CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan Each component illustrated in Figure 3.1 is described below. The descriptions define the terms and characteristics used for the assessment of CDOT practices presented in Section 3.3. This information (along with the benefits of performance reporting provided in Section 3.2) draws heavily from the NCHRP 8-62 work, but has been tailored for this report. Strategic Planning The strategic planning process typically includes the following elements: Vision or Mission. An agency’s mission or vision is the set of foundational principles that guide all of its policies and business decisions. A mission should be broad enough to encompass the agency’s entire breadth of responsibilities, while specific enough to suggest actionable goals and objectives. Goals. While an agency’s mission can remain the same for a long period (although it does not have to), its goals should change as necessary in response to new or evolving challenges. Performance measures can directly inform the development of goals by highlighting troubling trends and particular agency challenges. Goals can address a variety of facets of the agency’s performance, including external performance (state of the system, project delivery, customer satisfaction, etc.) and internal performance (human resources, communication, employee satisfaction, etc.). Objectives. One of the characteristics of an effective strategic plan is that it contains a limited number of achievable, measurable objectives that can be achieved within a few years. Strategic objectives will ultimately determine the measures that are used to gauge success. Initiatives. Strategic initiatives and implementation strategies are used to help orient an agency towards achieving the desired outcomes and fostering informed and responsive decision-making. Once goals are in place and specific measurable objectives have been set, agencies can identify policies and procedures that ensure success. Performance Management Figure 3.1 presents performance management as a continuous cycle consisting of the following four activities: Selecting measures. Performance measures provide a means for connecting decisions to agency goals and objectives. The best measures reflect an agency’s priorities, are feasible to calculate given existing data, and can be influenced by an agency’s actions. Setting targets. Performance targets are the gauges of success that support and advance an agency’s strategic plan. Without them, objectives may represent abstract concepts. The most useful targets are ambitious but achievable. 3-2 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan Making decisions. Ideally, performance management begins at the strategic level, where the setting of agency goals and objectives implies certain resource allocation priorities right from the start. However, DOT decision-making is far more nuanced than simply deciding that a particular function or outcome, such as pavement condition, is where the agency will invest its resources. There are numerous business decisions made within individual divisions or business functions that can benefit from a performance-based approach. Evaluating the system. One key objective of performance management is to discourage complacency in an agency that might otherwise be slow to embrace and adopt change. Likewise, the performance system itself should be regularly evaluated and updated as necessary. The most important area of evaluation is the selection of the measures. Although measures should be updated periodically to ensure consistency with agency priorities and strategic plans, there are significant benefits associated with maintaining a stable collection of measures. Internally, consistently collecting and reporting the same measure for several years enables the in-depth analysis of long-term trends. Externally, consistent measures can make it easier for stakeholders to fully appreciate progress that is being made or new challenges that arise. Performance Reporting Performance reporting is an essential component of any performance management program. Therefore, the form and frequency of performance reports should not be an afterthought. Reporting performance is in itself a key component in developing a culture of performance throughout a DOT. Performance reports should reflect agency priorities, assess progress towards goals and objectives, be understandable by target audiences, be easily accessible, and be updated regularly. 3.2 BENEFITS Strategic planning, performance management and performance reporting can help agencies make difficult decisions about longer-term policy priorities, (“doing the right things”) as well as where and how to apply day-to-day staff and capital resources (“doing the right things well”). Additional benefits include: Helping agency leaders set a strategic agenda and motivate staff – effective leaders keep their organizations focused on the highest business priorities. Performance data can help them understand challenges and set appropriate policy priorities. At a transportation agency, for example, analysis of data can reveal where performance is inadequate in key focus areas like pavement condition, fatalities, congestion, project delivery, or maintenance and this information can be used to set a strategic agenda. Armed with a performance-driven strategic direction, leaders can energize staff and focus Cambridge Systematics, Inc. 3-3
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5.0 External Reporting Dashboard CD
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Figure 5.18 CDOT Dashboard Example
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Appendices A. Additional Data Colle
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Appendices Recognize and Plan
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Appendices Improved communication
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Appendices Planning Ext Planning In
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Appendices Person, Ron, Balanced Sc
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Appendices CDOT is required to rep
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Appendices How and when they ar
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Appendices If measures reported by
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Appendices INTEGRATE REGIONAL AND S
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Appendices Maintain or improve
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Appendices F. Sample Data Governanc
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Appendices G. Congestion The report
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Appendices Table G-1 Revised Segmen
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Appendices Results The following ta
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Appendices Figure G-1 Speed Eastbou
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Appendices Figure G-5 Speed Westbou
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Appendices A useful format for the
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Appendices Figure G-13 AM Peak PTI
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Appendices H. Calculation Spreadshe
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Appendices Cambridge Systematics, I
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