Transcript Managing Performance - Subcommittee on Asset Management

Asset Management
Implementation
Peer Exchange
Performance Management
1
GDOT’s Approach to Asset
Management
An effective TAM
program requires
the coordinated
effort of three
things
STRATEGIC
PLANNING
ASSET
MANAGEMENT
PERFORMANCE
MANAGEMENT
2
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 changes in decisions or direction
3
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
4
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
5
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
6
GDOT’s Efforts to Date
GOAL ACTIVITY
Crack Fill
Taking
care of
what we
have in
the most
efficient
way
possible
TARGET FOR EACH DISTRICT
Greater than 70% - Green
69 to 60% - Yellow
less than 60% - Red
Greater than 50 % of the total roadway shoulder miles - Green
Shoulder
Clipping
Between 49% and 40% of the total roadway
shoulder miles- Yellow
Less than 40% of the total roadway shoulder miles - Red
Shoulder
Joint Seal
Greater than 20% - Green
19 to 15% - Yellow
less than 15% - Red
7
GDOT’s Efforts to Date
GOAL
ACTIVITY
TARGET FOR EACH DISTRICT
30 days or less averaged among all closed events - Green
31 to 45 days or less averaged among all closed events - Yellow
46 days or less averaged among all closed events or greater – Red
Repair/Install
Guardrail
Making safety
investments
and
improvements
where the
traveling public
is most at risk
Mowing
or
90% of all closed incidents completed in 30 days or less - Green
89 to 75% of all closed incidents completed in 30 days or less - Yellow
74% or less of all closed incidents completed in 30 days or less - Red
90 % of all routes with grass height 6 to 15 inches - Green
75 to 89% of all routes with grass height 6 to 15 inches – Yellow
74% or less all routes with grass height 6 to 15 inches - Red
Reduced
Fatalities
Meet or exceed your District Goal - Green
8
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
9
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
10
Here’s how it works
Goal
Planning and Constructing the Best Set of Mobility Focused Projects We Can, On
Schedule
OBJECTIVE
MEASURE
AM and PM Peak-Hour Freeway
Optimized throughput of people
Speeds on Key Performance
and goods through network assets
Indicator (KPI) Corridors - General
throughout the day
Purpose Lanes
Percent of ROW Phases Authorized
Complete Plan Development and on Schedule per the approved STIP
Construction of projects per the
programmed year in the currently Percent of Construction Phases
Authorized on Schedule per the
approved STIP
approved STIP
TARGET
an average speed of 40 mph
75% of ROW Phases
80% the Construction Phases
11
GDOT Performance Management
Dashboard
12
Safety
Investments and
Improvements
13
Taking Care of What
We Have
14
Planning and
Constructing On TimeOn Budget
15
Planning and
Constructing On TimeOn Budget
16
Planning and
Constructing On TimeOn Budget
17
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
18
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
19
Questions?
Angela T. Alexander
Director of Organizational Performance Management
404-631-1783
[email protected]
20