Performance Management
Accountability Meeting
Data as of October, 2012
Richard A. Davey,
Secretary & CEO
Office of Performance Management and Innovation
Celia J. Blue, Assistant Secretary
November 27, 2012
November, 2012
Table of Contents
EXECUTIVE SUMMARY..................................................................................................................................................................
3
MASSDOT GOALS.........................................................................................................................................................................
4
ORGANIZATION-WIDE PERFORMANCE DASHBOARD.....................................................................................................................
5
AERONAUTICS PERFORMANCE DASHBOARD.................................................................................................................................
6
AERONAUTICS – SAFETY...............................................................................................................................................................
7
AERONAUTICS – FISCAL RESPONSIBILITY.......................................................................................................................................
8
HIGHWAY PERFORMANCE DASHBOARD........................................................................................................................................
9
HIGHWAY – SAFETY.......................................................................................................................................................................
12
HIGHWAY – CUSTOMER SERVICE..................................................................................................................................................
14
HIGHWAY – EMPLOYEES...............................................................................................................................................................
15
HIGHWAY – FISCAL RESPONSIBILITY..............................................................................................................................................
16
HIGHWAY – INNOVATION.............................................................................................................................................................
19
RAIL & TRANSIT PERFORMANCE DASHBOARD..............................................................................................................................
20
RAIL & TRANSIT – SAFETY.............................................................................................................................................................
23
RAIL & TRANSIT – CUSTOMER SERVICE.........................................................................................................................................
24
RAIL & TRANSIT – EMPLOYEES......................................................................................................................................................
27
RAIL & TRANSIT – FISCAL RESPONSIBILITY.....................................................................................................................................
28
RAIL & TRANSIT – INNOVATION....................................................................................................................................................
30
RMV PERFORMANCE DASHBOARD...............................................................................................................................................
31
RMV – SAFETY..............................................................................................................................................................................
33
RMV – CUSTOMER SERVICE..........................................................................................................................................................
34
RMV – FISCAL RESPONSIBILITY......................................................................................................................................................
MASSDOT – EMPLOYEES...............................................................................................................................................................
2
37
38
November, 2012
Executive Summary
MassDOT is currently underway with its Strategic Planning “Refresh “process. The Office of Performance Management and Innovation has
been working with the Senior Leadership team to define an expanded set of goals, and metrics for Phase II of MassDOT’s Performance
Management development. We will continue our efforts to drive improvements in our data collection, analysis, and reporting.
As we build on the areas in which we are performing well, we will strive for improvement in areas that do not meet our expectations of
excellence. Through a process of continuous innovation and improvement we will move toward our vision of national leadership in results
driven management.
Below is a summary of Division highlights contained in this report.
• Aeronautics
Airport inspections are behind schedule but are projected to meet calendar year-end target.
• Highway
Bridge health is meeting expectations. IRI measure of pavement conditions exceeds target for FY2011. NHS roadway conditions for FY2011 did
not meet PSI expectations. On-time projects need improvement. On-budget projects have improved and are close to expectations.
• MBTA/ Rail and Transit
On-time performance improving on several lines. Other data not available.
• RMV
Junior Operator accidents data status changed to “Under Development” as it appears data collection process might be unreliable and needs
further review. Branch and call center wait times have improved but are not meeting expectations. Road test wait times have increased. ALARS
system upgrade is on schedule.
3
November, 2012
MassDOT Goals
Vision:
Leading the Nation in Transportation Excellence
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: (draft)
Safety – Work with unwavering commitment to the safety of the public and employees. Minimize risks and injuries
through thoughtful design, construction, oversight and employee empowerment.
Customer Service – Deliver superb service that both anticipates and responds to customer needs. Move vehicles
and people in ways that “give them their time back” by creating system wide efficiencies.
Employee Engagement – Maintain a working environment that is diverse, challenging and accommodating;
support and encourage employees using clear objectives. 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.
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 October 2012 unless otherwise noted
Goals
Safety

Customer service







Employees




Fiscal responsibility




Innovation




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
Monthly
26
22
30
High
Loss of staff delayed airport
inspections until May
Under
development
Under
development
6/30/2013
Low
-
On-track
On-track
High
-
Monthly
-34%
-50%
Expenses do not
exceed budget
High
Data Represents Q1 of State
Fiscal Year 2013
SFY
16.9%
Under
Development
90.0%
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
November, 2012
Aeronautics – Safety
Number of Public-Use Airports Inspected (YTD)
30
Target ≥ 30
26
25
20
15
10
5
0
May *
June
July
August
September
October
2012
*Staffing changes during the year resulted in airport inspections starting in May
7
November, 2012
Aeronautics – Fiscal Responsibility
Operating
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - September 2012 (FY 2013)
Actual
Budgeted
Variance
$92,000
$140,000
-$48,000
Capital
100%
90%
Airport Capital Budget Disbursement
Through October
80%
70%
60%
50%
40%
30%
20%
10%
0%
16.9%
Data
currently
unavailable
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

Improving
Monthly
463
466
≤ 463
High
Accellerated Bridge Program goal:
Reduce the number of SD bridges to 450
by 2016
Declining
Monthly
81.83
81.88
≥ 81.98
High
-
Improving
CY
35
30
33
Medium
Refers to i nci dents wi thi n Route
128
Declining
FFY
63.5%
66.6%
> 70%
High
Data displayed is from FY
2011

Prevent the number of structurally deficient
bridges from exceeding 463
Maintain at least a 81.98 system-wide bridge
health index*
   
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)

Improving
FFY
98.1%
95.2%
>90%
High
Data displayed is from FY
2011
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
Highway sub-goals
Employees
Status
Trend
Measured
period
Current
Prior
Target This
Period
Weight
Notes
Monthly
16
Data missing
10% less than
previous year
High
-
High
-

Reduce the number of workplace injuries by at
least 10% from the previous year

Participate in "How Can I Help You Today?" and
"Performance Management Senior Staff" training

Stable
Monthly
On-track
On-track
Develop an engineering fellowship program

Stable
Monthly
On-track
On-track
Project
benchmarks
Medium
-

Declining
SFY
-$3,851,173
-$21,315,647
≤ $0 above
budget
High
2012 data includes over $3M for
Additional Funds for Extra Work orders in
response to the Hurricaine
Improving
Quarterly
68%
63%
≥ 70%
High
-

Improving
FFY
132
139
≤ 120 days
Medium
-
Advertise at least 80% of projects that are planned

(STIP)
Improving
SFY
91.4%
81.0%
≥ 80%
High
-
Fiscal responsibility

Ensure that construction projects are on or under
budget upon fiscal completion
Ensure that projects are trending on budget at
construction completion
Ensure that the time between advertisements and notice
to proceed does not exceed 120 days
   
  
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
-42%
-57%
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
Project
benchmarks
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
Structurally Deficient Bridges
520
510
500
Target ≤ 463
490
480
470
Accelerated Bridge Program
goal: reduce the number of SD
Bridges to 450 by September,
2016
463
460
100
95
Oct-12
Sep-12
Aug-12
Jul-12
Jun-12
May-12
Apr-12
Mar-12
Feb-12
Jan-12
Dec-11
Nov-11
Oct-11
Sep-11
Aug-11
Jul-11
Jun-11
May-11
450
Apr-11
November, 2012
Bridge Health Index
(out of >5,000 bridges)
90
85
80
Target = 81.98
81.88
75
70
65
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.
60
2010 2010 2011 2011 2011 2011 2012 2012 2012 2012 2013
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
11
Highway – Safety
November, 2012
100%
Percent of NHS Roadways in Good or
Excellent Condition - PSI*
90%
80%
Target ≥ 70%
70%
60%
64%
30%
67%
40%
69%
50%
2009
2010
2011
20%
10%
0%
Federal Fiscal Year
12
Highway – Customer Service
95%
93%
2009
2011
Ensure that at least 70% of construction projects are completed on-time
CURRENT PERIOD
90%
80%
2010
Federal Fiscal Year
100%
92%
85%
80%
72% 72% 72%
70%
Target ≥ 70%
71%
69%
64%
81%
64%
60%
52%
46%
29 / 36 PROJECTS
33 / 39 PROJECTS
8 / 8 PROJECTS
5 / 7 PROJECTS
11 / 12 PROJECTS
13 / 25 PROJECTS
11 / 16 PROJECTS
41 / 51 PROJECTS
10%
37 / 58 PROJECTS
20%
7 / 11 PROJECTS
30%
23 / 32 PROJECTS
40%
44 / 61 PROJECTS
50%
16 / 35 PROJECTS
100%
98%
Percent of Interstate Pavement in Good or
Target ≥ 90%
Excellent Condition - IRI*
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
44 / 61 PROJECTS
November, 2012
0%
Q1
Q2
2010
State Fiscal Year
2011
2012
Q3
2013
Q4
13
November, 2012
Highway – Employees
Highway Engineering Fellowship Program
Timeline
0% Complete
50% Complete
100% Complete
11/1/2012
Highway
Engineer
Fellowship
Program
Established
6/13/2013
Program
Materials
Advertised
Applications
Available
Receive
Application
Packets
Interviews
Review Final
Candidates
Reviews/
Decisions
Offers Made
14
Highway – Fiscal Responsibility
November, 2012
Construction Projects On or Under Budget at Fiscal
Completion ( Additional Funds/Extra Work Orders )
$30
$20
86 Contracts
$21 Million
Millions
$10
15 Contracts
$5 Million
56 Contracts
$2 Million
$0
-$10
87 Contracts
$23 Million
88 Contracts
$34 Million
-$20
28 Contracts
$9 Million
-$30
174 contracts
-$40
143 contracts
43 contracts
2010
2011
2012
State Fiscal Year
Contracts Over Budget
Contracts Under Budget
Ensure that projects are trending on-budget at completion of construction
100%
90%
86%
CURRENT PERIOD
80%
74% 72%
68%
63%
60%
Target ≥ 70%
57%
53%
53%
52%
75%
73%
69%
70%
60%
*A project is considered fiscally
complete when the final
paperwork and material
certification processes are
complete
20 / 35 PROJECTS
26 / 36 PROJECTS
29 / 39 PROJECTS
3 / 8 PROJECTS
6 / 7 PROJECTS
38%
9 / 12 PROJECTS
17 / 25 PROJECTS
10 / 16 PROJECTS
37 / 51 PROJECTS
31 / 58 PROJECTS
10%
46 / 77 PROJECTS
20%
17 / 32 PROJECTS
30%
42 / 61 PROJECTS
40%
32 / 61 PROJECTS
50%
0%
Q1
Q2
2010
State Fiscal Year
2011
2012
Q3
2013
Q4
15
Highway – Fiscal Responsibility
Length of Time between
Advertisement and Notice to Proceed
2009
2010
2011
2012
0
141
-80
128
-60
124
-40
111
-20
Days
-100
-120
-140
Target ≤ 120
-160
Federal Fiscal Year
100%
Through 10/11/2012
Projects Planned (STIP) vs. Project Advertised
90%
Target ≥ 80%
50%
91%
60%
81%
70%
71%
80%
80%
November, 2012
40%
30%
20%
10%
0%
2009
2010
2011
Federal Fiscal Year
2012
16
November, 2012
Highway – Fiscal Responsibility
Operating Expense Budget
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - September 2012 (FY 2013)
Actual
Budgeted
Variance
$48,238,000
$84,295,000
-$35,158,000
Construction: Budgeted vs. Actual
2011
2012
State Fiscal Year
Budgeted
Actual
* Fiscal year 2013 data is YTD as of 10/24/12
$141
$645
$626
$594
$541
Millions
$859
Construction Budget Spent
$1,000
$900
$800
$700
$600
$500
$400
$300
$200
$100
$0
2013 *
17
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
487
-10% from
previous year
High
Data on graph is displayed
monthly
880
928
-
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

Declining
Monthly
96.4%
96.6%
≥ 95%
High
-
Improving
Monthly
91.7%
91.3%
≥ 95%
High
-
Improving
Monthly
95.5%
93.7%
≥ 95%
High
-
Improving
Monthly
90.2%
89.7%
≥ 95%
High
-
Improving
Monthly
Data missing
81%
≥ 95% within 5
days
Medium
-
Monthly
Data missing
4.2
Decrease from
previous year
Medium
-
Declining
Monthly
Data missing
2.57
Decrease from
previous year
Medium
-
Declining
Yearly
Data missing
27%
Decrease from
previous year
Medium
-
Declining
Monthly
98.9%
99.1%
≥ 99%
High
-
Improving
Monthly
99.4%
98.9%
≥ 99%
High
-
Monthly
Under
development
Under
development
Under
development
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
Ensure that at least 95% of Blue Line trips run
on time
Ensure that at least 95% of Commuter Rail trips
run on time
   

   
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
Maintain at least a 99% level of MBTA
escalator availability
  
   
  
Maintain at least a 99% level of MBTA elevator

availability
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

18
PERFORMANCE DASHBOARD
Rail and Transit Division
Rail & Transit sub-goals
Employees
Status
Trend
Measured
period
Current
Prior
On-track
On-track
Data missing
470
Data missing
4
Monthly
-2.2%
-1.2%
Target this
period
Weight
Notes
High
-
Medium
Data on graph is displayed
monthly
High
-
High
Data is one month offset
High
-

Participate in "How Can I Help You Today?" and
"Performance Management" trainings
- 10% from
previous year


Declining
Ensure actual MBTA operating budget is at
least 2% below projected operating budget

Improving
Ensure that MBTA construction projects are
completed on-budget

Yearly
Under
development
Under
development
Ensure that non-fare revenues meet or exceed
budgeted amounts

Monthly
Data missing
$9,942,122
Data missing
Medium
Data is one month offset
Ensure that Rail and Transit Division's operating
expenses are at or below operating budget (YTD)

Monthly
0%
0%
Expenses do not
exceed budget
High
Data is one month offset
Ensure that Rail and Transit Division's State and Federal
award's approved funds

Yearly (State
Fiscal Year)
62%
62%
No target this
period
High
No target this period
Under
development
Under
development
Project
Benchmarks
Medium
-
Under
development
Under
development
Project
Benchmarks
Medium
-
Under
development
Under
development
Project
Benchmarks
Low
-
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
Fiscal responsibility
Innovation
Declining

Stable
< -2% below budget

Install countdown clocks in MBTA stations
Pilot the Mobile ticketing on Commuter Rail
project
Re-develop MBTA Red line on-time performance
data in collaboration with MIT
Performance key
Yearly



Meeting or exceeding
expectations
Aeronautics | Highway | Rail & Transit | RMV
Needs improvement
Not meeting expectations
Under development /
Data missing

19
Rail and Transit – Customer Service
MBTA Red Line On-Time Performance
100%
96.4%
90%
80%
70%
MBTA Orange Line On-Time Performance
100%
90%
80%
70%
60%
60%
50%
50%
40%
40%
30%
30%
20%
20%
10%
10%
0%
91.7%
November, 2012
0%
May
June
2011
July
2012
August
September
May
80%
95.5%
90%
80%
60%
2012
August
60%
50%
40%
40%
30%
30%
20%
20%
10%
10%
September
Target ≥ 95%
70%
50%
0%
July
Commuter Rail On-Time Performance
100%
90%
70%
June
2011
Target ≥ 95%
MBTA Blue Line On-Time Performance
100%
April
90.2%
April
0%
April
May
June
2011
July
2012
August
September
Target ≥ 95%
April
May
June
2011
July
2012
August
September
Target ≥ 95%
20
Rail and Transit – Customer Service
November, 2012
10
Average Response Time to MBTA Customer Inquiries
9
8
7
Days
6
5
4
3
2
1
0
June
July
2011
August
September
October
2012
0
May
MBTA Customer Call Wait Times
3.5
3
Minutes
2.5
2
1.5
1
0.5
0
May
June
July
2011
August
September
October
2012
21
Rail and Transit – Customer Service
MBTA Escalator Uptime
100%
98.9%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
April
May
June
2011
July
2012
August
September
Target ≥ 99%
MBTA Elevator Uptime
100%
90%
99.4%
November, 2012
80%
70%
60%
50%
40%
30%
20%
10%
0%
April
May
June
2011
July
2012
August
September
Target ≥ 99%
22
November, 2012
Rail and Transit – Employees
Recordable MBTA Employee Injuries
Resulting in Lost Time (YTD)
500
450
400
350
300
250
200
150
100
50
0
431
470
332
May
June
July
2011
August
September
October
2012
Recordable MBTA Employee Injuries
Resulting in Lost Time
70
60
50
39
38
40
28
30
20
10
0
May
June
July
2011
August
September
October
2012
23
Rail and Transit – Fiscal Responsibility
MBTA seasonally adjusted operating expense budget vs. YTD actual
July 2012 - September 2012 (FY 2013)
Actual
Budgeted
Variance
$326,095,069 $333,419,427
-$7,324,358
MBTA 2% Operating Expense Reduction Initiative
Year to Date
September
-6%
-2.2%
-4%
October
Data currently unavailable
August
-1.2%
-2%
July
-2.1%
0%
June
-1.9%
May
-2.0%
November, 2012
-8%
-10%
2011
2012
Target ≥ -2%
24
November, 2012
Rail and Transit – Fiscal Responsibility
R&T seasonally adjusted operating expense budget vs. YTD actual*
July 2012 - September 2012 (FY 2013)
Actual
Budgeted
Variance
$104,792,000 $104,830,000
-$38,000
The majority of this budget is grants, subsidies, and contract assistance ($104,773,000)
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
25
November, 2012
Rail and Transit – Innovation
MBTA Countdown Sign Installation Timeline
8/15/2012
9/1/2012
9/20/2012
10/18/2012
10/25/2012
11/1/2012
11/15/2012
1/31/2013
1st Sign:
South Station
(Red Line)
Sign: Park
Street (Red
Line)
Sign:
Downtown
Crossing
(Red Line)
Sign:
Broadway
(Red Line)
Sign: Andrew
(Red Line)
Sign:
Kendall/MIT
Orange Line Sign Installation
(Except Terminals)
2/1/2013
3/1/2013
Red Line Sign
Installation
Resumes
Blue Line
Sign
Installation
Begins
Red Line Sign
Installation
Temporarily Ends
MBTA Mobile Ticketing Timeline
Early November 2012
Late November 2012
Early 2013
Mobile Ticketing App
Released to Stores
South Side Commuter
Rail/Boat Launch
North Side Launch (Single/10Ride Tickets Only)
All Lines Sell Single/10-Ride
Digital Tickets
Marketing Campaign Expands
to Every Route
Full Monthly Pass With
Charlie Capabilities Launches
(Approximate)
Marketing Campaign Begins
26
PERFORMANCE DASHBOARD
Registry Division
Status
Trend
Measured
period
Current
Prior
Target this
period
Weight
Notes
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

Improving
Yearly
Under
development
Under
development
Decrease from
previous year
High
Data represents accidents for
August 2012
Inspect each vehicle inspection station at least
three times per year

Declining
Monthly
7,139
7,587
Ins pect ea ch
s ta ti on 3X per yea r
Low
-
Keep the statewide average branch wait time
below 15 minutes

Improving
Monthly
26.2
26.6
≤ 15 Minutes
High
-
Keep the statewide average call center wait
time below 10 minutes

Improving
Monthly
25.18 Min
27.8 Min
≤ 10 Minutes
High
-
Increase the number of online transactions to over the
previous year

Improving
Yearly
372,694
329,472
Increase from
previous year
Medium
-
Keep the average wait for road tests below 28
days

Declining
Monthly
37
36
≤ 28 Days
Low
-
Yearly
Under
development
Under
development
759
Medium
-
Yearly
Under
development
Under
development
Decrease from
previous year
High
-
On-track
On-track
Monthly
-14%
-16%
Expenses do not
exceed budget
High
-
Monthly
Data missing
Data missing
134,851
High
-
Monthly
Under
Project
Under developmen
development
benchmarks
High
-
Needs improvement
Not meeting expectations
RMV sub-goals

Safety
Customer service

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)
Innovation


Increase the number of RMV transactions conducted
through industry partners from the previous year

Install the new ALARS system

Performance key
Meeting or exceeding
expectations
Aeronautics | Highway | Rail & Transit | RMV
Stable
Under development /
Data missing

27
November, 2012
RMV – Safety
8,000
Number of Vehicle Inspection Station Audits (YTD)
7,000
7,139
6,000
5,000
4,000
Target ≥ 4987
3,000
2,000
1,000
0
May
June
July
August
2011
2012
September
October
28
RMV – Customer Service
Minutes
27.2
26.8
Target ≤ 15 minutes
26.2
20
22.4
25
25.5
Average Branch Wait Times
26.6
30
15
10
5
0
May
June
July
2011
30
October
25.2
27.8
24.3
21.2
15
September
2012
Target ≤ 10 minutes
21.4
20
August
Call Center Wait Times
20.7
25
Minutes
November, 2012
10
5
0
May
June
July
2011
August
September
October
2012
29
RMV – Customer Service
Online vs. Branch Transactions
1,400
1,200
76%
24%
71%
75%
25%
72%
76%
24%
77%
75%
25%
69%
77%
73%
78%
22%
600
79%
71%
800
21%
1,000
Online Transactions
29%
28%
Branch Transactions
Average Wait for Road Tests
40
23%
31%
0
23%
200
27%
29%
400
Target ≤ 28 days
35
30
37.3
36.5
36.3
37.2
15
36.4
20
35.2
25
Days
Thousands
November, 2012
May
June
July
August
September
October
10
5
0
2012
30
RMV – Customer Service / Innovation
Transactions Completed at Automated Kiosks
1,200
752
748
655
600
746
800
877
899
1,000
400
200
0
May
June
July
August
2011
September
October
2012
Number of RMV Transactions Completed
by Industry Partners (1,904 partners in total)
140,000
120,000
June
July
129,435
May
116,537
40,000
126,258
60,000
110,962
80,000
116,241
100,000
123,249
November, 2012
20,000
0
August
September
October
2012
31
November, 2012
RMV – Fiscal Responsibility
Seasonally adjusted operating expense budget vs. YTD actual
July 2012 - September 2012 (FY 2013)
Actual
Budgeted
Variance
$12,725,000
$14,736,000
-$2,011,000
32
November, 2012
MassDOT - Employees
"How Can I Help You Today?" Training
5,000
4,000
( Target : Train 5,000 employees by 6/30/2013)
3,732
3,000
2,000
1,000
Performance Management Senior
Staff Trained (YTD)
0
90
77
80
70
60
50
40
30
20
10
5/7/12
5/6/12
5/5/12
5/4/12
5/3/12
5/2/12
5/1/12
4/30/12
4/29/12
4/28/12
4/27/12
4/26/12
4/25/12
4/24/12
4/23/12
4/22/12
4/21/12
4/20/12
0
33