Organizing for Performance Management

摘要

The public-sector transportation community now has 15 to 20 years of experience in learning to plan and manage with performance measures. The paths of development vary widely from one organization to the next, yet they converge toward some common elements of effective practice. Great progress on this journey has been logged. Today, transportation investments are being selected on the basis of performance deficiencies and forecast benefits. Project status is reported regularly to managers, legislators, and the public. Politicians debate the performance level of snow and ice removal. And a state transportation commission has posted experience in performance management as a critical qualification for a new secretary of transportation.