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Critical Success Factors Categories
 
 

 CSF: People

 
ODOT Workers1.
 LANE MILES    48,770
FULL TIME EMPLOYEES   5,618
 
  • Current = 8.8  (As of April 23, 2011) 
  • Goal = 10 by July 1, 2013
  • Strategies: 
    • Define ODOT core functions and eliminate/reduce non-core functions.
    • Focus on State as a system; less emphasis on District boundaries.
    • Share District resources and eliminate redundant functions.

2. WORKFORCE CONVERSATION 

  • Goal = Completed by February 1, 2012
  • Strategies:
    • Opportunity to have conversation with their supervision.
    • Meaningful conversation.

  


ODOT Workers

 

3.   WORKFORCE INJURIES

 ODOT Recordable Injuries = (376)  multiplied by  (200,000) Hours (100 people working 40 hours a week x 52 weeks minus 2 weeks vacation per employee) divided by Total hours worked for that year (10,515,619) = 7.2

  • Current (2010 Calendar Year Ending) = 7.2
  • Goal (2011 Calendar Year Ending) = 6.48/10% Reduction
  • Goal (2012 Calendar Year Ending) = 20% Reduction
  • Strategies: 
    •    Establish safety guidelines/Personal Protective Equipment (PPE) by Executive Staff.
    •    Utilize Peer-to-Peer coaching on safety issues.
    •    Enforcement of progressive discipline.
    •    Safety audits of work locations.
        

  ODOT Workers

4. WORKFORCE CRASHES

 

 Contact accidents only.  (We hit them or they hit us without regards to who was at fault.)

  • Current (2010 Calendar Year Ending) = 12.9
  • Goal (2011 Calendar Year Ending) = 11.6/10% Reduction
  • Goal (2012 Calendar Year Ending) = 20% Reduction
  • Strategies:  
    • Review all crashes within 24 hours of event.
    • Establish and complete preventive methods for employee and work groups.
    • Focus tailgate talks on District/County based frequent crash type.
    • Enforcement of progressive discipline 

 

 

 

 CSF: System Conditions

 

ODOT Bridge Inspection
1. BRIDGE

General Appraisal The measure of the major structural items of a bridge, such as super-structure, piers and abutments.  An acceptable general appraisal condition is a GA rating of 5 or greater.

  • FY 2011 =  97.5%  Acceptable
  • Current =  97.6%   Acceptable
  • Goal =  98.0%  Acceptable

 


Pavement

2. PAVEMENT

 
PAVEMENT CONDITION RATING (PCR) – A visual survey of pavement deficiencies, such as rutting, cracking and potholes.
 
Initiate independent evaluation of statewide pavements to establish PCR goals for Fiscal Year 2012 and 2013.  Goals will reflect normalized condition statewide.  

Priority – Interstate and four-lane divided highways.

  • FY 2011 =  98.2%
  • Current  =  97.8%; Acceptable PCR >= 65

General – Primary two-lane highways across the state.  

  • FY 2011 =  96.5%
  • Current  =  96.9%; Acceptable PCR >=  60

Urban -State highways within municipalities.

  • FY 2011 =  97.8%
  • Current  =  97.4%; Acceptable PCR >= 55

 


Bridge and Pavement Strategies  

    • Improve existing deterioration rate models.
    • Focus on State as a system; less emphasis on District boundaries.
    • Objective evaluation of statewide system.
    • Apply standard goals across District and ensure funding correlates to goals.
    • Ensure qualitative measures match across Districts.
    • Use cost effective treatments to maintain system.
    • Continue to inform local municipalities of the conditions.

3. CLAIMS (Five year rolling average)  

 TOTAL AMOUNT PAID BY STATE/DISTRICT    $688,720.83
TOTAL LANE MILES
  48,770 lane miles
  • Current  =  $13.27/lane mile
  • Goal  =  10% reduction
  • Strategies:
    • Benchmark with State DOTs.
    • District Deputy Director has claim settlement authority.
    • Claims deducted from appropriate District allocations.

 

Pothole Repair4.   STATEWIDE NUMBER OF CLAIMS (POT HOLES)

  • FY 2011 =  333 Number of Claims
  • Goal  =  10% reduction
  • Strategies:
    • Each District to determine the appropriate measures to reduce claims.
    • Benchmark best practices from Districts.
    • Benchmark with State DOTs.
    • District Deputy Director has claim settlement authority.
    • Claims deducted from appropriate District allocations.
 

 CSF: Operations

 

ODOT Vehicles

1. OPERATING COSTS –  (Dollars)

  • Current =  $783 Million
  • Goal =  Reallocate $100 Million to the Capital Program 
  • Timeframe = 2 Years
  • Strategies: 
    • Utilize reallocation to sell reservoir projects.
    • Reduce the average age of our equipment fleet.
    • Reduce the average age of our operational facilities.
    • Streamline On-time/Time Management System (TMS)/Equipment Management System (EMS).

    

Road Congestion2. TRAVEL TIME RELIABILITY INDEX (TTRI) – (Percentage)

TTRI – Percentage of time where the baseline travel time for a highway segment was not exceeded.
 
  • Goal  =  Increase TTRI percent from baseline
  • Strategies: 
    • Gather data (6 months to a year).
    • Set goals.
    • Make TTRI available to public.
    • Establish strategies for construction, maintenance, snow/ice, incident management (QuickClear) and Traffic Management Center (TMC) to increase TTRI percentage.  


 

 

3. SNOW AND ICE CONTROL – Hours from snow event close to normal operating speed as defined by TTRI.)

 

  • Goals: 
    • First Priority Routes – 
          Regain 0-3 hours within 10 mph
    • Second Priority Routes – 
          Regain 3-5 hours within 10 mph
    • Third Priority Routes – 
           Regain 5-7 hours within 10 mph
  •  Strategies:
    • Set a clear performance measure for system recovery.
    • Remain true to the “Winter Formula” = People + Equipment + Material + Weather Forecasting.
    • Continue a field research budget for winter innovations.
 

 Safety

 



1. FATALITIES PER YEAR ON ODOT SYSTEM

  • Fatalities (5 Year Rolling Average) = 500
  • Goal in Future Years = 1% Reduction per Year Off the 5 Year Rolling Average
  • Goal (Calendar Year 2011) = 495
  • Goal (Calendar Year = 2012) = 1% Reduction per Year Off the 5 Year Rolling Average
  • Strategies:
    • Fully fund the Safety Program.
    •  Monitor the effectiveness of the Safety Countermeasures.
    • Implement systematic safety treatments such as signal, sign, barrier, pavement marking upgrades and Intersection Safety Plan Improvements.

Intersection Safety


 

2. CRASH REDUCTION ON ODOT SYSTEM

  • Total Crashes (5 Year Rolling Average) = 88,688
  • Goal in Future Years = 1% Reduction per Year Off the 5 Year Rolling Average
  • Goal (Calendar Year 2011) = 87,801
  • Goal (Calendar Year 2012) = 1% Reduction per Year Off the 5 Year Rolling Average
  • Strategies: 
    • Identify areas with a disproportionate number of crashes using Safety Analysis.
    • Continue to improve technology and timely/reliable crash data.
    • Deliver safety projects (systematic and spot safety improvements).
    • Highway Safety Manual Training.
    • Real time work zone crash evaluations.
 

 Capital Program

 

Jeremiah Morrow Bridge

1. CONTRACT PROGRAM

FY 2011

A. ODOT Let = $1,398 Million

B. Local Let    = $ 221 Million ​

    Total         = $1.619 Billion 

Current (FY 2012)

A. ODOT Let =  $1,561  Million

B. Local Let    =  $334 Million

    Total         = $1.895  Billion

  •  Goal: Average $1.5 Billion per year for rolling two years
  •  Strategies: 
    • Have a reservoir program that includes Major Projects.
    • Consistent, reliable program guidance to schedule projects to accommodate best delivery and cost outcome.
    • Improve technology, training and guidance on Cost Estimating. 
    • Measure Budget and Plan File estimates to final construction cost.

 


 

2. PROJECT AWARD ON-TIME

On-time is defined as actual project award occurring no later than 30 days after the locked project award date.

FY 2011
A. ODOT Let = 76.0 %

B. Local Let    = 70.6 %

 

Current FY 2012
A. ODOT Let  =  88.8 %

B. Local Let     =  75.0 % 
 

Goal
A. ODOT Let =  90 %

B. Local Let    =  $85 %

   

  •  Strategies: 
    • Continue partnering and training with District, MPO and local sponsors on project delivery process and plan package submittal requirements.
    • Monthly Dashboard Reporting.
    • Streamline project delivery process.
    • Compress Project Development Process (PDP).
    • Compress plan processing time.

 New Innerbelt Girder


 

 
3. COMPLETE CONSTRUCTION PROJECTS ON TIME  

We have a goal of improving timely delivery of
 construction projects to meet public expectations.

 
  • Measure:
    •  90% of single-season projects completed no later than 14 calendar days after the announced Public Completion Date.
    •  90% of multi-season projects completed no later than 30 calendar days after the announced Public Completion Date.
  • Strategies:
    •  Create the “Public Completion Date” (PCD)
    • Alternative Project Contracting Methods
      • Design-Build, 
      • Incentive/Disincentive, 
      • Cost + Time (A+B), and
      • Other innovative contracting techniques.
    •  Contract Time Management Techniques:
      • Requiring Critical Path Method (CPM) schedules on all projects over $5M.
      • Incorporate weather days into CPM schedule to allow for a more realistic approach to construction activity durations.
      • Generate pre-bid construction schedules to accurately determine the project completion date.
    • Enhance plan quality to reduce delays associated with changes. 
    • Initiate Memorandum of Understanding with utility/railroad companies.
    • Encourage Value Engineering Change Proposals (VECPs).
    • All public relations personnel will share the announced Public Completion Date as they communicate project information to the public.
    • Districts will specify the announced Public Completion no later than the work start date.

 


 

Barrels4.

 CONTRACT PROGRAM ($)    $1,758,357,005
PROGRAM PRODUCTION COSTS($) $397,166,883
  • Current =  $4.43 
  • Goal (2013 Fiscal Year) = $5.00
  • Timeline = 2 Years
  • Strategies: 
    • Update guidance on production costs and reporting requirements.
    • Improve systems to track and monitor all production costs. 
    • Evaluate in-house versus private side expenditures.
    • Maximize Utilization Rate.  
 

 CSF: Jobs and Commerce

 

Commerce1. ECONOMIC DEVELOPMENT PROJECTS IDENTIFIED

  • Goal = 50 projects per fiscal year.
  • Strategies:
    • Gather historical data; Jobs Created versus Money Spent.
    • Expand and/or enhance intermodal connections.
    • Integrate with Public Private Partnership goals.

  

2. STATEWIDE ECONOMIC DEVELOPMENT PROJECTS DELIVERED

  • Goal = 90% delivered prior to company’s expansion project plans. 
  • Strategies: 
    • Dashboard Reporting by Districts at Planning & Engineering Meetings.
    • Allotment of Central Office monies/resources to Districts where projects are identified.

 Interchange


 



3. 629 FUND - $18.7 Million (State Gas Tax Funding) Committed by Law for Infrastructure Needs for Economic Development Projects.

  • Goal = In conjunction with Jobs Ohio and ODSA, spend 100% of the 629 Funds on infrastructure for jobs producing projects.
  • Strategies:
    • Partnering with Jobs Ohio, ODSA, Local Communities, Private Sector, etc. 
    • Foster Relationships with Mode Partners (e.g., Ports, Rail, Transit Organizations).
    • Evaluate expenditures per fiscal year.
    • Measure jobs created from the 629 Funding.