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. With an eye toward sustainability in methods, procedures and resources, we recognize those practices importance to Oregon's livability and environmental future. Doing this will ensure ODOT is the best steward of taxpayer dollars, and reinforces the trust placed in ODOT by the citizens of Oregon.
Our mission is to help ODOT 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.
- Provide answers to the following key questions:
Cascade the enterprise plans and processes required for continuous improvement throughout ODOT.
Track and analyze key performance measures for each department and create a culture of data-driven decision making.
Build the skills and capabilities of those we work with through effective coaching and training management.
Address systemic challenges facing ODOT and facilitate collaborative problem solving among appropriate stakeholders.
- What are the key services ODOT performs?
- How does ODOT perform those services?
- How well is ODOT performing (and how do we know), and
- What can ODOT do to perform better?
History, Method, and Responsibility
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 are reviewed and approved by the legislature as part of the budgeting process.