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1 Performance Measures for State Aviation Agencies The research discussed in this report resulted from a specific visioning session conducted by ACRP with the National Association of State Aviation Officials (NASAO). Members of NASAO identified a need to have guidance on performance measures (PMs). A problem statement was developed that led to an ACRP project, and ultimately to the research for and subsequent publication of this guidebook. Purpose of the Research State aviation agencies, like many other state governmental agencies and industry orga- nizations, are being held more accountable for their activities in serving their constituents. To meet these demands for more accountability, many agencies have been searching for effective means to demonstrate their value. This value can be measured by items that are quantifiable and those that are more qualitative. This guidebook is focused on summa- rizing those that are more quantifiable. However, note that this is often complicated by a system where the agencies themselves may have little influence over individual issues that their constituents are interested in having reported. A great example of this is reporting commercial passenger enplanements. Some agencies are asked to report the annual number of commercial passenger enplanements in a state. This is an interesting statistic, but unless the agency is contributing funds to assist in putting passengers in seats, this is not a measure that the agency can control. It is likely just a measure that shows how activity in the state is taking place. This distinction in PMs will be addressed in more detail later in the guidebook. Agencies may also have limited resources (staff, data, time) to support the track- ing and measurement of various metrics. Consequently, members of NASAO identified a need to provide guidance on the use and selection of PMs for agencies. Key Takeaways Early on, the NASAO membership noted that they were looking for guidance that could provide an array of options for agencies to consider, not a document that was heavy handed with a long list of absolute, must-do PMs. It was also apparent that agencies had individual circumstances that influenced their use of PMs. Some have legislatively mandated metrics that they must track and report, while others have no PM requirements. It is this diversity that led to the development of a document that can be used as a resource for agencies to consider and select PMs appropriate for them, but it is not prescriptive in the specific number or type of measures to be selected by an individual agency. S U M M A R Y Measuring something just for the sake of measuring it should not be a basis for selecting the measure.
2 Performance Measures for State Aviation Agencies Each agency, using its mission, vision, and goals as the foundation, should select those PMs that align with its needs. Note that measuring something just for the sake of measuring it should not be a basis for selecting the measure. For example, answers to the following questions are important in the selection of PMs: ⢠How does the measure support the mission, vision, and goals? ⢠How can the results of the PM assist in improving the activities associated with the measure? ⢠How can the results possibly demonstrate the benefits of those activities? Key takeaways from the research include: ⢠Align the PMs with the mission, vision, and goals of the agency to provide a strong link to the agencyâs strategic plan. ⢠Start small. Assessing too much too fast can lead to information overload. ⢠Determine the available resources to support the data collection and analysis. ⢠Remember, there are no ârightâ or âwrongâ PMsâeach agency must assess what is right for its situation. ⢠Develop a cycle to not only collect the data and assess the results but then DO something with the resultsâdo not measure just to measure. How to Use the Guidebook The guidebook has three informal parts. Chapters 1 and 2 set the stage to explain the general concepts of performance measurement and define the terms that are used. These chapters also discuss ties to strategic planning and key relationships to an agencyâs mission, vision, and goals. Chapters 3 and 4 make up the second part. Chapter 3 guides the reader in how to develop and hone PMs that fit a specific agencyâs needs. Then Chapter 4 provides summaries of nearly 100 different PMs, some more statistical than others, that various agencies across the country have been using to evaluate their activities. Agencies wishing to implement PMs or to enhance their existing PMs can use these summaries as a starting point to select their own PMs to track. These two chapters offer the reader the ability to pick and choose various PMs to review, provide brief explanations of what each PM offers, and discuss how the PM may be implemented within an agency. The third part is the appen- dices, which include a set of case studies that offer insights into how five different states have used various PMs to guide activities in their agencies. If you donât collect any metrics, youâre flying blind. If you collect and focus on too many, they may be obstructing your field of view. âAgile Scrum: Your Quick Start Guide with Step-by-Step Instructions (Graffius, 2016)
