Lessons Learned on WMATA’s Performance Journey Rick Harcum Director, Office of Performance

1. Washington Metropolitan Area Transit Authority WMATA Lessons Learned on WMATA’s Performance Journey Rick Harcum Director, Office of Performance phendren@wmata.com

2. Performance-Based Planning and Programming: 3 Takeaways • The Five Components Matter • This Works • Just Do It

3. Performance-Based Planning and Programming: 5 Components Goals/Objectives 2 1 3 Performance Measures QualityData Target Setting Evaluate Programs, Projects & Strategies Measure, Evaluate, and Report Results Actual Performance Achieved Allocate Resources Budget and Staff 5 4 Source: NCHRP 8-36 (Task 104): Integrating Performance Measures into a PBPP Process

4. Goals: Board Adopted Strategic Framework (10/25/2012) 1

5. Performance Measures: GM/CEO Business Plan 2 2

6. Target Setting: The Steps 3 Believable Motivational Board and public Different than reporting frequency Data is your best defense Selection based on audience What will resonate?

7. Target Setting Example: Escalator Availability • Trend data is key • Actions, constraints and externalities ALL impact results • Provides opportunity to argue for resources

8. Allocating Resources: Department Business Plans 4 Build and maintain a premier safety culture and system Meet or exceed customer expectations by consistently delivering quality service Ensure financial stability and invest in our people and assets Improve regional mobility and connect communities Actions Who Performance Measures Data Source Targets IMPROVE performance SHOW what you do ARGUE for support/resources MOVE from reactive to strategic FOSTER unity around goals FOCUS staff and resources

9. What’s In a Business Plan? Linking Day-to-Day Work to Goals Track progress towards achieving strategic goals Sets expectation for action completion Key steps necessary to move towards achieving goals Point person for implementing action Sets end point or direction for measure / defines success Who is critical to action implementation

10. Monitoring Progress: Reports Customized for Audience 5

11. PBPP Works: Balances Conflicting Goals • Agency goals can conflict: • Deliver Quality Service • On-time performance • Invest in Our Assets • Track work

12. PBPP Works: Provides explanations using “sub-measures” • Why buried in sub-measures • Mean Time to Repair • Mean Time Between Failure • Preventive Maintenance Compliance

13. PBPP Works: Provides explanations using “sub-measures” Preventive Maintenance Compliance • 44% in 2010 • 64% in 2011 • 89% in 2012

14. PBPP Works: Data Analysis Identifies Actions People Can Take • Bus collisions #2 cause of customer injuries • Dive down to a level of detail where individuals can act • Prioritize and customize actions to improve results

15. PBPP Works: Data Analysis Identifies Actions People Can Take • Actions • Jersey wall repositioned • Trees trimmed • Training customized • Results posted on Bus News Network

16. Takeaways: 5 Components Matter

17. Takeaways: PBPP Works

18. Takeaways: Just Do It