AASHTO SUMMER MEETINGSUBCOMMITTEE ON ORGANIZATIONAL MANAGEMENT & TRB ABC20 UPDATE

Co-chairs

Deanna Belden, MnDOT

Dana Glover, TxDOT

Chair ABC20

Susanna Reck

Secretary

Angie Burford

FHWA Liaison

Michael Nesbitt

Agenda 1. Introductions2. Review Conference Agenda/Structure3. High Level AASHTO Structure4. Strategic and Triennial Plans: Quick Review5. Activity Overview and High level status6. Sub-Committee Topics and Engagement Vehicles

a. Define Topic Ideas b. Vehicles

i. TRB1. Panels2. Workshops3. Posters4. Papers/Topics

ii. Webinars iii.RACiv.Other

7. Lean Interchange Website Demo 8. Member outreach9. Roundtable

FRIDAY, JULY 137:00 AM – 8:45 AMBreakfast –OR–

Subcommittee on Organizational Management & TRB ABC 20 Productivity and Management

9:00 AM – 5:00 PMCommittee on Performance-Based Management Business Meeting

1. Welcome and Introductions (15 minutes)• Russel McMurry (GA) and Christos Xenophontos (RI)

2. FHWA Update, Susanna Reck (FHWA) (30 minutes)3. Subcommittee Updates (90 minutes)

• Technical Subcommitteesi. Asset Management, Tim Henkel (MN)ii. Organizational Management, Dana Glover (TX)iii. Risk Management, Travis McGrath (ID)iv. System Performance Management, Daniella Bremmer (WA)

• Coordinating Subcommitteesi. Policy and Rulemaking, Paul Degges (TN)ii. Professional Development, John Selmer (IA)iii. Research, Matt Hardy (AASHTO)

4. Project Updates (60 minutes)• Update of the AASHTO TAM Implementation Guide, Hyun-A Park, Spry Pond Partners• NCHRP TPM Benchmarking Project, Deanna Belden (MN)• TPM Pooled Fund, Matt Hardy (AASHTO)

i. TPM Knowledge Portalii. PM3 Analytical Tools

5. Lunch (60 minutes)

6. State Sharing on TPM (120 minutes)• Performance Management Implementation Challenges (ALL)• 23 CFR Part 667: Periodic Evaluation of Facilities Repeatedly Requiring Repair and Reconstruction

Due to Emergency Events, Matt Haubrich (IA)• Other Topics

7. Updating AASHTO Performance Management Policy Positions, Matt Hardy (AASHTO) (45 minutes)8. Committee on Planning Strategic and Action Plan, Russell McMurry (GA) (30 minutes)

• CCR Update: Work Products, Timelines

• Strategic Plan

• Action Plan

9. Upcoming Meetings and Events (15 minutes)• 2018 Quarterly Membership Meetings

i. Third Quarter: September 26, 2018ii. Fourth Quarter: December 5, 2018

• 2019 Meeting Schedule10. Action Items and Next Steps, Karen Miller (MO)

FRIDAY, JULY 13 CONTINUE9:00 AM – 5:00 AM

SATURDAY - TUESDAY9:00 AM – 5:00 AM

SUNDAY-TUESDAY CONTINUE

Agency Administration

Internal and External Audit

Human Resources

Civil RightsKnowledge Management

Safety

Funding and Finance

Performance-Based

Management

Communications

Data Management and

Analytics

Transportation System Security and Resilience

Planning Environment and Sustainability DesignDesign

Bridges and Structures

Traffic Engineering

Right of Way and Utilities

Materials and Pavements Construction Maintenance

Transportation System

Operations

Rail

Water

Public Transportation

Active Transportation

Transportation Policy Forum

Aviation

Highways and Streets

Program Delivery and Operations Committees:

Enterprise/Cross-Discipline Committees:

Administration Committees:

Special Committees: Strategic Management

Committee

Executive Committee

Board of Directors

Councils::

Policy Bodies:

AASHTOWare

Research and Innovation

Freight

Agency Administration

Internal and External Audit

Human Resources

Civil Rights

Knowledge Management

Safety

Funding and Finance

Performance-Based Management

Communications

Data Management and Analytics

Transportation System Security and Resilience

Planning

Environment and Sustainability

Design

Design

Bridges and Structures

Traffic Engineering

Right of Way and Utilities

Materials and Pavements

Construction

Maintenance

Transportation System Operations

Rail

Water

Public Transportation

Active Transportation

Transportation Policy Forum

Aviation

Highways and Streets

Program Delivery and Operations Committees:

Enterprise/Cross-Discipline Committees:

Administration Committees:

Special Committees:

Strategic Management Committee

Executive Committee

Board of Directors

Councils::

Policy Bodies:

AASHTOWare

Research and Innovation

Freight

AASHTO Committee on Performance-Based Management (CPBM)Subcommittees Meetings

1.Subcommittee on Asset Management joint meeting with TRB ABC40• Tim Henkel (MnDOT), Steve Gaj (FHWA Liaison)• First Friday from 9-10:30 am CST

2. Subcommittee on Organizational Management joint meeting with TRB ABC20• Dana Glover (TxDOT), Deanna Belden (MnDOT), Michael Nesbitt (FHWA Liaison)• Susanna Hughes-Reck, TRB ABC20• Third Monday from 11:30-1:00 pm CST

3. Subcommittee on Risk Management • Travis McGrath (ITD), Jean Wallace (MnDOT), Mike Graf (FHWA Liaison) • Second Monday from 12:00-1:00 pm CST

4. Subcommittee on System Performance• Daniela Bremmer (WSDOT), Subrat Mahapatra (MDOT), Rich Taylor (FHWA Liaison)• First Wednesday from 12:00-1:00 pm CST

5. Subcommittee on Policy & Rulemaking joint meeting with Committee on Planning’s Subcommittee • Lynn Zanto (MDT), Paul Degges (TDOT) for CPBM, Susanna Hughes Reck (FHWA Liaison)• Lynn Weiskopf (NYDOT) for COP• Second Tuesday from 12-1 pm CST

6. Subcommittee on Research – not yet started• Co-Chairs (TBD), Alexis Kuklenski (FHWA Liaison)• Monthly meeting TBD

7. Subcommittee on Technical Services/ Professional Development• Jim Ritzman (PennDOT), John Selmer (Iowa DOT), Jon Schans (FHWA Liaison)• First Thursday from 11-12 pm CST

8. CPBM Leadership • Russell McMurry (GDOT), Christos Xenophontos (RiDOT), Matt Hardy (AASHTO), Karen Miller (MoDOT), Pete Stephanos (FHWA Liaison) • Fourth Thursday from 11:30-1 pm CST

AASHTO Committee on Performance Based Planning Strategic Plan Attached

TRB ABC20 Management and Productivity Committee Triennial Plan Attached

AASHTO Subcommittee on Organizational Management Charter Attached

Strategic Plan for the

Committee on Performance-Based Management

Adopted July, 13, 2018

Goal 1: Provide Value to Committee on Performance-Based Management Members

1.1 Foster Collaborative Interrelationships and Interactions within AASHTO and with Other Groups

CPBM will strive to work with the many different organizations and groups that are working to establish and implement robust performance-based management programs.

Implementation Actions:

· AASHTO staff will participate in regular meetings with FHWA staff on the topic of Transportation Performance Management

· Invite FHWA staff to participate on regular conference calls of the subcommittees and steering group

1.2 Provide and Maintain Member Websites

CPBM believes that an important means to provide information to members, and the performance management community in general, is through a set of robust web portals that are maintained and curated for the benefit of its members.

Implementation Actions:

· Continue to develop and maintain the Transportation Asset Management Web Portal

· Continue to develop and maintain the Transportation Performance Management Web Portal

· Continue to develop and maintain the Enterprise Risk Management Web Portal

1.3 Provide Opportunities for Committee Members to Interact on Key Technical and Policy Issues

CPBM will provide the opportunity for all committee and subcommittee members to interact with each other and the industry through regular meetings. These meetings will take place through conference calls, member webinars, in-person committee meetings, and larger AASHTO meetings.

Implementation Actions:

· Each subcommittee will host regular conference calls for its members

· The committee will host quarterly member webinars

· The committee will host an annual committee meeting

· The committee will participate in AASHTO Washington Briefing, Spring, and Annual meetings as appropriate and needed.

1.4 Coordinate with other AASHTO committees, forums, and task forces.

Implementation Actions:

· Coordinate with other AASHTO committees on areas where transportation performance management topics overlap; at a minimum, this will include working with the Transportation Policy Forum and the committees on planning, research, agency administration, communications, and funding and finance.

· Conduct annual or other meetings in conjunction with other AASHTO committees as necessary.

1.5 Ensure the Committee Strategic Plan and Action Plan are Implemented

The CPBM Steering Committee will be responsible for ensuring the committee’s strategic plan is implemented to the best extent possible given the resources available to it.

Implementation Actions:

· Request each subcommittee to contribute to the development of action items associated with the CPBM Strategic Plan.

· Review and update the Strategic Plan on a regular basis.

Goal 2: Provide Innovative Performance Management Technical Products and Professional Services

2.1 Sponsor and Facilitate Training and Education Sessions on Key Issues.

Implementation Actions:

· Continue to work with FHWA on the AASHTO/FHWA TAM Webinar Series

· Continue to work with FHWA on the Let’s Talk Performance webinar series

2.2 Develop and Support a Robust Research Program

CPBM believes that an important aspect of the committee’s business is to propose, monitor, and implement a robust performance management research program. Working through the Subcommittee on Research, CPBM technical committees will work with the performance management community to submit research project propels for consideration by NCHRP, FHWA, and other funding opportunities.

Implementation Actions:

· Maintain and update relevant research roadmaps associated with the committee and subcommittees including the TPM and TAM research roadmaps

· Work with the relevant TRB committees to develop, submit, and monitor research project ideas

· Disseminate and implement completed research projects

2.3 Summarize and Provide Examples of State DOT Implementation of Federal Policies and Regulations

Implementation Actions:

· Facilitate the sharing of the diverse examples of state practices related to transportation performance management.

· Facilitate the sharing of the diverse examples of state practices related to transportation asset management.

· Facilitate the sharing of the diverse examples of state practices related to enterprise risk management.

2.4 Plan and Conduct Webinars, Peer Exchanges, Workshops and Technical Conference Sessions

Implementation Actions:

· Co-sponsor sessions at other meetings (e.g., TRB) that focus on the application of innovative technical and professional services.

· Highlight in AASHTO meeting sessions (and possibly other professional organization meetings) the latest advancements in services and products.

· Provide guidance and support to AASHTO and entities like the BATIC Institute in providing peer-to-peer information exchanges on best practices in financial management and communicating the benefits of these practices through examples and case studies.

2.5 Support the Transportation Performance Management Pooled Fund

Implementation Actions:

· …

Goal 3: Be a Leader in the Development of Performance Management National Transportation Policy

3.1 Interact with National Transportation Officials During policy Development to Convey State DOT Concerns and Issues.

Implementation Actions:

· Work closely with Federal transportation officials in understanding new and emerging issues.

· Reach out to other Federal agencies whose policies might affect State transportation programs and provide opportunities to interact with relevant officials.

3.2 Act as a Forum for Exchanging State DOT Policy Positions on Concerns Relating to Transportation Performance Management

Implementation Actions:

· Provide input to AASHTO staff on the identification and evaluation of new transportation performance management policy ideas and concepts

· Provide input to AASHTO staff on the identification and evaluation of new transportation asset management policy ideas and concepts

· Coordinate with other AASHTO committees in order to provide AASHTO staff on the identification and evaluation of new risk management policy ideas and concepts

· Coordinate with other AASHTO committees in order to provide AASHTO staff on the identification and evaluation of new organizational management policy ideas and concepts

3.3 Prepare AASHTO Policy Positions as They Relate to Transportation Performance Management

Implementation Actions:

· Coordinate with other AASHTO committees in developing AASHTO policy positions on national policy development related to transportation performance management.

· Develop white papers on emerging issues that could feed into national transportation policy development related to transportation performance management.

· Provide forward-looking papers and session topics that highlight issues that will likely be critical in the future.

· Develop and provide recommendations to the AASHTO Transportation Policy Forum on AASHTO’s transportation performance management reauthorization platform.

3.4 Respond to Federal Regulations Related to Transportation Performance Management

Implementation Actions:

· Prepare responses as needed to federal regulations related to transportation performance management.

· Disseminate information related to implementing federal regulations related to transportation performance management.

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POLICY AND ORGANIZATION GROUP

DRAFT Committee Triennial Strategic Plan (TSP)

Committee Name and Number: Management and Productivity Committee – ABC20

Committee Chairperson: Susanna Hughes Reck

Team Leader, Transportation Performance Management

Federal Highway Administration

TSP Three-Year Period: April 2018 to April 2021

Date Prepared: March 1, 2018

Committee Future Outlook Statement:

Current Committee Scope

The committee is concerned with short-range (1-5 years) process and operational approaches that produce improved performance and help transportation organizations achieve organizational excellence. The committee will explore, analyze, synthesize, and disseminate information to improve organizational performance at the strategic, tactical and operational levels. The scope also includes identifying and promoting research needs, reviewing papers and informing and engaging the transportation community in identifying issues, trends and opportunities.

Factors and influences that will shape the Committee’s activities

In this era of constant change resulting in smaller organizations, development of partnerships with private industry, increased focus on productivity and improved performance, and measurement to ensure goals are reached the Management and Productivity Committee is committed to surfacing issues and trends and responding to needs. The two areas that have major impacts on all of these, and that are of particular relevance and interest to this committee, are management and the workforce. Paraphrasing Peter Drucker, management is about bringing order to disruptions resulting from change: efficiency (doing things right), effectiveness (doing the right things), setting goals, and measuring to be sure those goals are realized. It is about developing the tactical and operational plans to ensure strategy succeeds. The workforce is key to accomplishing all of these things—ensuring the right people are in the right positions, provided with the tools to do the work and provided the opportunities to ensure success. TRB has identified the strategic areas on which to focus: 1) the performance of the transportation system, 2) safety, 3) sustainability and impacts on energy, the environment and climate, 4) funding, 5) innovation, and 6) research and development.

Short-term we will focus on identifying potential approaches, efficiencies and potential research for managers to positively impact these areas along with strategies to create a workforce to meet the needs. Long-term we will focus on sustainable strategies to move beyond immediate needs and to plan for the future to include research on innovations that will move transportation organizations to long-term success.

Committee Future Outlook

Committee Plan:

Strategy:

Vision:

Leaders and managers at transportation agencies and partners continually improve performance-and cost-outcomes though the application of management and organizational innovations and technologies.

Mission:

Provide a resource for fostering and sharing effective and quickly-implementable management and organizational innovations leaders and managers at transportation agencies and partners can use to improve performance and cost-outcomes.

Goals:

Goal #1: Examining effective organizational models, leadership structures and competencies used to monitor, respond to and implement organizational improvement.

Goal #2: Sharing leading practices in the application of process/quality improvement tools and practices.

Goal #3: Identify and facilitate funding for applied research to determine effectiveness and determine implementation strategies for management and organizational innovations.

Strategies:

The strategies below will be used to accomplish the three major goals identified by the committee:

· Consult with the section’s committees to ensure a coordinated approach and to leverage the skills and efforts of the Management and Productivity Committee’s members.

· Liaise with other TRB standing committees to ensure that management and productivity contributes to addressing their needs—this may be shared sessions and workshops, webinars and research statements.

· Conduct annual and mid-year meetings that promote management and productivity and ensure sharing of best practices.

· Diversify the committee membership with young members, international members, and members from non-highway modes.

· Develop channels and mechanisms to promote the exchange of good practices and disseminate research findings applicable to management and productivity.

· Enhance the understanding of the transportation community of the value and role of management and its impact on productivity, innovation and the workforce.

Specific Actions:

· Host or co-host two (2) webinars per year disseminating best practices, innovation and research results

· Sponsor and/or co-sponsor workshops and sessions highlighting practice-ready innovations

· Contribute articles to relevant transportation related journals and newsletters

· Submit NCHRP and Synthesis research problem statements

· Provide a conduit to collect and communicate leading practices in organizational excellence in the areas of process, project, change and resource management, especially related to financial, planning and programming decisions.

· Participate in Transportation Lean Forum meetings and contribute to website. (https://sites.google.com/a/state.co.us/lean-interchange/)

· Participate in AASHTO’s Committee on Performance-based Management’s Organizational Management Subcommittee meetings.

· Identify leading practices in process/quality management (such as Change Management, Knowledge Management, Lean, Lean Six Sigma, 4DX, etc.).

· Define ABC20’s scope in relation to ABC10, ABC30, and ABC40.

Communication

· Disseminate information on upcoming events with management and productivity content to committee contacts and friends through the website (https://sites.google.com/site/trbcommitteeabc20/ ), the Transportation Lean-Forum , emails, and social media (i.e. linked-in).

· Develop and implement cross-cutting ABC00 communication plan for dissemination of research findings, knowledge sharing and best practices.

Membership

· Update membership to maintain a balanced representation of varying perspectives and skill sets

· Ensure that membership reflects a balanced composition geographically, by mode, by gender, by skillset, by opinions, by race, by ethnicity and by type of organization

Other committee relationships

ABC20 maintains close formal and informal relationships with many different committees. They include, but are not limited to:

ABC10: Strategic Management

ABC30: Performance Measurement

ABC40: Transportation Asset Management

AHD15: Maintenance and Operations Personnel

AB010T: Taskforce on Knowledge Management

ABG20: Transportation Education and Training

Potential new formal/information relationships:

AHD10: Maintenance and Operations Management

AP010: Transit Management and Performance

ABG30: Technology Transfer

ABE30: Transportation Issues in Major Cities

ABE70: Women’s Issues in Transportation

A0040T: Young Members Council

Proposed changes in scope:

The Committee plans to better coordinate its agenda align with AASHTO Organizational Excellence Task Force and define linkages to the other committees in section ABC00.

Updated membership list:

Last Name

First Name

Company

Role

Start

End

Hughes-Reck

Susanna

Federal Highway Administration (FHWA)

Chair

March 06, 2017

April 14, 2020

Nesbitt

Michael

Federal Highway Administration (FHWA)

Committee Research Coordinator

April 15, 2017

Weld

Roger

New York City Department of Transportation

Committee Communications Coordinator

July 01, 2013

Beale

Victoria

Ohio Department of Transportation

Member

April 15, 2015

April 14, 2018

Bittner

Jason

Applied Research Associates, Inc. (ARA)

Member

August 17, 2017

April 14, 2018

Bobba

Corey

Federal Highway Administration (FHWA)

Member

May 26, 2017

April 14, 2018

Bond

Alexander

Eno Center for Transportation

Member

April 15, 2015

April 14, 2018

Dehghani

Mohammad

The World Bank

Member

July 17, 2015

April 14, 2018

Glover

Dana

Texas Department of Transportation

Member

April 15, 2015

April 14, 2018

Grisham

Nicholas

Oregon Department of Transportation

Member

July 17, 2015

April 14, 2018

Kianfar

Jalil

Saint Louis University

Member

July 17, 2015

April 14, 2018

Lagerberg

Brian

Washington State Department of Transportation

Member

July 17, 2015

April 14, 2018

Lam

Dee

California Department of Transportation (CALTRANS)

Member

July 14, 2017

April 14, 2018

Li

Zongzhi

Illinois Institute of Technology

Member

July 17, 2015

April 14, 2018

McArthur

Charlene

Idaho Transportation Department

Member

August 11, 2017

April 14, 2018

McLaughlin

Patricia

MIG

Member

April 15, 2015

April 14, 2018

Panou

Konstantinos

University of the Aegean

Member

April 15, 2015

April 14, 2018

Petit

William

Pennsylvania Department of Transportation

Member

April 15, 2015

April 14, 2018

Putz

David

Iowa Department of Transportation

Member

May 03, 2017

April 14, 2018

Raulerson

Mary

Kittelson & Associates, Inc. (KAI)

Member

April 15, 2015

April 14, 2018

Rojas

Cristiana

California Department of Transportation (CALTRANS)

Member

July 17, 2015

April 14, 2018

Sedlak

Montgomery

CH2M

Member

April 15, 2015

April 14, 2018

Tupper

Lee

HDR

Member

April 15, 2015

April 14, 2018

Weld

Roger

New York City Department of Transportation

Member

April 15, 2015

April 14, 2018

Winkeller

Rachel

OST-R/Volpe Center

Member

April 15, 2015

April 14, 2018

Xenophontos

Christos

Rhode Island Department of Transportation

Member

September 08, 2017

April 14, 2018

2

2

Organizational Management Subcommittee

Origination Charter, June 3, 2015

Updated March 1st, 2018

SCOPM (on June 3, 2015 at the Denver meeting) voted to create a new task force (now a subcommittee) to support the ongoing need to maximize the performance of transportation systems and organizations of state DOTs.

The Organizational Management Subcommittee now resides under the American Association of State Highway and Transportation Officials (AASHTO) Committee on Performance-Based Management. Performance management is the process of accountability and effectiveness that is measured against established goals or targets. Performance management helps guide State Transportation Agency’s (STA) in critical decision making from planning through systems operations, including the agency’s own organizational performance.

The Organizational Management Subcommittee objective is to add value to stakeholders and advance the practice of performance excellence by identifying, analyzing and sharing information to improve organizational performance at the strategic, tactical and operational levels of the organization.

Subcommittee goals – The mission of the Subcommittee is to help agencies achieve organizational excellence. We will achieve this mission by:

· Goal #1: Helping agencies maximize the use of funds to their highest strategic purpose.

· Goal #2: Examining effective organizational models, leadership structures and competencies used to monitor, respond to and implement organizational improvement.

· Goal #3: Sharing leading practices in the application of process/quality improvement tools and practices.

Short-term task force activities

· Over the short term, the Subcommittee will focus on the following activities directly related to the three goals.

· Provide a conduit to collect and communicate leading practices in organizational excellence through process, project, change and resource management, especially in making financial, planning and programming decisions.

· Work collaboratively within the AASHTO community and TRB to identify key gaps/opportunities to advance the practice of organizational excellence. This discipline is by nature cross-cutting within and among organizations and stakeholder groups. This Subcommittee resides under the Performance-Based Management Committee within AASHTO, alongside the other Subcommittees: Asset Management, Risk Management, and System Performance Management. It is also closely related to TRB’s ABC20 and ABC30 committees.

· Work collaboratively with the Research Special Committee and TRB to draft research statements related to organizational excellence; if accepted, provide resources to ensure the completion of the research and dissemination of recommendations.

· Develop core competencies for leadership and performance management experts.

· Identify leading practices in process/quality management (such as Lean, Lean Six Sigma, etc.) and disseminate that information to the AASHTO community through workshops, webinars, etc.

· The Task Force will conduct regular meetings to ensure progress in meeting its charge.

10

Subcommittee on Organizational Management

Help agencies achieve Organizational Excellence

Help agencies optimize efficiency and effectiveness in order to achieve their goals

Provide performance management processes, measures, improvement frameworks and strategies

Identify, analyze and share information to improve organizational performance

Support states during and beyond implementation of national performance measures

11

Activity 1: Process ImprovementLead: Gary Vansuch, CDOT

Objective: - Provide a conduit to collect and communicate leading practices in organizational excellence through process, project, change and resource management.- Identify leading practices in process/quality management (such as Lean, Lean Six Sigma, etc.) and disseminate that information to the AASHTO community through workshops, webinars, etc.

Status:-Recorded video (90minutes) from recent Transportation Lean Forum (TLF) session posted to “old” lead website.

- sites.google.com/a/state.co.us/lean-interchange/documents Find the “2018_TLFMeeting _Slides /video folder- Plan to demonstrate the new website, which in integrated into the TPM Portal at this forum- Promote a virtual "community of practice" among our different DOTs. Have innovation websites for each DOT to allow for the community of practice members to easily access that information.

Next Steps:- Demo the new site- Promote the Lean DOT websites and gather others in order to share informationColorado www.codot.gov/business/process-improvementMissouri www.modot.org/InnovationsChallenge/Ohio www.dot.state.oh.us/Divisions/HR/EmployeeDevelopmentandLean/Pages/default.aspx

Idaho www.youtube.com/watch?reload=9&v=BTdQR650xuY www.youtube.com/watch?v=behLlHy8Gt0www.youtube.com/watch?v=U6F_z6fGu3s\

http://www.codot.gov/business/process-improvementhttp://www.modot.org/InnovationsChallenge/http://www.dot.state.oh.us/Divisions/HR/EmployeeDevelopmentandLean/Pages/default.aspxhttp://www.youtube.com/watch?reload=9&v=BTdQR650xuYhttp://www.youtube.com/watch?v=behLlHy8Gt0http://www.youtube.com/watch?v=U6F_z6fGu3s%5C

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Activity 2: Link performance management and decision-makingLeads: Jack Smith, NDDOTStacey Strittmatter TxDOT

Objective: Work collaboratively within the AASHTO community and TRB to identify key gaps/opportunities to advance the practice of organizational management with a focus on linking performance management and decision making.

Status: - Working on updating the Tx and North Dakota’s performance measures. - There are other states in that file, we ask that you review and provide update your performance measures to be made.- For those states that do not have a workbook in that file and would like to participate, please let leads know. - Identify your top 5 measures and describe what decisions of performance have been made and what affects occurred and the outcome of those decisions.

Next Steps:- Continue to update the workbook. Send out further instruction for states to add their applicable information.- Jack will be providing information to ABC20, and will be providing updates.

13

Activity 3: Promote Organizational Excellence Research

Leads: Rocio Perez TxDOTMichael Nesbit FHWA

Objective:Work collaboratively with the Research Subcommittee and TRB to draft research statements related to organizational management if accepted, provide resources to ensure the completion of the research and dissemination of recommendations.

Status:- Rocio Perez joined as a co-lead for this activity. - Rocio and Michael Nesbit met. They have a RAC meeting coming where they will tie in their activity to research efforts.- Putting a list of projects that are occurring with this activity, communicate out, put into a proposal and clearly communicate what this subcommittee and ABC20 is doing in research.

Next Steps:

- Provide an update on this activity at RAC- Gather the projects that relate to this activity- Identify opportunities to further research with proposals and paper submittals

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Activity 4: Develop Core CompetenciesLeads: Charlie PurcellDavid Putz Iowa DOTChris Young TxDOT

Objective: Assist member agencies in assessing and developing core competencies for organizational and performance management experts.

Status:-Work on core competency list related to organizational and performance management that have not already been sufficiently explored by others.- Plan to use this information to determine whether additional work or research may be warranted related to these core competencies, such as the development of a capability / maturity model, or other tools that transportation agencies could use to further develop their staff in these important disciplines.

Next Steps:- AASHTO Committee on Human Resources, AASHTO Committee on Knowledge Management, TRB Standing Committee on Strategic Management (ABC10), TRB Standing Committee on Management and Productivity (ABC20), TRB Standing Committee on Performance Management (ABC30), TRB Standing Committee on Asset Management (ABC40), TRB Task Force on Data for Decisions and Performance Measures (A0030T)- Work with above to assist our member agencies in assessing and developing core competencies for their organizational and performance management experts.- Feedback due by COB Jul 11, 2018

ABC20 TSP Goal #1: Examining effective organizational models, leadership structures and competencies used to monitor, respond to and implement organizational improvementPaper Review Lead: Victoria Beale,TRB Session Planning: Seeking Volunteers

Action: Issue 2019 TRB Call for Papers (CfP)

Status: Made CfP on “Lean and Continuous Process Improvement”

Status: Made CfP on Improving an Organizations Productivity and Operational Efficiency to Meet Outcomes”

Action: Develop TRB Panel Session Topics

Status: Proposing Topic “Assessing and developing core competencies for their organizational and performance management experts”( based on OM research being led by Charlie Purcell)Soliciting other topics during mid-year meeting

ABC20 TSP Goal #2: Sharing leading practices in the application of process/quality improvement tools and practices.Contributors: Seeking volunteers to coordinate

Action: Scheduling webinars on Management and Productivity

Status: Looking for topics forWebinar 1: NovemberWebinar 2: DecemberSoliciting topics during mid-year meeting

Action: Contribute articles to TRB ABC20 “CheckPointNewsletter”

Status: Call for submissions usually in Oct/Nov.

ABC20 TSP Goal #3: Identify and facilitate funding for applied research to determine effectiveness and determine implementation strategies for management and organizational innovations.Contributors: David Putz, Dee Lam , and Michael Nesbitt, Nigel Blampied, Rocio Perez

Action: Submitted NCHRP Synthesis Project, “Lean and Continuous Process Improvement” in February

Status: not selected for funding. Pursuing as Call for Papers and possibly Session topic.

Action Drafting NCHRP panel project,” Improving an Organizations Productivity and Operational Efficiency to Meet Outcomes,”

Status: Will be submitted once call is issued. Looking for RAC input in the meantime

Action: Liaise with other TRB standing committees to ensure that management and productivity contributes to addressing their needs—this may be shared sessions and workshops, webinars and research statements.

Status: ABC20 and Rocio Perez from TxDOT, will brief Research Advisory Council (RAC)on ABC20 and CPBM-OM research needs during RAC 2018 summer meeting.

General DiscussionTopics and Vehicles

Back-Up

Last Name First Name Agency Email Phone Title Activity Workgroup

Allen BradApplied Pavement Technology ballen@appliedpavement.com 518-366-7881 Senior Engineer Activity 4

Belden Deanna Minnesota DOT Deanna.Belden@state.mn.us 651-366-3734Director of Performance, Risk & Investment Analysis

Co-Chair, Co-Chair of Activity 2

Bittner Jason ARA jbittner@ara.com 608-770-0394 Principal Analyst

Blampied NigelUniversity of California, Berkley blampied@berkeley.edu 510-479-7070

Researcher (Focusing on Lean Project Delivery) Activity 3

Burford Angie Texas DOT Angie.Burford@txdot.gov 512-465-3058 Executive Assistant Secretary

Burgess Russell Washington DOT burgesr@wsdot.wa.gov 360-705-7731 Lean Administrator Activities 1, 4

Coley Nat FHWA Nathaniel.Coley@dot.gov 202-366-2171 Economist Activities 1,3

Crick Craig Nevada DOT ccrick@dot.nv.gov 775-888-7819 Employee Development Manager Activities 1,4

Garcia Moses Texas DOT Moses.Garcia@txdot.gov 512-416-2061 Operational Excellence CoordinatorCo-Chair of Activity 3; Activity 4

Glover Dana Texas DOT Dana.Glover@txdot.gov 512-467-3837Director, Information Management Division Co-Chair

Haaland BillClaim Management Resources bhaaland@cmrclaims.com 405-606-8221 Managing Partner Activity 4

Hardy Matt AASHTO Mhardy@aashto.org 202-624-3625 Program Director for Planning and Policy

Heck Jeff Illinois DOT Jeff.Heck@illinois.gov 217-785-5395

Director of Finance and Administration; QualityCompliance and Review Activities 1,2

Hopkins Michael Georgia DOT Mhopkins@dot.ga.gov 404-631-1743 Process Improvement Specialist

Sub-Committee Roster

mailto:ballen@appliedpavement.commailto:Deanna.Belden@state.mn.usmailto:jbittner@ara.commailto:blampied@berkeley.edumailto:Angie.Burford@txdot.govmailto:burgesr@wsdot.wa.govmailto:Nathaniel.Coley@dot.govmailto:ccrick@dot.nv.govmailto:Moses.Garcia@txdot.govmailto:Dana.Glover@txdot.govmailto:bhaaland@cmrclaims.commailto:Mhardy@aashto.orgmailto:Jeff.Heck@illinois.govmailto:Mhopkins@dot.ga.gov

Last Name First Name Agency Email Phone Title Activity Workgroup

Johnson Gillis Greer District of Columbia Greer.Gillis@dc.gov 202-671-2261 Deputy Director Activities 1,2,4

Lee Nathan Utah DOT Nlee@utah.gov 801-965-4082 Program Development Director

Lozier Mike Vermont DOT mike.lozier@vermont.gov 802-828-5570 Contracts & Specifications Engineer Activity 1

McMillan David Texas DOT david.McMillan@txdot.gov 512-486-5305 Human Resources, Director Activity 4

Malloy Michelle Colorado DOT Michelle.Malloy@state.co.us 719-924-3071 Program Leader, Chg Mgmnt Serv.

Marquardt Kent Texas DOT Kent.Marquardt@txdot.gov 512-936-0943 Strategic Planning Division Director Activity 2

Miller Karen Missouri DOT Karen.Miller@modot.mo.gov 573-522-5529 Organizational Performance Specialist Activity 4

Nesbitt Michael FHWA Michael.Nesbitt@dot.gov 202-366-1179Senior Transportation Specialist

Activity 3

Ostdick Holly Illinois DOT Holly.Ostdick@illinois.gov 217-557-4145 Bureau Chief of Planning Activity 2

Padilla Jim Texas DOT Jim.Padilla@txdot.gov 512-463-8777 Operations Research Analyst

Penny Lisa North Carolina DOT lepenny@ncdot.gov 919-707-2855 Management Engineer II Activity 1

Proctor Gordon Gordon Proctor & Associates Gordon@proctorassociates.com 614-313-6421 President

Purcell Charlie Iowa DOT Charlie.Purcell@iowadot.us 515-239-1128 Director, Project Delivery Bureau Co-Chair - Activity 4

Putz David Iowa DOT David.Putz@iowadot.us 515-239-1297 Survey and measurement administrator Activities 1,4

Siwula JasonKentucky Transportation Cabinet Jason.Siwula@ky.gov 502-782-5537 Assistant State Highway Engineer

Sub-Committee Roster Continue

mailto:Greer.Gillis@dc.govmailto:Nlee@utah.govmailto:mike.lozier@vermont.govmailto:david.McMillan@txdot.govmailto:Michelle.Malloy@state.co.usmailto:Kent.Marquardt@txdot.govmailto:Karen.Miller@modot.mo.govmailto:Michael.Nesbitt@dot.govmailto:Holly.Ostdick@illinois.govmailto:Jim.Padilla@txdot.govmailto:lepenny@ncdot.govmailto:Gordon@proctorassociates.commailto:Charlie.Purcell@iowadot.usmailto:David.Putz@iowadot.usmailto:Jason.Siwula@ky.gov

Last Name First Name Agency Email Phone Title Activity Workgroup

Smith Jack North Dakota DOT JaSmith@nd.gov 701-328-2016Assistant Planning/ Asset Management Engineer Activities 1,2

Strittmatter Stacey Texas DOT stacey.strittmatter@txdot.gov 512-463-7836 Deputy Director, Stragetic Planning Co-Chair - Activity 2

Stephanos Pete FHWA Peter.Stephanos@dot.gov 202-366-0027 Director, Office of TPM

Sydello Justine Illinois DOT Justine.Sydello@illinois.gov 312-793-2530 Senior Policy Advisor to the Secretary Activities 1,2

Teczar Dan Texas DOT Dan.Teczar@txdot.govOperations Excellence - Information Management Division Activity 4

Thelen Amber Michigan DOT ThelenA@michigan.gov 517-335-2464

Travelbee Kelly Michigan DOT Travelbeek@michigan.gov

Vansuch Gary Colorado DOT Gary.Vansuch@state.co.us 303-757-9017Director, Office of Process Improvement Co-Chair of Activity 1

Viani Kevin Vermont DOT kevin.viani@vermont.gov 802-279-4883

Woo Richard Maryland DOT Rwoo@sha.state.md.us 410-545-0340Director, Office of Policy and Research Activity 3

Xenophontos Christos Rhode Island DOT christos.xenophontos@dot.ri.gov401-222-2495Ext. 4400 Assistant Director

Sub-Committee Roster Continue

mailto:JaSmith@nd.govmailto:stacey.strittmatter@txdot.govmailto:Peter.Stephanos@dot.govmailto:Justine.Sydello@illinois.govmailto:Dan.Teczar@txdot.govmailto:ThelenA@michigan.govmailto:Travelbeek@michigan.govmailto:Gary.Vansuch@state.co.usmailto:kevin.viani@vermont.govmailto:Rwoo@sha.state.md.usmailto:christos.xenophontos@dot.ri.gov

Last Name First Name Agency Email

Huges-Reck Susanna FHWA (Federal Highway Administration susanna.hughesreck@dot.gov

Nesbitt Michael FHWA (Federal Highway Administration michael.nesbitt@dot.gov

Beale Victoria Ohio DOT victoria.beale@dot.ohio.gov

Bittner Jason ARA (Applied Research Associates, Inc. ) jbittner@ara.com

Bobba Corey FHWA (Federal Highway Administration corey.bobba@dot.gov

Bond Alexander Eno Center for Transportation abond@enotrans.org

Dehghani Mohammad The World Bank msaied.dehghani@gmail.com

Glover Dana Texas DOT dana.glover@txdot.gov

Grisham Nicholas Oregon DOT nicholas.grisham@odot.state.or.us

Kianfar Jalil St. Louis University jalil.kianfar@slu.edu

Lagerberg Brian Washington DOT lagerbb@wsdot.wa.gov

Lam Dee California DOT dee.lam@dot.ca.gov

Li Zongzhi Illinois Institute of Technology lizz@iit.edu

McArthur Charlene Idaho DOT charlene.mcarthur@itd.idaho.gov

Nesbitt Michael FHWA (Federal Highway Administration michael.nesbitt@dot.gov

Panou Konstantinos University of the Aegean panou@aegean.gr

Petit William Uran Engineers, Inc. wpetit@urbanngineers.com

Putz David Iowa DOT david.putz@iowadot.us

Rojas Cristiana California DOT cris.rojas@dot.ca.gov

Tupper Lee HDR lee.tupper@hdrinc.com

Winkeller Rachel OST-R/Volpe Cntr rachel.winkeller@dot.gov

Zenophontos Christos Rhode Island DOT christos.xenophontos@dot.ri.gov

Sub-Committee Roster (ABC20) Continue

mailto:susanna.hughesreck@dot.govmailto:michael.nesbitt@dot.govmailto:victoria.beale@dot.ohio.govmailto:jbittner@ara.commailto:corey.bobba@dot.govmailto:abond@enotrans.orgmailto:msaied.dehghani@gmail.commailto:dana.glover@txdot.govmailto:nicholas.grisham@odot.state.or.usmailto:jalil.kianfar@slu.edumailto:lagerbb@wsdot.wa.govmailto:dee.lam@dot.ca.govmailto:lizz@iit.edumailto:charlene.mcarthur@itd.idaho.govmailto:michael.nesbitt@dot.govmailto:panou@aegean.grmailto:wpetit@urbanngineers.commailto:david.putz@iowadot.usmailto:cris.rojas@dot.ca.govmailto:lee.tupper@hdrinc.commailto:rachel.winkeller@dot.govmailto:christos.xenophontos@dot.ri.gov

Summary of Core Competencies related to Organizational and Performance Management

Compiled by the Committee on Performance-based Management, Organizational Management Subcommittee

Jun 24, 2018 Assessment and evaluation – makes determinations on compliance, efficiency, effectiveness, quality, complexity, and risks of a program’s organization, policies, procedures, and operating practices.

Attention to detail – identifies and corrects issues, errors or problems that are easily missed by others.

Change management – effectively manages the people side of change to ensure change or innovation projects are adopted by everyone who is impacted by the project.

Communication – effectively communicates verbally and in writing to variety of audiences.

Customer focus – makes customers and their needs a primary focus and developing and sustaining productive customer relationships. Project Management – organizes people, coordinate efforts, gather materials, establish schedules, manage budgets, and monitor quality to achieve the objectives of a project.

Data analysis – analyzes and draws valid conclusions from data, spots and corrects errors in data content or format.

Data collection – identifies and collects key sources of information.

Data presentation and visualization – prepares effective business documentation, charts, graphs, process diagrams, etc. so that others understand, gain knowledge and have a greater ability to make decisions.

Facilitation – organizes and guides a group of people through discussions, exercises or activities to build consensus, collect feedback, or achieve some other pre-defined purpose.

Knowledge management - builds, leverages and sustains the know-how and experience of an organization’s employees.

Leadership – influences and leads others to accomplish a shared goal or purpose.

Organization – effectively manages multiple tasks and assignments.

Organizational development – understands and applies techniques used to increase effectiveness and viability organization-wide.

Performance management – identifies and utilizes performance measures to improve processes and organizational outcomes.

Policy development and implementation – develops written guidance or recommendations to assist others in the decision making process, including the ability to analyze, interpret, and apply laws, regulations and the rule making process.

Prioritization – identifies, gains consensus on, and communicates priorities to others.

Project management – manages key phases of a project including planning, scoping, managing, and monitoring to ensure its accomplishment.

Process improvement – proficient with process improvement methodologies such as Lean, Six Sigma, etc.

Risk management – effectively manages risk by communicating, consulting, establishing the context, identifying, analyzing, evaluating, monitoring and appropriately treating risks.

Strategic planning – identifies, plans and executes strategic planning processes to improve organizations.

Structuring and monitoring of improvement projects – applies project management principles and practices to projects that involve significant changes or innovation.

Technologies of innovation and improvement – makes improvements to products, services, and processes through the effective use of emerging improvement technologies such as Agile (Scrum) and more traditional process improvement techniques.

Summary of Core Competencies

related to Organizational and Performance Management

Compiled by the Committee on Performance-based Management,

Organizational Management Subcommittee

Jun 24, 2018

Assessment and evaluation – makes determinations on compliance, efficiency, effectiveness, quality, complexity, and risks of a program’s organization, policies, procedures, and operating practices.

Attention to detail – identifies and corrects issues, errors or problems that are easily missed by others.

Change management – effectively manages the people side of change to ensure change or innovation projects are adopted by everyone who is impacted by the project.

Communication – effectively communicates verbally and in writing to variety of audiences.

Customer focus – makes customers and their needs a primary focus and developing and sustaining productive customer relationships.

Project Management – organizes people, coordinate efforts, gather materials, establish schedules, manage budgets, and monitor quality to achieve the objectives of a project.

Data analysis – analyzes and draws valid conclusions from data, spots and corrects errors in data content or format.

Data collection – identifies and collects key sources of information.

Data presentation and visualization – prepares effective business documentation, charts, graphs, process diagrams, etc. so that others understand, gain knowledge and have a greater ability to make decisions.

Facilitation – organizes and guides a group of people through discussions, exercises or activities to build consensus, collect feedback, or achieve some other pre-defined purpose.

Knowledge management - builds, leverages and sustains the know-how and experience of an organization’s employees.

Leadership – influences and leads others to accomplish a shared goal or purpose.

Organization – effectively manages multiple tasks and assignments.

Organizational development – understands and applies techniques used to increase effectiveness and viability organization-wide.

Performance management – identifies and utilizes performance measures to improve processes and organizational outcomes.

Policy development and implementation – develops written guidance or recommendations to assist others in the decision making process, including the ability to analyze, interpret, and apply laws, regulations and the rule making process.

Prioritization – identifies, gains consensus on, and communicates priorities to others.

Project management – manages key phases of a project including planning, scoping, managing, and monitoring to ensure its accomplishment.

Process improvement – proficient with process improvement methodologies such as Lean, Six Sigma, etc.

Problem solving – identifies and analyzes problems, develops solutions, and gains consensus for proposed solutions.

Risk management – effectively manages risk by communicating, consulting, establishing the context, identifying, analyzing, evaluating, monitoring and appropriately treating risks.

Strategic planning – identifies, plans and executes strategic planning processes to improve organizations.

Structuring and monitoring of improvement projects – applies project management principles and practices to projects that involve significant changes or innovation.

Technologies of innovation and improvement – makes improvements to products, services, and processes through the effective use of emerging improvement technologies such as Agile (Scrum) and more traditional process improvement techniques.

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