Currently Skimming:
Pages 73-123
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 73... ...
Guide for Target-Setting and Data Management V O L U M E I I
|
From page 74... ...
C O N T E N T S V O L U M E I I Guide for Target-Setting and Data Management II-5 Chapter 1 Guide for Target-Setting II-5 Step 1 -- Establish Performance Management Framework II-9 Step 2 -- Evaluate the Factors Influencing Target-Setting II-16 Step 3 -- Select the Appropriate Approaches for Target-Setting II-21 Step 4 -- Establish Methods for Achieving Targets II-24 Step 5 -- Track Progress Towards Targets II-26 Step 6 -- Adjust Targets Over Time II-28 Chapter 2 Guide for Data Management II-29 2.1 Establishing the Need for Data Management/Governance II-36 2.2 Establishing Goals for Data Management II-37 2.3 Assessing Current State of Data Programs II-44 2.4 Establish Data Governance Programs II-47 2.5 Technology for Data Management II-52 2.6 Linking Data to Planning, Performance Measures, and Target-Setting Processes
|
From page 75... ...
Within the context of the Performance Management Framework, identify methods that orient the agency and its resources towards achieving the targets set in Step 3. • Step 5 -- Track Progress Towards Targets.
|
From page 76... ...
NCHRP Project 8-70 target-setting structure compared to NCHRP Report 551 seven-step process and performance management framework. Goals/Objectives Performance Measures Target Setting Evaluate Programs and Projects Allocate Resources Budget and Staff Measure and Report Results Actual Performance Achieved Quality Data Figure 1.1.
|
From page 77... ...
Also, changes in the definition of metrics over time can stifle motivation to achieve the target; companies that use balanced scorecards need stable metrics more than most because unstable metrics make the scorecard appear unreliable. DIY Company has consistently used one key metric -- transportation cost as a percent of gross trade sales.
|
From page 78... ...
The first key dimension centers on the technical challenges associated with data systems, including development and maintenance of hardware and software, and the specifications for data collection, analysis, archiving, and reporting. The second area focuses on the institutional issues associated with data stewardship and data governance.
|
From page 79... ...
Guide for Target-Setting II-9 "Why" requires thinking about the following factors: • Internal support; • Political/Legislative influence; • Customer service focus; • Stakeholder expectations; • Commitment to regular communication and reporting; and • Types of resources to be allocated. This involves developing an explicit understanding about why a target is being developed and the particular performance measure with which it is associated.
|
From page 80... ...
HOW Will Targets Be Calculated and Achieved? "How" requires thinking about the following factors: • Span of control/agency jurisdiction; • PBRA history/evolution of state-of-the-practice; • Financial resources; • Technical resources/planning and forecasting capability; • Timeframe; • Political legislative influence; • Organizational structure; and • Internal support/culture.
|
From page 81... ...
Typical Factors to Consider There are multiple factors that lend themselves to the development of a PBRA process within transportation agencies. These factors are documented in Volume I and in the Case Studies in Volume III.
|
From page 82... ...
II-12 Guide for Target-Setting and Data Management Transportation agencies should guide the development of reasonable, attainable targets by legislatures. However, targets set by external edict may need to be refined through iteration of the target-setting process over time.
|
From page 83... ...
Financial Resources No constraint or factor in constraining the PBRA process and affecting target-setting is cited as much as financial resources. Financial resources are intimately intertwined with the resource allocation process, both determining an agency's ability to implement such a process by influencing other factors such as technical resources, and also potentially being determined by the process itself.
|
From page 84... ...
Many agencies have a variety of different timeframes for different planning and programming purposes, with targets for each of the timeframes. At Japan's MLIT, annual targets are derived in part from the latest major subjects of policy, planning, and programming to emerge from the funding reports from the MLIT and Road Bureau, the Road Bureau's Mid-Term Visioning Report, and the national government's 5-year Major Infrastructure Development Plan.
|
From page 85... ...
FDOT's overall Business Plan seeks to maintain accountability and transparency for processes that may not be standardized across the department. Stakeholder Expectations Similar to political and legislative influence, stakeholder influence can have a very significant impact on target setting.
|
From page 86... ...
Step 3 -- Select the Appropriate Approaches for Target-Setting There is a wide range of agency implementation of PBRA processes, and an equally as diverse range of implementation approaches for target-setting as an element of PBRA. The target-setting approach is determined largely by the factors influencing target-setting and evaluated in Task 2; the appropriate approaches can be selected with consideration of these factors as shown at the end of this section (Figure 1.2)
|
From page 87... ...
Staff members are tasked with developing a transportation investment plan to meet the target and conducting modeling and technical analysis needed to demonstrate attainment of the target under a future funding scenario. While such an approach is sometimes used by elected officials or other decision-makers to prescribe a target for an agency, this approach by itself is usually unsuitable for most public sector organizations where transparency is expected.
|
From page 88... ...
with the "customer" as one of the four perspectives that the approach is viewed from as part of the PBRA process. In the transportation service area, a number of specific targets already exist and include targets related to bridge and pavement sufficiency ratings, reducing crash rates, completion of the Bicycle System Plan, and project delivery standards.
|
From page 89... ...
For what part of the investment process is the agency setting targets? For example, are they annual financial targets, long-term targets for a long-range transportation plan, or mid-term targets for a package of projects and programs to be included in a TIP?
|
From page 90... ...
Project and policy scenarios can be tested using travel demand models, combined with other postprocessing tools to include metrics such as benefit/cost, to evaluate their relative contribution to progress towards targets. Section 3.4 of Volume I provides an in-depth discussion of the role of economic models and management systems in target-setting and tradeoff analysis.
|
From page 91... ...
Table 1.3. Managing risk of target-setting approaches.
|
From page 92... ...
Tradeoff analysis currently is limited in public sector transportation agencies. However, Section 3.4 of Volume I provides an in-depth discussion of the role of economic models and management systems in target-setting and tradeoff analysis.
|
From page 93... ...
Combine with other methods. Tradeoff Analysis Optimizes resources for reaching targets Stakeholder/customer understanding of resource constraints.
|
From page 94... ...
II-24 Guide for Target-Setting and Data Management In the private sector, metrics are shown so that an increase (or moving up on a graph) always indicates a positive result, and percent change is a preferable reporting method.
|
From page 95... ...
• Information Sources. The Monitoring Plan will encompass a wide range of information sources to cover the several technical areas of the highway investment program (e.g., pavements, bridges, safety, congestion relief, environmental mitigation, etc.)
|
From page 96... ...
Coral Springs "rolls up" an extensive series of performance measures into 10 key composite measures, referred to as the city's Stock Index, summarizing, at-a-glance, city performance; Hennepin County uses a Balanced Scorecard approach in which numerous measures are evaluated and tracked in terms of multiple perspectives (customer, finance, internal process, learning and growth) and simplified into tables of information providing "warning lights" for areas in need of improvement.
|
From page 97... ...
Targets can be reassessed on a more frequent basis depending on the level of integration of the Performance Management Framework into an agency's planning and internal processes. MLIT's annual Performance Measures Report/Planning Report monitors the bureau's progress towards its annual and 5-year targets.
|
From page 98... ...
2.3. Assessing Current State of Data Programs.
|
From page 99... ...
A data governance framework, implemented on an enterprise level, supports ROI by providing a means of monitoring and tracking progress of various business programs for executives as well as data stewards, stakeholders, and users of the source data. Data governance provides methods, tools, and processes for the following: – Traceability -- aligning data programs with the agency's business needs.
|
From page 100... ...
The needs described were identified by Mn/DOT in July 2008, in preparation for the development of a data business plan for that agency. They pertain to the ability of the data programs to support performance measures, target setting, and prioritization of resources in Mn/DOT.
|
From page 101... ...
This role is critical in successfully managing data programs that meet business needs and in supporting a comprehensive data business plan for the organization. More information on data governance is included in Volume I, Section 4.3.
|
From page 102... ...
• Institutional/governance -- Refers to the institutional structure within an agency to ensure consistent management of data programs. More detail can be found in Volume I, Sections 3.2 and 3.3.
|
From page 103... ...
1. Some personnel in the agency are aware of the need for a formal data management program and/or processes to support performance management but are not involved in developing such a program.
|
From page 104... ...
Data Business Planning underway, including dev elopment of governance models for multiple offices in the agency. Data Business Plan developed with data assessment complete and data governance structure defined.
|
From page 105... ...
0. The agency does not have a Data Business Plan in place to support management of core data programs.
|
From page 106... ...
The success factors for planning for data management are the following: • Start with a smaller achievable goal when implementing data governance within an organization and build on small successes to address larger agency goals. • Use a Data Business Plan to strategically manage data programs similar to other strategically managed programs within the organization.
|
From page 107... ...
2.3 Assessing Current State of Data Programs The previous sections provided tools to assess an agency's state of readiness for developing and implementing data governance and laid the groundwork for beginning improvement. Once goals for the Data Management process have been established, an agency should work on clearly identifying and linking data programs to office and agency-wide goals.
|
From page 108... ...
This is an important step in assessing the value of the programs in terms of meeting high-level agency goals. The process of organizing data categories and relating them to other institutional frameworks within the department is important to the data business planning process for two reasons.
|
From page 109... ...
• Timeliness -- The degree to which data values or a set of values are provided at the time required or specified. • Completeness -- The degree to which the data values are present in the attributes (data fields)
|
From page 110... ...
used a survey approach to assess their data programs. Mn/DOT also used an agency-wide survey as a valuable tool to begin the assessment process and will provide Business Programs Highway Safety Traffic Road Weather Management 511 Traveler Information GIS Services Business Objectives • Provide Federally required highway data collection and analysis to state, federal, and local agencies • Provide Geographic Information System (GIS)
|
From page 111... ...
Guide for Data Management II-41 Data Products Roadway Inventory Asset Information - Pavement - Structure & Bridge - Safety - Drainage - ITS - Roadside - Facilities Work Tracking Traffic & Travel Characteristics Current Travel Conditions Road Event History Safety Information Financial & Resource Management M & O Needs Planned Work Land Development Data Services Business Case Design Acquisition & Updating Quality Assurance Description & Context Storage & Access Security Outreach Catalog SO Business Areas Infrastructure / Maintenance Management Equipment Management Land Development Safety Management Congestion Management Emergency Management Critical Infrastructure Management SO Business Objectives Improve Safety Improve Security Improve Highway Operational Performance Preserve the Infrastructure Achieve Ensure Provide Support Use Provide Feedback for Improvement SO Business Processes Identification of Needs & Solutions Budgeting Work Scheduling and Management Real - Time System Management Providing Traveler Information Monitoring and Reporting Performance Designate Applications RNS ADMS AMS LUPS PMSS LandTrack VaTraffic TAMS TREDS MDSS DACHS TMS EMS RWIS Manage & Consume Structures Coordinates Enable Data Architect Data Coordinator Business Owners Data Custodians Communities of Interest Data Steward Designates Designates Figure 2.3. Virginia data business plan framework.
|
From page 112... ...
Particular attention should be given to developing a survey instrument which assesses data programs across the organization, if the intent is to develop a data business plan for the entire agency. A more limited survey should be used if the data business plan being developed is for a limited division or office of the agency.
|
From page 113... ...
Some advantages of research studies include the following: • Research studies offer an unbiased assessment of the data programs at the agency; • Research studies can include benchmarking used at other agencies to assess how well similar data programs meet the needs of those agencies; • Research studies can present proposed methods for assessing data programs and addressing potential problems, based on best-practices across multiple agencies in the private and public sector; and • Research studies can be sized in scope to focus on limited or enterprise solutions to address data and information needs of the organization. Compiling and Analyzing Results Regardless of the feedback instrument used, once the information is gathered on the state of data programs at an agency, the task begins of compiling and analyzing the results.
|
From page 114... ...
• Implement a Data Governance Board or Council to address issues related to development, implementation and use of data programs which are critical to supporting business functions. • Clearly identify the roles/responsibilities of the staff responsible for supporting critical data systems using a Data Governance Manual or other means.
|
From page 115... ...
The governance board is supported by work groups or work teams whose responsibilities include the following: • Providing assistance to the governing board in recommending the development of data products to meet business needs; • Recommending procedures to the governing board for standards and procedures regarding collection, maintenance, and use of data programs and products within the agency; and • Recommending the technology tools that may be used to support data management at the agency. The framework in which the governing board and the work teams operate is known as the Data Governance framework.
|
From page 116... ...
II-46 Guide for Target-Setting and Data Management Strategic Vision, Mission, Goals for Data Agency Data Programs Data Governance Board Data Users and Stakeholders Division(s) Mission(s)
|
From page 117... ...
Step 3 -- Develop a Data Governance Handbook or Manual In addition to defining data governance roles and responsibilities, the agency should develop a data governance handbook or manual to provide a single source of information for all staff on the standards, policies, and procedures regarding the use of data and data programs within the organization. The data governance handbook or manual includes the following components: • Data governance charter, • Agency formal data management policy, • Data governance model diagram used for the agency, • Roles of data governance participants, and • Glossary of terms.
|
From page 118... ...
• Enterprise data warehouses can be used to integrate and standardize the use of data and information within the agency. Standard reports can be exported to Data Marts from the data warehouse and used for analysis of business processes, including reviewing performance measures and targets associated with data programs.
|
From page 119... ...
State transportation agencies, which are lagging in the development of GIS systems to meet their business needs, should expedite this process in order to support internal data sharing needs, as well as to comply with Federal and/or state mandates. The process of improving data quality and accuracy of data delivered is greatly enhanced through the use of a GIS system and its associated tools.
|
From page 120... ...
Table 2.2. Hennepin county scorecard.
|
From page 121... ...
The benefits of using KM systems include the following: • KM systems can be used to archive lessons learned which are invaluable when considering future investments in data programs; • KM systems identify and document the employee networks which are involved in the transfer of information within and between data programs; • KM systems offers flexibility in the transfer and sharing of data in many different formats, including text, PDF, and digital images; • The training required in using a KM system is minimal, and they also provide easy to use search and retrieval functions; and • The cost of implementing a KM system is affordable, and the estimated benefits derived can be used to justify the cost. Agencies also should consider implementing a KM office to oversee the knowledge management functions of the agency.
|
From page 122... ...
The performance measure and target-setting process also can be used to motivate employees by linking their performance plans to objectives identified in specific performance measures and targets. • Allow the DOT transportation planning staff routine access to other planning offices (regional, district, etc.)
|
From page 123... ...
It is presumed that agencies are directly interested in linking their data programs to goals and objectives in order that the data programs will support decision-making, including resource allocation and project selection within the agency. Guide for Data Management II-53
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.