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Asset Management Implementation Peer Exchange

Performance Management. Asset Management Implementation Peer Exchange. GDOT’s Approach to Asset Management. STRATEGIC PLANNING. An effective TAM program requires the coordinated effort of three things. ASSET MANAGEMENT. PERFORMANCE MANAGEMENT. GDOT’s Approach to Asset Management.

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Asset Management Implementation Peer Exchange

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  1. Performance Management Asset Management ImplementationPeer Exchange

  2. GDOT’s Approach to Asset Management STRATEGIC PLANNING An effective TAM program requires the coordinated effort of three things ASSET MANAGEMENT PERFORMANCE MANAGEMENT

  3. GDOT’s Approach to Asset Management • Strategic Planning • Identifies and Documents Goals and Objectives for the Department • Identifies short and long term business strategies • Sets the Direction • Asset Management • Focuses on extending the Life-cycle of Existing Assets • Encourages the use of data to inform decisions • Requires collaboration and coordination throughout Department • Performance Management • Sets Performance Measures and Targets based on Objectives • Determines if we are moving toward our goals • Guides changesin decisions or direction

  4. GDOT’s Efforts to Date • Contracted with CS for the following: • 2013 Strategic Plan • Update Vision, Mission and Core Values • Validate Goals and objectives with a focus on TAM principles • Review/Redefine current and proposed Performance Measures • Detailed TAM Implementation Plan • Document specific next step actions for GDOT • Develop a comparative/trade off analysis tool evaluating results of investments in Maintenance, Safety and Capacity

  5. GDOT’s Efforts to Date • Active solicitation and evaluation process underway for development of new Asset Management and Reporting System • Includes Maintenance (HMMS) and Pavement (GPMS) Management tools • Includes capability to evaluate and recommend Capital Maintenance vs. Routine Maintenance solutions • Includes a module for Sign Management • Exploring the ability to be expanded to include additional assets – Bridges, Large Culverts, Fleet, Facilities, Traffic Signals • Goal is to have one system that can efficiently manage each asset as well as evaluate investments vs. performance

  6. GDOT’s Efforts to Date • District Level Performance Measures • Identified routine maintenance activities that contribute most to Preservation and Safety Goals • Comparative Measures required consensus from seven District and Maintenance Engineers • Performance Reporting will be included in the new Maintenance Management tool • Trial run has begun to identify the issues; and there have been several • Anticipate beginning actual tracking in July

  7. GDOT’s Efforts to Date

  8. GDOT’s Efforts to Date

  9. Launch of First Agency Dash Board • Performance Measurement is not new to GDOT • GDOT’s first effort resulted in 15 Objectives and over 400 Performance Measures • Ultimately, few of the Measures were being used in Management decisions • Following adoption of revised Goals, an achievable number of agency Objectives and Performance Measures were defined

  10. Launch of First Agency Dash Board • The purpose of the Dashboard is to: • Inform Public and Staff of Department Priorities • Set Public Expectations • Share the good, the bad and the ugly • Celebrate our successes and identify our challenges • Agency Level Measures are: • Tied to an Agency Goal and Objective • Clear, Distinct and Understandable by Staff and the Public • Gives an overall view of how well the Department is doing at meeting our Goals

  11. Here’s how it works

  12. GDOT Performance Management Dashboard

  13. Safety Investments and Improvements

  14. Taking Care of What We Have

  15. Planning and Constructing On Time-On Budget

  16. Planning and Constructing On Time-On Budget

  17. Planning and Constructing On Time-On Budget

  18. GDOT Performance Management Dashboard • What’s gone right • Use of internal IT staff allowed quick implementation • Has support of GDOT Board and Senior Leadership • Use of simple understandable language has reduced confusion • Soft launch allowed time to work the kinks out • What’s gone wrong • Use of “real-time” data has resulted in publishing of erroneous information • Soft launch has resulted in lower number of hits • Launch of other agency dash boards can cause some confusion

  19. In Summary… • Including those affected by the Performance Measures helps achieve buy in • Use the “K-I-S-S” methodology as much as possible • Tying Performance Measures to Strategic Goals helps complete the circle • You must have the support of your Senior Leadership Team for any hope of success • Technology has an important role in implementation of Management Systems • There is no silver bullet

  20. Questions? Angela T. Alexander Director of Organizational Performance Management 404-631-1783 aalexander@dot.ga.gov

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