Transportation Performance Management: Insight from Practitioners (2010) / Chapter Skim
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From page 13... ...
Performance management provides support for the strategic planning process by helping transportation agencies make decisions based on meaningful data that touches upon all three of these interest areas. Tracking and reporting performance data helps agency executives to understand the impacts of investment decisions and agency practices on the state of the transportation system and the system's impact on other social, natural, and economic systems.
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The uses of performance management that are described in this section can be applied 14 Transportation Performance Management: Insight from Practitioners Strategic Planning Process Customer Engineering Fiscal Performance Management System Reporting (Internal and External) Figure 2.1.
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. For more examples of how an agency can use strategic planning and performance management to hone in on key agency goals, see Chapter 1.
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2.1 Performance Management Figure 2.3 presents the performance management system as a continuous cycle consisting of four key components: selecting measures, setting targets, making decisions, and evaluating the system. The third of these steps, using performance measures to make decisions, is the primary 16 Transportation Performance Management: Insight from Practitioners Figure 2.3.
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2.1.1 Performance Management Life Cycle 2.1.1.1 Selecting Measures Whether performance measures are selected in conjunction with strategic plan development or in a separate process, the strategic plan should serve as the guiding document in selecting performance measures. Measures should reflect agency goals and objectives, providing the data needed to answer the question, "how are we doing?
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. 18 Transportation Performance Management: Insight from Practitioners
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Externally, consistent measures can make it easier for stakeholders to fully appreciate progress that is being made or new challenges that arise. 2.2 Reporting Performance reporting inevitably occurs as part of any performance management program, and the form and frequency of performance reports should not be an afterthought.
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The overall matrix of insights is shown in Table 2.1. 20 Transportation Performance Management: Insight from Practitioners Topic Insight Initiate a Performance Management Program to Identify and Address or Avoid a Compelling Problem As a Program Develops, Use Measures to Diagnose Problems Support Performance Management with a Nimble Strategic Planning Process Use Performance Management to Help an Organization Focus Use Performance Management to Improve Agency Transparency Senior Management Must Support the Program Hold Staff Accountable for Agency Performance Empower Staff to Take Ownership of the Program Performance Management Must Engage with Employees Employee Challenges Are Inevitable Align Performance Targets with Customer Expectations Learn How to Better Balance Multiple Constraints in Decision-Making Performance Management Requires a Customer Focus Build Agency Credibility via Modest, Customer-Focused "Quick Fixes" Senior Management Must Work to Institutionalize Performance Management Ensure Many DOT Managers and Employees Are Involved in Performance Management Use Performance Management to Build Bridges with State Legislators Sustain Performance Management by Building Constituencies Make Performance Management Efforts Visible to the Public Table 2.1.
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