ridot’s performance measurements, management & messaging approach
TRANSCRIPT
RIDOT’sPerformance
MEASUREMENTS, Management & MESSAGING
APPROACH
Background
2008 – Scan TourMissouri, North Carolina – Best Practices
2009 – Educational PhaseARRA interruption
2010 – Phase I Research ProjectUniversity of Rhode Island & RIDOT Team
2011 – Governor Lincoln Chafee’s InitiativePerformance based budgeting & management for all state agencies
Phase I Research Project Update
Review of DOT Literature & Dashboards/Websites
Meetings with RIDOT Senior Management Idea Generation
Polling of RIDOT Key Personnel Gathering of Metrics/Measures at Section Level
Transportation Research Board National Perspective – AASHTO, BPC NTTP
Executive/Legislative Levels, International
Phase I Research Project Update
Recommendations to RIDOT Executive Management Feedback on Priorities & Resources
Develop Final Recommendations to RIDOT Senior Management Approval to Implement Organizational Structure – Performance
Management Team, Policy Group, & Steering/Implementation Team
Mission/Vision Statement
RIDOT Mission & Vision
MISSION: (approved)To provide, maintain, and secure an Intermodal Transportation Network that increases the mobility opportunities for the movement of people and goods with the goals of enabling economic development & quality of life.
VISION: (needs approval)RIDOT will be viewed as a responsive, innovative, performance-based steward of the Rhode Island Transportation System adding value to all stakeholders.
Phase IThe Identification of Stakeholders
NTPP Federal Strategy (Goals: Preserve or Expand) Economic Growth National Connectivity Metro Accessibility Energy Security & Environmental
Protection Safety
AASHTO Goals Safety Preservation (NTPP Goal) Congestion Systems Operations (Unique) Environment Freight/Economics
State User Goals (Quality of Life factors)
Safety & Security Healthcare Education Work Recreation Commerce (stores, banks) Community (Socialization) Services (MRO)
Home Business (Commercial)
Justice (Government) Aesthetics & Cleanliness Markets (Commercial)
In-state Out-of-State
Economic Growth
Healthcare, Education, Work, Commerce, Services, Markets
National Connectivity
WorkRecreationServicesMarketsCommerce
Metro Accessibility Work
EducationRecreationJustice
Energy Security/Environment
Safety/SecurityAesthetics
Safety Safety & Security
NTPP Goals AASHTO Goals
R.I. Stakeholder Goals
Freight/Economics
Freight/Economics
Congestion
Environment
Safety
Phase IMapping the Stakeholders
Phase I Focus Areas Systems Operations
Administrative systems that manage resources used for planned and non-planned activities, including human resources
Congestion (Freight/Economics) Transit time & variability on peak versus non-
peak periods affecting commercial & personal travel, especially in metro areas
Safety Minimizing Loss & Damage of Life or Property
Infrastructure Preservation Asset repair & replacement
Environment Minimizing Waste, Emissions, & Maximizing
Resource Reuse
Current Status
Performance Management Team Investigate status of proposed
measures What data exists What data needs to be collected Identify optimal storage properties
Where to store data What format to store data in What software to manage system
Normalize data
THE PM 3 APPROACH
Performance Measurements, Management &
Messaging Approach
TRANSPORTATION PERFORMANCE MANAGEMENT AWARENESS
Performance Management Elements
Performance Measures – How Many Are Needed? A key issue and policy decision in developing a performance management
program
Tradeoff between capturing all aspects of performance and cost and complexity
Understanding the audience is key• Fewer measures at strategic level • More at operational level• Different needs for internal
and external audiences
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Management
Operating Units
Public
FewerMeasures
MoreMeasures
Messaging
Measurements
Infrastructure Preservation
Maintain transportation network in good condition % of bridges rated in good condition IRI rating - % of highway/roads in
good conditionLane miles reconstructedLane miles resurfaced
# of complaints about road condition
NEED FOR PBP&P
WHY PERFORMANCE BASED PLANNING and
PROGRAMMING
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General Obligation(GO) Bonds
$ 40 MGas Tax
$ 91.5 M
2011 RIDOT Highway and Bridge Program Funding Sources and Uses
Federal Funds$217 M
Highway Program$208.6 M
Federal Funds
State Match
Operations & Maintenance$41.9 M*
ResidualGas Tax
Debt Service$ 98.0 M*
GO Bonds
GARVEE
Sou
rces
Use
s
* In FY 11, the General Fund Paid $7.5 Million of the GO Debt Service Giving RIDOT $7.5 Million More for Operations and Maintenance
Infrastructure Preservation
Maintain transportation network in good condition % of bridges rated in good condition IRI rating - % of highway/roads in
good conditionLane miles reconstructedLane miles resurfaced
# of complaints about road condition
THE END
THE END (?)
NOT REALLY …
PERFORMANCE MANAGEMENT IS A
PROCESS OF CONTINUOUS
IMPROVEMENT
Current Status
Performance Management Team & Policy Group Adopt mission statement (Completed) Adopt vision statement (New Version) Determine strategic initiatives to deliver on
mission (Based on Vision) Determine which “model” for performance
management to adopt (AASHTO-based)
Phase II Research Project (2012-2013)
Interviews - Present Recommendations to Middle/Lower Managers
Final Selection of Metrics
Implementation of Performance Measurement System
Measurement to Management shift
Dashboard Implementation
GOVERNOR’s INITIATIVE
GOVERNOR’s INITIATIVE
State of Rhode Island and Providence PlantationsGovernor Lincoln D. Chafee
Performance Management2011
State of Rhode Island and Providence PlantationsGovernor Lincoln D. Chafee
Performance Management
Why Performance Management?
• Shift Rhode Island state government’s efforts toward producing meaningful results rather than completing processes.
• Establish an in-depth form of data analysis within and between departments and agencies, creating a more informed process for resource allocation so that we may best meet the needs of our citizens.
APPENDICES – ADDITIONAL INFORMATION
1. NTPP Recommended Federal Goals
2. Table 1 of NTPP Report
3. AASHTO Performance Measures
4. Stakeholder Goals
5. Other Stakeholder Goals
6. Goals Chart
7. NTPP Proposed Federal Funding Structure
NTPP Recommended Federal Goals
Economic Growth—Producing maximum economic growth per dollar of investment
National Connectivity—Connecting people and goods across the nation with effective surface transportation
Metropolitan Accessibility—Providing efficient access to jobs, labor, and other activities throughout metropolitan areas
Energy Security and Environmental Protection—Integrating energy security and environmental protection objectives with transportation policies and programs.
Safety—Improving safety by reducing the number of accidents, injuries, and fatalities associated with transportation
Appendix 1
Table 1 of NTPP Report: Three Major FactorsProposed Performance Metrics - Economic Growth,
Energy and Environment, & Safety
Economic GrowthAccess to jobs and labor (metropolitan accessibility)Access to non-work activities (metropolitan accessibility)Network utility (national connectivity)Corridor congestion (national connectivity)
Energy Security & EnvironmentPetroleum consumption CO2 emissions
SafetyFatalities and injuries per capitaFatalities and injuries per Vehicle Miles Traveled (VMT)
“…the metrics we have proposed, like the goals themselves, must be applied as a complete package, not in isolation.”
Appendix 2
AASHTO Performance Measures
Safety – annual fatalities/serious injuries Metrics: Reduce fatalities by 50% in 20 years
Preservation – Int’l Roughness Index (IRI) for Structural Condition/Deficiency No Goals or Metrics
Congestion – Travel Delay, Per Commuter, Congestion Cost No Goals
Systems Operations – Planned Incident versus Non-Planned No Goals
Environment – Reduction GHG’s, Storm Water, Ecosystem Interruptions, recycling, and timeliness No Goals
Freight/Economics - Reliability on urban SFCs, Speed/travel time on SFCs, Roadway access measure No Goals
Appendix 3
Stakeholder Goals
NTPP Federal Strategy (Goals: Preserve or Expand) Economic Growth National Connectivity Metro Accessibility Energy Security & Environmental
Protection Safety
AASHTO Goals Safety Preservation (NTPP Goal) Congestion Systems Operations (Unique) Environment Freight/Economics
State User Goals (Q of L factors)
Safety & Security Healthcare Education Work Recreation Commerce (stores, banks) Community (Socialization) Services (MRO)
Home Business (Commercial)
Justice (Government) Aesthetics & Cleanliness Markets (Commercial)
In-state Out-of-State
Appendix 4
Other Stakeholder Goals
DOT Employee Goals
Job Security Valued Contributor Time-off (OT &
Weekend) Be Challenged Positive Relationships
w/boss Morale Travel time to work
Global Businesses
Safe Accessibility to U.S. Markets from Airports Seaports
Appendix 5
Economic Growth
Healthcare, Education, Work, Commerce, Services, Markets
National Connectivity
WorkRecreationServicesMarketsCommerce
Metro Accessibility Work
EducationRecreationJustice
Energy Security/Environment
Safety/SecurityAesthetics
Safety Safety & Security
NTPP Goals
AASHTO GoalsSystems Operations*
R.I. Stakeholder Goals
Freight/Economics
Freight/Economics
Congestion
Environment
Safety
Appendix 6
NTPP Proposed Federal Funding Structure
Consolidates all 108 current federal transportation programs into two categories – Preservation & New Expansion Programs:
1)Formula-based system preservation programs 65% of funds distributed for Preservation
a) Sustaining National Connectivity, (35%) Distributed using US DOT Conditions and Performance Report (cost-based), freight value-ton-miles, & maintenance of effort
b) Sustaining Core Assets, (30%) Distributed based on metro area’s GDP and transit passenger miles travelled (> 200,000 people)
Assumptions:Local infrastructure can be funded locallyRecreational infrastructure will not be a priorityDOTs must be reorganized – likely have a Perf. Measurement Dept.Transportation planning must be changed to focus on national goalsPush toward urbanization rather than rural-izationGrant writing expertise - staff
Appendix 7
NTPP Proposed Federal Funding Structure
Consolidates all 108 current federal transportation programs into two categories – Preservation & New Expansion Programs:
2) Competitive capacity expansion programs that are25% to New Infrastructure Programs, Multi-model, meet National Goals
a) Improving Federal Connections (12.5%) Expansion of national network across all modes
b) Improving Core Transportation (12.5%) Expansion of transportation capacity in metropolitan areas (> 500,000 people).
(2% Essential Access Projects (EAP) + 8% Perf. Bonus for well-performing States)
Assumptions:Local infrastructure can be funded locallyRecreational infrastructure will not be a priorityDOTs must be reorganized – likely have a Perf. Measurement Dept.Transportation planning must be changed to focus on national goalsPush toward urbanization rather than rural-izationGrant writing expertise - staff
Appendix 7.2
TRANSPORTATION PERFORMANCE MANAGEMENT AWARENESS
Performance Management Components Connecting Goals and Objectives to Resources and Results
Target SettingEvaluate Programs,
Projects & Strategies
Performance Measures
Goals/Objectives
Quality Data
Allocate ResourcesBudget and Staff
Measure, Evaluate, and Report ResultsActual Performance
Achieved
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TRANSPORTATION PERFORMANCE MANAGEMENT AWARENESS
The TPM FrameworkWhat are the priorities and
how will they be met?
What do we need to focus on at the national level?
How will investments be
made to achieve expectations?Are we on track to
meet expectations?
Were expectations met? Why? Why not?
Measures – Targets – Investment Plans – Progress Tracking - Reports
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