A Guidebook for Sustainability Performance Measurement for Transportation Agencies (2011) / Chapter Skim
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Pages 16-27
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Preserving and enhancing environmental and ecological systems, 2. Fostering community health and vitality, Successful implementation of the sustainability performance measurement framework requires an agency to consider the overall context in terms of the type and scale of performance measurement application.
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See Appendix A for more guidance on how to define sustainability for your agency. STEP 2 – DEVELOPING TRANSPORTATION SUSTAINABILITY GOALS To address and promote the four sustainability principles, 11 key goals have been defined for transportation agencies (Table 1)
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Integrate smart growth and other sound land-use practices; and 6. Encourage new and innovative approaches to sustainable design and how facilities are operated and maintained.
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8. Ecosystems Protect and enhance environmental and ecological systems while developing and operating transportation systems.
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Even if a goal successfully supports one or more of the first three sustainability principles (environmental, community health and vitality, economic prosperity) , it could still have a negative impact on equity.
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Chapter 6 includes a compendium of objectives and performance measures. Table 2 shows how the objectives are organized into focus areas.
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System operations include network monitoring, signalization and signage, traffic/driver information systems, tolling and managed lanes, speed control and enforcement, parking management, turning and merging permissions and restrictions, incident management, public transportation routing and management, and the management of integrated transportation and non-transportation infrastructure. STEP 4 – DEVELOPING PERFORMANCE MEASURES Your performance measures serve to assess your agency's progress toward each objective and provide the ongoing data to help your agency further improve performance.
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Performance measures play a significant role in all of these programs and documents. The department's overarching approach to sustainability is embodied within the Florida Transportation Plan, the Strategic Intermodal System, mandates on the MPOs, recent regional visioning exercises, the agency's Efficient Transportation Decision Making process, and a 2007 executive order calling for the creation of a Florida Governmental Carbon Scorecard to track and report the reduction of greenhouse gases.
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Your agency may have a higher rate of success if only a few measures are added at a time. While there is no ideal number of performance measures, the total number of performance measures your agency selects should be kept to a manageable level.
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As shown in Figure 3, these applications of performance measures are interrelated. Some applications derive logically from one another.
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However, in the SPM framework, these benchmarks and targets need to be tracked at the level of performance measures. For example, if an agency sets a target of zero waste, this would need to be tracked for a set of measures that relate to the individual waste-generating activities.
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CMAP has an extensive sustainability performance measurement program. For example, measures are a central element as CMAP considers major transportation projects for inclusion in its long-range transportation plan (GO TO 2040)
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