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Gray Notebook 72 Quarterly performance analysis of WSDOT's multimodal systems and programs Roger Millar, Secretary of Transportation, PE, FASCE, FAICP Edition 72 December 2018 KEEPING UP WITH UPKEEP WSDOT WORKING TO MAINTAIN HIGHWAY SYSTEMS STATEWIDE On top of it Amped up Tracked results WSDOT's pavement Plug-in Electric Vehicle WSDOT's freight rail program aiming to usage seeing upswing systems help get goods improve state roads throughout Washington across the state 72 TABLE OF CONTENTS Strategic Plan 3 Washington State Ferries Current Legislative Evaluation Statewide Transportation Quarterly Update 23 & Accountability Program 39 Policy Goals 4 Amtrak Cascades Completed Projects Moving Ahead for Progress in Quarterly Update 25 & Contracts 40 the 21st Century (MAP-21) 5 Watch List 44 Washington State Ferries Environment Advertisement Record 48 Annual Report Dashboard 7 Plug-In Electric Vehicles Schedule & Budget Summaries 50 Annual Report 27 Pre-existing Funds 51 Safety Environmental Compliance Transportation Policy Goals Annual Report 29 Worker Safety & Gray Notebook Annual Report 8 Information Guide 55 Economic Vitality Preservation Freight Pavement Annual Report 9 Semi-Annual Report 31 Dashboard removal Highway Maintenance The Gray Notebook no longer Annual Report 17 Stewardship features dashboards on asset management as they were Practical Solutions inconsistent with the state asset Mobility Annual Report 33 management plan. The Results Incident Response Tolling Annual Report 36 Washington dashboard was also removed because the measures it Quarterly Update 21 Capital Project Delivery previously tracked no longer exist. Programs Quarterly Updates 38 PERFORMANCE HIGHLIGHTS reported for the quarter ending December 31, 2018 92.2% of 421 projects PERENTAGE O completed with Nickel or PAEMENT ANE MIES 91.8% Transportation Partnership IN FAIR OR ETTER 91.4% 382 Account funds CONDITIONCONDITION 91.0% of highway BETWEEN DEREASED TO 91.8% maintenance 89.6% asset condition ETWEEN 2017 77 targets were achieved by PERCENT WSDOT in 2018 decrease in the number transactions were of environmental processed by violations issued WSDOT toll WSDOT 43 to WSDOT and its 52.7 57 contractors in 2018 facilities during PERCENT compared to 2017 MILLION fiscal year 2018 REIGHT RAI in economic benefit PROETS provided by WSDOT’s improvement in $23.8 Incident Response WSDOT's agency-wide UNDERWAY teams clearing 7.4 Recordable Incident MILLION 13,984 incidents Rate from 2014 to during the quarter PERCENT 2018 0 10 20 30 40 50 60 2 | GNB Edition 72 | December 2018 Table of Contents Return to Table of Contents 72 STRATEGIC PLAN WSDOT’s Strategic Plan has three goals, Inclusion, Practical Solutions and Æ Inclusion Goal Workforce Development. This plan continues WSDOT's focus on how the Strengthen commitment to agency makes investments and delivers projects with limited resources. diversity and engagement in all of WSDOT’s business processes, The agency has launched an online interactive strategic plan dashboard, functions and services to ensure which can be accessed at http://www.wsdot.wa.gov/about/secretary/ every voice is heard. strategic-plan/. The dashboard contains leading indicators for the plan's 15 strategies and details about progress on the plan's work. Under the strategic plan, WSDOT's Inclusion efforts ensure it engages its Æ Practical Solutions Goal employees, communities and partners as the agency collaboratively delivers Prioritize innovative, timely and the program. Practical Solutions allows WSDOT to leverage finite funding to cost-effective decisions, with our get the most capacity and safety out of the entire multimodal transportation partners, to operate, maintain, system. WSDOT's focus on Workforce Development ensures that the agency plan and build our multimodal attracts and retains a quality workforce to meet its legislative, regulatory, service and public expectations. transportation system. The strategic plan's goal teams developed strategies, five for each goal area. Work plans define the actions and deliverables needed to achieve the agency's goals. Articles in this issue, indicated by a box with a goal name, Æ Workforce show how these goals are being realized. Development Goal Be an employer of choice, In addition to three goals, the strategic plan features a vision, mission creating a modern workforce and values. WSDOT's vision, defined as where the agency wants to go, is while attracting and retaining "Washington travelers have a safe, sustainable and integrated multimodal quality workers to deliver our transportation system." The strategic plan's mission is a statement about legislative, regulatory, and service the agency's core purpose, "We provide safe, reliable and cost-effective requirements. transportation options to improve communities and economic vitality for people and businesses." WSDOT's Strategic Plan features six values, defined as "how we do business" or statements of guiding principles. The values are: safety, engagement, innovation, integrity, leadership and sustainability. Recent editions of the Gray Notebook have featured articles on Workforce Development and Inclusion efforts at WSDOT. See page 33 in this issue for the Practical Solutions Annual Report, Gray Notebook 70, pp. 40-43 for the Inclusion Annual Report and Gray Notebook 69, pp. 31-34 for the Workforce Development Annual Report. Strategic Plan GNB Edition 72 | December 2018 | 3 Return to Table of Contents STATEWIDE TRANSPORTATION 72 POLICY GOALS Statewide policy goal/ Previous Current Target Five-year trend Desired WSDOT performance measure period period Target met (unless noted) trend Safety Rate of traffic fatalities per 100 million vehicle miles traveled statewide 0.88 0.92 <1.001 0.93 (Annual measure: calendar years 2016 & 2017) ¤ 0.30 Rate of recordable incidents for every 5.246668 100 full-time WSDOT workers 4.7 5.0 <5.0 4.773334 (Annual measure: calendar years 2017 & 2018) 4.300000 ¤ Preservation 93.35 Percentage of state highway pavement in fair or better condition by vehicle miles traveled 92.2% 91.8% > 90% (Annual measure: calendar years 2016 & 2017) 91.50 £ Percentage of state bridges in fair or better condition by bridge deck area 91.8% 92.5% > 90% 91 (Annual measure: fiscal years 2017 & 2018) £ Mobility2 (congestion relief) Highways: Vehicle Miles Traveled (VMT) 35 on state highways 34.2 34.6 N/A 33 million million 31 (Annual measure: calendar years 2016 & 2017) ¤ 14 Highways: Average incident clearance times for all Incident Response program responses 13.5 13.6 N/A 13 (Calendar quarterly measure: Q4 2017 & Q4 2018) minutes minutes 12 (Five-quarter trend) ¤ 99 Ferries: Percentage of trips departing on time³ 95.6% 93.6% > 95% 92 (Fiscal quarterly measure: year to year Q2 FY2018 & Q2 FY2019) (Five-quarter trend) 85 £ 78 Rail: Amtrak Cascades on-time performance4 64 (Annual measure: fiscal years 2017 & 2018) 56.3%⁵ 53.9% > 88% 50 £ Environment Number of WSDOT stormwater management 210.000000 163.333333 Not facilities constructed 129 78 N/A 116.666667 applicable (Annual measure: fiscal years 2017 & 2018) 70.000000 332.00 Cumulative number of WSDOTfish passage improvement projects constructed 316⁶ 330 N/A 300.25 (Annual measure: calendar years 2016 & 2017) 268.50 £ Stewardship Cumulative number of Nickel and TPAprojects 88 completed⁷ and percentage on time⁸ 380/ 382/ > 90% (Calendar quarterly measure: Q3 2018 & Q4 2018, trendline 87% 86% on time 85 £ for percentage on time (Five-quarter trend) Cumulative number of Nickel and TPAprojects 92 completed⁷ and percentage on budget⁸ 380/ 382/ > 90% (Calendar quarterly measure: Q3 2018 & Q4 2018, trendline 91% 91% on budget 90 £ for percentage on budget) (Five-quarter trend) -1.4 Under Under Variance of total project costs⁷ compared to On or Not budget expectations⁸ budget by budget under -1.7 applicable (Calendar quarterly measure: Q3 2018 & Q4 2018) 1.5% by 1.6% budget (Five-quarter trend) Data source: WSDOT Office of Strategic Assessment and Performance Analysis. Notes: (*) = goal has not been set. Dash (—) = goal was not met in the reporting period.1 The Statewide Transportation Policy Goal for this performance measure is different than the federal MAP-21 goal for the same measure.2 Mobility does not yet include goals for people walking/ biking for transportation.3 Washington State Ferries’ on-time departures include any trip recorded by automated tracking as leaving the terminal within 10 minutes of scheduled time.4 Amtrak Cascades’ on-time performance includes any trip arriving within 10 or 15 minutes, depending on the route, of scheduled arrival time.5 Amtrak Cascades’ 2017 on-time performance was reported for calendar year 2017 in GNB 70 and 71. 6 The 2016 number differs from previous publications to reflect the most recent available data. 7 Construction projects only. 8 Budget and schedule expectations are defined in the last approved state transportation budget. See p. 38 for more information. 4 | GNB Edition 72 | December 2018 Statewide Transportation Policy Goals Return to Table of Contents MOVING AHEAD FOR PROGRESS IN 72 THE 21ST CENTURY (MAP-21) WSDOT reports MAP-21 highway safety performance targets for 2019 MAP-21 safety reporting on an annual cycle WSDOT reported its Moving Ahead for Progress in the 21st Century highway Targets for the highway safety safety targets for 2019 to the Federal Highway Administration on August 31, rules (included in PM1) are 2018. In December 2019, FHWA will make its first determinations of whether on an annual reporting cycle, WSDOT has made significant progress toward achieving its 2018 targets for which differs from the two-year highway safety (also referred to as PM1). and four-year reporting cycles for PM2 and PM3. The safety On May 20, 2018, WSDOT established its federally-required MAP-21 targets established for 2019 targets for bridges and pavement (also referred to as PM2), and highway represent the second annual system performance, freight, and Congestion Mitigation and Air Quality reporting cycle since the initial (also referred to as PM3). Like the PM1 targets, WSDOT needs to show reporting of MAP-21 safety significant progress toward meeting PM2 and PM3 targets.
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