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Adapting a Culture for Performance Management at the Nevada Department of Transportation
  • Published Date:
    2018-03-01
  • Language:
    English
Filetype[PDF-1.19 MB]


Details:
  • Publication/ Report Number:
    P365-16-803
  • Resource Type:
  • Geographical Coverage:
  • NTL Classification:
    NTL-PLANNING AND POLICY-Surveys
  • Format:
  • Abstract:
    State transportation agencies (STAs) nationwide have grown accustomed to using performance management to demonstrate transparency and accountability to the public, state general assemblies, and national stakeholders. The Nevada Department of Transportation (NDOT) has identified cultural acceptance of performance management as a systemic weakness in the agency that could be more effective by improving the relevance of performance measures to NDOT business practices, expanding the use of performance measures beyond reporting, and better using performance data to drive decisions. This report summarizes the results of a study to assess the NDOT culture as it relates to performance measurement (PM), to outline success factors that other STAs have implemented to improve cultural acceptance of PM, and to recommend steps that can be taken to affect agency culture (e.g., acceptance, management practices, decision making) at all levels within the business units. The study used existing literature, interviews with NDOT executives and managers, and discussions with other State DOT officials to identify success factors for implementing a performance management culture. The success factors include communicating with stakeholders, engaging staff at all levels within the agency, and assigning accountability for performance results. These topics were presented to NDOT managers in conjunction with an FHWA-sponsored TPM workshop. The workshop concluded with NDOT agency managers, along with MPO stakeholders, establishing priorities that would enable NDOT to improve the cultural acceptance of performance management. The action items were assembled into recommendations that can guide the steps taken by the Performance Analysis Division to improve NDOT’s use of performance management. Initial priorities have been recommended for conducting a formal business planning process for the NDOT divisions and regions and modifying the employee evaluation process within the agency to include strategic and tactical performance measures. Implementing these changes reinforces a new way to do business within the agency using performance management transparently to maintain the public’s trust and ensure alignment with the agency vision.State transportation agencies (STAs) nationwide have grown accustomed to using performance management to demonstrate transparency and accountability to the public, state general assemblies, and national stakeholders. The Nevada Department of Transportation (NDOT) has identified cultural acceptance of performance management as a systemic weakness in the agency that could be more effective by improving the relevance of performance measures to NDOT business practices, expanding the use of performance measures beyond reporting, and better using performance data to drive decisions. This report summarizes the results of a study to assess the NDOT culture as it relates to performance measurement (PM), to outline success factors that other STAs have implemented to improve cultural acceptance of PM, and to recommend steps that can be taken to affect agency culture (e.g., acceptance, management practices, decision making) at all levels within the business units. The study used existing literature, interviews with NDOT executives and managers, and discussions with other State DOT officials to identify success factors for implementing a performance management culture. The success factors include communicating with stakeholders, engaging staff at all levels within the agency, and assigning accountability for performance results. These topics were presented to NDOT managers in conjunction with an FHWA-sponsored TPM workshop. The workshop concluded with NDOT agency managers, along with MPO stakeholders, establishing priorities that would enable NDOT to improve the cultural acceptance of performance management. The action items were assembled into recommendations that can guide the steps taken by the Performance Analysis Division to improve NDOT’s use of performance management. Initial priorities have been recommended for conducting a formal business planning process for the NDOT divisions and regions and modifying the employee evaluation process within the agency to include strategic and tactical performance measures. Implementing these changes reinforces a new way to do business within the agency using performance management transparently to maintain the public’s trust and ensure alignment with the agency vision.

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