Selected Notable Practices: Performance-Based Planning and
Programming
Brian Betlyon – FHWA Resource Center
Ohio Planning Conference
July 16, 2014
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Topics
PBPP Framework• Target Setting• Resource Allocation
MPO practices
State DOT practices
Transit operator perspective
PERFORMANCE-BASED PLANNING AND PROGRAMMING
Goals and Objectives
Performance Measures
Identify Trends and Targets
Identify Strategies and Analyze Alternatives
Investment Plan
Resource Allocation
Program of Projects
Strategic DirectionWhere do we want to
go?
AnalysisHow are we going to get there?
Programming What will it take?
Implementation and EvaluationHow did we do?
Monitoring
Evaluation
Reporting
Develop Investment Priorities
PLANNINGQ
uality
Data
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METROPOLITAN PLANNING ORGANIZATION
Practice Examples
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Target Setting
• Key question – Aspirational or vision-based targets vs. evidence-based targets
• No single approach appropriate for all areas• MAP-21 requires evidence-based targets – what
do you expect to achieve• Data needs
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Champaign Urbana MPO2035 LRTP Measures
Goal #6: To provide facilities for non-auto modes of transportation in order to improve mobility and decrease the number of vehicles on our roadways
Objective 2: Increase local transit ridership by at least 5% by 2014
Objective 3: Increase the number of enplanements at Willard Airport by at least 10% by 2014
Objective 4: Increase the number of Amtrak boardings at Illinois Terminal by at least 15% by 2014
Annual Transit Ridership
Number of Transit Routes
Annual Enplanements
Number of Flights
Annual Ridership at
Illinois TerminalFrequency of Trains per day
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Mid-Ohio Regional Planning Commission2012-2035 MTP
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View other MORPC Goals and Objectives:http://morpc.org/pdf/2012MTP_ExecSummary_May.pdf
STATE DOT PRACTICE EXAMPLES
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Maryland State Highway Administration Objectives:FY 2012-2015 Business Plan
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Key Performance Area Example SMART Objectives
Safety Reduce the annual number of traffic related fatalities on all roads in MD from 592 in 2008 to 475 or fewer (19.8% reduction) by December 31, 2015
Mobility/Economy Achieve an annual user cost savings of at least $1.1 billion as a result of congestion management
System Preservation and Maintenance
Maintain annually at least 84% of the SHA pavement network in acceptable overall pavement condition (cracking, rutting, and ride)
Minnesota DOT Target Example
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Resource Allocation
• Resources include investments in infrastructure, staffing decisions, and policy/strategy decisions
• Performance-based investment decision making requires an understanding of … The strategies that are likely to improve performance The impacts of these strategies on expected performance Data and tools to be able to measure or estimate these
impacts
Performance-Based Approaches to Resource Allocation
Investment Scenarios
• Assess how investment decisions today impact long-term performance
• Evaluate and compare scenarios and investment tradeoffs to achieve desired performance
• Actively engage stakeholders and decision-makers
Project-Level Evaluation
• Evaluate the effectiveness of projects and strategies to achieve performance targets
• Prioritize projects and estimate investment needs
• Actively engage stakeholders and decision-makers
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New Jersey DOT Update
Example - SEMCOG
Examine the relationship between program-level investment and performance
Examine scenarios that vary funding by program area; adopt a preferred scenario Preservation focused Transit focused Public preference driven
Track performance over time; track investments against the adopted scenario
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Pavement
Delay
Bridge
Safety
Project Type Planned Funding Actual Funding
Bridge 5% 5.2%
Nonmotorized 1% 1.1%
Pavement 24% 14.5%
Road Expansion 8% 3.5%
Safety 1% 0.6%
Transit Capital 8% 7.0%
Operating 53% 68.1%
Total 100.0% 100.0%
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San Francisco MPO - MTC Project-Level Assessment
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MTC Performance Assessment to Achieve Congestion Reduction Target
• Congestion reduction goal
Transit Operator PBPP Perspectives
• Washington Metropolitan Area Transit Authority
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Example – Mn/DOT
Supports Minnesota GO 50-year vision. Establishes objectives & strategies to guide investment
Integrates performance planning & risk assessment to establish priorities for projected funding. Measures impact of investments on performance targets.
Investment Plans Performance MonitoringMultimodal Plan
Regular review of performance in each policy area
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WMATA - The MAP-21 Crossroad
Opportunities
Common Sense Letter of the Law
Path of
Resistance
You are here
Who is the Office of Performance?
MAP-21: Requires “Performance-Based”
Target SettingEvaluate Programs,
Projects & Strategies
Allocate Resources
Budget and Staff
Measure, Evaluate, and Report Results
Actual Performance
Achieved
Performance Measures
Goals/Objectives
QualityData
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Source: NCHRP 8-36 (Task 104): Integrating Performance Measures into a PBPP Process
Putting PBPP into Practice: Lessons Learned at WMATA
Challenges
Opportunities
Cultural resistance to performance mgmt.
Culture change
PBPP lip service
Tendency to fixate only on the number
“Trains 92% on-time”
Embrace power of “why”
• Fleet 66% more reliable
• Adjusted track work
More lessons learned in TR News Issue on Performance Management (Upcoming, Spring 2014)
Measure = bacteriaDevelop an elevator “pitch”
Focus on the Vital few
MAP-21: Requires Coordination
Challenges
Opportunities• Silos between
agencies/ jurisdictions
• Fear about “surrendering” control
• MPOs typically do not own and operate infrastructure, reliant on other agencies to achieve targets
• Multiple performance efforts occurring
• Different priorities
• Learn from others (peer exchange!)
• PBPP and data sharing drives coordination
• Begin coordinating performance monitoring to identify regional trends
• Show how ALREADY coordinating
• Establish common ground
• Explore collective impact model
MAP-21: Requires Targets
Challenges
Opportunities• Data vs. gut
• Clarifying audience
• Gathering data
• Understanding inputs (e.g., trends, actions, resources, externalities, peers)
• Publically announce touchdown
• Different targets across agencies (local vs. state)
• Focus on connection between actions and results
• Increase buy-in to the measures
• Expose data issues
• Highlight where more resources are needed
• Manage expectations
• Force conversation about why set target
MAP-21: Requires Asset Management Plans
Challenges
Opportunities
• Time and resources
• Incorporating Risk new frontier
• Transit agencies new to TAMP
• Unknown impact on funding
• Put money where should
• State DOTs advancing asset management practices
• Learn from our DOT siblings
• Evolve FHWA and FTA relationship to agencies
MAP-21: Requires Reports
Challenges
Opportunities
• Time and resources
• Report just to report
• Publically show results- good and bad
• What will FHWA/FTA do with information?
• Use existing resources better
• Build trust
• Understand why
• Celebrate successes
• Make your case- be innovative
MAP-21: Requires Reports
Challenge
Data without context leads to
misinterpretation
Opportunity Communicate
performance trends to explain challenges AND demonstrate progress