CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan performance reports in management meetings; identify the role of CDOT branches in achieving which performance targets; and in addition to identifying a reporting owner for each measure, identify an owner responsible for achieving the target value, etc. Research has shown that when agencies (such as CDOT) identify a performance management champion, staff in other offices may feel that they are off the hook because someone else is responsible for performance management. In reality, the performance champion is responsible for ensuring that accurate and current performance data is provided in a manner that enables other offices to use it to make better decisions. Report Format and Content 10. Work to improve consistency among the various CDOT reports that contain performance information. For example, develop boilerplate text that defines the purpose, content, and use of each report; and include this text on the CDOT web site and at the front of each document. Other options for improving consistency include: a. Add a discussion of CDOT’s vision, mission, goals and objectives to each document. b. Establish an overall message for the agency (for example, a message that reflects agency priorities, what is being done to address these priorities, and what needs to be done) and ensure that this message is weaved throughout each document. c. To the extent possible, modify the content of the reports so that they use the same measures. When the content is mandated, work with the mandating organizations to update the list of required measures based on the agencies current priorities. For example, the Annual Performance Report contains a measure called “on-time performance for buses on U.S. 36.” Ensure that this measure still reflects a current priority. If not, remove it from the report. 11. Identify a “performance report of record” that represents CDOT’s vision of what an annual performance report should look like and contain. Ideally, CDOT could work to turn one of the existing reports into this document, rather than developing a new one. (Based solely on document names, the Annual Performance Report appears to serve this role now.) Once established, refer to this report as much as possible during internal and external discussions. While other reports will likely still be required, they could be described in terms of addressing a particular mandate, rather than reflecting CDOT’s strategic direction. 12. Provide on-line access to the information in the “performance report of record” identified in item #10. On-line dashboards provide easy access to key performance data and enable users to drill down into specific performance areas. Agencies have found that dashboards can increase the 3-40 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan visibility of performance efforts, which in turn helps to integrate measures into an agency’s culture (see item #8 above), increase accountability to external partners, and ensure the longevity of performance efforts. For more information regarding the effective dashboard design, refer to Section 5 of this report. Cambridge Systematics, Inc. 3-41
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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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CDOT Performance Data Business Plan - Cambridge Systematics

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