2010 Annual Report - Maryland State Highway Administration

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VI Organizational Effectiveness Leadership The focus of the Leadership Team in FY 2010 revolved around managing cost containment to meet reduced budgets using the following techniques: Adjusted performance targets where necessary to meet reductions in the operating budget; Implemented an across-the-board reduction in A&G costs through multiple methods ranging from direct cuts in resources to delaying purchases and projects until the next fiscal year; Implemented an employee cost-saving suggestion program that resulted in about 350 suggestions. Business Planning and Performance Measurement SHA continued its quarterly reviews with KPA councils to review and track performance measure results. Several measures were added or revised to adjust to changing agency performance measures and needs. SHA continues to report performance measures at monthly StateStat presentations to the Governor’s Office. Regular reviews of SHA performance supported many of the key initiatives described in this report, such as: Targeted safety investments and traffic enforcement to locations where safety data shows a problem; Established detailed targets for maintenance activities that allows shop personnel to more proactively plan preventative maintenance work; Invested in bridge maintenance and construction activities to decrease the number of structurally deficient bridges; Maintained storm water facilities in compliance with National Pollution Discharge Elimination Systems (NPDES); Reached the statewide MBE/DBE goal for the year; Continually improved environmental compliance of SHA facilities. 58 STATE HIGHWAY ADMINISTRATION | FY 2010 Annual Report
Organizational Effectiveness VI In FY 2010, SHA finished the implementation of Qlikview, a business intelligence tool for maintenance activities and expenditures. The software produced a graphical dashboard of the performance for each of the SHA’s 28 maintenance shops. The dashboard provides a one-stop location for three separate applications that managers can view from their own laptops and easily compare the progress of their shop to other shops across a span of years. Through the graphical representation of the shops’ performance measures, management can establish future targets and track current Qlikview users, the results of which indicated that 80 percent had a satisfaction level of four and above on a fivepoint scale. The use of Qlikview improved the following three business processes: Reduced the amount of time spent on the manual creation of the quarterly business plan reports and shifted it to analyzing the data and trends; Increased the integrity and accuracy of the data in MAXIMO and LOS databases; Improved the process of managing resources (time, money and people) in the shops. Process Improvement and Management Every year the Administrator asks that each office/district improve at least one process. Under current economic conditions, 25 offices/districts were asked to develop process improvements that resulted in concrete cost savings. This year, these cost savings were an instrumental part of SHA success in containing costs. All 25 offices/districts complied and implemented these processes. Some examples are: the Office of Maintenance switched from the current phone system to a VoIP; this switch not only improved communications, but saved SHA $410,000. District 2 reduced the hours of service at Bay Country rest area during non-peak hours, restructured the asset management contract and changed the scope of the District Office janitorial contract for an annual cost savings of $147,000. Customer Communications, Services and Satisfaction See the Customer Communications, Service and Satisfaction chapter of this report for complete details. Workforce Planning and Development Developing employee skill levels is a high priority at SHA and is discussed earlier in this chapter. STATE HIGHWAY ADMINISTRATION | FY 2010 Annual Report 59
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2010 MARYLAND STATE HIGHWAY ADMINIS
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i Glossary of Terms and Acronyms A
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I Overview of State Highway Adminis
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The Woodrow Wilson Bridge over the
Page 10 and 11: II Excellence in Our People and Our
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Page 20 and 21: III Highway Safety Distracted/Drows
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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
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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
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Page 52 and 53: Lost Workdays Severity Rate of Inju
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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
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2010 Annual Report - Maryland State Highway Administration

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