Performance Measurement and Reporting: Washington State’s Experience

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Presentation transcript:

Performance Measurement and Reporting: Washington State’s Experience Managing for Results AASHTO Transportation CEO Workshop October 23, 2009 Paula Hammond, Secretary of Transportation

Washington State Department of Transportation Profile WSDOT owns, manages and maintains: Highways 20,000 state highway lane miles (carry 86 million vehicle miles / day) 225 lane miles of a planned 320-mile HOV system More than 3,600 bridges and structures Ferries 22 ferry vessels, 20 terminals and 500 daily sailings (carry 23 million passengers / year) Passenger rail Partner in Amtrak Cascades state passenger rail (carries over 700,000 passengers / year) Freight rail Grain Train (runs 89 grain cars) 1,432 miles of short-line rail Transit support Commute programs support nearly 800,000 commuters statewide Vanpool program includes more than 2,650 vans (largest public vanpool fleet in the nation) Aviation 17 general aviation airports Total 2009-11 Biennial Budget of nearly $5.8 billion $4.4 billion (09-11) Capital Budget, over 900 active projects, currently delivering the largest infrastructure program in the state’s history $1.4 billion (09-11) Operating Budget (includes Ferries and Highway maintenance)

WSDOT is meeting the challenges of: Additional demand – population and economic growth Keeping up with preservation and maintenance needs Making the transportation system safe for travelers Operating the system well

WSDOT’s Vision: The Transportation System of the Future Must Be … Reliable Improved travel times for drivers Better reliability and choices for commuters and increased intercity service More efficient freight movement across state and in and out of our ports Responsible Safer roads, and fewer fatalities and serious injuries Cost effective asset maintenance and preservation Highways, transit and ferries provide users integrated travel options Increased special needs transportation to provide access for jobs and lifeline services Sustainable Cleaner air and water Strategic and balanced approach to climate change Predictable funding and affordable improvements and operations

What Is Performance Measurement and Performance Management? FHWA: “Use of statistical evidence to determine progress towards specific organizational and system objectives”* WSDOT’s Working Definition: An opportunity to tell your story An opportunity to better manage your agency and operate state transportation systems * http://ops.fhwa.dot.gov/perf_measurement/fundamentals/index.htm

Performance Measurement Driving Forces Federal, gubernatorial, and legislative mandates Good management practice Internal agency initiatives Strategic and business planning Competition for resources Investment decision-making Public and political expectations for accountability National benchmarking and comparisons (e.g. Urban Mobility Report; Council of State Governments; Governing Magazine) Performance-based federal aid program/reauthorization Federal economic stimulus spending and reporting

Benefits of Performance Management Enhancing productivity and service delivery Identifying and fixing problems and learning from best practices Understanding issues at a system level Improving communication internally and externally Cross-program coordination – removing silos Demonstrating program effectiveness Making the case for funding of unmet needs Allocating resources based on performance Motivating staff and celebrating accomplishments Enhancing public support and agency credibility

WSDOT’s 2009-15 Strategic Plan: WSDOT’s Lessons Learned Commit to Transparency and Accountability as a Fundamental Management Principle WSDOT’s 2009-15 Strategic Plan: “We will be accountable to the public for all of our challenges and achievements by providing clear and concise information to the people of Washington, elected officials, and our many other transportation partners.”

WSDOT’s Lessons Learned Regularly Measure and Communicate Performance Start with the highest priorities – don’t try to cover everything – build on success over time Use candor and transparency: “The good, the bad and the ugly”– no exceptions. Use “Plain Talk” – language people can understand Combine quantitative and narrative reporting – Performance Journalism – “Telling the Story” Make reports easily accessible to the public and the media Quality control the data and analysis Be current and timely Train staff Avoid using measures to penalize

WSDOT’s Lessons Learned No Measure is Perfect Key questions to ask: Why this measure? What is its purpose? How will it be used? Will the measure contribute to management and investment decisions, or help communicate performance to decision makers and the public? Or is it “measuring for measuring sake?” Who is the audience? Is the measure easily understood? How much can the agency influence performance? Is the data accurate, replicable? Can it be used to track trends? Do the benefits of measuring outweigh the costs of collecting and analyzing data?

WSDOT’s Lessons Learned Choose the Right Measures “Don’t let the perfect be the enemy of the good.” Start now, describe measure limitations, and develop more robust measures over time. Measure development is incremental, iterative, and evolutionary Natural tension between “keep it simple” and the multitude of measures that may be necessary to manage programs and fully “tell the story” Communicating to broader audiences usually requires higher-level, simpler, and more general measures More detailed program-level “sub-measures” should logically link to higher level measures in a way that can be clearly explained and understood. Avoid focusing only on measures just because they’re available (low hanging fruit) if they’re not used to manage – doing so may lead to unintended policy and investment consequences.

WSDOT’s Lessons Learned Example: Capital Project Delivery Sometimes a single, high-level measure can effectively drive performance and communicate results… High level measure used to drive overall performance and communicate to the Governor, Legislature, and public Sub-measures used for project management and internal decision making

WSDOT’s Lessons Learned Example: Pavement Condition …and sometimes there is no single high-level measure that can effectively drive performance. Multiple measures are needed to ensure optimal investment decisions. If a single measure is used, its limitations should be clearly acknowledged

WSDOT’s Lessons Learned Build Performance Measures Over Time Examples of WSDOT’s existing performance measurement topics Topics requiring new performance measures – the work continues Project delivery Highway safety Highway maintenance & operations Congestion management Environmental compliance Asset management (bridges, pavement, ferries, etc.) Freight rail Passenger rail Ferries operations Workforce safety ARRA / economic stimulus project reporting Climate change Freight mobility System (state-local) mobility performance Project effectiveness (“before & after” analysis)

Summary of Lessons Learned Start now - expand and refine over time Quality control the data and the analysis Tell the story behind the measures. Use narrative reporting to supplement data Tailor measures to the audience. Actively use measures and apply them to policy and management decisions. Using measures leads to better data quality and will support a more effective performance management culture within the agency Commit to performance measurement, transparency, and accountability as a management principle Performance measurement can foster improved management, investments, and efficiency. It can’t make up for insufficient funding.