Performance Measures

Performance-based Planning and Performance Measures, a peer exchange report of the Transportation Planning Capacity Building Program discusses the purpose and effective use of performance measures. Though transit and human-services transportation were not specifically discussed, this report has general advice for crafting and implementing performance measures.

A performance measure is defined as:

[A]n indicator that objectively evaluates how well something is performing, using quantitative or sometimes qualitative data. Measures can describe performance at one point in time; track progress over time; or identify gaps between desired and actual performance.

These include measures of output - what staff are doing, outcomes - the results of what has been done, indirect outcomes and process. Targets are quantitative accomplishments, in terms of measuring performance, usually with a deadline.

Lessons Learned

* Limit the number of performance measures.

System level performance measurement should be limited to the fewest number of measures that can adequately describe system performance at a level that policy makers find useful. If an agency is using too many measures planning can quickly become too complex, making it difficult for policy makers to focus on, track, and understand performance.

* Articulate goals before determining performance measures. Do not use a performance measure just because data is available.
* Performance measures should reflect broad goals and customer concerns.

Ideally a given performance measure is an accurate indicator of the performance being measured, but often a second best measure needs to be used until better data become available.

* Assign responsibility for measuring performance to one person, even if measures "require partnerships within and outside the organization. If responsibilities are spread out results may be sporadic, making it difficult to integrate measures into an agency’s business practices."
* Conduct an annual review of performance measurements and not merely targets for performance.
* Monitor for unintended consequences of performance measurements.
* Build advocacy and support for performance measures at all levels of an organization.

[Fish-shaped bike rack in Long Beach, Calif.]

The report warns that threats to effective use of performance measure are cultural resistance within an organization and political priorities within or external to an organization.