CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan The figure above could be expanded to also include the public budget categories: maintain, maximize, expand, deliver, pass-through/multimodal and Transportation Commission contingency/debt. The recommended measures could be mapped to these categories as follows: Maintain – bridge condition; pavement condition; roadside condition; snow and ice control; roadway congestion Maximize – roadway congestion Expand – roadway congestion; on time construction; on budget construction; and strategic action item implementation. Deliver – on time construction; on budget construction; and strategic action item implementation. Pass-through/multimodal – none Transportation Commission contingency/debt - on time construction; on budget construction 3.9 POTENTIAL ENHANCEMENTS This section presents opportunities for improving CDOT practices categorized in Table 3.1 as low or medium relative to best practices. Initiatives 1. Clearly define the terms “strategic initiatives” and “strategies”. Develop or select a reporting mechanism for communicating CDOT’s strategic initiatives and tracking their implementation. The initiatives should support the vision, mission, goals and objectives, and represent specific policies or procedures required to achieve them. The Strategic Plan currently contains strategies, but it is recommended that CDOT update them in order to ensure that they are concrete, actionable, and can be tracked. Measures 2. Continue to explore options for measuring progress in the multimodal and quality of life aspects of the vision and mission. Of these two, the multimodal area lends itself better to quantitative measures. Developing these measures would require clarification of the role of CDOT within each mode, and on which aspects of multimodalism to track. Example measures include access to other modes (e.g., percent of population within a ½ mile of a bike/ped facility or transit service), coverage (e.g., pairs of employment centers connected by a bike/ped facility or transit service), operational performance (e.g., transit delay), and improvements to modal connectors (e.g., access to airports or freight rail facilities). 3-38 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan It also is possible to address quality of life through specific measures. However, this approach can be difficult given the subjective nature of the term. Another approach is to document the relationship between this priority and existing measures. For example, CDOT could explain the role of mobility in improving quality of life. 3. Building from the existing inventory of performance measures, look for measures that are not used or no longer used, and remove them from the performance measurement systems. 4. Begin reporting on Travel Time Reliability as an additional mobility measure. Example results and maps are included in Appendix G. Targets 5. Either 1) revisit the long-term, aspirational goals to ensure that they reflect relative priorities between competing needs, and that they are feasible to obtain; or 2) develop a new set of mid-range targets that meet these criteria and provide a link between year-to-year performance progress and the aspirational goals. The target setting exercise could be conducted by CDOT’s Statewide Planning Unit as part of a long range planning process or strategic planning process, to help ensure that short-term resource allocation decisions support a longer term view of the transportation system defined in the long range plan. 6. Add an indication of movement towards the long-term targets in the Annual Performance Report. For example, combine the current red/yellow/green scale with an arrow indicating if the measure is trending towards the longterm target. A green arrow pointing upwards could indicate that the annual target was achieved, and that performance is improving from previous years. Using Measures in Decision-making 7. Evaluate opportunities to further integrate performance measures (current and future projections) into decision-making processes. Examples include: 1) using measures to support the allocation of funds across budget categories and/or regions (building from current practices evaluating funding and performance scenarios for the pavement, bridge, and maintenance programs); 2) using measures to support the prioritization of specific projects within categories, and 3) using performance results to identify internal strategic action items. 8. Document the basis for resource allocation decisions in the Long Range Plan, Revenue Forecast and Resource Allocation document, and/or the STIP Development Guidelines. 9. Work with senior management to further promote a culture of performance. Examples include: consistently communicate a strategic direction for the agency; explain how a small set of measures reflect this direction; refer to Cambridge Systematics, Inc. 3-39
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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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