Tiêu chuẩn quốc tế

• Số hiệu / Standard Number: AASHTO PBHP:2008
• Năm ban hành / Publication date: 2008
• Tình trạng / Status: W - Hết hiệu lực
• Tên tiếng Anh / Title in English: A PRIMER ON PERFORMANCE-BASED HIGHWAY PROGRAM MANAGEMENT
• Số trang / Page: 34

Phạm vi áp dụng / Scope of standard

Introduction: State Departments of Transportation (DOT) use
performance management for a variety of functions from statewide
budgeting and resource allocation to asset and systems management
and executive dashboards.

The concept of performance measurement, or measurement on a
regular basis of the results (outcomes) and efficiency of services
or programs, is nothing new in the public sector. Whether it was
known as the RAND Corporation's "systems analysis" in the 1950s or
Planning-Programming-Budgeting Systems (PPBS) in the late 1960s,
the need to better understand and control outcomes has always been
recognized.

Consistent with this trend in the public sector, the use of
performance measurement has been embraced by the federal, state,
and local transportation agencies across the United States. The
sheer breadth and complexity of the transportation network in this
country, however, poses a significant logistical and conceptual
challenge in the collection, organization, analysis, and
application of information based on performance measures as a
whole. Fortunately, as the result of the development of better
tools and methods, there are a number of successful
performance-based transportation programs from which lessons can be
drawn.

As demonstrated by these examples, the benefits of a
performance-based highway program are numerous:

• It allows for more efficient allocation of increasingly scarce
resources;

• It aids in the development and justification of budget and
project proposals; and

• It holds government agencies responsible for funding,
constructing, maintaining and operating the highway network
accountable to the road users and the public at large.

At the same time, there are inherent limitations in performance
measurement. First, performance data do not, by themselves, tell
why the outcomes occurred. Examining performance data does not tell
the story behind the numbers, nor provide the context under which
such data was generated. Second, some outcomes cannot be measured
directly, such as prevention of undesirable events. Third,
information provided through performance measurement is just part
of the information managers and elected officials need to make
decisions. Fourth, because the range of factors and considerations
faced by state DOTs around the country varies from state to state,
it is important to avoid using performance measures as a
"one-size-fits-all" tool to rank and draw absolute conclusions of
state DOT performance.