135 Transportation Research Record: Journal of the Transportation Research Board, No. 2285, Transportation Research Board of the National Academies, Washington, D.C., 2012, pp. 135–144. DOI: 10.3141/2285-16 R. Rajbhandari and S. Saman, Center for International Intelligent Transporta- tion Research, El Paso Office, Texas A&M Transportation Institute, Texas A&M University, 4050 Rio Bravo, Suite 151, El Paso, TX 79902. S. Vadali and D. Kang, Texas A&M Transportation Institute, Texas A&M University, 3135 TAMU, College Station, TX 77843-3135. Corresponding author: R. Rajbhandari, rajat@tamu.edu. mance measures (KPMs). Dashboards have made their way into the transportation arena as a way to show progress of projects, traveler information systems, and congestion monitoring. RECENT TRANSPORTATION DASHBOARDS Some examples of recent dashboards in the transportation arena are briefly reviewed in this section. Freeway Travel Times Dashboard for Nevada Region The freeway and arterial system of the transportation travel times dashboard of the Regional Transportation Commission of Southern Nevada measures travel delay as a key metric to communicate its impact on mobility (1). The following objectives guide this dashboard: • To demonstrate the use of archived data to communicate to state and local agencies; • To monitor, track, and report freeway traffic congestion levels and travel reliability trends on a regional scale; • To extract and identify congestion, both temporally and spa- tially (as well as together); and • To extract and characterize normal traffic flow at different times of the day and days of the week. FHWA’s Congestion Dashboard FHWA supports a national traffic-monitoring program that incorpo- rates reliability measures such as the buffer index and planning time index in more than 30 cities (2). The FHWA congestion dashboard is designed to communicate reliability through an assessment of congestion reduction via color-coded arrows showing magnitude and direction of change for three measures: (a) hours of congested travel per day, (b) travel time index, and (c) planning time index on a quarterly basis. Oregon Department of Transportation Performance Dashboard The dashboard of the Oregon Department of Transportation (DOT) communicates information on five agency goals and related mea- sures (3). The Oregon DOT tracks several measures for each goal Dashboard Tool to Communicate Delays and Economic Cost of Delays at International Border Crossings Rajat Rajbhandari, Swapnil Saman, Sharada Vadali, and Don Kang The development of a dashboard tool to communicate key performance measures related to the cost of delay incurred by U.S.-bound commercial vehicles at international border crossings is discussed. Various frame- work and implementation aspects of such a dashboard are covered. These aspects include collection and processing of delay and economic cost data, design of the dashboard interface, calculations of performance measures, and finally its intended use for stakeholders. Two sets of metrics or key performance measures are discussed within the context of international land border crossings, the first pertaining to delay measures and the second to economic costs of delay. Definitions of “true delay” at border crossings and several delay measures are given, and the development of the same at varying temporal resolutions is reviewed. On the basis of a review of previously developed dashboards, the authors believe that the current effort is the first in which highly granular delay-related intelligent transportation system data have been integrated with economic components of delay in the arena of performance measurement. Nevertheless, the research focuses on delay incurred by the freight community at international land border crossings. Finally, data gaps and other theoretical issues that need addressing in the future to advance the discussion of a delay measure and its con- sequences at international land border crossings are treated. Regard- less of challenges concerning data, the authors believe that a significant potential exists for dashboards to enhance the planning process among stakeholders and to optimize their decision-making processes. Dashboards are portals for reporting performance of an organiza- tion. They are also management information system–type tools that facilitate and support information and decision-making needs of policy and decision makers by providing them with easy access to both internal and external information relevant to meeting the stra- tegic goals of the organization or company. Dashboards made their advent in the corporate world back in the 1980s and 1990s and have proved to be of great value in corporate performance and decision making. Dashboards typically include visualization components such as traffic lights, arrows, gauges, and dials for tracking key perfor-