Performance Measures:An International Perspective form the International Transit

Studies Program

Lisa Koch, AICPPublic Transit Manager

Kansas DOT

ITSP

Started in 1994, the ITSP is focused onbroadening the professional development ofUS transit managers by providing them withopportunities to visit transit system abroad,returning with insights and knowledge usefulto their organizations, the transit industryand their own transit careers.

Spring 09 Mission

• Explore how performance measurement is used to achieve organizational goals and enhance quality of service at public transport planning, funding and operating agencies in the following locations:– Hong Kong– Singapore– Kuala Lumpur, Malaysia – Taipei, Taiwan

Agencies Visited• Hong Kong

– Kowloon Motor Bus– Transport Dept. HK– MTR Corporation

• Singapore– SMRT Corporation– Singapore Government

• Kuala Lumpur– Rapid KL

• Taipei– Taipei Metro– Taipei City Government

Photo: Study Team with Taipei Metro Staff

6 Step Process of Measurement

1. Strategy Development: How do agencies determine their organizational strategy?

Photo: Hong Kong

6 Step Process of Measurement

2. Measurement Items: What do agencies measure and how is measurement tied to strategy?

Photo: Singapore

6 Step Process of Measurement

3. Reporting Structure of Data: How often is data reported and to whom?

Photo: Kuala Lumpur

6 Step Process of Measurement

4. Quality Control: How effectively are the measurement items in providing useful data?

Photo: Lunch with Taipei Metro

6 Step Process of Measurement

5. Course Correction: What does the agency do when targets are not being met or measurement items are not providing appropriate feedback? Photo: Taipei

6 Step Process of Measurement

6. How Data/Results Alter Policy/Strategy: How do results effect future year’s annual budget, strategic plans and other future policy opportunities? Photo: Hong Kong Transit

Agency Measurement

• Frequent use of Balanced Scorecard - method of tying performance measurement to strategic goals

• ISO measures• Benchmarking though

CoMET and NOVA Photo: Hong Kong

Role of Regulators

• Limited subsidy (start-up capital)

• Franchisee Agreements for bus and rail

• Required regular reporting with set targets

• Targets are generally lower than internal measures set by franchisee

Photo: Malaysia

Reflections• Most agencies had limited

connections between strategy development and performance measurement

• Quality control of data was lacking

• Results from performance measurement were not tied to future strategic/financial planning

Photo: Singapore

Questions for Discussion

• Are State DOT’s using performance measurement with subgrantees (other than to determine minimum compliance with FTA/State provisions)?

• Are specific targets set?• Is any funding tied to performance?• What data is collected?• How is data collected?• Do State DOT’s encourage/participate in

benchmarking of subgrantees?