Transportation Performance Management: Insight from Practitioners (2010) / Chapter Skim
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In the last several years, however, there has been a shift from performance measurement to performance management as well as from reporting whatever data are on hand to carefully and strategically selecting measures, setting targets, reporting measures, and using this information to shape decisions. This Guidebook considers the moment of decision-making and examines the practices several transportation agencies use to bring performance considerations into the process.
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Frequent public reporting of results can produce numerous positive results, including: building credibility, accountability, and trust between the DOT and its constituencies; strengthening support for budget and program proposals; and promoting friendly competition and information sharing between districts and offices that experienced differing results. Why Should a Transportation Agency Care about Performance Management?
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A recently proposed version of this legislation developed by the House Transportation and Infrastructure Committee includes many principles of performance management (including measuring performance, setting targets, requiring the planning process to support performance measurement, and others) ; and stakeholder positions (e.g., the American Association of State Highway and Transportation Officials, the American Association of Metropolitan Planning Organizations, and others)
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The key insights from agencies that described how performance management helped them focus included the following: • Initiate a performance management program to identify and address or avoid a compelling problem. Performance management is not an end in itself, but a means to focus an agency on specific priorities.
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DOTs have to find ways to find performance management champions willing to take on new responsibilities. Performance Management Requires a Customer Focus Performance management requires transportation agencies to think of the users of the transportation system as customers and to work to understand their perspective when developing both transportation programs and the measures used to evaluate them.
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Many transportation agencies that have successfully implemented performance management are able to pitch the usefulness of the program and data to new administrations who can set their own priorities, but continue to manage their programs using data and analytic techniques. Key insights from agencies that have sustained performance management included: • Senior management must work to institutionalize performance management.
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From page 7... ...
The insights in this Guidebook can help improve decision-making, but agencies looking for a more fundamental primer on performance measurement may want to supplement this Guidebook with other resources. Several existing reports developed by NCHRP may be especially useful for initiating a new program, including the following: • NCHRP Report 446: A Guidebook for Performance-Based Transportation Planning provides an introductory primer to help agencies integrate performance measures into their long-range planning efforts and improve the development, implementation, and management of their transportation plans and programs to support agency goals and objectives.
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From page 8... ...
The guidance reported here builds on these previous efforts by examining transportation agencies that have been relatively successful in implementing performance management programs. The review has produced a menu of insights that other agencies can draw from to implement their own programs.
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