Institutional Architectures to Improve Systems Operations and Management (2012) / Chapter Skim
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Pages 53-57
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• Partnerships Strategies Agree on operational roles and procedures with PSAs. Identify opportunities for joint operations activities with local government/MPOs.
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Basic Maturity Strategies for Each Institutional Element Criteria for Each Level Level 1 Level 2 Level 3 Strategies for Elements Ad Hoc Rationalized Mainstreamed Culture/leadership • Undertake educational program regarding SO&M Mixed, hero driven Championed/internalized Mobility committed as customer service across disciplines • Exert visible senior leadership • Establish formal core program • Rationalize state DOT authority • Internalize continuous improvement as agency mode/ethic Organization/staffing • Establish top-level SO&M executive structure Fragmented, understaffed Aligning, trained Integrated • Establish appropriate organizational structure • Identify core capacities • Determine, allocate responsibility, accountability, and incentives Resource allocation • Develop program-level budget estimate Project level Criteria-based program Sustainable budget • Introduce SO&M as a top-level agency budget line item line item • Develop acceptance of sustainable resourcing from state funds • Develop methodology for trade-offs Partnerships • Agree on operational roles and procedures with PSAs Informal, unaligned Formal, aligned Consolidated • Identify opportunities for joint operations activities with local government/MPOs • Develop procedures that accommodate partners' goals and maximize mobility (minimum disruption) • Rationalize staff versus outsourcing activities, responsibilities, and oversight
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Step 1 Identify the element of interest (culture/leadership, organization/staffing, resource allocation, partnerships, as shown in Table 7.2)
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From L2 to L3: New state DOT business model. Introduce SO&M as formal core DOT program, at the same level as project development and maintenance.
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57 Culture/Leadership Strategy 5: Internalize Continuous Improvement as Agency Mode or Ethic Relationship to Program and Process With an objective of building toward best practices, cost-effective process and program improvements are necessarily incremental. Continuing improvement to and beyond the state of best practice requires development and management of a continuous improvement process built around performance measurement, analysis, and procedural improvement.
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