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Key Themes from Day 1 Breakouts

Key Themes from Day 1 Breakouts. National Forum on Performance-Based Planning and Programming. September 14, 2010. Lance A. Neumann. Conference Objectives. Develop a common understanding of performance-based planning and programming processes and define the next steps for implementation

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Key Themes from Day 1 Breakouts

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  1. Key Themes from Day 1 Breakouts National Forum on Performance-Based Planning and Programming September 14, 2010 Lance A. Neumann

  2. Conference Objectives • Develop a common understanding of performance-based planning and programming processes and define the next steps for implementation • Identify the challenges in developing performance-based planning and programming processes and recommend strategies to deal with them • Develop practical, agency specific, guidance for performance-based planning and programming • Provide recommendations for a capacity building action plan that reflects the range of needs of a diverse set of agencies

  3. Key Topics • Disclaimer • Positive Vibe • Education/Communication • Collaboration • Planning and Programming • Measures • Data • Targets • Tradeoff Analysis • Challenges • Next Steps

  4. Disclaimer No facilitator, recorder, or breakout participant is responsible for any of the observations that follow

  5. Positive “Vibe” about Performance-based Planning and Programming • Across breakouts and types of agencies • Lots of views about what / how • Caution about very real institutional/political barriers • Need to move beyond “would of, could of, should of” and barriers to constructive next steps

  6. Education and Communication • Real opportunity to use performance-based process to improve communication with stakeholders • More informed discussions • Setting expectations • Cost / potential results • More realistic priorities • …but public more informed. • Elected officials a “special case” • Needs vs. politics • Equity

  7. Connection to Funding • Performance management as tool to help “make the case” • What you get and don’t get • Set expectations • System performance and agency performance • Not “one shot” exercise, must build confidence/trust over time • Tied to projects • Changing rules/eligibility can create incentives for collaboration / new partnerships

  8. Collaboration • Recognize need for stronger collaboration and opportunity to encourage it • Strategic planning and defining common goals and selected measures • Break down institutional barriers • Needs to be continuous • Don’t forget rural agencies

  9. Planning and Programming • Lack of connection between LRPs and programs • Big variation in state / MPO / transit / rural agency relationships • LRP easier to get agreement on broad goals • Programs: local priorities take over • Fair share / equity vs. needs / performance

  10. Measures • May be in good shape for preservations / state of good repair and aspects of mobility • Range of opinion on multinational / mode neutral • Multimodal goals vs. Multimodal measures • People vs. vehicles • Some doing it • Need more focus on • Environment • Freight • Economic development • What about the rurals?

  11. Data • Better use of data to drive / influence decisions • Recognize cost issue • Better data sharing / use of national databases • Visualization • Data gaps

  12. Targets • Opinions vary about usefulness and practicality • Soft vs. hard targets • Implications for consequences / funding • Need to be achievable / consistent with resources

  13. Tradeoff Analysis • Many different types of tradeoffs • Within mode or functional areas • Cross functional within an agency • Cross functions / modes / agencies • Opinions varied about which are possible • Some doing it now even across modes • New tools / data, but… • Costs, complexity, technical capacity • No “black box” • Potential rule for U.S. DOT

  14. Challenges • Institutional • Financial capacity / restrictions • Multiple goals and agencies • Resistance to change • Need for strong relationships and staff buy-in • Sustained collaboration • Technical capacity differences • Size of staff • Capabilities • Ability to deal effectively with Big Brother / Sister • Shifting from political / equity to performance / needs

  15. Next Steps • Sense that there is support to move toward more performance-based planning and programming • Likely to happen in any case • Time to focus on practical next steps • Acknowledge variations in practice and challenges • Build on considerable past work • Define specific actions to move forward

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