Asset Management at PennDOT—Reorganization, Self

Report
Implement/
Evaluate
Performance
Inventory/
Assess
Condition
Develop
Strategy
Identify
Needs/
Resources
Asset Management – The right solution at the right time
Asset Management at PennDOT
Reorganization, Self Assessment, Gap Analysis
Asset Management Conference Peer Exchange
San Diego, CA
April 19th, 2012
1
www.dot.state.pa.us
Asset Management at PennDOT
Reorganization, Self Assessment, Gap Analysis
 Communication
 Reorganization
 Self Assessment
 Gap Analysis
 Next Steps
Melissa Batula, P.E.
Chief, Asset Management Division
Bureau of Maintenance and Operations
Pennsylvania Department of Transportation
[email protected]
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www.dot.state.pa.us
Pennsylvania - Organization
11 District Offices + Central Office
ERIE
1
WARREN
McKEAN
SUSQUEHANNA
BRADFORD
TIOGA
POTTER
CRAWFORD
FOREST
VENANGO
CAMERON
MERCER
CLARION
2
LYCOMING
CLINTON
JEFFERSON
LAWRENCE
LUZERNE
CENTRE
SNYDER
NORTHUMBERLAND
INDIANA
NORTHAMPTON
SCHUYLKILL
MIFFLIN
5
JUNIATA
CAMBRIA
BLAIR
PERRY
DAUPHIN
LEBANON
WESTMORELAND
9
WASHINGTON
12
FAYETTE
MONROE
CARBON
ALLEGHENY
GREENE
PIKE
MONTOUR
10
11
LACKAWANNA
UNION
ARMSTRONG
BEAVER
3
SULLIVAN
COLUMBIA
CLEARFIELD
BUTLER
4
WYOMING
ELK
WAYNE
HUNTINGDON
BERKS
6
BUCKS
MONTGOMERY
CUMBERLAND
SOMERSET
FULTON
LEHIGH
8
YORK
FRANKLIN
LANCASTER
CHESTER
DELAWARE
ADAMS
BEDFORD
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PHILADELPHIA
Asset Management – Challenges
Aging Infrastructure
 Size - Large State Network
 40,0000 miles roads
 25,000 bridges (>8’)
 Large Local Network
 80,000 miles roads
 6,100 + local bridges (>20’)
 Climate – Freeze/Thaw
 Usage – Heavy Truck
Large Customer Base (Transportation user)
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Communication – Planning Partners
23 Planning Partners (MPOs/RPOs)
[67 Counties]
ERIE
1
WARREN
McKEAN
SUSQUEHANNA
BRADFORD
TIOGA
POTTER
CRAWFORD
FOREST
VENANGO
CAMERON
MERCER
CLARION
2
LYCOMING
CLINTON
JEFFERSON
LAWRENCE
LUZERNE
CENTRE
SNYDER
NORTHUMBERLAND
NORTHAMPTON
SCHUYLKILL
MIFFLIN
INDIANA
5
JUNIATA
CAMBRIA
BLAIR
PERRY
DAUPHIN
LEBANON
WESTMORELAND
9
WASHINGTON
12
FAYETTE
MONROE
CARBON
ALLEGHENY
GREENE
PIKE
MONTOUR
10
11
LACKAWANNA
UNION
ARMSTRONG
BEAVER
3
SULLIVAN
COLUMBIA
CLEARFIELD
BUTLER
4
WYOMING
ELK
WAYNE
HUNTINGDON
BERKS
6
BUCKS
MONTGOMERY
CUMBERLAND
SOMERSET
FULTON
LEHIGH
8
YORK
FRANKLIN
LANCASTER
CHESTER
DELAWARE
PHILADELPHIA
ADAMS
BEDFORD
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Asset Management - Communication
Communicating Need
 26 Planning Partners
 Funding Needs far outweigh available funding
– must focus on existing assets
 Roles: Department/Planning Partners jointly
responsible to manage assets
 Knowledge of existing assets and condition
 Summary of annual funding needs
 Managed expectations - Shared Goals
 Tools for identifying candidates
 Annual Performance
Report
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Annual Performance Measures Report
Performance Measures Annual Reports - Bridges
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Annual Performance Measures Report
Performance Measures Annual Reports - Pavements
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Reorganization
Safety
Administration
Program
Development
Bureau of Design
Highway Admin
Bureau Construction/
Materials
Administration
Bureau of Maintenance
Rail Freight
Bureau of Highway
Safety
Bridge Design
Construction
Quality
Pavement Design
ITS
Bridge Inspection
Material Testing
Roadway Testing/
Inventory
Signals
Bridge AM
Pavement Am
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Reorganization: Asset Management Division
Safety
Administration
Program
Development
Highway Admin
Bureau of Project
Delivery
Bridge
Design
Bridge
Design
New
Products
Highway
Delivery
Highway
Design
Pavement
Design
Contract
Management
Administration
Rail Freight
Bureau of Maintenance/
Operations
Innovation
and Support
Asset
Management
Highway
Safety
Maintenance
Technical
Leadership
Fleet
Construction
Quality
Bridge
Inspection
ITS
Winter
Operations
Fleet
Management
Material
Testing
Bridge AM
Signals
Maintenance
Procurement
Roadway
Management
Pavement
Markings
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Reorganization: Asset Management Division
Bureau of
Maintenance
and Operations
Maintenance
Operations
Bridge
Inspection and
Management
Bridge/
Roadway
Design
Highway
Safety
Asset
Management
Division
Bridge Asset
Management
Bureau of
Project
Delivery
Project
Delivery/
Construction
Center for
Program
Development
Roadway
Management
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Asset Management Division
Division Focus: Develop/strengthen policies and
procedures to support strong asset management
approach.
 System (Network) Level
 Performance/Functionality - Safe efficient
movement of people and goods
 Program Level
 Allocating available resources to meet
performance levels
 Asset Level
 Optimize asset performance
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Asset Management Implementation
Initial Steps:
1. Establish Steering Committee

Quarterly review meetings, primarily comprised of Executive
Staff promoting AM
2. Establish Working Group

Group of technical experts to develop AM policies and
implement
3. Develop Roadmap for Improvement
 Consultant Assistance

Experience with Asset Management Best Practices
[GHD, Incorporated]
 Self Assessment
 Gap Analysis
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 Implementation Plan
www.dot.state.pa.us
Self Assessment (February 2012)
• Self-Assessment Approach
– Primarily Focused on Executive Staff
•
•
•
•
Two District Executives for Regional Perspective
Deputy Secretary, Highway Admin
Bureau Directors, Planning, Project Delivery, Mainenance/Ops
Bridges, Pavement Groups
– Format – 2-3 hour interviews (primarily individuals)
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Self Assessment (February 2012)
• Self-Assessment – Discussion Areas
– Policy- Investigating how organizational policy will benefit from asset
management practices;
– Planning and Programming – to understand how planning and
programming reflect good asset management practices within the organization;
– Risk Performance- to develop an understanding of how PennDOT
classifies risk and procedures used to mitigate risk within the organization;
– Capital Process and Validation – to understand how projects are
selected and validated within the budgeting process;
– Project Delivery and Management- to better understand if
project delivery strategies are being implemented; and
– Data Collection and Decision Support- to focus on the
methods by which the organization collects data, as well as the resources used to
support the data collected for making investment decisions.
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Self Assessment (February 2012)
• Self-Assessment Results
–
–
–
–
Established baseline for future reference
Identified areas of Consensus
Identified areas for further exploration (gap anaylsis)
Identified areas for improved
communication/understanding
– Provided opportunity for Benchmarking
– Platform for Communication of Expectations
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Self Assessment (February 2012)
• Gap Analysis (March/April 2012)
– Format – 2 or 4 hour Group Sessions
•
•
•
•
•
•
•
Bridge Group (4 hours – face to face
Pavement Group (4 hours – face to face)
ITS/Signals (4 hours – face to face)
Ancillary Structures (4 hours – face to face)
Fleet Management (4 hours – face to face)
Highway Appurtenances (4 hours – face to face)
Data systems – 2 hours each, web-ex participation
– BMS, RMS, MPMS, ECMS, GIS, SAP
– Follow-up Sessions
• Organizational Group
• Planning/Programming
• Pennsylvania Turnpike
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Gap Analysis
• Discussion Areas
– Setting Direction setting long term direction for assets
– Planning and Programming – development of long-term,
financially constrained work programs
– Preparation – planned work programs for specific work instances
– Implementation – scheduling delivering asset related work
– Asset Monitoring- monitoring and reviewing physical
assets/performance
– Management Review- activities pertaining to compliance review and
risk assessment management and ensuring continuous improvement
– People and Organization
– capabilities and structure for
managing assets
– Data and Information
– information systems for inventory and
management of assets
– Technology
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Gap Analysis
• Discussion Areas
– Setting Direction
– Planning and
Programming
– Preparation
– Asset Monitoring– Management Review-
– People and Organization
– Data and Information
– Technology
–
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Gap Analysis
• Gap Analysis – Challenges
– Composition
Balancing technical staff vs. decision making participation
• PennDOT approach – initial sessions with technical staff, follow-up sessions with
decision makers
– Scheduling – Requires large staff commitment
• PennDOT approach – Identified crucial sessions with specific participation requested
additional participation at discretion of District
– Format
– balance ideal “face-to face” sessions with travel expenses and
time commitments
• PennDot approach - Face-to-face for 4 hour sessions (mid-day meetings to allow for
travel). Web-ex participation for shorter sessions.
– Relative Sessions
– keeping session questions relative to audience
• PennDot approach – Each session included only part of Gap Analysis questions
– Value Added
– Maintaining meaningful participation and ensuring not
just a scoring exercise
• PennDot approach – Session discussions even more valuable than actual scoring
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Wrap-Up
•
•
•
•
Communication Efforts
Reorganization
Self Assessment
Gap Analysis
Next Step:
Implementation Plan
- Requirements for Enterprise AM system
- Develop PennDOT Asset Management Plan
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Questions?
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