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The Oregon Department of Transportation released the results of an independent audit of its management practices on Tuesday, and they describe a healthy organization overall, but with room to improve.

The audit, performed by McKinsey and Co., reports an above-average rating on the Organizational Health Index 鈥� a measure of the agency’s ability to set and impose a vision, train and retain skills, and execute goals.

But the report also notes a lack of 鈥渞ole clarity鈥� among ODOT, the governor’s office, the Legislature and ODOT’s governing board, the Oregon Transportation Commission.

鈥淐urrently, there is a misalignment between stated goals and day-to-day activities,鈥� the report states. ODOT is also subject to two parallel accountability tracks 鈥� a formal one mandated by the Legislature, and an informal one favored by employees.

Further, the report states there is potential for ODOT to improve efficiency in procurement as well as building and fleet maintenance.

ODOT’s stakeholder engagement is described as 鈥渆ffective.鈥� Its organizational leadership and culture drive are described as 鈥渟trong,鈥� with room for improvement on smaller projects.

The audit team conducted more than 50 interviews with experts, and compared the agency to similar ones in other states, including California, Arizona, Washington, Idaho and Nevada.

The Department of Administrative Services, which commissioned the report, will now develop recommendations based on the report and present them to Gov. Kate Brown, the OTC and the Legislature by the end of February.