UPDATE ON NATIONAL ASSET MANAGEMENT INITIATIVES: FACILITATING INVESTMENT DECISION-MAKING

Size: px
Start display at page:

Download "UPDATE ON NATIONAL ASSET MANAGEMENT INITIATIVES: FACILITATING INVESTMENT DECISION-MAKING"

Transcription

1 UPDATE ON NATIONAL ASSET MANAGEMENT INITIATIVES: FACILITATING INVESTMENT DECISION-MAKING by R.S. McElroy 1 Federal Highway Administration, U.S. Department of Transportation th Street, S.W., Washington, D.C Abstract Asset Management is a systematic process of maintaining, upgrading and operating physical assets cost-effectively. It promises to provide a solid framework for optimizing the transportation system through cost-effective management, and programming and resource allocation decisions. The U.S. Department of Transportation s Federal Highway Administration has recently consolidated its disparate asset management functions into an Office of Asset Management. One of the major purposes of this Office is to develop, identify and advance analytical tools and organizational structures to assist States in making cost-effective engineering and investment decisions. This paper presents initial efforts in this regard. 1 Introduction Sustained and adequate investment in transportation is essential to achieving the Nation s social, economic and security goals. The United States highway system represents over a trillion of dollars in investment, and the ongoing costs of expanding, preserving and operating the system are extraordinary. Government agencies, at the Federal, State and local level, are pursuing more effective ways of managing and investing in their transportation systems. They are responding to funding constraints as well as to the requirements imposed by an aging system and increasing user demands. Efforts by State Departments of Transportation (DOTs) to improve their business practices also stem from public demands for: (1) transparency in government decision-making, (2) greater accountability for those decisions and (3) greater return-on-investment. Also of concern to State DOTs is the loss of senior staff due to retirement and downsizing. It has become increasingly important that systematic and reproducible approaches for managing assets and investment analysis be available to new staff. Although States have been managing assets for decades, Asset Management is a relatively new concept. It will prove a solid framework for optimizing the transportation system through costeffective management, and programming and resource allocation decisions. Asset Management may be defined as follows:... a systematic process of maintaining, upgrading and operating physical assets cost-effectively. It combines engineering principles with sound business practices 1 Regina McElroy is Team Leader for the Economic Evaluation and Investment Team in the Federal Highway Administration s Office of Asset Management. She may be reached at regina.mcelroy@fhwa.dot.gov or at

2 and economic theory, and it provides tools to facilitate a more organized, logical approach to decision-making. Thus, asset management provides a framework for handling both short- and long-range planing. (Asset Management, 1999) Asset Management links user-demands, technical analysis, engineering criteria and goals, and budgetary constraints. A generic description of the process follows: First, performance expectations (goals and policies), consistent with available budgets and user demands, are ascertained and used to control the decision-making framework. Second, condition information is collected and analyzed, given stated performance expectations, to provide information on future system requirements ( needs ). Third, the application of analytical tools and reproducible techniques indicate potential cost-effective strategies for allocating available budgets to satisfy user requirements, again using performance expectations as critical inputs. The program is then finalized and implemented. The entire process is continually evaluated through network-level performance monitoring. Asset Management is a logical strategic decision-making framework that is made effective by organizational integration and technological support. Organizational integration refers to communication and inter-dependency across asset classes, across functions and from the executive level to the front-line, working level. The necessary technology includes the ability to collect, process, then evaluate the data and the analytical tools required and to select the most cost-effective alternative investment strategies. An important initiative to promote the Asset Management concept is currently underway within the U.S. DOT. The U.S. DOT s FHWA has organizationally consolidated its disparate asset management functions into an Office of Asset Management. The Office assumed existing responsibility for developing and advancing tools to monitor, maintain and assess the highway system. In addition, a new team was established to focus on Asset Management implementation issues related to investment decision-making, specifically organizational coordination and the use of Engineering Economic Analysis (EEA) tools. This paper focuses on investment related activities of the new unit, the Economic Evaluation and Investment (EE&I) Team. Also provided, for context, is an overview of the newly established Office of Asset Management. 2 The Federal Highway Administration s Office of Asset Management In February 1999, the FHWA charted an Office of Asset Management as part of its reorganization. The newly organized FHWA is now structured with five Core Business Units: Infrastructure, Planning and Environment, Federal Lands, Operations and Motor Carriers and Highway Safety. The Office of Asset Management is one of four offices within the Infrastructure Core Business Unit. The Establishment of the Office of Asset Management ( the Office ) confirms the Agency s commitment to advancing Asset Management principles. Operating in partnership with 2

3 AASHTO, the Office provides tools, techniques, training and consultative services to the States as they work to adopt a comprehensive, fully-integrated Asset Management program. The Federal government is uniquely suited to provide leadership in areas from which all 50 States can benefit. Although the States own and operate the assets targeted by Asset Management, State officials look to FHWA to provide overarching guidance, research and development, and training because of the expense and requirements for staff expertise associated with these activities. The Office is composed of a multi-disciplinary staff drawn from engineering, policy, planning and technology assessment. Three teams make up the new Office: (1) Construction and System Preservation, (2) System Management and Monitoring and (3) Economic Evaluation and Investment. The teams work together on overlapping activities. 2.1 Construction and System Preservation Team The Construction and System Preservation Team is responsible for construction and maintenance policy, technical support and outreach, quality management, pavement smoothness and system preservation. FHWA has placed a special emphasis on preservation as the Agency s mission has shifted from system expansion to preservation of infrastructure assets. The National Quality Initiative (NQI), a partnership between AASHTO, FHWA, and related industry associations, is housed on this team. The NQI objective is to focus attention on continuous quality improvement within the highway industry. New team initiatives include the establishment of a joint AASHTO/Industry/FHWA agreement for Optimizing Highway Performance. 2.2 System Management and Monitoring Team The System Management and Monitoring Team is charged with developing, refining and advancing pavement and bridge management systems. Pavement performance support is another critical area that falls under this team s umbrella. New initiatives include the establishment of an Asset Management/Superpave Pilot State Study and implementing recent AASHTO provisional standards on Pavement Management Systems (PMS). In addition, team members initiate and lead the development of new asset management systems, such as for tunnels and hardware. 2.3 Economic Evaluation and Investment Team The EE&I Team s portfolio includes outreach activities designed to explain and promote Asset Management. It also has the lead in developing, recommending and/or and advancing investment analysis tools and organizational structures. In May 1999, the EE&I Team developed a strategic business plan for achieving its short- and long-term objectives. A major component of that plan included initiatives to facilitate Asset Management principle-centered strategic investment decisions. Two primary tracks were identified: (1) Identification and development of procedures to facilitate horizontal and vertical integration and (2) Development and promotion of an array of procedures for inclusion in an EEA toolbox. The remainder of this paper presents initial work on these two tracks. 3

4 3 Strategic Investment Decisions 3.1 Introduction In those agencies that do not have the fundamental Asset Management components, such as Life Cycle Cost Analysis (LCCA) and management systems, the transportation investment and maintenance decisions are based on personal experience, anecdotal data, and in some cases intuitive judgement rather than information derived from the systematic application of analytical tools. If these States were to include more complete and objective information in their decision-making process the result would likely be better strategies for allocating resources and optimizing available assets. Ideally, guiding principles reflecting the demands and concerns of system users would be imbedded in a State s investment decision-making process. Also present, as previously discussed, would be effective horizontal and vertical communication channels. Importantly, appropriate analytical techniques would be available to identify and evaluate alternative policies, program structures and project design options. These tools would have a multiyear orientation. They would draw from economics as well as engineering. Alternative investment and maintenance options would be evaluated in a context consistent with long-range plans, policies and goals. Trade-offs would be made between funding transportation versus other programs, between assets and with individual asset program areas. The following sections present FHWA plans for facilitating the improvement of horizontal and vertical coordination within State DOTs and expanding the use of economic-based investment analysis tools. 4 Integration 4.1 Description Central to the concept of Asset Management is effective horizontal, crosscutting communication across functions and modes. Asset Management is concerned with the entire portfolio of transportation assets and therefore needs to bring together diverse modal and functional perspectives. A comprehensive approach that recognizes the full range of options, standards, information and perspectives is essential. Vertical integration also is an important feature of a fully functioning, comprehensive Asset Management system. It implies that various levels of the decision-making process are cognizant of information from other levels. This means that, decisions and/or recommendations arising from the working level become part of the information set available to senior management. For example, current and projected condition and performance data would rise to the top of the organizational structure. Similarly, operational managers would understand goals and policies. Vertical integration implies communication between the State DOTs and their legislatures. 4.2 State Implementation Issues The prevailing approach to State asset management is largely driven by single-asset operations. This stovepipe approach results from management systems that were developed asset class by asset class. For instance, bridge management systems were developed by bridge engineers 4

5 and pavement management systems were produced by pavement engineers. These systems frustrate coordination across asset classes. Despite notable advancements in management system capabilities such as decision support features, and hardware and software improvements there is virtually no data exchange between or within asset systems. Further, because there is no standard among the asset systems with respect to investment decision procedures they are generally incompatible. Further, they generally fail to support coordination between functional areas. While their content is for the most part accepted by the engineering community, they have typically not been bought into by managers in other disciplines such as program development and finance. Consequently, these individuals will often ignore management system decision-support prioritization and budgeting routines, opting for their own procedures. 4.3 Short-Term Initiatives In cooperation with AASHTO, the FHWA is sponsoring a National Cooperative Highway Research Program (NCHRP) effort to develop Asset Management Guidance for Transportation Agencies [NCHRP Project 20-24(11)]. The objective of this project is to provide: a first generation Asset Management Guide for use by AASHTO member agencies which will offer advice on how to effectively apply Asset Management principles to their unique organizations; a synthesis of current practices and available tools; a framework for an asset management system; and recommended research for filling gaps in existing knowledge and developing tools for the next generation of the Guide. This work will lay the foundation for defining initiatives to advance integration efforts within State DOTs. Upon completion of the NCHRP activity in 2001, in consultation with AASHTO, the FHWA will determine the appropriate next steps to assist the States in establishing effective horizontal and vertical integration within their organizations. 4.4 Engineering-Economic Analysis Tools Few States use economic-based tools to assess the relative merits of alternative investment strategies, either within asset classes (e.g., one highway facility versus another based on relative costs and benefits) or for particular project design options (e.g., choosing between reconstruction and resurfacing based on comparative life-cycle costs). Fewer still evaluate investment trade-offs at the system level between asset classes such as pavements, bridges and transit. The current approach to asset management in general and resource allocation and investment analysis, in particular, is more tactical rather than strategic. One reason this is the case is that the procedures, as well as the underlying data and assumptions, fail to produce conclusions defensible enough to replace well-established decisionmaking traditions. Another reason is that many States lack appropriately trained analysts with the ability to implement the available tools and/or to translate the results of complex analytical processes into conclusions readily understood by executive decision-makers. Elected officials recognize the importance of being able to economically justify expenditures funded by their constituents. The American public demands assurance that they are getting the best 5

6 possible return on resources invested. EEA tools can establish an effective platform for communicating with the public (as well as between asset classes and decision-makers at all levels of the organization) as they provide a framework for organizing information and defending recommended alternatives. They highlight the relevant benefits and costs of competing investment options as well as demonstrate the functional and economic roles of highway activities. The EE&I Team is interested in establishing a toolbox of economic-based decision support tools that are practical and credible to State DOTs. This paper presents two such tools: the Highway Economic Requirements System (HERS) and LCCA. 5 Highway Economics Requirements System 5.1 Background The biennial Status of the Nation s Surface Transportation System: Conditions and Performance Report (C&P Report) to Congress, provides information on current system condition and performance and future capital investment requirements to achieve specified system performances levels. The Report also provides an assessment of the relationship between investment requirements and current spending. The investment requirements presented in the report are generated by a simulation model, HERS, which assumes the application of economic principles in programming highway dollars. The results, as presented in the C&P Report series, establish useful benchmark measures of highway investment estimates. The model supports program and budget development by reporting the cost to achieve and maintain, at the National level, a highway system that is economically efficient. HERS uses marginal benefit/cost analysis to optimize highway investment. HERS addresses highway deficiencies by quantifying the agency and user costs of various types and combinations of improvements, each subjected to a rigorous benefit/cost analysis that considers vehicle operating, travel time, and safety costs. A recent improvement to HERS includes the incorporation of emissions into the decision-making process. Within the HERS process, State travel forecasts are analyzed to predict future pavement and capacity deterioration. Using a set of user-defined standards, generally based on good engineering practice, the future demand is translated into pavement and capacity deficiencies. HERS selects the best set of highway improvements to satisfy economically sound highway performance objectives. When funding is not available to achieve optimal spending levels, HERS will prioritize economically worthwhile potential improvement options according to relative merit (that is, net contribution to social welfare) and select the best set of projects. Given funding constraints or user-specified performance objectives, the system minimizes the expenditure of public funds while simultaneously maximizing highway user benefits. HERS extends the traditional engineering-based means of considering infrastructure investment strategies by evaluating the impact of highway condition and performance on highway users, as well as the impact of users on highway performance. 5.2 State Implementation Issues HERS is recognized as an important advancement in integrating economic considerations into transportation investment decision-making. HERS provides useful information regarding the economically optimal mix of improvements under a constrained budget. Further, while HERS was not designed to provide definitive program allocation answers, it is a potentially powerful analytical 6

7 device that provides decision-makers with important investment/performance benchmarks. The model could be useful in providing analytical support in determining the increment of State resources that could be efficiently allocated to highway programs. FHWA hypothesizes that the States might find value in using HERS to conduct a needs assessment for State highway pavement and capacity requirements. HERS uses the Highway Performance Monitoring System (HPMS) database to obtain information on current conditions and performance as well as estimates of the future travel demand. States collect the HPMS to submit to the FHWA as well as to support their own PMS. Therefore, there exists an important data link between a given State s PMS and HERS. Although, the PMS demands far more information (data elements) than does HERS. For example, HERS makes pavement improvement decisions based on a facility s International Roughness Index, a measure of smoothness. HERS does not consider cracking and rutting -- two information items critical to the PMS. 5.3 Short-Term FHWA Initiatives The FHWA Office of Asset Management is, at present, in the process of launching a feasibility study to assess the demand for State-level application of HERS. This first step will be to introduce the general HERS concept to as many States as possible through briefings, miniworkshops, and overview literature. Next, the States will be invited to volunteer to serve as a pilot test State to work with the model over a period of months to assess its appropriateness for State use. These States will provide their final assessment and/or recommendations for future revisions. Assuming a role for HERS, FHWA will organize a series of educational forums for using the model. In addition, the EE&I Team will lead efforts to revise the Federal version of the model and identify and address impediments for application. This process provides a model for introducing new tools to the States. First, opportunities to build on existing tools and procedures will always be the first option. Both HERS and LCCA initiatives (see below) are examples of activities with excellent foundations that can potentially provide short-term successes while at the same time allow the Agency to leverage limited resource funds. A second observation is that activities originating from the EE&I Team in particular, and the Office of Asset Management in general, will always seek State input early in the process. Finally, the Office of Asset Management is committed to undertaking activities of broad influence that will potentially benefit all State agencies. In this way, States are not put in the position of duplicating efforts and expending valuable resources to reinvent a wheel already built by another State. 6 Life-Cycle Cost Analysis 6.1 Background LCCA is defined as:... a process for evaluating the total economic worth of a usable project segment by analyzing initial costs and discounted future cost, such as maintenance, user, reconstruction, rehabilitation, restoring, and resurfacing costs, over the life of the project segment (Act, 1995). 7

8 Simply stated, LCCA is an analysis of agency and user costs incurred over the life of a project. By adopting a long-term view of the transportation system, LCCA promotes consideration of total cost, to include maintenance and operation expenditures. It may be more cost-effective to invest relatively more money up-front during the construction phase so as to reduce total costs over the life of the project. Comprehensive LCCA includes all the economic variables essential to the evaluation: user costs such as delay and safety costs associated with maintenance and rehabilitation induced delays, agency capital cost, and life-cycle maintenance costs. 6.2 State Implementation Issues Almost all States use LCCA in some capacity. However, State application of LCCA is highly diversified. In some cases, the underlying assumptions are derived through intuition. In other cases, a number of the parameters considered essential for a classic, systematic textbook approach are not considered. For example, only about one-quarter of the States include user costs in their LCCAs. While LCCA procedures and methods have application for program and policy analysis, those Sates currently using LCCA do so primarily in the context of pavement management, most typically at the project level. Further, most of the States that use LCCA do so for pavement type selection and design specification (for new construction, reconstruction and major rehabilitation). Few States use the technique to evaluate alternative pavement projects. LCCA is used infrequently for bridge project decisions. The fact that LCCA is applied narrowly (e.g., mostly for pavement design) and incompletely (e.g., not including user costs) is not surprising given the limits on the availability of critical data and limited theoretical understanding of the relevant concepts and techniques. The main concerns surrounding implementation of LCCA by States focus on the following technical issues: Selecting an appropriate discount rate Questions about whether to incorporate and how to quantify non-agency costs such as user costs (e.g., value of travel time and environmental externalities) Securing credible supporting data, to include traffic data Projecting costs and travel demand throughout the analysis period Estimating salvage value and useful life Estimating maintenance costs and effectiveness Modeling asset deterioration Predicting impact of uncertain future events such as technology and those driving fuel costs Beyond the technical hurdles, State practitioners are faced with the significant challenge of reconciling the long-term view required by LCCA with budget cycles and political realities. State budgets generally cover time horizons from one to two years. Therefore, predicting available funds over the long-term is difficult. The short budget cycle combined with uncertain future funding levels creates pressure to select the alternative with the lower initial cost, regardless of total life-cycle costs. In other words, the cost-efficient solution may not be the most politically practical solution. A further complication is that elected and appointed officials with only a few years remaining in their terms often find the long-term perspective politically untenable. 8

9 6.3 Short-Term FHWA Initiatives LCCA is not a new area of interest for FHWA. For example, over the past five years activities have included a December 1994 LCCA Symposium which was jointly sponsored with AASHTO. Also in 1994, FHWA published a LCCA Policy Statement in the Federal Register. Most recently, since 1997, FHWA developed LCCA technical guidance and has been conducting a formal training and technical assistance program for LCCA as it pertains to pavement design. It is also noteworthy that the Executive Branch issued, in 1994, Executive Order 12893, Principles of Federal Infrastructure Investments which requires the benefits and costs of infrastructure investment be measured and appropriately discounted over the full life cycle of each project. At the same time, many States have been working on developing and/or refining their LCCA tools and approach. With the establishment of the EE&I Team, FHWA has made LCCA a priority initiative. Two LCCA tracks have been identified: One will focus on refining, developing and distributing LCCA tools and techniques for State use. The other will concentrate on identifying and addressing impediments to implementing LCCA. The objective is simple: to expand the use and technical completeness of LCCA by State DOTs. The EE&I Team has identified work in the following areas to address these issues. First, research will be directed at the development and refinement of analytical tools and techniques. This will include addressing knowledge gaps in critical areas such as (1) the valuation and appropriateness of including user, social and environmental costs; (2) analysis period, discount rates and salvage values; (3) asset performance prediction techniques; and (4) data acquisition techniques. Work in this area will also include development of software for a generic comprehensive LCCA approach. This model will include a module for analyzing uncertainty through risk analysis. Finally, in terms of research, a minimum theoretically acceptable level of LCCA will be defined. The second task area involves providing technical assistance in the implementation of LCCA. Activities will include the preparation and distribution of information via technical advisories and manuals. Such material will articulate LCCA principles and will include recommendations on overall LCCA techniques. Also covered will be specific issues such as the appropriate value to be used for critical factors in LCCA such as for user costs, discount rates, salvage values and useful lives. Another part of providing technical assistance is educating States as to best practices from other States, defining the state-of-the-art and benchmarking the state-ofthe-practice. Finally, the team is charged with training. Training efforts will include expanding the number and scope of LCCA related training courses so that the above discussed research and information may be applied in practice. Training activities will also include demonstrations of working examples of existing processes from lead States. 7 Conclusion Underlying all activities of the Office of Asset Management is knowledge-sharing. This includes disseminating information and guidance to State practitioners and executives as well as educating those outside of highway transportation as to what the States are attempting to accomplish with Asset Management. As indicated earlier, it is imperative that legislators as well as stakeholders gain an appreciation of what this new discipline has to offer. In the spirit of knowledge sharing, the Office will publish an executive-level primer on Asset Management. The primer will describe Asset Management, provide an overview of how 9

10 infrastructure assets are presently managed, and then lay out, in general terms, the components of a fully functional and integrated Asset Management system. The primer will give readers a sense of where we are today with asset management, where we would like to be, and how we might move in that direction. Another important outreach activity will be the third major seminar on Asset Management in Transportation. The seminar, planned for December 1999, will be a peer exchange between State representatives in which they will share their experiences in implementing Asset Management in their organizations. FHWA is co-sponsoring the event with AASHTO. The first two conferences were very successful and provided useful information on the current-state-of- practice with respect to Asset Management in the private sector as well as the transportation sector. A major goal of the second conference was to formulate a strategy for advancing a National Asset Management initiative. This was achieved with the establishment of an AASHTO Asset Management Task Force and Strategic Plan and, of course, organization of the Office of Asset Management by the FHWA. 8 References Act. (1995). National Highway System Designation Act of 1995, modified by the Transportation Equity Act of the 21 st Century. Asset Management. (1996). Asset Management: Advancing the State of the Art into the 21 st Century Through Public-Private Dialogue, Federal Highway Administration (FHWA)/American Association of State Highway and Transportation Officials (AASHTO) Sponsored Workshop, September. 10

Transportation Asset Management

Transportation Asset Management Transportation Asset Management The Role of Engineering Economic Analysis Presented by: Eric Gabler Economist, Office of Asset Management Federal Highway Administration Introduction The mission of the

More information

Asset Management Decision Support Tools. Omar Smadi CTRE, Iowa State University November 14th, 2000

Asset Management Decision Support Tools. Omar Smadi CTRE, Iowa State University November 14th, 2000 Asset Management Decision Support Tools Omar Smadi CTRE, Iowa State University November 14th, 2000 Asset Management System (Roads and Bridges) Pavement Management System: Inventory History Current Condition

More information

A Legislative Briefing prepared by Volume 7, Number 1 February 2001

A Legislative Briefing prepared by Volume 7, Number 1 February 2001 fiscal forum A Legislative Briefing prepared by Volume 7, Number 1 February 2001 Mitchell E. Bean, Director P. O. Box 30014, Lansing, MI 48909-7514 517-373-8080! FAX 517-373-5874! www.house.state.mi.us/hfa

More information

Final NPS Alternative Transportation Program Strategic Action Plan, 2012 2016

Final NPS Alternative Transportation Program Strategic Action Plan, 2012 2016 Final NPS Alternative Transportation Program Strategic Action Plan, 2012 2016 FY 2012 Executive summary This plan is an action oriented, performance based update to the 2002 2006 Alternative Transportation

More information

Asset Management Plan

Asset Management Plan Example Transportation Asset Management Plan Outline This outline was created using the Transportation Asset Management Plan (TAMP) Builder ( www.tamptemplate.org ), a product of NCHRP Project 8-36/116.

More information

Understanding the Impact of Transportation on Economic Development

Understanding the Impact of Transportation on Economic Development A1A06: Committee on Transportation and Economic Development Chairman: Norman Foster, Minnesota Department of Transportation Understanding the Impact of Transportation on Economic Development RANDALL EBERTS,

More information

The Relationship Between Asset Management and Performance Management

The Relationship Between Asset Management and Performance Management The Relationship Between Asset Management and Performance Management NCHRP 20-24(58) Requested by: American Association of State Highway and Transportation Officials (AASHTO) Prepared by: Cambridge Systematics,

More information

Eric Ross Federal Highway Administration Proposed Office of Performance Management

Eric Ross Federal Highway Administration Proposed Office of Performance Management Life-Cycle Cost Analysis a Decision Making Tool Eric Ross Federal Highway Administration Proposed Office of Performance Management FHWA Tools Team Evaluation and Economic Investment Team development and

More information

The Relationship Between Asset Management and Performance Management

The Relationship Between Asset Management and Performance Management The Relationship Between Asset Management and Performance Management NCHRP 20-24, Task 58 Requested by: American Association of State Highway and Transportation Officials (AASHTO) Prepared by: Cambridge

More information

Life Cycle Cost Analysis (LCCA)

Life Cycle Cost Analysis (LCCA) v01-19-11 Life Cycle Cost Analysis (LCCA) Introduction The SHRP2 R-23 Guidelines provide a number of possible alternative designs using either rigid of flexible pavements. There is usually not a single

More information

Date: 10/10/2014 Initiated by: AAS-100

Date: 10/10/2014 Initiated by: AAS-100 U.S. Department of Transportation Federal Aviation Administration Advisory Circular Subject: Airport Pavement Management Program (PMP) Date: 10/10/2014 Initiated by: AAS-100 AC No: 150/5380-7B Change:

More information

The World Bank. 1 System choice

The World Bank. 1 System choice Selecting road management systems (Source: Robinson, R, 1995. Rethinking policy, strategy and information under severe budget constraints: management information and tools to prioritise works. In: World

More information

NCHRP Web Document 41 (Project SP20-24[11]): Contractor s Final Report Phase I Report

NCHRP Web Document 41 (Project SP20-24[11]): Contractor s Final Report Phase I Report NCHRP Web Document 41 (Project SP20-24[11]): Contractor s Final Report Phase I Report Task 2 of 3: Asset Management Framework Prepared for: National Cooperative Highway Research Program Transportation

More information

COOPERATIVE DEVELOPMENT OF THE FINANCIAL PLAN PROCESS: HOW TO ORGANIZE FOR FINANCIAL PLANNING

COOPERATIVE DEVELOPMENT OF THE FINANCIAL PLAN PROCESS: HOW TO ORGANIZE FOR FINANCIAL PLANNING COOPERATIVE DEVELOPMENT OF THE FINANCIAL PLAN The purpose of organizing for financial planning is to develop a set of assumptions, information, and forecasts that are reliable and consistent across different

More information

THEME 2 PROBLEM STATEMENTS

THEME 2 PROBLEM STATEMENTS THEME 2 PROBLEM STATEMENTS Theme 2 Institutional and Organizational Issues The theme 2 problem statements presented in this section of the report relate to workforce development, communication, contracting,

More information

Safety Data Collection, Analysis, and Sharing

Safety Data Collection, Analysis, and Sharing Safety Data Collection, Analysis, and Sharing About the HSIP Noteworthy Practice Series The Highway Safety Improvement Program (HSIP) is a core Federal-aid highway program with the primary purpose of achieving

More information

Implementing Pavement Management Systems, Do's and Don ts at the Local Agency Level

Implementing Pavement Management Systems, Do's and Don ts at the Local Agency Level Implementing Pavement Management Systems, Do's and Don ts at the Local Agency Level Roger E. Smith, P.E., Ph.D. Zachry Department of Civil Engineering Texas A&M University 1 Do Understand Basic Pavement

More information

A Tool to Assess Your Community s Asset Management Practices

A Tool to Assess Your Community s Asset Management Practices Asset SMART 2.0 A Tool to Assess Your Community s Asset Management Practices What is AssetSMART? AssetSMART is a tool that local governments can use to assess their capacity to manage their assets. This

More information

BUDGET ACCOUNT STRUCTURES

BUDGET ACCOUNT STRUCTURES BUDGET ACCOUNT STRUCTURES Paul Posner, George Mason University The account structure used to appropriate funds plays a formative influence in resource allocation. They structure the units of analysis that

More information

How To Manage Asset Management

How To Manage Asset Management NHI Training Course on Transportation Asset Management Module 2 Asset Management Framework and Principles Ref Asset Management Guide Chapters 1 and 2 Learning Objectives Define transportation asset management

More information

A New Model for development: USAId MANAgeMeNt & process reform JUNe 2014

A New Model for development: USAId MANAgeMeNt & process reform JUNe 2014 A New Model for Development: USAID Management & Process Reform June 2014 Four years ago, President Obama elevated development alongside diplomacy and defense as a core pillar of America s national security

More information

white paper FHWA Asset Management Position Paper Office of Asset Management Federal Highway Administration Cambridge Systematics, Inc.

white paper FHWA Asset Management Position Paper Office of Asset Management Federal Highway Administration Cambridge Systematics, Inc. FHWA Asset Management Position Paper white paper prepared for Office of Asset Management Federal Highway Administration prepared by Cambridge Systematics, Inc. April 2004 www.camsys.com white paper FHWA

More information

New Mexico DOT Transportation Asset Management Implementation Plan. final plan

New Mexico DOT Transportation Asset Management Implementation Plan. final plan New Mexico DOT Transportation Asset Management Implementation Plan final plan February 23, 2015 report New Mexico DOT Transportation Asset Management Implementation Plan date February 23, 2015 Table

More information

Transportation Risk Management: International Practices for Program Development and Project Delivery

Transportation Risk Management: International Practices for Program Development and Project Delivery Transportation Risk Management: International Practices for Program Development and Project Delivery Sponsored by: In cooperation with: American Association of State Highway and Transportation Officials

More information

AN ASSET MANAGEMENT ASSESSMENT MODEL FOR STATE DEPARTMENTS OF TRANSPORTATION STEVEN ROBERT COOKSEY. Bachelor of Science in Civil Engineering

AN ASSET MANAGEMENT ASSESSMENT MODEL FOR STATE DEPARTMENTS OF TRANSPORTATION STEVEN ROBERT COOKSEY. Bachelor of Science in Civil Engineering AN ASSET MANAGEMENT ASSESSMENT MODEL FOR STATE DEPARTMENTS OF TRANSPORTATION By STEVEN ROBERT COOKSEY Bachelor of Science in Civil Engineering Oklahoma State University Stillwater, OK 2007 Submitted to

More information

Transportation Asset Management Today: An Evaluation of an Emerging Virtual Community of Practice

Transportation Asset Management Today: An Evaluation of an Emerging Virtual Community of Practice Transportation Asset Management Today: An Evaluation of an Emerging Virtual Community of Practice Jeromie Winsor Urban Transportation Center University of Illinois at Chicago 412 S. Peoria St, Suite 340

More information

Best Practices For Asset Management Roemer M. Alfelor Office of Asset Management Federal Highway Administration Washington DC Conference on Infrastructure Policy Federal Reserve Bank Chicago, IL Sept.

More information

EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS

EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS EFFECTIVE STRATEGIC PLANNING IN MODERN INFORMATION AGE ORGANIZATIONS Cezar Vasilescu and Aura Codreanu Abstract: The field of strategic management has offered a variety of frameworks and concepts during

More information

Multimodal Transportation Planning at the State Level State of the Practice and Future Issues

Multimodal Transportation Planning at the State Level State of the Practice and Future Issues A1D01: Committee on Statewide Multimodal Transportation Planning Chairman: Neil J. Pedersen Multimodal Transportation Planning at the State Level State of the Practice and Future Issues NEIL J. PEDERSEN,

More information

STATE OF MONTANA MONTANA DEPARTMENT OF TRANSPORTATION JOB PROFILE Update Formal Review

STATE OF MONTANA MONTANA DEPARTMENT OF TRANSPORTATION JOB PROFILE Update Formal Review STATE OF MONTANA MONTANA DEPARTMENT OF TRANSPORTATION JOB PROFILE Update Formal Review 6/3/2013 Date Submitted SECTION I - Identification Working Title: Multimodal Planning Bureau Chief Department: Transportation

More information

The Development of Practical Asset Management System for an Urban Expressway Network

The Development of Practical Asset Management System for an Urban Expressway Network The Development of Practical Asset Management System for an Urban Expressway Network Motohiko Nishibayashi, Hanshin Expressway Company Limited 1. Introduction Hanshin Expressway is an urban expressway

More information

MoP Glossary of Terms - English

MoP Glossary of Terms - English English Term aggregated risk English Definition The overall level of risk to the portfolio when all the risks are viewed as a totality rather than individually. This could include the outputs of particular

More information

Enterprise Release Management

Enterprise Release Management Enterprise Release Management Plutora helps organizations manage complex IT Feature Pipeline, IT Releases and IT Test Environments in a simple and transparent manner. Enterprise Releases Transparency and

More information

STEPS IN THEATRE PROJECT PLANNING

STEPS IN THEATRE PROJECT PLANNING Janis A. Barlow & Associates Research, Planning and Management Consultants Specializing in Theatre since 1981 STEPS IN THEATRE PROJECT PLANNING Janis A. Barlow & Associates www.barlowandassociates.com

More information

What is your data doing for you?

What is your data doing for you? What is your data doing for you? Tools to increase and communicate the value of your data Northwest Transportation Conference March 15, 2016 Denise Whitney Dahlke, Information Strategist Oregon Department

More information

Implementing Portfolio Management: Integrating Process, People and Tools

Implementing Portfolio Management: Integrating Process, People and Tools AAPG Annual Meeting March 10-13, 2002 Houston, Texas Implementing Portfolio Management: Integrating Process, People and Howell, John III, Portfolio Decisions, Inc., Houston, TX: Warren, Lillian H., Portfolio

More information

HDM-4 4 as a. by Peter D. Cook Sophia Yu Consulting, Inc & Dr. Simon Lewis ITIS, Inc. Nov. 1, 2005

HDM-4 4 as a. by Peter D. Cook Sophia Yu Consulting, Inc & Dr. Simon Lewis ITIS, Inc. Nov. 1, 2005 HDM-4 4 as a Tool for Management Asset Consultants Management Transforming Businesses by Peter D. Cook Sophia Yu Consulting, Inc & Dr. Simon Lewis ITIS, Inc Nov. 1, 2005 SYC, Inc.: Experts Transforming

More information

How To Manage Transportation Asset Management

How To Manage Transportation Asset Management 1 TRANSPORTATION ASSET MANAGEMENT THE NEW BUSINESS MODEL FOR TRANSPORTATION AGENCIES Presented at the AASHTO Subcommittee on Transportation Finance Policy Business Meeting Irvine, California June 26, 2012

More information

Bridge Rehabilitation Financial Model and Case Study

Bridge Rehabilitation Financial Model and Case Study Session 1339 Bridge Rehabilitation Financial Model and Case Study Halvard E. Nystrom University of Missouri Rolla Abstract This article describes a financial model to identify the tangible and intangible

More information

THEME 3 PROBLEM STATEMENTS

THEME 3 PROBLEM STATEMENTS THEME 3 PROBLEM STATEMENTS Theme 3 The Broad Role of Pavement Management Theme 3 includes problem statements that go beyond the standard functions of pavement management and include such areas as pavement

More information

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards:

EDUCATIONAL LEADERSHIP PROGRAM Recognition. Standards: EDUCATIONAL LEADERSHIP PROGRAM Recognition Standards: District Level For institutions undergoing NCATE Accreditation and ELCC Program Review For Advanced Programs at the Master, Specialist, or Doctoral

More information

Health Policy and Management Course Descriptions

Health Policy and Management Course Descriptions Health Policy and Management Course Descriptions HPM 500 (2) Introduction to the US Health Care System Fall, spring. Required for all MPH students. Introduces students to the US health care system, both

More information

Peace operations 2010 reform strategy (excerpts from the report of the Secretary-General)

Peace operations 2010 reform strategy (excerpts from the report of the Secretary-General) Peace operations 2010 reform strategy (excerpts from the report of the Secretary-General) Reporting to the General Assembly on 24 February 2006 on the financing of the United Nations peacekeeping operations

More information

December 26, 2013 TO THE HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS

December 26, 2013 TO THE HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS EXECUTIVE OFFICE OF THE PRESIDENT OFFICE OF MANAGEMENT AND BUDGET W ASHINGTON, D.C. 205 03 December 26, 2013 CIRCULAR NO. A-131 (REVISED) TO THE HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS SUBJECT:

More information

Table of Contents PERFORMANCE REVIEWS STRATEGIC REVIEWS

Table of Contents PERFORMANCE REVIEWS STRATEGIC REVIEWS SECTION 270 PERFORMANCE AND STRATEGIC REVIEWS Table of Contents 270.1 To which agencies does this section apply? 270.2 What is the purpose of this section? PERFORMANCE REVIEWS 270.3 What is the purpose

More information

Review of Recent Bridge Asset Management Systems

Review of Recent Bridge Asset Management Systems Review of Recent Bridge Asset Management Systems Takeshi Hanji 1 and Kazuo Tateishi 1 1. EcoTopia Science Institute, Nagoya University, Nagoya, Japan Abstract: A number of transportation agencies throughout

More information

How To Plan A University Budget

How To Plan A University Budget Annual Budget Plan Guidelines & Instructions 9/1/2010 Table of Contents INTRODUCTION...3 INTRODUCTION:...4 THE GOALS OF THE BUDGET PROCESS:...4 PRINCIPLES OF EFFECTIVE BUDGETING:...4 GUIDELINES FOR RESOURCE

More information

www.simplyapilgrim.com Program Design for the Internship- Based Urban Ministry Program

www.simplyapilgrim.com Program Design for the Internship- Based Urban Ministry Program Program Design for the Internship- Based Urban Ministry Program The 2009 US Census states there are almost 310 million people living in America today. Of them, 222 million (71.6%) live in an urban (population

More information

The Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE:

The Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE: WHITE PAPER The Communications Audit NEVER MORE RELEVANT, NEVER MORE VALUABLE: VALUE PROPOSITION OBJECTIVES METHODOLOGY BY GARY DOLZALL CHIEF COMMUNICATIONS OFFICER I. INTRODUCTION: THE VALUE PROPOSITION

More information

Earth Retaining Structures

Earth Retaining Structures Earth Retaining Structures and Asset Management Earth Retaining Structures and Asset Management A Critical Component Tool in Maintaining Public Safety Earth Retaining Structures (ERS) are often an overlooked

More information

FY13 Information Technology Operational Plan

FY13 Information Technology Operational Plan 1a: Work toward building a modern data center and providing data services that support campus units and the strategic goals of the University. Create a technical and financial plan for a data center Q1-

More information

COMPREHENSIVE ASSET MANAGEMENT STRATEGY

COMPREHENSIVE ASSET MANAGEMENT STRATEGY COMPREHENSIVE ASSET MANAGEMENT STRATEGY APPROVED BY SENIOR MANAGEMENT COMMITTEE ON AUGUST 23, 2012 (TO BE FINALIZED AFTER APPROVAL OF CAM POLICY BY COUNCIL) August 2012 Contents CONTENTS EXECUTIVE SUMMARY

More information

California Information Technology Strategic Plan

California Information Technology Strategic Plan California Information Technology Strategic Plan 2013 Update Edmund G. Brown Jr. Governor Carlos Ramos Secretary of Technology Focusing on Outcomes Table of Contents Message from the Secretary of California

More information

IMPLEMENTING PAVEMENT MANAGEMENT SYSTEMS FOR LOCAL AGENCIES

IMPLEMENTING PAVEMENT MANAGEMENT SYSTEMS FOR LOCAL AGENCIES IMPLEMENTING PAVEMENT MANAGEMENT SYSTEMS FOR LOCAL AGENCIES IMPLEMENTATION GUIDE Prepared By Angela Wolters, P.E. Katie Zimmerman, P.E. Dr. Kerrie Schattler, Ph. D. Ashley Rietgraf A synthesis of ICT R27

More information

Financial Planner Competency Profile

Financial Planner Competency Profile Financial Planner Competency Profile TABLE OF CONTENTS FPSB s Financial Planner Competency Profile...2 Financial Planning Knowledge...3 Financial Planning Knowledge Framework...3 Financial Planning Knowledge

More information

Rail Asset Management Business Plan

Rail Asset Management Business Plan TECHNICAL MEMORANDUM #4 Rail Asset Management Business Plan April 2012 Missouri State Rail Plan Rail Asset Management Business Plan Page 1 Rail Asset Management Business Plan 1. Purpose of This Business

More information

structures stack up Tom McMullen

structures stack up Tom McMullen Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing

More information

Chapter 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK CHAPTER 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK PAGE 11

Chapter 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK CHAPTER 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK PAGE 11 Chapter 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK CHAPTER 2 ASSET MANAGEMENT PLANNING AND PROGRAMMING FRAMEWORK PAGE 11 This page intentionally left blank. PAGE 12 MINNESOTA GO MNDOT TRANSPORTATION

More information

Our Challenging Future

Our Challenging Future Protecting Our Future by Making Advanced Asset Management Decisions < All stories in this section Gregory M. Baird Dec 23, 2011 America s economic dominance as a world power over the past several decades

More information

Sound Transit Internal Audit Report - No. 2014-3

Sound Transit Internal Audit Report - No. 2014-3 Sound Transit Internal Audit Report - No. 2014-3 IT Project Management Report Date: Dec. 26, 2014 Table of Contents Page Background 2 Audit Approach and Methodology 2 Summary of Results 4 Findings & Management

More information

Practice Overview. REQUIREMENTS DEFINITION Issue Date: <mm/dd/yyyy> Revision Date: <mm/dd/yyyy>

Practice Overview. REQUIREMENTS DEFINITION Issue Date: <mm/dd/yyyy> Revision Date: <mm/dd/yyyy> DEPARTMENT OF HEALTH AND HUMAN SERVICES ENTERPRISE PERFORMANCE LIFE CYCLE FRAMEWORK PRACTIICES GUIIDE REQUIREMENTS DEFINITION Issue Date: Revision Date: Document

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

2009 NASCIO Recognition Award Nomination State of Georgia

2009 NASCIO Recognition Award Nomination State of Georgia 2009 NASCIO Recognition Award Nomination State of Georgia Nomination Category: IT Project and Portfolio Management Title of Nomination: IT Project Governance: Delivering on the Promise Nomination Submitted

More information

Puget Sound Emergency Radio Network: Project Schedule and Cost Risks

Puget Sound Emergency Radio Network: Project Schedule and Cost Risks Puget Sound Emergency Radio Network: Project Schedule and Cost Risks Thomas Wood Tina Rogers November 10, 2015 Executive Summary Work to replace the aging Puget Sound Emergency Radio Network (PSERN) is

More information

Strategic Goals. 1. Information Technology Infrastructure in support of University Strategic Goals

Strategic Goals. 1. Information Technology Infrastructure in support of University Strategic Goals Strategic Goals 1. Information Technology Infrastructure in support of University Strategic Goals a. Work toward building a modern data center and providing data services that support campus units and

More information

Transportation Technology Transfer Training and Education Needs

Transportation Technology Transfer Training and Education Needs Transportation Technology Transfer Training and Education Needs Submitted by: Yuko J. Nakanishi, Ph.D., MBA President Nakanishi Research and Consulting 93-40 Queens Blvd., Suite 6A Rego Park, NY 11374

More information

United States General Accounting Office GAO. Request for Views RESULTS-ORIENTED BUDGET PRACTICES IN FEDERAL AGENCIES. August 2001.

United States General Accounting Office GAO. Request for Views RESULTS-ORIENTED BUDGET PRACTICES IN FEDERAL AGENCIES. August 2001. GAO United States General Accounting Office Request for Views August 2001 RESULTS-ORIENTED BUDGET PRACTICES IN FEDERAL AGENCIES a GAO-01-1084SP Contents Scope and Methodology 5 Framework for Results-Oriented

More information

Texas Freight Advisory Committee A PRIMER ON PUBLIC SECTOR FREIGHT PERFORMANCE MEASURES

Texas Freight Advisory Committee A PRIMER ON PUBLIC SECTOR FREIGHT PERFORMANCE MEASURES Texas Freight Advisory Committee A PRIMER ON PUBLIC SECTOR FREIGHT PERFORMANCE MEASURES October 1, 2013 A PRIMER ON PUBLIC SECTOR FREIGHT PERFORMANCE MEASURES How Do Performance Measures Assist the Public

More information

THE RISE OF THE COMPOSITE LENDING BUSINESS MODEL

THE RISE OF THE COMPOSITE LENDING BUSINESS MODEL THE RISE OF THE COMPOSITE LENDING BUSINESS MODEL EXECUTIVE SUMMARY Alternative lending has become an important part of the financial landscape. Two major lending business models in this industry are marketplace

More information

TRENDS AND DEVELOPMENTS IN INFORMATION GOVERNANCE AND RECORDS MANAGEMENT. Key Concepts Defined. Key Concepts Defined 4/30/2015

TRENDS AND DEVELOPMENTS IN INFORMATION GOVERNANCE AND RECORDS MANAGEMENT. Key Concepts Defined. Key Concepts Defined 4/30/2015 TRENDS AND DEVELOPMENTS IN INFORMATION GOVERNANCE AND RECORDS MANAGEMENT William Saffady (718) 246-4696 wsaffady@aol.com Key Concepts Defined Governance the process or system by which an organization s

More information

Business Intelligence

Business Intelligence Transforming Information into Business Intelligence Solutions Business Intelligence Client Challenges The ability to make fast, reliable decisions based on accurate and usable information is essential

More information

CHAPTER 9. DEVELOPING IT SY STEM S Bringing IT System s to Life

CHAPTER 9. DEVELOPING IT SY STEM S Bringing IT System s to Life CHAPTER 9 DEVELOPING IT SY STEM S Bringing IT System s to Life 9-2 Introduction Every Organization Is Using Information Technology But IT systems don t magically appear. Organizations spend billions of

More information

Office of Budget and Financial Planning

Office of Budget and Financial Planning The Office of Budget and Financial Planning (OBFP) is a professional service organization for financial planning and resource allocation and management. Our mission is to deliver value-added planning and

More information

FOREWORD NOTICE. T. Paul Teng, P.E. Director Office of Infrastructure Research and Development

FOREWORD NOTICE. T. Paul Teng, P.E. Director Office of Infrastructure Research and Development FOREWORD To better meet the highway infrastructure challenges of the 21st century, the Federal Highway Administration (FHWA) is refocusing and revitalizing its Infrastructure Research & Technology (R&T)

More information

Transportation Asset Management Best Practices for Canada

Transportation Asset Management Best Practices for Canada Primer Transportation Asset Management Best Practices for Canada Introduction Canada ranks seventh in the world in terms of road network size, with a two-lane equivalent length of 1.04 million kilometres,

More information

Organization transformation in times of change

Organization transformation in times of change Organization transformation in times of change Insurance is sold, not bought is a phrase of unknown attribution, but common wisdom for decades. Thus, insurers and most financial services organizations

More information

1. What is Asset Management? 2. Why Asset Management?

1. What is Asset Management? 2. Why Asset Management? Overview Presentation 1. What is Asset Management? ( And how does it relate to GASB 34? ) 2. Why Asset Management? (What are the benefits of implementing an asset management system? ) Session 1 What is

More information

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013

Created 12-14-2010 12-13-2010 Actual Completion. Last Modified 12-03-2013 12-03-2013 Project Details Title Succession Planning: A Model for a Sustainable Future Status COMPLETED Category 5-Leading and Communicating Updated 09-26-2013 Timeline Reviewed 10-04-2013 Planned Project Kickoff

More information

ASSIGNING MONETARY VALUES TO PERFORMANCE IMPROVEMENTS

ASSIGNING MONETARY VALUES TO PERFORMANCE IMPROVEMENTS Appendix E ASSIGNING MONETARY VALUES TO PERFORMANCE IMPROVEMENTS Measuring the monetary value of performance improvements is difficult. Whenever possible, the Air Force should attempt to justify bundling

More information

Principles and Practices in Credit Portfolio Management Findings of the 2011 IACPM Survey. www.iacpm.org

Principles and Practices in Credit Portfolio Management Findings of the 2011 IACPM Survey. www.iacpm.org Principles and Practices in Credit Portfolio Management Findings of the 2011 IACPM Survey www.iacpm.org TABLE OF CONTENTS I. INTRODUCTION...3 Survey Results Overview...3 Credit Portfolio Management Business

More information

How quality assurance reviews can strengthen the strategic value of internal auditing*

How quality assurance reviews can strengthen the strategic value of internal auditing* How quality assurance reviews can strengthen the strategic value of internal auditing* PwC Advisory Internal Audit Table of Contents Situation Pg. 02 In response to an increased focus on effective governance,

More information

ASSET MANAGEMENT FOR KANSAS COUNTIES: THE STATE OF PRACTICE KEVIN D. FRIEDRICHS. B.S., Kansas State University, 2006 A THESIS

ASSET MANAGEMENT FOR KANSAS COUNTIES: THE STATE OF PRACTICE KEVIN D. FRIEDRICHS. B.S., Kansas State University, 2006 A THESIS ASSET MANAGEMENT FOR KANSAS COUNTIES: THE STATE OF PRACTICE by KEVIN D. FRIEDRICHS B.S., Kansas State University, 2006 A THESIS Submitted in partial fulfillment of the requirements for the degree MASTER

More information

Developing and Implementing a Strategy for Technology Deployment

Developing and Implementing a Strategy for Technology Deployment TechTrends Developing and Implementing a Strategy for Technology Deployment Successfully deploying information technology requires executive-level support, a structured decision-making process, and a strategy

More information

Speeding Time to Market, Increasing Time in Market & Maintaining Market Velocity

Speeding Time to Market, Increasing Time in Market & Maintaining Market Velocity Speeding Time to Market, Increasing Time in Market & Maintaining Market Velocity Best Practices in Driving Top-Line Growth Through Innovation & Collaboration Table of Contents 1 Introduction: The Need

More information

Asset Management Plan 2015 Facilities and Transit

Asset Management Plan 2015 Facilities and Transit Asset Management Plan 2015 Facilities and Transit Prepared for Submitted by October 2015 Asset Management Plan Contents Section 1 Executive Summary Table of Content Section 2 Introduction Section 3 State

More information

Executive Office of the President. Office of Management and Budget. Fiscal Year 2015 Budget

Executive Office of the President. Office of Management and Budget. Fiscal Year 2015 Budget Fiscal Year 2015 Budget Mission Statement and Background The (OMB) assists the President in the development and execution of his policies and programs and in meeting certain requirements in law such as

More information

LARGE PROJECT MANAGEMENT AND OVERSIGHT

LARGE PROJECT MANAGEMENT AND OVERSIGHT LARGE PROJECT MANAGEMENT AND OVERSIGHT Report to The Senate Subcommittee on Transportation, Treasury and General Government The House Subcommittee on Transportation, Treasury and Independent Agencies Prepared

More information

Fourth generation techniques (4GT)

Fourth generation techniques (4GT) Fourth generation techniques (4GT) The term fourth generation techniques (4GT) encompasses a broad array of software tools that have one thing in common. Each enables the software engineer to specify some

More information

a GAO-04-461 GAO WATER INFRASTRUCTURE Comprehensive Asset Management Has Potential to Help Utilities Better Identify Needs and Plan Future Investments

a GAO-04-461 GAO WATER INFRASTRUCTURE Comprehensive Asset Management Has Potential to Help Utilities Better Identify Needs and Plan Future Investments GAO United States General Accounting Office Report to the Ranking Minority Member, Committee on Environment and Public Works, U.S. Senate March 2004 WATER INFRASTRUCTURE Comprehensive Asset Management

More information

How to Use Supply Chain Design to Craft Successful M&A Activities

How to Use Supply Chain Design to Craft Successful M&A Activities How to Use Supply Chain Design to Craft Successful M&A Activities Mergers and acquisitions (M&A) present an incomparable number of options for the design of the new organization s supply chain; a staggering

More information

Community Partnerships Strategic Plan

Community Partnerships Strategic Plan Community Partnerships Strategic Plan Vision The Office of Community Partnerships (OCP), an office in the Chancellor s division of the University of North Carolina Wilmington (UNCW) will become a national

More information

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY

CORPORATE INFORMATION AND TECHNOLOGY STRATEGY Version 1.1 CORPORATE INFORMATION AND TECHNOLOGY STRATEGY The City of Edmonton s Information and Technology Plan, 2013-2016 Bringing the Ways to Life through Information and Technology June 2013 2 Copyright

More information

Section 3: Program Portfolio Management

Section 3: Program Portfolio Management Section 3: Program Portfolio Management This section describes how the Biomass Program develops and manages its portfolio of RDD&D activities. It identifies and relates different types of portfolio management

More information

Strategic solutions to drive results in matrix organizations

Strategic solutions to drive results in matrix organizations Strategic solutions to drive results in matrix organizations Copyright 2004-2006, e-strategia Consulting Group, Inc. Alpharetta, GA, USA or subsidiaries. All International Copyright Convention and Treaty

More information

School of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements

School of Advanced Studies Doctor Of Management In Organizational Leadership. DM 004 Requirements School of Advanced Studies Doctor Of Management In Organizational Leadership The mission of the Doctor of Management in Organizational Leadership degree program is to develop the critical and creative

More information

Assessing Your Information Technology Organization

Assessing Your Information Technology Organization Assessing Your Information Technology Organization Are you running it like a business? By: James Murray, Partner Trey Robinson, Director Copyright 2009 by ScottMadden, Inc. All rights reserved. Assessing

More information

Chapter 5 RISK MANAGEMENT ANALYSIS CHAPTER 5 RISK MANAGEMENT ANALYSIS PAGE 49

Chapter 5 RISK MANAGEMENT ANALYSIS CHAPTER 5 RISK MANAGEMENT ANALYSIS PAGE 49 Chapter 5 RISK MANAGEMENT ANALYSIS CHAPTER 5 RISK MANAGEMENT ANALYSIS PAGE 49 This page intentionally left blank. PAGE 50 MINNESOTA GO MNDOT TRANSPORTATION ASSET MANAGEMENT PLAN RISK MANAGEMENT ANALYSIS

More information

White Paper Case Study: How Collaboration Platforms Support the ITIL Best Practices Standard

White Paper Case Study: How Collaboration Platforms Support the ITIL Best Practices Standard White Paper Case Study: How Collaboration Platforms Support the ITIL Best Practices Standard Abstract: This white paper outlines the ITIL industry best practices methodology and discusses the methods in

More information

ROAD NETWORK ASSET MANAGEMENT AS A BUSINESS PROCESS. Paper prepared for the REAAA Conference in Japan, 4 9 September 2000

ROAD NETWORK ASSET MANAGEMENT AS A BUSINESS PROCESS. Paper prepared for the REAAA Conference in Japan, 4 9 September 2000 ROAD NETWORK ASSET MANAGEMENT AS A BUSINESS PROCESS Paper prepared for the REAAA Conference in Japan, 4 9 September 2000 Florentina Mihai, BEng, GDipMgt, MIEAust Main Roads Western Australia Neville Binning,

More information