Fiscal Year 2016 Annual Report
JULY 1, 2015 TO JUNE 30, 2016
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2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN
A MESSAGE FROM THE DIRECTOR Once again the people of ODOT are responsible for a record construction season. For the third year in a row, ODOT will invest more than $1.9 billion in Ohio’s transportation network. In 2016, we will deliver more than 1,024 new projects across the state. Together, they are designed to improve the condition of the roads and bridges, increase safety, and make the transportation of people and goods more efficient.
The Ohio Department of Transportation is charged with the care of Ohio’s most valuable man-made asset – the transportation network. We take this very seriously because investments in our infrastructure are vital to Ohio’s economic growth and development. By maintaining a safe, reliable, and efficient system, we help to create an environment for more jobs, easier commerce, and a stronger Ohio.
Between 2011 and 2016, ODOT has committed approximately $12 billion for nearly 5,900 road and bridge projects. Over 90 percent of this is aimed at preservation, taking care of existing roads and bridges. And we’re doing a better, more effective and efficient job than ever.
This year, the Dwight D. Eisenhower National System of Interstate and Defense Highways is celebrating its 60th anniversary. For the past decade, our department has used advanced software to gather and analyze data on our highway system to drive our preservation decision-making process. In order to prolong the life of the assets we own, we use that data to determine the preservation treatments like asphalt, micro-surfacing and bridge cleaning that will make our roads and bridges last longer.
ODOT will increase collaboration both internally and externally. Successful preservation depends on partnerships between ODOT planning and operations crews, contractors, and Ohio's businesses and citizens. By working together, we support 5.5 million jobs that rely on our transportation infrastructure. Our expectation is that this new asset management approach will redirect $300 million over the next six years back into safety, capacity, and other preservation projects.
In order to take care of our transportation network, we have to accurately measure it. That information helps us determine the right actions to take, at the right time and in the right places, for everything from replacing a culvert on a two-lane state road to adding lanes to an interstate. With greater consistency and collaboration across the state, we will make sound business decisions for the benefit of our transportation system and the people of Ohio, now and into the future.
Respectfully,
Jerry Wray, ODOT Director
DIRECTOR’S MESSAGE 3 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN OHIO’S TRANSPORTATION SYSTEM Transportation is what keeps the country and economy moving and Ohio is truly a vital cross-road with a large and robust transportation network.
IS 35TH IN THE NATION IN SIZE IS 7TH IN THE NATION IN TOTAL POPULATION OHIO HAS 21 INTERSTATES, THE 5TH MOST OF ANY STATE IS 5TH IN TOTAL VEHICLE MILES TRAVELED IS A SINGLE DAY’S DRIVE FROM 60% OF THE U.S. POPULATION
ODOT’S TRANSPORTATION RESPONSIBILITIES
Interstate U.S. and State Routes ODOT’s Roadways Carry ODOT’s Bridges System (outside municipalities)
of All of All of Total Bridges of Total Bridge Vehicle Traffic Freight Traffic in Ohio Deck Surface Area 43,211 ODOT ON 17% OF OHIO’S ODOT IS RESPONSIBLE FOR HIGHWAY LANE MILES TOTAL HIGHWAY LANE MILES! 14,095 BRIDGES
Total Federal & State Highway Funding Distribution ODOT
ODOT Local (County, City) RECEIVES (Discretionary 38% Funding 42 PERCENT Directed To OF Local Partners) 10% ALL TRANSPORTATION Other State ODOT FUNDING Agencies * 42% 10% WHILE MAINTAINING (*) ODNR; PUCO; Dept. of Taxation; Turnpike Commission; Development Services; Inspector General; Governor's Energy Office. MORE THAN HALF OF ODOT VOLUNTARILY DIRECTS 10% OF AVAILABLE ALL VEHICLE & FUNDING ANNUALLY TO ITS LOCAL PARTNERS FREIGHT TRAFFIC
4 OHIO’S TRANSPORTATION SYSTEM & ODOT’S TRANSPORTATION RESPONSIBILITIES FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN Revenue Forecasts & FY 2016 Revenue Sources State Motor Fuel Trends $3.021 Billion Total
E Federal Transit Administration / T
A Federal Aviation Administration
T Federal Highway S 201 6-201 7 201 8-202 0 $31.64 M Revenue $1.344 B
L Local
RA Governments 2016 2017 2018 2019 2020 FAST Act Avg. Annual Increase $81.5 M
EDE 2016 to 202 0 F Bonding Historical Gallons Taxed $277.54 M 6.80
+1.85% ED
X 6.70 Percent changes compared to 2007 levels A +0.84%
T State Highway S
N 6.60 State General
O -0.75% Revenue L
L -1.50% A 6.50 Revenue Fund G -2.45% $1.271 B F -2.69% -2.79% O $15.3 M
S 6.40 -3.53% -3.58% N
IO -4.59%
L 6.30
L
I B 6.20 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 * 2017 * FUEL TAX PER GALLON FISCAL YEAR * Estimated Federal: 18.4¢ Gas; 24.4¢ Diesel | State: 28¢ (Gas & Diesel)
Taking Care of What We Have Three-Part Approach For Preserving Ohio’s Infrastructure
1 2 3
OF ODOT’S ANNUAL CONSTRUCTION BUDGET IS SPENT ON PRESERVATION ACTIVITIES
FY 2016 Construction Program ODOT and Its Local Partners $1.9 Billion Total
ODOT OF ODOT’S CAPITAL FUNDS (Funding ARE DEDICATED TO LOCAL Directed To Local Partners) GOVERNMENTS $412M 20%
$1.2B TRAC Preservation $207M ODOT Related $412 MILLION Preservation 10% Programs $89M IN TOTAL FUNDS TO LOCAL 65% TRAC GOVERNMENTS: Capacity 300% ABOVE Related THE LEGALLY REQUIRED AMOUNT 5%
OHIO’S TRANSPORTATION SYSTEM & ODOT’S TRANSPORTATION RESPONSIBILITIES 5 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN ODOT TABLE OF ORGANIZATION ODOT continues to refine its structure in order to streamline operations and better align the functions of the department and its 12 district offices. While this chart defines a distinct hierarchy of divisions and offices, ODOT emphasizes and must have cooperation, interaction and teamwork across the entire department.
Figure 1 ODOT Table of Organization Director Jerry Wray
Assistant Director Assistant Director Assistant Director Assistant Director State Executive Infrastructure of Transportation Policy of Operations of Business & Human Resources Assistant Chief of Staff James A. Barna, P.E. David J. Coyle Anne Fornshell Matthew C. McAuliffe Bank
District Facilities & Opportunity, Policy & Construction Jobs & Human Information Chief Legal Communi- Innovative Engineering Planning Operations Deputy Equipment Finance Diversity & Legislative Management Commerce Resources Technology Counsel cations Delivery Directors Management Inclusion Services
Alternative CADD & Asset Organizational Inventory & Infrastructure Chief Legal Equal Project Mapping Aviation Business Equipment Accounting Development System Management Counsel Opportunity Delivery Services Integration & Lean Small & Construction Consultant Environmental Maintenance Budget & Project Investigative Disadvantaged Construction Facilities Labor Administration Services Services Administration Forecasting Management Services Business Enterprise
Contracts Geotechnical Local Highway External Resource Traffic Personnel Outreach Sales Engineering Programs Management Audits Management
Statewide Unmanned Hydraulic Aircraft Planning & Federal & Software Estimating Planning & Capital Safety Engineering Systems Engineering Production Research (UAS) Center Accounting
Materials Pavement Program Management Engineering Management Ohio Rail 2.22.16 Technical Development Real Estate Services Commission
Roadway Transit Engineering
Structural Engineering
6 ODOT TABLE OF ORGANIZATION FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN ODOT’S DISTRICTS & CENTRAL OFFICE With 4,847 employees and full-service facilities in every county of the state, ODOT’s 12 District Offices represent the first contact many Ohio’s citizens and businesses have with the department. ODOT’s district team members are responsible for the planning, engineering, construction and maintenance of the state transportation system in their regions, including cooperation and coordination with local communities and transportation partners. ODOT’s Central Office plays a vital role in statewide oversight and guidance of the department’s activities.
District 1 District 7 1885 N. McCullough St. 1001 St. Marys Ave. Lima, OH 45801 Central Office Sidney, OH 45365 419-222-9055 | fax: 419-222-0438 1980 W. Broad Street 937-492-1141 | fax: 937-497-9734 @ODOT_NWOhio Columbus, OH 43223 @ODOT_Dayton 614-466-7170 District 2 www.transportation.ohio.gov District 8 317 East Poe Rd. @ODOT_Statewide 505 South SR 741 Bowling Green, OH 43402 Lebanon, OH 45036 419-353-8131 | fax: 419-353-1468 800-831-2142 or @ODOT_Toledo 513-932-3030 fax: 513-932-7651 District 3 @ODOT_Cincinnati 906 Clark Ave. Ashland, OH 44805 District 9 800-276-4188 or 650 Eastern Ave. 419-281-0513 Chillicothe, OH 45601 fax: 419-281-0874 740-773-2691 @ ODOT_NorthCenOH fax: 740-775-4889 @ODOT_SouthOhio District 4 2088 S. Arlington Rd. District 10 Akron, OH 44306 338 Muskingum Dr. 800-603-1054 or Marietta, OH 45750 330-786-3100 800-845-0226 or fax: 330-786-2232 740-568-3900 @ODOT_Akron fax: 740-373-7317 @ODOT_SEOhio District 5 9600 Jacksontown Rd. District 11 Jacksontown, OH 43030 2201 Reiser Ave. 740-323-4400 New Philadelphia, OH 44663 fax: 740-323-3715 330-339-663 | fax: 330-308-3942 @ODOT_EastCenOH @ODOT_EasternOH
District 6 District 12 400 East William St. 5500 Transportation Blvd. Delaware, OH 43015 Garfield Heights, OH 44125 740-833-8000 216-581-2100 fax: 740-833-8100 Figure 2 fax: 216-584-2274 @ODOT_Columbus ODOT District Map @ ODOT_Cleveland
ODOT DISTRICT MAP & CONTACT INFORMATION 7 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN STATE FISCAL YEAR 2016 CONSTRUCTION SUMMARY 2016 Construction Season Highlights
The following figures represent a summary of ODOT construction awards for Fiscal Year (FY) 2016. Figure 3 shows the Project Delivery breakdown for ODOT and Local Agency-awarded projects. The combined total program delivered in FY 2016 was $1.924 billion—less than the record-setting totals for 2014 ($2.404 billion) and 2015 ($2.429 billion), but trending as intended and in line with 2013’s $1.845 billion total. The department continues to emphasize that projects are delivered on time – if not earlier – to both minimize any inconvenience to the traveling public and to help ensure consistent and predictable budgeting from year to year.
Figure 3: FY 2016 Project Delivery ODOT Local Other Agency Total Awarded Awarded Awarded Awarded Projects Committed in FY 2016 777 172 - 949 Construction Funding Committed $1,538,838,154 $290,998,968 - $1,829,837,122 Projects Delivered * 812 210 2 1,024 Construction Funding Awarded $1,583,893,779 $336,445,722 $11,355,878 $1,931,695,379 Project Delivery to Commitments Ratio 102.93% 115.62% - 105.57% * Delivered 2016 program includes emergency flood declaration projects.
Figure 4 on the next page shows an itemized listing of construction contract awards by work type categories for the year. Figure 5, on page 12, illustrates the distribution of all ODOT and Local Awarded projects across ODOT’s 12 Districts in FY 2015. As in previous years, higher totals are awarded in the more metropolitan districts with larger projects, higher populations, and more lane miles (District 2 – Toledo; District 4 – Akron/Canton; District 6 – Columbus; District 7 – Dayton; District 8 – Cincinnati; and District 12 – Cleveland).
The Interstate 75 corridor in Northwestern Ohio is undergoing major improvements with several concurrent projects from Findlay to downtown Toledo (spanning Districts 1 and 2). As two bridges that carry I-75 traffic over I-280 are reconstructed, this temporary ramp at Central Avenue has been created to accommodate rerouted northbound I-75 traffic.
8 FY 2016 CONSTRUCTION SUMMARY FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN Figure 4
Construction Summary by Major Work Type June-December January-June Total Total Work Type # Projs Dollar amount # Projs Dollar amount # Projs Dollar amount Structures Pavement 120 $326,898,061.47 187 $380,412,183.95 307 $707,310,245.42 343 2-Lane 65 $125,977,460.18 110 $147,476,357.47 175 $273,453,817.65 168 Greater than 2-Lanes 29 $70,990,776.27 44 $69,088,787.42 73 $140,079,563.69 77 Interstate Lane Miles 13 $122,104,210.60 20 $154,111,267.92 33 $276,215,478.52 97 Other Pavement Related 13 $7,825,614.42 13 $9,735,771.14 26 $17,561,385.56 1 Total Lane Mileage 2276.55 4455.2 6731.75 Major New/Major Rehab 8 $48,883,582.49 5 $265,065,130.77 13 $313,948,713.26 25 Bridges (stand alone projects) 80 $132,591,700.28 86 $123,792,637.54 166 $256,384,337.82 470 Culvert 15 $8,024,682.48 33 $15,934,148.22 48 $23,958,830.70 9 Locally Funded Projects 81 $104,560,062.71 136 $263,541,471.65 217 $368,101,534.36 119 Bikeways 1 $1,342,059.24 8 $6,039,762.60 9 $7,381,821.84 Bridges 31 $45,015,451.32 46 $65,486,581.75 77 $110,502,033.07 118 Enhancements 4 $4,030,557.66 4 $4,998,228.38 8 $9,028,786.04 Major Projects 1 $820,013.00 6 $44,948,565.66 7 $45,768,578.66 Pavement 16 $14,769,868.04 28 $56,980,273.61 44 $71,750,141.65 Guardrail 8 $2,295,494.36 2 $548,592.33 10 $2,844,086.69 Safety Upgrading 12 $20,044,719.24 29 $53,547,260.93 41 $73,591,980.17 1 Widening 2 $5,049,947.20 4 $18,615,429.97 6 $23,665,377.17 Emergencies 1 $489,708.20 1 $489,708.20 Other 5 $10,702,244.45 9 $12,376,776.42 14 $23,079,020.87 Safety Upgrade 27 $47,649,616.12 44 $58,563,555.15 71 $106,213,171.27 4 Spot Safety 1 $325,357.95 1 $325,357.95 Grade Separation 1 $17,957,404.85 1 $17,957,404.85 Intersection 7 $27,855,847.00 18 $25,020,777.08 25 $52,876,624.08 2 Lighting 4 $11,310,279.31 5 $3,981,305.75 9 $15,291,585.06 1 Resurface/Widening 1 $206,569.50 1 $206,569.50 RR Crossing 3 $979,924.30 2 $325,632.94 5 $1,305,557.24 Signals 9 $4,519,333.30 14 $10,573,831.58 23 $15,093,164.88 Signing 3 $2,777,662.71 3 $379,245.00 6 $3,156,907.71 1 Turn Lanes Guardrail 8 $6,061,338.00 8 $7,866,827.23 16 $13,928,165.23 1 Herbicidal 4 $364,582.06 6 $741,427.80 10 $1,106,009.86 Enhancements 10 $6,448,684.51 12 $3,443,555.96 22 $9,892,240.47 Mowing 2 $1,032,912.00 11 $7,064,714.61 13 $8,097,626.61 Noisewall 3 $4,261,991.69 2 $3,284,352.40 5 $7,546,344.09 1 Raised Pavement Markers 13 $11,109,206.16 19 $18,148,857.53 32 $29,258,063.69 Parks 5 $2,981,999.63 2 $870,930.18 7 $3,852,929.81 Emergencies 23 $8,076,574.74 29 $30,310,395.20 52 $38,386,969.94 1 Miscellaneous * 28 $20,446,729.75 17 $23,263,466.81 45 $43,710,196.56 TOTAL 427 $729,391,724 597 $1,202,303,655 1024 $1,931,695,379 973
* This total consists of projects not classified above including but not limited to: Brush Clearing & Removal, Building Demolition, Highway Cleaning, Construction Inspection, Drainage Improvement, Fence Repair, Interstate Maintenance Contracts, Landscaping, Traffic Counting, Pavement/Shoulder Sealing, Rock Removal, Salt Domes, Tree Pruning and Removal.
FY 2016 CONSTRUCTION SUMMARY 9 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN Figure 5 Percent of Projects Awarded by District FY 2016
District 1 District 2 $57,173,775 $105,990,216 District 12 3% 6% $311,418,432 16% District 3 $115,036,405 District 11 6% $126,255,415 7%
District 10 $96,603,600 District 4 5% $383,792,877 20% District 9 $85,713,090 4%
District 8 $168,160,301 9% District 5 $142,340,135 7% District 7 $119,690,611 District 6 6% $219,020,983 11% Total Awarded = $1,931,695,379
Work is underway on an extensive series of projects in District 4’s Summit County. The “Kenmore Leg” work (shown here) reconfigures Interstate 76 between Interstate 277 and Interstate 77 in southwest Akron to three lanes in each direction. This additional capacity will accommodate the increased traffic resulting from the detours on the upcoming Spicer/Johnston and Main/Broadway projects along Interstates 76/77 near downtown Akron.
10 FY 2016 CONSTRUCTION SUMMARY FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN FISCAL YEAR 2016 FINANCIAL STATEMENTS The following figures show the current allocations and projected financial summary for the Ohio Department of Transportation. As the state’s infrastructure continues to age, the department must continue maximizing resources for the benefit of Ohio’s economy, transportation system and citizens. Figures 6, 7 and 8 detail the department’s 2016 cash balance and disbursement allocations and total operating and capital disbursements. The bulk of ODOT’s budget, approximately 69 percent, is currently prioritized toward highway construction, where it is most effective in meeting the state’s transportation needs. Of the department’s construction funds, 93 percent is devoted to preservation.
ODOT will continue to cut operating costs and explore alternative delivery methods so any available money can be put towards much-needed transportation projects. With a focus on financial responsibility and operational efficiency, the department continues to seek and secure additional savings.
Figure 6 STATEMENT OF CASH BALANCES ACTIVITY BETWEEN JULY 1st AND JUNE 30th FISCAL YEAR 2016 Without Regard to Fund Year (1) CATEGORIES FY 2016
BEGINNING CASH BALANCE: $1,475,435,588
REVENUE AND RECEIPTS: $3,255,186,671 TOTAL CASH AVAILABLE: $4,730,622,259
DISBURSEMENTS: AMOUNT % PAYROLL & PERSONAL SERVICES $440,722,446 12.8% GENERAL MAINTENANCE $107,092,178 3.1% ROADWAY MAINTENANCE $169,227,669 4.9% EQUIPMENT $79,110,630 2.3% HIGHWAY CONSTRUCTION $2,418,121,371 70.0% SUBSIDIES (Grants to Local Governments) $46,669,731 1.4% LOANS & BOND DEBT SERVICE $190,560,267 5.5% MISCELLANEOUS $4,475,273 0.1% GRAND TOTAL DISBURSEMENTS: $3,455,979,566 100%
ENDING CASH BALANCE: $1,274,642,693
(1) All activity posted between the first day of the fiscal year (July 1) and the last day of June (June 30) without regard to the fund year appropriated.
ODOT’s Ending Cash Balance covers future committed and projected capital and operating outlays
beyond the FY 2016 reporting period.
FY 2016 FINANCIAL STATEMENTS 11 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN Figure 7
STATEMENT OF CASH BALANCES DISBURSEMENT ALLOCATION FY 2016 SUBSIDIES (Grants to Local Governments) $46.7M | 1.4%
LOANS & BOND DEBT SERVICE $190.56M | 5.5% MISCELLANEOUS HIGHWAY $4.48M | 0.1% CONSTRUCTION $2,418.1M | 70.0% PAYROLL & PERSONAL SERVICES $440.7M | 12.8%
GENERAL MAINTENANCE $107M | 3.1%
ROADWAY MAINTENANCE $169M | 4.9%
EQUIPMENT $79M | 2.3%
The chart above in Figure 7 represents all disbursements made from July 1, 2015 through June 30, 2016. This does not take into account the outstanding encumbered liabilities yet to be disbursed. The disbursements are broken down by key expenditure categories. Obviously, the largest portions of ODOT’s expenditures are related to the capital program. The second largest component is payroll & personal services which include payroll costs associated with highway maintenance, as well as snow and ice control, performed in-house.
12 FY 2016 FINANCIAL STATEMENTS FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN Figure 8 THE OHIO DEPARTMENT OF TRANSPORTATION TOTAL OPERATING & CAPITAL DISBURSEMENTS* FOR THE PERIOD JULY 1, 2015 THRU JUNE 30, 2016, REGARDLESS OF FUND YEAR (Amounts to the nearest dollar)
DISTRICT/DIVISION FY 2016
1 LIMA 117,602,042 2 BOWLING GREEN 394,021,381 3 ASHLAND 207,657,059 4 AKRON 305,006,427 5 NEWARK 167,845,041 6 DELAWARE 315,059,628 7 SIDNEY 206,072,830 8 LEBANON 286,526,706 9 CHILLICOTHE 184,242,541 10 MARIETTA 135,335,287 11 NEW PHILADELPHIA 176,306,934 12 CLEVELAND 301,290,949 METROPOLITAN PLANNING ORGANIZATIONS 194,607,048
Subtotal Districts 2,991,573,872
14 COMMUNICATIONS 1,560,821 15 CHIEF LEGAL COUNSEL 1,721,229 16 DIRECTOR'S OFFICE 2,395,628 17 HUMAN RESOURCES 4,611,805 18 FINANCE (1) 194,241,776 19 FACILITIES & EQUIPMENT MANAGEMENT 35,762,984 20 PLANNING 114,182,358 21 ENGINEERING 16,348,769 22 OPERATIONS 25,703,538 23 ASSISTANT ATTORNEY GENERAL 3,756,093 24 RAIL COMMISSION 5,330,629 25 LOCAL PROGRAMS 4,081,468 27 CONSTRUCTION MANAGEMENT 10,224,312 28 INFORMATION TECHNOLOGY 34,966,523 34 INNOVATIVE DELIVERY 5,897,450 35 UNMANNED AERIAL 630,608 36 OPPORTUNITY, DIVERSITY & INCLUSION 2,989,704
Subtotal Central Office 464,405,694
GRAND TOTAL OPERATING & CAPITAL DISBURSEMENTS 3,455,979,566
*Includes All Highway and Non-Highway Operating & Capital Disbursements (1) $176 million of Finance's $194 million is for the State and Federal portions of ODOT's annual GARVEE debt service. The proceeds from GARVEE bonds are used to fund highway capital projects.
FY 2016 FINANCIAL STATEMENTS 13 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN UPDATE ON ODOT’S 2016-2017 BUSINESS PLAN FOR EMPLOYEES As required by the Ohio Revised Code, the department presents a biennial Business Plan that states the mission, business objectives, strategies, and procedures by which employees in the state professional service will be held accountable for their performance. This section contains an update of the material covered in last year’s edition of this document. It is always worth reiterating and highlighting ODOT’s ongoing commitment to its strategic plan. This plan includes the Critical Success Factors (CSFs) by which ODOT evaluates its performance and procedures. CSFs are the tools which allow the department to measure its progress toward tangible goals related to the safety, productivity and efficiency of ODOT’s people, processes and operations. Publishing periodic measurements for these key metrics, including annual statewide assessments and quarterly district reports via ODOT’s website, provides the department and its stakeholders a consistent way to gauge and track ODOT’s organizational performance over time.
ODOT’S STRATEGIC PLAN Ohio’s transportation system is essential to keeping and creating jobs. With a mission to facilitate the movement of people and goods from place to place, the Ohio Department of Transportation is responsible for maintaining one of the largest transportation networks in the nation. Guided by ethical principles and accountability, ODOT works to improve safety, enhance travel and advance economic development. As a $3.2 billion enterprise, the department wisely invests in its core services of snow and ice removal, annual construction program and highway maintenance operation.
O U R M ISSION OUR GUIDING PRINCIPLES
To provide easy conveyance of We will serve, innovate, and communicate people and goods from place with purpose. to place, we will: We will be productive, lean, efficient Take care of what we have; and effective. Make our system work better; We will utilize the public resources entrusted to us Improve safety; by satisfying the State's transportation needs. Enhance capacity. We will be the standard of excellence for winter maintenance. We will create a working environment based on O U R V ISION trust and mutual respect. We will value the diversity of A long-term, reliable, all ODOT people. professional and highly We will work together — one team: productive organization. the Ohio Department of Transportation.
14 ODOT’S STRATEGIC PLAN FY 2016 Annual Report
• 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN ODOT’S CRITICAL SUCCESS FACTORS (CSF) The department’s critical success factors are focused on retail results, gauging the state of Ohio’s transportation network and the quality of the organization. ODOT tracks and publishes quarterly dashboards detailing the status and trends for the various metrics used to assess the department’s performance. An overview of the CSF categories and measures, as well as the most recent dashboard for 2016, are presented on the following page. The specific measures have primarily remained consistent since the establishment of the CSF framework in October 2013 aside from a few minor adjustments of individual metrics in the People, System Conditions, Safety and Capital Program categories. The current categories and metrics are identical to those reported in the previous FY 2015 Annual Report.
People As with previous rating periods, the department continues to measure employees’ quality of life and rate employee safety in terms of work force injuries and crashes. The People category includes the direct labor ratio for assessing the percentage of total work hours devoted to core business functions. The department also tracks metrics related to diversity and inclusion (DBE, EDGE and MBE) to gauge ODOT’s commitment to equitable contracting and purchasing opportunities.
System Conditions The department measures: • Bridge conditions based on a statewide average general appraisal for ODOT-maintained bridges • The average pavement condition rating (PCR) for ODOT’s priority, general, and urban roadway systems • Roadway maintenance condition rating (MCR) for barriers, pavements, pavement markings and traffic control devices • The percentage of time that travelers experience free flow travel conditions across Ohio’s freeways, and the agency’s effectiveness with snow and ice control.
Safety The department measures the state highway system safety by comparing the current number of fatalities, injuries, and crashes compared to each metric’s five-year average.
Capital Program The department measures the overall production and the ability to produce a robust contract construction program through the total dollar amount of construction and maintenance contracts awarded, the percentage of ODOT and locally-let contracts awarded, construction projects completed on-time, and the percentage of preventable change orders.
ODOT’S STRATEGIC PLAN 15 FY 2016 Annual Report
OHIO OF TRANSPORTATION • 2015 ANNUAL REPORT & 2016-2017 BUSINESS PLAN FYs 2012 CRITICAL SUCCESS FACTORS DASHBOARD to 2016
MET DID NOT FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 Desired CSF Category and Metric Trendline GOAL MEET GOAL Results Results Results Results Results Goal Trend PEOPLE ODOT Quality of Work Life Survey results, on a Work Life Index scale of 0-100% 70.0% 70.0% 72.0% 71.3% 72.1% 75% ↑
Workforce Injuries OSHA guideline for employers assessing incidents 7.11 7.10 7.26 5.25 4.28 5.23 ↓ occurring for every 100 employees in a year’s time. Workforce Crashes (Goal varies by year) 8.67 6.23 8.35 8.86 8.67 8.44 ↓ District direct ’billable’ labor hours divided by the Not Direct Labor Ratio total overall number of labor hours for ODOT’s Collected 64.7% 66.6% 69.7% 69.6% 70% ↑ core business functions. Participation by certified DBE firms on federally Disadvantaged funded construction contracts directly related to Business Enterprise 9.5% 9.8% 10.3% 12.3% 11.7% 8.9% ↑ ODOT core functions. Encouraging Participation by certified EDGE firms on state Diversity, funded construction contracts directly related to 10.0% 8.7% 8.9% 10.4% 14.6% 5% ↑ Growth & Equity ODOT core functions. Minority Business Percent of operating budget in categories Enterprise determined by DAS that is awarded to MBEs. 17.0% 13.9% 10.7% 21.6% 26.1% 15% ↑
SYSTEM CONDITIONS Average rating of bridge conditions. Each ODOT Bridges: maintained bridge is rated on a scale of 0-9; 0 = General Appraisal 6.79 6.80 6.90 6.98 7.02 6.8 ↑ out of service, 9 = new. Pavements: ODOT measures the average pavement conditions 98.30 98.90 86.69 85.54 85.98 85 Priority System for all Interstates and four-lane divided highways ↑ (Priority); rural, two-lane U.S. and State Routes Pavements: outside of cities (General); and U.S. and State General System 97.50 97.50 83.16 82.10 82.34 80 ↑ Routes inside of cities (Urban). The ratings are on Pavements: a scale of 0-100, with 100 being brand new Urban System pavement. 97.20 97.10 80.46 80.18 79.72 80 ↑
Maintenance The actual number of MCR deficiencies from a Not Not Condition Ratings sampling of our state highway network. Collected Collected 99.7% 99.7% 99.2% 99% ↑ Travel Time Measures the percentage of time between the 5 Reliability Index a.m.-9 p.m. travelers experience free flow on 83.0% 90.0% 92.0% 93.0% 92.0% 88% ↑ (TTRI) Ohio’s freeways. The percent of priority routes that recovered Snow & Ice Control speeds within two hours after a snow event. 100% 99% 94% 99% 97% 96% ↑
SAFETY Fatalities (Jan 2015- Dec 2015) Current number of motor vehicle incidents that 522 471 474 482 506 481 ↓ have occurred on the ODOT System roadways (all Serious Injuries Interstates and U.S. or State Routes outside of (Jan 2015- Dec 2015) cities) in the current calendar year. Year to date 3,602 3,489 3,362 3,261 3,482 3,497 ↓ goals are based on a 1% decline from the metrics 5- Total Crashes year average. (Jan 2015- Dec 2015) 82,996 81,168 88,631 86,626 91,919 85,591 ↓
CAPITAL PROGRAM Total construction & maintenance contracts Contract Program awarded for the Fiscal Year on ODOT and local ($ Billions) $1.6B $1.8B $2.4B $2.4B $1.9B $1.8B - agency projects. ODOT Projects Awarded On-Time 83.9% 86.7% 86.5% 82.0% 95.0% 90% ↑ Percentage of department or local contract construction projects let by their target date. Local Projects Awarded On-Time 81.2% 84.1% 90.1% 78.6% 86.0% 85% ↑ Cumulative dollar amount of preventable change Preventable orders over the total construction program dollar Change Orders 1.4% 0.30% 0.18% 0.19% 0.20% 1.5% ↓ amount.
16 ODOT’S STRATEGIC PLAN
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2016 Annual Report
JULY 31, 2016 For more information on ODOT, visit: www.transportation.ohio.gov
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