Performance Management Accountability Meeting Data as of September, 2012

Transcription

1 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,

2 Table of Contents EXECUTIVE SUMMARY... 3 MASSDOT GOALS... 5 ORGANIZATION-WIDE PERFORMANCE DASHBOARD... 6 AERONAUTICS PERFORMANCE DASHBOARD... 7 AERONAUTICS SAFETY... 8 AERONAUTICS FISCAL RESPONSIBILITY... 9 HIGHWAY PERFORMANCE DASHBOARD HIGHWAY SAFETY HIGHWAY CUSTOMER SERVICE HIGHWAY EMPLOYEES HIGHWAY FISCAL RESPONSIBILITY HIGHWAY INNOVATION RAIL & TRANSIT PERFORMANCE DASHBOARD RAIL & TRANSIT SAFETY RAIL & TRANSIT CUSTOMER SERVICE RAIL & TRANSIT EMPLOYEES RAIL & TRANSIT FISCAL RESPONSIBILITY RAIL & TRANSIT INNOVATION RMV PERFORMANCE DASHBOARD RMV SAFETY RMV CUSTOMER SERVICE RMV FISCAL RESPONSIBILITY MASSDOT EMPLOYEES... 36

3 Executive Summary MassDOT is now on the eve of its 3 rd 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. 3

4 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. 4

5 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. 5

6 ORGANIZATION-WIDE PERFORMANCE DASHBOARD Data through September 2012 unless otherwise noted Performance Key Meeting or exceeding expectations Needs Improvement Under development Not meeting expectations 6

7 PERFORMANCE DASHBOARD Aeronautics Division Performance key Meeting or exceeding expectations Needs improvement Not meeting expectations Under development 7

8 Aeronautics Safety *Staffing changes during the year resulted in airport inspections starting in May 8

9 Aeronautics Fiscal Responsibility SEASONALLY ADJUSTED OPERATING EXPENSE BUDGET VS YTD ACTUAL JULY AUGUST 2012 (FY 2013) ACTUAL BUDGETED DIFFERENCE $47,557 $94,820 -$47,263 9

10 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

11 Highway sub-goals PERFORMANCE DASHBOARD Highway Division Status Trend Measured period Current Prior Target Notes Performance key Meeting or exceeding expectations Needs improvement Not meeting expectations Under development 11

12 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. 12

13 Highway Safety Data Not Yet Available 13

14 Highway Customer Service 80% 72% 72% 72% 64% 64% 69% 44 / 61 PROJECTS 44 / 61 PROJECTS Ensure that at least 70% of construction projects are completed on-time 23 / 32 PROJECTS 7 / 11 PROJECTS 37 / 58 PROJECTS 41 / 51 PROJECTS 11 / 16 PROJECTS Data Currently Unavailable 92% 71% 100% Q1 Q2 Q3 *Q4 State Fiscal Quarter 11 / 12 PROJECTS 5 / 7 PROJECTS / 8 PROJECTS Data Currently Unavailable 85% 33 / 39 PROJECTS 81% 29 / 36 PROJECTS 46% 16 / 35 PROJECTS Data Currently Unavailable 14

15 Highway Employees Highway Employee Fellowship Program Timeline 0% Complete 50% Complete 100% Complete 11/1/2012 6/13/2013 Highway Engineer Fellowship Program Established Program Materials Advertised Applications Available Receive Application Packets Interviews Offers Made Review Final Candidates Reviews/ Decisions 15

16 Highway Fiscal Responsibility SEASONALLY ADJUSTED OPERATING EXPENSE BUDGET VS YTD ACTUAL JULY AUGUST 2012 (FY 2013) ACTUAL BUDGETED DIFFERENCE $23,804,359 $55,929,482 -$32,125,124 16

17 Highway Fiscal Responsibility *A project is considered fiscally closed-out when the final paperwork and material certification processes are complete 17

18 Highway Innovation 18

19 PERFORMANCE DASHBOARD Rail and Transit Division Performance key Meeting or exceeding expectations Needs improvement Not meeting expectations Under development 19

20 PERFORMANCE DASHBOARD Rail and Transit Division Rail & Transit sub-goals Status Trend Measured period Current Prior Target Notes Performance key Meeting or exceeding expectations Needs improvement Not meeting expectations Under development

21 Rail and Transit Safety 21

22 Rail and Transit Customer Service 22

23 Rail and Transit Customer Service 23

24 Rail and Transit Customer Service 24

25 Rail and Transit Employees 70 Recordable MBTA Employee Injuries Resulting in Lost Time April May June July August September

26 Rail and Transit Fiscal Responsibility MBTA OPERATING EXPENSE BUDGET VS YTD ACTUAL JULY AUGUST 2012 (FY 2013) ACTUAL BUDGETED DIFFERENCE $223,281,822 $227,573,765 -$4,291,943 MBTA Budget 0% -1% -2% -3% -4% -5% -6% -7% -8% -9% April May June July August September -1.8% -2.0% -1.9% -2.1% -1.2% Data currently unavailable Target -2% 26

27 Rail and Transit Fiscal Responsibility SEASONALLY ADJUSTED RAIL AND TRANSIT OPERATING EXPENSE BUDGET VS YTD ACTUAL* JULY 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 27

28 Rail and Transit Innovation MBTA Countdown Sign Installation Timeline 8/15/2012 9/1/2012 9/20/ /18/ /25/ /1/ /15/2012 1/31/2013 2/1/2013 3/1/2013 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) Red Line Sign Installation Resumes Blue Line Sign Installation Begins Red Line Sign Installation Temporarily Ends 28

29 Rail and Transit Innovation MBTA Countdown Sign Installation Timeline 11/1/ /30/2012 1/13 Mobile Ticketing App Released to Stores North Side Launch (Single/10- Ride Tickets Only) Marketing Campaign Begins South Side Commuter Rail/Boat Launch All Lines Sell Single/10-Ride Digital Tickets Marketing Campaign Expands to Every Route Full Monthly Pass With Charlie Capabilities Launches (Approximate) 29

30 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. 30

31 PERFORMANCE DASHBOARD Registry Division Performance key Meeting or exceeding expectations Needs improvement Not meeting expectations Under development

32 RMV Safety 32

33 RMV Customer Service 33

34 RMV Customer Service / Innovation 34

35 RMV Fiscal Responsibility 35

36 MassDOT - Employees 36

37 Questions/Feedback FOR QUESTIONS OR FEEDBACK CONTACT: CELIA J. BLUE - Assistant Secretary Office of Performance Management and Innovation (857) massdot.accountability@state.ma.us 37