Transportation Performance Management: Insight from Practitioners (2010) / Chapter Skim
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take up attention and time. The following insights all address the idea that many successful performance management initiatives are born out of specific agency challenges, rather than simply an overt desire for performance management, and that an incremental, responsive, and transparent approach is crucial.
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To emphasize that a fundamental change is taking place in the way the agency does business, it is helpful to accompany these changes in philosophy 22 Transportation Performance Management: Insight from Practitioners At the Washington State DOT (WSDOT) , the original impetus for a strong agencywide emphasis on performance management was an accountability crisis that occurred during the late 1990s in response to funding shortfalls, rapid growth in investment needs, voter repeal of a key revenue source, and erosion of trust between the department and the legislature.
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Many agencies that have successfully implemented performance management have done so through the introduction of a new agencywide initiative specifically aimed at promoting performance and accountability. Examples of this include the Total Quality Management program at the Ohio DOT (see sidebar)
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3.2 Support Performance Management with a Nimble Strategic Planning Process Strategic planning is the foundation of performance management, but the focus is too often on the product (a plan) rather than on the result (a strategic direction for the agency, with concrete actions)
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Performance management will never result in a perfect agency. Rather, the measure of success of a performance management program is whether an agency is developing a deeper understanding of the nature of its problems and developing programs to address them.
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. As governmental entities develop broader performance management and measurement initiatives, transportation agencies can link to a broader set of societal goals that the transportation agency is supporting through their investments.
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