2009 Leadership Forum Summary

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2009 Leadership Forum Summary

  1. 1. 2009 CEO Leadership Forum: Performance-Based Management April 19-21, 2009 Center for Transportation Studies University of Minnesota Minneapolis, Minnesota
  2. 2. Sponsored By: American Association of State Highway and Transportation Officials (AASHTO) Transportation Research Board (TRB) Federal Highway Administration (FHWA) Funded By: National Cooperative Highway Research Program Conducted By: Center for Transportation Studies, University of Minnesota
  3. 3. The Forum <ul><li>Purpose </li></ul><ul><ul><li>Exchange best practices and experiences </li></ul></ul><ul><ul><li>Identify strategic challenges </li></ul></ul><ul><ul><li>Develop research and action plans </li></ul></ul><ul><li>Focus of Discussion </li></ul><ul><ul><li>Current Trends </li></ul></ul><ul><ul><li>Leadership Experiences </li></ul></ul><ul><ul><li>Best Practices </li></ul></ul><ul><li>Attendees </li></ul><ul><ul><li>45 participants representing 14 states, AASHTO, FHWA, & TRB </li></ul></ul>
  4. 4. Setting the Stage: AASHTO Plans & Challenges <ul><ul><ul><li>PRESENTATION: Pete Rahn, Director, Missouri DOT, and Chair, Standing Committee on Performance Management </li></ul></ul></ul><ul><li>State DOTs face challenges: </li></ul><ul><ul><li>Executive turnover </li></ul></ul><ul><ul><li>Wild fluctuation in resources at federal and state levels </li></ul></ul><ul><ul><li>Public approval driven by condition of system </li></ul></ul><ul><ul><li>Variety of reporting structures </li></ul></ul><ul><ul><li>Public dislike of taxes and distrust of government </li></ul></ul><ul><ul><li>Deteriorating transportation infrastructure </li></ul></ul><ul><li>AASHTO’s response: </li></ul><ul><ul><li>Form Standing Committee on Performance Management </li></ul></ul><ul><ul><li>Help states develop policies and tools for performance management </li></ul></ul><ul><ul><li>Performance-based management can: </li></ul></ul><ul><ul><li>Deliver organizational direction regardless of CEO turnover </li></ul></ul><ul><ul><li>Create efficiency to show good and bad policies and processes </li></ul></ul><ul><ul><li>Provide greater accountability and transparency </li></ul></ul><ul><ul><li>Give DOTs credibility by demonstrating what is being delivered </li></ul></ul>
  5. 5. Setting the Stage: State of the Art in State DOT Performance Management <ul><ul><li>PRESENTATION: Lance Neumann President, Cambridge Systematics </li></ul></ul><ul><li>The purpose of measuring is not just to know how a business is performing, but to enable it to perform better. Measurement should not be an end in itself, but part of an integrated system for enhancing business performance </li></ul><ul><li>Performance management is a practical tool to connect broad policies to actions, help evaluate performance, guide resource allocations, track performance over time and report results – both good and bad </li></ul><ul><li>When determining performance measures, choose quantifiable metrics that help you track progress toward goals and objectives. When establishing targets, connect performance management with results to set realistic expectations </li></ul><ul><li>High-quality data is critical to successful performance management </li></ul>
  6. 6. Setting the Stage: State of the Practice State DOT Survey <ul><ul><li>PRESENTATION: Randy Halvorson, Principal, Cambridge Systematics </li></ul></ul><ul><li>DOTs were asked 10 questions about status of performance management in their states and several themes emerged </li></ul><ul><li>Organizational and cultural hurdles are real obstacles to implementing performance-based management </li></ul><ul><li>Some states are aligning performance measures to funding allocations, but national application needs to be determined. Avoid disincentives and offer incentives instead </li></ul><ul><li>States need to be involved in establishing national goals. The Federal approach must take into account state experience with measures, which varies widely </li></ul>
  7. 7. State Presentations <ul><li>SAFETY PERFORMANCE: Tom Sorel, Minnesota DOT </li></ul><ul><li>Performance targets critical to drive improvement </li></ul><ul><li>Transportation organizations must take a leadership role and form partnerships to drive results </li></ul><ul><li>Toward Zero Deaths Program: saw impressive fatality reductions </li></ul><ul><li>Created data-driven strategies </li></ul><ul><li>Emphasized county partnerships </li></ul>
  8. 8. State Presentations <ul><li>PRESERVATION PERFORMANCE: Kirk Steudle, Michigan DOT </li></ul><ul><li>Created an asset management approach through policy goals and objectives </li></ul><ul><li>Connected measures with investment choices </li></ul><ul><li>Similar approach to bridge stewardship </li></ul><ul><li>Met or nearly met goals with this approach </li></ul><ul><li>Considering adding goals </li></ul><ul><li>Considering new road performance measures </li></ul><ul><li>Using measures to show impacts of declining revenue </li></ul>
  9. 9. State Presentations <ul><li>OPERATIONS PERFORMANCE: Dave Ekern, Virginia DOT </li></ul><ul><li>Consolidated three program rating mechanisms from previous administration </li></ul><ul><li>Majority of performance measures available to public on Web Dashboard 3.0 </li></ul><ul><li>Takes operations performance beyond on-time and on-budget measures </li></ul><ul><li>Comprehensive approach to incident response in the area of operations </li></ul><ul><li>Use results to realign funding, equipment and protocols to strengthen all stages of incident response </li></ul>
  10. 10. State Presentations <ul><li>CONGESTION PERFORMANCE: Paula Hammond, Washington State DOT </li></ul><ul><li>Three-part strategy: adding capacity strategically, operating roadways efficiently and managing demand </li></ul><ul><li>Ten-year program to improve traffic conditions and prepare for future demands </li></ul><ul><li>Actively tracking and measuring benefits – The Grey Book – the good, the bad, and the ugly </li></ul><ul><li>Key congestion measures include travel time and reliability, travel delay, lost system throughput productivity, and HOV lane performance </li></ul><ul><li>Results: enhanced credibility, DOT tells the story before others do, and better management of the system </li></ul>
  11. 11. State Presentations <ul><li>ENVIRONMENT PERFORMANCE: Jay Norvell, California DOT </li></ul><ul><li>Goals and objectives focus on efficient project delivery, compliance with laws and agreements, and statewide goals such as energy use and GHG emissions </li></ul><ul><li>Set targets based on goals and objectives </li></ul><ul><li>Allocated resources based on target performance </li></ul><ul><li>Evaluate performance over time </li></ul><ul><li>Many questions about how the transportation system impacts GHG emissions and the role of state DOTs </li></ul>
  12. 12. State Presentations <ul><li>ECONOMY/FREIGHT PERFORMANCE: Caitlin Hughes Rayman, Marylond DOT </li></ul><ul><li>Transportation and economic conditions critical to Maryland </li></ul><ul><li>Work needs to be done with FHWA and others to develop freight performance measures </li></ul><ul><li>Challenging to determine performance measures when looking at multi-modal system </li></ul><ul><li>Need affordable, accurate data to update plans and improve forecasting </li></ul><ul><li>Must work with locals and other partners to do corridor-based planning </li></ul>
  13. 13. Conversation Circle <ul><li>What are the measures that are most important to a CEO or senior executive of a state DOT? How are they used to change performance? </li></ul><ul><li>What have been your biggest successes as a CEO in the use of performance measures? What have been your challenges? </li></ul><ul><li>What do DOTs need to implement performance-based management? What research, training, and information are needed from AASHTO, TRB, FHWA, and others? </li></ul><ul><li>Led to small group development of research and action needs </li></ul>
  14. 14. Key Research or Action: Designing and Implementing a State DOT Performance Management System <ul><li>Framework/Vision for State DOT Performance Management (White Paper) </li></ul><ul><li>Capacity Building Program for State and Local Transportation Agencies at Different Stages of Performance Management </li></ul><ul><li>Approaches to New System Performance Measures </li></ul><ul><li>Performance Management Guidelines and Specifications </li></ul><ul><li>Best Practices for Data Collection and Reporting for Performance Measures </li></ul>
  15. 15. Key Research or Action: Developing a Set of National Transportation Performance Measures <ul><li>AASHTO Policy Statement on the Purpose of National Performance Measures </li></ul><ul><li>Develop Scenarios for Carrying Out National Performance Measures </li></ul><ul><li>AASHTO Decision on How this Program will be Carried Out </li></ul><ul><li>Federal Program Framework </li></ul><ul><li>Develop National Performance Measures </li></ul><ul><li>Customer/Public Outreach and Engagement </li></ul><ul><li>Comparative Performance Measurement (NCHRP 20-24 (37 series)) </li></ul><ul><li>AASHTO Center of Excellence for Performance Management </li></ul>
  16. 16. Key Research or Action: Performance Measurement Approaches for Emerging Transportation-related Policy Directions & Issues <ul><li>Performance Measures for Mega Regions and Corridors </li></ul><ul><li>State-of-Practice with International & Private Sector </li></ul><ul><li>Land Use & Transportation Strategies for Quality of Life </li></ul><ul><li>Performance Measures for multimodal projects or programs </li></ul><ul><li>Measuring & Managing Effects of Climate Change on DOTs & Transportation Industry </li></ul><ul><li>Performance Criteria for Effective Public-Private Partnerships </li></ul><ul><li>Freight/Economic Development Performance Management & Planning </li></ul><ul><li>Policy Implications of Performance Measurement/Management </li></ul>
  17. 17. Next Steps <ul><li>White paper finalized and posted to AASHTO SCPM Web site </li></ul><ul><li>Additional DOT surveys collected, summarized, and posted to Web </li></ul><ul><li>Development of a full proceedings from the forum, including presentations, white paper, and action plans </li></ul><ul><li>Posting of the summary and follow-up activities on the Web </li></ul><ul><li>Plans for funding and implementation of research and action recommendations by the NCHRP panel and the forum’s sponsoring organizations </li></ul>

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