Presentation on theme: "TAM Guide Webinar 2: Guide Overview and Getting Started FHWA and AASHTO Sponsored Webinar Series on the AASHTO Transportation Asset Management Guide –"— Presentation transcript:
TAM Guide Webinar 2: Guide Overview and Getting Started FHWA and AASHTO Sponsored Webinar Series on the AASHTO Transportation Asset Management Guide – A Focus on Implementation November 16, 2011 Please mute your phone. If you do not have a mute button on your phone, press *6 on your phone keypad. Please do not put your phone on hold. Press F5 to go to full screen mode, press Esc to go out of it
2 Webinar Instructors Matt Hardy, AASHTO (sponsor) Kirk Steudle, Michigan DOT Nastaran Saadatmand, FHWA (sponsor) Hyun-A Park, Spy Pond Partners, LLC (lead facilitator) Mark Gordon, AECOM Paul Thompson, Consultant Laura Wipper, Oregon DOT Cory Pope, Utah DOT Becky Burk, Maryland SHA Martin Kidner, Wyoming DOT Scott Richrath, Colorado DOT
3 AASHTO Transportation Asset Management (TAM) Guide Provides a strategic framework for asset management Address strategic questions as transportation agencies manage their surface transportation system Establishes a common language for TAM practice and includes commonly used definitions Realize the most from financial resources now and in the future to address Preserving highway assets Providing the service expected by customers Focuses on approaches that an agency can take and use Lessons that come from practical experience of agencies that are implementing asset management today
4 TAM Guide Webinar Series Webinar 1: Applying the Guide Overview of how the TAM Guide can help transportation agencies improve efficiency and effectiveness Scenarios such as “Making the Case for Funding,” “Extending Asset Useful Life,” and “Improving Safety Performance” Webinar 2: Guide Overview and Getting Started General overview of the entire Guide, covering underlying framework and each section of the Guide Strategies for using the guide including instructions on how an agency can get started on using the Guide to begin improving and/or implementing asset management Webinar 3: The Transportation Asset Management Plan (TAMP) Importance of getting an organization aligned to embark on an asset management improvements process using the TAM Guide Key focus on the development and use of the TAMP Webinar 4: Tools & Techniques for Implementing the TAMP Discussion of the various management systems and tools and techniques described in the Guide and illustrations of their effective use Specific cases of how agencies have used management systems and tools and techniques described in the Guide
5 Webinar 2 Objectives Providing you with an orientation on the TAM Guide organization Using the TAM Guide to help you assess where you are on TAM maturity Helping you figure out what the gaps are between where you are today and where you want to be in the future Developing a strategy & scope for TAM implementation Setting the stage for organizational change needed to support asset management Getting an introduction to levels of service
6 Webinar 2 Agenda TAM Guide Overview Chapter Contents TAM Assessment Tools Gap Analysis Tool Self Assessment Tool Defining the Scope of TAM Organizational Alignment Change and Leadership in Asset Management Organizational Change Frameworks – Baldrige, Balanced Scorecard Performance Management Standards Brief Introduction to Levels of Service Q & A and Wrap Up
7 AASHTO TAM Guide Volumes 1 and 2 are Interlinked
8 TAM Guide Road Map – 14 Steps to Implementation Part One Part Two
9 TAM Guide Chapter by Chapter Overview Mark Gordon AECOM Principal Investigator, NCHRP 8-69
10 Chapter by Chapter Road Map to Implementation Definition of TAM Transportation asset management is a set of concepts, principles, and techniques leading to a strategic approach to managing transportation infrastructure. Transportation asset management enables more effective resource allocation and utilization, based upon quality information and analyses, to address facility preservation, operation, and improvement. This concept covers a broad array of DOT functions, activities, and decisions: e.g., transportation investment policies and priorities; relationships and partnerships between DOTs and other public and private groups; long-range, multimodal transportation planning; program development for capital projects and for maintenance and operations; delivery of agency programs and services; and real-time and periodic system monitoring and data processing. All of these actions are accomplished within the limits of available funding.
11 Implementation Steps 1 to 3: Set Direction Purpose of TAM To meet a required level of service, in the most cost effective manner, through the management of assets for present and future customers. (International Infrastructure Management Manual, NAMS, 2006)
12 Implementation steps 4 to 8: Create Alignment Management, leadership and culture
13 Implementation Step 9: Develop a TAM Plan
14 Implementation Step 10: Strengthen Service Planning Levels of Service Framework
17 Implementation Steps 13-14: Strengthen Systems and Data TAMIS Integration Framework
18 Oregon DOT’s Getting Started Experience Laura Wipper Oregon Department of Transportation Manager, ODOT Asset Management Integration
19 Search for Best Practices What we did: Looking to Others - Research Trying it Ourselves Asset Management Pilot Project Half-Life of Data - Performance Measure to State Legislature FACS-STIP Tool - Data Sharing 1R Paving Program - Using the Data What we learned: Experiences of Others - Asset Strategic Plan Experiences of Ourselves - Less is More, Basic Inventory Collect Once, Use Many Times Value of Documentation & Manuals Data Maintenance Critical Need to Make the Data Available Data Used for Program Decisions Oregon DOT Experience:
20 Proposed Data Collection Plan Sustain the “green:” Bridges Pavements ITS Sites Basic Inventory July 2008 Bike/Ped Facilities Basic Inventory Oct. 2008: Retaining Walls Culverts Traffic Barriers Wetland Mitigation Sites Traffic Structures Signs Approaches Lifeline Routes by Oct. 2008: Slopes & Rock Fall Oregon DOT Experience:
21 Updated Asset Management Strategic Plan Integrated Plan Strategic Implementation Communication, and Technology Strategy Asset List Foundation to build on Oregon DOT Experience:
22 TAM Improvement Path
23 TAM Gap Analysis Tool and Self Assessment Tool Paul D. Thompson Paul D. Thompson Contributor, NCHRP 8-69
24 TAM Practices Gap Analysis The process of continuous improvement is a feature of TAM at all levels of maturity The TAM improvement process is about closing the gaps, between What needs to be done, the desired TAM objectives; and Current levels of achievement The gap analysis tool is tactical Greater level of detail than the self assessment Results aggregate up to 6 key areas, expanding on Volume 1 More focus on TAM processes and lifecycle management Uses the maturity scale at a greater level of detail
25 TAM Maturity Scale A broad characterization of agency evolution A way of grouping advancements that typically occur together A screening tool to identify likely next steps A short-hand way of classifying the audience
26 TAM Maturity Scale 1. No effective support from strategy, processes, or tools. Lack of motivation to improve.
27 TAM Maturity Scale 2. Recognition of a need, and basic data collection. Reliance on heroic effort of individuals.
28 TAM Maturity Scale 3. Shared understanding, motivation, and coordination. Development of processes and tools.
29 TAM Maturity Scale 4. Expectations and accountability drawn from asset management strategy, processes, and tools.
30 TAM Maturity Scale 5. Asset management strategies, processes, and tools are routinely evaluated and improved.
31 TAM Gap Analysis Tool
32 TAM Gap Analysis Example
33 Strategic Self Assessment (from Volume 1) Policy Goals and Objectives How does policy guidance benefit from improved asset management? Planning and Programming Do resource allocation decisions reflect good practice in asset management? Program Delivery Are appropriate options and management methods used to deliver the program? Information and Analysis Do information resources effectively support asset management policy and decisions?
34 Utah DOT’s Self Assessment Experience Cory Pope Utah Department of Transportation Systems Planning and Programming Director
35 Use of a Self Assessment to Get Started Utah DOT Utah DOT began its asset management efforts with the Self Assessment exercise in the AASHTO Asset Management Guide – Volume I 48 employees reviewed a series of statements representing best practice and rated: The degree to which they were consistent with current DOT practices The degree to which improvement in that area was desired After a detailed analysis of the results, the DOT developed a comprehensive asset management implementation plan
36 Use of a Self Assessment to Get Started Utah DOT Responses to Question A6 – Policy guidance on resource allocation allows Utah DOT sufficient flexibility to pursue a performance-base approach.
37 AM Scoping, Leadership, and Change Kirk Steudle Michigan Department of Transportation Director Current AASHTO President
38 Defining the Scope of TAM in Your Agency TAM Scope Which assets? Which actions or decision? Which business processes, including methods and forms of delivery? What asset management capabilities? What data? TAM Project Management Carefully delineate the scope of the effort Define and periodically update cost and resource estimates for effort Define and periodically update the project schedule Actively identify risk factors and have a plan for addressing risks Ensure that all participants and stakeholders have real-time access to all of the above
39 Approaches to Implement Asset Management Many different reasons exist for why TAM implementation is needed in an agency Focusing on the one that is right for your agency at this time is critical for TAM success in delivering improved results The focus area that is chosen will drive the planning activities that will lead to a good Transportation Asset Management Plan (TAMP)
40 Organizational Alignment + Change and Leadership in Asset Management
41 Change is a Part of the AM Business Model Change Leadership Convince people of the need for and benefit of change Create a change leadership coalition Develop a vision of changes and strategy Communicate that vision regularly Make actions consistent with the vision Make sure people are involved and empowered to make changes consistent with the vision Reinforce the change effort with short-term successes Keep the focus on the change effort Anchor new approaches into the culture Plan for Change Assess the agency's readiness for change. Define a leadership structure. Build opportunities for collaborative review and revision into the timeline, keeping in mind that successful change is incremental. Permit employees to fail, learn, and move forward. Develop a communication plan, potentially using multiple media such as speaking, writing, video, training, focus groups, and electronic communications. Assess both positive and negative impact to the agency's processes, systems, customers, and staff. Develop mitigation plans for each risk. Develop and communicate performance measures and expectations. Find ways to let employees know how the changes will affect them individually.
42 Building the Team: Step by Step
43 Organizational Change Frameworks Organizational change is a fundamental part of TAM Understanding and planning for the change needed in your organization will ensure successful TAM implementation Multiple methods and tools exist for managing organizational change Baldrige Framework Balanced Scorecard Framework Six Sigma Framework
44 Application of the Baldrige Framework at Maryland SHA Becky Burk Maryland State Highway Administration Performance Excellence Manager
45 Baldrige Framework The Baldrige framework is based on a set of criteria for performance excellence, used by the U.S. Department of Commerce to select recipients of the Malcolm Baldrige National Quality Award. It is based on a set of core values and concepts which include: Visionary leadership Customer-driven Organizational and personal learning Valuing employees and partners Agility Focus on the future Managing for innovation Management by fact Public responsibility and citizenship Focus on results and creating value Systems perspective
46 Combined 7 Baldrige criteria into 5 Vision Areas Maryland SHA Baldrige Performance Management CUSTOMERS Processes Quality Efficiency Outputs Outcomes BUSINESS PLAN OBJECTIVES
47 Application of the Balanced Scorecard at Wyoming DOT Martin Kidner Wyoming Department of Transportation State Planning Engineer
48 Balanced Scorecard Framework The Balanced Scorecard framework focuses on the alignment of specific business activities with an organization's enterprise strategy. Focus is on a balanced set of performance areas—financials, customers, learning, internal processes. The Balanced Scorecard is a framework used to balance competing needs. Vision is translated into measureable, annual objectives and performance measures. The workforce is engaged and helps develop business-unit Scorecards. Measurement is at the heart of the balanced scorecard framework.
49 Wyoming DOT – Balanced Scorecard
50 Performance Management Standards Performance-based decision making is one of the core principles of TAM An agency must be able to demonstrate that they are making progress on established goals and objectives It must be able to: Set goals and objectives tied to measurable metrics Make resource allocation decisions based on these goals and objectives and the funding available using the metrics to guide the decision making Demonstrate to its customers the results of the investments.
51 Role of Performance Measurement in Government What gets measured gets done; If you do not measure results, you cannot tell success from failure; If you cannot see success, you cannot reward it; If you cannot see success, you cannot learn from it; If you cannot reward success, you are probably rewarding failure; If you cannot recognize failure, you cannot correct it; and If you can demonstrate results, you can win public support. from Reinventing Government, by David Osborne and Ted Gaebler
52 Performance-Based Management Iterative Process
53 Developing Levels of Service Levels of service describe what the customers perceive Not set in isolation All agencies have some now, in some form (e.g. GASB 34 Modified Approach) Set at different levels — strategic, customer and technical All must be SMART — Specific, Measurable, Achievable, Relevant, Timebound Customer levels of service should be set with customer input Start by documenting what is delivered now (the first-time up you can skip consultation / customer research) Pick from the full range of customer research tools when gathering customer input Customer levels of service amplify the agency mission, they must not contradict it
54 Technical Levels of Service Take customer levels of service and convert them into technical language Technical levels of service should not stand alone, but support a customer level of service or a legislative requirement Used by asset managers and engineers to ensure that they are delivering the right things Describe what the technical measures are required to deliver the customer levels of service. E.g. maximum and average roughness measured in IRI minimum and average skid resistance illumination levels from street lights The early stages of formal TAM may require current technical levels of service to be converted into “customer speak” and become current customer levels of service
55 Levels of Service Example for Sidewalks
56 Maintenance Level of Servic (MLOS) at Colorado DOT Scott Richrath Colorado Department of Transportation Performance & Policy Analysis Unit Manager
57 Colorado DOT’s Maintenance Levels of Service (MLOS) CDOT uses an extensive Maintenance Levels of Service (MLOS) budgeting system to allocate funds and evaluate all maintenance activities performed throughout the state for a given fiscal year. The main objective of MLOS is to establish an overall target level of service while staying within allocated budget dollars. Levels of service communicate targets for accomplishment inside and outside the agency. When planned levels of service are compared to actual service levels accomplished, a basis of accountability is established. Relationships between levels of service and cost enable CDOT to evaluate the impacts of different funding levels, analyze tradeoffs in resource allocation, and monitor planned versus actual accomplishments against expenditures.
58 CDOT Objective: Meet or Exceed the Adopted Annual Maintenance Level of Service Grade
59 MLOS Guidance:
60 Questions and Answers
61 Wrap Up Today’s Webinar Orientation on the TAM Guide organization Know the tools available to assess where you are with TAM and where you want to go Understand the importance of leadership and proactively manage change Understand the purpose of levels of service and how it is applied Future Webinars Webinar 3 – The Asset Management Plan (TAMP) (Wednesday, November 30th, 2 – 4 PM EST) Webinar 4 – Tools and Techniques for Implementing the TAMP (Wednesday, December 14th, 2-4 PM EST)