CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan resources around key policy priorities – such as reducing fatalities or alleviating congestion – to maximum effect. Helping agency managers improve business processes – Strong performance emerges when day-to-day business processes are aligned with agency-wide strategic priorities. In large organizations, business practices that have neutral or even adverse impacts on performance can easily become routine. Careful scrutiny of performance indicators can help managers make better day-to-day decisions about how to direct staff and resources to achieve outcomes that are more closely aligned with an agency’s overall strategic agenda for achieving improved performance. Helping agencies improve accountability to external stakeholders – The need for improved accountability is increasingly becoming a fact for public agencies. Transportation agencies that ignore the expectations of elected officials, advocacy organizations or the public run the risk of stimulating adversarial relationships that drive up the risk of negative policy mandates and reductions in funding. In contrast, agencies able to provide stakeholders with timely and compelling performance-based information about important issues can increase credibility and establish a positive environment for setting policy and funding direction. 3.3 ASSESSING CDOT CURRENT PRACTICES Table 3.1 provides an assessment of CDOT’s current practices in the areas described above. It summarizes CDOT practices, and indicates the study team’s assessment of how closely they align with best practices. These findings are based on the results from interviews with CDOT staff and a review of several CDOT documents including: Amendment to the 2035 Revenue Forecast and Resource Allocation (June 2010); CDOT 2010 Transportation Deficit Report; CDOT 2011 Chief Engineer’s Objectives; CDOT 2010-2011 Fact Book; CDOT/FHWA 2010 Stewardship Agreement; CDOT Fiscal Year 2010 Annual Performance Report; CDOT Project Priority Programming Process (4P) and STIP Development Guidelines (September 2009); CDOT Strategic Plan, 2011-2012 Budget; and Transportation Commission Policy Directive 14 (December 2006). 3-4 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan Table 3-1 Assessing CDOT Practices Performance Element Strategic Planning CDOT Alignment with Best Practices Vision/mission High Vision and mission statements are documented in Policy Directive 14, the Strategic Plan and the Statewide Transportation Plan (long-range plan). Goals and objectives High Policy Directive 14 provides goals and objectives by investment category, and the objectives are referenced in subsequent performance reports. Initiatives Low The Statewide Transportation Plan (long-range plan) provides investment strategies by corridor. The Strategic Plan provides general strategies by investment category. However, their treatment in the Strategic Plan is inconsistent; with some of the strategies lacking details required to track progress towards. For example the strategy for mobility includes “changing traveler behavior”, although this term in not defined. The Annual Report alludes to some strategies throughout the document. Overall, the study team found no consolidated list of CDOT’s priority strategic initiatives. Performance Management Measures Med CDOT tracks and reports a wide variety of measures. An annotated inventory of existing measures can be found in Appendix B. Overall, the measures tend to support the documented goals and objectives, reflect a mixture of system measures and organizational measures, and are actionable. In terms of coverage, CDOT’s vision and mission contain a multimodal aspect, which does not appear to be accounted for in the measures. The vision also highlights enhancing quality of life, which is not addressed. As illustrated in Appendix B, the number of measures tracked and reported by CDOT is quite large. Most agencies calculate more measures than they report in formal performance reports. However, maintaining a large volume of measures can make it difficult for internal staff and external audiences to understand agency priorities. In addition, superfluous measures can also unnecessarily burden data collection and IT efforts. Measures that are not reported externally or used internally to influence decision-making should be removed. Targets Med CDOT has two sets of targets – annual targets and longer-term, aspirational targets. Although the longer-term goals are described in the executive summary of the Annual Report, the use of annual targets throughout the report tends to mask overall progress (or lack of progress) towards them. This is because green lights are assigned to areas in which annual targets have been obtained, regardless of the relationship between current performance and the longer-term targets. Notes The Deficit Report addresses this disconnect directly. It indicates a significant gap between aspirational targets and current performance. It also describes that significant additional funding would be required to achieve these targets. It appears as though financial constraints were not a major consideration when the aspirational targets were initially set. This decreases their strategic value because they do not represent true relative priorities (e.g., if CDOT cannot afford to do everything, these areas are its priorities), and because the department’s day to day decisions cannot influence their obtainment. In addition, tracking chronically unmet targets may eventually desensitize external decision-makers to the need for transportation funding. Cambridge Systematics, Inc. 3-5
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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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