2010 Annual Report - Maryland State Highway Administration

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VI Organizational Effectiveness Employee Satisfaction The SHA Employee Survey is administered every year to serve as a barometer of employee satisfaction with SHA as an agency and to ascertain employee views on topics such as leadership, strategic planning, human resources management and process management. The 2010 survey saw an increase in the survey response rate, climbing to 78 percent, up from 73 percent in 2009. This response rate is very encouraging and illustrates that the majority of SHA’s employees would like the organization to know their viewpoints. Overall satisfaction with SHA dipped to 66 percent in 2010, a decrease from the 73 percent overall satisfaction rate in 2009. Given the difficult fiscal circumstances under which SHA has been operating for the last three fiscal years, it is no surprise that most all of our measures declined this year. Some of the findings include: Satisfaction with supervisors continues to be a major strength for SHA. SHA employees feel that their supervisors are accessible to them, treat them with respect and are technically competent at their jobs. Recruitment and communication continue to be areas of concern. Through focus groups, we found that communication stops at middle management. To address this, the Administrator scheduled forums with all senior and middle managers from every office and district. Employees are concerned about training and development when new technology comes along. This is a new concern this year and likely reflects recent budget cuts we have taken in this area. Workforce Planning and Development Workforce Resource Center The Workforce Resource Center is a nationally recognized, award-winning, onestop interface with access to resources that assist employees and managers alike in career and workforce planning activities. Workforce Planning and Development SHA remains committed to the development and enhancement of the skills of its workers. Workforce planning is a comprehensive, multi-year effort. The workforce planning and development initiative is working to align and coordinate SHA’s succession planning needs with SHA University, strategic staffing, business planning and knowledge management efforts. Identification of critical positions at risk has been completed. Strategies to mitigate these risks will continue to be coordinated through the Workforce Planning and Development Committee. 100% 80% 60% 40% 20% 0% 100% 80% 60% 40% 20% 0% Employee Survey Response Rate 2007 2008 2009 2010 Fiscal Year Overall Employee Satisfaction 2007 2008 2009 2010 Fiscal Year With each Office/District Individually With SHA Overall 52 STATE HIGHWAY ADMINISTRATION | FY 2010 Annual Report
Organizational Effectiveness VI 35 employees are involved in the Highway Maintenance Succession Planning and Development Program to prepare employees for filling future specialized maintenance leadership vacancies; 188 individual development activities (such as training classes, on-the-job training, mentoring, job shadowing, participating on task force/teams, etc.) have been completed by program participants to ensure their developmental needs are being met; Under a federal Transportation Education Development Pilot Program grant, the following deliverables have been completed: Corporate University’s Best Practice Report, Maintenance Career Handbook, Percentage of Vacant Allocated PINs 10% 8% 6% 4% 2% 0% 2006 2007 2008 2009 2010 Fiscal Year Achieved Goal Maintenance Training Analysis Report, and a maintenance skills assessment (analysis underway); Four leadership development programs helped develop SHA’s succession program and future leaders in FY 2010; the Graduate Engineers Training Program which graduated 100 students, the Advanced Leadership Program with 22 graduates, the e-LEAD program with 60 graduates and New Supervisor Training Program with 66 graduates. SHA University SHA University provides the strategic mechanism for delivery of the agency’s required training programs. This nationally-recognized award winning model identifies curriculums for each functional classification for career progression. More than 94 percent of SHA employees have a professional development plan in place for FY 2011, our highest rate ever. In addition, through SHA’s R.O.A.D. Scholar e-learning portal, online learning has been adopted to a greater degree to provide a wider array of training on demand, in less time at reduced cost. Core training continues to be a priority with more than 4,000 completions with a majority of the employees completing the training online. Course evaluations indicate 90.1 percent of employees said courses met their training needs; 84 percent noted that online courses are an effective way to learn. Training Process Improvements Piloted the combination of assigned testing sites and assigned testing packets with SIGMA (MDOT’s applicant tracking database) auto-generated identification numbers in lieu of social security numbers for FMT IV, FMS I, ARME and RME testing; Implemented an evaluation program database for SHA’s New Employee Orientation pre/post surveys to share results of the surveys and measure the success of the orientation; STATE HIGHWAY ADMINISTRATION | FY 2010 Annual Report 53
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2010 MARYLAND STATE HIGHWAY ADMINIS
Page 4 and 5: i Glossary of Terms and Acronyms A
Page 6 and 7: I Overview of State Highway Adminis
Page 8 and 9: The Woodrow Wilson Bridge over the
Page 10 and 11: II Excellence in Our People and Our
Page 16 and 17: 14 STATE HIGHWAY ADMINISTRATION | F
Page 18 and 19: 2000 2000 2001 2001 2002 2002 2003
Page 20 and 21: III Highway Safety Distracted/Drows
Page 22 and 23: 2000 2000 2001 2001 2002 2002 2003
Page 24 and 25: III Highway Safety Motor Carrier Sa
Page 26 and 27: The CHART incident management progr
Page 28 and 29: Million Vehicle Hours Saved User co
Page 30 and 31: IV Mobility and Congestion Relief T
Page 32 and 33: IV Mobility and Congestion Relief P
Page 34 and 35: IV Mobility and Congestion Relief C
Page 36 and 37: All of Maryland’s 23 counties, ex
Page 38 and 39: Number of Hours V System Preservati
Page 40 and 41: V System Preservation and Maintenan
Page 42 and 43: Percent of SHA Roads That Have an A
Page 44 and 45: Miles of Road Percent Acceptable V
Page 46 and 47: SHA continued to manage the financi
Page 48 and 49: VI Organizational Effectiveness ARR
Page 50 and 51: VI Organizational Effectiveness Com
Page 52 and 53: Lost Workdays Severity Rate of Inju
Page 56 and 57: VI Organizational Effectiveness Dev
Page 58 and 59: VI Organizational Effectiveness Pro
Page 60 and 61: VI Organizational Effectiveness Lea
Page 62 and 63: Highway beautification involves imp
Page 64 and 65: VII Environmental Compliance and St
Page 66 and 67: Acres of Wetland Miles of Stream VI
Page 68 and 69: Compliance % VII Environmental Comp
Page 70 and 71: VII Environmental Compliance and St
Page 72 and 73: VIII Customer Communications, Servi
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2010 Annual Report - Maryland State Highway Administration

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