Each year ODOT submits Annual Performance Progress Reports to the Oregon Legislature to report on progress toward achieving its mission and goals. Its Key Performance Measures (KPMs) are based on data from the fiscal year ending June 30. KPMs are accountability and transparency tools used by ODOT and are intended to reflect outcomes.
ODOT’s Annual Performance Progress Reports can be found below:
Traffic fatalities per 100 million vehicles miles traveled
Traffic injuries per 100 million vehicle miles traveled
Impaired driving – percent of traffic fatalities that involved alcohol
Safety belts – percent of all vehicle occupants using safety belts
Large truck crashes at-fault crashes per million VMT
Rail crossing incidents – number of highway/railroad at-grade incidents
Derailment incidents – number of derailments caused by human error, track or equipment
Travelers feel safe – percent of public satisfied with transportation safety
Employee safety – time loss injury rate per 100 ODOT employees
Despite the reduced frequency of traffic fatalities reported by ODOT in the reports, traffic related mishaps still rank among the most likely to occur in our industry. Additionally, while fatalities were mentioned, there was little emphasis placed on other serious traffic related injuries which also pose a serious threat to highway workers as well as the pronounced impact a work zone crash can have on construction schedules and costs.
Twenty-five percent of contractors have reported that work zone crashes during the past year have forced them to temporarily shut down construction activity. Those delays were often lengthy, as 38 percent of those project shut downs lasted two or more days (an indirect safety cost).
As we look to build the construction industry of the future, it is important to recognize that safety standards have improved, but that crucial changes are still needed to continue to move forward. Within the industry, it has become apparent that the participation of companies in safety awards programs results in a reduction of safety related accidents as well as increased employee morale and improvement in overall business.
Change is difficult and it is hard to break down the paradigm of prioritizing workplace safety standards over the bottom line. Especially as our industry emerges from tough economic times, there is a new opportunity to refocus on the value of safety and instilling the culture of safety within a company. AGC hopes that our member companies, the industry, and government organizations can continue to work together to achieve a common safety goal for the sake of the bottom line, and—most importantly—for the sake of the industry’s employees.