Transportation Performance Management: Insight from Practitioners (2010) / Chapter Skim
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Pages 42-48
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The fundamental question that needs to be answered is, "what do you hope to achieve with the performance management program? " C H A P T E R 7 Implementation
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Examples include: • NCHRP Report 446: A Guidebook for Performance-Based Transportation Planning, Transportation Research Board of the National Academies, Washington, D.C., 2000. • Strategic Performance Measures for State DOTs – A Handbook for CEOs and Executives, American Association of State Highway and Transportation Officials, Washington, D.C., 2003.
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In evaluating these two options, agencies should consider the context in which the results will be used. For example, if the main objective is to provide an annual snapshot of system performance as back ground infor44 Transportation Performance Management: Insight from Practitioners 2Oregon DOT, Highway Performance Management System User Guide; 2006.
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These activities represent a sustained effort that must be performed on a continuous basis throughout the life of the performance management program. The long-term commitment (and costs)
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Therefore the amount of effort required to compile even existing data into an integrated performance report should not be underestimated. All successful performance management programs have a champion or designated staff responsible for sustaining the program.
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The main difference between these two steps is that using performance results requires agencies to address organizational, institutional, and cultural issues that go well beyond Implementation 47 Figure 7.2. Minnesota DOT performance scorecard.
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This Guidebook has provided some insights into how other transportation agencies have successfully begun and sustained the performance management process, including the following: • Begin by focusing on a clear and present challenge faced by the agency and use performance measures to help describe the problem and provide evidence for the most appropriate solution; • Bring managers and employees along with this program, building their capability to use and manage with data, while also focusing on ways that they can do better; • Expand the program over time and into the day-to-day processes and culture of the agency, such that there is an expectation that quality data will be used to support major decisions and agency staff will take ownership of their work; • Train agency managers and employees to focus on the needs of agency customers and to balance standard engineering and programmatic considerations against these needs so that the agency appears credible and capable to the public and legislative bodies; • Sustain these efforts over time by ensuring that the program is not connected to a single individual or office within the agency; and • Ensure broad distribution of performance data to legislators, stakeholders, and the public, building constituencies for the continued use of performance management at the agency. As a DOT applies performance management to its day-to-day processes, it is vital that it go through an evaluation of the program.
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