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Tracker Measures of Departmental Performance

Tracker Measures of Departmental Performance. Brian Reagan MoDOT. What is MoDOT’s Tracker?. MoDOT’s performance management system used to assess how well the organization is achieving the Tangible Results for its customers. A book and a meeting Tracker is arrange by 18 Tangible results

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Tracker Measures of Departmental Performance

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  1. TrackerMeasures of Departmental Performance Brian Reagan MoDOT

  2. What is MoDOT’s Tracker? • MoDOT’sperformance management system used to assess how well the organization is achieving the Tangible Results for its customers. • A book and a meeting • Tracker is arrange by 18 Tangible results • There are approximately 120 performance measures that support these tangible results.

  3. Tangible Results • Results that MoDOT’s customers expect the department to accomplish as the department fulfills its mission. • Each Tangible result has a Result Driver who is responsible for delivering the result. • Each Tangible result has performance measures associated with it to determine progress.

  4. Performance Measure • Measure that is put in place to determine the progress towards a Tangible Result • Each Performance Measure has a Measurement Driver who is responsible for monitoring and presenting the measure at the Tracker meeting. • Measurement driver also makes recommendations to Result driver on closing gaps.

  5. Tangible Results Examples • Smooth and Unrestricted Roads and Bridges • Roadway Visibility • Efficient Movement of Goods • Best Value for Every Dollar Spent

  6. Smooth and Unrestricted Roads and Bridges • Percent of Major Highways Good Condition • Percent of Minor Highways in Good Condition • Percent of Bridges on Major Highways in Good Condition • Percent of Bridges on Minor Highways in Good Condition

  7. Roadway Visibility • Percent of Signs that meet Customers Expectation • Percent of Stripes that meet Customers Expectations

  8. Efficient Movement of Goods • Freight tonnage by Mode • Interstate motor carrier mileage

  9. Best Value of Every Dollar Spent • Fleet Status • Dollars invested in information technology resources

  10. Tracker Meeting • Senior Management leads meeting. • All District/Division Leaders present. • Measurement drivers and others. • Result drivers introduce each tangible result. • Measurement Drivers present each measure. • Public discussion about results.

  11. Why does it work? • Management has made themselves and others accountable. • Peer Exchange between districts and divisions • Best Practice • Everyone knows what the Tracker is and that it is important. • Leaves room for innovation. • D-Tracker

  12. Potential Problems • Be careful what you ask for • Difference between measuring performance and deciding what and where to do work.

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