BACKGROUND
State aviation agencies frequently must demonstrate the value that they bring to their state, such as when there are reviews of budgets; to justify funding and staffing; when there is consideration to consolidate departments; or when there are requests from regulators, legislators, or other stakeholders. State aviation agencies may also compete for resources with the other modes of transportation within their state.
Performance metrics and key performance indicators (KPI) are used in all industries to show how well an organization or entity is operating, or put another way, to show their value or return on investment (ROI). State aviation agencies are somewhat different in terms of their operations or administration of grants and may use a variety of performance metrics. However, since some agencies don’t have control over all aspects of airport grants, grant administration metrics may not be valuable.
No two state aviation agencies operate the same, but there are many common activities with common performance metrics and indicators, though there may be unique applications. There also may be unique metrics, indicators, and methods of implementation that are being utilized at one or a few state aviation agencies that some others may find useful.
OBJECTIVE
The objective of this research was to identify performance metrics and KPIs that state aviation agencies utilize to demonstrate their value to elected officials, regulators, and stakeholders. Value should be defined as being effective, efficient, and a good steward of resources.
