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Key Performance Measures

 Safety

​Our strategy to reduce traffic fatalities and serious injuries 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 and serious injury rates have been consistently below the national average since 1999, until recently. Reducing the number of traffic crashes is the primary strategy to reduce traffic fatalities and injuries, but when a crash happens, reducing the severity becomes a secondary strategy. We want to eliminate fatalities and injuries due to crashes, our realistic targets are set keeping future reductions in mind.

Traffic Fatalities and Serious Injuries Rate - Traffic fatalities and Serious Injuries per 100 million vehicles miles traveled​

 
 

Preservation (Asset Condition)

​The goal of the ODOT pavement preservation program is to keep highways in the best condition possible, at the lowest cost, by taking a preservation approach to maintenance.

Pavement condition - Percent of state highway miles rate 'fair' or better out of total miles on ODOT highway systems

​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'

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

Public Transit Vehicle Condition: Percent of public transit buses that meet replacement standards​

 

Mobility

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​

​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.

Pedestrian and Bicycle Facilities Index - Percent of miles of ODOT priority pedestrian and bicycle corridors in fair or better condition and percent of miles of ODOT priority pedestrian and bicycle corridors that meet target crossing spacing.​

​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

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 Projects On-Time - The percentage of state administered projects that have satisfactorily completed all on-site work within 90 days of the last baselined contract completion date

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 Disadvantaged Business Enterprises​ to let them know about opportunities and resources for working on ODOT projects.

Disadvantaged Business Enterprise Utilization - Percent of ODOT Awarded Contracts to Oregon Disadvantaged Business Enterprises (DBEs)

ODOT has worked  with ODOT stakeholders to understand their needs and concerns, which helped DMV identify, evaluate, and implement this DMV Service Index. Four components of the Key Performance Measure:

• DMV Field Office Wait Time - Percentage of DMV field office customers served within 20 minutes (once they enter the office.)
• DMV Call Center Response Time - Average time to reach a phone agent in 15 minutes or less.
• DMV Title Issuance - Average time from receipt to issuance is six weeks or less.
• DMV Self-Service Options - Percentage of customers who complete their transaction using a DMV self-service option.

DMV Service Index - The number of DMV service performance measures trending positive to meet their goal

ODOT is consistently rated with an overall satisfaction rate near or above our goal of 90 percent. We seek to provide timely, efficient, and accurate information and services. 

ODOT Customer Satisfaction - Percent of customers rating their 
satisfaction with the agency's customer service as "good" or 
"excellent": 
overall customer service, timeliness, accuracy, helpfulness, expertise, and availability of information​
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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