ASSET MANAGEMENT INTEGRATION (AMI)

COMMUNICATION PLAN

OCTOBER 2008

STAYING AHEAD OF THE CURVE...

ASSETMANAGEMENT

ODOT

STAYING AHEAD OF THE CURVE...

ASSETMANAGEMENT

ODOT

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: _AM EXECUTIVE STEERING COMMITTEE__ DATE: _OCTOBER 3, 2008________

APPROVED BY: _AM EXECUTIVE STEERING COMMITTEE __ DATE: _OCTOBER 3, 2008________

PRESENTED TO: _AM STEERING COMMITTEE___________ DATE: _OCTOBER 3, 2008________

APPROVED BY: _AM STEERING COMMITTEE___________ DATE: _OCTOBER 3, 2008________

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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 communicate to the agency how to present projects in the most cost-effective method, while still meeting regulatory and safety requirements while providing 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 Linear Reference Methods (LRM’s) to be put in place. LRM are defined as a location referencing method in which a location is specified as occurring on a uniquely identified linear feature at a set distance and direction from another point with a know linear measure. Highway/milepoint, route/ milepoint, latitude/longitude, coordinate-based and intersection id are all linear referencing methods.

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

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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 and 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 while placing 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.

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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.

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ODOT Executive StaffPurpose: Agency-wide strategic planningChair: ODOT DirectorHighway Division Deputy Director Transportation Development Division AdministratorCentral Services Division Deputy Director Public Transit Division AdministratorChief of Staff Rail Division AdministratorTransportation Safety Division Administrator Communications Division AdministratorMotor Carrier Division Administrator Government Relations Division AdministratorStaff Support:Director’s Office Executive SupportMeetings: Bi-Monthly

IT Community of Interest (COI)Purpose: At a very high level, provide governance to ODOT’s information technology investment and initiatives.Chair: Various* - Information Systems*To 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: Transportation Development Division Administrator*Highway Division Deputy Director Chief Information OfficerCentral Services Division Deputy Director Chief Financial OfficerChief of StaffStaff Support:Transportation Application Development Manager AMI ManagerMeetings: Quarterly

Asset Management Steering CommitteePurpose: Mgmt. Systems Strategic and Tactical Direction and Automation Project SelectionChair: Transportation Development Division AdministratorChief Engineer Freight Mobility Section ManagerRegion 2 Manager State Traffic EngineerTransportation Data Section Manager Intelligent Transportation Systems ManagerState Bridge Engineer Geo-Environmental ManagerMaintenance Engineer Transportation Application Development ManagerMajor Projects Branch Manager (optional) Highway Program Office ManagerFuture designees when appropriate Motor Carrier Services Section ManagerStaff Support:AMI Manager Information Systems Resource Life Support ManagerOTMS CoordinatorMeetings: 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: Information Systems Project Delivery Manager and Chief EngineerRegion 4 Manager Public Transit Division AdministratorTransportation Data Section Manager Intelligent Transportation Systems ManagerMaintenance Engineer Transportation Application Development ManagerMajor Projects Branch Manager (Optional) Highway Program Office ManagerTransportation Development Division Administrator Transportation Safety (optional)Rail Division Administrator (optional)Staff Support:Transportation Application Development Project Office ManagerMeetings: Monthly

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GIS Steering CommitteePurpose: GIS Tactical and Operations directionExecutive Owners:Chief Information Officer Transportation Development Division AdministratorChair: Transportation Data Section ManagerPlanning - Analysis Unit Manager Senior Region Planner/Special Projects – Region 2Traffic Services Engineer Major Projects Manager – Region 1Geo/Environmental Manager Information Systems Resource Life Support ManagerDAS – Statewide GIS Coordinator * OBDP IT/IS/GIS representative*Staff Support:Geographic Information Services (GIS) Unit Manager GIS Natural Resource Application DeveloperMeetings: Monthly

* (non-voting)

Technical Services Asset Management Task ForcePurpose: Technical Services Support of AM Initiatives and Work PlanningChair: Technical Services Asset Mgmt. ManagerPavement Management Engineer Access Management Unit ManagerTraffic Standards Engineer Roadway Engineering Unit ManagerBridge Program Managing Engineer Project Delivery ManagerRight-of-Way Program Management Asset Management Integration ManagerTechnical Services Business/Fiscal CoordinatorMeetings: Monthly

Asset Management Project TeamPurpose: Provides operational direction and information sharing between AMI, TDD & TSChair: Asset Management Integration (AMI) ManagerAMI Analyst AMI CoordinatorTechnical Services Asset Mgmt. Manager Performance Management ConsultantOTMS Coordinator Transportation Data Section ManagerStaff Support: AMI Staff SupportMeetings: Bi-monthly

Asset Management Integration TeamPurpose: Program coordination, information sharing and educationChair: AMI ManagerAMI Analyst AMI CoordinatorMeetings: Weekly

Data Council Working (and Tactical*) GroupPurpose: Program coordination and establish guiding documents relating to data and asset management effortsChair: * IS/TAD Program Manager* AMI Analyst * AMI CoordinatorAMI Manager * ERP/Data Council Program CoordinatorIS/TAD Systems Analyst IS/TAD Engineering Application Program Coordinator IS/TAD Team Lead/Program Coordinator (optional) Performance Management ConsultantMeetings: Weekly

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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.

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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.

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Target Audiences and Meeting Frequency:

The following chart indicates the regularity in which the leadership teams meet; frequency in which Asset Management presentation are made will vary.

Audience Annually Quarterly MonthlyBi-

MonthlyWeekly

Access Mgmt. Leadership Team Asset Management Executive Steering Committee Asset Management Steering Committee Asset Management Integration Team Asset Management Project Team Bridge Leadership Team Central Services Mgmt. Team Construction Leadership Team Data Council Working (Tactical) Team District Manager Meetings DMV/MC/Central Services COI Environmental Leadership Team Fleet Advisory Committee Geo-Hydro Leadership Team GIS Steering Committee Every other

Highway Leadership Team Highway Business Leadership Team (HBLT) IT Executive Steering Committee Maintenance/Operations Leadership Team (MOLT) ODOT Executive Staff Oregon Transportation Commission Performance Advisory Team (PAT) Planning Business Line Team (PBLT) Project Delivery Leadership Team (PDLT) Project Leaders Committee Rail Division Management Team Region Staff Meetings Right of Way Leadership Team Roadway Leadership Team Standing Committee On Construction Mgmt. Survey Leadership Team Technical Center Leadership Team (TLT) Technical Services Management Team Technical Services Asset Management Task Force Traffic Engineering & Ops/Traffic Safety Division Traffic Mobility Steering Committee Traffic Operations Leadership Team Transit Division Management Team Transportation Community of Interest

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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 Governmental Accounting Standards Board (GASB), TransInfo, Data Warehousing and the Enterprise Resource Planning (ERP). Please contact the AMI Section if you are interested in scheduling a meeting or to provide input.

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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 Federal Highway Administration (FHWA), Transportation Research Board (TRB), Data Management Association (DAMA) and American Association of State Highway and Transportation Officials (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.

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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 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

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