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Key Performance Measures

 Safety

​Our strategy to reduce traffic fatalities is to continue to implement traffic safety programs. While our goal is zero fatalities, we have set realistic targets to reduce these rates gradually over time. Oregon's fatality rates have been consistently below the national average since 1999, until recently.

Traffic fatalities per 100 million vehicle miles traveled​

​Reducing the number of traffic crashes is the primary strategy to reduce traffic injuries, but when a crash happens, reducing the severity becomes a secondary strategy. We want to eliminate injuries due to crashes, our realistic targets are set keeping future reductions in mind.

Serious traffic injuries per 100 million vehicle miles traveled​

Our efforts are focused to make gains in driver behavior and choices through education and enforcement, however social and economic influences also remain significant factors. ODOT will continue to monitor all aspects of fatalities due to impairment. 

Impaired driving - percent of traffic fatalities that involved alcohol​

​In 2016, Oregon ranked #1 in the nation, as inspectors placed 14.7 percent of drivers out of service for critical safety violations. The national rate is 5.5 percent.

Large truck crashes at-fault crashes per million vehicle miles traveled​

Crossing incidents have decreased significantly in the last two decades, from 28 in 1996 to 18 in 2016, but have increased each of the last three years.

Rail crossing incidents - number of highway/railroad at-grade incidents​

​Safe infrastructure mitigates structural safety risks on Oregon's transportation system. From 2007 to 2016, derailments have decreased 61 percent from 36 to 14.

Derailment incidents - number of derailments caused by human error, track or equipment​

​Our current strategies for increasing perception of safety on Oregon's transportation system fall into two areas - education and visible police presence.

Public opinion surveys show that for the previous three consecutive years, more Oregon travelers feel safe using our transportation system, now up to 79 percent in 2016.

Travelers feel safe - percent of public satisfied with transportation safety​

​ODOT is committed to a safe and healthy workplace through continuous improvements in safety and workforce management practices, incident prevention strategies and compliance with all state and federal regulations. 

A comprehensive review of operations where workers are near moving equipment is underway. Changes in procedure and training were implemented in 2015 and continue in 2016.

Employee safety - time loss injury rate per 100 ODOT employees​

 

 Stewardship 

The two largest factors affecting the number of jobs from construction spending are the number and size of construction projects funded and the rate of inflation.

Jobs from construction - number of jobs sustained as a result of annual construction expenditures​

Our goal is to ensure development of viable and efficient construction schedules which minimize freight and traveler impact and then aggressively manage adherence to the final construction schedule.

Construction completion timeliness - percent of projects with construction phase completed within 90 days of original date​

On a state fiscal year basis, total project construction expenses have been at approximately 99 percent of the total original authorization over the last 11 years.

Construction projects on budget - percent of original construction authorization spent​

​We provide statewide training for project management and field staff and reach out to certified firms to let them know about opportunities and resources for working on ODOT projects.

Certified firms (DMWESB) - percent of contracts awarded to Certified Small Businesses​

ODOT strives to provide excellent customer service to its customers. The 2016 overall satisfaction rate is 91 percent, which exceeded our target of 90 percent.

ODOT customer service - percent of ODOT customers who are satisfied with services​

​Customers expect consistently short wait times and DMV uses strategies to manage resources as call volumes fluctuate.

DMV telephone wait time - average phone queue time in seconds​

​DMV needs substantial investment in technology and business processes to reduce the title wait time as transaction volumes increase.

DMV title wait time - average title transaction turn around time in days​

 

Preservation

​Based on ODOT bridge preservation strategy and funding levels, an average of three state highway bridges are replaced each year. At that replacement rate (about 0.1 percent of our system per year), a bridge designed to last 75 to 100 years will have to last more than 900 years on average.

Bridge condition - percent of state highway bridges that are not 'distressed'

Bridge data visualization​

The majority of rural transit vehicles are small transit buses that are expected to last for only 5 years or 150,000 miles.

Transit condition: Percent of public transit buses that meet replacement standards​

 

Mobility

A focused strategy to quickly clear traffic incidents reduces travel delay. It is an important component for improving operations and management of the state highway system. Traffic incidents account for approximately 25 percent of the congestion on the highway system.

Incident response - percent of lane blocking crashes cleared within 90 minutes​

​Viable transportation options are important for Oregonians. Intercity bus connections now exist for 95 percent of Oregon communities with a population of 2,500 or more.

Intercity passenger service - percent of communities of 2,500+ with intercity bus or rail passenger service​

​Passenger rail ridership reached its highest level in 2013. Since 2007, passenger rail ridership has increased by more than 46,400.

Passenger Rail ridership - number of rail service passengers​

​Oregon's population of older adults and individuals with disabilities need an average of 26 percent more transit trips than are available today.

Special transit rides - average number of annual transit rides each elderly and Oregonian with a disability take​

 

Sustainability

In the last 11 years (2005 to 2016) we have improved or restored access to 226.3 miles of habitat for native migratory fish.

Fish passage - stream miles of access restored or improved to blocked fish habitat​

​Current funding levels are inadequate to complete the biking and walking facilities on the state system by the 2030 Oregon Transportation Plan target date. However, ODOT continues to work with local government to meet the needs on the local system.

Bikeways and Walkways - percent of urban state highways with bike lanes and sidewalks​

Between 2008 and 2015, ODOT's vehicle fleet reduced greenhouse gas emissions over 39 percent (or by 14,406 metric tons). This is the same as 3,043 passenger vehicles driven over one year, or enough energy to service 1,521 homes for one year.

ODOT Sustainability Index - percent of ODOT sustainability performance measures maintaining steady or positive​

Vision

The Performance Management Office seeks to develop synergistic performance results and ensure every ODOT employee is an agent of change capable of using data and best-in-class management practices in order to create the best transportation system possible. Doing this will ensure ODOT is the best steward of taxpayer dollars, and reinforces the trust placed in ODOT by the citizens of Oregon. 

Mission

Our mission is to help ODOT become the best managed transportation department in the country. To achieve this goal we work to further develop the mindsets and capabilities of ODOT employees and the plans, performance measures and processes of ODOT divisions required to continually improve.

Objectives

  1. Provide answers to the following key questions:
    • What are the key services ODOT performs?
    • How does ODOT perform those services?
    • How well is ODOT performing (and how do we know), and
    • What can ODOT do to perform better?
  2. Cascade the enterprise plans and processes required for continuous improvement throughout ODOT.
  3. Track and analyze key performance measures for each department and create a culture of data-driven decision making.
  4. Build the skills and capabilities of those we work with through effective coaching and training management.
  5. Address systemic challenges facing ODOT and facilitate collaborative problem solving among appropriate stakeholders.  

History, Method, and Responsibility

To achieve increased levels of efficiency and effectiveness, performance needs to not only be passively measured but also actively managed. Accuracy, timeliness, and responsiveness of the Performance Management Office are the means used to meet this responsibility.
  
Annual Performance Progress Reports are reviewed and approved by the legislature as part of the budgeting process.
 

 

 

 
 

Contact Us

If you have a question about development and reporting of performance measures at ODOT.
 
Performance Management Office
Oregon Dept. of Transportation
355 Capitol St. NE, MS11
Salem, OR 97301
8:00 AM - 5:00PM, M-F
 
Phone: 503-986-3248
Cell: 503-910-0288

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