RUFTF 2005 Communications Project

ASSET MANAGEMENT INTEGRATION (AMI)

COMMUNICATION PLAN

SEPTEMBER 2008

STAYING AHEAD OF THE CURVE...

ASSETMANAGEMENT

ODOT

STAYING AHEAD OF THE CURVE...

ASSETMANAGEMENT

ODOT

AMI - COMMUNICATION PLAN

TABLE OF CONTENTS

1. INTRODUCTION...........................................................................................................................1

2. COMMUNICATION MANAGEMENT PROCESS.................................................................................3

2.1.COMMUNICATIONS PLANNING...............................................................................................3

2.2.PROGRAM ORGANIZATION....................................................................................................4

2.3.PROGRAM ESCALATION PATHS.............................................................................................7

2.3.1ESCALATION PROCEDURE.........................................................................................7

2.4.CHANGE MANAGEMENT PLAN...............................................................................................9

3. MEETING DETAILS.....................................................................................................................8

3.1.MEETING DELIVERABLES, FREQUENCY, PARTICIPANTS & GUIDELINES....................................8

4. COMMUNICATION METHODS.....................................................................................................10

4.1. TDD DONE/DOING/NEXT..................................................................................................10

4.2. WEB PAGE.......................................................................................................................10

4.3. INSIDE ODOT ARTICLES...................................................................................................10

4.4. OUTREACH/TEAM MEETINGS.............................................................................................10

4.5. COMMUNICATION ROLES & RESPONSIBILITIES....................................................................11

4.6. READINESS ASSESSMENT..................................................................................................11

4.7. WEBINARS & CONFERENCES.............................................................................................11

4.8. TRAINING..........................................................................................................................11

4.9. RESOURCES/CONTACTS....................................................................................................12

PRESENTED TO: ________________________________ DATE: ________________________

APPROVED BY: _________________________________ DATE: ________________________

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1.0 INTRODUCTION

The purpose of this document is to define the communication mechanisms and methods that will be required during the life of this program. This document covers the communication between the Asset Management Integration (AMI) Section, a variety of stakeholders within the Oregon Department of Transportation as well as stakeholders outside of the agency.

Asset Management is a systematic approach to maintain, upgrade and operate physical assets, such as facilities, roadways, traffic control structures and bridges using life-cycle costing principles. Asset Management draws on the principles of engineering, business management, data management and economics. For transportation agencies, it provides tools for project and policy decision-making and creates a framework for short- and long-term planning for transportation infrastructure improvements. Asset Management practices help ensure that public agency activities are consistent with existing federal regulations and current accounting practices such as Governmental Accounting Standards Board (GASB) 34.

GOAL: Increase understanding of the Asset Management philosophy and how it will help the agency provide projects in the most cost-effective method, while still meeting regulatory and safety requirements. Provide better decision making tools and project prioritization in order to meet the agency’s mission and values.

STRATEGY: Communicate the benefits of Asset Management, using consistent messages and images; as well as educate and assist business lines in gathering data strategically in order to influence decision making at ODOT.

KEY MESSAGES: Asset Management is a business philosophy. ODOT is using this philosophy to

maximize taxpayer dollars to provide a safe and reliable transportation network. Asset Management terminology may be new to ODOT; however, it is simply enhancing

that which we are already responsible to do - -managing the transportation network.. Asset Management requires that ODOT’s systems communicate with each other so that

there is a consistent method for monitoring the transportation network and making adjustments to improve its performance (i.e. if guardrail fails the safety component of the transportation system is not performing, even if we have recently replaced all the culverts).

o All of ODOT’s computer systems, no matter how small, must be able to share their data across the enterprise. This requires valid LRM’s to be put in place.

o ODOT will have more consistent and trusted data that allows us to be more consistent in our methods of monitoring the transportation network.

Asset Management has been embraced by ODOT’s senior management as a way to be pro-active in making cost-effective, responsible decisions throughout the agency.

Reporting on the status of implementation efforts and lessons learned. Efforts will be right-sized based on risk, value and benefit.

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COMMUNICATION TOOLS: In person discussions Group presentations; webinars and conferences Various Asset Management documents (i.e., plans, brochures, technical documents) Readiness Assessment Newsletters, i.e., Inside ODOT (electronic and printed) Press releases Asset Management Web Site (inter- & intranet):

http://www.oregon.gov/ODOT/TD/asset_mgmt/ - http://intranet.odot.state.or.us/otms/ E-mail

CONTINUOUS EFFORTS: Make presentations at division/unit/section staff meetings Maintain intranet and internet pages dedicated to Asset Management, what it is, how it

will benefit ODOT and the state, etc. Involve ODOT staff in asset management as soon as possible with thorough, on-going

training; also include training on key messages Support “advocates” for Asset Management, from management and frontline staff

involved in projects. Encourage them to share the concepts, importance, benefits, principles and how they relate to their respective projects

Prepare/distribute news releases on major milestones Obtain feedback from target audiences to refine program strategies and activities


http://intranet.odot.state.or.us/otms/

http://www.oregon.gov/ODOT/TD/asset_mgmt/


2.0 COMMUNICATION MANAGEMENT PROCESS

Processes require timely generation, collection, dissemination, storage, retrieval and ultimately the disposition of program data to relevant stakeholders. These processes provide critical links between people and the data necessary for successful communication. Communication management covers the processes listed below:

o Communication Planning - Identify the stakeholders, determine the data and communication needs, expectations and resolve any issues.

o Project Structure – Project organization structure, escalation paths.

o Status Reporting – Collect and distribute status report to project stakeholders in a timely manner.

o Meeting Schedule – Project meeting schedule with AMI and stakeholders.

2.1 COMMUNICATION PLANNINGCommunication planning involves determining the data needs of our stakeholders, what data needs to be collected and when, who needs the data, when and in what form. This process also covers methods used to gather and store data. Places limits, if any, on who may give direction and to whom, reporting relationships, list of contact information of all stakeholders, schedule for the distribution of information, and provides a method to update the communication plan as the program progresses.

Responsibilities of the AMI section include:

o Ownership of status reportingo Setting up and managing the processes required for the Communication

Management aspects of this program.o Communicate with owner and as such will be responsible for updating status reports,

setting up meeting details, communication plan, action items and meeting notes.o Ensure that meeting invites are sent in advance to stakeholders and acceptance of

attendees.o Set-up recurring meeting invites looking ahead up to two weeks with agendas,

attendance, minutes and action items.



2.2 PROGRAM ORGANIZATION

Recognizing the consistent thread of asset management and how it interrelates with many aspects of what we do, the diagram below is meant to show the interrelationship between the various steering committees, teams and work groups invested in this effort.



ODOT Executive StaffPurpose: Agency-wide strategic planningChair: Matt Garrett, DirectorDoug Tindall - Highway Jerri Bohard- Transportation DevelopmentLorna Young - Central Services Michael Ward - Public TransitJoan Plank - Chief of Staff Kelly Taylor - TransitTroy Costales - Transportation Safety Patrick Cooney - CommunicationsGregg Dalponte – Motor Carrier Robin Freeman – Government RelationsStaff Support:Tori Hickerson – Director’s OfficeMeetings: Bi-Monthly

IT Community of Interest (COI)Purpose: At a very high level, provide governance to ODOT’s information technology investment and initiatives.Chair: Lynn Cartwright - Information SystemsTo view all the participants of the Communities of Interest (IT Exec., Central Services, DMV, Transportation, Motor Carrier, etc.) please reference the website for the current information.Meetings: Monthly

Asset Management Executive Steering CommitteePurpose: Executive Direction for Asset ManagementChair: Jerri Bohard- Transportation Development*Doug Tindall - Highway Ben Berry - Information SystemsLorna Young - Central Services Les Brodie - Financial ServicesJoan Plank - Chief of StaffStaff Support:Dave Ringeisen - Transportation Data Ron Winterrowd - Information SystemMark Wills - AMI ManagerMeetings: QuarterlyNote: Membership will be reevaluated over time and will be changed as the scope of the effort changes.

Asset Management Steering CommitteePurpose: Mgmt. Systems Strategic and Tactical Direction and Automation Project SelectionChair: Jerri Bohard - Transportation DevelopmentCathy Nelson - Technical Services & Engineering Jack Lee - Freight MobilityJane Lee - Region 2 Manager Ed Fischer - Safety ManagementDave Ringeisen - Transportation Data Galen McGill - MOLT / OperationsBruce Johnson - Bridge Management Hal Gard - Geo-EnvironmentalLuci Moore - Maint. Mgmt/Pavement Ron Winterrowd - Information SystemsTom Lauer - Major Projects (optional) Darel Capps - Highway Program OfficeFuture designees when appropriate Ric Listella - Motor CarrierStaff Support:Mark Wills - AMI ManagerRobin Ness - OTMS Coordinator Dan Wells - Information SystemsMeetings: Quarterly

Community of Interest Committees (TransCOI) & TransCOI Data Council Purpose: Provides information technology vision and direction for those areas represented within the Transportation Community of Interest (see membership listed below).Chairs: Lynn Cartwright - Information Systems and Cathy Nelson - Technical Services & EngineeringBob Bryant - Regions Michael Ward - Public TransitDave Ringeisen - Transportation Data Galen McGill - MOLT / OperationsLuci Moore - Maint. Mgmt/Pavement Ron Winterrowd - Information SystemsTom Lauer - Major Projects (Optional) Darel Capps - Highway Program OfficeJerri Bohard - Transportation Development Troy Costales - Transportation Safety (optional)Kelly Taylor - Transit (optional)Staff Support:Debbie Vick - Information SystemsMeetings: Monthly


http://intranet.odot.state.or.us/isb/MotorCarrierCOI.asp

http://intranet.odot.state.or.us/isb/MotorCarrierCOI.asp

http://intranet.odot.state.or.us/isb/TransportationCOI.asp

http://intranet.odot.state.or.us/isb/DMVCOI.asp

http://intranet.odot.state.or.us/isb/CentralServiceCOI.asp

http://intranet.odot.state.or.us/isb/ITESC.asp


GIS Steering CommitteePurpose: GIS Tactical and Operations directionExecutive Owners:Ben Berry - Information Systems Jerri Bohard - Transportation DevelopmentChair: Dave Ringeisen - Transportation DataBrian Dunn - Planning Terry Cole - RegionsDoug Bish - Technical Services Fred Eberle - RegionsDan Wells - Information Systems Jason Neil - OBDP *Hal Gard - Geo/Environmental Cy Smith - DAS *Staff Support:Dennis Scofield - GIS Unit Phil Smith - GIS Unit Meetings: Monthly

* (non-voting)

Technical Services Asset Management Task ForcePurpose: Technical Services Support of AM Initiatives and Work PlanningChair: Paul Wirfs - Technical ServicesJohn Coplantz - Pavement Harold Lasley - Access ManagementDave Greenburg - Traffic Steve Lindland - Roadway EngineeringBert Hartman - Bridge David Lutz - Project DeliveryMike Kirby - Right-of-Way Mark Wills - Asset Management IntegrationBeth Olson - Technical Services BudgetMeetings: Monthly

Asset Management Project TeamPurpose: Provides operational direction and information sharing between AMI, TDD & TSChair: Mark Wills, Asset Management Integration (AMI) ManagerScott King - AMI Analyst Laura Hansen - AMI CoordinatorPaul Wirfs - Technical Services Asset Mgmt. Laura Wipper - Performance Management ConsultantRobin Ness - OTMS Coordinator Dave Ringeisen - Transportation DataStaff Support: N/AMeetings: Bi-monthly

Asset Management Integration TeamPurpose: Program coordination, information sharing and educationChair: Mark Wills - AMI ManagerScott King - AMI Analyst Laura Hansen - AMI CoordinatorMeetings: Weekly

Data Council Working (and Tactical) GroupPurpose: Program coordination and establish guiding documents relating to data and asset management effortsChair: Leslie Adams - Program ManagerScott King - AMI Analyst Laura Hansen - AMI CoordinatorMark Wills - AMI Manager Maureen Bock - ERP/Data Council Program CoordinatorMick Watterson - IS Data Analyst Marcia Malstrom - Information SystemsKathy Johnson (optional) Laura Wipper - Performance Management ConsultantMeetings: Weekly



2.3 PROGRAM ESCALATION PATHS

2.3.1 Escalation Procedure:1. Should resolve issues at lowest level

2. Risks/Issues which cannot be resolved are escalated to the Steering Committees

3. Un-resolved issues/risks may exist due to resources and priorities

2.4 CHANGE MANAGEMENT PLAN

Change management challenges how an organization views the opportunities associated with a change and challenges the organization to succeed during those times. At an organizational level, a change management plan means defining and implementing the best strategic and tactical plans to deal with changes in the business environment and to benefit from those opportunities.

The ultimate objective is to ensure that the strategies for addressing employee reactions to change are fully integrated with other aspects of the implementation in order to achieve the full scope of objectives intended. Employees generally resist change when it is mandated; however, they are willing to change if they understand and accept the reasons, and have input on the implementation and how it affects their day-to-day operation.

A change management plan encompasses both the communication plan and education/training plans. It puts in place a structure to:o Help set clear goalso Assess culture and its “change absorption” capacityo Identify and confirm where the drive or demand for change is coming fromo Develop and maintain a change plan that is clear and allows employees and

sections to understand where they fit

In order to be successful, a number of change leaders will need to be identified, trained and nurtured throughout the initiative. In addition, maintenance of the effort will be needed after implementation to ensure that documentation is maintained and new staff is trained.



3.0 MEETINGS

The intention of this document and the structuring are to provide a framework for the flow of information for the Asset Management program. This will facilitate the flow of information from delivery teams up to stakeholders.

3.1 MEETING DELIVERABLES, FREQUENCY, PARTICIPANTS & GUIDELINESo Monthlyo Annualo Guidelineso Coordinate Activitieso Strategize Efforts

*A complete list of meeting purpose, frequency and timelines is under section 2.2.



Target Audiences and Meeting Schedule:

Audience Annually Quarterly MonthlyBi-

MonthlyWeekly

Access Mgmt. Leadership Team XAsset Management Executive Steering Committee XAsset Management Steering Committee XAsset Management Integration Team XAsset Management Project Team XBridge Leadership Team XCentral Services Mgmt. Team XConstruction Leadership Team XData Council Working (Tactical) Team XDistrict Manager Meetings XDMV/MC/Central Services COI XEnvironmental Leadership Team XFleet Advisory Committee XGeo-Hydro Leadership Team XGIS Steering Committee XHighway Division Staff XHighway Business Leadership Team (HBLT) XIT Executive Steering Committee XMaintenance Leadership Team (MLT) XODOT Executive Staff XOregon Transportation Commission XPerformance Advisory Team (PAT) XPlanning Business Line Team (PBLT) XProject Delivery Leadership Team (PDLT) XProject Leaders Committee XRail Division Management Team XRegion Staff Meetings XRight of Way Leadership Team XRoadway Leadership Team XStanding Committee On Construction Mgmt. XSurvey Leadership Team XTechnical Center Leadership Team (TLT) XTechnical Services Management Team XTechnical Services Asset Management Task Force XTraffic Engineering & Ops/Traffic Safety Division XTraffic Mobility Steering Committee XTraffic Operations Leadership Team XTransit Division Management Team XTransportation Community of Interest X



4.0 COMMUNICATION METHODS

4.1 TDD DONE/DOING/NEXT

This is a quarterly newsletter produced by TDD for internal consumption. They can be located at: http://intranet.odot.state.or.us/DDN

4.2 WEB PAGE

Efforts are underway to ensure communication is active with the Asset Management Integration Section and the Data Governance through their websites. Each provides information about the program, contact, resources and other valuable tools and information.

Asset Management Integration: http://www.oregon.gov/ODOT/TD/asset_mgmt/ http://intranet.odot.state.or.us/otms/ (intranet)Data Council: http://intranet.odot.state.or.us/DataGovernanceCouncil/index.htm

4.3 INSIDE ODOT ARTICLES

A rigorous schedule and plan for communicating asset management efforts, lessons learned, tool and related information on a monthly basis is currently underway. To access Inside ODOT articles please view the website: http://intranet.odot.state.or.us/comm/inside/content/20080815.htm . For specific asset management articles please contact the AMI section and they can provide direct links to published articles.

4.4 OUTREACH/TEAM MEETINGS

The AMI section actively participates in meetings (identified in section 3.0); agency participation and support is crucial to the success of this program; their comments, concerns and ideas are welcomed. AMI is aggressive in its efforts to facilitate conversations with those sections throughout the agency that have a direct impact of the success of asset management and the value and level of confidence of the data that is collected, maintained and reported. Efforts also serve as a means to educate on efforts that closely relate and affect asset management, such as GASB, TransInfo, Data Warehousing and the ERP (Integration Systems). Please contact the AMI section if you are interested in scheduling a meeting or to provide input.


http://www.oregon.gov/ODOT/TD/asset_mgmt/contact_us.shtml



http://intranet.odot.state.or.us/comm/inside/content/20080815.htm

http://intranet.odot.state.or.us/DataGovernanceCouncil/index.htm

http://intranet.odot.state.or.us/otms/

http://www.oregon.gov/ODOT/TD/asset_mgmt/

http://intranet.odot.state.or.us/DDN


4.5 COMMUNICATION ROLES & RESPONSIBILITIES

Committee members represent their respective business lines and interests. This responsibility also carries the expectation that they will provide leadership, support and communication back to their sections as well as to other committees in which they participate. Any of the tools listed in this plan can be utilized as aides in sharing a consistent message.

4.6 READINESS ASSESSMENT

In order to ensure asset managements’ success an examination of stakeholders awareness must be conducted which will enable research and analysis to assist in developing and tailoring communication efforts; ways to identify concerns; and evaluate the overall affects of the efforts.

A readiness assessment/survey answers the question: Where is my program today? and assesses the agencies readiness by its answers to questions about its present operations and attitudes. The assessment helps us understand the positive and negatives, and the cultural and operational barriers that could prevent ODOT from reaching our goal. If we know these things we can be proactive in working our way around them. The need to utilize this type of tool may be limited; however will likely be in conjunction with implementation of other initiatives such as the ERP.

4.7 WEBINARS/CONFERENCES

AMI is conscientious about participating in the quarterly FHWA Asset Management webinars to gain insight into other state DOT efforts, lessons learned, information sharing and possible training opportunities. Please refer to the FHWA Asset Management website for more information.

As well, we are always striving to be aware of opportunities surrounding asset management and data governance through training and seminars sponsored by a variety of agencies including but not limited to FHWA, TRB, DAMA and AASHTO.

4.8 TRAINING

Asset and data management implementation in ODOT is proceeding at a rapid pace. The need for training to support this implementation is codified in the ODOT Asset Management Implementation Plan. Also, specific training needs have been identified in conversations with internal and external stakeholders. As noted by many stakeholders, it is important for asset and data management training to evolve over time to address ODOT staff needs and expectations as asset management implementation matures.

The curriculum for asset and data management training will advocate and discuss the value of corporate life-cycle management of ODOT assets and of data that


http://www.fhwa.dot.gov/infrastructure/asstmgmt/webinar.cfm

http://www.fhwa.dot.gov/infrastructure/asstmgmt/webinar.cfm


supports their management. Specific principles, practices and examples will be presented that support the corporate view and Asset Management Program implementation.

Training needs may vary by asset owner and program focus (i.e. asset management, data governance). A TransCOI Asset and Data Governance Training Plan was approved, March 2008. Its purpose is to provide a framework and associated timelines to implement and maintain a successful Asset and Data Governance Training Program. Primary objectives include:

Provide ODOT staff a clear understanding and working knowledge of asset management principles, background, best practices, processes, performance measurement and benefits to ODOT business areas.

Provide ODOT staff a clear understanding and working knowledge of data management principles.

Provide data collection staff a clear understanding of the business need and use of data being collected and the knowledge, skills and abilities to perform data collection activities.

Provide ODOT staff the knowledge, skills and abilities to effectively utilize ODOT’s Asset Management reporting structure and software.

4.9 RESOURCES/CONTACT LIST

Oregon Department of Transportation - Transportation Development DivisionAsset Management Integration Section555 13th Street NE, Suite 2Salem, OR 97301-4178Fax: 503-986-4173

Jerri Bohard, Division Administrator - Transportation Development.....503.986.4163Cathy Nelson, Technical Services Manager/Chief Engineer................503.986.3305

Mark Wills, AMI Manager......................................................................503.986.4232Laura Hansen, AMI Coordinator...........................................................503.986.3308Scott King, AMI Analyst ........................................................................503.986.3157

Laura Wipper, Performance Management Consultant..........................503.986.4092

Paul Wirfs, Engineering & Assets Management Unit Manager.............503.986.3526

Dave Ringeisen, Transportation Data Section Manager.......................503.986.4171

Robin Ness, Interim Crash Analysis & Reporting Manager..................503.986.4236


mailto:[email protected]









http://intranet.odot.state.or.us/DataGovernanceCouncil/docs/Training_Plan-031108-Final.pdf

http://intranet.odot.state.or.us/DataGovernanceCouncil/docs/Training_Plan-031108-Final.pdf

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