"The Maryland Division will become the best Division in FHWA in delivering quality and timely services and products to its staff and to our partners. We will do this in a team environment that enhances the leadership, professional, and personal development of the team members."

Our Values

Customer Service

We continually strive to exceed the expectations of our internal and external customers and partners in our services, products and the delivery of the Federal-Aid Program.

Timeliness

We accept responsibility, accountability and authority for taking actions and making decisions in a timely matter.

Our People

Our greatest asset is our people. We are committed to empowerment and demonstrating respect for every individual.

Team-work

A fundamental tenet of our philosophy and practice is the belief that effective teams draw upon and engage the talents of individual members.

Quality

We believe that sustained success depends on our desire and ability to continually improve the quality of our product and services.

Summary of FY 2006 Target Measures and Baselines

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The Federal Highway Administration (FHWA) Maryland Division fiscal year (FY) 2006 Unit Performance Plan (UPP) outlines the Division's performance goals and measurements to achieve the Agency's National Strategic Plan and Vital Few Initiatives. This plan was developed in collaboration with the Division staff, Maryland State Highway Administration, Maryland Department of Transportation, and Baltimore City Department of Transportation's Strategic and Business Plans.

The FY 2006 UPP sets out a very ambitious target for 2006 and beyond by including nearly 40 specific target measures and baselines. Our plan emphasizes results and therefore includes only the target measures. This is done to provide each individual the maximum flexibility to identify and implement activities and strategies that would help achieve the results. The plan is integrated with individual performance objectives and reflects targets that will be tracked quarterly to quantify progress in achieving the unit objectives.

Performance Objectives

During fiscal year 2006, the Division will work with its partners and through the Division's multi-disciplinary teams to accomplish its objectives. The progress will be discussed at the quarterly meetings and appropriate actions will be employed to achieve desired results.

FY 2006 Specific Unit Performance Measures

Establish a baseline to assess the effectiveness of Maryland safety plan by 9/30/2006
Reduce fatalities from 651 in 2003 to 627 in 2004 (data lags by one year).
Decrease roadway departure fatalities from 334 in 2004 to 320 by 9/30/05.
Reduce 156 to 150 in intersection related fatalities by 9/30/05.
Reduce pedestrian related fatalities from 104 in 2003 to 100 in 2004.
Establish baseline of the percentage of Maryland's population with access to 511 traveler
information telephone number.
Reduce response time to incidents on Interstates from an average of 11.5 minutes in 2003 to 10.3 by 2004 (data is one year lagging).
Increase score in statewide work zone self-assessment from 12.7 in 2004 to 12.9 by September 30, 2006.
Establish baseline for work zone self-assessment for Baltimore City DOT by September 30, 2006.
Improve the Baltimore area's Traffic Incident Management self-assessment 2004 score of 59.2 by 5%.
Improve the Suburban Washington, DC area's Traffic Incident Management self-assessment 2004 score of 66.7 by 5%.
Develop baseline that is representative of safety and congestion within work zones. Identify project and program level improvements and technologies that can be implemented to achieve the FY 06 target.
Develop baseline of integrated ITS infrastructure in the Baltimore and Suburban
Washington DC area by September 30, 2006.
Develop the Washington, DC metro area ITS Architecture by April 1, 2006.
Establish baseline for the National Transportation Operations Coalition's Traffic Signal Operation self-assessment for the Baltimore Area.
Reduce deficient bridge deck area from 31.5% on the NHS and 41.6% on the non-NHS in FY 04 to 31.2% and 40.5% in FY 05.
Reduce deficient bridge deck area eligible for HBRRP funding from 6.3% in FY04 to 6.1% in FY05.
Reduce the number of bridges on the NHS whose operating rating is less than legal road from 4 bridges in FY 04 to 3 bridges in FY 05.
Reduce the number of bridges on the STRAHNET whose operating rating is less than legal load from 3 bridges in FY04 to 2 bridges in FY 05.
Increase the number of multi-span integral abutment bridges advertised for construction from 0 in FY 04 to 1 in FY05.
Increase the number of high performance concrete deck bridges advertised for construction from 2 in FY 04 to 4 in FY 05.
Increase the number of bridges advertised for construction using design-build procedures from 0 in FY 04 to 1 in FY05.
Establish a baseline of freight travel times and the variability of travel times within inter-city freight corridors.
Maintain/increase wetland replacement ratio to 1.8:1 or greater.
Decrease completion time for the ICC EIS from the national median completion time of 45 months to 26 months.
Ensure that Transportation Security Administration's recommendations are incorporated into the Jones Point Park Mitigation Plan by end FY 2006.
Complete disaster preparedness, response, and recovery plans for the Baltimore metro area by September 30, 2006
Ensure the WWB Project Cost based on the Annual Financial Plan Update does not exceed the baseline cost ($2.44b) documented in the initial financial plan (for year 2011).
Establish a baseline for STIP amendments.
90% of right of way acquisitions and 75% of relocations completed by first notice to proceed date for the project.
Identify baseline of cost growth between original contract amount and final contract amount on projects with original amounts greater than $5m.
Quantify cost growth contributors and implement methodologies to reduce cost growth and establish a FY06 target for cost growth reduction.
Reduce targeted number of open project from 230 in 2004 to 150 in 2006 and inactive balances by 10%
Identify high-risk areas (baselines) through risk management assessments and incorporate high-risk areas in FY 2006 or FY 2006 unit performance plans.
Increase the number of participation of certified DBEs for the DBE supportive service
program (EDI) from 7 to 10.
Electronic database, which will result in paperless data collection system, accessible to all employees via LAN.
Invoices and payments completed within three days of receipt.
Reduce average time of final acceptance from 6 months to 1 month for the full oversight construction projects.
Final accept 50% (or 9) of the projects that were backlogged at the end of FY 04.
Conduct five (5) training workshops by October 30, 2006. Workshop evaluation reports indicate average satisfaction in the range of 75%.

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