2.2: Managing the DOT’s Performance in Open Government Practices
Other Information:
DOT has several planning and management tools at our disposal to create sustainable change throughout the Department. DOT
will evaluate how those tools could best stimulate the change required to encourage openness, as appropriate, into the core
functions of the DOT and adopted at every level. These tools include performance reports, mission and function statements,
organizational assessments, the annual budget process, and program performance. To embed these principles in the DOT business
culture, we will explore how to best balance the use of compliance activities such as program reporting and performance management,
and employee incentives, such as through Secretary level awards for Open Government. We understand that for Open Government
principles to be effective, they must be applied in the mission-based programs of the DOT. This could be accomplished through
leveraging existing activities that are integral to managing our programs and our workforce. Therefore, the DOT will evaluate
how to best infuse Open Government components into management practices. This performance framework starts at the Departmental
level and flows down to the OA and program level through various performance tools. Figure 7 illustrates those tools. Performance
Reports: Each year the DOT completes a high-level review of its performance against the goals described in the strategic plan.
The Open Government objectives included in the DOT Strategic Plan and selected performance indicators will be tracked and
reported. Organizational Assessment: Each DOT OA completes an annual self-assessment of its performance in both mission and
support functions. These assessments contribute to the determination of performance ratings for career members of the Senior
Executive Service (SES). These assessments will be evaluated to determine how they could consider Open Government principles.
Program Performance: Each DOT program is described using a simple model that evaluates program performance. We will explore
how to integrate Open Government activities, outputs and outcomes into that model. Individual Level/ Employee Incentives:
To change behavior on an individual level, many activities are crucial. These include: employee education and training, creating
Secretary’s Open Government awards, modeling desired behaviors, changing work processes, completing high profile demonstration
projects, and conducting pilot lessons to share lessons learned. DOT will explore the best ways to equip employees to be more
open, as appropriate, through many of these activities. The goals and objectives of Open Government are difficult to measure.
However, to understand how well we are meeting our objectives and goals, measures are crucial. Furthermore, Open Government-related
measures should relate to the performance measures in the DOT strategic plan. DOT is considering many performance measures
to possibly include in its performance dashboard. This dashboard will be reviewed by DOT senior leadership on a monthly basis
and adjustments to strategies and initiatives will be made based on performance. Table 4 shows the relationships among each
Open Government goal, phase one objective, and a sample of the possible measures that have been discussed. Once the final
performance measures are identified, their values will be provided on the www.dot.gov/open Web page and updated consistent
with Departmental and program reporting cycles.
Indicator(s):
|
