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Vision, Mission, Objectives, and History

 

Vision
Through frequent interaction with Oregon Dept. of Transportation (ODOT) Divisions and Regions, the Performance Management Office seeks to develop synergistic performance results and ensure every ODOT employee is an agent of change capable of using data and best-in-class management practices in order to create the best transportation system possible. Doing this will ensure ODOT is the best steward of taxpayer dollars and reinforces the trust placed in ODOT by the citizens of Oregon.
Mission
Our Mission is to help Oregon Dept. of Transportation become the best managed Transportation Department in the country. To achieve this goal we work to further develop the mindsets and capabilities of ODOT employees and the plans, performance measures and processes of ODOT divisions required to continually improve.
 
 
Objectives
1. Provide answers to the following key questions:
  • What are the key services ODOT performs?
  • How does ODOT perform those services?
  • How well is ODOT performing (and how do we know)?
  • What can ODOT do to perform better?
2. Cascade the enterprise plans and processes required for continuous improvement throughout Oregon Dept of Transportation.
3. Track and analyze key performance measures (KPMs) for each department and create a culture of data-driven decision making.
4. Build the skills and capabilities of those we work with through effective coaching and training management.
5. Address systemic challenges facing ODOT and facilitate collaborative problem solving among appropriate stakeholders.
 

 

History, Method, and Responsibility
ODOT has a long-standing commitment to Performance Management. In 1988, a Performance Measurement program was started and at that time, ODOT sought a method to understand the efficiency and effectiveness of its programs. This initially led to a pilot program within the Department. Since that time it has been recognized that to achieve increased levels of efficiency and effectiveness, performance needs to not only be passively measured but also actively managed. Accuracy, timeliness, and responsiveness of the Performance Management office are the means used to meet this responsibility.
 
Annual Performance Progress Reports have been used for the last ten years to track the Key Performance Measures. These are reviewed and approved by the Legislature as part of the budgeting process.