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Performance Management System

Quarterly ReportJuly 2018

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State of Maryland

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A Message From the Governor

“Our administration is committed to developing innovative solutions that deliver what Marylanders want – an affordable and reliable transportation system. By implementing

a comprehensive program of accountability and continual improvements, we will deliver a better transportation system for the citizens of Maryland.”

“This is another step our administration is taking to Change Maryland for the Better!”

– Larry Hogan, Governor

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Our Mission

The Maryland Department of Transportation and its Transportation Business Units proudly present the official mission statement.

MISSION STATEMENT“The Maryland Department of Transportation is a

customer-driven leader that delivers safe, sustainable,intelligent, and exceptional transportation solutions

in order to connect our customers to life’s opportunities.”

MISSION STATEMENT“The Maryland Department of Transportation is a

customer-driven leader that delivers safe, sustainable,intelligent, and exceptional transportation solutions

in order to connect our customers to life’s opportunities.”

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A Message From the Secretary

My Fellow Marylanders,

I am proud that the Maryland Department of Transportation Excellerator Performance Management System is in its third year. We have made great strides in developing and implementing performance measures, refining strategies and focusing on delivering results for our customers.

We have created more than 150 individual performance measures that touch every aspect of our business throughout the organization. Whether we are building and maintaining our roads and bridges, running safe and efficient bus and rail systems, operating an international port and airport or improving the vehicle and driver registration process for Marylanders, we stand strong in our commitment and responsibility to deliver the best transportation products and services for our customers.

Every quarter we review our progress and share our results online for public inspection and within the organization through a live stream of our quarterly review meeting. This allows all 10,271 MDOT employees the opportunity to see the impact of the work they do each day and how they contribute to running a safe and secure transportation system.

Most importantly, we are delivering results. As we respond faster to customer inquiries, become increasingly efficient in using our resources wisely and providing a stronger foundation for economic development for the State, we will continue to deliver exceptional customer service and create more value for those who live and travel throughout Maryland.

I invite you to continue to review our MDOT Excellerator program as we continue down the path of constant progress towards outstanding results.

Pete K. Rahn Secretary

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Message from Governor Larry Hogan .................................................................................................................................... ii

Maryland Department of Transportation Mission Statement ............................................................................................... iii

Message from Secretary Pete K. Rahn ................................................................................................................................... iv

Table of Contents .................................................................................................................................................................... v

Performance Measure Index ................................................................................................................................................. vi

Tangible Result 1: Provide Exceptional Customer Service ...................................................................................................... 1

Tangible Result 2: Use Resources Wisely .............................................................................................................................. 21

Tangible Result 3: Provide a Safe and Secure Transportation Infrastructure ........................................................................ 65

Tangible Result 4: Deliver Transportation Solutions and Services of Great Value ................................................................ 91

Tangible Result 5: Provide an Efficient, Well-Connected Transportation Experience ......................................................... 111

Tangible Result 6: Communicate Effectively With Our Customers ..................................................................................... 137

Tangible Result 7: Be Fair and Reasonable To Our Partners ............................................................................................... 165

Tangible Result 8: Be a Good Neighbor .............................................................................................................................. 183

Tangible Result 9: Be a Good Steward of Our Environment ............................................................................................... 193

Tangible Result 10: Facilitate Economic Opportunity in Maryland ..................................................................................... 219

Glossary .............................................................................................................................................................................. 256

Table of Contents

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Performance Measures Index

Tangible Results Frequency Driver

Tangible Result # 1: Provide Exceptional Customer Service Leslie Dews, MVA

1.1 Percent of Overall Customer Satisfaction Annually (Oct.) Sean Adgerson, MTA

1.2 Responsiveness to MDOT Customer Correspondence:

1.2a - Average Number of Days for Correspondence in the MDOT IQ System Quarterly Trey Hanna, MAA

1.2b - Percent of Customer Contact Responded to within 24 hours (One Business Day) Quarterly Richard Powers, MPA

1.3 Customer Satisfaction with Receiving Goods and Services

1.3a - Percent of Abandoned Calls at Call Centers Quarterly Darol Smith, MDTA

1.3b - Average Call Wait Times at Call Centers Quarterly Darol Smith, MDTA

1.3c - Level of Satisfaction with Resolving Call Inquiries at Call Centers Quarterly Darol Smith, MDTA

1.4 Customer Satisfaction with Interactions with MDOT Representatives Annually (Oct.) Sabrina Bass, TSO

1.5 Customer Satisfaction with Website Information and Navigation of the MDOT Websites

1.5a - Percent of Customers Who Felt MDOT Websites Met Their Needs Annually (April) Lindsey Franey, SHA

1.5b - Percent of Customers Who Felt that it was Easy to Find Desired Information on MDOT Websites Annually (April) Lindsey Franey, SHA

Tangible Result # 2: Use Resources Wisely Corey Stottlemyer, TSO

2.1 Percent Capital Dollars Spent as Programmed Quarterly Laurie Brown, MTA

2.2 Percent of Projects Leveraging Other Funding Sources Annually (Oct.) Tony Moore, MPA

2.3 Employee Engagement Annually Ellery Loomis, MVA

2.4 Employee Turnover Rate Quarterly Bret A. Dousharm, MDTA

2.5 Time to Fill Vacancies Quarterly Krystel Wilson, MAA

2.6 Percentage of Fixed Asset Units Identified or Accounted for During the Annual Physical Inventory of Fixed Assets Annually (Oct.) Dan Ruth, SHA

2.7 Managing Capital Assets

2.7a - Inventory of MDOT Assets Annually (Oct.) Dan Favarulo, TSO

2.7b - Pavement Condition Annually (July) Dan Favarulo, TSO

2.7c - Structure Condition Annually (July) Dan Favarulo, TSO

2.7d - Percent of Structurally Deficient Bridges on MDOT Network Annually (Oct.) Sejal Barot, SHA

2.7e - Overall Condition/Satisfaction with MDOT Road Network Annually (Oct.) Dan Favarulo, TSO

2.7f - Rating of Rail in “Good” Condition Annually (Oct.) Dan Favarulo, TSO

2.8 Percent of Procurements on Time and on Budget Annually (Oct.) Jessica Mettle, MDTA

2.9 Percent and Value of Unanticipated Contract Modifications Annually (Oct.) Pretam Harry, MVA

2.10 Relationship Between Procurement Competition and Cost Quarterly Scott Schell, MTA

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2.11 Number of Internal Audit Findings and Number of Repeat Internal Audit Findings Annually (Oct.) Patrick Bradley, MAA

2.12 Number of Legislative Repeat Audit Findings Annually (Jan.) Patrick Bradley, MAA

2.13 MDOT Fleet Vehicle On-Time Preventive Maintenance Quarterly Dave Sharpless, MDTA

Tangible Result # 3: Provide a Safe and Secure Transportation Infrastructure Sarah Clifford, MDTA

3.1 Number of Crimes Against Persons and Property Committed at MDOT Facilities Quarterly Bud Frank, TSO

3.2 Number of Traffic-Related Fatalities on All Roads Quarterly Kelly Melhem, MVA

3.3 Maryland Traffic-Related Fatality Rate (Highways) Annually (April) Kelly Melhem, MVA

3.4 Number of Traffic-Related Serious Injuries on all Roads Quarterly Kelly Melhem, MVA

3.5 Maryland Traffic-Related Serious Injury Rate (Highways) Annually (April) Kelly Melhem, MVA

3.6 Maryland Seat Belt Usage Rate Annually (Jan.) Gina Watson, MPA

3.7 Travelers Assisted by MDOT Quarterly Cedric Ward, SHA

3.8 Number of Employees Trained Under National Incident Management System (NIMS) Annually (Oct.) Bud Frank, TSO

3.9 Number of Employee Lost Work Days Due to Injuries

3.9a - Number of Employee Injuries Reported Quarterly Bernadette Bridges, MAA

3.9b - Number of Employee Lost Work Days Due to Injuries Quarterly Bernadette Bridges, MAA

3.9c - Incident Rate, Cost of Injuries and Predominant Injuries by Event Quarterly Troy Palmer, MDTA

3.10 Number of Customer Incidents at MDOT Facilities Quarterly Leah Visakowitz, MTA

Tangible Result # 4: Deliver Transportation Solutions and Services of Great Value Jason Ridgway, SHA

4.1 Percent of Estimated Project Budget as Compared to Final Project Award Annually (Oct.) Aviva Brown, MVA

4.2 Percent of Change for Finalized Contracts Annually (Oct.) Brian Miller, MPA

4.3 On-time Services and Solutions: Percent of Projects Completed by Original Contract Date Annually (Oct.) Bill Appold, TSO

4.4 Average Cost of Common Transportation Solutions and Services

4.4a - Minor Road Resurfacing Annually (July) Jim Harkness, MDTA

4.4b - Major Road Resurfacing Annually (July) Jim Harkness, MDTA

4.4c - Interstate Preservation Annually (July) Jim Harkness, MDTA

4.4d - Average Bridge Replacement Cost Annually (July) Jim Harkness, MDTA

4.4e - Average Bridge Redecking Cost Annually (July) Jim Harkness, MDTA

4.4f - Operating Cost Per Revenue Vehicle Mile Annually (Jan.) Ross Turlington, MTA

4.4g - Operating Cost Per Passenger Trip Annually (Jan.) Ross Turlington, MTA

4.4h - Passenger Trip Per Revenue Vehicle Mile Annually (Jan.) Ross Turlington, MTA

4.4i - Farebox Recovery Ratio Annually (Jan.) Ross Turlington, MTA

4.4j - Cost Per Transaction (MVA) Annually (Jan.) Shawn Ames, MAA

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Tangible Result # 5: Provide An Efficient, Well Connected Transportation Experience Phil Sullivan, MTA

5.1 Reliability of the Transportation Experience

5.1a - Percentage of Tolls Collected as Cash Quarterly Samuel Walters, MDTA

5.1b - Average Truck Turn Time per Container Transaction Annually (Jan.) Jeffrey Gutowski, MPA

5.1c - Average Wait Time (MVA) Quarterly Jeffrey Gutowski, MPA

5.1d - On-Time Performance (MTA & MAA) Quarterly Kokuei Chen, MTA

5.1e - Planning Time Index for Highway Travel Annually (April) Meredith Hill, SHA

5.2 Restoring Transportation Services

5.2a - Average Time to Restore Normal Operations After Disruptions Annually (April) Joseph Sagal, SHA

5.2b - Average Time to Restore Normal Operations After a Weather Event Annually (April) Joseph Sagal, SHA

5.3 Percent of Transportation Services and Products Provided Through Alternative Service Delivery (ASD) Methods

Semi-Annually (April & Oct.) Negash Assefa, MVA

5.4 Functionality of Real-Time Information Systems (RTIS)

5.4a - Percent of Functional Real-Time Information Systems Provided Annually (Jan.) Ralign Wells, MAA

5.4b - Customer Satisfaction with Helpfulness and Accuracy of Real-Time Systems Provided Annually (July) Ralign Wells, MAA

Tangible Result # 6: Communicate Effectively With Our Customers Diane Langhorne, TSO

6.1 Communicate Effectively Utilizing Social Media

6.1a - Social Reach Quarterly Katie Bennett, MDTA

6.1b - Social Engagement Quarterly Richard Scher, MPA

6.2 Satisfaction with Communication at Public Meetings Semi-Annually (Jan. & July) Juan Torrico, MTA

6.3 Communicate Effectively through News Releases

6.3a - Number of News Stories Generated from Major Releases Quarterly Jonathan Dean, MAA

6.3b - Earned Media Value of Print and Broadcast Coverage Generated by News Releases Quarterly Valerie Burnette Edgar, SHA

6.3c - Evaluate Tone of News Stories by Publications Generated from MDOT Releases Quarterly Valerie Burnette Edgar, SHA

6.4 News Customers Can Use – Proactive Media

6.4a - Telling the Story of MDOT – Proactive Media Quarterly Jonathan Dean, MAA

6.4b - Telling the Story of MDOT – Proactive Media Quarterly Jonathan Dean, MAA

6.4c - Telling the Story of MDOT – Proactive Media Quarterly Jonathan Dean, MAA

6.4d - Interactions with Proactive Posts on Social Media Quarterly Jonathan Dean, MAA

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Tangible Result # 7: Be Fair and Reasonable To Our Partners Wanda Dade, SHA

7.1 Percentage of Minority Business Enterprise (MBE) Participation Achieved by Each TBU Quarterly Angela Martin, MAA

7.2 Number and Percent of Contracts Awarded to MBE Firms as the Prime Contractor Quarterly Angela Martin, MAA

7.3 Percent of Payments Awarded to Small Business Reserve (SBR) Contracts Quarterly Trisha O’Neal, MPA

7.4 Percent of Veteran Owned Small Business Enterprise (VSBE) Participation Annually (Jan.) Cheryl Stambaugh, MVA

7.5 Level of Satisfaction of Our Business Partners Quarterly George Zurek, MDTA

7.6 Number and Percent of Invoices Properly Paid to Partners in Compliance with State Requirements Quarterly David Lynch, MTA

7.7 Number of MDOT Procurement Protests Filed and Percent of Protests Upheld by the Board of Contract Appeals Quarterly Mike Zimmerman, TSO

Tangible Result # 8: Be a Good Neighbor Anthony Crawford, SHA

8.1 Percent of MDOT Facilities that Meet or Exceed Our Neighbor’s Expectations Annually (July) Anthony Crawford, SHA

8.2 Percent of MDOT Facilities that are ADA Compliant Annually (April) Priya Iyer, MTATerri Whitehead, MVA

8.3 Property Damage Claims

8.3a - Number of Property Damage Claims Annually (Jan.) Jill Lemke, MPAMelissa Bogden, MDTA

8.3b - Percent of Customers Satisfied with How Their Property Claim was Handled Annually (Jan.) Jill Lemke, MPA

Melissa Bogden, MDTA

8.4 Number of Traffic Violations While Driving a State Vehicle Quarterly Dave Seman, TSO

8.5 Charity Campaign Participation Annually (July) Jill Lemke, MPA

Tangible Result # 9: Be a Good Steward of Our Environment Dorothy Morrison, TSO

9.1 Water Quality

9.1a - Water Quality Treatment to Protect and Restore the Chesapeake Bay Annually (Oct.) Sonal Ram, SHA

9.1b - Stormwater Cleanup – Street Sweeping and Inlet Cleaning Semi-Annually (Jan. & July) Mark Williams, MAA

9.1c - Bay Restoration Program Spending Quarterly Sandy Hertz, TSO

9.2 Land Pollution Prevention

9.2a - Office Waste Recycled Annually (April) Hargurpreet Singh, MVA

9.2b - Non-Office Waste Recycled Annually (April) Hargurpreet Singh, MVA

9.2c - Recycled/Reused Materials from Maintenance Activities and Construction/ Demolition Projects Annually (April) Chandra Chithaluru, MPA

9.3 Energy Management

9.3a - Energy: Miles Per Gallon Annually (April) Paul Truntich Jr., MDTA

9.3b - Energy: Total Gallons Consumed Annually (Oct.) Paul Truntich Jr., MDTA

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9.3c - Utility Electricity Use Quarterly Laura Rogers, TSO

9.3d - Renewable Energy Generation Quarterly Colleen Turner, TSO

9.4 Air Quality

9.4b - Air Quality Emissions Quarterly Colleen Turner, TSO

Tangible Result # 10: Facilitate Economic Opportunity in Maryland Jim Dwyer, MPA

10.1 Economic Return from Transportation Investment (Jobs Generated by Total Capital Program Construction Investments) Annually (Oct.) Karuna R. Pujara, SHA

10.2 Maryland’s Ranking in National Transportation Infrastructure Assessment Annually (Oct.) Karuna R. Pujara, SHA

10.3 Freight Mobility

10.3a - Freight Analysis Framework (FAF) Tonnage and Value of Freight Annually (April) Cole Greene, MTA

10.3b - Port of Baltimore International Cargo Market Share and Rankings Quarterly Cole Greene, MTA

10.3c - MPA Total General Cargo Tonnage including these Strategic Commodities: Containers, Autos, RoRo and Imported Forest Products Monthly Deborah Rogers, MVA

10.4 Number and Percentage of Bridges on the State-Owned System that are Weight-Posted Annually (April) Rafael Espinoza, MDTA

10.5 Change in Market Access due to Improvements in the Transportation Network Annually (Oct.) Corey Stottlemyer, TSO

10.6 Change in Productivity due to Improvements in the Transportation Network Annually (Oct.) Corey Stottlemyer, TSO

10.7 Total User Cost Savings

10.7a - Total User Cost Savings for the Traveling Public due to Congestion Management Annually (Jan.) Karuna R. Pujara, SHA

10.7b - Average Cost per Branch Customer due to Wait Time Annually (Jan.) Deborah Rogers, MVA

10.7c - Opportunity Cost Savings to Customer for ASD Usage Annually (Jan.) Deborah Rogers, MVA

10.8 Percent of VMT in Congested Conditions on Maryland Freeways and Arterials in the AM/PM Peak Hours Annually (Jan.) Karuna R. Pujara, SHA

10.9 Market Share

10.9a - Martin State Airport’s Regional Market Share Quarterly Jack Cahalan, MAA

10.9b - Percent of Nonstop Markets Served Relative to Benchmark Airports Quarterly Jack Cahalan, MAA

10.9c - Percent of Passengers and Departing Flights Relative to Benchmark Airports Quarterly Jack Cahalan, MAA

10.10 Percent of Roadway Access Permits Issued within 21 Days or Less Quarterly Glen Carter, TSO

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Every MDOT employee is responsible for delivering exceptional customer service by providing customers with respectful, timely and knowledgeable responses to all inquiries and interactions.

RESULT DRIVER:

Leslie Dews Motor Vehicle Administration (MVA)

Provide Exceptional Customer Service

TANGIBLE RESULT #1

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TANGIBLE RESULT DRIVER:Leslie Dews Motor Vehicle Administration (MVA)

PERFORMANCE MEASURE DRIVER:Sean Adgerson Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To track MDOT’s progress towards its mission of providing exceptional customer service.

FREQUENCY:Annually (in October)

DATA COLLECTION METHODOLOGY:Data is collected through a standardized survey of randomly selected Marylanders.

NATIONAL BENCHMARK:American Customer Service Index.

PERFORMANCE MEASURE 1.1Percent of Overall Customer SatisfactionMarylanders expect that MDOT delivers exceptional services and products. Measuring our percent of overall customer satisfaction is the best way to determine how we are doing in our effort to deliver exceptional customer service. It also identifies areas of strength and areas of opportunities or weaknesses that we need to address.

From June 10-July 31, 2017, a survey was conducted by the Schaefer Center for Public Policy at the University of Baltimore for the purpose of gauging the satisfaction with and opinions of MDOT services across the State. Almost 900 Marylanders over the age of 18 participated in the telephone survey.

The results of the survey revealed that 87 percent of Marylanders are satisfied with the services received from MDOT. As compared to the American Customer Service Index (ACSI), MDOT’s rating is equal to the highest ranked company of Chick-fil-a. This reflects MDOT’s commitment to improving the products and services it offers.

In addition to the overall customer satisfaction results, we were able obtain more information on the MDOT services that matter the most to Marylanders. Services such as providing a safe highway system and clearing of roadways during snow storms are key to MDOT’s customer satisfaction rating.

Chart 1.1.1: Overall MDOT Customer Satisfaction Rating CY2017


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MDOT

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Chart 1.1.1: Overall MDOT Customer Satisfaction Rating CY2017

Satisfied Very Satisfied

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PERFORMANCE MEASURE 1.2AResponsiveness to MDOT Customer Correspondence: Average Number of Days for Correspondence in the MDOT IQ SystemTimely response to customer correspondence communicates the importance MDOT places on addressing customer needs and demonstrates the organization’s commitment to exceptional customer service. Inquiries, service requests, ideas, and concerns conveyed in customer correspondence often identify opportunities to improve the overall customer experience and satisfaction with MDOT.

For the period of April 1, 2018 through June 30, 2018, MDOT crafted 1,115 responses to customer correspondence assigned by the Governor’s Office. The average number of days for MDOT response was 36 days compared to 59 days in Q1 2018. In comparison to the same period in the previous year, total volume increased by 547 letters and the average number of days for MDOT response increased by 21 days.

Several variables have a role in determining MDOT response time to customer correspondence. Factors such as legislative initiatives and other complexities can affect MDOT’s ability to respond in a timely manner. These variables tend to lengthen response times.

MDOT continues to explore ways to improve responsiveness to customer correspondence. In this quarter, MDOT reallocated personnel to reduce the backlog of letters and identify bottlenecks in the process and to reduce review and edit times. These changes have significantly reduced the average response times from the previous quarter.

Also, MDOT recently developed an online training module designed to improve knowledge of the correspondence guidelines for all users. This training combined with the upcoming annual correspondence meeting illustrates MDOT’s committment to enhancing management standards and best practices.



PERFORMANCE MEASURE DRIVER:Trey Hanna Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track responsiveness to customer inquiries.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT IQ system.

NATIONAL BENCHMARK:30 days (MDOT established benchmark).

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PERFORMANCE MEASURE 1.2AResponsiveness to MDOT Customer Correspondence: Average Number of Days for Correspondence in the MDOT IQ System

Chart 1.2A.1: Average Number of Days to Respond to Correspondence in MDOT IQ System by TBU CY2018


Chart 1.2A.2:Average Number of Days to Respond to Correspondence in MDOT IQ System by TBU CY2018

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PERFORMANCE MEASURE 1.2AResponsiveness to MDOT Customer Correspondence: Average Number of Days for Correspondence in the MDOT IQ System

Chart 1.2A.3: Average Number of Days to Respond to Correspondence in MDOT IQ System MDOT‐Wide CY2018


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Chart 1.2A.3: Average Number of Days to Respond to Correspondence in MDOT IQ System MDOT‐Wide CY 2018

Number of Correspondence MDOT‐Wide

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PERFORMANCE MEASURE DRIVER:Richard Powers Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To track the rate of the responsiveness to direct customer contact.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Database metrics provided by TBUs.

NATIONAL BENCHMARK:N/A

PERFORMANCE MEASURE 1.2BResponsiveness to MDOT Customer Correspondence: Percent of Customer Contact Responded to within 24 hours (One Business Day)MDOT customers interact directly with TBUs in many ways (e.g., phone, email, letters, social media, etc.) each with an accompanying set of expectations for response time. Regardless of the contact method, MDOT is committed to ensuring a rapid and accurate response to customer inquiries, requests and issues. As such, MDOT intends to respond to customers within one business day regardless of their method of communication.

The establishment of a standard of 24 hours/one business day for response to all customer contact and achieving that goal demonstrates to customers the organization’s commitment to exceptional customer service and ultimately ensure a workforce that is highly proficient in and knowledgeable about our business and truly focused on the needs of our customers.

The realization of this standard will be challenging given that TBUs currently use different systems for collecting and reporting and have varying standards for response to customer contact. It will, however, set the organization on a sustainable path of exceptional customer service.

Analysis of existing systems, policies and procedures has been ongoing so MDOT will ultimately have reportable data for all TBUs regarding our performance in responding to customer contact. For Q1 2018, MDOT was able to report on the performance of two TBUs (MDOT MVA and MDOT MTA) related to this measure. For Q2 2018, one additional TBU (MDTA) had reportable data. The charts below show MDOT performance in responding to customer contact within 24 hours related to phone calls, email/web contact and social media for January through June CY2018. For Q2 2018, 75 percent of telephone contacts, 59 percent of email/web contacts and 100 percent of social media contacts were responded to within 24 hours.

MDOT continues to work on both short-term and long-term solutions to develop a comprehensive approach for managing customer contact across all TBUs. MDOT continues to work to provide consistent, exceptional service to our customers in a manner that is responsive and timely. This work entails analysis of existing systems, policies and procedures and other barriers to the achievement of this measure.

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PERFORMANCE MEASURE 1.2BResponsiveness to MDOT Customer Correspondence: Percent of Customer Contact Responded to within 24 hours (One Business Day)

Chart 1.2B.1: Percent of Customer Telephone Contacts Responded to within 24 Hours (One Business Day) CY2018

Chart 1.2B.2: Percent of Customer Email/EWeb Contacts Responded to within 24 Hours (One Business Day) CY2018


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Chart 1.2B.1: Percent of Customer Telephone Contacts Responded to within 24 Hours (One Business Day) CY2018

MVA MTA MDTA* MDOT

*MDTA Data reflect E‐ZPass only.

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Chart 1.2B.2: Percent of Cusomer Email/EWeb Contacts Responded to within 24 Hours (One Business Day) CY2018

MVA MTA MDTA MDOT

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PERFORMANCE MEASURE 1.2BResponsiveness to MDOT Customer Correspondence: Percent of Customer Contact Responded to within 24 hours (One Business Day)

Chart 1.2B.3: Percent of Customer Social Media Contacts Responded to within 24 Hours (One Business Day) CY2018


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Chart 1.2B.3: Percent of Cusomer Social Media Contacts Responded to within 24 Hours (One Business Day) CY2018

MVA MTA MDTA

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PERFORMANCE MEASURE DRIVER:Darol Smith Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To identify the percentage of customers not connecting or speaking with call centers resulting from not receiving goods or services from MDOT.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Database metrics provided by TBUs. Calculated formula abandoned calls divided by total inbound calls in percent.

NATIONAL BENCHMARK:Seven percent average sampled industry leader (no national industry standard available).

PERFORMANCE MEASURE 1.3ACustomer Satisfaction with Receiving Goods and Services: Percent of Abandoned Calls at Call CentersReducing the rate of abandoned calls to MDOT call centers will ensure that more customers reach MDOT to address their needs. The longer the time customers must wait before being connected to a call center agent, the higher the abandon rate. The inability of customers to connect with MDOT representatives negatively impacts their level of satisfaction with the goods and services received from the organization.

As shown in Chart 1.3A.1, the abandonment rate for Q1 CY2018 was 7 percent and 6 percent for the period of April 1 – June 30, 2018. MDOT continues to maintain a positive trend in the call abandonment rate. Current performance rate of 6 percent is lower than the benchmark of 7 percent. Moreover, in comparison to previous years, CY2018 average abandonment rate of 6 percent was a substantial improvement in comparison to CY2016 with an abandonment rate of 12 percent.

Targeted process improvements and other changes are influencing the positive results at individual TBU call center operations. Changes implemented to enhance the performance of MDOT call center operations include:

• Conducting biweekly meetings with call center representatives across all TBUs;

• Continuing triage process to reduce call wait times;

• Revamping Interactive Voice Response (IVRs) so that customers can reach agents or conduct phone transactions more rapidly; and

• Expanding hours.

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PERFORMANCE MEASURE 1.3ACustomer Satisfaction with Receiving Goods and Services: Percent of Abandoned Calls at Call Centers

Chart 1.3A.1: Percent Abandoned Calls at MDOT Call Centers in Q2 CY2015‐CY2018

Chart 1.3A.2: MDOT Percent of Abandoned Calls at Call Centers vs. Call Center Volume in Q2 CY2015‐CY2018

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Chart 1.3A.1: Percent Abandoned Calls at MDOT Call Centers in Q2 CY2015‐CY2018

MVA MDTA MTA Standard (7%) MDOT

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Chart 1.3A.2: MDOT Percent of Abandoned Calls at Call Centers vs. Call Center Volume in Q2 CY2015-CY2018

MDOT Standard (7%) Trend

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PURPOSE OF MEASURE:To collect and evaluate the time it takes the average customer to wait before speaking with the call center.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Database metrics provided by TBUs. Average amount of time caller waits.

NATIONAL BENCHMARK:60 seconds average sampled industry leaders (no national industry standards available).

PERFORMANCE MEASURE 1.3BCustomer Satisfaction with Receiving Goods and Services: Average Call Wait Times at Call CentersProviding consistent and responsive service to our customers is a top priority for the organization. Reducing the time it takes for customers to reach MDOT call center representatives ensures customer needs are addressed more rapidly and increases their satisfaction with the support and overall customer service provided by MDOT. It can also identify areas of opportunity for improvement in call center operations.

For CY2017, Chart 1.3B.1 shows that the average call wait time was 1:24 compared to 3:23 in CY2016. The current performance result of 1:30 for Q2 2018 remains higher than the benchmark of 60 seconds, however, it was favorable to the 1:42 results for Q1 2018. MDOT collectively continues a positive performance trend in this critical measure of customer service.

As previously mentioned, targeted process improvements such as collaboration across TBU call centers, staff augmentation, adoption of best practices and other operational and technology changes are influencing the positive direction for MDOT call center operations.

12


PERFORMANCE MEASURE 1.3BCustomer Satisfaction with Receiving Goods and Services: Average Call Wait Times at Call Centers

Chart 1.3B.1: Average Call Wait Times at MDOT Call Centers in Q2 CY2015‐CY2018

Chart 1.3B.2: Average Call Wait Times at MDOT Call Centers MDOT‐Wide in Q2 CY2015‐CY2018

2:53

1:052:20 2:41

1:08

11:34

0:43

0:34

2:01 1:08

1:40

1:162:00

4:35

1:341:30

0:00

2:24

4:48

7:12

9:36

12:00

14:24

Q2 Q2 Q2 Q2

CY2015 CY2016 CY2017 CY2018

Call Wait T

ime in M

inutes

Quarter/Year

Chart 1.3B.1: Average Call Wait Times at MDOT Call Centers in Q2 CY2015‐CY2018

MVA MDTA MTA MDOT Standard (1 minute)

2:00

4:35

1:34 1:30

0:00

1:12

2:24

3:36

4:48

6:00

Q2 Q2 Q2 Q2

CY2015 CY2016 CY2017 CY2018

Call Wait T

ime in M

inutes

Quarter/Year

Chart 1.3B.2: Average Call Wait Times at MDOT Call Centers MDOT‐Wide in Q2 CY2015‐CY2018

MDOT Standard (1 minute) Trend

13




PURPOSE OF MEASURE:To assess customer satisfaction with call centers in resolving call inquiries.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Phone survey of call center customers.

NATIONAL BENCHMARK:82 percent average sampled industry leaders (no national industry standard available).

PERFORMANCE MEASURE 1.3CCustomer Satisfaction with Receiving Goods and Services: Level of Satisfaction with Resolving Call Inquiries at Call CentersThe level of satisfaction with resolving call inquiries is an indicator of whether MDOT is meeting customers’ expectations. MVA is currently the only call center that has a data collection mechanism in place for this performance measure.

As shown in Chart 1.3C.1, for CY2017, MVA achieved 89 percent, 87 percent in Q1 2018 and 86 percent in Q2 2018 average level of satisfaction with resolving call inquiries which is favorable to the benchmark of 82 percent. This data continues to trend positive to prior TBU achievement levels that are better than the benchmark in place today. Q2 2018 result of 86 percent is below the past three years percentages and does take seasonality into consideration.

As mentioned previously, focus on process improvement and other changes are influencing the positive results at MDOT call centers. We continue to work on a mechanism to capture customer satisfaction for all TBU call centers. Changes to the MVA call center to enhance customer service and performance include consolidating call center operations, expanding hours and implementing a call triage process to reduce call wait times.

14


PERFORMANCE MEASURE 1.3CCustomer Satisfaction with Receiving Goods and Services: Level of Satisfaction with Resolving Call Inquiries at Call Centers

Chart 1.3C.1: Level of Satisfaction with Resolving MVA Call Inquiries in Q2 CY2015‐CY2018

87%

89% 89%

86%

70%

80%

90%

Q2 Q2 Q2 Q2

CY2015 CY2016 CY2017 CY2018

Percen

t of M

VA

Custom

ers S

atisfied

Quarter/Year

Chart 1.3C.1: Level of Satisfaction with Resolving MVA Call Inquiries in Q2 CY2015‐CY2018

Level of Satisfaction Standard (82%)

15



PERFORMANCE MEASURE DRIVER:Sabrina Bass The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To better determine how satisfied MDOT customers are when interacting with MDOT representatives.


DATA COLLECTION METHODOLOGY:Data was collected through a survey conducted by the University of Baltimore utilizing a telephone survey.

NATIONAL BENCHMARK:Best in Nation -87 percent.

PERFORMANCE MEASURE 1.4Customer Satisfaction with Interactions with MDOT RepresentativesEnsuring that every customer contacting MDOT has access to knowledgeable, professional and courteous MDOT representatives improves overall customer experience and builds trust in the organization and its products and services.

As reported, the Schaefer Center for Public Policy at the University of Baltimore conducted a survey to gauge the satisfaction with and opinions of MDOT services across the State. Chart 1.4.1 shows that 80 percent of respondents believed MDOT personnel provided friendly and courteous service, 85 percent rated the thoroughness and accuracy of information provided by MDOT representatives as good or excellent and 74 percent of respondents who contacted MDOT by phone were satisfied or very satisfied with their experience. The survey, however, revealed the need for improvement in the timeliness in our services with 67 percent of respondents rating the speed of service provided as good or excellent. Best in Nation benchmark is 87 percent.

MDOT continues to implement strategies to improve customer service. Each TBU has a customer service plan that includes mandatory customer service training for all employees, which aligns with the Governor’s statewide customer service initiative. The results will be used to enhance training and improve customer service provided by MDOT representatives.

16


PERFORMANCE MEASURE 1.4Customer Satisfaction with Interactions with MDOT Representatives

Chart 1.4.1: Customer Satisfaction with MDOT Representatives CY2017

41%

42%

42%

44%

87%

26%

32%

38%

41%

0% 20% 40% 60% 80% 100%

Timeliness or Speed of the Service Provided

Satisfaction with Phone Contact

Friendliness or Courteousness of Staff

Thoroughness and Accuracy of Information or Service

Best in Nation

Customer Satisfaction

Reason

for S

atisfactio

n

Chart 1.4.1: Customer Satisfaction with MDOT Representatives CY2017

Good Excellent

17



PERFORMANCE MEASURE DRIVER:Lindsey Franey State Highway Administration (SHA)

PURPOSE OF MEASURE:To show how satisfied MDOT customers are when interacting with the website and usefulness of the information.

FREQUENCY:Annually (in April)

DATA COLLECTION METHODOLOGY:On-line Survey

NATIONAL BENCHMARK:ACSI e business report average of highest annual scores for social media, portal/search engine and news/opinion websites.

PERFORMANCE MEASURE 1.5APercent of Customers Who Felt MDOT Websites Met Their NeedsCustomers expect 21st century interactions with MDOT. Improving the quality of MDOT websites ensures customers have access to information, can request services and process transactions at their convenience. This further enhances the level of customer service provided by the organization.

For CY2017, an MDOT survey was placed on each TBU website to gather feedback from customers regarding their satisfaction with MDOT websites. Results from the survey revealed that customer satisfaction levels related to MDOT websites meeting their needs ranged from 30.5 percent to 61.5 percent. Compared to the ACSI benchmark of 74.3 percent favorability, there is opportunity for improvement.

To ensure continuous improvement representatives from each TBU met to discuss survey results and to develop strategies to ensure MDOT websites meet the needs of customers. The working team has reviewed survey data and implemented survey modifications to obtain more precise data and better mirror the ACSI benchmark. CY2017 survey results indicated that MDOT websites were difficult to navigate, not mobile device friendly, and that it was difficult to locate basic information such as contact information or hours of operations. Customers also expressed concerns about technical jargon, difficulty finding job notices and expressed that TBU websites are in general not user friendly. Each TBU is making strides to improve their websites, including adding functionality for mobile devices.

18


PERFORMANCE MEASURE 1.5APercent of Customers Who Felt MDOT Websites Met Their Needs

Chart 1.5A.1: Percent of Customers Who Felt MDOT Websites Met Their Needs CY2017

34%31%

34%37%

62%

46%

40%

74%

0%

10%

20%

30%

40%

50%

60%

70%

80%

SHA MVA MTA MDTA MAA MPA MDOT Wide ACSI Benchmark

Percen

t

TBU

Chart 1.5A.1: Percent of Customers Who Felt MDOT Websites Met their Needs CY2017

SHA MVA MTA MDTA MAA MPA MDOT Wide ACSI Benchmark

19



PERFORMANCE MEASURE DRIVER:Lindsey Franey State Highway Administration (SHA)

PURPOSE OF MEASURE:To show how satisfied MDOT customers are when interacting with the website and usefulness of the information.


DATA COLLECTION METHODOLOGY:On-line Survey

NATIONAL BENCHMARK:ACSI e business report average of highest annual scores for social media, portal/search engine and news/opinion websites with specifics on ease of use, ease of navigation and site performance.

PERFORMANCE MEASURE 1.5BPercent of Customers Who Felt that it was Easy to Find Desired Information on MDOT WebsitesMDOT’s considerable online presence enables customers to report and obtain information on our goods and services as well as process transactions. The quality of our websites is a key component in providing exceptional customer service. To improve customer satisfaction, websites must be structured, and information presented, in a way to ensure the ease of navigation for customers to find what they want quickly.

Results of the CY2017 survey reveal that the percent of MDOT customers who felt that it was easy to find the information they were looking for on MDOT websites ranged from 31 percent to 60.9 percent. Compared to the ACSI benchmark of 77 percent, MDOT websites require considerable improvement to ensure customers can easily retrieve desired information.

As mentioned previously, representatives from each TBU are working together to address survey feedback from customers and the identification of strategies to improve our websites, with focus on those issues the survey identified such as the challenges with navigation and finding basic information concerning MDOT operations. Recommendations for improvement from the working team will be shared across TBUs to ensure continuous improvement in MDOT websites.

20


PERFORMANCE MEASURE 1.5BPercent of Customers Who Felt that it was Easy to Find Desired Information on MDOT Websites

Chart 1.5B.1: Percent of Customers Who Felt that it was Easy to Find Desired Information on MDOTWebsites CY2017

31%38%

58%

39%

61%

46% 45%

77%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

SHA MVA MTA MDTA MAA MPA MDOT Wide ACSI Bench

Percen

t

TBU

Chart 1.5B.1: Percent of Customers Who Felt that it was Easy to Find Desired Information on MDOT Websites CY2017

SHA MVA MTA MDTA MAA MPA MDOT Wide ACSI Bench

21

MDOT receives resources from our customers and they expect products and services in return. To better serve our customers, MDOT must maximize the value of every dollar we spend.

RESULT DRIVER:

Corey Stottlemyer The Secretary’s Office (TSO)

Use Resources Wisely

TANGIBLE RESULT #2

22

TANGIBLE RESULT DRIVER:Corey Stottlemyer The Secretary’s Office (TSO)

PERFORMANCE MEASURE DRIVER:Laurie Brown Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To track the efficiency of capital spending.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Track capital project spending versus the Consolidated Transportation Plan programmed funds.


PERFORMANCE MEASURE 2.1Percent Capital Dollars Spent as Programmed“What we need to do is paint a vision for customers, promise them deliverables, and go hit at it.” ― Sanjay Kumar

The purpose of this measure is to show MDOT’s customers that MDOT is delivering on the capital projects and funding programmed in the annual Consolidated Transportation Program (CTP). MDOT evaluates this measure by tracking capital funding expenditure rates and monitoring the reasons why expenditure levels are falling short or exceeding CTP programmed amounts.

At the close of FY2018 Q3, MDOT’s capital program spending rate was at 59 percent of CTP forecasted funds expended, which is 3 percent lower than this time last year.


23


PERFORMANCE MEASURE 2.1Percent Capital Dollars Spent as Programmed

Chart 2.1.1: 6‐Year Expenditure Rate Analysis, (Federal & State) FY2013‐FY2018

Chart 2.1.2: 3‐Year Expenditure Rate By TBU at Q3 Mark, State/Federal/Toll FY2016‐FY2018

17%

38%

60%

95%

15%

39%

59%

93%

18%

40%

58%

86%

13%

35%

51%

83%

18%

40%

62%

91%

18%

40%

59%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q1 Q2 Q3 Q4

Percen

t of C

TP Forecasted Expen

ded

Quarter

Chart 2.1.1: 6‐Year Expenditure Rate Analysis, (Federal & State) FY2013‐FY2018

FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

75%

44%

21%

43%

60%

65%

98%

47%

72%

121%

52%

34%

61%

49%

82%

31%

73%

71%

43%

26%

63%

60%

85%

40%

0% 20% 40% 60% 80% 100% 120% 140%

MAA

MPA

MTA

MVA

SHA

TSO

WMATA

MDTA

Percent of CTP Forecasted Expended

Chart 2.1.2: 3‐Year Expenditure Rate By TBU at Q3 Mark, State/FedeRal/Toll FY2016‐FY2018

2018 2017 2016

24



PERFORMANCE MEASURE DRIVER:Tony Moore Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To track other sources of dollars utilized to fund capital projects as an indicator of MDOT’s success at leveraging its finite resources.


DATA COLLECTION METHODOLOGY:This measure tracks county/local contributions, private contributions, and federal discretionary funding received each year towards projects.


PERFORMANCE MEASURE 2.2Percent of Projects Leveraging Other Funding Sources“When we leverage, we aggregate and organize existing resources to achieve success.” ― Richie Norton

The purpose of this measure is to track and highlight successes at leveraging Transportation Trust Fund (TTF) dollars with federal, local, and private dollars.

MDOT leveraged $117M in other funding in FY2016. This represents roughly 5 percent of the total FY2017 capital program expended. Most of this funding was leveraged by SHA through private contributions, MTA through Purple Line enabling projects, as well as TSO through the award of discretionary funding for the Maglev project.

Of the $117M in other funding leveraged in FY2016, $51M was received from successfully competing for discretionary federal funding. Another $34M was leveraged from private contributions towards roadway improvements on SHA right-of-way. This is down from $74M in FY2015. In addition, there was another $32M in local/county contributions in the form of funding or enabling projects.

25


PERFORMANCE MEASURE 2.2Percent of Projects Leveraging Other Funding Sources

Chart 2.2.1: Other Funding Leveraged by TBU FY2015‐FY2016

Chart 2.2.2: Amount of Other Funding Leveraged By Source FY2015‐FY2016

$34,749,000

$87,708,372

$38,511,698

$36,497,000

$25,818,000

$500,000

$677,900

$11,350,038

$15,481,902

$2,279,425

$1,986,500

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

FY2015 FY2016

Fund

ing

Year

Chart 2.2.1: Other Funding Leveraged by TBU FY2015-FY2016

TSO SHA MTA MVA MAA MPA

$38,645,000

$74,859,797

$24,830,038

$31,796,000 $34,172,198

$51,256,802

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

County/Local Contributions Private Contributions Discretionary Federal Funds

Amou

nt

Source

Chart 2.2.2: Amount of Other Funding Leveraged By Source FY2015-FY2016

FY2015 FY2016

$38,645,000

$74,859,797

$24,830,038

$31,796,000 $34,172,198

$51,256,802

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

County/Local Contributions Private Contributions Discretionary Federal Funds

Amou

nt

Source

Chart 2.2.2: Amount of Other Funding Leveraged By Source FY2015-FY2016

FY2015 FY2016

26


PERFORMANCE MEASURE DRIVER:Ellery Loomis Maryland Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track the commitment of our employees in furthering MDOT’s reputation, mission and interests by identifying key motivators and obstacles in the workplace.

FREQUENCY:Annually

DATA COLLECTION METHODOLOGY:MDOT employee feedback survey administered to all employees.

NATIONAL BENCHMARK:*GALLUP 2015 national engagement percentages:

32 percent engaged employees

50.8 percent not engaged

17.2 percent actively disengaged

PERFORMANCE MEASURE 2.3Employee EngagementThere are only three measurements that tell you nearly everything you need to know about your organization’s overall performance: employee engagement, customer satisfaction, and cash flow.” ― Jack Welch

Engagement accounts for the emotional commitment an employee has for MDOT and the amount of discretionary effort the employee expends on behalf of MDOT. Engaged employees go beyond what they “have to do” to what they “want to do” for MDOT and its customers.

MDOT completed its first ever department-wide Employee Feedback Survey that eliminated redundant efforts and minimized expense by combining talent and resources, ensured a systematic and consistent approach to employee engagement across all TBUs, and accurately gauged the workforce climate to develop and prioritize new business strategies. The results of the survey were positive, but also pointed to areas of improvement on which to focus strategies.


27


PERFORMANCE MEASURE 2.3 Employee Engagement

Chart 2.3.1: Responses to “Would You Consider MDOT to Have a Positive Workplace Environment?” CY2017

Chart 2.3.2: Responses to “How Often Do You Feel Valued at Work?” CY2017

63%

37%

Chart 2.3.1: Responses to "Would You Consider MDOT to Have a Positive Workplace Environment?" CY2017

Yes No

63%

37%


Yes No

63%

37%


Yes No

21%

38%11%

19%

11%

Chart 2.3.2: Responses to "How Often Do You Feel Valued at Work?", CY2017

Frequently Sometimes Undecided Rarely Almost Never

21%

38%11%

19%

11%



21%

38%11%

19%

11%



21%

38%11%

19%

11%



21%

38%11%

19%

11%



21%

38%11%

19%

11%



28



PERFORMANCE MEASURE DRIVER:Bret A. Dousharm Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To identify the percentage of employees who leave MDOT and analyze trends in voluntary and involuntary separations.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Quarterly reports of employee separations are provided by TSO HRIS Unit. These reports show the number of separations during a given period of time for each TBU broken down by all available separation codes (i.e. reasons).

NATIONAL BENCHMARK:U.S. Department of Labor (DOL) Bureau of Labor Statistics for U.S. state and local governments.

PERFORMANCE MEASURE 2.4Employee Turnover Rate“Having to re-recruit, rehire, and retrain, and wait for a new employee to get up to speed is devastating in terms of cost.” – Patrick Lencioni

Annual employee turnover rate is the ratio of total separations, both voluntary and involuntary, compared to the average number of employees during the given timeframe, expressed as a percentage. The Human Resource Information System (HRIS) Unit in the Human Resources Division of the TSO provided the total number of employees and total number of separations for each TBU on a quarterly basis. The national benchmark was determined by utilizing the U.S. Bureau of Labor Statistics’ Job Opening and Labor Turnover Survey (JOLTS) data for U.S. state and local governments (excluding education, seasonally adjusted) total employee separations.

Chart 2.4.1 compares the turnover rate of each TBU for the 2nd Quarter (Q2) of CY2017 and CY2018. Chart 2.4.2 compares the MDOT total turnover rate to the national average for state and local governments. MDOT is over 1.3 percent above the national average.

One notable element that continues to be important in analyzing MDOT turnover is the employee separations that occur within one year from the date of hire. The following chart illustrates the number of newly hired employees that have separated from MDOT in comparison to all other separations occurring in Q2 of CY2018. This data reflects that during Q2 approximately 25.1 percent of all employee separations during this timeframe occurred within the first year of hire. This is a 2.5 percent decrease from Q1 of CY2018.

29


PERFORMANCE MEASURE 2.4 Employee Turnover Rate

Chart 2.4.1: Employee Turnover Rate by TBU (Total Employees), Seasonal Comparison of Q2 CY2017‐CY2018

Chart 2.4.2: Employee Turnover Rate, Seasonal Comparison Q2 CY2017‐CY2018

2.4

3.7

2.73.0

3.9

4.7

5.6

4.0

2.6 2.6

3.1

3.8

4.74.6

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

TSO (298) SHA (2,695) MDTA (1,622) MVA (1,664) MTA(631T)(2,593U)

MAA (464) MPA (195)

Turn

over

Rat

e

TBU

Chart 2.4.1: Employee Turnover Rate by TBU (Total Employees), Seasonal Comparison of Q2 CY2017-CY2018

Q2 CY2017 Q2 CY2018

2.2 Union

3.0 (2017)

1.7 (2017)

2.9 (2018)

1.6 EST(2018)

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

MDOT National State & Local Government*

Turn

over

Rat

e

Organization

Chart 2.4.2: Employee Turnover Rate, Seasonal Comparison Q2 CY2017-CY2018

Q2 CY2017 Q2 CY2018

30


PERFORMANCE MEASURE 2.4 Employee Turnover Rate

Chart 2.4.3: Employee Separations Q2 CY2018

Chart 2.4.4: Top 5 Most Frequent Separation Reasons MDOT‐Wide Q2 CY2018

8

6

17

30

36

14

63

4

3

5

12

16

10

8

0 10 20 30 40 50 60 70 80

TSO (298)

MPA (195)

MAA (464)

MDTA (1,622)

MVA (1,664)

MTA (631T)(2,593U)

SHA (2,695)

Number of Separations

TBU

Chart 2.4.3: Employee Separations Q2 CY2018

Not Within 1 Year Within 1 year

7

7

16

17

123

0 10 20 30 40 50 60 70 80 90 100 110 120 130

Deceased

Failed to Report

More Opportunity

Rejected on Probation

Retired

Number of Separations

Reas

on

Chart 2.4.4: Top 5 Most Frequent Separation Reasons MDOT-Wide Q2 CY2018

31



PERFORMANCE MEASURE DRIVER:Krystel Wilson Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To demonstrate efficient use of available positions and identify opportunities for improvement in our recruitment and selection processes.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Quarterly report for MDOT and each TBU from TSO HRIS and spreadsheets completed by TBU Human Resource Offices.


PERFORMANCE MEASURE 2.5Time to Fill Vacancies“You should take your time making new hires, I’ll give you that -- but how much time do you really have? The people you’re interviewing have lives.” – Liz Ryan

Reducing the time it takes to fill our vacant positions will increase MDOT’s staffing levels, improving the ability to deliver projects on time and rapidly address emergencies affecting the transportation system.

MDOT-wide the median for Q2 CY2018 was 73 days, slightly up from Q1 CY2017’s median of 69 days.

Data for Q2 CY2017 and Q2 CY2018 were compared. In Q2 CY2018, 94% vacancies were filled in less than 180 days, compared to 55% vacancies filled in Q2 CY2017 in less than 180 days.

The Agile HR workgroup on recruitment processes has been meeting to map the process across all TBUs and identify ways to streamline/standardize the process and eliminate unnecessary or redundant activities. As this work progresses, it is critical that all parties remain fully engaged in the recruitment process so that we can fill vacancies quickly and with high quality candidates.

32


PERFORMANCE MEASURE 2.5Time to Fill Vacancies

Chart 2.5.1: Median Time to Fill Vacancies by TBU CY2017‐CY2018

169

195

120

224

196

77

70

136

99

225

110

229

127

87

43

141

103 11

5

42

76

135

103

57

98

127

113

111

127

79

40

56

69

163

115

118

119

150

42 42

73

0

50

100

150

200

250

TSO SHA MAA MDTA MPA MTA MVA MDOT

Num

ber o

f Days

TBU

Chart 2.5.1: Median Time to Fill Vacancies by TBU CY2017‐CY2018

Q2 CY2017 Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

33



Chart 2.5.2 Median Time to Fill Executive Service Vacancies Q2 CY2018

Chart 2.5.3: Percent of Vacancies Filled in Less Than 180 Days

76

111

91

146

239

8595 101

0

50

100

150

200

250

300


Num

ber o

f Days

TBU

2.5.2 Median Time to Fill Executive Service Vacancies Q2 CY2018

50%

46%

67%

39%

25%

71%

60%

55%

71%

17%

87%

38%

67% 69%

82%

53%

100%

82%

100%

80%

75%

84%

93%

85%

100%

85%

100%

68%

80%

98%

89%

86%

50%

99%

93%

75%

83%

98%

94%

94%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


Percen

t of T

otal Vancancies

TBU

2.5.3 Percent of Vacancies Filled in Less Than 180 Days

Q2 CY2017 Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

34



Chart 2.5.4: Outstanding PINs (6 months or older) by TBU Q3 CY2017 – Q2 CY2018

- 4 -

2.0 2.0 1.0 0.0

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MPA

5.0 2.0 0.0 0.0

Q3CY2017

Q4CY2017

Q1CY2018

Q2CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

SHA

0.5 0.0 0.0 0.0

Q3CY2017

Q4CY2017

Q1CY2018

Q2CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MTA


- 3 -

0.0 3.0 2.05.5

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

TSO

38.542.0

22.0 26.5

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MDOT‐Wide

- 3 -

0.0 3.0 2.05.5

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

TSO

38.542.0

22.0 26.5

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MDOT‐Wide

- 2 -

30.034.0

19.021.0

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MDTA

1.0 1.0 0.0 0.0

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

Pins

Quarter/Year

MVA

- 2 -

30.034.0

19.021.0

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MDTA

1.0 1.0 0.0 0.0

Q3 CY2017 Q4 CY2017 Q1 CY2018 Q2 CY2018

Num

ber o

f Outstanding

Pins

Quarter/Year

MVA

5.0 2.0 0.0 0.0

Q3CY2017

Q4CY2017

Q1CY2018

Q2CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

SHA

0.5 0.0 0.0 0.0

Q3CY2017

Q4CY2017

Q1CY2018

Q2CY2018

Num

ber o

f Outstanding

PINs

Quarter/Year

MTA


35

PERFORMANCE MEASURE 2.6Percentage of Fixed Asset Units Identified or Accounted for During the Annual Physical Inventory of Fixed Assets“You can’t control what you can’t measure.” ― Tom Demarco

This measure emphasizes the importance of stewardship and internal controls with respect to fixed assets owned by each of the TBUs. This performance measure reports the percentage of fixed assets counted by each business unit during its annual fixed asset physical inventory versus the number of fixed assets recorded in each business unit’s official inventory records. A regularly-conducted physical inventory of fixed assets ensures accurate information for the management of assets and discourages fraud.

Currently, five of seven business units conduct a full inventory of nonsensitive Items once every three years and a full inventory of sensitive items annually. The remaining business units, MAA and SHA, conduct a full inventory of both sensitive and non-sensitive items annually.

Table 2.6.1: Physical Inventory by TBU ‐ 2015‐ 2016

Sensitive Assets Non‐Sensitive Assets

Total Assets

2015 2016 2015 2016 2015 2016MAA 98.6% 98.9% 99.0% 96.2% 98.8% 98.8%MDTA 82.8% 100.0% - 100.0% 82.8% 100.0%MPA 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%MTA 77.7% 94.8% 76.7% 94.0% 77.3% 94.4%MVA* 95.7% 86.9% 93.2% 87.1% 95.6% 86.9%SHA - 97.7% 91.4% 98.8% 91.4% 98.5%TSO 94.9% 94.4% 94.9% - 94.9% 94.4%MDOT 89.9% 93.3% 87.6% 97.2% 89.3% 94.8%

*Note: MVA Non-Sensitive Asset percentage for 2015 restated from prior year.



PERFORMANCE MEASURE DRIVER:Dan Ruth State Highway Administration (SHA)

PURPOSE OF MEASURE:To measure how well MDOT records, safeguards, and efficiently controls fixed assets.


DATA COLLECTION METHODOLOGY:Data will be collected when the business units conduct annual fixed asset physical inventories.


36


PERFORMANCE MEASURE 2.7Managing Capital Assets“One of the great responsibilities that I have is to manage my assets wisely, so that they create value.” ― Alice Walton

Customers deserve to know that MDOT is strategically managing its diverse capital assets. Each TBU maintains its physical assets according to policies that minimize asset life-cycle cost while avoiding negative impacts on the delivery of transportation services. As part of this measure, MDOT has embarked on a Department Asset Management Program to maintain an accurate inventory of assets, monitor the condition and performance of the assets and develop a plan for state of good repair that is grounded in performance-based analytics and decision-making processes.

The Department’s Asset Management Program’s scope is currently centered around the following critical assets: structures, pavement, facilities, vehicle fleet/equipment, rail, tunnels and major IT Systems. This measure reports on the condition of MDOT’s critical assets based on condition assessment protocols the Department has established. All condition protocols are scaled to a Good, Fair and Poor rating for purposes of this reporting requirement.


PERFORMANCE MEASURE DRIVER:Sejal Barot State Highway Administration (SHA)

Dan Favarulo The Secretary’s Office (TSO)

PURPOSE OF MEASURE:Provide an overview which shows how TBUs monitor asset management activities.

FREQUENCY:Annually

DATA COLLECTION METHODOLOGY:Asset inspection condition and asset life-cycle cost analyses are compiled at the TBU level.


37

PERFORMANCE MEASURE 2.7Managing Capital Assets

Chart 2.7A.1: Vehicles/Equipment by TBU CY2017


Chart 2.7A.2: Number of Facilities by TBU CY2017

SHA MDTA MTA MAA MPA MVA TSORail Cars/Locos 0 0 384 0 0 0 0Buses 0 0 794 78 0 0 0Equipment 1492 379 23 183 110 2 1Trucks 700 236 190 62 73 6 8Vans 193 62 480 16 16 5 1Cars 171 235 99 42 18 112 17

0

500

1000

1500

2000

2500

3000

Num

ber o

f Veh

icles

Chart 2.7A.1: Vehicles/Equipment by TBU CY2017

Cars Vans Trucks Equipment Buses Rail Cars/Locos

SHA MDTA MTA MAA MPA MVA TSOMaintenance/Administrative 100 22 27 10 2 6 1Customer 13 0 89 14 9 33 0

0

20

40

60

80

100

120

140

# of Facilitie

s

Chart 2.7A.2: Number of Facilities by TBU CY2017

38


PERFORMANCE MEASURE 2.7Managing Capital AssetsMDOT manages 182 million square yards of pavement across its Transportation Business Units. While the majority of pavement is roadways, MDOT also maintains airfield as well as parking/storage pavement at facilities. Overall 89 percent of MDOT’s pavement assets are in fair or better condition.

MDOT’s 169 million square yards of roadway pavement across TBUs is maintained at 90 percent in fair or better condition. MDOT’s 3 million square yards of airfield pavement is maintained at 98 percent in fair or better condition. The remaining 10 million square yards of pavement that MDOT maintains is located at parking lots, storage lots and

facilities. Currently, 63 percent of parking/storage pavement is rated in fair or better condition.

Chart 2.7B.1: Pavement Condition by TBU CY2018

10%14%

38%

1%

57%

22%

13% 11%

41%28%

30%

22%

20%

78%

87%

39%

50%

57%

32%

77%

23%

50%

161M sq. yds. 9.1M sq. yds. 1.2M sq. yds. 4.7M sq. yds. 5.2M sq. yds. 435K sq. yds. 17K sq. yds. 182M sq. yds.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MAA MPA MVA TSO MDOT Wide

Perced

nt of P

avem

ent

TBU

Chart 2.7B.1: Pavement Condition by TBU CY2018

Poor Fair Good No Rating

39



Chart 2.7B.2: Pavement Condition by Use MDOT‐Wide CY2018

10%2%

37%

40%

18%

32%

50%

80%

31%

169M sq. yds. 3M sq. yds. 10M sq. yds.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Roadway Airfield Parking/Storage

Percen

t of P

avem

ent

Use

Chart 2.7B.2: Pavement Condition by Use MDOT‐Wide CY2018


40

PERFORMANCE MEASURE 2.7Managing Capital AssetsMDOT manages 11,254 critical structures across its Transportation Business Units. Critical structure assets include bridges, small structures, sign structures, retaining walls, nosie walls and shipping berths/piers. Currently 4% of MDOT structures are in fair or better condition.

Bridge structures maintained across the Department are in 98% fair or better condition. According to FHWA, 95 percent of the nation’s bridges are maintained at 95% fair or better condition, making MDOT 3% better than the national rating. MDOT maintains 3,445 small structures that range from culverts over 3 feet to bridges less than 20 feet. Currently 97% of MDOT’s small structures are in fair or better condition.

MDOT maintains roughly 3,040 sign structures, which are defined here as overhead or cantilever sign structures that extend over roadways. Overall 94% of MDOT’s sign structures are in fair or better condition.

MDOT has 670,702 feet of noise walls and 421,640 feet of retaining walls that both maintained across the Department at 98% fair or better condition.

In addition, MPA maintains shipping berth structures that are critical to operations. Currently, 86% of berth/pier structures are in fair or better condition.

Chart 2.7C.1: Structure Condition Ratings by TBU CY2018


4%1% 2% 14%

4%

50% 53%

77%

11%

62%

51%

46% 47%

21%

89%

14%

45%

10%

9,280 structures 1,233 structures 583 structures 84 structures 74 structures 11,254 structures

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MAA MPA MDOT Wide

Percen

t of Structures

TBU

Chart 2.7C.1: Structure Condition Ratings by TBU CY2018


41


Chart 2.7C.2: Large Bridge Condition Ratings by TBU CY2018


Chart 2.7C.3: Small Structure Condition Ratings by TBU CY2018

3%2% 2%

3%

62% 67% 65%

100%

62%

35%31% 33% 35%

3,186 structures 154 structures 104 structures 1 structure 3,445 structures

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MPA MDOT

Percen

t of Structures

TBU

Chart 2.7C.3: Small Structure Condition Ratings by TBU CY2018

Poor Fair Good

3% 3%2%

67%

64%

94%

29%

70%

30%36%

3%

71%

28%

2,599 structures 324 structures 379 structures 21 structures 3,323 structures

National Rating (Poor): 5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MAA MDOT

Percen

t of Structures

TBU

Chart 2.7C.2: Large Bridge Condition Ratings by TBU CY2018

Poor Fair Good National Rating (Poor)

42


Chart 2.7C.4: Sign Structure Condition Ratings by TBU CY2018

Chart 2.7C.5: Noise Wall Condition Ratings by TBU CY2018


7%1% 10%

6%

24%

53%

5%

57%

30%

69%

47%

95%

13%

64%

20%

2,406 structures 572 structures 22 structures 40 structures 3,040 structures

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MAA MPA MDOT

Percen

t of Structures

TBU

Chart 2.7C.4: Sign Structure Condition Ratings by TBU CY2018


3%1% 2%

80%

28%

70%

17%

71%

100%

27%

1%546,650 feet 115,100 feet 8,952 feet 670,702 feet

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MDOT

Percen

t of Foo

tage

TBU

Chart 2.7C.5: Noise Wall Condition Ratings by TBU CY2018


43


Chart 2.7C.6: Retaining Wall Condition Ratings by TBU CY2018


2% 1% 2% 2%9%20%

33%

6%

39%

12%

89%

79%

65%

94%

61%

86%

332,137 feet 48,510 feet 26,445 feet 11,998 feet 2,550 feet 421,640 feet

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

SHA MDTA MTA MAA MPA MDOT

Percen

t of Foo

tage

TBU

Chart 2.7C.6: Retaining Wall Condition Ratings by TBU CY2018


44


Chart 2.7C.7: Berth/Pier Condition Ratings CY2018


14%

67%

19%

25,704 feet

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

MPA

Percen

t of Foo

tage

TBU

Chart 2.7C.7: Berth/Pier Condition Ratings CY2018


45


Chart 2.7D.1: Percent (and Number) of Structurally Deficient Bridges CY2017


Chart 2.7E.1: Condition of MDOT Road Network CY2008‐CY2016

11% 9% 9% 13% 15% 12% 12% 12% 10%

11% 9% 10%13%

15%13% 15% 15% 13%

34% 38% 38%

39%40%

39% 41% 42%

35%

24% 22% 21%

20%17%

20% 17% 18%

19%

17% 17% 17%12% 10% 12% 12% 11%

16%

4% 5% 5% 3% 3% 4% 4% 3% 6%

0%

20%

40%

60%

80%

100%

FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016

% M

DOT

Net

wor

k

Calendar Year

Chart 2.7C.3: Condition of MDOT Road Network CY2008-CY2016

Poor Mediocre Fair Good Very Good Excellent

11%

3%

0.3%

0%

2%

4%

6%

8%

10%

12%

MTA (5/45) SHA (69/2,565) MDTA (1/320)

Percen

t of B

ridges

TBU

Chart 2.7.1: Percent (and Number) of Structurally Deficient Bridges CY2017

46


Chart 2.7E.2: Satisfaction with Smoothness of State Roads CY2017


16%

60%

17%

7%

0% 10% 20% 30% 40% 50% 60% 70%

Very satisfied

Satisfied

Not very satisfied

Not satisfied at all

Percent Satisfaction

Satisfaction Level

Chart 2.7E.2: Satisfaction with Smoothness of State Roads CY2017

39%

46%

15%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Better

About the same

Worse

Percent of Respondents

Respon

se

Chart 2.7C.1: Perception of Maryland's Roads Compared to Other States CY2017Chart 2.7E.3: Perception of Maryland’s Roads Compared to Other States CY2017

47



Chart 2.7F.1: Rating of Baltimore Metro Rail in “Good” Condition (>2.5) FY2015‐FY2016

Chart 2.7F.2: Rating of Light Rail in “Good” Condition (>2.5) FY2015‐FY2016

3.77

4.16

3.583.37

3.72

4.12

3.313.52

0

1

2

3

4

5

Overall Guideway Trackwork Special Structures

Ratin

g (1

-5)

Component

Chart 2.7F.2: Rating of Light Rail in "Good" Condition (>2.5) FY2015-FY2016

FY2015 FY2016 Benchmark (2.50)

3.583.74

2.46

2.86

3.543.76

2.87

2.31

0

1

2

3

4

5

Overall Guideway Trackwork Special Structures

Ratin

g (1‐5)

Component

Chart 2.7F.1: Rating of Baltimore Metro Rail in "Good" Condition (>2.5) FY2015‐FY2016

FY2015 FY2016 Benchmark (2.50)

48

PERFORMANCE MEASURE 2.8Percent of Procurement on Time and on Budget“Price is what you pay. Value is what you get.”― Warren Buffett

The purpose of this measure is to encourage all managers to proactively monitor and manage each of their procurements to make sure that they are in line with the project and budget in an effort to improve overall contracting efficiencies. Over time managers will do a better job at setting timelines and budgets for projects. Managers will report the project status accurately and in a timely manner so that problems are identified early and corrective action taken swiftly.

While the trend is improving, we have not addressed underlying issues, and the focus must remain on identifying those contracts with concerns. The process improvement team made recommendations to Executive Staff which are now currently being implemented, specifically the creation of Office of Project Quality Assurance.



PERFORMANCE MEASURE DRIVER:Jessica Mettle Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To track the timeliness and ability to match the budgets of the procurement process to be more efficient in our contracts.


DATA COLLECTION METHODOLOGY:Focus reports MDOT wide showing all active Blanket Purchase Orders (BPO) for the fiscal year.


49

PERFORMANCE MEASURE 2.8Percent of Procurement on Time and on Budget

Chart 2.8.1: Percent of Blanket Purchase Orders (BPO) Expired FY2014‐FY2017


Chart 2.8.2: Number of Blanket Purchase Orders (BPOs) Awarded and Expired MDOT‐Wide FY2014‐FY2017

78%

84%

87%

92%

70%

75%

80%

85%

90%

95%

FY2014 FY2015 FY2016 FY2017

Percen

t of B

POs

Fiscal Year

Chart 2.8.1: Percent of Blanket Purchase Orders (BPO) Expired FY2014‐FY2017

1,25

0

2,01

3

1,83

5

1,50

1

1,34

0

2,18

4

2,22

5

2,17

2

‐

500

1,000

1,500

2,000

2,500

FY2014 FY2015 FY2016 FY2017

Num

ber o

f BPO

s

Fiscal Year

Chart 2.8.2: Number of Blanket Purchase Orders (BPOs) Awarded and Expired MDOT‐Wide FY2014‐FY2017

Awarded Expired

50

PERFORMANCE MEASURE 2.9Percent and Value of Unanticipated Contract Modifications“The comptroller and I — it’s no secret — complain every single meeting about retroactive contracts and extension requests in order to complete new procurements.” ― Governor Larry Hogan

The purpose of this measure is to encourage all managers to proactively monitor and manage each of their procurements to make sure that they are minimizing the value and amount of unanticipated contract modifications. In addition, it will encourage project staff to use timely and accurate reports that managers can analyze to examine trends in unanticipated contract modifications.

The amount and value of contract modifications will vary from one TBU to another depending on the type of project. For example, construction contracts, because of the uncertainties due to weather conditions or soil conditions, may require more contract modifications than building maintenance contracts. Similarly, an IT development contract may require more contract modifications than an IT maintenance contract.

Chart 2.9.1: Value of Unanticipated Contract Modifications in Millions of Dollars MDOTWide FY2015‐FY2017



PERFORMANCE MEASURE DRIVER:Pretam Harry Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To measure (a) the percent of occurrences and (b) the dollar value of unanticipated contract modifications on procurement contracts.


DATA COLLECTION METHODOLOGY:MDOT wide showing active unanticipated contract modifications equal to or greater than $1 million.


$187

$116

$81

$‐

$50

$100

$150

$200

FY2015 FY2016 FY2017

$ in M

illions

Fiscal Year

Chart 2.9.1: Value of Unanticipated Contract Modifications in Millions of Dollars MDOT‐Wide FY2015‐FY2017

51

PERFORMANCE MEASURE 2.9Percent and Value of Unanticipated Contract Modifications

Chart 2.9.2: Percent of Unanticipated Contract Modification Dollars Spent by TBU FY2015 ‐ FY2017


0% 0%

8%11%

48%

1%

32%

0% 0%5% 5%

1% 0%

88%

0%

22%

6%2%

70%

0% 0%0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

TSO MDTA MAA MPA MTA MVA SHA

Percen

t

TBU

Chart 2.9.2: Percent of Unanticipated Contract Modification Dollars Spent by TBU FY2015 ‐ FY2017

FY2015 FY2016 FY2017

52

40%

13%6%

2% 1%

38%

0% 0%

88%

3% 0% 0% 3% 5%0% 0%

8%

29%

0% 0%

14%

40%

2%6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Architecturaland

Engineering

Construction ConstructionRelatedServices

Commodities,Supplies andEquipment

Maintenance Services EnergyPerformance

InformationTechnologyServices

Percen

t

Work Category

Chart 2.9.3: Percent of Unanticipated Contract Modification Dollars Spent by Category of Work FY2015 ‐ FY2017

FY2015 FY2016 FY2017

40%

13%6%

2% 1%

38%

0% 0%

88%

3% 0% 0% 3% 5%0% 0%

8%

29%

0% 0%

14%

40%

2%6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Architecturaland

Engineering

Construction ConstructionRelatedServices

Commodities,Supplies andEquipment

Maintenance Services EnergyPerformance

InformationTechnologyServices

Percen

t

Work Category


FY2015 FY2016 FY2017


PERFORMANCE MEASURE 2.9Percent and Value of Unanticipated Contract Modifications


53



PERFORMANCE MEASURE DRIVER:Scott Schell Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To understand how procurement competition impacts MDOT resources.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data was collected on each TBU procurement contract over $200,000 during the first quarter of FY2018. Sole source, emergency, and intergovernmental purchasing procurements were not included, as they have their own processes for determination. Procurement contract ID, number of bids, estimated cost and final contract amount were the used data points.


PERFORMANCE MEASURE 2.10Relationship Between Procurement Competition and Cost“Competition is the keen cutting edge of business, always shaving away at costs.” ― Henry Ford

The purpose of this performance measure is to assess the impact of procurement competitiveness on contract costs, testing the hypothesis that increased competition leads to a better price. The chart below suggests that, in most cases as the number of bids increase, procurement contracts come in at or below cost estimate. The procurements that increased in cost had a low number of bids.

The data trend revealed the need to develop an MDOT-wide initiative to track cost estimates on procurement contracts and to evaluate the process for determining estimates.

In Q4 of 2017, an MDOT wide project improvement team forwarded to the Secretary recommendations for many standardized process and procedures that are proposed to provide more consistency throughout all MDOT TBU’s. Recommendations include development of a standardized (ICE) price estimate procedure, a more comprehensive centralized database for contract information.

54

PERFORMANCE MEASURE 2.10Relationship Between Procurement Competition and Cost

Chart 2.10.1: Actual Versus Estimates by TBU Q1 CY2018


Chart 2.10.2: Actual Versus Estimates by TBU from Q2 CY2017 ‐ Q1 CY2018

55


Chart 2.10.3: Actual Versus Estimated by Contract Type Q1 CY2018


56


Chart 2.10.4: Actual vs. Estimates by Contract Type from Q2 CY2017 to Q1 CY2018


57



PERFORMANCE MEASURE DRIVER:Patrick Bradley Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To monitor compliance with State and organizational operating processes and procedures each year by tracking the number of Internal Audit Findings and Repeat Internal Audit Findings.


DATA COLLECTION METHODOLOGY:Information collected from TBU audit databases.


PERFORMANCE MEASURE 2.11Number of Internal Audit Findings and Number of Repeat Internal Audit Findings“Internal audit . . . the coolest profession in the world.” ― Tom Peters

Transparent, informative, and accurate financial reporting is essential for our customers to have confidence in MDOT’s ability to manage resources. Audits provide a window into current systems and areas for improvement. Data will be presented by TBU in the number of audit findings and repeat audit findings on an annual basis. This will encourage MDOT and each TBU to avoid audit and repeat audit findings.

Legislative Audits are tracked on a fiscal year basis (July of current year though June of the following year). From FY2013-FY2017, there were 844 Internal Audit Findings. The number of Repeat Internal Audit Findings totaled 44 from FY2013-FY2017. These repeat findings dealt with materials and supplies management (22 findings), promotional expense documentation and authorization (9 findings), fixed asset inventories (6 findings), MBE subcontractors reporting and compliance reviews (2 findings), overtime approvals not being documented (2 findings), one finding each on the COMAR competitive bid process, unsigned quality assurance reviews, and improper auto title lien documentation.

The repeat audit findings of materials and supplies management include such items as segregation of duties, access to storeroom, non-signed receipts, perpetual inventory records not being accurate, documentation issues and inventory turning over less than three times per year.

From FY2013-FY2016, of 627 total Internal Audit Findings, 32 were Repeat Internal Audit Findings or 5.1 percent.

From FY2013-FY2016, of 844 total Internal Audit Findings, 44 were Repeat Internal Audit Findings or 5.2 percent.

58

PERFORMANCE MEASURE 2.11Number of Internal Audit Findings and Number of Repeat Internal Audit Findings

Chart 2.11.1: Number of Internal Audit Findings by TBU FY2013‐FY2017


Chart 2.11.2: Number of Total Internal Audit Findings by TBU FY2013‐FY2017

510

33

0

51

14

2

26

19

30

1

63

23

2

12

30

18

7

50

3223

4

36

14

0

93

24

5

36

65

15 8

52

34

7

0

10

20

30

40

50

60

70

80

90

100

TSO SHA MDTA MTA MVA MAA MPA

Num

ber o

f Findings

TBU

Chart 2.11.1: Number of Internal Audit Findings by TBU FY2013‐FY2017

FY2013 FY2014 FY2015 FY2016 FY2017

83

160

110

16

309

127

39

0

50

100

150

200

250

300

350


Num

ber o

f Findings

TBU

Chart 2.11.2: Number of Total Internal Audit Findings by TBU FY2013‐FY2017

59



Chart 2.11.3: Total Internal Audit Findings MDOT‐Wide FY2013‐FY2017

Chart 2.11.4: Number of Internal Audit Repeat Findings FY2013‐FY2017

0 0

7

0

1

0

1

0 0 0 0

1

2

00 0

3

0

2 2

00

6

3

0

4

0 0

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1

0 0

2 2

00

1

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3

4

5

6

7

8


Num

ber o

f Rep

eat F

indings

TBU

Chart 2.11.4: Number of Internal Audit Repeat Findings FY2013‐FY2017

FY 2013 FY 2014 FY 2015 FY 2016 FY 2017

115

164 172176

217

0

50

100

150

200

250

FY2013 FY2014 FY2015 FY2016 FY2017

Numbe

r of Find

ings

Fiscal Year


60



Chart 2.11.5: Trend in Total Internal Audit Repeat Findings MDOT‐Wide FY2013‐FY2017

9

3

7

1312

0

2

4

6

8

10

12

14

FY2013 FY2014 FY2015 FY2016 FY2017

Num

ber o

f Rep

eat F

indings

TBU

Chart 2.11.5: Trend in Total Internal Audit Repeat Findings MDOT‐Wide FY2013‐FY2017

115

164 172176

217

0

50

100

150

200

250

FY2013 FY2014 FY2015 FY2016 FY2017

Num

ber o

f Findings

Fiscal Year


61


PERFORMANCE MEASURE DRIVER:Patrick Bradley Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To monitor compliance with State and organizational operating processes and procedures each year by tracking the number of Legislative Repeat Audit Findings.

FREQUENCY:Annually (in January)

DATA COLLECTION METHODOLOGY:Information collected from TBU audit databases.


PERFORMANCE MEASURE 2.12Number of Legislative Repeat Audit Findings“Fraud is a binary issue where the only good number is zero.” ― Rob Norman

Transparent, informative, and accurate financial reporting is essential for our customers to have confidence in MDOT’s ability to manage resources. Legislative audits provide an external view of our current systems and areas for improvement.

The purpose of this performance measure is to track the number of Legislative Repeat Audit Findings. Data will be presented MDOT-wide in the number of legislative repeat audit findings on an annual basis. This will encourage MDOT and each TBU to avoid these findings.

Legislative Audits are performed by the Maryland Department of Legislative Services and tracked on a fiscal year basis (July of current year though June of the following year).From FY2013 through FY2017, there were six total Office of Legislative Audit (OLA) Repeat Audit Findings dealing with proper internal controls over items purchased not being maintained, access to fare collection equipment and money rooms not being controlled, access controls to critical database security logs, files and transactions lacking, a lack of controls over critical virtual servers, the process for determining the propriety of architectural and engineering contract billings not being comprehensive and a lack of internal controls to ensure independent approvals for purchasing and disbursement transactions.

Five Legislative Repeat Audit Findings occurred in FY2013-FY2017 and have been resolved.

There were zero Legislative Repeat Audit Findings in FY2016.

There was one Legislative Repeat Audit Finding in FY2017 which has been resolved.


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PERFORMANCE MEASURE 2.12Number of Legislative Repeat Audit Findings

Chart 2.12.1: Number of OLA Findings & Repeat Findings by TBU FY2013 – FY2017

Chart 2.12.1: Number of OLA Findings & Repeat Findings by TBU FY2013 – FY2017

Fiscal Year

2013 2014 2015 2016 2017 Total TSO 4 0 3 0 7 0 SHA 10 1 2 0 12 1 MDTA 2 1 0 0 2 1 MTA 9 1 9 1 MVA 9 2 9 2 MAA 8 0 4 1 12 1 MPA 2 0 2 0 Total Findings 22 11 11 5 4 53 Total Repeat Findings 1 3 1 0 1 6 Audit Finding Repeat Audit Finding

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PERFORMANCE MEASURE DRIVER:Dave Sharpless Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To monitor and ensure regularly scheduled preventive maintenance is conducted on time and in accordance with each TBU’s guidelines. Reduce the percentage of vehicles which have not been maintained within prescribed time, mileage or hours requirements. MDTA also reduces the percent of vehicles reaching the critical zone for preventive maintenance.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Maximo

NATIONAL BENCHMARK:N/A, mix of equipment does not lend itself to one standard benchmark.

PERFORMANCE MEASURE 2.13MDOT Fleet Vehicle On-Time Preventive Maintenance “Take care of your car in the garage, and the car will take care of you on the road.” – Amit Kalantri

The Preventive Maintenance (PM) Programs at each TBU is designed to ensure preventative maintenance is performed that will support efficient and effective vehicle/equipment service on a daily basis. Effective servicing leads to reliability, operating efficiency and optimizes the number of vehicles/equipment available to meet service demand functions/customer service throughout MDOT.

These objectives must be achieved with proper balance of vehicle/equipment preventive maintenance and fiscal constraints. It is recognized that preventive maintenance has associated costs however, vehicle/equipment resources are a significant investment and must be a protected asset.

In August 2017, the decision was made to add all TBUs to this Performance Measure and transfer it to Excellerator TR2. Both items were accomplished in September, 2017 and the new TR is now identified as Performance Measure 2.13, Use Resources Wisely, “MDOT Fleet Vehicle On-Time Preventive Maintenance.” The previous measure, “Critical Zone” PM’s is exclusive to MDTA and will continue to be reported individually. An initial meeting was conducted with all fleet representatives in September 2017. Reporting criteria was shared and agreed on. Each TBU discussed their ability to retrieve requested data in time for the October Excellerator meeting. Data challenges: All TBUs may not be able to retrieve a year of data since there have been recent changes in their collection systems. We will report on available data in October with a continued pursuit to collect additional/future data. Information will be supplied by month but reported as quarterly data.

MDTA was able to increase the vehicle replacement mileage from 100,000 to 150,000 through its PM program without compromise to safety and equipment availability. This extends the life of the vehicle while avoiding overall replacement costs.


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PERFORMANCE MEASURE 2.13MDOT Fleet Vehicle On-Time Preventive Maintenance

Chart 2.13.1: MDOT On‐Time Preventative Maintenance by TBU CY2018

January February March April May JuneMTA (1268) 93% 92% 97% 99% 98% 95%TSO (26) 100% 100% 100% 100% 100% 100%MVA (126) 93% 91% 95% 93% 96% 94%SHA (3,020) 93% 94% 95% 94% 94% 93%MAA (451) 94% 90% 91% 95% 94% 95%MDTA (913) 95% 97% 97% 97% 97%MPA (223) 92% 90% 78% 83% 82% 79%

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Chart 2.13.1: MDOT On‐Time Preventative Maintenance by TBU CY2018

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MDOT will not compromise on our commitment to continually improve the safety and security of our customers and partners in everything we do.

RESULT DRIVER:

Sarah Clifford Maryland Transportation Authority (MDTA)

Provide a Safe and Secure Transportation Infrastructure

TANGIBLE RESULT #3

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TANGIBLE RESULT DRIVER:Sarah Clifford Maryland Transportation Authority (MDTA)

PERFORMANCE MEASURE DRIVER:Bud Frank The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To track crime trends and adjust strategies/staffing/response to protect customers, employees, and State property.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MTA Police and MDTA Police will report directly to measure driver. SHA and MVA will compile information and also report directly to measure driver. Measure driver will report to Project Management Team.


PERFORMANCE MEASURE 3.1Number of Crimes Against Persons and Property Committed at MDOT FacilitiesThis measure includes all Part I offenses and select Part II offenses as defined in the FBI Uniform Crime Report (UCR). The UCR is a national standard used by law enforcement for the collection and comparison of crime data nationwide. Part I offenses include homicide, forcible rape, robbery, aggravated assault, burglary, larceny, motor vehicle theft and arson. Part II offenses are less serious offenses including other assaults, vandalism, disorderly conduct, and other sex offenses.

The following charts show a comparison CY2016, CY2017, and 1st and 2nd quarter for CY2018, for Part I and Part II crimes. The charts are listed in three categories; MTA, MAA, and the remaining TBUs combined.

Law enforcement reviews this data on a weekly and bi-weekly basis for resource allocation and targeted enforcement activities. The data is also used to determine areas of security concern.


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PERFORMANCE MEASURE 3.1Number of Crimes Against Persons and Property Committed at MDOT Facilities

Chart 3.1.1: Part I Crimes CY2016 ‐ CY2018

Chart 3.1.2: Part II Crimes CY2016 ‐ CY2018

3854

65 41

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Chart 3.1.1: Part I Crimes CY2016 - CY2018

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Chart 3.1.2: Part II Crimes CY2016 - CY2018

MTA MAA All other TBUs Total 2016 Total 2017

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PERFORMANCE MEASURE DRIVER:Kelly MelhemMotor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track quarterly and annual trends in the number of persons killed in motor vehicle crashes.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Based on collective police data submitted to Maryland State Police (MSP) through Automated Crash Reporting System (ACRS).


PERFORMANCE MEASURE 3.2Number of Traffic-Related Fatalities on All RoadsBehind every number is a person, a family, and a community changed forever.

MDOT strives to increase motorist safety by reducing traffic crashes that result in serious injuries and deaths. One key measure is tracking the number of fatalities on all roads and analyzing specific causes and related trends. Maryland’s Strategic Highway Safety Plan (SHSP) – administered by the MDOT MVA’s Maryland Highway Safety Office (MHSO) – is our roadmap driving us Toward Zero Deaths. Its goal is to reduce the number of traffic fatalities 50 percent by 2030 from the 2008 baseline (592 fatalities) using behavioral and engineering safety strategies. Drivers remain the single most important safety feature inside a vehicle.

In 2014, the number of fatalities (443) was the lowest since 1948; but in 2015, the State experienced a 17.6 percent increase in highway fatalities (521), the largest single-year increase in 30 years. Although the number of highway deaths remained steady in 2016 (522), traffic fatalities across the State increased by seven percent in 2017 (557).

The total number of deaths on our nation’s highways also is increasing – by 5.6 percent in 2016 to 37,461 fatalities and by 8.4 percent from 2014 to 2015. The National Highway Traffic Safety Administration (NHTSA) attributes some of the cause to relatively inexpensive gasoline, a sharp increase in vehicle miles traveled (VMT) and an improved economy. VMT in Maryland increased by two percent from 2016 to 2017. This increased exposure, coupled with risky driving behaviors and a failure to use seat belts, is believed to be a significant reason for the increasing number of highway fatalities in Maryland.

Maryland’s preliminary 2017 crash data also indicates:

• An increase in bicyclist fatalities from 2016.

• An increase in pedestrian fatalities from 2016. One in five traffic deaths is a pedestrian.

• A significant increase in motorcyclist fatalities, which increased by 14 percent from 2016.

Early data for the first half of 2018 shows a preliminary decline in both traffic fatalities (229) and in VMT compared to the same timeframe in 2017 (258).

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PERFORMANCE MEASURE 3.2Number of Traffic-Related Fatalities on All RoadsMaryland’s SHSP (2016-2020) establishes six specific emphasis areas along with long-term goals and mid-range reduction targets to help save lives on Maryland roads. The five-year plan was developed by a diverse group of partners and stakeholders representing all 4-Es of highway safety (Engineering, Enforcement, Education and Emergency Medical Services). Emphasis Area Teams (Aggressive Driving, Distracted Driving, Impaired Driving, Occupant Protection, Highway Infrastructure Safety, and Pedestrian and Bicycle Safety) are comprised of a broad range of safety officials and stakeholders who design action plans for implementing the SHSP’s strategies. These teams meet regularly to gauge progress and determine what changes need to be made to better implement the safety strategies.

The SHSP is managed by an Executive Council of high-ranking officials responsible for public and highway safety. This group meets semi-annually to review overall progress and to discuss possible amendments to the plan as necessitated by changing dynamics. The SHSP is administered by the MDOT MVA’s Maryland Highway Safety Office (MHSO).

Chart 3.2.1: Annual Comparison of All Fatalities CY2014‐CY2018 (YTD)

2014 2015 2016 2017 2018Bike 5 11 16 11 3Ped 102 99 111 117 51Driver/Passenger 336 411 395 429 175

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Chart 3.2.1: Annual Comparison of All Fatalities CY2014‐CY2018 (YTD)

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PERFORMANCE MEASURE 3.2Number of Traffic-Related Fatalities on All Roads

Chart 3.2.2: Annual Comparison of All Fatalities Q2 CY2014‐ Q2 CY2018 (YTD)

Chart 3.2.3: Annual Comparison of All Fatalities CY2014‐CY2018


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Chart 3.2.2: Annual Comparison of All Fatalities Q2 CY2014‐ Q2 CY2018 (YTD)

91 93 113 12495

99146 127

134134

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Chart 3.2.3: Annual Comparison of All Fatalities CY2014‐CY2018

Q1 Q2 Q3 Q4 Annual VMT

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PERFORMANCE MEASURE DRIVER:Kelly Melhem Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track trends in the number of persons killed in motor vehicle crashes per vehicle miles traveled (VMT).


DATA COLLECTION METHODOLOGY:MDOT SHA collects VMT data based on highway counts on roadways across the State. Fatality data is collected by the Maryland State Police (MSP) through its Automated Crash Reporting System (ACRS). The MDOT Maryland Highway Safety Office (MHSO) collects the data from these two agencies.

NATIONAL BENCHMARK:National Highway Fatality Rate of 1.18 in 2016.

PERFORMANCE MEASURE 3.3Maryland Traffic-Related Fatality Rate (Highways)Behind every number is a person, a family, and a community changed forever.

The annual fatality rate is a measure of the number of persons killed in a traffic-related crash for every 100 million VMT on all roads in the State.

Maryland’s traffic-fatality rate compares favorably to the national fatality rate. While the U.S. fatality rate never has dipped below one death per 100 million VMT, Maryland’s rate has remained below one for the past eight years, increasing slightly from 0.89 in 2016 to 0.93 in 2017.

This slight increase corresponds with a smaller rise in Maryland’s VMT coupled with more traffic deaths between 2016 and 2017. Due to the federal reporting cycle, the national rate for 2017 was unavailable at the time of printing.

Historically, as the nation’s and/or State’s economy grows, people tend to drive more, increasing both the State’s VMT and a person’s risk for being in a crash. Since VMT is more difficult to influence, decreasing the number of traffic fatalities is the best opportunity to lower the fatality rate.

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PERFORMANCE MEASURE 3.3Maryland Traffic-Related Fatality Rate (Highways)

Chart 3.3.1: Traffic‐Related Fatality Rate, Maryland vs. National Benchmark CY2012 ‐ CY2017

0.91

0.830.79

0.91 0.890.93

1.141.1 1.07

1.121.18

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Chart 3.3.1: Traffic‐Related Fatality Rate, Maryland vs. National Benchmark CY2012 ‐ CY2017

Maryland Rate National Rate

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PERFORMANCE MEASURE DRIVER:Kelly MelhemMotor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track quarterly and annual trends in the number of persons seriously injured in motor vehicle crashes.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Based on collective police data submitted to MSP through Automated Crash Reporting System (ACRS).


PERFORMANCE MEASURE 3.4Number of Traffic-Related Serious Injuries on all RoadsBehind every number is a person, a family, and a community changed forever.

The number of traffic-related serious injuries is a count of persons sustaining an incapacitating injury in a crash. It is determined by a responding police officer investigating the crash and gathered from the injury severity code entered on the crash report.

Following a significant 10-year decline, the number of serious injuries on Maryland roadways in 2016 increased by 16 percent. In 2017, the number of serious injuries increased slightly from 2016, while early data for the first half of 2018 (1,035 serious injuries) shows a preliminary decline from the same period in 2017 (1,630 serious injuries).

Striving to minimize crashes that result in serious injuries serves to reduce a motorist’s risk for suffering life-altering consequences. Maryland’s SHSP – described in Performance Measure 3.2 – is based on the Toward Zero Deaths approach to reduce the number of fatalities and serious injuries from traffic crashes by 50 percent by 2030. The SHSP brings together federal, state and local partners to help reach this goal by reducing impaired, distracted and aggressive driving; improving pedestrian, bicyclist and motorcyclist safety; reaching 100 percent seat belt use; and engineering safer roads.

Since serious injuries are defined differently from state to state, there is no national benchmark.

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PERFORMANCE MEASURE 3.4Number of Traffic-Related Serious Injuries on all Roads

Chart 3.4.1: Annual Comparison of All Serious Injuries CY2014‐CY2018 (YTD)


2014 2015 2016 2017 2018Bike 71 51 65 85 14Ped 361 320 419 499 162Driver/Passenger 2,621 2,224 2,679 2,752 859

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Chart 3.4.1: Annual Comparison of All Serious Injuries CY2014‐CY2018 (YTD)

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PERFORMANCE MEASURE 3.4Number of Traffic-Related Serious Injuries on all Roads

Chart 3.4.2: Comparison of All Serious Injuries Q2 CY2014‐ Q2 CY2018 (YTD)

Chart 3.4.3: Annual Comparison of All Serious Injuries CY2014‐CY2018



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Chart 3.4.2: Comparison of All Serious Injuries Q2 CY2014‐ Q2 CY2018 (YTD)

593 571 463 629 610

809 758 704

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Chart 3.4.3: Annual Comparison of All Serious Injuries CY2014‐CY2018

Q1 Q2 Q3 Q4 Annual VMT

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PERFORMANCE MEASURE DRIVER:Kelly Melhem Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track trends in the number of persons seriously injured in motor vehicle crashes per VMT.


DATA COLLECTION METHODOLOGY:MDOT SHA collects VMT data based on highway counts on roadways across the State. The serious injury data is collected by the Maryland State Police (MSP) through its Automated Crash Reporting System (ACRS). The MDOT Maryland Highway Safety Office (MHSO) collects the data from these two agencies.


PERFORMANCE MEASURE 3.5Maryland Traffic-Related Serious Injury Rate (Highways)Behind every number is a person, a family, and a community changed forever.

Maryland’s serious injury rate is based on a measure similar to the fatality rate (number of persons seriously injured annually in a traffic-related crash per 100 million VMT).

After a 33-percent drop in both the number of serious injuries and the corresponding rate between 2008 and 2015, Maryland’s serious injury rate increased from 4.55 in 2015 to 5.36 in 2016 and to 5.57 in 2017. These higher rates correspond with the increased number of serious injuries between 2015 and 2017, as well as the increases in VMT in Maryland.

Serious injury or death is not an acceptable consequence of driving. The SHSP contains strategies intended to reduce risky driving behaviors statewide that result in the types of crashes leading to serious injury or death. Engineering advances in safer vehicles and highways, and immediate critical care from emergency medical providers, have contributed significantly to the declines in traffic-related serious injuries (and their corresponding rates) during several recent years.

Since serious injuries are defined differently from state to state, there is no national benchmark rate.

Chart 3.5.1: Maryland Traffic‐Related Serious Injury Rate CY2012‐CY2017

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Chart 3.5.1: Maryland Traffic‐Related Serious Injury Rate CY2012‐CY2017

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PERFORMANCE MEASURE DRIVER:Gina Watson Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To track trends in seat belt use in Maryland and assess how Maryland ranks against the national rate as an indicator of how well seatbelt use is encouraged.


DATA COLLECTION METHODOLOGY:Observational Survey conducted by MVA Maryland Highway Safety Office (MHSO).

NATIONAL BENCHMARK:Nationwide usage rate provided by National Highway Traffic Safety Administration (NHTSA) reached 90.1 percent in 2016.

PERFORMANCE MEASURE 3.6Maryland Seat Belt Usage RateThe use of seat belts by Maryland drivers greatly reduces the severity of personal injury and occupant fatalities in crashes. States such as Maryland with primary and secondary seat belt enforcement laws exhibit higher seat belt usage rates.

Maryland’s seat belt usage rate is collected by an observational survey methodology approved by the National Highway Traffic Safety Administration. The overall seat belt usage rate in Maryland was 92.1 percent for 2017 representing a 1.3 percent increase over the previous year. The MHSO goal for seat belt usage for 2017 was 94.1 percent. However, the nationwide seat belt usage rate was 89.7 percent in 2017 versus 90.1 percent in 2016.

In an effort to increase awareness and usage of seat belts among young drivers and passengers, several Maryland schools participated in the Making it Click program which ran January through May 2018. Participants conducted observational seat belt surveys; created posters, videos, and flyers; signed pledge cards; and shared ideas about increasing seat belt use and improving highway safety at school and through social media.

Chart 3.6.1: Maryland Seatbelt Usage Rate vs. National Benchmark Rate CY2013‐CY2017


90.7%

92.1%

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2013 2014 2015 2016 2017

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Chart 3.6.1: Maryland Seatbelt Usage Rate vs. National Benchmark Rate CY2013‐CY2017

Maryland Rate National Rate

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PERFORMANCE MEASURE 3.7Travelers Assisted by MDOTThe Coordinated Highways Action Response Team (CHART) is a joint effort of MDOT, MSP, and numerous other federal, State and local agencies. CHART provides assistance to disabled motorists and responds to traffic incidents throughout Maryland. In the Baltimore and Washington metropolitan areas, patrols are operated 24 hours per day, seven days per week. In addition to services on highways, the MPA and MAA provide assistance to their customers who experience vehicle issues.

These services provide an added value to MDOT customers who might otherwise need to rely on paid service providers. Customers can access this service by dialing *77 or through the normal 911 emergency dispatch.

For the 2018 calendar year so far, MDOT has helped 47,920 disabled motorists. Additionally, CHART provides real-time traffic conditions through its website: http://www.chart.state.md.us/.

Chart 3.7.1: Number of Assists and Responses CY2018



PERFORMANCE MEASURE DRIVER:Cedric Ward State Highway Administration (SHA)

PURPOSE OF MEASURE:To track and assess the performance of MDOT’s incident management programs to respond to customer needs while traveling.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data is collected from centralized reporting to CHART for roadway data. MPA and MAA data are collected individually.


20,51123,061

1,977

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Chart 3.7.1: Number of Assists and Responses CY2018

SHA/MDTA MAA MPA 2017 Total

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PERFORMANCE MEASURE 3.7Disabled Vehicles Assisted by MDOT

Chart 3.7.2: Number of Assists and Responses Q2 CY2016‐CY2018


Chart 3.7.3: MDOT Travelers Assisted Compared to VMT CY2014‐CY2018

Q2 CY2016 Q2 CY2017 Q2 CY2018MAA 1,664 1,692 1,767MPA 32 25 15SHA/MDTA 18,548 18,662 23,061

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Chart 3.7.2: Number of Assists and Responses Q2 CY2016‐CY2018

77,865 85,562 80,089 80,577 47,367

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Chart 3.7.3: MDOT Travelers Assisted Compared to VMT CY2014‐CY2018

MDOT Assists (YTD) VMT (in Millions)

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PERFORMANCE MEASURE DRIVER:Bud Frank The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To track the readiness of MDOT emergency personnel for responding to emergency incidents by ensuring awareness and understanding of the National Incident Management System and Incident Command System.


DATA COLLECTION METHODOLOGY:Individual TBUs will identify emergency response positions that require NIMS/ICS training and the completion of training.

NATIONAL BENCHMARK:Internal MDOT benchmark is 90 percent of emergency response positions will have completed the required NIMS/ICS training.

PERFORMANCE MEASURE 3.8Number of Employees Trained Under National Incident Management System (NIMS)In 2003, Homeland Security Presidential Directive #5 (HSPD-5) was issued that discussed the management of domestic incidents. Part of Directive #5 was the issuance of the National Incident Management System (NIMS) and the tasking of training individuals in the use of the Incident Command System (ICS). This resulted in the creation of single-integrated comprehensive approach to domestic incident management, crisis management, and consequence management became a single-integrated approach.

NIMS is a consistent nationwide approach for government agencies at all levels, along with non-government agencies, to work effectively and efficiently in all incidents (all-hazards approach). In HSPD-5 all states were required to adopt and implement the NIMS/ICS protocol. The Maryland NIMS/ICS Strategic Plan was developed in 2004 and identified the need for State agencies to adopt NIMS/ICS.

This plan determined that NIMS/ICS was the best tool to use for coordination and control of domestic (MD) incident management activities regardless of the cause, size, or complexity of the incident. It uses a “common operation platform” for all agencies, organizations, or entities, public or private.

TBUs have historically trained their personnel in NIMS/ICS, mainly because most TBUs are operationally oriented and incidents occur in their respective areas of responsibility. Many times they must work with other emergency responders (fire/police/EMS) and private stakeholders or partners that operate on their property or as part of their business model. For many years, the training of MDOT personnel in NIMS/ICS was a reportable item to the Federal Emergency Management Agency (FEMA) on an annual basis. Several years ago, this required annual reporting was discontinued by FEMA, and thus no longer tracked by MDOT.

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PERFORMANCE MEASURE 3.8Number of Employees Trained Under National Incident Management System (NIMS)

3.8.1: Percent of NIMS/ICS Training (Level 1 and 2) for Required Personnel Completed FY2017

86%

36%

87%

25%

46%

79% 79%86%

59%

50%

79%

18%

84%

67%

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Chart 3.8.1: Percent of NIMS/ICS Training Completed, Level 1 and 2 FY2017

Level 1 Level 2

82

361 379 421348 315 327

410 361351

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Chart 3.9A.1: Number of Injuries (FROI) Reported MDOT‐Wide CY2013‐2018

Q1 Q2 Q3 Q4


PERFORMANCE MEASURE DRIVER:Bernadette BridgesMaryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track, trend, and mitigate lost work days.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data is collected through multiple MDOT timekeeping systems.


PERFORMANCE MEASURE 3.9ANumber of Employee Injuries Reported Employee safety is a top priority to MDOT. Injuries do occur on the job and work days are sometimes lost as a result. Lost work days reduce the effectiveness of TBUs and are an indirect measure of employee health and welfare. The quarterly comparison of data from all MDOT TBUs for CY2013-CY2018 is included in the chart below.

Chart 3.9A.1: Number of Injuries (FROI) Reported MDOT‐Wide CY2013‐CY2018


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PERFORMANCE MEASURE 3.9BNumber of Employee Lost Work Days Due to Injuries Employee safety is a top priority to MDOT. Injuries do occur on the job and work days are sometimes lost as a result. Lost work days reduce the effectiveness of TBUs and are an indirect measure of employee health and welfare.

This measure only includes quarterly lost work days due to on the job, work-related injuries. Lost work days are not associated with the number of injuries reported. Performance Measure 3.9 factors affecting this measure include varying work conditions and environments, and differing risk profiles among employees across TBUs. The goal of this performance measure is to have consistent leave coding policies and practices across MDOT’s payroll systems.

Included in this measure are MTA Union Employee Lost Work Days highlighted in Chart 3.9B.3 and then compared to TSHRS employees in Chart 3.9B.4.

MDOT Risk Managers meet quarterly to develop strategies to reduce and mitigate risk throughout the TBUs.



PERFORMANCE MEASURE DRIVER:Bernadette BridgesMaryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track, trend, and mitigate lost work days.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data is collected through multiple MDOT timekeeping systems.


84

PERFORMANCE MEASURE 3.9BNumber of Employee Lost Work Days Due to Injuries

Chart 3.9B.1: Number of Employees Coding LY (Work Injury Leave) by Quarter CY2013‐CY2018

Chart 3.9B.2: Number of Work Injury Leave (LY) Days Used Q2 CY2017 ‐ Q2 CY2018


78 82 75 8667

90

79 79 8188

9179

92 86 103109

105

77 7582

6683

0

50

100

150

200

250

300

350

400

CY2013 CY2014 CY2015 CY2016 CY2017 CY2018

Num

ber o

f Employ

ees

Year

Chart 3.9B.1: Number of Employees Coding LY (Work Injury Leave) by Quarter CY2013‐CY2018

Q1 Q2 Q3 Q4

601 626

31 420

105

193

874

398

68 88

13 37

143

0

100

200

300

400

500

600

700

800

900

1,000

SHA MDTA TSO MAA MPA MTA MVA

Num

ber o

f Leave Days U

sed

TBU

Chart 3.9B.2: Number of Work Injury Leave (LY) Days Used Q2 CY2017 ‐ Q2 CY2018

Q2 CY2017 Q2 CY2018

85

PERFORMANCE MEASURE 3.9BNumber of Employee Lost Work Days Due to Injuries

Chart 3.9B.3: MTA Union Lost Work Days Due to InjuriesQ2 CY2013 ‐ Q2 CY2018 April‐June


Chart 3.9B.4: Number of Work Injury Days Used, TSHRS and MTA Union Q2 CY2017 ‐ Q2 CY2018 April‐June

6,499

6,178 6,153 6,506

4,421

5,111

‐

1,000

2,000

3,000

4,000

5,000

6,000

7,000

CY2013 CY2014 CY2015 CY2016 CY2017 CY2018

Num

ber o

f Work Da

ys

Year

Chart 3.9B.3: MTA Union Lost Work Days Due to InjuriesQ2 CY2013 ‐ Q2 CY2018 April‐June

2,120

1,546 1,613 1,621

5,141 5,210 5,417

5,111

‐

1,000

2,000

3,000

4,000

5,000

6,000

Q3 Q4 Q1 Q2

CY2017 CY2018

Work Injury Leave Days U

sed

Quarter/Year

Chart 3.9B.4: Number of Work Injury Days Used, TSHRS and MTA Union Q2 CY2017 ‐ Q2 CY2018 April‐June

TSHRS MTA Union

86

PERFORMANCE MEASURE 3.9CIncident Rate, Cost of Injuries and Predominant Injuries by Event Employee safety is a top priority to MDOT. Although injuries seem to be inevitable at times and a part of doing business, even one injury is too many. To determine how safe our workplaces are, MDOT calculates its incident rate. This measure represents how many OSHA recordable injuries experienced per 100 full time employees. The lower the number, the safer the workplace has been.

To better understand how injuries impact MDOT, we review costs of those injuries to include potential future costs. Looking at these costs helps us understand how important it is to prevent injuries instead of just accepting them as a part of business.

We can intelligently focus our resources at those events that drive our injury experience and strategize to eliminate those injuries. Identifying the predominant injury event allows each TBU to assess tasks that are likely to contribute to those events.



PERFORMANCE MEASURE DRIVER:Troy Palmer Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To facilitate continuous safety improvement.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data is collected through multiple MDOT timekeeping systems and IWIF.


87

PERFORMANCE MEASURE 3.9CIncident Rate, Cost of Injuries and Predominant Injuries by Event

Chart 3.9C.1: Cummulative Incident Rate by Quarter CY2017 ‐ CY2018


Chart 3.9C.2: Paid Medical & Indemnity Injury Costs Q2 CY2016 ‐ Q2 CY2018

TSO SHA MDTA MAA MVA MPA MTAQ2 CY 2016 $1,354.62 $470,335.02 $459,214.51 $56,644.02 $247,244.79 $1,683.29 $3,804,218.7Q2 CY 2017 $102,750.03 $129,705.35 $221,935.92 $27,633.84 $66,895.34 $10,420.76 $2,453,957.1Q2 CY 2018 $0.00 $56,505.19 $25,403.09 $6,166.89 $17,059.24 $5,537.76 $538,704.68

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

Cost in

Dollars

Chart 3.9C.2: Paid Medical & Indemnity Injury Costs Q2 CY2016 ‐ Q2 CY2018

TSO SHA MDTA MAA MVA MPA MTAQ3 CY2017 5 5.2 9.7 8.4 4.5Q4 CY2017 4.6 5.5 8.2 6.8 4.5 2.5 12.95Q1 CY2018 1.2 5.6 5.9 7.9 3 3.51 13.22Q2 CY2018 2.21 6.05 5.41 4.5 4.12 1.89 12.59

0

2

4

6

8

10

12

14

Inci

dent

s Per

100

Em

ploy

ees

Chart 3.9C.1: Cumulative Incident Rate by Quarter CY2017 - CY2018

88

PERFORMANCE MEASURE 3.9CIncident Rate, Cost of Injuries and Predominant Injuries by Event

Chart 3.9C.3: Injury Costs Paid and Reserves for CY2016 ‐ CY2018


Chart 3.9C.4: MDOT Top 5 Injuries by Event for Q2 CY2018

TSO SHA MDTA MAA MVA MPA MTAMedical & Indemnity Paid $193,651.90 $3,016,439.6 $2,756,969.0 $332,963.92 $861,101.82 $39,211.43 $20,700,034.Reserves $259,315.88 $3,196,616.7 $3,140,783.2 $334,919.56 $988,291.08 $58,331.00 $13,412,181.

$‐

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

Costs P

aid in Dollars

Chart 3.9C.3: Injury Costs Paid and Reserves for CY2016 ‐ CY2018

$207,167.67

$237,509.65$230,601.00

$51,573.34$63,299.83

Number: 205 Number: 132 Number: 110 Number: 66 Number: 42$0.00

$50,000.00

$100,000.00

$150,000.00

$200,000.00

$250,000.00

Contact with Objector Equipment

TransportationIncidents

Slips, trips and falls Violence or otherinjuries by persons or

animals

Bodilyreaction/overexertion

Med

ical Cost

Type of Injury

Chart 3.9C.4: MDOT Top 5 Injuries by Event for Q2 CY2018

89


PERFORMANCE MEASURE 3.10Number of Customer Incidents at MDOT FacilitiesMDOT is committed to providing a safe and secure environment for its customers. With the many services that MDOT and its TBUs provide to the public, there are programs in place to ensure the safety and security of its facilities and customers. Observing and measuring unplanned incidents that may result in injury, which occur in and around buildings where MDOT provides a service to customers (i.e. MVA centers, Stop in Centers), is key in developing these programs.

Although this is an important topic for MDOT to acknowledge, the TBUs have only been measuring it for the past year. Recently, risk managers re-evaluated how customer incidents and injuries are tracked and reported. A standard definition was determined and agreed upon by all TBUs. To continually ensure that all processes are consistent, the TBUs are working together to produce standard policies and forms, while educating all staff on how to report any incidents and injuries they witness at their facilities.

Chart 3.10.1: Number of Customer Incidents at MDOT Buildings CY2017‐CY2018


PERFORMANCE MEASURE DRIVER:Leah Visakowitz Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To track customers (non-MDOT employees) who have sustained an injury or incident at MDOT buildings.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:TBUs track using their existing processes and report to the driver via phone or email.


31

16 15 2012

44

20

25

74 15

13

2741

4129 22

386

7

1

5 1

2

8489

6458

50

97

0

20

40

60

80

100

120

Q1 Q2 Q3 Q4 Q1 Q2

CY2017 CY2018

Num

ber o

f Customer Incide

nts

Quarter/Year


TSO SHA MDTA MTA MVA MAA MPA Total

90


0.320.46 0.37

0.81 0.56

3.27

2.68

0.59 0.43 0.37

0.78

4.44

1.11

1.7

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

Q3 Q4 Q1 Q2

CY2017 CY2018

Num

ber o

f Inciden

ts per 100

,000

Customers

Quarter/Year

Chart 3.10.2: Number of Customer Incidents per 100,000 Customers Visited CY2017 ‐ CY2018

MTA MVA MAA MPA

PERFORMANCE MEASURE 3.10Number of Customer Incidents at MDOT Facilities

Chart 3.10.2: Number of Customer Incidents per 100,000 Customers Visited CY2017‐CY2018


12

4415

13

22

38

1

2

84 89

6458

0

20

40

60

80

100

120

Q1 Q2 Q3 Q4

Num

ber o

f Inciden

ts

Quarter/Year


TSO SHA MDTA MTA MVA MAA MPA 2017 Total

91

MDOT will deliver transportation solutions on time and within budget. The Department will use strategies to ensure that the transportation solution meets the needs of customers and eliminates unnecessary costs.

RESULT DRIVER:

Jason Ridgway State Highway Administration (SHA)

Deliver Transportation Solutions and Services of Great Value

TANGIBLE RESULT #4

92

TANGIBLE RESULT DRIVER:Jason Ridgway State Highway Administration (SHA)

PERFORMANCE MEASURE DRIVER:Aviva Brown Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To gauge the accuracy of capital project estimates to manage the Department’s Capital Program more efficiently.

FREQUENCY:Annually (In October)

DATA COLLECTION METHODOLOGY:Through the Capital Program Management System (CPMS); the CTP; TSO & TBU’s procurement offices.

NATIONAL BENCHMARK:+/- 5% This mirrors the benchmark as reported by Nebraska’s Dept. of Roads, Fiscal Responsibility for the Accuracy of Project Estimates. Further, while MDOT has not specified a benchmark per se, they use Nebraska’s 5% as the bench for the best.

Note: This benchmark applies to capital construction projects. So far and with extensive research, we have been unable to find a benchmark for IT projects.

PERFORMANCE MEASURE 4.1Percent of Estimated Project Budget as Compared to Final Project AwardThis performance measure fosters more accuracy and better budget management of the State’s limited transportation funding. Accurate estimating enables MDOT to provide better services to its customers, whether it is infrastructure improvements to State roadways and bridges; increasing and retaining the commerce going in and out of the Port of Baltimore; attracting and retaining airlines and travelers at BWI Marshall; providing more alternative service options to Maryland citizens to conduct their MVA transactions remotely; or improving transit services throughout the State.

Given the diverse differences between construction and IT projects, we have separated into two categories with specific budget parameters:

• $1M+ construction type projects: SHA, MDTA, MPA, MAA and MTA

• $400K+ IT projects: TSO and MVA

For FY’s 2014, 2015 and 2016, the range in variance between the estimated project budgets and the final project awards was from 4.7% to 7.6%. While the range is within the +/- 5% and the estimates vs award are very good, the goal is to continue working on strategies to obtain the +/- 5% consistently.

To improve the outcomes of this measure, MDOT is engaged in the following activities:

• Team expansion with subject matter experts (SME’s) from each TBU;

• Use of estimating tool;

• Creation of excel spreadsheet to ensure consistency in gathering data for PM 4.1 – PM 4.3;

• Clarifying definitions with TBU’s; and

• Modified dataset for construction contracts to $1M (MAA, SHA, MDTA, MPA and MTA).


93

PERFORMANCE MEASURE 4.1Percent of Estimated Project Budget as Compared to Final Project Award

Chart 4.1.1: Percent of Estimated Project Budget as Compared to Final Project Award FY2017


1.14%

11.26%

5.84%

‐16.91%

5.95%

1.47%

‐20%

‐15%

‐10%

‐5%

0%

5%

10%

15%

SHA MDTA MTA MAA MPA MDOT‐Wide

Percen

t Differen

ce

TBU

Chart 4.1.1: Percent of Estimated Project Budget as Compared to Final Project Award FY2017

Percent Difference Benchmark (High): 5% Benchmark (Low): ‐5%

94


PERFORMANCE MEASURE 4.1Percent of Estimated Project Budget as Compared to Final Project Award

Chart 4.1.2: Percent of Estimated Project Budget as Compared to Final Project Award TSO and MVA FY2017

TSO MVA CombinedPercent Differ -3.00% -0.50% -3.00%

Benchmark 0.05 0.05 0.05Benchmark -0.05 -0.05 -0.05

TSO MVA CombinedAward 515,852 N/A 515,852

Estimate 500,000 N/A 500,000

***Please inclue table in report***

-3.00%

N/A

-3.00%-3.50%

-3.00%

-2.50%

-2.00%

-1.50%

-1.00%

-0.50%

0.00%

TSO MVA Combined

Perc

ent D

iffer

ence

Chart 4.1.2: Percent of Estimated Project Budget as Compared to Final Project Award TSO and MVA

FY2017

TSO MVA CombinedPercent Difference ‐3.00% 0.00% ‐3.00%Award $515,852 0.00% $515,852Estimate $500,000 0 $500,000

‐5%

‐4%

‐3%

‐2%

‐1%

0%

1%

2%

Percen

t Change

Chart 4.1.2: Percent of Estimated Project Budget as Compared to Final Project Award TSO and MVA FY2017

95



PERFORMANCE MEASURE DRIVER:Brian Miller Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To measure the difference in the contract amount from NTP to final contractor payout.


DATA COLLECTION METHODOLOGY:Collect data from MDOT TBUs for FY2013 to FY2016. Data will reflect contracts that closed out in each respective fiscal year. Data will be shown as a bar graph for each fiscal year.

NATIONAL BENCHMARK:2%

PERFORMANCE MEASURE 4.2Percent of Change for Finalized ContractsIt is important to assess how well we manage the budgeted and awarded amount during the duration of Department contracts. This is done to ensure we are getting what we paid for and not adding unnecessary or unbudgeted costs to our transportation projects. This will facilitate better contract performance and better management of contracts which will add overall value to the project and ensure worthwhile expenditures of taxpayer dollars.

Strategy development meetings have been held with TBU representatives throughout the reporting year to review data and address any issues that exist in order to meet the 2% benchmark for compliance. Data for FY2017 illustrates a collective effort for benchmark compliance by TBU. This is reflected for FY2017 by TBU compliance across the board.

Issue that could arise as this TR moves forward would be contracts that exceed the award amount by 2% at final payout.

TBU’s will have to monitor contracts and justify overages through contract changes and justifications for those changes.

Individual TBU’s may not have data from a fiscal year if no contract(s) closed during the respective fiscal year.

96

PERFORMANCE MEASURE 4.2Percent of Change for Finalized Contracts

Chart 4.2.1: Percent Change for Finalized Contracts by TBU FY2014



$832

,179

,165

.91

$78,13

6,56

1.65

$20,95

4,45

5.00

$931

,270

,182

.56

Contract

5.68

% Increase

Contract

‐.66%

Increase

Contract

‐11.1%

Decrease

Contract

3.9%

Increase

$0

$200,000,000

$400,000,000

$600,000,000

$800,000,000

$1,000,000,000

$1,200,000,000

SHA MDTA MTA MDOT Wide

Amou

nt

TBU


Award Final

$988

,888

.00

$571

,531

,191

.99

$30,83

7,40

0.00

$59,64

9,29

2.33

$24,00

2,51

8.00

$687

,009

,290

.32

Contract

0% Contract

‐.15%

Decrease

Contract

22.9% Increase

Contract

‐.41 De

crease

Contract

‐12.6 De

crease

Contract

.42%

Increase

$0

$100,000,000

$200,000,000

$300,000,000

$400,000,000

$500,000,000

$600,000,000

$700,000,000

$800,000,000

TSO SHA MDTA MTA MVA MDOT Wide

Amou

nt

TBU


Award Final

97

PERFORMANCE MEASURE 4.2Percent of Change for Finalized Contracts



Chart 4.2.4: percent Change for Finalized Contacts by TBU FY2017

$1,554

,000

.00

$438

,336

,847

.47

$57,40

4,91

3.77

$24,00

2,51

8.00

$20,27

3,33

8.00

$550

,057

,089

.00

Contract

‐.04%

Decrease

Contract

.96%

Increase

Contract

7.9%

Increase

Contract

9.5%

Increase

Contract

‐2.6 Decrease

Contract

1.78

% Increase

$0

$100,000,000

$200,000,000

$300,000,000

$400,000,000

$500,000,000

$600,000,000

TSO SHA MDTA MVA MPA MDOT Wide

Amou

nt

TBU


Award Final

$515

,852

.14

$1,061

,298

,774

.25

$48,69

2,37

7.28

$104

,287

,451

.00

$23,84

9,46

4.00

$5,850

,910

.00

$94,33

1,16

9.00

$1,338

,825

,997

.67

Contract 0%

Contract ‐.52

% Decrease

Contract ‐1

.59%

Decrease

Contract ‐.12

% Decrease

Contract ‐1

.47%

Decrease

Contract N/A

Contract ‐.54

% Decrease

Contract ‐.75

% Decrease

$0.00

$200,000,000.00

$400,000,000.00

$600,000,000.00

$800,000,000.00

$1,000,000,000.00

$1,200,000,000.00

$1,400,000,000.00

$1,600,000,000.00

TSO SHA MDTA MTA MPA MVA MAA MDOT Wide

Amou

nt

TBU

Chart 4.2.4: percent Change for Finalized Contacts by TBU FY2017

Award Final

98


PERFORMANCE MEASURE 4.3On-time Services and Solutions: Percent of Projects Completed by Original Contract DateWhen MDOT awards a contract or agrees to provide a service, it establishes a commitment date which is the date the contract or service begins providing benefits to MDOT’s stakeholders.

The purpose of this performance measure is to track MDOT’s accuracy in estimating if contracts and services committed to are completed and open to service by the commitment date specified in the contract. The performance measure will also determine if there are common factors that make contracts go over their budgeted time and whether these factors can be mitigated.

Overall MDOT increased the percentage of contracts completed in a timely basis from 56 percent in FY2015 and 60 percent in FY2016 to a FY2017 total of 71 percent. This is largely due to a new standard that measures project completion based on when our stakeholders start receiving “beneficial use” from the project. This aligns with MDOT’s focus on its customers.

Another reason for the improved performance is the adoption of strategies designed to limit delays in the completion of contracts. These strategies include the implementation of A + B Bidding, Time of Year Letting strategies, a lessons learned process post-completion and having design changes undergo administrator review and approval.


PERFORMANCE MEASURE DRIVER:Bill Appold The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To determine if MDOT is efficiently managing and delivering contracts and services.


DATA COLLECTION METHODOLOGY:Information will be provided by the MDOT Offices of Construction, Planning and Finance.

NATIONAL BENCHMARK:87%

99


PERFORMANCE MEASURE 4.3On-time Services and Solutions: Percent of Projects Completed by Original Contract Date

Chart 4.3.1: On‐Time Services and Solutions, Percent of Projects Completed by Original Contract Date FY2015‐FY2017

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FY2015 FY2016 FY2017

100% 100% 100%

67%60% 63%60%

69%

92%100% 100%

89%

14% 14%

100%100% 100%

70%

100% 100% 100%

56%60%

71%

Percen

t

Fiscal Year

Chart 4.3.1: On‐Time Services and Solutions, Percent of Projects Completed by Original Contract Date FY2015‐FY2017

TSO SHA MDTA MTA MVA MAA MPA MDOT Wide

100



PERFORMANCE MEASURE DRIVER:Ross Turlington Maryland Transit Administration (MTA)

Jim Harkness Maryland Transportation Authority (MDTA)

Shawn Ames Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track the average cost of common transportation services and solutions, in order to make decisions as to where to reduce costs, as appropriate.

FREQUENCY:Annually (in January and July)

DATA COLLECTION METHODOLOGY:Through the Capital Program Management System (CPMS); The Consolidated Transportation Plan (CTP) and MDOT Capital Budget, Finance and Procurement Offices.


PERFORMANCE MEASURE 4.4Average Cost of Common Transportation Solutions and ServicesIt is MDOT’s responsibility to provide transportation solutions and services to the public that are of great value.

The purpose of these measures is to track, access, and analyze data that will help reveal solutions for reducing the cost of transportation services. Tracking data that is grouped by shared services across business units will allow comparison across TBUs, and also insight into ways to reduce the cost of services to the public.

Performance measure 4.4 has 10 separate measurements. These measurements include minor and major road resurfacing cost, interstate road resurfacing cost, bridge replacement cost and major bridge redecking cost. Other measurements include operating cost per passenger trip, operating cost per revenue vehicle mile, passenger trips per revenue vehicle mile, farebox recovery and cost per transaction.

Tracking of these measures is based upon actual costs associated with contracts issued for various road and bridge projects. Because data for these projects is tracked annually, in any given year there may not be an award for this type of project as can be seen from some of the MDTA data.

Regardless, the data will provide our customers with insights into how Maryland transportation projects compare to national averages. Benchmarks are sought to gauge how Maryland solutions and services compare with national averages as well as who is considered the best in this category. Based on year-to-year data comparisons, the goal is to identify ways to reduce costs to the citizens of Maryland.

101

PERFORMANCE MEASURE 4.4AAverage Cost of Common Transportation Solutions and Services

Chart 4.4A: Minor Road Preservation Life Cycle Cost FY2014‐FY2017


$8,818

$10,466 $10,435 $10,705

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

$18,000

$20,000

FY2014 FY2015 FY2016 FY2017

$ pe

r Lan

e M

ile p

er Y

ear

Fiscal Year

Chart 4.4A.1: Minor Road Preservation Life Cycle Cost FY2014-FY2017

102


PERFORMANCE MEASURE 4.4BAverage Cost of Common Transportation Solutions and Services

Chart 4.4B: Major Road Preservation Life Cycle Cost FY2014‐FY2017

$12,354

$14,646

$13,229 $13,424

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

$18,000

$20,000

FY2014 FY2015 FY2016 FY2017

$ pe

r Lan

e Mile per Yea

r

Fiscal Year

Chart 4.4B.1: Major Road Preservation Life Cycle Cost FY2014‐FY2017

103

PERFORMANCE MEASURE 4.4CAverage Cost of Common Transportation Solutions and Services

Chart 4.4C: Interstate Preservation Life Cycle Cost FY2014‐FY2017


$15,303 $16,593

$15,164

$19,548

$‐

$14,162

$‐ $‐$0

$5,000

$10,000

$15,000

$20,000

$25,000

FY2014 FY2015 FY2016 FY2017

$ pe

r Lane Mile per Year

Fiscal Year

Chart 4.4C.1: Interstate Preservation Life Cycle Cost FY2014‐FY2017

SHA MDTA

104

PERFORMANCE MEASURE 4.4D AND EAverage Cost of Common Transportation Solutions and Services

Chart 4.4D: Average Bridge Replacement Cost FY2015‐FY2018


Chart 4.4E: Average Bridge Redecking Cost FY2015‐FY2018

$276 $285

$442

$342

$0

$50

$100

$150

$200

$250

$300

$350

$400

$450

$500

FY2015 FY2016 FY2017 FY2018

$ Pe

r Squ

are Foot

Fiscal Year

Chart 4.4D.1: Average Bridge Replacement Cost FY2015‐FY2018

$175 $175

$109 $101

$- $- $-

$99

$0

$20

$40

$60

$80

$100

$120

$140

$160

$180

$200

FY2015 FY2016 FY2017 FY2018

$ Pe

r Squ

are

Foot

Chart 4.4E.1: Average Bridge Redecking Cost FY2015-FY2018

SHA MDTA

105

PERFORMANCE MEASURE 4.4FAverage Cost of Common Transportation Solutions: Operating Cost per Passenger Trip (MTA)Operating cost per passenger trip is calculated by dividing the total modal operating cost by the amount of passenger trips taken. Passenger trips does not represent the number of riders, it illustrates the amount of overall trips our riders take during a specified period of time. This metric provides MDOT MTA another way of assessing the performance an efficiency of our services by attributing a monetary value to the amount of trips taken.

Chart 4.4F.1: Operating Cost Per Revenue Vehicle Mile FY2012‐FY2017


$15.60

$11.58

$14.00

$5.34

$16.67

$6.51

$4.82

$11.60

$11.83

$10.12

$11.60

$6.06

$17.56

$9.95

$5.37 $1

0.57$13.30

$11.18

$12.98

$5.14

$22.30

$10.02

$5.27

$11.37

$13.64

$11.25

$15.11

$5.16

$22.70

$9.32

$6.05 $1

1.45$13.55

$10.56

$13.82

$4.57

$22.73

$8.91

$4.95

$10.92

$15.33

$10.50

$14.51

$4.12

$24.10

$8.84

$5.14

$11.79

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

Core Bus Metro Light Rail MobilityParatransit

MARC ContractedCommuterBus to

Baltimore andWashington

Taxi Access All Modes

Ope

ratin

g Co

st

Transit Mode

Chart 4.4F.1: Operating Cost Per Revenue Vehicle Mile FY2012‐FY2017

FY2012 FY2013 FY2014 FY2015 FY 2016 FY2017

106

PERFORMANCE MEASURE 4.4GAverage Cost of Common Transportation Solutions: Operating Cost per Revenue Vehicle Mile (MTA)Operating cost per revenue vehicle mile is calculated by dividing the total modal operating cost by the amount of revenue vehicle miles traveled. This measure enables MDOT MTA to better understand the modal cost efficiencies of our transit services. Operating costs include vehicle maintenance, operator wages, fuel, etc.

Chart 4.4G.1: Operating Cost Per Passenger Trip FY2012‐FY2017


$4.05

$3.52

$4.93

$42.30

$11.37

$7.90

$21.14

$3.48

$3.40

$4.37

$51.10

$13.42

$12.76

$22.88

$3.52

$3.86

$5.32

$42.57

$15.57

$13.49

$21.25

$3.48

$4.06

$5.85

$42.61

$15.39

$13.65

$24.65

$3.61

$4.33

$5.86

$39.63

$16.19

$14.25

$20.36

$4.34

$4.95

$5.81

$38.96

$16.97

$15.04

$20.77

$0.00

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

Core Bus Metro Light Rail MobilityParatransit

MARC ContractedCommuter Busto Baltimore

and Washington

Taxi Access

Ope

ratin

g Co

st

Transit Mode

Chart 4.4G.1: Operating Cost Per Passenger Trip FY2012‐FY2017

FY2012 FY2013 FY2014 FY2015 FY 2016 FY2017

107

PERFORMANCE MEASURE 4.4HAverage Cost of Common Transportation Solutions: Passenger Trip per Revenue Vehicle Mile (MTA)Passenger trips per revenue vehicle mile is calculated by dividing the number of passenger trips by the amount of revenue vehicle miles traveled. This measure enables the MTA to understand the number of rides relative to the amount of service provided for each mode. This measure allows MDOT MTA to access the rider demand and the appropriate volume of service.

Chart 4.4H.1: Passenger Trips Per Revenue Vehicle Mile FY2012‐FY2017


3.9

3.3

2.8

1.5

0.8

2.47

3.4

3.0

2.7

1.3

0.8

2.23

3.8

2.9

2.4

1.4

0.7

2.25

3.9

2.8

2.6

1.5

0.7

2.3

3.75

2.44

2.36

1.4

0.62

2.11

3.53

2.11 2.

49

1.41

0.58

2.02

‐

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

Core Bus Metro Light Rail MARC ContractedCommuter Bus toBaltimore andWashington

All Modes

Num

ber o

f Trip

s

Transit Mode

Chart 4.4H.1: Passenger Trips Per Revenue Vehicle Mile FY2012‐FY2017

FY2012 FY2013 FY2014 FY2015 FY 2016 FY2017

108

PERFORMANCE MEASURE 4.4IAverage Cost of Common Transportation Solutions: Farebox Recovery Ratio (MTA)Farebox Recovery Ratio is calculated by dividing the modal operating costs by the amount of fare revenue collected through passenger fare purchases. This measure helps MDOT MTA assess the cost efficacy and financial sustainability of operating each mode of transit service.

Chart 4.4I.1: Farebox Recovery Ratio FY2012‐FY2017


20% 23%

16%

43%

42%

24%

25%

19%

29%

35%

19% 23

%

18%

31%

31%

20% 23%

17%

30%

30%

22% 26

%

19%

32% 36

%

17%

24%

17%

33%

34%

0%5%

10%15%20%25%30%35%40%45%50%

Core Bus Metro Light Rail MTA Commuter BusService

MARC

Num

ber o

f Trip

s

Transit Mode

Chart 4.4I.1: Farebox Recovery Ratio FY2012‐FY2017

FY2012 FY2013 FY2014 FY2015 FY 2016 FY2017

109

PERFORMANCE MEASURE 4.4JAverage Cost of Common Transportation Solutions: Cost per Transaction (MVA)The cost per transaction includes those costs that directly affect an MVA product. It is based on the operating expense, compared to the total number of customer transactions completed by visiting one of the MVA locations, mailing in a request, or completing a transaction through an alternative service delivery. The operating expense is inclusive of salaries, overtime and wages, and all other expenses related to completing a customer transaction.

Operating expense does not include the administrative costs, costs for IT system enhancements, and onetime start-up costs for new product development. Also, not included are costs for MHSO and Capital Programs.

Costs that directly affect a transaction were $11.44 in 2015, $11.96 in 2016 and $12.08 in 2017. The change in 2016 and 2017 is primarily due to salaries and benefits increasing by 2.5% in 2017 and 1.8% in 2016. Salaries and benefits comprise about 64% of the total operating budget. All branch costs are considered in the cost per transaction calculation. The janitorial and ground maintenance costs are captured in the total branch costs, and have increased by a small amount because of the change in minimum wage, and this will rise in 2018 and 2019 as contracts expire and are renegotiated.

Another factor impacting cost per transaction is the shift from branch to alternative service delivery. In 2015 the branch transactions were 38% of total transactions, in 2016 the branch transactions were 34% and in 2017, the branch transactions were 33%. MVA anticipates that more customers will utilize alternative service delivery and branch transactions will continue to decrease. Trends in cost per transaction can vary when new technologies are implemented allowing customers to complete more transactions online and through kiosks.

Branch facilities will continue to drive the cost per transaction calculation. The MVA has been collaborating with other state agencies to utilize MVA locations to offer more opportunities for Maryland customers. Currently, MVA is adding the ease of completing transactions for DNR, EZPass, Charm Cards, Vital Records, TWIC Card and TSA precheck to the list of services offered inside the MVA facilities. MVA staff are manning the TWIC and TSA pre-check counters. As this scenario continues, MVA will be able to quantify the percentage of other state agencies utilizing MVA branches, and this will affect the MVA cost per transaction.


110


PERFORMANCE MEASURE 4.4JAverage Cost of Common Transportation Solutions: Cost per Transaction (MVA)

Chart 4.4J.1: MVA Operating & Administrative Cost Per Transaction FY2015‐FY2017

$11.45 $11.96 $12.08

$4.97 $5.06 $4.77

41% 40%38%

0%

10%

20%

30%

40%

50%

$‐

$2

$4

$6

$8

$10

$12

$14

FY2015 FY2016 FY2017

Percen

t

Ope

ratin

g Co

st

Year

Chart 4.4J.1: MVA Operating & Administrative Cost Per Transaction FY2015‐FY2017

Operating Cost Administrative Cost Percent of Adminstrative Cost

111

MDOT will provide an easy, reliable transportation experience throughout the system. This includes good connections and world class transportation facilities and services.

RESULT DRIVER:

Phil Sullivan Maryland Transit Administration (MTA)

Provide an Efficient, Well-Connected Transportation Experience

TANGIBLE RESULT #5

112

TANGIBLE RESULT DRIVER:Phil Sullivan Maryland Transit Administration (MTA)

PERFORMANCE MEASURE DRIVER:Sam Walters Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To assess average wait time at facilities.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Verification of average wait times at facilities for services based on MDTA reporting the percentage of tolls collected via cash payment at toll facilities.


PERFORMANCE MEASURE 5.1AReliability of the Transportation Experience: Percentage of Tolls Collected as CashCustomers expect limited congestion and minimal wait times, particularly at paid toll facilities. A decrease in this measure indicates more free flow traffic using electronic means of payment. Currently we are trending positively, as our measure has been decreasing over the past year.

As of Q2 CY2018 we are at 15.57 percent of tolls collected as cash. This is a decrease of 2.65 percent from Q2 CY2017. Cash tolls cause more congestion and longer wait times at toll facilities.

MDOT continues to market electronic toll collection.


113


PERFORMANCE MEASURE 5.1AReliability of the Transportation Experience: Percentage of Tolls Collected as Cash

Chart 5.1A.1: Percent of Tolls Collected as Cash for All Mixed Facilities Q1 CY2016 ‐ Q2 CY2018

17.58%18.97%

19.86%

17.72%16.46%

18.22% 18.25%

16.13%14.51%

15.57%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

CY2016 CY2017 CY2018

Percen

t of T

olls as Cash

Quarter/Year

Chart 5.1A.1: Percent of Tolls Collected as Cash for All Mixed Facilities Q1 CY2016 ‐ Q2 CY2018

114

PERFORMANCE MEASURE 5.1BReliability of the Transportation Experience: Average Truck Turn Time per Container TransactionThis performance measure is important because customers of the Port facilities expect reasonable turn times to obtain needed services. The reliability of the transportation experience is assessed through average truck transaction turn times at facilities to ensure that customers have an efficient transportation experience. This measure will allow MDOT to monitor the service provider and improve turn times at our container facility. The data will be reported and reviewed annually.

The MPA is reporting on container transaction turn time handled by trucks at Seagirt Marine Terminal by fiscal year. The gate turnaround time is determined by the accumulated time that each truck remains on the terminal to complete its transaction. The primary objective of the Port is to maintain industry leading turn times of 45 minutes or less. Turn times have increased in FY2017 from 30.7 minutes to 44.0 minutes per transaction. The increase is directly attributable to four factors:

1. The Panama Canal expansion allows for larger vessels to call at the facility.

2. Irregular schedules of these larger vessels contribute to vessel bunching.

3. An unexpected surge in container volume on average of 13 percent since January 2017 has stressed Seagirt’s historical operating methodology, labor and equipment.

4. A change in the metric for applying this data. Prior to 2017, turn times were measured at the beginning of the business transaction to the end of said transaction, the industry term for this measurement is “pedestal to pedestal.” It was requested by the trucking community for turn times to more accurately reflect the actual time a driver is waiting to be serviced; not just the drivers actual time at the terminal. With the implementation of RFID technology over the past year, turn times can now be measured from the time a truck passes through the first security checkpoint until it passes through the final security checkpoint prior to exiting the terminal. It is important to note when comparing to prior reporting periods that the time from the first security checkpoint to the processing center which begins the business transaction is approximately eight to ten minutes, and this time was not reflected in prior reports.


PERFORMANCE MEASURE DRIVER:Jeffrey Gutowski Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To assess average turn time at facilities to ensure an efficient transportation experience for our customers.


DATA COLLECTION METHODOLOGY:Verification of average turn times at port facilities for services.

NATIONAL BENCHMARK:There is not a national benchmark. However, in researching through trade and industry publications and trucking associations, 45 minutes can be established as an efficient turn time.


115


29.5 28.9 28.430.7

44.0

0

5

10

15

20

25

30

35

40

45

50

FY2013 FY2014 FY2015 FY2016 FY2017

Time (Days)

Year

Chart 5.1B.1: Average Annual Truck Turnaround Time per Unit (Box) at Seagirt Marine Terminal FY2013‐FY2017

PERFORMANCE MEASURE 5.1BReliability of the Transportation Experience: Average Truck Turn Time per Container TransactionContinual improvement of the trucker experience is important to MPA as well as the terminal operator. The terminal operator has implemented the following to improve the truck turnaround times through:

1. Streamlining gate processes, including implementation of RFID technology.

2. Terminal infrastructure investments to include opening of a second truck gate.

3. Extending gate operating hours in coordination with CBP resources.

4. Deploying new technologies and expanding existing technologies including updating the NAVIS terminal operating system that is currently being installed.

5. Investing in new container handling equipment with the delivery of 6 new RTG (Rubber Tire Gantry) on January 28, 2018 to better service over the road.

6. Implementation of a port-wide chassis pool near the dock empty container yard and a new Terminal operating system.

Lastly maintaining active lines of communication with the Maryland Motor Truck Association, Longshoreman’s Association, Customs and Border Protection and United States Coast Guard all are very effective ways to eliminate unnecessary and unwarranted delays in the processing of trucks.

Chart 5.1B.1: Average Annual Truck Turnaround Time per Unit (Box) at Seagirt Marine Terminal FY2013‐FY2017

116



PERFORMANCE MEASURE DRIVER:Jeffrey Gutowski Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To assess average wait time at MVA facilities.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Verification of average wait times at MVA facilities for services.


PERFORMANCE MEASURE 5.1CReliability of the Transportation Experience: Average Wait Time (MVA)MDOT customers expect reasonable wait times to obtain needed services and products. For performance measure 5.1C, the reliability of customer transportation experiences was assessed through monitoring of average wait times at MVA facilities. The data will be reported and reviewed quarterly.

Currently, the MVA reports the average wait time for customers to obtain services and products at all branch offices. The statewide average wait time goal is 14.8 minutes. In the Q2 CY2018 reporting period, MVA average statewide wait time was 14.2 minutes. The average total wait time for the calendar year to date is 15.3 minutes.

Recently, the MVA has enhanced the eligibility check criteria for the use of web and kiosk services to push past warnings that do not prevent the renewal of licenses. Additionally, the eligibility check that prevented previous CDL holders from using web and kiosk alternative services has been enhanced. Both improvements will allow for more transactions to be moved to alternative services.

117


PERFORMANCE MEASURE 5.1CReliability of the Transportation Experience: Average Wait Time (MVA)

Chart 5.1C.1: Average Wait Time (MVA) CY2015‐CY2018

1,028,515

922,371 979,135

935,565

727,889

21 23.9 27.6 20.5 23.2 22.5 23.7 21.2 20.5 20.5 21.6 15.3 16.4 14.20

200,000

400,000

600,000

800,000

1,000,000

1,200,000

0

5

10

15

20

25

30

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

2015 2016 2017 2018

Bran

ch W

alk

In T

rans

actio

ns

Min

utes

Quarter/Year

Chart 5.1C.1: Average Wait Time (MVA) CY2015-CY2018

Average Wait Time (MVA) Branch Transactions

118



PERFORMANCE MEASURE DRIVER:Kokuei Chen Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To assess the percent of on-time performance of our transportation service by mode to ensure a more reliable transportation experience for our customers.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Varies by mode. Most modes use GPS tracking to compare performance to the schedule and in a few cases field observations are used to assess reliability.

NATIONAL BENCHMARK:Per APTA Standards Modal OTP benchmarks are as follows:

Bus – 78 percent

Rail – 90 percent

Para-Transit – 92 percent

PERFORMANCE MEASURE 5.1DReliability of the Transportation Experience: On-Time Performance (MTA & MAA)Reliability of transportation services is important to MDOT customers. Many rely on posted arrival and departure times to make needed connections and for critical appointments. This measure will allow the TBUs to focus resources where needed to improve on-time performance.

The public timetable has been referred to as “our contract with our riders.” On-Time Performance (OTP) is the measurement of our adherence to that contract. Maintaining a high level of OTP is of critical importance when providing ground transportation.

Whether a customer has a one-seat ride or needs to make a complex intermodal connection, the rider has an expectation that services will be provided reliably and as scheduled. MTA and MAA schedule adherence drives not only customer perception of the service we provide directly, but our efficient use of taxpayer dollars, management processes, and the efficiency and reliability of State government.

As an organization, MDOT continues to strive to meet or exceed APTA benchmarks for OTP across bus (78 percent), rail (90 percent), and paratransit (92 percent) modes. Our commitment to continual improvement of OTP is evident in our efforts to provide a transit network that allows passengers to travel more efficiently throughout our service area utilizing schedules that accurately reflect passenger travel times, driving down service related complaints and resulting in a better passenger experience.

As of April, 2018, new GPS tracking units have been installed on all MDOT MTA Core Buses. The new GPS units and the associated software is replacing less robust passenger counting system that had been used to calculate MTA Core Bus On Time Performance. The MTA core bus system contains three services: CityLink, LocalLink, and ExpressLink. LocalLink and ExpressLink service uses a schedule adherence system (with a two minute early, seven minute late window) to calculate “On Time” percentage while CityLink service uses a headway system (with an advertised headway + five minutes window) to calculate “On Time” percentage.

119


PERFORMANCE MEASURE 5.1DReliability of the Transportation Experience: On-Time Performance (MTA & MAA)

Chart 5.1D.1: On‐Time Performance of MTA Commuter Bus & MAA Ground Transport CY2017‐CY2018

Chart 5.1D.2: On‐Time Performance of MTA SubwayLink, Light RailLink, & MARC CY2017‐CY2018

98% 98.47% 98.33%95.03%

77.67%

92% 94% 94.45% 95.39% 95.39%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q2 Q3 Q4 Q1 Q2

CY2017 CY2018

Percen

t of O

n‐Time Ride

s

Quarter/Year

Chart 5.1D.1: On‐Time Performance of MTA Commuter Bus & MAA Ground Transport CY2017‐CY2018

MTA Commuter Bus MAA Ground Transportation

94%93%

92%

94%

96%

98%

95%

92%

95%

97%

91%

89%

93%92%

87%

82%

84%

86%

88%

90%

92%

94%

96%

98%

100%

Q2 Q3 Q4 Q1 Q2

CY2017 CY2018

Percen

t of O

n‐Time Ride

s

Quarter/Year

Chart 5.1D.2: On‐Time Performance of MTA SubwayLink, Light RailLink, & MARC CY2017‐CY2018

Metro Light Rail MARC Total

120



Chart 5.1D.3: On‐Time Performance of MTA Paratransit CY2017‐CY2018

94.0% 94.4%

93.1%93.7%

92.0%

80%

85%

90%

95%

100%

Q2 Q3 Q4 Q1 Q2

CY2017 CY2018

Percen

t of O

n‐Time Ride

s

Quarter/Year

Chart 5.1D.3: On‐Time Performance of MTA Paratransit CY2017‐CY2018

121



Chart 5.1D.4: CityLink (All Lines) Weekly Headway Performance CY2017‐CY2018

74.2%

73.9%

76.4%

75.4%

76.2%

75.5%

75.4%

74.8%

76.3%

74.6%

72.0%

71.7%

72.9%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

On‐Time Pe

rformance

Month

Chart 5.1D.4: CityLink (All Lines) Weekly Headway Performance CY2017‐CY2018

CityLink Goal: 80 percent Trend

122



Chart 5.1D.5: LocalLink (All Lines) Weekly Headway Performance CY2017‐CY2018

65.2%

67.6%

67.4%

66.7%

68.2%

68.4%

67.0%

68.2%

68.0%

67.2%

65.7%

64.4%

65.0%

65.9%

66.7%

65.5%

65.7%

66.5%

66.5%

65.8%

67.9%

66.5%

66.1%

67.6%

66.3%

64.2%

66.8%

65.7%

67.2%

64.6%

66.4%

65.4%

63.6%

61.6%

61.8% 65.3%

62.2%

63.1% 66.6%

67.5%

68.0%

68.0%

66.7%

66.6%

67.1%

68.2%

68.5%

69.8%

68.4%

70.6%

65.2%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

On‐Time Pe

rformance

Month

Chart 5.1D.5: LocalLink (All Lines) Weekly Headway Performance CY2017‐CY2018

LocalLink Goal: 80 percent Trend

123



Chart 5.1D.6: ExpressLink (All Lines) Weekly Headway Performance CY2017‐CY2018

53.0%

52.6%

53.8%

52.9%57

.2%

53.3%

53.7%

54.3% 57

.6%

55.7% 57.7%

52.6%

54.0%58

.2%

52.3%

56.7%

56.1%

53.8%

53.7%

53.8%

54.4%

55.3%

54.7%

51.6% 53.9%

55.5%

52.9%

53.4%

59.0%

48.3%

54.8%59

.3%

57.8%

55.6% 58.1%

59.1%

55.7%

54.8% 56.9% 60

.3%

60.2%

57.6%

55.8%

56.5%

54.8%

54.2% 56.8%

61.8%

59.5%

59.9%

54.7%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

On‐Time Pe

rformance

Month

Chart 5.1D.6: ExpressLink (All Lines) Weekly Headway Performance CY2017‐CY2018

ExpressLink Goal: 80 percent Linear (ExpressLink)

124



PERFORMANCE MEASURE DRIVER:Meredith Hill State Highway Administration (SHA)

PURPOSE OF MEASURE:To provide customers with a gauge by which to assess travel time reliability on the State’s highway system.


DATA COLLECTION METHODOLOGY:Formula based.

NATIONAL BENCHMARK:A Planning Time Index (PTI) which is <1.5 for 80th percentile travel time.

Maryland uses 95th percentile travel time for reliability.

PERFORMANCE MEASURE 5.1EReliability of the Transportation Experience: Planning Time Index for Highway TravelCustomers want reliable travel times when traveling on Maryland’s highway system. The planning time index (PTI) is a metric that gauges the reliability of travel times on heavily used freeways and expressways during peak congestion.

For example, if a trip during uncongested, free-flowing traffic conditions takes a traveler 15 minutes; a PTI of 2.0 would indicate that the same trip during a heavily congested period could be expected to take up to 30 minutes. MDOT uses the following PTI ranges to describe the varying degrees of travel time reliability:

PTI < 1.5 = Reliable 1.5 < PTI < 2.5 = Moderately Unreliable

PTI > 2.5 = Extremely Unreliable

In 2016, travel time on 7 percent (AM Peak) to 12 percent (PM Peak) of the freeways and expressways was assessed as “extremely unreliable” during congested periods on an average weekday. This was an improvement over 2015 travel times by 1 and 2 percent, respectively.

When compared to 2015, the 2016 travel reliability results improved despite an increase of 2.9 percent in VMT. Capacity improvements, CHART’s response to incidents, and increased use of projects such as the InterCounty connector support the improvement.

Changes to the PTI that result from completed highway projects are reflected in the PTI analysis over time. For example, the I-95 Express Toll Lane project in Baltimore opened in December 2014. Before the I-95 Express Toll Lanes were built the freeway operated under moderately to extremely unreliable conditions (PTI >2.5). Since the completed construction, the freeway operates as a reliable facility (PTI <1.5).

125


PERFORMANCE MEASURE 5.1EPlanning Time Index for Highway Travel

When compared to 2015, motorists in the AM Peak hour experienced a 1 percent ↓ in the number of freeway and expressway miles with a PTI > 2.5.

This amounts to a 4 percent ↓ in VMT that occur in extremely unreliable conditions.

When compared to 2015, motorists in the PM Peak hour experienced a 2 percent ↓ in the number of freeway and expressway miles with a PTI > 2.5.

This amounts to a 4 percent ↓ in VMT that occur in extremely unreliable conditions.

Source: 2017 Maryland State Highway Mobility Report

126



PERFORMANCE MEASURE DRIVER:Joseph Sagal State Highway Administration (SHA)

PURPOSE OF MEASURE:To understand the impact on efficiency of quickly restoring transportation services after incidents for customers.


DATA COLLECTION METHODOLOGY:The methodology involves an analysis of operational records collected in real-time, and results are contingent on the scale, number and types of incidents causing disruptions.

NATIONAL BENCHMARK:North Carolina – 75 minutes

Connecticut – 45 minutes

Iowa – 53 minutes

Minnesota – 35 minutes

Missouri – 25.3 minutes

New Jersey – 43 minutes

PERFORMANCE MEASURE 5.2ARestoring Transportation Services: Average Time to Restore Normal Operations After DisruptionsMDOT’s customers expect a safe, well-maintained, efficient and reliable transportation system with minimal disruption to travel. Rapid response to effectively manage and clear incidents that disrupt highway travel is one strategy that is essential in meeting these expectations. Efforts to improve coordination and cooperation among TBUs and emergency responders facilitate the reduction in response times and the overall average incident duration, restoring travel more quickly for our customers. The “average incident duration” is a measure of the time it takes a response unit to arrive, plus the elapsed time between the arrival of the first unit and the time stamp in the CHART advanced traffic management system denoting the restoration of normal operating conditions.

As shown in chart 5.2A.1, the average incident duration between calendar years 2010 and 2015 has consistently been less than 30 minutes, and has been less than the lowest benchmark value (25.3 minutes – Missouri) for the last five years (2012 – 2016). The slight increase in average incident duration in calendar years 2015 and 2016 is likely due to the addition of overnight and weekend patrol hours. During the night and weekend hours, most incidents tend to take a slightly longer time to clear than they would during weekdays, since emergency responding agencies operate at reduced staffing levels, or depend on “on-call” staff. However, performance measures show that night and weekend patrols have a significant positive impact on reducing travel delays.

127

PERFORMANCE MEASURE 5.2ARestoring Transportation Services: Average Time to Restore Normal Operations After DisruptionsThe primary strategies for improving Traffic Incident Management focus on assuring that emergency responders have well established coordination procedures, effective communications, thorough training and the resources available to address any type of incident. Just some of the current efforts to implement these strategies in Maryland include:

• MDOT is leading three Initiatives to improve coordination with the Maryland State Police (MSP) including:

o Formalizing working relationships with the heavy tow industry, including a performance incentive program;

o Organizational modifications to better support inter-agency coordination between MSP and MDOT; and

o Enhancing data collection on reported crashes, including the identification of preventable secondary incidents.

• Supporting the deployment of the Maryland First radio system statewide to improve inter-agency emergency communication.

• Standardized Incident Management training, to raise the level of emergency preparedness and safety of emergency responders, who manage incidents on the transportation system.

Chart 5.2A.1: Average Highway Incident Duration (minutes) CY2011‐CY2016


22.14 21.95 21.6423.32 23.54 24.06

0

5

10

15

20

25

30

2011 2012 2013 2014 2015 2016

Minutes

Year

Chart 5.2A.1: Average Highway Incident Duration (minutes) CY2011‐CY2016

SHA & MDTA

128



PERFORMANCE MEASURE DRIVER:Joseph Sagal State Highway Administration (SHA)

PURPOSE OF MEASURE:To understand the impact on efficiency of quickly restoring transportation services after weather events.


DATA COLLECTION METHODOLOGY:The methodology involves an analysis of operational records collected in real-time, and results are contingent on the scale, number and types of weather events.

NATIONAL BENCHMARK:Minnesota – 3 hours

Washington, DC – 18 hours

Missouri – 3.8 hours

PERFORMANCE MEASURE 5.2BRestoring Transportation Services: Average Time to Restore Normal Operations After a Weather EventMDOT’s customers expect a safe, well-maintained, efficient and reliable transportation system with minimal disruption to travel. Disruptions in travel due to inclement weather (snow, ice, etc.) require specialized operations experience and rapid response to restore normal operating conditions. To better understand the performance during winter storms, MDOT collects data on the “average time to restore normal operations after weather events.” The performance measure is calculated by identifying the lapse in time from the ending of frozen precipitation in a maintenance shop’s area of responsibility and the occurrence of bare (wet or dry) pavements on highways.

As shown in chart 5.2B.1, the average time to restore normal operations after weather events for the years 2012 through 2015 was consistently less than the benchmark value (3.8 hours –Missouri). The Average Time to Restore Normal Operations after a Weather Event increased to 6 hours in FY2016, mostly due to the impacts of Winter Storm Jonas which occurred over the period of January 22-24, 2016. Recognizing that a large winter event such as Jonas presented unique challenges, MDOT initiated a major after-action initiative, which identified 30 tasks for improving Maryland’s winter storm preparedness. Some of the major tasks included:

• Compiling and maintaining winter storm emergency contact lists;

• Updating emergency procurement procedures for obtaining necessary resources (e.g. food, lodging and supplies) during major weather events;

• Developing the capability of displaying automated emergency weather warning for programmable highway message signs;

• Identifying resources for transporting personnel during heavy snow conditions; and

• Documenting and distributing lists of “pre-identified” snow disposal areas.

129

PERFORMANCE MEASURE 5.2BRestoring Transportation Services: Average Time to Restore Normal Operations After a Weather EventAll after-action tasks were accomplished between February 2016 and October 2016. In 2017, the average time returned to 3.93 hours, close to the benchmark and within the MDOT SHA target average of 4.0 hours. Another major action item was to incorporate contracts for private, heavy-tow services under the emergency snow removal procurement regulations. These services are used to recover and relocate trucks stranded in the snow from traveled lanes, to maintain a clear roadway and facilitate overall snow removal efforts.

Chart 5.2B.1: Time to Regain Bare Pavement After Snow (hours) FY2012‐FY2017


0.60.4

1.73

2.2

6

3.93

0

1

2

3

4

5

6

7

2012 2013 2014 2015 2016 2017

Hours

Fiscal Year

Chart 5.2B.1: Time to Regain Bare Pavement After Snow (hours) FY2012‐FY2017

130

PERFORMANCE MEASURE 5.3Percent of Transportation Services and Products Provided Through Alternative Service Delivery (ASD) MethodsMDOT strives to provide premier customer service by offering easy and reliable access to transportation services and products. A 2015 Pew Research Center study, shows 42 percent of Americans use the internet to get government services and/or information and 22 percent use the internet to make or receive payments. Considering the projected increase in use of smart phones, it is estimated that up to 68 percent of MDOT customers have the potential to complete transactions at their leisure perhaps even without having to visit MDOT offices.

MDOT’s Service Delivery Channel (SDC) for ASD includes web, kiosk, call center/IVR and mail-in. At present MDTA, MTA, MVA, SHA, TSO and MPA combined report on 67 ASD transactions.

For the current reporting period, January 2018 to June 2018, the MDOT wide result came at 71.9% which is a new record and 8.5% higher than same period last year. In volume, 9.08 million out of 12.63 million transactions were completed using ASD. Overall transaction volume compared to same period last year is lower by 36%.

The strategy to grow ASD continues to include marketing to effect behavior change, looking for services to be added to ASD and capturing services that may not be reported.



PERFORMANCE MEASURE DRIVER:Negash Assefa Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To measure percentage of services through alternate methods other than in-person visit as an indicator of easy and reliable access to MDOT services and products.

FREQUENCY:Semi-Annually (in April and October)

DATA COLLECTION METHODOLOGY:Formula accounts for total customer transportation services and products compared to those acquired by alternate methods.

NATIONAL BENCHMARK:FY2018 - 68%

131

PERFORMANCE MEASURE 5.3Percent of Transportation Services and Products Provided Through Alternative Service Delivery (ASD) Methods


132

PERFORMANCE MEASURE 5.3Percent of Transportation Services and Products Provided Through Alternative Service Delivery (ASD) Methods

Chart 5.3.1: Alternative Service Delivery by TBU CY2013‐Q1 CY2018


94.7%

91.3%

94.4%

94.9%

96.3%

100%

100%

100%

100%

100%

100%

76.1% 85

.1%

86.7%

83.5%

87.0%

84.1%

35.4%

39.8%

41.7%

41.3%

54.3% 61.6%

48.1% 53.4%

56.4%

58.0%

62.3%

66.6%

100.0%

100.0%

51.6% 57.2% 62.6%

62.2% 67.7%

69.6%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

2013 2014 2015 2016 2017 Q1 CY2018

Percen

t of T

ransactio

ns Com

pleted

by AS

D

Year

Chart 5.3.1: Alternative Service Delivery by TBU CY2013‐Q1 CY2018

TSO SHA MDTA MTA MVA MPA MDOT Wide National Average CY2018 (68%)

133


PERFORMANCE MEASURE DRIVER:Ralign T. Wells Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To assess the functionality and value of real-time signage and information systems offered.

FREQUENCY:Annually (in January).

DATA COLLECTION METHODOLOGY:Sampling of real-time signage or IVR systems to determine a percentage of functionality.

Survey users to assess their opinion of usefulness and satisfaction with Real-Time Information Systems.

NATIONAL BENCHMARK:85%-90% Functionality1

1 According to Clever Devices, Industry experts on Real-Time Information technologies.

PERFORMANCE MEASURE 5.4APercent of Functional Real-Time Information Systems Provided MDOT’s customers benefit from “real-time” information systems installed throughout the transportation network offering travelers the most accurate and up-to-date information available. These systems help customers prepare for and manage their time while using statewide transportation services.

Currently, all TBUs have processes in place to ensure that any system failures are immediately addressed to ensure near 100 percent functionality at any given time. Systems will continually be monitored to ensure continued stellar “up-time” performance of these systems.


134

PERFORMANCE MEASURE 5.4APercent of Functional Real-Time Information Systems Provided

Chart 5.4.1: Percent of Functional Real‐Time Information Systems Provided Q3 CY2017‐ Q2 CY2018


8

Performance Measure 5.4A

Percent of Functional Real‐Time Information Systems Provided Chart 5.4.1: Percent of Functional Real‐Time Information Systems Provided Q3 CY 2017‐ Q2 CY 2018

TBU Q3 CY2017

Q4 CY2017

Q1 CY2018

Q2 CY2018

MVA Wait Time 100% 100% 100% 100%

MTA Mobility 100% 100% 100% 100%

MTA Bus Tracker 100% 100% 100% 100%

MTA MARC Tracker 99.4% 100% 99.5% 99.5%

MTA Light Rail 100% 100% 100% 100%

MAA Flight Info 100% 100% 100% 100%

MAA NVA 97% 91% 95% 94%

CHART (SHA) 98.90% 99.48% 99.04% 99.15

CHART (MDTA) 98.66% 98.5% 96% 98.33

100% <100% <90%

135

PERFORMANCE MEASURE 5.4BCustomer Satisfaction with Helpfulness and Accuracy of Real-Time Systems ProvidedMDOT customers of MTA, MVA, MAA, SHA and MDTA, benefit from “real-time” information systems installed throughout the transportation network offering users the most accurate “real-time” information available to help them prepare for and manage their time while using statewide transportation services to pursue life’s opportunities.

It is important to understand how customers feel about the accuracy and usefulness of those systems to ensure that adjustments are made to these systems for continuous improvement.

MTA offers Real-Time Information Systems for most of its modes of transportation. Due to MTA’s ongoing improvement efforts, surveys on helpfulness and accuracy, indicate a significant increase in customer satisfaction over the previous year.

SHA and MDTA (CHART) have DMS signage throughout the State, which continues to recognize over 95% customer satisfaction with both usefulness and accuracy of those systems since 2017.


PERFORMANCE MEASURE DRIVER:Ralign T. Wells Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To assess the functionality and value of real-time signage and information systems offered.

FREQUENCY:Annually for customer satisfaction (in July).

DATA COLLECTION METHODOLOGY:Survey users to assess their opinion of usefulness and satisfaction with Real-Time Information Systems.

NATIONAL BENCHMARK:85%-90% Functionality1

1 According to Clever Devices, Industry experts on Real-Time Information technologies.


Table 5.4B.1: MVA Wait Time Website Q2 CY2018

SATISFIED NOT SATISFIED

Satisfaction with the helpfulness of wait time information

73% 27%

Satisfaction with the accuracy of wait time information 65% 35%

Table 5.4B.2: MTA Customer Satisfaction with Helpfulness and Accuracy of Core Bus Tracker System CY2018



80% 20%


136

PERFORMANCE MEASURE 5.4BCustomer Satisfaction with Helpfulness and Accuracy of Real-Time Systems Provided

Table 5.4B.1: MVA Wait Time Website Q2 CY2018



73% 27%


Table 5.4B.2: MTA Customer Satisfaction with Helpfulness and Accuracy of Core Bus Tracker System CY2018



80% 20%



Table 5.4B.3 MTA Customer Satisfaction with Helpfulness and Accuracy of Light Rail Next Train Arrival System

CY2018


Satisfaction with the helpfulness of wait time information 83% 17%Satisfaction with the accuracy of wait time information 82% 18%

Table 5.4B.4 MTA Customer Satisfaction with Helpfulness and Accuracy of MARC Next Train Arrival System CY2018



Table 5.4B.5 MTA Customer Satisfaction with Helpfulness and Accuracy of Commuter Bus Tracker System CY2018



Table 5.4B.6 CHART (SHA &MDTA) Customer Satisfaction with Helpfulness and Accuracy of DMS CY2018



137

Communicate Effectively With Our Customers

TANGIBLE RESULT #6

Every MDOT employee has to communicate with customers, some on a daily basis. It is critical to communicate clearly, concisely, accurately, and in a timely manner with customers.

RESULT DRIVER:

Diane Langhorne The Secretary’s Office (TSO)

138


PERFORMANCE MEASURE 6.1ACommunicate Effectively Utilizing Social Media: Social ReachSocial media offers MDOT powerful avenues to disseminate important information directly to its customers and to interact with them in real-time. Each of our transportation business units continues to grow its social media following and expand its reach.

“Social Reach” measures the number of customers who have seen our message on Facebook and Twitter. MDOT strives to reach customers through the channels they use. Efforts are focused on developing social media strategic skills and programs MDOT-wide to enhance Social Reach. To date, MDOT proudly has over 350,000 fans on social media and continues to grow. During the last quarter, MDOT TBUs reached nearly 16 million users through Facebook and Twitter. Providing real-time information during weather events and incidents is essential for MDOT customers. MDOT reached an average of 5.3 million users each month, a 16% increase from 2017.

TANGIBLE RESULT DRIVER:Diane Langhorne The Secretary’s Office (TSO)

PERFORMANCE MEASURE DRIVER:Katie Bennett Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To examine and analyze the social media activities of each MDOT TBU to gauge if we are communicating effectively with our customers/followers.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT gathers social media analytics for this measure from MDOT Twitter and Facebook accounts.


139

PERFORMANCE MEASURE 6.1ACommunicate Effectively Utilizing Social Media: Social Reach

Chart 6.1A.1: Total MDOT Social Media Followers CY2018


327,683 330,318343,203 344,606 349,073 351,516

264,639 266,406 274,520 279,062 288,593 296,866303,073 308,116 311,204 314,554 317,630 321,565

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Num

ber o

f Followers

Month

Chart 6.1A.1: Total MDOT Social Media Followers CY2018

Facebook Twitter 2017

140

PERFORMANCE MEASURE 6.1ACommunicate Effectively Utilizing Social Media: Social Reach

Chart 6.1A.2: Total MDOT Social Media Reach CY2018


5.7M

6.9M

9.7M

5.0M

6.1M4.8M

0

2

4

6

8

10

12


Num

ber o

f Users Reached

(millions)

Month

Chart 6.1A.2: Total MDOT Social Media Reach CY2018

2018 2017

141

PERFORMANCE MEASURE 6.1BCommunicate Effectively Utilizing Social Media: Social EngagementWhile “social reach” measures the total number of people who have seen a message, “social engagement” recognizes how followers engaged with that message. Engagements initiate opportunities to communicate interactively with customers.

To determine the effectiveness of its social media communication, MDOT measures social engagement across all MDOT social media accounts, looking for trends in likes, comments and shares in order to better provide content its followers will enjoy and find informative. Through education and training, MDOT staff are determined to heighten the social experience of their customers.

MDOT continues to learn the interests of its customers through social media channels in order to provide the content customers expect.



PERFORMANCE MEASURE DRIVER:Richard Scher Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To examine and analyze the social media activities of each MDOT TBU to gauge if we are communicating effectively with our customers/followers.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT gathers social media analytics for this measure from all MDOT Twitter and Facebook accounts.


142

PERFORMANCE MEASURE 6.1BCommunicate Effectively Utilizing Social Media: Social Engagement

Chart 6.1B.1: Total MDOT Social Media Engagements CY2018


51,32360,131

106,978

38,070

64,020

35,874

33,021

22,700

35,07828,090

39,839

64,759

76,292

42,10546,460

39,628 41,18033,952

0

20,000

40,000

60,000

80,000

100,000

120,000


Num

ber o

f Eng

agem

ents

Month

Chart 6.1B.1: Total MDOT Social Media Engagements CY2018

Facebook Twitter 2017

143

PERFORMANCE MEASURE 6.2Satisfaction with Communication at Public MeetingsThe Maryland Department of Transportation (MDOT) is committed to providing valuable and easily understandable information to its customers during public meetings. Public feedback can influence Maryland transportation programs and projects. As a result, MDOT encourages customer feedback from all of its customers which include residents, community leaders and stakeholders.

From January 2018 – June 2018, MDOT achieved an overall 95.8 percent satisfaction rating from 1072 customers who indicated that MDOT effectively communicated during 40 separate MDOT-hosted public events. We are proud to once again exceed the national benchmark of 84 percent, but MDOT will continue to explore and implement enhanced communication methods and techniques.

In an effort to increase opportunities for customer outreach during this past quarter, the Customer Feedback mechanism was revised, which can be electronically accessed by visiting Survey Monkey MDOT Public Events CY2018. In addition, language translation of the Customer Feedback indicator form can now be accessed at MDOT’s Public Meeting page. Translation is available by using the Google Translate link on MDOT’s website. For customer convenience, a listing of MDOT Public Meetings can also be found at MDOT’s Public Meeting page.



PERFORMANCE MEASURE DRIVER:Juan Torrico Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To track how clearly and effectively MDOT communicates with customers during public events.

FREQUENCY:Semi-Annually (January and July)

DATA COLLECTION METHODOLOGY:Data will be collected via survey at all public meetings hosted by TBUs. The data will be owned and housed by the TBU in charge of the public meetings and sent to MVA on a quarterly basis.

NATIONAL BENCHMARK:84% (American Customer Service Index)

144

PERFORMANCE MEASURE 6.2Satisfaction with Communication at Public Meetings

Chart 6.2.1: Overall MDOT Customer Satisfaction with Communication at Public MeetingsCY2018


48.5%

95.9% 96.1% 95.9% 95.5% 95.8%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Response Rate The informationpresented was

easy tounderstand

The presentation was informative

and useful

The presentersresponded well tomy questions

Meetinginformation was in thelanguage Irequested

MDOT Overall

Satisfaction

Percen

t Satisfactio

n

Response

Chart 6.2.1: Overall MDOT Customer Satisfaction with Communication at Public Meetings CY2018

Percent of Responses Target (84%)

145

PERFORMANCE MEASURE 6.3ACommunicate Effectively Through News Releases: Number of News Stories Generated from Major ReleasesMDOT communications and media relations professionals work toshowcase the important work performed by employees across MDOTon behalf of our customers. These public information specialists usetheir skills, experience, and knowledge to represent MDOT and serve asspokespersons before the news media.

Performance measure 6.3A encourages each MDOT TBU to monitor andanalyze the news that it creates and disseminates. Press releases remainan important tool to distribute news to Maryland residents, businesses,and visitors. This performance measure examines the number of pressreleases issued each month and the corresponding number of news stories that resulted from the press releases.

The press releases created by MDOT TBUs continue to result in broadreach across local, national, international, and transportation trade media.



PERFORMANCE MEASURE DRIVER:Jonathan Dean Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track number of stories generated to ensure maximum customer reach.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data gathered, measured, and analyzed with software system.


146

PERFORMANCE MEASURE 6.3ACommunicate Effectively Through News Releases: Number of News Stories Generated from Major Releases

Chart 6.3A.1: 2018 MDOT Press Releases and News Placements CY2018


40 50 38 29 38 34

253

164

209

135

205

173

0

50

100

150

200

250

0

10

20

30

40

50

60

January February March April May JuneNum

ber o

f New

s Placemen

ts

Num

ber o

f Press Releases

Month

Chart 6.3A.1: 2018 MDOT Press Releases and News Placements CY2018

Press Releases News Placements

147


Chart 6.3A.2a: Press Releases by TBU CY2018


25 3

11

17 19

13

20 18

8

93

5

54

9

13

7

5

75

4

2

3

3

3

2

4

3

1

2

3

3

2

1

2

1

1

0

10

20

30

40

50

January February March April May June

Num

ber o

f Press Releases

Month

Chart 6.3A.2a: Press Releases by TBU CY2018


148


Chart 6.3A.2b: Number of News Placements by TBU CY2018


15 634 25

77

58

108

4469

67

19

9

21

46

8122

21

36

24

15

20

177

3

7

18

887

37

10

4

27

21

27

15

5

8

20

0

50

100

150

200

250

300

January February March April May June

Num

ber o

f New

s Placemen

ts

Month

Chart 6.3A.2b: Number of News Placements by TBU CY2018


149


PERFORMANCE MEASURE 6.3BCommunicate Effectively Through News Releases: Earned Media Value of Print and Broadcast Coverage Generated by News ReleasesReaching customers with important news can be a challenge in today’s information overloaded world. MDOT uses a variety of modern and traditional methods, including buying advertising space or time. Alternatively, news releases offer a significant cost-savings to MDOT and the tax-paying public while allowing MDOT messages to reach more customers quickly and efficiently. MDOT issues news releases to inform customers of important information they need regarding transportation services and projects. This measure shows the value of print and broadcast stories generated by news releases to determine the cost effectiveness of news releases (reaching customers with news and information without purchasing advertising for public notice).

This quarter shows a challenge with earned media coverage – when national or local breaking news occurs, the media coverage will be dominated by other topics. When this happens, staff members can follow up after the news cycle and pitch the news release that was not covered. However, news conferences and events will not generate the amount of coverage anticipated. MDOT social media managers can also push out the information as an alternative way to reach people.

MDOT staff follows up with media outlets to assure the right person is receiving the news releases and encourage coverage, particularly in small media markets where transportation projects and programs are typically of great interest to customers.


PERFORMANCE MEASURE DRIVER:Valerie Burnette Edgar State Highway Administration (SHA)

PURPOSE OF MEASURE:To evaluate the effectiveness of the news releases issued by MDOT. Demonstrates cost effectiveness of releasing public information to media outlets vs. buying advertising space/time.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data can be derived through software systems and some of the data is calculated per news story by individuals using advertising rates of media outlets.


150

$758

,240

.00

$604

,184

.00

$683

,418

.00

$743

,154

.00

$565

,214

.00

$1,000

,118

.00

$280

,447

.00 $5

05,503

.00

$331

,655

.00

$509

,056

.00

$316

,134

.00

$304

,532

.00

$437

,411

.00

$0.00

$200,000.00

$400,000.00

$600,000.00

$800,000.00

$1,000,000.00

$1,200,000.00

Jun‐17 Jul‐17 Aug‐17 Sep‐17 Oct‐17 Nov‐17 Dec‐17 Jan‐18 Feb‐18 Mar‐18 Apr‐18 May‐18 Jun‐18

Earned

Med

ia Value

Month/Year

Chart 6.3B.1: Earned Media Value of Print and Broadcast Coverage Generated by News Releases MDOT‐Wide CY2017‐CY2018


Chart 6.3B.2: Earned Media Value YTD June CY2017 ‐ June CY2018

Jan Feb Mar Apr May JunMPA $48,100 $27,386 $6,850 $26,918 $2,100 $79,493MAA $169,351 $24,714 $36,214 $28,750 $34,051 $58,250MVA $17,223 $6,450 $6,900 $41,550 $9,300 $1,500MTA $100,000 $200,000 $130,000 $55,500 $87,000 $67,000MDTA $26,764 $33,405 $103,758 $86,182 $115,675 $111,399SHA $130,415 $38,500 $178,489 $77,234 $56,406 $71,162TSO $13,650 $1,200 $46,845 $0 $0 $48,607

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

Earn

ed M

edia

Val

ue

Chart 6.3B.2: Earned Media Value YTD CY2018

PERFORMANCE MEASURE 6.3BCommunicate Effectively Through News Releases: Earned Media Value of Print and Broadcast Coverage Generated by News Releases

Chart 6.3B.1: Earned Media Value of Print and Broadcast Coverage Generated by News Releases MDOTWideCY2017‐CY2018

151

PERFORMANCE MEASURE 6.3CCommunicate Effectively Through New Releases: Evaluate Tone of News Stories by Publications Generated from MDOT ReleasesMDOT has a responsibility to inform customers about importantinformation they need relating to services, transportation options andimprovements in their communities. One way MDOT shares informationis through issuing news releases to the media.

This measure helps MDOT evaluate the tone of print and broadcast newsstories that are directly related to MDOT news releases to determine ifthere is balanced coverage for our customers. It also helps MDOT determine if more, less or different information is needed to ensure customers are receiving factual information via news outlets.

Chart 6.3C.1: “News Tone” MDOT‐Wide April 2018 ‐ June 2018



PERFORMANCE MEASURE DRIVER:Valerie Burnette Edgar State Highway Administration (SHA)

PURPOSE OF MEASURE:To evaluate the tone of media coverage resulting from news releases.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT’s team will use software that tracks releases and news generated to evaluate tone of news stories.


47%

5%

48%

Chart 6.3C.1: "News Tone" MDOT‐Wide April 2018 ‐ June 2018

Positive Negative Neutral

152

PERFORMANCE MEASURE 6.3CCommunicate Effectively Through New Releases: Evaluate Tone of News Stories by Publications Generated from MDOT Releases

Chart 6.3C.1: “News Tone” by TBU April 2018 ‐ June 2018


TSO SHA

36%

64%

SHA


100%

TSO


50%50%

MDTA


MDTA

153




MVAMTA

44%

56%

MVA


31%

69%

MTA


154




MAA MPA

92%

8%

MAA


100%

MPA


155



PURPOSE OF MEASURE:To measure the number of customers that read, viewed, or listened to MDOT proactive stories in the news media.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data gathered, measured, and analyzed.


PERFORMANCE MEASURE 6.4ATelling the Story of MDOT – Proactive MediaMDOT produces content to highlight important, distinctive and positive initiatives for our customers. Performance Measure 6.4A measures the number of people who read, viewed or listened to proactive media stories.

Proactive media helps our customers understand transportation initiatives by telling MDOT’s own story. Proactive media goes beyond press releases to share unique stories of the organization.

By tracking the exposure of those unique stories, MDOT can properly evaluate if the messages are reaching the consumer. The number of exposures are calculated by compiling the number of times they were delivered to a customer through a newspaper article, online news website, radio or TV show.

During the second quarter of 2018, MDOT reached 2,388,260 people with proactive media placements. This was a 93 percent drop from the first quarter of the year. While the reach was significantly down, it’s important to note that the actual number of pickups was small in both quarters - 41 and 16.

The main difference in the second quarter of 2018 was that far fewer TV and radio stations picked up our stories, and these media have the largest reach. For example, the Port had a story on its Ro-Ro Rodeo picked up by WJZ-TV in May, reaching 820,000 people.


156

PERFORMANCE MEASURE 6.4ATelling the Story of MDOT – Proactive Media


Chart 6.4A.1b: Audience for Proactive Stories Picked Up By Media Q2 CY2018

Chart 6.4A.1a: Audience for Proactive Stories Picked Up By Media Q1 CY2018

1,168,000 TSO4%

12,371,093 SHA38%

3,200,595 MVA10%

1,244,088 MAA4%

16,441 MPA0%

3,343,156 MDTA10%

11,046,252 MTA34%

Chart 6.4A.1: Audience for Proactive Stories Picked up By Media Q1 CY2018

TSO SHA MVA MAA MPA MDTA MTA

Total Audience: 32,389,625 people

364,446TSO2%

6,277,971SHA38%

0MVA

404,389MAA2%

314,220MPA2%

3,640,935MDTA22%

5,636,552MTA34%




1,168,000 TSO4%

12,371,093 SHA38%

3,200,595 MVA10%

1,244,088 MAA4%

16,441 MPA0%

3,343,156 MDTA10%

11,046,252 MTA34%

Chart 6.4A.1: Audience for Proactive Stories Picked up By Media Q1 CY2018



TSO00%

MTA00%

MVA00%

MPA1,020,000

43%

SHA73,740 3%

MAA1,048,520

44%

MDTA246,000 10%

Chart 6.4A.1: Audience for Proactive Stories Picked Up By Media Q2 CY2018

TSO MTA MVA MPA SHA MAA MDTA


364,446TSO2%

6,277,971SHA38%

0MVA

404,389MAA2%

314,220MPA2%

3,640,935MDTA22%

5,636,552MTA34%




157


Chart 6.4A.2b: Type of Media That Picked Up Proactive Stories Q2 CY2018

PERFORMANCE MEASURE 6.4ATelling the Story of MDOT – Proactive Media

Chart 6.4A.2a: Type of Media that Picked Up Proactive Stories Q1 CY2018

9

20

24

7

15

54

3

4

1

3

3

1

1

1

1

1

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0

5

10

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25

30

35

40

45

50

Print Online Radio TV

Num

ber o

f Proactiv

e Stories

Media Type

Chart 6.4A.1: Type of Media That Picked Up Proactive Stories Q1 CY2018

SHA MTA MAA MVA TSO MPA MDTA

1 11

1

3

7

1

1

0

2

4

6

8

10

12

Print Online Radio TV

Num

ber o

f Proactiv

e Stories

Media Type

Chart 6.4A.2: Type of Media That Picked Up Proactive Stories Q2 CY2018


158



PURPOSE OF MEASURE:To track the number of people that viewed proactive content produced by MDOT TBUs.

FREQUENCY:Quarterly



PERFORMANCE MEASURE 6.4BTelling the Story of MDOT – Proactive MediaMDOT produces its proactive content to showcase its own stories without relying on traditional press releases. This proactive content includes magazines, broadcasts, newsletters, photo albums and sound bites.

The stories told in these items tell the positive impact of MDOT Performance Measure 6.4b measures the number of people looking at the content MDOT produced on its own and made available to subscribers, listeners and readers. This measure will guide how MDOT can best package proactive stories for each category of media. Through this measure, MDOT can see how large an audience it is reaching through internally produced items and compare that audience with Performance Measure 6.4a to analyze what categories of external media are placing MDOT-produced content.

MDOT reached 31,286 people in the second quarter of 2018 with its own internally produced content – a 48 percent increase from the first quarter of the year, meaning we are telling our own stories more than ever.

The good news here is that proactive pickups are largely an untapped market to get media outlets to tell our stories.


159


PERFORMANCE MEASURE 6.4BTelling the Story of MDOT – Proactive Media

Chart 6.4B.1b: Audience for MDOT‐Produced Proactive Content Q2 CY2018

Chart 6.4B.1a: Audience for MDOT‐Produced Proactive Content Q1 CY2018

TSO6 0%

MTA60 0%

MVA00%

MPA8,818 28%

SHA17,250 55%

MAA5,152 17%

MDTA00%

Chart 6.4B.1: Audience for MDOT‐Produced Proactive Content Q2 CY2018


Total Audience: 31,286 people

2 TSO0%

12,987 SHA61%

0MVA0%

3,751 MAA18%

4,409 MPA21%

18 MDTA0%

36 MTA0%




2 TSO0%

12,987 SHA61%

0MVA0%

3,751 MAA18%

4,409 MPA21%

18 MDTA0%

36 MTA0%




12TSO0%

14,895SHA55%

0MVA0%

3,760MAA14%

8,409MPA31%

54MDTA0%

36MTA0%

Chart 6.4B.1a: Audience for MDOT‐Produced Proactive Content Q4 CY2017



TSO6 0%MTA

60 0%

MVA00%

MPA8,818 28%

SHA17,250 55%

MAA5,152 17%

MDTA00%




160

Chart 6.4B.2b: Type of MDOT‐Produced Proactive Content Q2 CY2018


PERFORMANCE MEASURE 6.4BTelling the Story of MDOT – Proactive Media

Chart 6.4B.2a: Type of MDOT‐Produced Proactive Content Q1 CY2018

61%

17%

21%

0%

10%

20%

30%

40%

50%

60%

70%

Multimedia (Flickr, Soundcloud, MP3) Broadcast Newsletter/Magazine

Perc

ent o

f Con

tent

Media Type

Chart 6.4B.2b: Type of MDOT-Produced Proactive Content Q1 CY2018

67%

3.80%

29%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Multimedia (Flickr, MP3) Broadcast Newsletters/Magazines

Percen

t of C

ontent

Type

Chart 6.4B.2: Type of MDOT‐Produced Proactive Content Q2 CY2018

61%

17%

21%

0%

10%

20%

30%

40%

50%

60%

70%

Multimedia (Flickr, Soundcloud, MP3) Broadcast Newsletter/Magazine

Perc

ent o

f Con

tent

Media Type

Chart 6.4B.2b: Type of MDOT-Produced Proactive Content Q1 CY2018

161



PURPOSE OF MEASURE:To measure the number of social media users reached by MDOT proactive content.

FREQUENCY:Quarterly



PERFORMANCE MEASURE 6.4CTelling the Story of MDOT – Proactive MediaMDOT posts proactive content on social media to allow for speedy and wide distribution of positive stories and extras from press conferences and events, as well as campaigns. The posting of this content on social media is a subset of MDOT’s overall social media posts, but is an important component and takes an exerted effort to coordinate.

This measure looks at the number of customers we reach with proactive stories distributed through social media channels. This audience is defined by the number of times the proactive items show up in social media feeds.

During the second quarter of 2018, the total audience for proactive MDOT items on social media was 2,485,390, a 6.8 percent decrease from the first quarter of the year. It should be noted that while the total dropped slightly, people are spending more time engaging with our posts.


162


PERFORMANCE MEASURE 6.4CTelling the Story of MDOT – Proactive Media

Chart 6.4C.1a: Audience of Proactive Stories Published on Social Media Q1 CY2018

Chart 6.4C.1b: Audience of Proactive Stories Published on Social Media Q2 CY2018

96,611TSO4%

1,032,217SHA39%

55,583MVA2%

669,310MAA25%

139,837MPA5%

107,952MDTA

4%

564,378MTA21%

Chart 6.4C.1: Audience of Proactive Stories Published on Social Media Q4 CY2017



TSO93,9864%

MTA844,06834%

MVA15,0460%

MPA249,16410%

SHA521,64921%

MAA296,11412%

MDTA465,36319%

Chart 6.4C.1: Audience of Proactive Stories Published on Social Media



163



PURPOSE OF MEASURE:To analyze the number of user interactions with social media content produced by MDOT.

FREQUENCY:Quarterly



PERFORMANCE MEASURE 6.4DInteractions with Proactive Posts on Social MediaMDOT communications offices produce content to highlight important, distinctive, and positive stories for our customers. This measures the number of times someone saw a proactive message that was distributed on social media and interacted with it. Interactions are direct confirmation that someone has viewed and comprehended MDOT’s proactive message. These include likes, comments, retweets and clicks.

Social media is an important tool for the agency to spread its own proactive stories, which could lead to media pickups that would increase the audience on each proactive item. This measure provides feedback on the effectiveness of proactive stories on social media.

During the second quarter of 2018, the total audience was 114,811 people, a 44 percent increase from the first quarter of 2018. One example was a Facebook post with photos from April about MDTA Police responding to a call about a bird in distress. More than 11,000 people engaged with the post, meaning they liked it, clicked on a picture, commented or shared it with friends.


164


PERFORMANCE MEASURE 6.4DInteractions with Proactive Posts on Social Media

Chart 6.4D.1a: Interactions with Proactive Posts on Social Media Q1 CY2018

Chart 6.4D.1b: Interactions with Proactive Posts on Social Media Q2 CY2018

2,303TSO3%

31,868SHA40%

3,512MVA4%

11,642MAA15%5,577

MPA7%

4,725MDTA6%

20,350MTA25%

Chart 6.4D.1: Interactions with Proactive Posts on Social Media Q1 CY2018

TSOSHAMVAMAAMPAMDTAMTA


39,586 MTA60%

9,202 MAA14%

8,050 SHA12%

1,753 TSO3%

594 MVA1%

2,475 MPA4%

4,017

MDTA

6%


MTA MAA SHA TSO MVA MPA MDTA


2,303TSO3%

31,868SHA40%

3,512MVA4%

11,642MAA15%5,577

MPA7%

4,725MDTA6%

20,350MTA25%


TSOSHAMVAMAAMPAMDTAMTA


TSO1,3871%

MTA38,67634%

MVA5441%

MPA17,26315%

SHA13,15811%

MAA13,88012%

MDTA29,90326%




39,586 MTA60%

9,202 MAA14%

8,050 SHA12%

1,753 TSO3%

594 MVA1%

2,475 MPA4%

4,017

MDTA

6%


MTA MAA SHA TSO MVA MPA MDTA


165

MDOT will provide an easy, reliable procurement experience throughout the system.

RESULT DRIVER:Wanda Dade State Highway Administration (SHA)

Be Fair and Reasonable to Our Partners

TANGIBLE RESULT #7

166


TANGIBLE RESULT DRIVER:Wanda Dade State Highway Administration (SHA)

PERFORMANCE MEASURE DRIVER:Angela Martin Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track MBE participation achieved on contracts within MDOT.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT TBUs report the data on a quarterly basis to Governor’s Office of Small, Minority and Women Business Affairs (GOSBA) and MDOT. The information will be provided by MDOT from that report.


The state goal/benchmark is 29 percent.

PERFORMANCE MEASURE 7.1Percentage of Minority Business Enterprise (MBE) Participation Achieved by Each TBUThe MBE program is a statewide program to facilitate minority business participation on contracts. Each MDOT TBU tracks MBE participation data for internal program monitoring. Participation is reported on a quarterly year-to-date basis.

• MDOT MBE participation for the third quarter of FY2018 was approximately 15.46 percent (average of all TBUs) reflecting a slight decrease from the second quarter FY2018, which was approximately 16.15 percent. Participation is reported as year-to-date participation, so Q3 represents participation for FY 2018 (July 2017 – March 2018). Participation at the TBUs ranged from 9.41 percent to 24.81 percent.

• MBE participation is important as MDOT is subject to the statewide MBE goal of 29 percent as are all state agencies. Participation has been up and down during the last fiscal year, but overall the participation has not been at that level.

• Per the strategic plan, input was obtained from MDOT Procurement and Fair Practices staff regarding approaches to positively impact the goal. Unbundling of contracts, an increase in the number of smaller contracts and increased/enhanced outreach efforts are items that were recommended. Implementation of these items is on-going and should have a positive impact on participation.

• MDOT MBE Participation for FY 2017 was approximately 22.52 percent (average of all TBUs).

167

PERFORMANCE MEASURE 7.1Percentage of Minority Business Enterprise (MBE) Participation Achieved by Each TBU

Chart 7.1.1: MBE Percentage Q3 FY2018


24.81%

17.31%

15.37%

10.88% 11.04%

19.41%

9.41%

State MBE Goal, 29.00%

MDOT Average, 15.46%

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%


MBE

Percentage

TBU

Chart 7.1.1: MBE Percentage FY2018 YTD

MBE Percentage State MBE Goal MDOT Average

168



PERFORMANCE MEASURE DRIVER:Angela Martin Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To track MBE prime contractor participation achieved on contracts within MDOT to ensure MDOT provides opportunities to all of business partners.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data will be collected from MDOT and TBUs.


PERFORMANCE MEASURE 7.2Number and Percent of Contracts Awarded to MBE Firms as the Prime ContractorParticipation of MBE firms as a prime contractor is important to facilitate their growth and enable them to compete in the general marketplace after graduation. MBE firms “graduate” from the program when reaching designated thresholds (re. company gross receipts and personal net worth of owners).

Information on the total number of prime contracts awarded as well as the number of MBE prime contracts awarded is reported. This approach reflects the information that is reported to the Governor’s Office of Small, Minority and Women Business Affairs (GOSBA). The year-to-date percentage of MBE prime contractors for MDOT for the third quarter of FY 2018 (January – March 2018) was approximately 5 percent. The percentages for the MDOT TBUs ranged from 1 percent to 9 percent.

Per the strategic plan, input from the Procurement and Fair Practices staff was obtained regarding approaches to increase the number of MBE primes. Unbundling of contracts, increasing the number of smaller contracts in areas with high levels of MBE firms and increased/enhanced outreach and technical assistance to these MBE firms are items that were recommended. Implementation of these changes is on-going and should have a positive impact on the participation of MBE firms as prime contractors.

169

PERFORMANCE MEASURE 7.2Number and Percent of Contracts Awarded to MBE Firms as the Prime Contractor

Chart 7.2.1: MDOT Prime Contracts vs. MDE Prime Contracts by TBU Q3 FY2018


2,267

1,592

3,026

4,563

6,387

5,285

715

207

161

89

151

45

265

46

‐ 1,000 2,000 3,000 4,000 5,000 6,000 7,000

MPA

MAA

MVA

MTA

MDTA

SHA

TSO

Number of Contracts

TBU

Chart 7.2.1: Number of MBE Prime Contracts by TBU Q2 CY2018

Non‐MBE Contracts MBE Contracts

8.00%

9.00%

3.00%

3.00%

1.00%

5.00%

6.00%

0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 6.00% 7.00% 8.00% 9.00% 10.00%

MPA

MAA

MVA

MTA

MDTA

SHA

TSO

Percent of Contracts

TBU

Chart 7.2.2: Percentage of MBE Prime Contracts by TBU Q2 CY2018

Chart 7.2.2: Percent of MBE Prime of Total Contracts by TBU for Q3 FY2018

170



PERFORMANCE MEASURE DRIVER:Trisha O’Neal Maryland Port Administration (MPA)

PURPOSE OF MEASURE:Track compliance with State mandate for awarding 15 percent of MDOT’s total eligible procurement expenditures on SBR designated contracts.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:SBR goal is calculated quarterly from eligible contracts and expenditure data exported from FMIS, iFMIS and US Bank for Corporate Credit Card data.

NATIONAL BENCHMARK:The Governor’s Office of Women, Small, Minority Business Affairs maintains the State’s official record of SBR designation and spending across 77 participating agencies, including MDOT’s TBUs. The State’s mandate is 15% or better.

PERFORMANCE MEASURE 7.3Percent of Payments Awarded to Small Business Reserve (SBR) ContractsMaryland’s economy is powered by the jobs and innovative resourcesgenerated by small businesses. The Small Business Reserve (SBR) Program is a race-and gender-neutral program that provides small businesses with the opportunity to participate as prime contractors on State contracts and procurements by competing with other small businesses instead of larger, more established firms.

To ensure compliance with State regulations, each TBU is required to participate in the SBR Program by spending at least 15 percent of its annual fiscal year eligible procurement expenditures on SBR designated contracts. SBR designated contracts are only awarded to Maryland certified small businesses.

For Q1 CY2018, MDOT achieved 9.37 percent participation, which is an increase of 1.04 percent from Q4 CY2017. 9.37 percent of its eligible procurement expenditures were spent with Maryland certified small businesses; however only 3.38 percent of its eligible procurement expenditures were spent on SBR designated contracts.

To increase the SBR Program participation rates, MDOT provideddocumented policy guidelines to all TBUs. These guidelines focuson increasing the SBR participation rate by requiring an annual strategic plan from each TBU. Some strategies include:

• Require Procurement Review Group’s approval of SBR designation;

• Create a SBR liaison and reporting expert;

• Train and work closely with purchasing card holders to emphasize Maryland certified small businesses; and

• Increase small business outreach and vendor education.

171

PERFORMANCE MEASURE 7.3Percent of Payments Awarded to Small Business Reserve (SBR) Contracts

Chart 7.3.1: Annual Small Business Reserve Rate by TBU Q1 CY2018


8.80

%

8.70

%

5.20

%

2.00

%

18.00%

7.78

%

15.12%

9.37

%

3.70

%

0.80

%

3.10

%

0.40

%

2.90

%

2.51

%

10.28%

3.38

%

5.10

%

7.90

%

2.10

%

1.60

%

15.10%

5.27

%

4.84

% 5.99

%0.00%

2.00%

4.00%

6.00%

8.00%

10.00%

12.00%

14.00%

16.00%

18.00%

20.00%

TSO SHA MDTA MTA MVA MAA MPA MDOT‐Wide

SBR Ra

te

TBU

Chart 7.3.1: Annual Small Business Reserve Rate by TBU Q2 CY2018

All SBR Designated Non‐Designated

172



PERFORMANCE MEASURE DRIVER:Cheryl Stambaugh Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track the percent of VSBE contract values to ensure that MDOT continues a contractual relationship with VSBs in Maryland.


DATA COLLECTION METHODOLOGY:Using the financial management system at MDOT.


The State’s mandate is 1% or better of its total dollar value of procurement contracts.

PERFORMANCE MEASURE 7.4Percent of Veteran Owned Small Business Enterprise (VSBE) ParticipationMDOT considers small business, especially veteran owned small businesses, to be an important sector of the business community. Procurement opportunities for this business segment are directly linked to the socioeconomic well-being of the State. MDOT is committed to attaining or exceeding the State mandated goal for veteran businesses.

173

PERFORMANCE MEASURE 7.4Percent of Veteran Owned Small Business Enterprise (VSBE) Participation

Chart 7.4.1: Veteran Owned Small Business Enterprise Participation by TBU FY2014‐FY2017


0.10

%

0.02

%

0.0%

0.01

%

0.0%

0.0% 0.18

%

0.02

%

0.60

%

0.00

%

0.52

%

3.66

%

0.0%

0.0%

0.0%

0.02

%

2.30

%

0.07

% 0.43

%

0.22

%

0.10

%

1.74

%

1.45

%

0.25

%

0.30

%

0.36

%

0.04

%

0.27

%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

FY2014 FY2015 FY2016 FY2017

Percen

t of C

ontracts to

Veteran

Owne

d Sm

all Businesses

Year

Chart 7.4.1: Veteran Owned Small Business Enterprise Participation by TBUFY2014‐FY2017


174



PERFORMANCE MEASURE DRIVER:George Zurek Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To determine the level of satisfaction of our business partners with processes MDOT-wide.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:The PM Driver administers a Level of Satisfaction survey to MDOT’s partners. After the survey cutoff date, the data is then compiled and analyzed. An Outlook email address has been established for easier quarterly reporting.

NATIONAL BENCHMARK:TBD

PERFORMANCE MEASURE 7.5Level of Satisfaction of Our Business PartnersTracking business partner satisfaction will allow MDOT to determine howsatisfied partners are with current business processes. This performancemeasure is crucial to gauging MDOT’s effectiveness in being fair andreasonable to its business partners. Partners include contractors,consultants, vendors, other State agencies, federal, State, and localgovernments, trade associations, commissions, etc. This data can be usedto improve those processes that may be ambiguous or cumbersome,and make them more user-friendly. It is important that people who availthemselves of this opportunity know that their comments are takenseriously, and that MDOT is committed to meeting or exceeding businesspartner expectations.

This performance measure captures MDOT’s business partner satisfactionthrough quarterly surveys. Each quarter, a certain business segment (i.e.construction, IT, A&E, etc.) is selected to be surveyed and the resultsare then reported. Each business segment will be surveyed one time peryear. This quarter we surveyed MDOT’s Architectural and Engineering business partners. Surveys are distributed via Survey Monkey.

175

PERFORMANCE MEASURE 7.5Level of Satisfaction of Our Business Partners

Chart 7.5.1: A&E MDOT Partner Responses to “How satisfied are you with the timeliness of payments afteryour invoice has been submitted?” Q2 CY2018


Chart 7.6.2: A&E MDOT Partner Responses to “Please rate MDOT transportation business units on how fairand reasonable they are in the management of MDOT contracts.” Q2 CY2018

9.09%

10.00%

29.41%

45.00%

58.33%

72.72%

75.00%

90.91%

80.00%

70.59%

50.00%

41.67%

18.18%

25.00%

10.00%

5.00%

9.10%

TSO

MVA

MPA

MAA

MTA

SHA

MDTA

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

TBU

Percent of Responses

Chart 7.5.1: A&E MDOT Partner Responses to "How satisfied are you with the timeliness of payments after your invoice has been submitted?" Q2 CY2018

Satisfied Neutral Unsatisfied

63.63%

66.67%

70.00%

75.00%

78.13%

81.48%

93.33%

31.82%

33.33%

30.00%

25.00%

18.75%

14.81%

6.67%

4.55%

3.12%

3.71%

MTA

TSO

MPA

MVA

SHA

MDTA

MAA

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

TBU


Chart 7.6.2: A&E MDOT Partner Responses to "Please rate MDOT transportation business units on how fair and reasonable they are in the management of MDOT contracts." Q2 CY2018

Good Okay Poor

176

PERFORMANCE MEASURE 7.5Level of Satisfaction of Our Business Partners

Chart 7.5.3: A&E MDOT Partner Responses to “Is the procurement process transparent?” Q2 CY2018


Chart 7.5.4: A&E MDOT Partner Responses to “Please rate the MDOT transportation business units asbusiness partners.” Q2 CY2018

20.00%

33.33%

33.33%

55.55%

55.88%

56.52%

62.96%

60.00%

50.00%

50.00%

33.33%

23.53%

30.43%

25.93%

20.00%

16.67%

16.67%

11.12%

20.59%

13.05%

11.11%

TSO

MVA

MPA

MAA

SHA

MTA

MDTA

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

TBU


Chart 7.5.3: A&E MDOT Partner Responses to "Is the procurement process transparent?" Q2 CY2018

Transparent Neutral Not Transparent

66.67%

80.00%

84.84%

90.90%

93.34%

100.00%

100.00%

33.33%

20.00%

12.13%

9.10%

6.66%

3.03%

TSO

MPA

SHA

MTA

MAA

MDTA

MVA

0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00%

TBU


Chart 7.5.4: A&E MDOT Partner Responses to "Please rate the MDOT transportation business units as business partners." Q2 CY2018

Good Okay Poor

177



PERFORMANCE MEASURE DRIVER:David Lynch Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To assess the number and percent of invoices properly paid to MDOT’s partners in compliance with State requirements so MDOT can be responsive to business partners’ needs.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT finance reports data monthly by TBUs.


PERFORMANCE MEASURE 7.6Number and Percent of Invoices Properly Paid to Our Partners in Compliance with State RequirementsMDOT will treat contractors fairly by promptly paying invoices. Contractors should be able to trust MDOT TBUs consistency of payment with a goal of paying invoices within 30 calendar days 99 percent of the time. January through March of 2018 MDOTs on time percentage is 96.1%.

178

PERFORMANCE MEASURE 7.6Number and Percent of Invoices Properly Paid to Our Partners in Compliance with State Requirements

Chart 7.6.1: Percent of Invoices Properly Paid Within 30 Days of Invoices Q1‐Q3 FY2018


96.0%

97.1%

98.5%

99.0%

98.8%

97.2%

99.4%

98.6%

95.6%

90.2%

80.8% 87.4%

98.8%

99.1%

99.4%

99.1%

99.4%

98.3%

97.3%

98.6%

97.6%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Q1 FY2018 Q2 FY2018 Q3 FY2018

Percen

t of Invoices

Quarter/Year

Chart 7.6.1: Percent of Invoices Properly Paid Within 30 Days of Invoices by TBU Q1‐Q3 FY2018


179


Chart 7.6.2: Total Number of Invoices Paid by Q3 FY2018


694

628

541

14,459 16

,017

19,478

1,98

1

1,69

8

1907

5,86

6

6,76

1

6,29

9

2,13

0

2,29

6

2,07

9

2,49

7

2,08

6

2,05

0

1,13

6

961

909

0

5,000

10,000

15,000

20,000

25,000

Q1 FY2018 Q2 FY2018 Q3 FY2018

Num

ber o

f Invoices

Quarter/Year

Chart 7.6.2: Total Number of Invoices Paid by TBU Q1‐Q3 FY2018


180


Chart 7.6.3: Total Number of Invoices by TBU FY2014‐FY2017


2,37

8

2,22

9

2,55

5

2752

64,723

65,195

66,133

6662

9

8,60

8

8,27

5

8,06

2

7256

32,312

28,272

34,115

2785

4

244,84

4

199,98

1

192,88

9

8914

7,15

8

8,15

9

9,50

8

9572

4,08

5

3,70

2

4,32

1

4203

0

50,000

100,000

150,000

200,000

250,000

300,000

FY2014 FY2015 FY2016 FY2017

Num

ber o

f Invoices

Fiscal Year

Chart 7.6.3: Total Number of Invoices by TBU FY2014‐FY2017


181



PERFORMANCE MEASURE DRIVER:Mike Zimmerman The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To determine what percentage of protests are legitimate and how MDOT can reduce the number of non-legitimate protests to create better solicitations for business partners.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT TBU procurement departments report protest data to TSO Procurement on a monthly basis. Data is aggregated for reporting purposes.


PERFORMANCE MEASURE 7.7Number of MDOT Procurement Protests Filed and Percent of Protests Upheld by the Board of Contract AppealsMinimizing protests and understanding how to avoid non-legitimateprotests will enable MDOT to develop better solicitations and foster betterrelationships with business partners. Tracking contract protests will allowMDOT to determine how many protests are being filed without warrant,how many are legitimate, and how MDOT can create more concisesolicitations for partners. The protest process is important because itallows a company doing business with the State to have confidence in theState’s solicitation process by understanding that an aggrieved entity hasthe ability to be heard.

The TSO Office of Procurement (OOP) is collecting data from all the TBUsand is documenting the number of protests as well as the reason for theprotest.

The TSO OOP will collect data regarding protests so that it may administer a root cause analysis and implement corrective/preventive actions. Currently there is not enough detail to determine the root cause.

182

PERFORMANCE MEASURE 7.7Number of MDOT Procurement Protests Filed and Percent of Protests Upheld by the Board of Contract Appeals

Chart 7.7.1: Running Twelve Month Procurement Protests by Quarter CY2017 ‐ CY2018


Chart 7.7.2: Q2 CY2018 Protests Appealed/Not Appealed Chart 7.7.3: Running 12‐Month Appeals Won/Lost/Pending, CY2017‐CY2018

8

12

9

11

0

2

4

6

8

10

12

14

Q3 Q4 Q1 Q2

CY2017 CY2018

Num

ber o

f Protests

Quarter/Year

Chart 7.7.1: Running Twelve Month Procurement Protests by Quarter CY2017‐CY2018

10

1

Chart 7.7.2: Running Twerlve Month Procurement Protests by Quarter: Appealed vs. Not Appealed, FY2017‐FY2018

Not Appealed Appealed

5

35

Chart 7.7.3: Running Twelve Month Procurement Protests by Quarter: Appeals Won/Lost/Pending, FY2017‐FY2018

Pending Appeals MDOT Won MDOT Lost

5

35

Chart 7.7.3: Running Twelve Month Procurement Protests by Quarter: Appeals Won/Lost/Pending, FY2017‐FY2018

Pending Appeals MDOT Won MDOT Lost, 0

183

Be a Good Neighbor

TANGIBLE RESULT #8

As the owner of statewide transportation facilities, MDOT must work to find solutions that work for customers and are sensitive to our neighbors.

RESULT DRIVER:

Anthony Crawford State Highway Administration (SHA)

184

PERFORMANCE MEASURE 8.1Percent of MDOT Facilities that Meet or Exceed Our Neighbor’s ExpectationsAttractive, efficient, and safe operations of MDOT facilities directlyaffect the surrounding neighbors and communities. MDOT values relationships with its neighbors and commits to meeting or exceeding their expectations. MDOT engaged neighbors through a survey and outreach to better understand the impact its facilities have on communities and how the agency can be a better neighbor.

MDOT just completed the second round of Internal Facility Assessments this Spring. The assessments ensure we are meeting or exceeding our own standards by evaluating each facility’s overall appearance and cleanliness. Each facility was rated on a scale of 0-Very Poor to 100%-Very Good for overall appearance and cleanliness. The TBU’s 2018 results ranged from 79% to 96%, resulting in an average of 87%. This is slightly higher than the 2016 average of 85%.

The most significant improvements were reflected in the facilities’ landscape features and the organization of equipment and materials. Areas identified as opportunities for improvement include perimeter fence/screening, facility signs, and facility flags. As a result of the recent assessment, MDOT SHA replaced all worn flags prior to the July 4th Independence Day Holiday.

Facility Improvement Plans are currently being implemented to address the assessment and survey results. Areas of focus include overall facility appearance, perimeter fence/screening, noise reduction, and improved traffic operations. MDOT TBUs continue to expand our neighbor outreach by attending community meetings and hosting open house events.

MDOT will continue to use the results of the neighbor surveys, internal facility assessments, and feedback from the community to ensure we continue to meet or exceed our neighbor’s expectations.

Be a Good Neighbor

TANGIBLE RESULT DRIVER:Anthony Crawford State Highway Administration (SHA)

PERFORMANCE MEASURE DRIVER:Anthony Crawford State Highway Administration (SHA)

PURPOSE OF MEASURE:To ensure that MDOT maintains attractive and clean facilities with amenities benefiting their neighbors.

FREQUENCY:Annually (July)

DATA COLLECTION METHODOLOGY:This will be assessed through an internal assessment and satisfaction survey developed by staff with neighbor input including cleanliness, appearance, operations, access, and safety at our facilities.


185

PERFORMANCE MEASURE 8.1Percent of MDOT Facilities that Meet or Exceed Our Neighbor’s Expectations

Chart 8.1.1: Internal Facility Assessments by TBU, CY2016 and CY2018

Be a Good Neighbor

81%

88%

80% 79%

89%86%

94%

85%

89% 88%

79% 79%

86%89%

96%

87%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

MAA MDTA MPA MTA MVA SHA TSO MDOT

Assessmen

t Score

TBU

Chart 8.1.1: Internal Facility Assessments by TBU, CY2016 and CY2018

2016 2018 Trend

186

PERFORMANCE MEASURE 8.2Percent of MDOT Facilities that are ADA CompliantCompiling and charting data for seven (7) TBUs on the percent of their administrative buildings that are owned and occupied daily that meet or exceed ADA mandates is essential to MDOT’s customers and more importantly to MDOT’s neighbors to ensure everyone can visit MDOT facilities. Data collected will help to inform each TBU on how and where to focus their resources to meet ADA compliance and make our administrative buildings more accommodating to all our customers and neighbors.

MDOT owned properties include several different elements that meet or exceed the ADA requirements. Our report is related to administrative buildings only, that are owned and occupied daily.

A. For the 2017 reporting each TBU provided self-reported data on the percent of owned and occupied administrative buildings that are ADA Compliant. Data was used to individually rate each TBU:

1. TSO - 01 owned and occupied; 01 compliant = (100 percent)

2. SHA - 33 owned and occupied; 33 compliant = (100 percent)

3. MDTA - 12 owned and occupied; 12 compliant = (100 percent)

4. MTA - 16 owned and occupied; 16 compliant = (100 percent)

5. MVA - 33 owned and occupied; 33 compliant = (100 percent)

6. MAA - 61 owned and occupied; 61 compliant = (100 percent)

7. MPA - 05 owned and occupied; 03 compliant = (60 percent)

8. MDOT WIDE – 161 owned and occupied; 159 compliant = (99 percent)

B. The 2018 report verified the self-reported data collected to identify any change. No change reported from 2017 to 2018.

Be a Good Neighbor


PERFORMANCE MEASURE DRIVER:Priya Iyer Maryland Transit Administration (MTA)

Terri Whitehead Maryland Vehicle Administration (MVA)

PURPOSE OF MEASURE:To assess the percent of our administrative buildings that meet or exceed ADA compliancy mandates, to ensure access by all.


DATA COLLECTION METHODOLOGY:Data on the number of owned and occupied administrative buildings along with the number of administrative buildings that are ADA compliant are tallied and reported by each business unit on a yearly basis.


187

PERFORMANCE MEASURE 8.2Percent of MDOT Facilities that are ADA Compliant

Chart 8.2.1: Percent of Administrative Buildings that are ADA Compliant by TBU CY2016‐CY2018

Be a Good Neighbor

100%

48%

100% 100%100% 100% 100%

60% 60% 60%

78%

99% 99%

41%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CY2016 CY2017 CY2018

Perc

ent o

f ADA

-Com

plia

nt A

dmin

istra

tive

Build

ings

Year

Chart 8.2.1: Percent of Administrative Buildings that are ADA Compliant by TBU CY2016-CY2018

TSO SHA MDTA MTA MVA MAA MPA MDOT-Wide

188

PERFORMANCE MEASURE 8.3A AND BNumber of Property Damage Claims and Percent of Customers Satisfied with How Their Property Claim was Handled Measuring the number of property damage claims by neighbors adjacentto MDOT facilities informs each TBU where extra awareness can keepclaims from occurring.

In March 2017, this measure was added to TR 8. After requestinginformation on claims submitted by neighbors from the Treasurer’s office and then each TBU, the data showed there were few instances of property damage being filed by neighbors. The vast majority of claims were “slip and falls” or a special circumstance such as a mailbox being knocked over by a snow plow in western Maryland.

The initial performance measure did not include claims like rocks hittingwindshields while a road is being milled prior to paving. In mid-June,a decision was made to expand the measure to all property damageclaims, which will include but is not limited to rocks in windshields,side swipes on parked (or moving vehicles) by TBU vehicles, and possiblewater contamination issues from salting the roads in the winter.

Further investigation has found that these types of property damage claims are extremely rare and the cost impact to MDOT and the TBU’s is negligible.

Be a Good Neighbor


PERFORMANCE MEASURE DRIVER:Jill Lemke Maryland Port Administration (MPA)

Melissa Bogden Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:Understand how many property damage claims are being made by neighbors against MDOT TBU’s and how satisfied the customer is with how the claim was handled.


DATA COLLECTION METHODOLOGY:Maryland Treasurer’s Office records on State department property damage claims.


189

PERFORMANCE MEASURE 8.4Number of Traffic Violations While Driving a State Vehicle Tracking vehicle citations by TBU will give MDOT the ability tostrengthen driver education training and direct corrective action.This will show that MDOT employees care about public safety by reducing instances of violations. MDOT’s mission is to ensure safe and dependable modes of transportation to the community and lead by example.

Although data collection for this measure continues to improve, the initial analysis of available data shows that MTA and SHA, TBUs with the largest vehicle fleets in MDOT, account for the majority of all traffic violations, including speeding and red light running. MDOT also collects data on parking and other violations and will report findings after they have been verified for accuracy.

To improve MDOT’s understanding of traffic violation patterns and trends, TBUs will work toward a more standardized collection and reporting method. More accurate reporting will help MDOT to limit risk, ensure safe performance of MDOT’s fleet vehicles, and keep the public and MDOT employees safe during daily operations.

Chart 8.4.1: Speeding Violations by TBU CY2018

Be a Good Neighbor


PERFORMANCE MEASURE DRIVER:David Seman The Secretary’s Office (TSO)

PURPOSE OF MEASURE:Tracking traffic violations will enable MDOT to better assess its impact on communities and contribute to improved public safety.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Traffic violation data provide individual TBU fleet managers.


127

136

11

39

1520

610

0

20

40

60

80

100

120

140

160

Q1 Q2

Num

ber o

f Spe

eding Violations

Quarter

Chart 8.4.1: Speeding Violations by TBU CY2018

MTA SHA MDTA Other TBUs

190

PERFORMANCE MEASURE 8.4Number of Traffic Violations While Driving a State Vehicle

Chart 8.4.2: Red Light Camera Violations by TBU CY2018

Be a Good Neighbor

Chart 8.4.3: All Other Traffic Violations by TBU CY2018

158164

6 102 1

0

20

40

60

80

100

120

140

160

180

Q1 Q2

Num

ber o

f Red

Light Cam

era Violations

Quarter

Chart 8.4.2: Red Light Camera Violations by TBU CY2018

MTA SHA Other TBUs

2

1

5

00 00

1

2

3

4

5

6

Q1 Q2

Num

ber o

f Traffic Violations

Quarter

Chart 8.4.3: All Other Traffic Violations by TBU CY2018

MTA MDTA Other TBUs

191

PERFORMANCE MEASURE 8.5Charity Campaign ParticipationMaryland Charity Campaign gives us an opportunity to make a lasting impact on our neighbors and our communities. Like our great state, the Maryland Charity Campaign offers rich variety and provides us many reasons to be Maryland Proud.” ― Governor Larry Hogan, 2017 MCC Video Message

The Maryland Charity Campaign (MCC) is a workplace charitable giving program that offers State Employees and Retirees the opportunity to contribute to charities using the convenience of payroll deduction. The campaign is co-chaired by the Governor and Lt. Governor, and is managed by the Maryland Secretary of State.

The participating charities serve the citizens of Maryland, the United States, and people of other countries in a variety of ways. Donating through the Maryland Charity Campaign provides meals to the hungry, services to the disabled, funds to research disease, technology to clean the environment, and many other worthwhile causes. State employees are asked to donate each fall, and in 2017 raised nearly 3 million dollars through the Maryland Charity Campaign.

Each fall, pledge cards and the Maryland Charity Campaign Agency Guide and Directory are distributed to all State employees and retirees. This card enables donors to specify their charitable organization(s) and their desired monetary contribution as well as the method in which they choose to contribute (payroll deduction, cash, check, or charge).

Be a Good Neighbor


PERFORMANCE MEASURE DRIVER:Jill Lemke Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To track participation in the Maryland Charity Campaign by TBU.

FREQUENCY:Annually (in July)

DATA COLLECTION METHODOLOGY:Solicit annual participation data from the Maryland Secretary of State and MDOT Combined Charity TBU Coordinators.

NATIONAL BENCHMARK:Participation in the Federal Combined Charity Campaign was 10.7% in 2016.

192

PERFORMANCE MEASURE 8.5Charity Campaign Participation

Chart 8.5.1: MDOT‐Wide Percent of Charitable Goal Raised CY2015‐CY2017

Chart 8.5.2: MDOT‐Wide Employee Participation Rate in Charity Campaign CY2015‐CY2017

Be a Good Neighbor

96.8%

83.8%

85.6%

75.0%

80.0%

85.0%

90.0%

95.0%

100.0%

2015 2016 2017

Percen

t

Year

Chart 8.5.1: MDOT‐Wide Percent of Charitable Goal Raised CY2015‐CY2017

17.3%

16.2%

17.7%

15.0%

15.5%

16.0%

16.5%

17.0%

17.5%

18.0%

2015 2016 2017

Percen

t

Year

Chart 8.5.2: MDOT‐Wide Employee Participation Rate in Charity Campaign CY2015‐CY2017

193

Be a Good Steward of Our Environment

TANGIBLE RESULT #9

MDOT will be accountable to customers for the wise use of resources and impacts on the environment when designing, building, operating and maintaining a transportation system.

RESULT DRIVER:

Dorothy Morrison The Secretary’s Office (TSO)

194


PERFORMANCE MEASURE 9.1AWater Quality Treatment to Protect and Restore the Chesapeake BayThe fastest growing source of pollution in the Chesapeake Bay is stormwater runoff. Urbanization intensifies runoff by increasing paved surfaces and decreasing areas where rainfall can seep into the ground. Stormwater runoff increases delivery of pollutants including trash, organic debris, and sediment, from impervious areas to urban streams.

Restoration efforts for 20 percent of MDOT’s existing impervious surfaces, will increase infiltration and reduce stormwater runoff. MDOT uses restoration practices such as installing new and upgrading existing stormwater management facilities, stream restoration, tree planting, and operations like street sweeping and inlet cleaning. This will improve conditions in urban streams, and reduce pollution in the Chesapeake Bay.

Chart 9.1.1 compares the impervious restoration accomplished by each TBU with the remaining acreage to be treated in order to meet the 20 percent restoration goal.

Approaching the 20 percent restoration requirements with a holistic One-MDOT strategy will include:

• Increased collaboration and data sharing between TBUs;

• Intelligent analysis of cost and restoration strategy to determine the most economical opportunities for impervious restoration across all MDOT; and

• Close coordination and collaboration to ensure all TBUs are adequately tracking and implementing Bay restoration projects and impervious surface treatment.

TANGIBLE RESULT DRIVER:Dorothy Morrison The Secretary’s Office (TSO)

PERFORMANCE MEASURE DRIVER:Sonal Ram State Highway Administration (SHA)

PURPOSE OF MEASURE:To evaluate the health of the Chesapeake Bay by measuring how well MDOT is achieving compliance with impervious surface restoration as required by the National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) permit.


DATA COLLECTION METHODOLOGY:MDOT is tracking all Bay restoration projects and impervious surface treatment associated with those projects to determine overall progress toward the 20 percent goal during their five-year permit term.


195

PERFORMANCE MEASURE 9.1AWater Quality Treatment to Protect and Restore the Chesapeake Bay

Chart 9.1A.1: MDOT Impervious Restoration in Acres YTD October 2017


1,936

521

2,773

246

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

SHA All Other TBUs

Acres

TBU

Chart 9.1A.1: MDOT Impervious Restoration in Acres YTD

Accomplished Remaining

257

161 94

96

64

35

44 6 0 ‐

50

100

150

200

250

300

350

400

MDTA MPA MAA MTA MVA TSO

All Other TBUs

196

PERFORMANCE MEASURE 9.1AWater Quality Treatment to Protect and Restore the Chesapeake Bay

Chart 9.1A.2: MDOT Impervious Restoration Trend FY2015‐FY2025


24%

32%

41%

68% 68% 767

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

CY2015 CY2016 CY2017 CY2025

Acres

Fiscal Year

Chart 9.1.2: MDOT Impervious Restoration Trend CY2015‐CY2025

SHA Accomplished All Other TBUs Accomplished SHA Trend All Other TBUs Trend

197

PERFORMANCE MEASURE 9.1BStormwater Cleanup – Street Sweeping and Inlet Cleaning Street sweeping and inlet cleaning are operational activities performed by MDOT MAA, MDOT MPA, MDOT SHA, and MDTA. Street sweeping and inlet cleaning remove trash and other debris from roadways, ramp areas, and runways, providing for safe operation of our transportation system. In addition, these activities remove pollutants such as suspended solids (i.e., sediment), nitrogen, and phosphorous from impervious surfaces before they can enter Maryland’s rivers, streams, and the Chesapeake Bay.

Street sweeping and inlet cleaning are valuable because they are considered an alternative stormwater treatment by the Maryland Department of Environment (MDE), which allows “Impervious Surface Area Treatment” credits for these ongoing activities. These credits help MDOT meet its 20 percent restoration compliance requirement mandated by the Municipal Separate Storm Sewer (MS4) permits.

Chart 9.1B.1: Total Dry Weight of Street Sweeping Material Collected CY2017



PERFORMANCE MEASURE DRIVER:Mark Williams Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To measure and track the amount of stormwater pollution reduction achieved from street sweeping and inlet cleaning operational activities

FREQUENCY:Semi-Annually (January and July)

DATA COLLECTION METHODOLOGY:Data is collected and reported manually by the TBUs


231 222

126

1,070

0

200

400

600

800

1,000

1,200

MAA MPA SHA MDTA

Poun

ds (in thou

sand

s)

TBU

Chart 9.1B.1: Total Dry Weight of Street Sweeping Material Collected CY2017

198

PERFORMANCE MEASURE 9.1BStormwater Cleanup – Street Sweeping and Inlet Cleaning

Chart 9.1B.2: Total Nitrogen & Phosphorus Reduction CY2017

Chart 9.1B.3: Total Suspended Solids Reduction CY2017


578 554

221

2,674

231 222

13

1,070

0

500

1,000

1,500

2,000

2,500

3,000

MAA MPA SHA MDTA

Poun

ds

TBU

Chart 9.1B.2: Total Nitrogen & Phosphorus Reduction CY2017

Total Nitrogen Total Phosphorus

69 66

17

411

0

50

100

150

200

250

300

350

400

450

MAA MPA SHA MDTA

Poun

ds (in thou

sand

s)

TBU

Chart 9.1B.3: Total Suspended Solids Reduction CY2017

199

PERFORMANCE MEASURE 9.1CBay Restoration Program Spending The Chesapeake Bay has been referred to as “Maryland’s National Treasure”. It provides countless environmental, social, and economic benefits for the citizens of our State. For decades, water quality in the Bay has been impaired by pollution. Maryland, along with Delaware, New York, Pennsylvania, Virginia, West Virginia, and the District of Columbia, is working to address pollution sources entering the Bay.

Along with the impervious surface restoration efforts that are required by the National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System (MS4) permit, MDOT contributes annually to statewide Chesapeake Bay Restoration Activities. Since 2011, total spending has been tracked statewide based on 10 restoration categories: Land Preservation, Septic Systems, Wastewater Treatment, Urban Stormwater, Agricultural Best Management Practices (BMPs), Oyster Restoration, Transit and Sustainable Transportation Alternatives, Living Resources, Education and Research, and Other. This information is shared annually within the Governor’s Fiscal Year Budget Highlights document. Historically, MDOT contributions have been incorrectly categorized as Transit and Sustainable Transportation Alternatives, which diminished our involvement in Urban Stormwater, Living Resources, and other restoration categories. This measure will help quantify our relative contribution to Bay restoration and will improve reporting at a State level.


PERFORMANCE MEASURE DRIVER:Sandy Hertz The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To better communicate MDOT’s contribution towards Chesapeake Bay Restoration efforts and improve reporting at a State level.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:MDOT TBUs track Bay Restoration project expenditures to be incorporated into Appendix S of the Governor’s Annual Budget Book.



200

PERFORMANCE MEASURE 9.1CBay Restoration Program Spending

Chart 9.1C.1: Bay Restoration Program Spending FY2011‐FY2017


$534

$589

$732 $719

$871

$990

$796

$140 $177 $180 $172

$338

$230 $299

26%30%

25% 24%

39%

23%

38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

$‐

$100

$200

$300

$400

$500

$600

$700

$800

$900

$1,000

FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Percen

t

Spen

ding

(in millions)

Year

Chart 9.1C.1: Bay Restoration Program Spending FY2011‐FY2017

State MDOT %MDOT

201

PERFORMANCE MEASURE 9.1CBay Restoration Program Spending

Chart 9.1C.2: Percent Contribution to Bay Restoration Program by Category FY2015‐FY2017


82%

4%

13%

1%

Chart 9.1C.2: Percent Contribution to Bay Restoration Program by Category FY2015‐FY2017

Transit and Sustainable Transportation Alternatives Living Resources Urban Stormwater Oyster Restoration

202


PERFORMANCE MEASURE DRIVER:Hargurpreet Singh, P.E. Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track the percentage of office waste diverted from the landfill or incineration through recycling.


DATA COLLECTION METHODOLOGY:Maryland Department of the Environment All State Agency Recycling (All StAR) reporting.


PERFORMANCE MEASURE 9.2AOffice Waste RecycledWhy this Performance Measure Matters?

Recycling helps protect the environment and reduces the amount of waste sent to landfills. It conserves resources, saves energy, reduces greenhouse gas emissions, and carbon footprint.

And, it is the right thing to do!

Office Waste Includes:

• Commingled containers (glass, metal, and plastic);

• Glass (fluorescent light tubes, mixed glass containers);

• Metals (mixed cans, and tin/steel cans);

• Paper (corrugated cardboard, mixed paper, shredded paper and newspaper);

• Plastic (mixed plastic bottles, other plastics);

• Electronics; and

• Printer cartridges.

What is the Status of this Performance Measure?

CY RECYCLED OFFICE WASTE

2016 30%2017 26%

What is Being Done to Affect Change?

• Continuing awareness training;

• Continuing to evaluate dumpster size and frequency of trash collection services; and

• Single stream recycling.


203

PERFORMANCE MEASURE 9.2AOffice Waste Recycled

Chart 9.2A.1: Percent of Office Waste Recycled by TBU CY2016‐CY2017


19%16%

39%

32%

9% 10%

6%

13%

29% 30%27%

25%

21%19%

30%

26%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

CY2016 CY2017

Percen

t of W

aste

Year

Chart 9.2A.1: Percent of Office Waste Recycled by TBU CY2016‐CY2017


204


PERFORMANCE MEASURE DRIVER:Hargurpreet Singh, P.E. Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To track the percentage of non-office waste diverted from the landfill or incineration through recycling.


DATA COLLECTION METHODOLOGY:Maryland Department of the Environment All State Agency Recycling (All StAR) reporting.


PERFORMANCE MEASURE 9.2BNon-Office Waste RecycledWhy this Performance Measure Matters?

Recycling helps protect the environment. It reduces the amount of waste sent to landfills, conserve resources, saves energy, reduces greenhouse gas emissions, and carbon footprint.

And, it is the right thing to do!

Non‐Office Waste Includes:

• Lead-acid batteries (vehicle);

• Compostables (grass, leaves, brush, branches, mixed yard trimmings, food waste, and other);

• Metals (white goods - refrigerators, stoves, washing machines, dryers, water heaters, and air conditioners);

• Animal protein/solid fat;

• Tires;

• Antifreeze;

• Industrial fluids;

• Motor oil;

• Scrap automobiles; and

• Scrap metals.

What is the Status of this Performance Measure?

CY RECYCLED NON-OFFICE WASTE

2016 47%2017 53%

What is Being Done to Affect Change?

• Continuing awareness training;

• Continuing to evaluate dumpster size and frequency of trash collection services; and

• Single stream recycling.


205

PERFORMANCE MEASURE 9.2BNon-Office Waste Recycled

Chart 9.2B.1: Percent of Non‐Office Waste Recycled by TBU CY2016‐CY2017


1% 1%

56%

76%

64%

34%

59%55%

19% 16%

3%

13%

97%

72%

47%53%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CY2016 CY2017

Percen

t of W

aste

Year

Chart 9.2B.1: Percent of Non‐Office Waste Recycled by TBU CY2016‐CY2017


206


PERFORMANCE MEASURE DRIVER:Chandra Chithaluru Maryland Port Administration (MPA)

PURPOSE OF MEASURE:To reduce TBU impact on solid waste landfill through recycling/ reuse of metal, asphalt and concrete.


DATA COLLECTION METHODOLOGY:The data collection methodology will include disposal weights (via bill of ladings) by TBUs’ Facility Maintenance and Engineering Departments. The data are and/or should be reported on the annual Non-Maryland Recycling Act Report.



PERFORMANCE MEASURE 9.2CRecycled/Reused Materials from Maintenance Activities and Construction/ Demolition ProjectsMDOT is committed to reducing its impact on solid waste, non-hazardous landfills, potentially resulting in reduction of the number of waste disposal facilities in Maryland as stated in the Maryland Department of the Environment’s “Zero Waste” Action Plan. The TBUs established plans to recycle and/or reuse their solid waste: metal, asphalt and concrete. These materials are to be collected, weighed and recycled/reused. Benefits include saving energy and natural resources, preserving the capacity of landfills, reducing waste disposal costs, generating revenue for materials and reducing pollutants generated by the landfill process.

Due to the number and type construction/demolition activities and projects, we recognize that there may be variability among reporting periods and TBUs, but positive change can still occur by implementing some or all the following:

• Establish central data collection mechanisms and procedures in each TBU;

• Require contractors to segregate, collect, weigh and recycle these materials and provide information to each TBU; and

• Ensure commitment to this goal and its positive impact on the environment by making employees and contractors aware of this performance measure.

207

PERFORMANCE MEASURE 9.2CRecycled/Reused Materials from Maintenance Activities and Construction/Demolition Projects

Chart 9.2C.1: Recycled/Reused Materials from Maintenance Activities & Construction/Demolition Projects CY2015‐CY2017


5,382

18,662 16,679

28,508

59,901

25,454

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

CY2015 CY2016 CY2017

Tons

Year


Metals Concrete


370,590

479,089 505,456

0

100,000

200,000

300,000

400,000

500,000

600,000

CY2015 CY2016 CY2017

Tons

Year


Asphalt

208

PERFORMANCE MEASURE 9.3AEnergy: Miles Per GallonReduced fuel costs and conservation of petroleum-based resources are the direct results of a more fuel-efficient fleet (as determined through increases in vehicle miles per gallon [MPG] calculations). Efforts with Mansfield Oil Company (statewide fueling vendor) have resulted in developing a means of tracking MPG data for our light-duty fleet throughout all TBUs. MPG data for CY2015 thru CY2017 has been calculated and presented on Chart 9.3A.1. In the three years of data presented, MDOT’s fuel efficiency has increased by 1.0 MPG from 2015 (16.9 MPG) to 2017 (17.9 MPG). Vehicle replacement practices represent the largest factor affecting change to this measure. At pre-determined age or mileage thresholds, our fleet vehicles are replaced. Since the presumption is that newer models are more fuel efficient than their predecessors, MPG calculations for each TBU and the Agency as a whole should increase from year-to-year through fleet replacement activities. However, in addition to fleet replacement, strategies such as encouraging carpooling to meetings and other functions and modifying State vehicle purchasing contract requirements are being evaluated as additional means of improving fleet MPG.



PERFORMANCE MEASURE DRIVER:Paul Truntich Jr. Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To track overall fuel economy of fleet vehicles and ensure better air quality through the use of State vehicles. It is important to track miles per gallon in a meaningful manner to ensure that State vehicles are fuel efficient and not detrimental to our State air quality. Fuel economy data will be used to evaluate driving patterns as well as when the procurement of new fleet vehicles is considered


DATA COLLECTION METHODOLOGY:Fleet MPG data will be obtained from the State of Maryland’s fuel service vendor.


209

PERFORMANCE MEASURE 9.3AEnergy: Miles Per Gallon

Chart 9.3A.1: MDOT TBU Light‐Duty Vehicle Average MPG CY2015‐CY2017


26.6

25.5

17.3

13.3

11.5 13

.4

10.9

16.9

27.7

26.0

17.1

13.6

12.8 13.5

11.3

17.4

28.2

26.9

17.8

14.1

12.9 13.8

11.5

17.9

0.0

5.0

10.0

15.0

20.0

25.0

30.0

MVA TSO SHA MTA MPA MDTA MAA MDOT

Miles P

er Gallon

TBU

Chart 9.3A.1: MDOT TBU Light‐Duty Vehicle Average MPG CY2015‐CY2017

2015 2016 2017

210

PERFORMANCE MEASURE 9.3BEnergy: Total Gallons ConsumedAnalyzing fuel consumption patterns enables fleet and facility managers to budget more effectively and use resources more efficiently. This data also will be beneficial as fleet acquisition purchases are consideredand facility heating upgrades are considered. Additionally, identifying opportunities for reducing fuel consumption not only benefits the environment via resource conservation and reduced emissions, but also results in true cost-savings through reduced fuel costs.

While ultra-low sulfur diesel continues to be the most consumed fuel for fiscal years FY2014 – FY2017, a distinct reduction (approximately 198,000 gallons) in consumption was noted from FY2016 to FY2017. This reduction is attributed to the MTA’s procurement of 172 clean diesel busses which replaced older, less fuel-efficient models.

Heating oil consumption experienced a slight increase from FY2016 to FY2017. A portion of the increase is attributed to procurement strategies several TBUs used to purchase fuel where some were able to defer or minimize purchases during FY2016, but were required to make greater purchases in FY2017 to maintain appropriate on-hand fuel quantities. Furthermore, the inverse relationship between biodiesel and gasoline continued its trend in FY2017 as fleet managers transitioned from diesel to gasoline powered vehicles.

The consumption of E-85 continued its downward trend in FY2017. As this is a renewable energy source, the desired outcome would be to achieve an overall increase in consumption. As an agency, MDOT needs to evaluate its overall commitment towards E-85 and possibly institute an overarching policy regarding its use throughout the TBUs.



PERFORMANCE MEASURE DRIVER:Paul Truntich Jr. Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To track overall fuel consumption of fleet vehicles as well as fixed-equipment in an effort to use less of our resources with State vehicles and equipment. Consumption patterns will be evaluated for improving fuel efficiency and shifting towards use of renewable fuels.


DATA COLLECTION METHODOLOGY:Fleet vehicle data will be obtained from the State of Maryland’s fuel service vendor. Fixed-equipment data will be supplied from fleet and facility managers at the TBUs.


211

PERFORMANCE MEASURE 9.3BEnergy: Total Gallons Consumed

Chart 9.3B.1: Total Gallons of Fuel Consumed FY2014‐FY2017


Biodiesel Ultra‐Low SulfurDiesel Gasoline E‐85 Heating Oil

FY 2014 2,136,296 9,449,462 2,237,431 46,725 7,398,649FY 2015 1,947,374 9,191,415 2,377,930 47,025 6,104,767FY 2016 1,577,631 9,233,704 2,628,437 38,745 6,066,927FY 2017 1,440,903 8,990,230 2,614,529 28,994 6,394,179

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

10,000,000

Gallo

ns

FY2017 Total Fuel Cost:$34,723,110

Chart 9.3B.1: Total Gallons of Fuel Consumed FY2014‐FY2017

212

PERFORMANCE MEASURE 9.3CUtility Electricity Use Reducing our consumption of utility electricity through energy efficiency measures and use of renewable energy can save Maryland taxpayers money and reduce harmful air emissions while also helping Maryland meet its clean energy and greenhouse gas reduction goals.

The desired trend for utility electricity use and cost is to decrease. Electricity use and cost during the April 2017 – March 2018 rolling 12-month period decreased by 14,000 megawatt hours and $3 million, as compared to the previous rolling 12-month period (April 2016 – March 2017).

MDOT is undertaking many strategies to increase energy efficiency. Each TBU has completed a comprehensive Energy Plan that details its energy consuming entities, existing and future energy conservation strategies, and future energy conservation goals. Many of the energy conservation measures MDOT implements also realize secondary benefits, such as improved lighting quality, lower operation and maintenance expenses, increased life span of equipment, improved indoor air quality, and enhanced tenant comfort.

In 2017, MDOT established an Energy Managers Workgroup with representatives from all TBUs that meets bimonthly to discuss current trends and challenges, share best practices, and determine ways to efficiently leverage MDOT resources.



PERFORMANCE MEASURE DRIVER:Laura Rogers The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To reduce our consumption of conventional energy through efficiency measures and renewable energy sources.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data for electricity usage is collected using EnergyCAP, the State of Maryland’s comprehensive utility management database.

NATIONAL BENCHMARK:American Council for an Energy Efficient Economy ranked Maryland number 10 in the 2017 State Energy Efficiency Scorecard. Massachusetts was rated number 1.

213

PERFORMANCE MEASURE 9.3CUtility Electricity Use

Chart 9.3C.1: Total MDOT Utility Electricity Use & Cost Q2 CY2013‐Q1 CY2018 (Rolling 12‐Month)


398

391

385 382

368

$38

$41

$40

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$36

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Apr13‐Mar14 Apr14‐Mar15 Apr15‐Mar16 Apr16‐Mar17 Apr17‐Mar18Co

st (in millions)

Megaw

att H

ours (in thou

sand

s)

Time Period

Chart 9.3C.1: Total MDOT Utility Electricity Use & Cost Q2 CY2013‐Q1 CY2018 (Rolling 12‐Month)

Electricity Use Cost

214

PERFORMANCE MEASURE 9.3DRenewable Energy GenerationReducing our conventional energy consumption through energy efficiency measures and use of renewable energy can generate revenue, save Maryland taxpayers money, and reduce harmful air emissions while also helping Maryland meet its clean energy and greenhouse gas reduction goals.

The desired trend for renewable energy generation and cost avoidance is to increase. Renewable energy generation and cost avoidance during the July 2017 – June 2018 rolling 12-month period decreased by 451 megawatt hours and $49,000 as compared to the previous rolling 12-month period (July 2016 – June 2017). The decrease was because the meters for the photovoltaic (PV) systems at MDOT MPA Shed 10 and MDOT MAA BWI were out of service May – June 2018. The PV systems continued to operate during this timeframe and the data will be updated when the meters are repaired.

MDOT released a Renewable Energy Development Request for Proposal on June 20, 2017, and received proposals on August 17, 2017. MDOT recommended award to six Master Contractors. The Board of Public Works approved the project on February 7, 2018. MDOT is evaluating 35 locations throughout the State for development under Phase I of the project.



PERFORMANCE MEASURE DRIVER:Colleen Turner The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To reduce our consumption of conventional energy through efficiency measures and renewable energy sources.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data for renewable energy sources collected from Pepco Energy Services ABB Plant Portfolio Manager and from TBU Energy Managers.

NATIONAL BENCHMARK:Renewable Energy Consumption as a share of state total (2014): Oregon, 49.3%; Washington, 47.1%; Maine, 38.3%

215

PERFORMANCE MEASURE 9.3DRenewable Energy Generation

Chart 9.3D.1: Total MDOT Renewable Energy Generation & Cost Savings Q3 CY2013‐Q2 CY2018 (Rolling 12‐Month)


2,034

1,482

1,734

2,009

1,566

$219

$163

$188

$217

$169

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st Savings (in thou

sand

s)

Megaw

att H

ours

Time Period

Chart 9.3D.1: Total MDOT Renewable Energy Generation & Cost Savings Q3 CY2013‐Q2 CY2018 (Rolling 12‐Month)

Renewable Energy Generation Cost Savings

216

PERFORMANCE MEASURE 9.4BAir Quality EmissionsThe State of Maryland has made substantial progress in combating air pollution and greenhouse gas (GHG) emissions, with transportation policies and investments playing a key role in these improvements. MDOT is committed to improving air quality and reducing GHG emissions by reducing energy use through more efficient vehicles and building materials, as well as switching to cleaner fuels and renewable energy.

The desired trend for emissions from utility electricity is to decrease. CO2 emissions during the April 2017 – March 2018 rolling 12-month period decreased by almost 9,000 metric tons (MT) as compared to the previous rolling 12-month period (April 2016 – March 2017). Over the past five 12-month periods, CO2 emissions have decreased by about 19,000 MT.

The desired trend for emissions from fuel consumption is to decrease. While CO2 emissions during CY2017 increased slightly from CY2016 (95 MT, or less than 0.05%) due to an increase in heating oil consumption, CO2 emissions have decreased by 19,000 MT since CY2014.


PERFORMANCE MEASURE DRIVER:Colleen Turner The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To reduce our emissions through efficiency measures and renewable energy sources.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Data for electricity usage is collected using EnergyCAP, the State of Maryland’s comprehensive utility management database. Fleet vehicle data is obtained from the State of Maryland’s fuel service vendor. Fixed-equipment data is supplied from fleet and facility managers at the TBUs.

NATIONAL BENCHMARK:Washington D.C., reduce GHG emissions from 2006 levels 50% by 2032, 80% by 2050

New York, reduce GHG emissions from 1990 levels 40% by 2030, 80% by 2050

California, reduce GHG emissions from 1990 levels 80% by 2050


217

PERFORMANCE MEASURE 9.4BAir Quality Emissions

Chart 9.4B.1: CO2 Emissions by Fuel Type CY2014‐CY2017


17.34522347 15.81130822 12.80925433 11.69911912

96.01088529 93.38900764 93.81868753 91.3448795

19.18125033 20.38572792 22.53329812 22.41406638

87.2551679371.99591266 71.54964835 75.40905947

0

50

100

150

200

250

2014 2015 2016 2017

Metric

Ton

s CO2 (in

thou

sand

s)

Year

Chart 9.4B.1: CO2 Emissions by Fuel Type CY2014‐CY2017

Biodiesel Ultra‐Low Sulfur Diesel Gasoline E‐85 Heating Oil

218

PERFORMANCE MEASURE 9.4BAir Quality Emissions

Chart 9.4B.2: CO2e Emissions From Electricity Use Q2 CY2013‐Q1 CY2018 (Rolling 12‐Month)


245

241

237235

227

215

220

225

230

235

240

245

250

Apr13‐Mar14 Apr14‐Mar15 Apr15‐Mar16 Apr16‐Mar17 Apr17‐Mar18

Metric

Ton

s CO2e

(per th

ousand

)

Time Period

Chart 9.4B.2: CO2e Emissions From Electricity Use Q2 CY2013‐Q1 CY2018 (Rolling 12‐Month)

219

Facilitate Economic Opportunity in Maryland

TANGIBLE RESULT #10

Maryland’s transportation system is essential to the State’s economy. An efficient transportation system provides a competitive advantage to businesses in a regional, national and global marketplace. Transportation directly impacts the viability of a region as a place where people want to live, work and raise families, and is critical to attracting a competent workforce.

RESULT DRIVER:

Jim Dwyer Maryland Port Administration (MPA)

220


TANGIBLE RESULT DRIVER:Jim Dwyer Maryland Port Administration (MPA)

PERFORMANCE MEASURE DRIVER:Karuna R. Pujara State Highway Administration (SHA)

PURPOSE OF MEASURE:To track direct, indirect and induced jobs generated by annual construction investments as an indicator of transportation projects contribution of economic return.


DATA COLLECTION METHODOLOGY:MDOT compiles the necessary data through the annual CTP process.


PERFORMANCE MEASURE 10.1Economic Return from Transportation Investment (Jobs Generated by Total Capital Program Construction Investments)Construction spending on transportation projects has a significant economic impact on people and businesses throughout the State. Economic return from transportation investment is based on the estimated number of jobs created as a result of MDOT investments in capital projects. FY2017, over 25,000 jobs were created by MDOT which is an increase of nearly 2,600 over FY2016.

The annual CTP is used to identify planned investments by each TBU on major construction projects. Construction projects generate three typesof jobs: direct jobs are those generated by the actual construction activity;indirect jobs are supported by the business purchases necessary for theproject’s construction; and induced jobs are a result of local purchasesof goods and services by the direct employees. Capital investments intransportation infrastructure support economic activity across a widerregion, beyond the specific project location.

221

PERFORMANCE MEASURE 10.1Economic Return from Transportation Investment (Jobs Generated by Total Capital Program Construction Investments)

Chart 10.1.1: Estimated Number of Jobs Created by TBU Capital/Construction Programs FY2013‐FY2017


11,529

12,757

13,787

14,549

16,196

5,31

8

6,19

7

7,11

0

8,36

7

8,93

2

2,25

2

2,20

6

2,50

6

2,24

6

4,01

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5 7,17

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5

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0

2,82

5 3,48

6

3,99

9 4,70

6

5,02

4

1,19

6

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0

5,000

10,000

15,000

20,000

25,000

30,000

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

MDOT Wide SHA MTA (includes D&E)

Num

ber o

f Job

s

TBU/Year


Direct/Indirect (64%) Induced (36%)

222

PERFORMANCE MEASURE 10.1Economic Return from Transportation Investment (Jobs Generated by Total Capital Program Construction Investments)



2,28

6

2,48

2

2,12

1

1,58

6

1,45

0

1,17

3

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3

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7

1,77

2

875

75 126

119

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129

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1,19

3

892

816

623 722 836 99

7

492

225

261

250

246

449

0

5,000

10,000

2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

MDTA MAA MPA MVA

Num

ber o

f Job

s

TBU/Year



11,529

12,757

13,787

14,549

16,196

5,31

8

6,19

7

7,11

0

8,36

7

8,93

2

2,25

2

2,20

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6

4,01

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5 7,17

6 7,75

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2,82

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1,19

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1,24

1

1,41

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1,26

3

2,25

7

0

5,000

10,000

15,000

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2013 2014 2015 2016 2017 2013 2014 2015 2016 2017 2013 2014 2015 2016 2017

MDOT Wide SHA MTA (includes D&E)

Num

ber o

f Job

s

TBU/Year



223

PERFORMANCE MEASURE 10.2Maryland’s Ranking in National Transportation Infrastructure AssessmentThe CNBC business news media group uses publicly available dataon 60 measures of competitiveness to score each state. The metricsare organized into ten broad categories and weighted based on howfrequently each is used as a selling point in state economic developmentmarketing materials. The infrastructure category is a measure of a state’stransportation system and supply of safe drinking water. It includesmetrics to compare the value of goods shipped by air, waterways, roadsand rail within a state, the quality of roads and bridges, and commutetimes. The annual rankings can be used as a national benchmark forinfrastructure conditions over time as a means of comparing Maryland’sstanding versus other states. For 2017, Maryland is ranked 43rd, whichis a three-point improvement since 2013. Maryland ranks in the bottomten because of the mobility/congestion components used to compute theinfrastructure metric.




PURPOSE OF MEASURE:To compare Maryland against other states’ economic activity based on access to and condition of the infrastructure.


DATA COLLECTION METHODOLOGY:Using publicly available data, CNBC assesses every states’ infrastructure including value of goods movement; availability of air travel; road and bridge conditions; and commute times.

NATIONAL BENCHMARK:CNBC annual ranking

SOURCE:https://www.cnbc.com/2017/07/11/top-states-for-business-25-maryland.html

224

PERFORMANCE MEASURE 10.2Maryland’s Ranking in National Transportation Infrastructure Assessment

Chart 10.2.1: America’s Top State for Business Annual Rankings for Maryland in Infrastructure CY2008‐CY2017


36

43

39

29

4644 45 44 43

0

5

10

15

20

25

30

35

40

45

50

2009 2010 2011 2012 2013 2014 2015 2016 2017

Ranking

Year

Chart 10.2.1: America's Top State for Business Annual Rankings for Maryland in Infrastructure CY2008‐CY2017

225

PERFORMANCE MEASURE 10.3AFreight Mobility: Freight Analysis Framework (FAF) Tonnage and Value of FreightEfficient and interconnected multimodal freight movement is essential to the State’s economy because freight is the economy-in-motion. Maryland manufacturers depend on the freight system to move raw materials and finished goods between production facilities, distribution centers and retail outlets in Maryland and throughout the U.S. and the world. Freight-dependent industries account for over one million jobs in Maryland.

• Water and rail are well-suited to cost-effectively haul goods long distances. Commercial ships utilize the Port of Baltimore to transfer waterborne goods to land, at which point trucks and rail haul these imported goods to communities around the nation.

• Trucks carry nearly every type of commodity from consumer products to chemicals to machinery.

• High value and time-sensitive products are commonly shipped via air.

• The top air freight commodities shipped out of MAA facilities include mail, machinery and transportation equipment.



PERFORMANCE MEASURE DRIVER:Cole Greene Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To assess freight mobility and the amount and value of freight originating and terminating in Maryland as an indicator of how supportive transportation infrastructure is for freight and Maryland’s economy.


DATA COLLECTION METHODOLOGY:U.S. Department of Transportation Freight Analysis Framework (FAF4) Version 4 and MPA.


226

PERFORMANCE MEASURE 10.3AFreight Mobility: Freight Analysis Framework (FAF) Tonnage and Value of Freight

Chart 10.3A: Freight Analysis Framework (FAF) Tonnage and Value of Freight


METHOD FOR MOVING FREIGHT TOTAL VALUE (MILLIONS) TOTAL TONNAGE (THOUSANDS)

Air* $13,646 144Pipeline & Other** $73,990 40,278

Rail* $15,364 26,730Truck* $324,435 218,603

Water*** $53,893 38,444All Freight $481,328 324,199

*Source: U.S. Department of Transportation on Freight Analysis Framework (FAF4). Other, Multiple Modes and Mail, Rail, and Truck value and tonnage data is estimated based on FAF4 data. The data is based on 2012 actual data collected by FHWA and is factored by FHWA through 2015. MDOT adjusts the yearly by a 2% annual growth rate that reflects a conservative estimate of domestic and international freight growth given current economic conditions.

**Pipeline and other freight consists largely pipeline, postal and courier shipments weighing less than 100 pounds and other intermodal combinations. Represents a combination of FAF4 Pipeline, other, unknown, multiple modes and mail categories.

*** International cargo through the Port of Baltimore in 2017 Source: MPA.

227

PERFORMANCE MEASURE 10.3BFreight Mobility: Port of Baltimore International Cargo Market Share and RankingsCargo through the Port of Baltimore is an indicator of the region’s commercial health. Freight is the economy-in-motion; if freight is not moving, then neither is the economy. International tonnage in Baltimore increased 1.6 million tons, or 19% in Q1 CY2018 compared to Q1 CY2017. This is due to strong exported coal and LNG volumes. Bulk imports also grew as the Port saw increases in salt, sugar and slag in the first quarter.Baltimore’s general cargo tonnage was up 10.2% due to containers and construction equipment. Market Share increased two percentage points compared to the Q1 CY2017.

Port’s overall ranking for Q1 remained at 3rd with 16% market share. This compares well to the first quarters of prior years.

MPA is an active partner with the Corps of Engineers to ensure the navigation channels are dredged to allow the world’s fleets easy access between the Port and global markets.



PERFORMANCE MEASURE DRIVER:Cole Greene Maryland Transit Administration (MTA)

PURPOSE OF MEASURE:To track public and private international waterborne cargo activity in the Port of Baltimore, which is a strong indicator of jobs generated and economic activity.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:U.S. Census data via website – USA Trade Online.

NATIONAL BENCHMARK:Mid-Atlantic ports’ international cargo.

228

PERFORMANCE MEASURE 10.3BFreight Mobility: Port of Baltimore International Cargo Market Share and Rankings

Chart 10.3B.1: Market Share, Mid‐Atlantic Ports CY2015‐CY2018


40%

38%36%

38%

41%

37%

32%

36%37%

33%34%

22%

25%23%

21% 21%

24%26%

23%24%

27% 27%

13%14%

15%14%

12%15% 14%

16%15%

17%16%

10%

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11%

12%

13%

9%

11%

15% 15%14%

13%

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5%4%

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Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

CY2015 CY2016 CY2017 CY2018

Percen

t of M

arket S

hare

Year/Quarter

Chart 10.3B.1: Market Share, Mid‐Atlantic Ports CY2015‐CY2018

New York Virginia Ports Baltimore Philadelphia Wilmington So NJ Ports

After Q1 2017, So NJ Ports were combined with Philadelphia.

229

PERFORMANCE MEASURE 10.3BFreight Mobility: Port of Baltimore International Cargo Market Share and Rankings

Chart 10.3B.2: Mid‐Atlantic Ports Annual Market Share CY2015‐CY2017


37.9%

24.6%

15.2%

9.6%

8.3%

4.4%

38.1%

22.3%

14.1%

10.7%

10.9%

3.9%

36.2%

26.0%

15.8%

11.7%

10.3%

0%

10%

20%

30%

40%

New York Virginia Ports Baltimore Philadelphia Wilm. DE So NJ Ports

Percen

t of M

arket S

hare

Port

Chart 10.3B.2: Mid‐Atlantic Ports Annual Market Share CY2015‐CY2017

CY2015 CY2016 CY2017

CY2017 Philadelphia and South Jersey Ports data are combined.

230

PERFORMANCE MEASURE 10.3CMPA Total General Cargo Tonnage including these Strategic Commodities: Containers, Autos, RoRo and Imported Forest ProductsAs a rule of thumb, general cargo generates more jobs per ton than bulk commodities. Although international general cargo is one-third of the Port’s total tonnage, it accounts for 94 percent of the Port’s cargo value, and the State’s public terminals handle most of the general cargo. Therefore, it is an important measure to track. In addition, freight is the economy-in-motion and marine terminals are a hive of job generating activity.

The MPA set a record of 10.7 million tons of general cargo in CY2017. General cargo tons in May 2018 was the third highest monthly total and was up 3.3% from April; however, it was 4.4% less than May 2017, which remains the monthly all-time record. for the first five months of CY2018, general cargo tonnage at the State’s terminals is 5.3% greater than the same period in CY2017.

Containers showed the strongest growth followed by Roll-on; Roll-off heavy equipment, (i.e. farm, construction and mining equipment) and imported paper. Some global economies are improving and MPA’s exported autos have increased 5% through May 2018.

MPA conducts a multi-pronged effort to sustain and expand cargo volumes. For example, emphasizing long term contracts with favorable rates; marketing for the whole Port; facilitating ways to improve efficiency at Seagirt Marine Terminal to increase truck productivity; managing the capital program to focus on system preservation to keep current customers; enhancements to keep pace with the evolving global logistics and ever-increasing fleet size; and vessel sharing agreements.

The impact of increased tariffs by various nations on internationally traded commodities remains to be seen; however, it is likely to have a negative effect on global cargo volumes if it is not resolved in a timely manner.



PERFORMANCE MEASURE DRIVER:Deborah Rogers Maryland Vehicle Administration (MVA)

PURPOSE OF MEASURE:Data shows level of cargo activity at the State owned marine terminals.

FREQUENCY:Monthly

DATA COLLECTION METHODOLOGY:Data obtained from MPA cargo Billing Reporting and Statistical System (BRASS). Historical data is available to 1998.


231

PERFORMANCE MEASURE 10.3CMPA Total General Cargo Tonnage including these Strategic Commodities: Containers, Autos, RoRo and Imported Forest Products

Chart 10.3C.1: MPA Total General Cargo, January 2017‐May 2018


The graph below shows MPA’s long term general cargo tonnage had steady growth before and after the Great Recession. Between 2012 and 2015, cargo volumes were stable. Cargo is increasing again over the past two years, due to larger ship size, vessel sharing agreements, and increased shipping from the expanded Panama Canal.

Chart 10.3C.2: MPA Total General Cargo CY2000‐CY2017

6,23

2

6,17

6

6,68

7

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Chart 10.3C.2: MPA Total General Cargo CY2000‐CY2017

‐

200,000

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1,000,000

1,200,000

Tons

Month/Year

Chart 10.3C.1: MPA Total General Cargo, January 2017‐May 2018

Break Bulk

Forest Products

Ro/Ro

Autos

Containers

232

PERFORMANCE MEASURE 10.3CMPA Total General Cargo Tonnage including these Strategic Commodities: Containers, Autos, RoRo and Imported Forest Products

Chart 10.3C.3: MPA Total Monthly General Cargo Tonnage CY2007‐CY2018


822,156 765,003

536,967

794,426 783,046

853,818 900,847 913,146 907,900

1,007,914 963,000

‐

200,000

400,000

600,000

800,000

1,000,000

Jan‐07

Jun‐07

Nov

‐07

Apr‐08

Sep‐08

Feb‐09

Jul‐0

9

Dec‐09

May‐10

Oct‐10

Mar‐11

Aug‐11

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Jun‐12

Nov

‐12

Apr‐13

Sep‐13

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Jul‐1

4

Dec‐14

May‐15

Oct‐15

Mar‐16

Aug‐16

Jan‐17

Jun‐17

Nov

‐17

Apr‐18

Tons

Month/Year

Chart 10.3C.3: MPA Total Monthly General Cargo Tonnage CY2007‐CY2018

Total Tonnage Trend

The MPA experienced strong growth coming out of the recession from 2010 through 2012 and then remained stable for 3 years before picking up over the last 2 years.

233

PERFORMANCE MEASURE 10.4Number and Percentage of Bridges on the State-Owned System that are Weight-PostedWeight-posted bridges are those that are unable to safely carry themaximum weight of a legally loaded vehicle (80,000 lbs. for tractor trailersand 70,000 lbs. for dump trucks). Weight-posted bridges adversely affectmovement of goods for businesses and communities, and can impactdaily commercial operations and business growth.

Allowing all legally-loaded vehicles to traverse the bridges on the State system is essential to commerce in Maryland, facilitating the movement of goods and provision of services efficiently throughout the State. Minimizing weight posted bridges ensures the safety of the traveling public and facilitates emergency response time by avoiding the need for detour routes.

If a bridge cannot safely carry all legal loads, due to its present condition or original design criteria, it will be evaluated and a vehicle weight will beestablished that it can safely carry. This lower vehicle weight (which is lessthan the legal weight) will be placed on signs alerting all potential users ofthe maximum load that the bridge should carry.

Whenever inspections of weight-posted bridges or structurally deficientbridges indicate that repairs are necessary to prevent a weight postingor the lowering of the existing allowable weight restriction, the workto prevent this will be given top priority, and where possible, completeactual construction 18 months from the date when the need for the workwas established. Less than 1 percent of SHA and MDTA bridges have a weight restriction.



PERFORMANCE MEASURE DRIVER:Rafael Espinoza Maryland Transportation Authority (MDTA)

PURPOSE OF MEASURE:To minimize the number of weight-posted bridges to facilitate the improvement in movement of goods to businesses, communities and the economy.


DATA COLLECTION METHODOLOGY:Data reflects federal reporting in April of each year. The number of bridges on the State-owned system that are weight-posted are reported in the Structure Inventory and Appraisal (SI&A) report. That number is then divided by the total number of SHA and MDTA bridges, resulting in the calculation of the percentage of weight-posted bridges on the State system.


234


PERFORMANCE MEASURE 10.4Number and Percentage of Bridges on the State-Owned System that are Weight-Posted

Chart 10.4.1: Number & Percentage of Bridges on MDOT’s System that are Weight‐Posted CY2014‐CY2017

2,885 2,885 2,890 2,893

24 24 21 21

0.83% 0.83%

0.73% 0.73%

0.00%

0.20%

0.40%

0.60%

0.80%

1.00%

0

500

1,000

1,500

2,000

2,500

3,000

CY2014 CY2015 CY2016 CY2017

Percen

tage of B

ridges

Num

ber o

f Brid

ges

Year

Chart 10.4.1: Number & Percentage of Bridges on MDOT's System that are Weight‐Posted CY2014‐CY2017

Total number of bridges on MDOT's System

Total number of bridges on MDOT's System that are weight posted

Percentage of bridges on the MDOT's System that are weight posted

235

PERFORMANCE MEASURE 10.5Change in Market Access due to Improvements in the Transportation NetworkImproving access within Maryland’s transportation network is a criticalrole MDOT plays in facilitating economic opportunity for the citizensof Maryland, its businesses and those who come to the State to dobusiness. Currently, MDOT does not measure the impact of changes to the transportation network and its effect on market access. This measure would allow MDOT to look at how improvements in roads and multimodal access is affecting Maryland’s economy and assess whether businesses have better access to labor, customers, suppliers and international markets.

This measure includes potential impacts from:

• Business Relocation – Improved market access has the effect of strengthening an economy’s competitiveness in attracting and retaining business relative to other locations.

• Productivity Growth – Increasing an economy’s accessibility and connectivity generates agglomeration benefits from returns to scale in production, knowledge spillovers, and better matching of suppliers and employees to businesses.

• Increased Import/Export Activity – Improving an economy’s access to international gateways can enable new import/export activity.

The Multimodal Process Improvement Team for this measure has met and the tool used to measure the market access has been secured. MDOT has developed a standardized approach to modeling projects and is running test simulations to ensure consistency.



PERFORMANCE MEASURE DRIVER:Corey Stottlemyer The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To quantify the impacts of changes in the transportation network on the State’s economy due to completed transportation projects providing businesses with access to labor, customers, and suppliers. Improved access leads to greater opportunities.


DATA COLLECTION METHODOLOGY:As transportation projects are completed and the transportation network is enhanced, changes in travel demand and user choice will be modeled using a transportation economic impact model; this is a multimodal measure.


236


PERFORMANCE MEASURE 10.6Change in Productivity due to Improvements in the Transportation NetworkProductivity gains are essential to economic growth as businesses and people have to do more with fewer resources. The transportation network is similar to the Internet and other innovations that allow people and businesses to be more productive. Currently, MDOT does not measure the impact of changes to the transportation network and its effect on productivity.

Using a transportation economic impact model, MDOT will be able toassess four types of productivity benefits to ensure it helps facilitatebusiness opportunities throughout Maryland:

1. Travel cost savings;

2. Reliability benefits for industry;

3. Delivery logistics and supply chain benefits; and

4. Agglomeration effects on access to specialized skills and services.

The Multimodal Process Improvement Team for this measure has met and the tool used to measure the productivity has been secured. MDOT has developed a standardized approach to modeling projects and is running test simulations to ensure consistency.


PERFORMANCE MEASURE DRIVER:Corey Stottlemyer The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To quantify the impacts of changes in the transportation network on the productivity of people and businesses in Maryland.


DATA COLLECTION METHODOLOGY:As transportation projects are completed and the transportation network is enhanced, changes in travel demand and user choice will be modeled using a transportation economic impact model; this is a multimodal measure.


237


PERFORMANCE MEASURE 10.7ATotal User Cost Savings for the Traveling Public due to Congestion ManagementSHA and MDTA implement various projects, programs and policiesto reduce congestion and enhance mobility on their facilities. SHAfocuses on both recurrent and non-recurrent aspects of congestion.These include CHART, Incident Management and Intelligent Transportation Systems (ITS) programs, major/minor roadway geometric improvements, traffic signal system optimization, and multimodal strategies like HOV lane operations and park-and-ride facilities. The congestion management solutions implemented by SHA and MDTA result in significant user cost savings (e.g. delay reduction, fuel savings) to automobile and truck traffic.

MDOT continues to implement operational strategies, includinga Transportation Systems Management and Operations (TSM&O) Strategic Plan, and provides Traffic Incident Management training to partner organizations, while also exploring local, regional and State incident management coordination opportunities. Reductions in travel times directly result in roadway user cost savings.



PURPOSE OF MEASURE:To estimate benefits to highway users due to Coordinated Highway Action Response Team (CHART) incident management, major/minor capital improvements, signal retiming, HOV lane, and park-and-ride operations as an indicator of cost savings due to reduced delay.


DATA COLLECTION METHODOLOGY:MDOT collects and maintains data on travel speeds, traffic volumes, incidents, and facility usage to develop user cost savings.


238


PERFORMANCE MEASURE 10.7ATotal User Cost Savings for the Traveling Public due to Congestion Management

Chart 10.7A.1: Annual User Cost Savings Through MDOT Congestion Management Efforts CY2011‐CY2016

2011 2012 2013 2014 2015 2016Capital Improvements $18 $16 $19 $21 $4 $50Signals & Multimodal $85 $74 $90 $97 $92 $84CHART $1,097 $962 $1,163 $1,264 $1,360 $1,500

$‐

$200

$400

$600

$800

$1,000

$1,200

$1,400

$1,600

$1,800

$ Millions

Chart 10.7A.1: Annual User Cost Savings Through MDOT Congestion Management Efforts CY2011‐CY2016

CHART Signals & Multimodal Capital Improvements

239


PERFORMANCE MEASURE 10.7BAverage Cost per Branch Customer due to Wait TimeMVA recognizes the value of our customers’ time and therefore the goal is to decrease the time that customers spend waiting for goods and services. MVA continually implements process improvements and business policies which build efficiencies and therefore reduce the wait time for customers at our branch offices.

The graph shows that wait times are going down which means the cost to the customer waiting in line is going down. The economic vitality to the State is dependent on the ability to use resources and time in a manner that is beneficial for customers. The calculation is determined by Wait Time and Median Hourly Wage.

The goal for this measure is to trend downward. MVA would like to decrease the cost of wait time to our customers and provide secure and efficient services.


PERFORMANCE MEASURE DRIVER:Deborah Rogers Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To measure the impact of wait time cost to MVA customers visting a branch.


DATA COLLECTION METHODOLOGY:Wait time is calculated by the Customer Traffic Monitoring (CTM) system. Average Branch Wait Time is determined by the CTM analysis. Research is completed on the Maryland median income and calculation is compledted to detmine cost of waiting.


240


PERFORMANCE MEASURE 10.7BAverage Cost per Branch Customer due to Wait Time

Chart 10.7B.1: Average Cost to Customer due to Branch Office Wait Time FY2014‐FY2017

$9.27

$7.34

$7.97

$7.31

28.1

min

wai

t tim

e

21.6

min

wai

t tim

e

23.5

min

wai

t tim

e

21.5

min

wai

t tim

e

4.2million

3.9 million

3.8 million 3.7 million

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

4.2

4.3

$-

$1.00

$2.00

$3.00

$4.00

$5.00

$6.00

$7.00

$8.00

$9.00

$10.00

FY2014 FY2015 FY2016 FY2017

Num

ber o

f Wal

k-in

Cus

tom

ers (

mill

ions

)

Cost

Year

Chart 10.7B.1: Average Cost to Customer due to Branch Office Wait Time FY2014-FY2017

Average Cost per Customer Goal of $5.03 (wait time 14.8 min) Branch Walk-in Customers

241


PERFORMANCE MEASURE 10.7COpportunity Cost Savings to Customer for ASD UsageOver the past several years, MVA has been able to shift most customer transactions from branch walk-in (40 percent) to alternative service delivery (ASD) (60 percent). The method of ASD chosen is often dependent on the customer or the transaction. However, ASD has proved to be an overall benefit to the customer which saves time, money and offers convenience. This measure calculates the opportunity cost savings to the customer for their usage of ASD. Each ASD method will offer a different savings. The savings calculation is determined by wait time savings, Maryland average hourly wage, travel time savings, and IRS mileage reimbursement.

The largest customer savings of over $60 is from the use of internet and mail. These ASD methods do not require travel to an MVA Branch office nor is there a wait time associated with these transactions. Furthermore, the customer convenience is highest. The least customer savings is from the use of kiosk and tablet. With an opportunity cost savings of over $7.00, the customer would still have associated travel times and wait times with the kiosk and tablet ASD usage.

MVA continues to build process and system efficiencies that will support the use of ASD. Over the past year, MVA has implemented several ASD enhancements that support the convenience of customer transactions.

• Redesigned emails for renewal notices to customers for example adding the option of “one-click” to complete to complete vehicle registration renewals.

• Provided tablets in our branch office that can triage customers for services as well as complete Tag Return transactions.

• Implemented Vision Screening Stations in our branch offices which allows a customer to complete their vision test for driver’s license renewals and then the remainder of their transaction can be completed at the kiosk or their home computer.


PERFORMANCE MEASURE DRIVER:Deborah Rogers Motor Vehicle Administration (MVA)

PURPOSE OF MEASURE:To identify costs savings to the customer based on the type of alternative service delivery method they choose to use to complete their MVA transactions.


DATA COLLECTION METHODOLOGY:MVA compiles the number of transactions for each type of ASD method. Average Wait Time is determined by the CTM analysis. Research is completed on the Maryland Median Hourly Wage. Calculation is completed to determine customer cost savings based on wait time savings, travel time savings and IRS mileage reimbursement.


242


PERFORMANCE MEASURE 10.7COpportunity Cost Savings to Customer for ASD Usage

Chart 10.7C.1: Opportunity Cost Savings to Customer for Alternative Service Delivery (ASD) Usage ‐ Individual Customer FY2017

$60.19 $59.39

$7.41

$33.06

2,421,829

302,840

914,128

1,295,173

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

$-

$10.00

$20.00

$30.00

$40.00

$50.00

$60.00

$70.00

Internet & Mail Call Center Kiosk & Tablet Electronic Registration& Titling (ERT), County

Treasurer, Off-SiteEmployee Testing

Tota

l Num

ber o

f ASD

Tra

nsac

tions

Cost

Method

Chart 10.7C.1: Opportunity Cost Savings to Customer for Alternative Service Delivery (ASD) Usage -Individual Customer FY2017

FY2017 Cost FY2017 ASD Transactions

243


PERFORMANCE MEASURE 10.7COpportunity Cost Savings to Customer for ASD Usage

Chart 10.7C.2: Opportunity Cost Savings to Customer for Alternative Service Delivery (ASD) Usage ‐ Total Customers FY2017

$145,770,695.00

$17,984,838.00

$5,773,993.00

$42,817,513.00

2,421,829

302,840

914,128

1,295,173

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

Internet & Mail Call Center Kiosk & Tablet Electronic Registration& Titling (ERT), County

Treasurer, Off-SiteEmployee Testing

Tota

l Num

ber o

f Tra

nsac

tions

Savi

ngs

Method

Chart 10.7C.2: Opportunity Cost Savings to Customer for Alternative Service Delivery (ASD) Usage - Total Customers FY2017

FY2017 Total Savings FY2017 Number of ASD Transactions

244


PERFORMANCE MEASURE 10.8Percent of VMT in Congested Conditions on Maryland Freeways and Arterials in the AM/ PM Peak HoursThis measure represents the percentage of peak hour VMT on Marylandhighways that occur in congested conditions. Congestion on freewaysis said to occur when the travel time index (TTI) ratio is greater than 1.3(traffic travels at 25 percent slower than the free flow speed). Congestion on arterials is said to occur when the traffic Level of Service (LOS) is rated E, or worse, on a scale of A through F. These congestion metrics are a good indicator of customer experience on roadways in morning and evening peak hours. The share of VMT on the freeways/expressways which occurred in congested conditions is generally higher than the share for arterial roadways. Peak hour congestion is dominated by nondiscretionary trips including goods movement, commute and school trips.

Reducing congestion and enhancing the reliability of peak hour trips make Maryland more attractive for economic development and provide users with a high quality, safe, efficient and reliable highway system while supporting State’s economic growth.



PURPOSE OF MEASURE:To quantify the degree of congestion experienced by highway users when traveling during peak hours.


DATA COLLECTION METHODOLOGY:Includes private sector vehicle probe speed data, and traffic count data on average weekdays.


245


PERFORMANCE MEASURE 10.8Percent of VMT in Congested Conditions on Maryland Freeways and Arterials in the AM/ PM Peak Hours

Chart 10.8.1: Peak Hour Congested VMT Trends on Maryland Roadways CY2011‐CY2016

9% 10% 11% 11%14%

11%

17% 16% 15% 15% 16% 16%

16%

23%

16% 16%18%

19%

26%

33%

22%24%

27%26%

56.1 56.4 56.5 56.4 57.359

0%

5%

10%

15%

20%

25%

30%

35%

40%

2011 2012 2013 2014 2015 2016

Percen

t of V

MT Und

er Con

gested

Con

ditio

ns

Year

Chart 10.8.1: Peak Hour Congested VMT Trends on Maryland Roadways CY2011‐CY2016

Arterials (AM) Arterials (PM) Freeways (AM) Freeways (PM) Vehicle Miles of Travel (Billion Miles)

246


PERFORMANCE MEASURE 10.9AMarket Share: Martin State Airport’s Regional Market ShareMartin State Airport is a general aviation facility located in eastern Baltimore County, Maryland serving the general aviation needs of the Baltimore region. It is owned and operated by the State of Maryland. This performance measure gauges the percentage of itinerant general aviation activity at Martin State as compared to the general aviation facility at BWI Marshall. Itinerant general aviation activity is defined as a non-local flight where its origin or destination takes it beyond the electronic control of the local control tower. This measure captures the amount of discretionary use of Martin State by the business and general aviation community flying in and out of the Baltimore region.

The volume of non-local general aviation operations is an indicator of how much business traffic Martin State Airport is, or is not, attracting. The more non-local operations, the more in potential fuel sales and other support operations occur at the airport. Such operations generate revenue and support existing jobs at, and around, Martin State. Strong market share also indicates Martin State is adequately performing one of its primary missions, serving as a “reliever airport” for BWI Marshall. A reliever airport is one that attracts general aviation traffic away from a region’s primary commercial airport, reducing demand on the congested airspace surrounding the commercial airport.

Martin State Airport is performing well. From Q2 CY2015 to Q2 CY2018, Martin State has demonstrated strong growth in market share of non-local general aviation operations, increasing from 72 percent to nearly 75 percent during that period while similar general aviation activity at BWI Marshall declined from 28 percent to 25 percent.


PERFORMANCE MEASURE DRIVER:Jack Cahalan Maryland Aviation Administration (MAA)

PURPOSE OF MEASURE:To demonstrate Martin State Airport’s share of the general aviation business in the Baltimore region.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Operations Network Data compiled by the Federal Aviation Administration.

NATIONAL BENCHMARK:General aviation activity at BWI Marshall’s general aviation facility.

247


PERFORMANCE MEASURE 10.9AMarket Share: Martin State Airport’s Regional Market Share

10.9A.1: Percent of all General Aviation Operations other than Local Operations Q2 CY2015‐CY2018

72% 74%

76% 75%

28% 27%24% 26%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Q2 2015 Q2 2016 Q2 2017 Q2 2018

Percen

t

Quarter/Year

10.9A.1: Percent of all General Aviation Operations other than Local Operations Q2 CY2015‐2018

Martin State BWI

248


PERFORMANCE MEASURE 10.9BMarket Share: Percent of Nonstop Markets Served Relative to Benchmark AirportsThe Washington-Baltimore region is served by three primary airports. They include: Baltimore/Washington International (BWI) Thurgood Marshall Airport; Ronald Reagan National Airport; and Dulles International Airport. More than 26 million passengers flew through BWI Marshall Airport in 2017, an all-time record for passenger traffic. International passenger traffic reached 1.1 million passengers in 2017. It is the third straight year with more than one million international passengers. This positive trend continues in 2018. In fact, through April 2018, BWI Marshall has posted monthly passenger records in 33 of the last 34 months. Only two strong hurricanes in September 2017 that negatively impacted air travel to the southern United States and the Caribbean stood in the way of an unbroken streak.

The number of nonstop destinations served by an airport is an important performance metric, as nonstop service is preferred by passengers. Due to the seasonal nature of air travel, the way to evaluate performance is by comparing how an airport performs in a particular quarter one year compared to that same quarter in another year. Chart 10.9B.1 demonstrates that BWI Marshall has produced a steady increase in nonstop destinations when comparing the second quarter of CY2015 through the second quarter of CY2018. The number of nonstop destinations served by BWI Marshall leveled off in CY2018 due to a slight reduction in markets served by commuter airlines utilizing the airport. Today, BWI Marshall has nonstop service to more than 52 percent of all markets served by the region’s three airports. That figure is up from 48 percent in the second quarter of CY2015. BWI Marshall Airport now offers service to more than 90 domestic and international destinations.



PURPOSE OF MEASURE:To demonstrate the percent of scheduled nonstop destinations served by BWI Marshall against the total number of nonstop destinations served by the region’s three major airports.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Air service schedule analysis.

NATIONAL BENCHMARK:Reagan National Airport; Dulles International Airport.

249


PERFORMANCE MEASURE 10.9BMarket Share: Percent of Nonstop Markets Served Relative to Benchmark Airports

Chart 10.9B.1: Percent of Nonstop Markets Served Relative to Benchmark Airports in Q2 CY2015‐CY2018

48% 49%

54% 53%

54% 53% 55% 54%

80%77%

74%72%

40%

45%

50%

55%

60%

65%

70%

75%

80%

85%

90%

Q2 2015 Q2 2016 Q2 2017 Q2 2018

Percen

t

Quarter/Year

Chart 10.9B.1: Percent of Nonstop Markets Served Relative to Benchmark Airports in Q2 CY2015‐CY2018

BWI Reagan Dulles

250


PERFORMANCE MEASURE 10.9CMarket Share: Percent of Passengers and Departing Flights Relative to Benchmark AirportsThe Washington-Baltimore region is served by three primary airports. They include: Baltimore/Washington International (BWI) Thurgood Marshall Airport; Ronald Reagan National Airport; and Dulles International Airport.

In 2017, 26.4 million passengers flew through BWI Marshall Airport, an all-time-record for passenger traffic. International passenger traffic during the same period reached 1.1 million passengers, the third-straight year with more than one million international passengers. BWI Marshall has posted passenger records in 33 of the past 34 months through April 2018. Only back-to-back hurricanes that negatively impacted the southeast United States and the Caribbean in September 2017 got in the way of the streak.

Due to the seasonal nature of air service schedules, the valid way to track service performance is a comparison of identical quarters in prior calendar years. As seen in the following charts, BWI Marshall Airport’s percentage of departing flights steadily increased between the second quarter of CY2015 and the same time-period in CY2018. This positive performance is due primarily to continued recent growth by Spirit, Alaska and United Airlines. BWI Marshall is now second place in market share of number of departing flights. Reagan National maintains the number one position in the first quarter of CY2018 because it handles a large number of commuter flights. This fact results in a larger number of overall departures at Reagan than BWI Marshall.

By contrast, the overwhelming majority of flights at BWI Marshall involve regularly scheduled, longer distance flights using standard size commercial aircraft like the Boeing 737 flown by Southwest Airlines. Southwest is responsible for 68 percent of the traffic at BWI Marshall. As an example, a commuter jet may carry 50 passengers where a 737-800 model aircraft flown by Southwest will carry 175.

BWI Marshall continues to serve more passengers than any other airport in the region. During the first quarter of CY2018, the most recent quarter where passenger numbers are available, BWI Marshall remains first in market share of total passengers served by the region’s airports.



PURPOSE OF MEASURE:To determine market share in Baltimore/Washington region by tracking number of passengers and departing flights at BWI Marshall compared to other airports in the region.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Air service schedule analysis.

NATIONAL BENCHMARK:Reagan National Airport; Dulles International Airport.

251

PERFORMANCE MEASURE 10.9CMarket Share: Percent of Passengers and Departing Flights Relative to Benchmark Airports

Chart 10.9C.1: Percent of Total Daily Departures at the Region’s Airports Q2 CY2015‐CY2018


29%30%

31% 31%

39% 40%39%

38%

32%31%

30%31%

15%

20%

25%

30%

35%

40%

45%

Q2 2015 Q2 2016 Q2 2017 Q2 2018

Percen

t

Quarter/Year

Chart 10.9C.1: Percent of Total Daily Departures at the Region's Airports Q2 CY2015‐CY2018

BWI Reagan Dulles

252


PERFORMANCE MEASURE 10.9CMarket Share: Percent of Passengers and Departing Flights Relative to Benchmark Airports

Chart 10.9C.2: Percent of Passengers Using Region’s Airports Q1 CY2015‐CY2018

34%

35% 35%

37%35% 35% 35%

33%

31%

29% 29%30%

15%

20%

25%

30%

35%

40%

Q1 2015 Q1 2016 Q1 2017 Q1 2018

Percen

t

Quarter/Year

Chart 10.9C.2: Percent of Passengers Using Region's Airports Q1 CY2015‐CY2018

BWI Reagan Dulles

253


PERFORMANCE MEASURE 10.10Percent of Roadway Access Permits Issued within 21 Days or LessAccess permits help promote safe and efficient roads for travel whilesupporting economic development and growth in jobs and businesses.The issuance of access permits, and the resulting construction of roadway and entrance improvements by developers, are some of the last steps before opening a business or selling commercial or residential properties for occupancy. This activity contributes to the creation of new jobs, businesses and development/redevelopment opportunities.

This measure tracks MDOT-SHA efforts to improve customer servicewith a predictable, consistent and transparent process for obtaining anaccess permit. The performance target is 100 percent of permits that are issued within 21 days (after receipt of a complete application package). In FY2018, 100 percent of the permits were issued within 21 days.

Ongoing practices include:

• Meeting with stakeholders in working group to establish clear expectations;

• Weekly project status alerts to the District Access Management Team;

• An electronic submittal process was deployed in April 1, 2018.


PERFORMANCE MEASURE DRIVER:Glen Carter The Secretary’s Office (TSO)

PURPOSE OF MEASURE:To improve customer service with a predictable, consistent and transparent process for obtaining an access permit for development in Maryland.

FREQUENCY:Quarterly

DATA COLLECTION METHODOLOGY:Reviews, permits and delivery times are tracked in the Access Management Database.


254

PERFORMANCE MEASURE 10.10Percent of Roadway Access Permits Issued within 21 Days or Less

Chart 10.10.1: Percent of Permits Issued Within 21 Days FY2011‐FY2018 YTD


72%

82%87% 88% 87%

82%

94%100%

0%

20%

40%

60%

80%

100%

120%

FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

Percen

t of A

ccess P

ermits Issued

Year

Chart 10.10.1: Percent of Permits Issued Within 21 Days FY2011‐FY2018 YTD

255


PERFORMANCE MEASURE 10.10Percent of Roadway Access Permits Issued within 21 Days or Less

Chart 10.10.2: Percent of Permits Issued Within 21 Days by Quarter FY2016‐FY2018

78%

91%

78% 79%

95% 97%

84%

96%100% 100% 100% 100%

0%

20%

40%

60%

80%

100%

120%

Q1 Q2 Q3 Q4

Percen

t of A

ccess P

ermits Issued

Quarter

Chart 10.10.2: Percent of Permits Issued Within 21 Days by Quarter FY2016‐FY2018

FY2016 FY2017 FY2018

256

Glossary

All Electronic Tolling (AET) – Collection of tolls at highway speeds using E-ZPass transponders or video tolling; no toll booths or cash collection.

Annual Attainment Report on Transportation System Performance – Pursuant to Transportation Article Section 2-103.1 of the Annotated Code of Maryland, the State is required to develop or update an annual performance report on the attainment of transportation goals and benchmarks in the Maryland Transportation Plan (MTP) and Consolidated Transportation Program (CTP). The Attainment Report must be presented annually to the Governor and General Assembly before they may consider the MTP and CTP.

Calendar Year (CY) – The period of 12 months beginning January 1 and ending December 31 of each reporting year.

Coordinated Highways Action Response Team (CHART) – CHART is an incident management system aimed at improving real-time travel conditions on Maryland’s highway system. CHART is a joint effort of the State Highway Administration, Maryland Transportation Authority and the Maryland State Police, in cooperation with other federal, state and local agencies.

Consolidated Transportation Program (CTP) – A six-year program of capital projects, which is updated annually to add new projects and reflect changes in financial commitments.

Fiscal Year (FY) – A yearly accounting period covering the time frame between July 1 and June 30 of each reporting year.

MPA General Cargo – Foreign and domestic waterborne general cargo handled at the public (MPA) terminals.

Port of Baltimore Foreign Cargo – International (Foreign) cargo handled at public and private terminals within

the Baltimore Port District. This includes bulk cargo (e.g., coal, sugar, petroleum, ore, etc. shipped in bulk) and all general cargo (e.g., miscellaneous goods shipped in various packaging).

MAA – Maryland Aviation Administration operates Baltimore/Washington International Thurgood Marshall Airport (BWI Marshall) and Martin State Airport, a general aviation/reliever airport northeast of Baltimore.

MDTA – Maryland Transportation Authority operates and maintains the State’s eight toll facilities.

Mode - Form of transportation used to move people or cargo (e.g., truck, rail, air).

MPA – Maryland Port Administration promotes the Port of Baltimore as a leading east coast hub for cargo and cruise activity.

MTA – Maryland Transit Administration provides Local Bus, Light Rail, Metro Rail, Paratransit services and regional services through commuter rail (MARC) and Commuter Bus, as well as grant funding and technical assistance.

MVA – Motor Vehicle Administration serves as the gateway to Maryland’s transportation infrastructure, providing a host of services for drivers and vehicles, including registration, licensing and highway safety initiatives.

SHA – State Highway Administration manages the State’s highway system which includes 17,117 lane miles of roads and 2,564 bridges

TBU – Transportation Business Unit

TSO – The Secretary’s Office

Vehicle Miles of Travel (VMT) – A measurement of the total miles traveled by all vehicles.

The data contained herein is impacted by a number of variables and may vary and evolve depending on those variables.

Printed on 100% Recycled Paper

7201 Corporate Center Drive, Hanover, Maryland 21076 Local 410.865.1000 • Toll Free 1.888.713.1414 • Maryland Relay TTY 1.800.735.2258

This document can be found at www.mdot.maryland.gov/MDOTExcellerator and is available in alternative formats upon request.

Boyd K. RutherfordLt. Governor

Pete K. RahnSecretary of Transportation

Larry HoganGovernor

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