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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​

​In 2017, Oregon ranked #1 in the nation, as inspectors placed 14.6 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​

The Rail Section strives for a zero incident performance. The goal reflects the reality that some number of incidents is outside the control of the section and its transportation safety partners.

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

Public Transit Division is dedicated to reducing derailment accidents. As rail inspectors identify areas of concern, they take holistic approaches by intensely focusing on those areas with multiple disciplines. The Rail Safety Section is currently performing inspections with Washington State to better develop relationships, ensure consistency in both states and reduce derailments on a broader geographic scale.

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

 
 

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​

 

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​

Oregon’s passenger rail program is modest compared to Washington’s and California’s programs. These states have aggressive investment programs for passenger rail resulting in corresponding benefits for passenger and freight rail.

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​

​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​

While there is no single solution to eliminate congestion, there are different methods available to manage the rate congestion increases. This mobility indicator will help Oregon monitor the level and extent of congestion over time. This information will be used to apply different techniques designed to manage and optimize system performance.

Traffic Congestion - Number of Congested Lane Miles - Ratio of Annual Average Daily Traffic to Hourly Highway Capacity​

Starting in 2019, an influx of funds from the Statewide Transportation Improvement Fund (STIF), created as part of the 2017 transportation funding package, Keep Oregon Moving, will fund new and expanded
public transportation service, resulting in increased ridership throughout Oregon. This Key Performance Measure assists ODOT in assessing the impact of the new funds.

 

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 for any given construction project is to ensure that total construction costs do not exceed the project’s original construction authorization (i.e. budget) by more than 10%. We achieve this through accurate schedule and budget development and effective contract and risk management throughout the life of the project. ​

Construction projects on budget - The percentage of projects for which total construction expenditures do not exceed the original construction authorization by more than 10%

​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​

In the last 12 years (2006 to 2017) we have improved or restored access to 233.6 miles of habitat for native migratory fish.

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

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. With an eye toward sustainability in methods, procedures and resources, we recognize those practices importance to Oregon's livability and environmental future. 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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