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
PLANNING
Strategic Direction
Where do we want to go?
Quality Data and Public Involvement
Goals and Objectives
Performance Measures
Analysis
How are we going to get there?
Identify Trends and Targets
Identify Strategies and
Analyze Alternatives
Develop Investment Priorities
Investment Plan
Monitoring
Resource Allocation
Evaluation
Program of Projects
Reporting
Programming
What will it take?
Implementation and Evaluation
How did we do?
PERFORMANCE-BASED PLANNING AND PROGRAMMING
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 MPO
2035 LRTP Measures
Goal #6: To provide facilities for nonauto 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
Annual
Enplanements
Annual Ridership
at Illinois Terminal
Number of
Transit Routes
Number of
Flights
Frequency of
Trains per day
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Mid-Ohio Regional Planning Commission
2012-2035 MTP
View other MORPC Goals and Objectives:
http://morpc.org/pdf/2012MTP_ExecSummary_May.pdf
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STATE DOT PRACTICE EXAMPLES
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Maryland State Highway Administration
Objectives:
FY 2012-2015 Business Plan
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 Maintain annually at least 84% of the SHA pavement
Maintenance
network in acceptable overall pavement condition
(cracking, rutting, and ride)
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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
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Performance-Based Approaches to
Resource Allocation
Investment Scenarios
Project-Level Evaluation
• Assess how investment
decisions today impact longterm performance
• Evaluate the effectiveness of
projects and strategies to
achieve performance targets
• Evaluate and compare
scenarios and investment
tradeoffs to achieve desired
performance
• Prioritize projects and
estimate investment needs
• Actively engage
stakeholders and decisionmakers
• Actively engage
stakeholders and decisionmakers
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New Jersey DOT Update
Example - SEMCOG
1 Examine the relationship
between program-level
investment and performance
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Pavement
3
Delay
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
Project Type
Bridge
Actual Funding
Bridge
5%
5.2%
Nonmotorized
1%
1.1%
24%
14.5%
Road Expansion
8%
3.5%
Safety
1%
0.6%
Transit Capital
8%
7.0%
53%
68.1%
100.0%
100.0%
Pavement
Safety
Planned Funding
Operating
Total
San Francisco MPO - MTC Project-Level
Assessment
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MTC Performance Assessment to
Achieve Congestion Reduction Target
• Congestion reduction goal
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Transit Operator PBPP Perspectives
• Washington Metropolitan Area Transit Authority
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Example – Mn/DOT
Multimodal Plan
Investment Plans
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.
Performance Monitoring
Regular review of
performance in each
policy area
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WMATA - The MAP-21 Crossroad
You are
here
Opportunities
Who is the Office of
Performance?
MAP-21:
Requires “Performance-Based”
Goals/Objectives
Performance Measures
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2
Quality
Data
Target Setting
Evaluate Programs,
Projects & Strategies
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Allocate Resources
Budget and Staff
Measure, Evaluate,
and Report Results
Actual Performance
Achieved
Source: NCHRP 8-36 (Task 104): Integrating Performance Measures into a PBPP Process
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Putting PBPP into Practice:
Lessons Learned at WMATA
Challenges
Cultural resistance to
performance mgmt.
Measure = bacteria
PBPP lip service
Opportunities
Culture change
Develop an elevator “pitch”
Focus on the Vital few
Tendency to fixate
only on the number
Embrace power of “why”
“Trains 92% on-time”
• Adjusted track work
• Fleet 66% more reliable
More lessons learned in TR News Issue on Performance Management (Upcoming, Spring 2014)
MAP-21: Requires Coordination
Challenges
Opportunities
• Silos between agencies/
jurisdictions
• Learn from others (peer exchange!)
• Fear about
“surrendering” control
• PBPP and data sharing drives
coordination
• MPOs typically do not
own and operate
infrastructure, reliant on
other agencies to achieve
targets
• Begin coordinating performance
monitoring to identify regional trends
• Multiple performance
efforts occurring
• Different priorities
• Show how ALREADY coordinating
• Establish common ground
• Explore collective impact model
MAP-21: Requires Targets
Challenges
• 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)
Opportunities
• 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
• Time and resources
• Incorporating Risk new
frontier
• Transit agencies new to
TAMP
• Unknown impact on
funding
Opportunities
• 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
• Time and resources
• Report just to report
• Publically show resultsgood and bad
• What will FHWA/FTA do
with information?
Opportunities
• Use existing resources better
• Build trust
• Understand why
• Celebrate successes
• Make your case- be innovative
MAP-21: Requires Reports
Challenge
Opportunity
Data without context leads
to misinterpretation
Communicate performance
trends to explain challenges
AND demonstrate progress
Thank You!
Brian Betlyon
FHWA Resource Center
Planning Team
brian.betlyon@dot.gov
DISCUSSION
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