ABSTRACT
Transportation agencies in the United States and elsewhere have dramatically transformed the way they do business over the past ten to fi fteen years, and performance measurement is an essential ingredient in their quest for managing effectively to produce results. This general movement toward managing for results has been driven by (1) increased demands for accountability and improved performance from the public, elected offi cials, and the media, (2) strong leadership and the desire to strive for excellence within agencies, and (3) recognition that sea changes in the environment in which transportation agencies function require strategic thinking to plot new courses of action and then measure success in implementing them (Lockwood 1998, 2000).
