Procuring, Managing, and Evaluating the Performance of Contracted TMC Services
to overall goals, shows agency progress and sets accountability criteria for judging and paying on performance-related contracts.
Performance indicators that are explicit and easily understood are important to effective contracted services management.
No one, neither the contractor nor the TMC operating agency, benefits when performance measures that are used as tools for contract evaluation or used to convey operational effectiveness to policy makers and travelers can be easily misconstrued.
The challenges of establishing goals, objectives, measures, targets, and identifying and collecting data are intrinsic parts of any performance measurement system and should be viewed more as steps in a system than as challenges to be overcome.
The information gained from ongoing focused evaluations allows refinements. These refinements can be planned for and accomplished with greater accuracy and efficiency than would be possible without a performance management system. Additionally, the availability of a solid basis for future plans may lead to an increase in dollars available for operational improvements.
The implementation of any performance measurement program is going to result in some efforts that are a resounding success and others that will be deemed a failure.
Performance measures need to have a purpose – there has to be a reason for measuring something. If there is no reason, then it becomes “just a reporting exercise that no one looks at.” The use of a small but meaningful set of measures is vastly preferred to a large and cumbersome collection.
Understanding the fundamentals of how to sample the data to obtain insight into the contractor performance is a key aspect of any evaluation. A key aspect of sampling strategies for performance measures is a comparison to ensure that the sample is representative of the entire population. Without this check, the results may not be representative of the entire system.
Page 75 of 97