Performance Management
Accountability Meeting
Data as of September, 2012
Richard A. Davey,
Secretary & CEO
Office of Performance Management and Innovation
Celia J. Blue, Assistant Secretary
October 31, 2012
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October, 2012
Table of Contents
EXECUTIVE SUMMARY..................................................................................................................................................................
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MASSDOT GOALS.........................................................................................................................................................................
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ORGANIZATION-WIDE PERFORMANCE DASHBOARD.....................................................................................................................
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AERONAUTICS PERFORMANCE DASHBOARD.................................................................................................................................
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AERONAUTICS – SAFETY...............................................................................................................................................................
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AERONAUTICS – FISCAL RESPONSIBILITY.......................................................................................................................................
9
HIGHWAY PERFORMANCE DASHBOARD........................................................................................................................................
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HIGHWAY – SAFETY.......................................................................................................................................................................
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HIGHWAY – CUSTOMER SERVICE..................................................................................................................................................
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HIGHWAY – EMPLOYEES...............................................................................................................................................................
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HIGHWAY – FISCAL RESPONSIBILITY..............................................................................................................................................
16
HIGHWAY – INNOVATION.............................................................................................................................................................
18
RAIL & TRANSIT PERFORMANCE DASHBOARD..............................................................................................................................
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RAIL & TRANSIT – SAFETY.............................................................................................................................................................
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RAIL & TRANSIT – CUSTOMER SERVICE.........................................................................................................................................
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RAIL & TRANSIT – EMPLOYEES......................................................................................................................................................
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RAIL & TRANSIT – FISCAL RESPONSIBILITY.....................................................................................................................................
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RAIL & TRANSIT – INNOVATION....................................................................................................................................................
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RMV PERFORMANCE DASHBOARD...............................................................................................................................................
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RMV – SAFETY..............................................................................................................................................................................
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RMV – CUSTOMER SERVICE..........................................................................................................................................................
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RMV – FISCAL RESPONSIBILITY......................................................................................................................................................
MASSDOT – EMPLOYEES.....................................................................................................................................................
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October, 2012
Executive Summary
MassDOT is now on the eve of its 3rd anniversary. 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 integrated transportation agencies and authorities
into a new, streamlined Massachusetts Department of Transportation. 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 Patrick-Murray Administration has set a goal to be a national leader in
government transparency, this Public Accountability Meeting is making progress towards realizing that goal.
The Office of Performance Management and Innovation (OPM & I) is chartered to expand performance management and innovative strategies
across all MassDOT divisions and departments. Monthly Performance Management Accountability Meetings are used to review data on
critical performance indicators. The quantitative and qualitative data 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 will create a greater ability to
monitor performance, manage operations, adopt best practices and resolve challenges within our transportation system. These efforts provide
a basis for more meaningful engagement to discuss and resolve transportation issues.
At MassDOT performance management is an ongoing, systematic approach to improving results using evidence-based decision making and
management for continuous organizational learning . We use this process to take actions to continuously improve the efficiency and
effectiveness of MassDOT services. Our managers focus on accountability for performance by:
• Establishing goals aligned with our core values
• Measuring outcomes-based results against goals
• Cascading goals and measures throughout the organization
• Linking goals and measures to key processes
• Collecting, analyzing, and reporting performance results to management and the public
At both the state and federal level, new performance management efforts are assisting policy makers in making more informed decisions.
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October, 2012
Executive Summary
As part of MassDOT’s Strategic Plan “Refresh” numerous metrics have been identified for all MassDOT divisions and many are “under
development”. Historical data is being accumulated and further review will determine goals and progress.
Below is a summary of Division highlights contained in this report.
Aeronautics
Airport inspections are behind schedule. The percentage of capital budget disbursement is down from last year.
Highway
Bridge health is good but requires attention to bring to expectations. Interstate roadway pavement condition is below expectations. On-time
projects need improvement. On-budget projects improving and meet expectations.
MBTA/ Rail and Transit
Customer injuries have improved from last year. The Red and Blue lines are meeting On-time expectation. The Orange line has improved but is
not yet meeting expectations. Commuter rail on-time performance does not meet expectations and is declining. Availability of Escalator and
elevator service is high but need improvement. Innovation projects (Countdown clocks, Mobile ticketing pilot, and Red line on-time
performance project) are all doing well.
Rail and Transit disbursement of funds is on schedule.
RMV
Junior Operator accidents are decreasing. Branch and call center wait times are not meeting expectations. Revenues are increasing. ALARS
system upgrade is on schedule.
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October, 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:
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 – Our employees make the Divisions work, every day. Maintain a working environment
that is diverse, challenging and accommodating; support and encourage employees using clear objectives.
Fiscal Responsibility – Invest and manage public funds and other resources wisely.
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 September 2012 unless otherwise noted
Performance Key

Meeting or exceeding
expectations

Needs Improvement

Under development

Not meeting expectations
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PERFORMANCE DASHBOARD
Aeronautics Division
Performance key
Meeting or exceeding
expectations
Needs improvement
Not meeting expectations

Under development
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October, 2012
Aeronautics – Safety
*Staffing changes during the year resulted in airport inspections starting in May
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October, 2012
Aeronautics – Fiscal Responsibility
SEASONALLY ADJUSTED OPERATING EXPENSE BUDGET VS YTD ACTUAL
JULY 2012 - AUGUST 2012 (FY 2013)
ACTUAL
BUDGETED
DIFFERENCE
$47,557
$94,820
-$47,263
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PERFORMANCE DASHBOARD
Highway Division
*Bridge Health Index (BHI): 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.
International Roughness Index (IRI): A standardized measurement used to estimate the roughness of the road.
Pavement Serviceability Index (PSI): An overall pavement condition indicator that encompasses pavement roughness and distress, including cracking, rutting, and raveling
Performance key
Meeting or exceeding
expectations
Needs improvement
Not meeting expectations
Under development

PERFORMANCE DASHBOARD
Highway Division
Highway sub-goals
Performance key
Meeting or exceeding
expectations
Status
Trend
Measured period
Needs improvement
Current
Prior
Not meeting expectations
Target
Notes
Under development
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
October, 2012
Highway – Safety
Accelerated Bridge Program
goal: reduce the number of SD
Bridges to 450 by September,
2016
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.
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Highway – Safety
Data Not Yet Available
October, 2012
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Q1
Q2
2010
2011
71%
State Fiscal Quarter
2012
Q3
46%
Data Currently Unavailable
16 / 35
PROJECTS
85%
29 / 36 PROJECTS
33 / 39 PROJECTS
Data Currently Unavailable
92%
8 / 8 PROJECTS
69%
5 / 7 PROJECTS
11 / 12 PROJECTS
80%
Data Currently Unavailable
11 / 16 PROJECTS
64%
41 / 51 PROJECTS
72% 72% 72% 64%
37 / 58 PROJECTS
7 / 11 PROJECTS
23 / 32 PROJECTS
44 / 61 PROJECTS
44 / 61 PROJECTS
October, 2012
Highway – Customer Service
Ensure that at least 70% of construction projects are completed on-time
100%
81%
*Q4
2013
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October, 2012
Highway – Employees
Highway Employee 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
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October, 2012
Highway – Fiscal Responsibility
SEASONALLY ADJUSTED OPERATING EXPENSE BUDGET VS YTD ACTUAL
JULY 2012 - AUGUST 2012 (FY 2013)
ACTUAL
BUDGETED
DIFFERENCE
$23,804,359
$55,929,482
-$32,125,124
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October, 2012
Highway – Fiscal Responsibility
*A project is considered fiscally closed-out when the final paperwork and material certification processes are complete
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October, 2012
Highway – Innovation
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PERFORMANCE DASHBOARD
Rail and Transit Division
Performance key
Meeting or exceeding
expectations
Needs improvement
Not meeting expectations

Under development
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PERFORMANCE DASHBOARD
Rail and Transit Division
Rail & Transit sub-goals
Performance key
Meeting or exceeding
expectations
Status
Trend
Measured period
Needs improvement
Current
Prior
Not meeting expectations
Target
Notes
Under development

October, 2012
Rail and Transit – Safety
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October, 2012
Rail and Transit – Customer Service
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October, 2012
Rail and Transit – Customer Service
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October, 2012
Rail and Transit – Customer Service
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Rail and Transit – Employees
70
Recordable MBTA Employee Injuries Resulting in Lost Time
60
50
40
38
30
20
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October, 2012
10
0
April
May
June
2011
July
August
September
2012
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Rail and Transit – Fiscal Responsibility
MBTA OPERATING EXPENSE BUDGET VS YTD ACTUAL
JULY 2012 - AUGUST 2012 (FY 2013)
ACTUAL
BUDGETED
DIFFERENCE
$223,281,822 $227,573,765
-$4,291,943
MBTA Budget
August
-4%
-5%
-1.2%
-3%
September
Data currently unavailable
July
-2.1%
-2%
June
-1.9%
-1%
May
-2.0%
April
0%
-1.8%
October, 2012
-6%
-7%
-8%
-9%
2011
2012
Target ≥ -2%
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October, 2012
Rail and Transit – Fiscal Responsibility
SEASONALLY ADJUSTED RAIL AND TRANSIT OPERATING EXPENSE BUDGET VS YTD ACTUAL*
JULY 2012 - AUGUST 2012 (FY 2013)
ACTUAL
BUDGETED
DIFFERENCE
$56,283,050
$56,311,132
-$28,082
The majority of this budget is grants, subsidies, and contract assistance ($56,273,304)
State and Federal Funds Distributed to Regional Transit
Authorities* (YTD)
$13,183,206
Federal
$6,098,752
$2,993,078
$13,600,000
State
$10,406,500
$10,396,336
Funds Approved
Funds Awarded
Funds Contracted
*Does not include the MBTA
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October, 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
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
11/15/2012
1/31/2013
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
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October, 2012
Rail and Transit – Innovation
MBTA Countdown Sign Installation Timeline
11/1/2012
11/30/2012
1/13
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
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October, 2012
Rail and Transit – Innovation
Challenges:
• Current heavy rail on-time performance data accounts only for line end-to-end
performance. As a result, performance data does not reflect accurate customer
wait times.
• Heavy rail performance data does not currently reflect other service
characteristics, including trip times and time-of-day variability.
Goal: Accurately capture passenger wait times, trip times, and time-of-day service
characteristics.
The graphs below are examples of ongoing research towards realizing this goal.
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PERFORMANCE DASHBOARD
Registry Division
Performance key
Meeting or exceeding
expectations
Needs improvement
Not meeting expectations
Under development

October, 2012
RMV – Safety
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October, 2012
RMV – Customer Service
33
October, 2012
RMV – Customer Service / Innovation
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October, 2012
RMV – Fiscal Responsibility
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October, 2012
MassDOT - Employees
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October, 2012
Questions/Feedback
FOR QUESTIONS OR FEEDBACK CONTACT:
CELIA J. BLUE - Assistant Secretary
Office of Performance Management and Innovation
(857) 368 - 8970
massdot.accountability@state.ma.us
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