CDOT Performance Data Business Plan - Cambridge Systematics

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CDOT Performance Data Business Plan Table 5-1 Hennepin County Sample Balanced Scorecard Perspective Strategic Objective Measure Target Actual Comment Customer Finance Internal Process Learning and Growth Achieve customer outcomes Improve customer satisfaction Manage expenses Maximize revenue Build effective partnerships Retain knowledgeable staff Number of high priority issues resolved Percent of customers rating service very good or excellent Percent increase/decrease in annual budget Percent increase/decrease revenue derived from grants Number of projects involving one or more partners Employee retention rate 60 30 Need improvement, investigate process for resolving high priority issues 80% 80% Right on target 1.5 5% Reduced expenses due to budget cuts 5% 13% Good progress 25 10 Based on the number of projects to date with one or more partners 95% 75% Need to monitor Lessons Learned Dashboards are becoming commonplace for public agencies to present their performance results. Both real time and static data are often featured. Designs vary but some similarities stand out. Best practices include: Initial view is a single page/screen snapshot of performance measure results; Drill down to more detail with filter options; Data export availability; and Responsible departments and directors displayed; Other features that present opportunities for improvement for some dashboards are: Easier to find links from the agency home page, with descriptive text; More use of maps and corridors to illustrate congestion; and Link to agency goals and strategies. 5-18 Cambridge Systematics, Inc.
CDOT Performance Data Business Plan 5.2 CURRENT CDOT PROCESS AND WEB REPORTING CAPABILITY The objective of this report is to assist CDOT with communicating performance measures to the public. Currently annual performance measure reports are available to the public via the CDOT Home Page by selecting Annual Reports from the Quick Links menu on the left of the page. However, no mention of performance measure reporting is available from the home page. The Annual Reports page lists all available reports for the last several years. The stakeholder process revealed the following needs regarding dashboards: Need to be able to drill down on measures so a person can see how their performance objectives link to those of the work unit, division and Department. Reporting needs to be more outcome oriented (e.g., rather than focusing on whether a bid was on time – what was the quality of the work?) It is a good idea to break down the measures by region. The more information, the better for the decision-makers. However, CDOT may wish to only show regional breakdowns for internal reporting. If measures are reported by region it will be important to provide annotations. For example, urban regions may have more difficulty with the on-time and on-budget measures than more rural regions. Dashboard design should not be constrained by the capabilities of Xcelsius. These recommendations need to be coordinated with the Public Relations Office for consistency with current processes at CDOT. 5.3 RECOMMENDATIONS FOR CDOT DASHBOARD REPORT FORMAT What Should Be Reported In A Dashboard? Dashboards should contain summary statistics at-a-glance, with drill-down capabilities to other dashboards for specific areas of interest to the dashboard user. Best practice indicates that dashboards should include only a few critical measures. How Often It Should Be Updated Dashboards are only tools; effectiveness depends on use. Update frequency should occur based on the individual measures and is discussed in more detail in Section 3.4 of this report. Cambridge Systematics, Inc. 5-19
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