Abstract

Federal and state government agencies are embracing performance management as a means to (1) justify the use of tax dollars and (2) monitor and report program accomplishments. The Kentucky Transportation Cabinet’s (KYTC) efforts to fold Transportation Performance Management (TPM) into its business processes and workplace culture required training that would educate personnel about TPM’s benefits, objectives, and activities. After reviewing training resources on performance management from FHWA, NHI, AASHTO, and state DOTs, Cabinet leadership concluded that their emphasis on federal requirements was not exactly what KYTC was looking for in a training program. Instead, KYTC wanted a training program that explained “what performance measures are” while also meeting their goal of building a culture focused on the internal and external benefits of performance management. Although the Cabinet must comply with TPM-related federal requirements, leadership wanted a training that went beyond the federal measures, one that would establish metrics that benefit transportation stakeholders across Kentucky. They decided the best option was to develop a KYTC-specific training that reviewed performance management and allowed participants to help develop their own performance measures, thereby allowing for the development of a participatory performance management program. KYTC retained Kentucky Transportation Center (KTC) researchers to provide technical assistance. Researchers were tasked with the following: • Develop KYTC-specific training material for TPM • Conduct training for KYTC program areas as identified by the Study Advisory Committee (SAC) • Facilitate identification of process performance goals within each program area As part of this effort, KTC convened 15 facilitated sessions with KYTC Central Office staff. The purpose of these sessions was to identify performance goals for each program area in the Division of Highways, Office of Safety, and Office of Highway Safety. Researchers also conducted eight workshops at the District level focused on areas that overlapped with District functions. These workshops also reviewed and developed additional performance measures

Report Date

8-2023

Report Number

KTC-24-15

Digital Object Identifier

https://doi.org/10.13023/ktc.rr.2024.15

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