CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan Policy Guidance 8. When adding projects or changing project schedules, our agency considers effects on the delivery of other projects in the program or other potentially impacted programs. Strongly agree Agree Neutral Disagree Strongly disagree Information and Analysis 9. Our agency has a complete and up-to-date inventory of our assets. 10. Our agency regularly collects information on our asset condition. 11. Null. Programmer error. 12. Our agency regularly collects information on the performance of our assets. 13. Agency managers and staff at different levels can quickly and conveniently obtain information they need about asset characteristics, location, usage, condition, or performance. 14. Our agency has established data standards to promote consistent treatment of existing asset-related data and guide development of future applications. 15. Information on changes in asset condition over time is used to improve forecasts of asset life and deterioration in our asset management systems. Strongly agree Agree Neutral Disagree Strongly disagree Source: Questions selected from AASHTO’s Transportation Asset Management Guide. The respondents were asked to answer the questions in the context of current and desired status at CDOT. The number “1” corresponds to “strongly disagree” and “5” corresponds to “strongly agree”. The results are shown in Figure 4.2. 4-12 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan Figure 4.2 Self-Assessment Results 5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 0.00 1 2 3 4 5 6 7 8 9 10 12 13 14 15 Actual Desired The CS team agrees with the survey data presented above. However, surveys may be biased since they were based on feedback from select CDOT employees. While CDOT management and staff clearly recognize the need for governance related to data collection and management, there is not a consistent understanding regarding what is needed and how it would affect the department. The following gaps were identified through stakeholder interviews during this project. No one office is championing data management or data governance (overall) at CDOT. There are varying definitions for terms – which results in misleading and inconsistent data reporting, for example: – The definition of “injury” has changed over time, and “crash rates” are not calculated consistently (e.g., crashes per 100 million VMT and crashes per million VMT are both used.) – “Fatalities” and “fatal crashes” have been used interchangeably by decision-makers though tracked separately. – The term “lane miles” means at least four different things to four different units across CDOT. It is also calculated differently – for example, some units divide the number of lanes by twelve (assuming 12-foot lanes) and others divide by fourteen. Communication regarding data availability, sharing and sources is not consistent. Cambridge Systematics, Inc. 4-13
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final report CDOT Performance Data
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CDOT Performance Data Business Plan
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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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