Beyond the Short Term: Transportation Asset Management for Long-Term Sustainability, Accountability and Performance
Table of Contents
List of Figures:
- Figure 1: The 'Plan, Implement, Evaluate, Act' cycle is inherent in 'quality systems' and essential in asset management.
- Figure 2: The asset management process includes a continuous and systematic setting of goals and evaluating of results.
- Figure 3: The ability to illustrate future trends and the results of current practices allows Asset Management practitioners to demonstrate the consequences of current decisions.
- Figure 4: The Strategic Planning Office reports to the Deputy Secretary.
- Figure 5: Highway management systems are coordinated under the Asset Management Office.
- Figure 6: The hierarchy of state and local interest.
- Figure 7: The Performance metrics relationship chart.
- Figure 8: The relationship between the NC DOT's mission, goals and assets.
- Figure 9: Performance measures cascade from the top of the organization.
- Figure 10: Similar goals and metrics are used at all levels of the organization, which creates a common focus on priorities.
- Figure 11: Pavement condition trends.
- Figure 12: Pavement conditions will decline if current trends continue.
- Figure 13: NC DOT forecasts that overall conditions will decline if funding levels remain as forecasted.
- Figure 14: Leadership and data provide essential coordination of other functions in an asset management environment. Leadership points the way and common data systems keep all divisions communicating effectively.
- Figure 15: ODOT performance measures relate to all areas of preservation, operations and capital improvement.
- Figure 16: Oregon DOT links plans, people, processes and products in its asset management framework.
- Figure 17: The major steps within Performance Management provide clear targets and a clear process for measuring accomplishment of those targets. The later steps of reviewing
results and updating strategies achieve the institutional learning process common in all of the "quality" frameworks.
- Figure 18: The Balanced Scorecard allows tradeoffs between competing needs, as does Asset Management.
- Figure 19: A Six Sigma approach to pavements would focus upon what causes pavements to perform exceptionally well or poorly. Lessons from that analysis would be used to improve pavement processes.
- Figure 20: Missouri DOT has used its performance management system to focus on key indicators, such as fatal crashes.
- Figure 21: MoDOT has made substantial progress on pavement conditions on major routes.
- Figure 22: Limited resources compelled Missouri to make the difficult tradeoff of accepting lower conditions on the minor highways in order to increase investment in the major ones. MoDOT benchmarks its conditions against Georgia's.
List of Tables:
List of References:
- 1. Haas and Hudson, 1994, pg. 4.
- 2. Lindblom, Charles E., The Science Of Muddling Through, in Public Administration Review, Vol. 19, pp. 79–88, 1959.
- 3. FHWA, "Transportation Asset Management In Australia, Canada, England, and New Zealand" 2005.
- 4. Hammer, Michael and James Champy, "Re–Engineering the Corporation," 2001
- 5. International Infrastructure Management Manual, Version 3.0, 2006, pg. 2.10
- 6. http://www.oregon.gov/ODOT/CS/PERFORMANCE/
- 7. ODOT Asset Management Program Plan, March 19, 2008, accessed at http://library.state.or.us/repository/2009/200905131613413/index.pdf
- 8. Osborne, David, and Ted Gaebler, "Reinventing Government, How the Entrepreneurial Spirit is Transforming the Public Sector," 1993, Penguin Publishing, pps. 349–359.
- 9. Likierman, Andrew, "The Five Traps of Performance Management," in the Harvard Business Review, Oct. 2009, pps 96–101.
- 10. Kaplan, Robert S., and David P. Norton, "The Balanced Scorecard – Measures That Drive Performance," Harvard Business Review, as reprinted in "Measuring Corporate Performance," Harvard Business Review, 1998 pps. 123–145.
- 11. An as yet unpublished report to be produced by the Federal Highway Administration, AASHTO and NCHRP. Advanced copies were released in limited quantities at the 2010 Transportation Research Board Annual Meeting.
- 12. Interviews with SRA officials as part of the "Linking Transportation Performance and Accountability Scan."
- 13. New South Wales Government Asset Management Committee documents accessed at http://www.gamc.nsw.gov.au/tam/ and interviews with NSW RTA officials.
- 14. Part 13, Queensland Treasury, Department of Transport and Main Roads, Summary of Departmental Portfolio Budgets, 2008, in the Service Delivery Statement and interviews with QDTMR officials.
- 15. An as yet unpublished report to be produced by the Federal Highway Administration, AASHTO and NCHRP. Advanced copies were released in limited quantities at the 2010 Transportation Research Board Annual Meeting.
- 16. Interviews with SRA officials as part of the "Linking Transportation Performance and Accountability Scan."
- 17. New South Wales Government Asset Management Committee documents accessed at http://www.gamc.nsw.gov.au/tam/ and interviews with NSW RTA officials.
- 18. Part 13, Queensland Treasury, Department of Transport and Main Roads, Summary of Departmental Portfolio Budgets, 2008, in the Service Delivery Statement and interviews with QDTMR officials.