactions
1,400
1,200
77%
71%
72%
77%
76%
24%
76%
24%
75%
75%
25%
25%
69%
31%
600
77%
78%
800
73%
1,000
23%
28%
23%
29%
0
23%
22%
200
27%
400
Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12
Online Transactions
Branch Transactions
Average Wait for Road Tests
40
Target ≤ 28 days
35
30
August
September
October
10
29.0
37.2
July
34.0
36.3
15
36.4
20
35.2
25
Days
Thousands
December, 2012
5
0
November
December
2012
27
RMV – Customer Service / Innovation
Transactions Completed at Automated Kiosks
1,200
759
400
478
523
600
753
746
800
877
1,000
200
0
July
August
September
2011
October
November
December
2012
Number of RMV Transactions Completed
by Industry Partners (1,904 partners in total)
160,000
140,000
August
September
20,000
110,477
40,000
124,056
60,000
117,285
80,000
127,135
100,000
134,851
120,000
111,708
December, 2012
0
July
October
November December
2012
28
December, 2012
RMV – Fiscal Responsibility
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - November 2012 (FY 2013)
Actual
Budgeted
Variance
$22,370,274
$26,232,912
-$3,862,638
29
MassDOT - Employees
December, 2012
"How Can I Help You Today?" Training
5,000
4,000
( Target : Train 5,000 employees by 6/30/2013)
3954
3,000
2,000
1,000
0
30