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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lic I

nvolv

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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

DISCUSSION

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Thank You!

Brian BetlyonFHWA Resource CenterPlanning Teambrian.betlyon@dot.gov