1. Road Owners and PMS Christopher R. Bennett Senior Transport Specialist East Asia and Pacific Transport The World Bank Washington, D.C. cbennett2@worldbank.org

2. 2 Overview The challenge to road owners: so much to do, and so few funds to do it with The role of PMS in road management Why PMS systems fail to meet owners expectations How to successfully use PMS: international experience

3. 3 The Challenge to Road Owners: So Much to do, and so Few Funds to do it With

4. 4 OR... STANDARDS POLICY BUDGET STANDARDS COMPLIANCE YES EXECUTE ! NO !! FIND ALTERNATIVES !! Increased Budget ! Adjust Standards ! Adjust Network Size ! NETWORK

5. 5 Pavement Management Systems Ensure a rational and efficient use of resources Maximize the benefits from investments

6. 6 Deterioration Management EXCELLENT POOR TIME ORIGINAL DECAY OPTIMAL RENEWAL STRATEGY MAINTENANCE TREATMENTS OPTIMAL CONDITION BAND

7. 7 The Role of PMS in Road Management

8. 8 The Planning Process Agencies do not have sufficient budget to meet their needs Must have a systematic way of prioritizing between investment options Need to be able to understand the implications of different investment options

9. 9 Typical Questions - 1 What budget do we need to achieve a given set of performance standards?

10. 10 Typical Questions - 2 What treatments will be applied, when and where to meet those standards?

11. 11 Typical Questions - 3 What treatments will be applied, when and where, if funds are less than ideal? Ideal Funds Less Than Ideal Funds

12. 12 Typical Questions - 4 What will the performance level be of the network with constrained budgets?

13. 13 Typical Questions - 5 What will be the length of my road network condition based on a given budget?

14. 14 Typical Questions - 6 What will be the length of my works backlog based on a given budget?

15. 15 Typical Questions - 7 What will I spend by maintenance activity?

16. 16 Benefits of PMS Provides rational, scientific basis for determining investment program Can test various ‘what if’ scenarios based on technical targets or budget levels Can evaluate impacts on different performance measures

17. 17 Why PMS Systems Fail to Meet Owners Expectations

18. 18 The Key to Success

19. 19 Two Development Approaches Business Process Analysis  Determine the function and role of the PMS in the agency, required features System Design  Design the system around the institution’s capabilities Select and Adapt/Customize Existing Software Simple analyses Implement and provide ongoing support Select software before project starts or write new software Fit the agency’s activities into the software Adopt too intensive data collection Complex system and analyses Wrong (but typical) ApproachCorrect Approach

20. 20 Issues: 1 - Complexity PMS systems often too complex to use Difficult to keep trained specialists on staff

21. 21 Issues: 2 - Relevance PMS outputs not relevant for actual agency needs  Not answering all questions  Cannot consider all factors (politics, safety) PMS not reflecting actual conditions  If funds will only cover routine maintenance no use system predicting periodic maintenance  May not cover all pavement types

22. 22 Issues: 3 – Data Collection Data collection requirements may be too intensive  Requires specialist equipment  Expensive to operate  Staff skills not sustainable

23. 23 Network Level Data Calibration Data Performance StructureCondition RideDistressFriction IQL-5 IQL-4 IQL-3 IQL-2 IQL-1 System Performance Monitoring Planning and Performance Evaluation Programme Analysis or Detailed Planning Project Level or Detailed Programme Project Detail or Research HIGH LEVEL DATA LOW LEVEL DATA Issues: 3 – Data Collection

24. 24 Issues: 4 - Credibility Most PMS used to prepare forward work programs If predictions are not credible, system of no use Few systems are adequately tested to ensure credible results New Zealand  50% right with national calibration  80% right with local calibration

25. 25 How to Successfully use PMS: International Experience

26. 26 Success Depends on the convergence of processes, people and technology If any are weak or fail then the RMS will be compromised Too many projects focus on technology and underestimate processes/people issues Need to spend most effort on institutionalization and not technology

27. 27 Business Processes Key Success Factor:  The PMS must have an active role in the agency To Achieve This:  The PMS must be an integral part of the agency’s monitoring and planning process  Outputs should be used to prepare annual reports to ensure data are regularly collected and the system applied

28. 28 Recommended Actions Agency must follow basic asset management principles Annual Reports/Business Plans prepared using PMS outputs to monitor performance Asset value should be monitored Must be commitment of leadership to PMS Provide annual budgets for data collection and operation of PMS Have policies and procedures for PMS operation, data collection, and other processes Need a program of continual quality improvement and auditing

29. 29 Annual Reports Provide a structured framework for reporting the performance of the agency and plans Elements typically include  Key performance indicators  Five-year goals  Annual asset management plan  Financial plan Relying on PMS for input to report helps ensure sustainability

30. 30 Annual Report Extract – Transit New Zealand

31. 31 People Key Success Factor:  The RMS must be fully institutionalized and supported To Achieve This:  There must be an organizational unit to manage, monitor and continually improve the RMS  Unit must have appropriate staff, clear job responsibilities, sufficient budget, clear reporting lines to upper management

32. 32 Recommended Actions Organizational unit dedicated to PMS Budget allocated for all aspects of system Clear job descriptions and a career path Jobs filled with appropriate quality staff  Road network management  Data collection  Data QA  Management reporting Continual training and development Commitment to continual improvement

33. 33 Technology Key Success Factor:  The IT components should be appropriate To Achieve This:  Need a strong IT division – or outsource  Need an IT strategy  RMS must fit into IT strategy  RMS must be properly supported from an IT perspective

34. 34 Recommended Actions Need to have an IT division or else outsource PMS must reflect agency’s IT capabilities Require clear definitions of functional and technical requirements for the PMS Need technology architecture for direction Should use commercial software wherever possible Need long-term budget strategy Carefully consider web-enabling issues

35. 35 Data Collection Data collection must be appropriate and sustainable Only collect:  The essential data  At the minimum level of detail  With the most appropriate technology given the agency’s constraints and capabilities Agency must have explicit data collection policies and procedures There must be strict data QA procedures

36. 36 For More Information Visit the web site: www.road-management.info

37. 37 Why PMS? We need to keep China’s highways in top condition!

38. 38 The end …