Connectives and Linking Words - PDF Worksheet, Schemes and Mind Maps of English Language

Download Connectives and Linking Words - PDF Worksheet and more Schemes and Mind Maps English Language in PDF only on Docsity! Operations Performance Measures: The Foundation for Performance-Based Management of Transportation Operations Programs OPM Brochure_rev2May12_CS5.indd 1 5/31/2012 10:30:04 AM 2 Operations Performance Measures: The Foundation for Performance-Based Management of Transportation Operations Programs Federal Express Improves Customer Service through Performance Management Prior to 1989, Federal Express (FedEx) assumed that on-time delivery was what its customers expected and valued most; however, input from customers showed that customers expected much more. In an effort to spur progress toward their ultimate target of 100 percent customer satisfaction, FedEx developed a 12-component index, known as the Service Quality Indicator (SQI). The SQI includes measures for on-time delivery but also other indicators of quality service such as complaints, lost packages, and damaged goods. SQIs form the basis on which corporate executives are evaluated and individual performance objectives are established and monitored. Since being placed in service in the late 1980s, the SQI has enabled FedEx to increase its on-time delivery performance from 95 percent to 99.7 percent in 2003 without adding significant costs. Transportation Operations: Cost-Effective Congestion Solutions > Direct the best mix of investments > Provide transparency to the public and accountability to public officials > Evaluate how well past investments worked > Understanding where the problems are Transportation agencies have traditionally focused on building physical facilities such as highways, bridges, and transit systems. However, it has become increasingly difficult to build new highways or expand existing ones due to environmental impacts and the high cost of construction. Further, it has been estimated that roughly half of all congestion experienced by U.S. highway travelers is due to nonrecurring events or disruptions, such as traffic incidents, inclement weather, work zones, and special events (e.g., sporting venues, evacuations). As a result, transportation operations has emerged as a highly cost-effective solution to the national congestion problem. Its focus is to manage the flow of traffic efficiently on the existing highway system, in other words, to get the most out what we already have. In concept, this is similar to how the electric grid is managed – operators constantly monitor the system looking for disruptions or areas where demand is high and take appropriate actions to address the problems. Why Measuring Operations Performance Matters With increased public scrutiny of agency actions and limited funding, effective allocation of resources is imperative. Establishing an operations performance measurement program supports this goal in several ways: OPM Brochure_rev2May12_CS5.indd 2 5/31/2012 10:30:56 AM 5 Operations Performance Measures: The Foundation for Performance-Based Management of Transportation Operations Programs Using Operations Performance Measurement to Make Better Investment Decisions The ultimate purpose of operations performance measurement is not just reporting the performance of the system, but the development of actions that improve performance. In a data-driven decision environment, specific operational problems can be pinpointed and appropriate actions can be tailored to the problems. Operations performance measurement also can used to demonstrate the value of operations through a process of continuous evaluation. Once a performance program is in place, it is a simple matter to focus it on before and after conditions for implemented projects and policies. Continuous evaluation of newly implemented projects – and what is learned from them – will enable better investment decisions in the future. Examining what worked or failed, the reasons for success and failure, and modifications to the initial deployment to make it work is part of the learning process for operational performance management. Continuous Evaluations through Performance Management Improve How We Operate Our Highways. Evaluating Performance: Reducing Clearance Time for Large Truck Incidents in Atlanta In 2006, Georgia’s Traffic Incident Management Enhancement (TIME) Task Force developed a Strategic Vision of initiatives to improve TIME services in Metro Atlanta. One of several high-priority recommendations in this Vision was to quickly and safely remove large vehicle crashes from the roadways in a timely manner. The Georgia Towing and Recovery Incentive Program (TRIP) program was developed as part of this Strategic Vision. TRIP is a recovery incentive program that pays heavy-duty recovery companies a monetary bonus for clearing commercial vehicle crashes quickly in an attempt to meet a goal that all incidents be cleared within 90 minutes. The program was initiated in 2008. By using data already being collected on incident management activities, the positive effect of this policy on incident impacts was easily documented. OPM Brochure_rev2May12_CS5.indd 5 5/31/2012 10:31:25 AM 6 Operations Performance Measures: The Foundation for Performance-Based Management of Transportation Operations Programs Evaluating Performance: Coordinated Work Zone Management Program, Michigan DOT Problem: Work zones and bad weather create congestion and decrease travel time reliability. • Work zones are not managed on a corridor level. • Work zones lack standardized implementation. • More communication needed between DOTs and emergency responders/snow plow operators. Solution: Standardizing work zones on a corridor level and increasing communication reduces user delay costs. Project Description: Michigan DOT formed a partnership to implement the following: • Set travel time goals, measures, and strategies to account for work zone performance. • Increase collaborative effort with emergency responders and snow plow operators. • Use traffic data and performance management software to measure program results. • Increase communication clarity, consistency, and frequency to public. “Heat Map” Showing Congested Areas of I-94 Results: MDOT developed an operations performance measurement system using travel time, incident, and work zone data. The system allows them to conduct a variety of useful analyses: • User delay costs from work zones, incidents, and weather events reduced 25 percent year to date for the first segment under study. • Bi-weekly meetings and communication efforts have increased collaboration among partners. • Work zones in corridor are coordinated and procedures have been standardized. • Travel time and other performance metrics are measured and analyzed using new accountability and reporting software. OPM Brochure_rev2May12_CS5.indd 6 5/31/2012 10:31:32 AM 7 Operations Performance Measures: The Foundation for Performance-Based Management of Transportation Operations Programs How to Get Started on an Operations Performance Management Program Developing a formal operations performance management program is not difficult – many agencies already are doing it – but it does require commitment. An agency should proceed stepwise in developing a program: • Identify stakeholders of performance measurement: roles and responsibilities. • Develop a vision, goals, and objectives for your operation program, either part of a formal strategic planning process or by consensus of stakeholders. • Identify the initial set of performance measures to be used. The literature on this subject contains a wide variety of both outcome and activity measures from which to choose. • Develop a Data Business Plan for collecting, managing, analyzing, reporting, and disseminating data to support the performance measures. Look for opportunities for multiple uses of the data beyond performance measurement, such as for model inputs. Assign responsibility for governance of the data, including: oversight, the party responsible for maintaining the data archive, and funding requirements. • Develop reporting formats and publication frequencies to satisfy the stakeholders for operations performance measures. • Identify and set “targets” for key performance measures. This may be an activity undertaken after the basic reporting system has been in place for a short period of time. Targets may be set using a variety of techniques, including: analysis and extrapolation of past trends, comparison with peer agencies or national benchmarks, or using forecasting models for scenario analysis. • Routinely evaluate the performance of completed congestion mitigation projects using the data and performance measures already identified. Report successes and try to understand the conditions that led to failures. • Develop a formal process for routinely reviewing performance. Understanding why certain trends emerged is key to this process – this can be done initially through discussions with field managers but may eventually lead to instituting new performance measures. With the fiscal and environmental constraints now faced by transportation agencies in adding new highway capacity, the time has come to maximize the efficiency of the existing system with operations. Effective operations relies on monitoring the performance of the system continuously, and making adjustments to operations strategies. Performance measurement is the engine that drives effective operations. How to Report Performance In addition to evaluating specific projects, mobility, and congestion performance should be routinely reported on the system. Observing trends is a useful way of identifying problems and assessing the effectiveness of overall programs. For example, the Congestion Management Process (CMP) used by metropolitan planning organizations requires that performance be tracked and related to the original goals set for the community. Operations performance measures should be an integral part of the CMP. Many agencies have started to produce periodic performance reports. The links below provide examples. Because this is a new concept, some experimentation in graphical design and reporting formats is desirable. http://www.wsdot.wa.gov/accountability/GrayNotebook.pdf http://www.grta.org/valentin/2010_Transportation_MAP_Report.pdf http://www.mwcog.org/transportation/activities/congestion/default.asp OPM Brochure_rev2May12_CS5.indd 7 5/31/2012 10:31:39 AM