Section 3.2
Strengthening Coordination and Communication
Strengthening Coordination and Communication
Coordination and communication are key ingredients for TAM success. Many aspects of TAM require alignment across a diverse set of business units and external stakeholders. The goal of coordination and communication is to bring people and groups together to achieve a common set of goals.
3.2.1
Internal Coordination
Different business units in an agency contribute to the TAM process and are crucial to its success. Many TAM activities depend on internal agency coordination, including: drafting TAM policies that impact units throughout the agency; establishing performance targets for asset condition; developing the TAMP; and prioritizing projects and initiatives. The agency’s planning, programming, project development and delivery, maintenance, and other units must coordinate to make TAM work.
TAM-Related Committees
This section touches on the importance of internal coordination committees across the various TAM-related activities. The form of committees is directly related to the agency’s organizational model. These coordination committees are focused on coordination across functions. The coordination committees with important roles in TAM decision-making include:
TAM Steering Committee
This is a senior-level committee made up of top decision-makers. They provide strategic oversight for TAM and facilitate resourcing and organizational support for agreed-upon changes. They also make sure that the politics of any decision are considered. The How-to Guide Establishing a TAM Steering Committee provides steps to set up this function.
Asset Stewards Committee
This is a committee consisting of individuals with accountability for different asset. It provides a forum for getting agreement on standardized approaches, enabling a holistic view of the TAM program, communication about management practices, and discussions about coordinating project development and work planning.
Asset Data Governance Committee
This committee focuses on improving data for TAM. Its activities may include: coordinating asset data collection activities; developing standards to enable integration of data about different assets; monitoring and facilitating adoption of existing standards; establishing data quality management processes; and advancing investments in tools for field data collection, data analysis, reporting and visualization.
TAM Working Group
This group is composed of unit managers across the agency who deal with key aspects of the TAM process – planning, programming, delivery, maintenance, data management, communications, etc.
Coordinating across TAM committees is also an important function. Typically the TAM lead will make sure the activities of various TAM committees are coordinated. In some agencies, the governance across the committees are explicitly stated so that everyone understands who is doing what and how decisions across committees are related.
TIP
Forming a new set of committees to provide TAM coordination is not always the best approach. Some agencies can rely on their existing management structures. Others may already have committees set up to facilitate cross-unit communications. Smaller agencies may be able to rely on informal communication. What is most important is that the TAM program gets the results it seeks.
TIP
When forming a committee, it is important to limit the overall size of the committee to the smallest group needed to accomplish its objectives. Common practice is to limit committees to no more than 12 members.
New Jersey DOT
The New Jersey DOT TAM Steering Committee is comprised of NJDOT senior leadership. The committee sets policy direction and provides executive oversight for the performance management of the state highway system. The Transportation Asset Management Steering Committee provides general direction to the TAMP effort and assists in communicating the purpose and progress to other stakeholders.
New York State DOT
NYSDOT‘s TAM program is made up of a set of teams that perform TAM-related activities. They use TAM as an all encompassing set of principles that are embedded in activities they perform to make and deliver investments that provide mobility and safety to the traveling public. The TAM program coordinates inside the agency to ensure that TAM is being implemented as efficiently and effectively as possible. The following diagram illustrates the inter-relationships and communication that occurs across functional and geographic teams to make TAM work.
Source: Adapted from New York State Transportation Asset Management Plan. 2018.
Ohio DOT
The Ohio DOT Asset Management Leadership Team is a cross-disciplined team, with representatives from all major business units, that establishes data governance and data collection standards. A sub-group of the Leadership Team, the TAM Audit Group, is then responsible for overseeing all asset data related requirements, and making sure standards are in place and processes are followed. This group reviews and approves all data collection efforts and ensures that efforts are coordinated across the DOT. Having designated roles and responsibilities in regards to data governance and collection allows the agency to identify all potential customers of the data being collected and ensure that the data is sufficient to meet all relevant asset management needs.
The Ohio DOT deploys a hierarchy for managing TAM data collection.
- TAM data priority is established by the Governance Board (Assistant Directors)
- The Asset Management Leadership Team (AMLT), which is a cross-discipline team of representatives from all major business units, develop strategies and collaboration opportunities to achieve Governance Board directives
- The TAM Audit Group (TAMAG) perform business relationship management by working with data business owners, SMEs, and stakeholders to create enterprise TAM data requirements
- The Central Office GIS team utilizes the completed TAMAG business requirements to create data collection solutions
- The District TAM Coordinators provide oversight, support and coordination for data collection solution implementation, operations and performance
3.2.2
External Coordination
In order to deliver transportation products and services to the public, State DOTs must coordinate with other agencies that own and operate transportation facilities. Users don’t distinguish who owns what part of the transportation network, so it is up to the agencies to work together and seamlessly deliver the best results to users.
External Entities
Many entities outside of a state DOT are part of the TAM advancement process. It is important to include external partners in TAM committees. For example, many agencies will have a FHWA member on the steering committee, or a governor’s representative on the strategy committee.
Metropolitan Planning Organizations (MPOs)
MPOs carry out transportation planning processes and represent localities in urbanized areas. MPOs are mandated and funded by the federal government and help ensure that transportation planning in the region reflects the needs of the population. MPOs may be responsible for parts of the State’s NHS. It is a federal requirement to involve MPOs when planning or programming federal aid in metropolitan areas, so it is key to coordinate with these organizations when developing the TAMP.
Local Agencies
Local agencies include city and county agencies. These agencies have a stake in asset management initiatives as they often own various parts of the transportation network and have funding for transportation projects. They are also closely connected to the population in the region and thus have an understanding of the needed asset management-related investments.
Other State Agencies
Various aspects of asset management should include other state agencies. State environmental agencies can provide guidance on air quality and emissions. State information systems agencies can be important for obtaining tools or solutions on a TAM need. Statewide data management initiatives may also require close coordination between the state and the DOT.
Toll Authorities
Toll Authorities operate toll roads across the country to generate revenue for use in maintaining the road. Depending on the relationship between the DOT and the authority, the authorities may own the road, have data and information on the condition of the road, and information on the investment in maintenance over time. It is key to coordinate with the authority to obtain a complete picture of the assets in the state.
Other Modal Agencies
Other Modal Agencies include organizations that operate transportation modes that are not directly operated by the state DOT. These might include public transportation, airports, and marine-related functions. The DOT may have a financial relationship with these agencies for grant-related funding. The DOT will also work with these organizations to deliver the best trip for a traveler.
TIP
A Memorandum of Understanding (MOU) is an informal agreement on coordination between agencies or other organization. They are effective in clarifying roles and responsibilities between the two agencies and determining how decisions will impact business in the future. For example, informal data agreements often specify who is collecting what, how data is being provided, and what geographic network is included.
Legislative and Oversight Bodies
The governor, transportation commission, and state legislative bodies help determine the funding allocations for each state. It is good practice to coordinate with these entities to ensure they understand the importance of asset management and the need for continued DOT funding.
USDOT and its modal agencies such as FHWA, FTA, and FAA also play a role. The FHWA has state division offices that are the conduit through which states receive federal funding.
Cross-Agency Committees/Councils
Most states have a complex network of agencies that own pieces of the road network in the state. Having a committee or council focused on coordinating TAM policies, pooling resources for tools and methods, and sharing lessons learned can increase the efficient delivery of transportation to customers. This approach can work for geographic regions that cross state boundaries.
General Public
DOTs work with the general public during the planning, programming, and project delivery process. The general public represents the customer that the DOT is ultimately serving with its transportation products and services.
Michigan DOT
One way to coordinate and collaborate across external agencies is to establish a statewide council. Michigan’s Transportation Asset Management Council (TAMC) coordinates TAM at the statewide level. It consists of 10 voting members appointed by the state transportation commission. The transportation asset management council shall include two members from the County Road Association of Michigan, two members from the Michigan Municipal League, two members from the state planning and development regions, one member from the Michigan Townships Association, one member from the Michigan Association of Counties, and two members from the Michigan Department of Transportation. (https://www.michigan.gov/tamc).
In addition, Michigan formed the Michigan Infrastructure Council to: coordinate work beyond transportation assets such as water and communication assets; develop the statewide asset management database, and facilitate the data collection strategy for assets (https://www.michigan.gov/mic/).
Stakeholder Engagement
Stakeholder engagement is another mechanism for coordination. External stakeholders can be partners the agency works with to deliver TAM benefits, and they can also be customers who use the transportation system. Keeping stakeholders informed and engaging them to understand TAM can lead to their support for funding initiatives and their understanding of tough decisions where services may be cut.
Communities of Practice
Communities of Practice (COP) can be used to coordinate with external stakeholders and partners. For example, these communities could be organized across the various asset owners within a region or state to achieve a comprehensive view of TAM. This is a good way to meet MAP-21 requirements and communicate a view of the NHS.
TIP
Public-Private Partnership (P3) Concessionaires are entities that are much more common in international settings. They are not used extensively in the US. When they are involved, it’s important that the performance measures that are being applied to them match the TAM policies and procedures.
New Zealand Transport Agency
Many non-United States organizations have integrated asset management not only within internal organization processes, but also in frameworks that integrate external expertise to assist in infrastructure management. The New Zealand Transport Agency clearly establishes the roles and responsibilities of agency stakeholders and documents the annual transportation planning processes and management practices it employs. This helps the agency manage and deliver the road network, add transparency, and allow resources (other levels of government, consultants, contractors, and other stakeholders including the public) to participate in the process. In this way, it integrates internal and external coordination between stakeholders in the asset management process.
Colorado DOT
The CDOT TAM and Performance Management unit works very closely with the Colorado Transportation Commission, which represents all of the geographic regions in Colorado. Each member of the commission is appointed by the governor and confirmed by the state senate. The commission meetings are open to the public so that all customers of the state’s transportation system are welcome to attend. This promotes participation and transparency between the DOT and its customers. The meeting agenda and materials are available on a website that CDOT manages (https://www.codot.gov/about/transportation-commission/). In the past, the Commission had a designated TAM subcommittee, but due to the priority of TAM, it is now an integral part of the full Commission’s regular business and no longer a subcommittee.
3.2.3
Communication
Strong communication helps TAM implementation programs progress with momentum and helps maintain awareness among all stakeholders. This includes the production and delivery of strong communication products that highlight TAM performance and benefits. An agency should consider a variety of tactics to communicate effectively on all fronts.
Formal and Informal Communications
Agencies with well-planned communication strategies tend to employ a range of techniques to successfully advance TAM awareness and knowledge-sharing. These techniques can be categorized broadly into two groups, formal and informal communications, with distinct characteristics.
Formal communication often provides the stimulus for informal communication. Communication strategies for TAM programs that embed aspects of both types of communication tend to be more successful. Understanding the relative importance of both communication types is important in promoting awareness and knowledge about TAM within an organization.
Utah DOT
When meeting with legislators, the UDOT CEO uses the agency’s Strategic Directions Dashboard on a tablet device to communicate TAM-related information. He is able to quickly respond to questions and show information in a way that is easy to understand. The dashboard shows how UDOT is investing funds allocated by the Utah State Legislature. UDOT has taken advantage of the latest in online technology to provide a live, data- and performance-driven report that is constantly updated to reflect how they are reaching their strategic goals.
Communications Mechanisms
TAM Webinar #37 - Communicating the TAMP and Stakeholder Engagement
Audience-Centric Communication
Holistic communication is about understanding and structuring communication to achieve the best results. This is not always an easy proposition, as effectively communicating a message can be described as changing another person’s perception of an idea. One of the keys to successfully getting desired communication results is knowing the target audience and providing the right communication mechanism.
TAM Communications
Mechanisms
There is a broad range of communication mechanisms available for use, and selecting the right one will increase the likelihood of success. Once the audience is identified it is worthwhile to consider the communication style that the audience would best respond to (verbal, experiential, visual or written), what media or social media platforms they have access to, and whether an interactive environment is appropriate.
TIP
The content of your communication can be just as important as the person delivering the message. Consider how the audience will respond to the messengers selected to deliver the TAM communication.
Table 3.4 - Comparing Formal and Informal Communication
| Basis for Comparison | Formal Communication | Informal Communication |
|---|---|---|
| Meaning | Communication done through predefined channels set by the organization. TAM programs commonly use formal channels for cyclical reporting of performance, or engagement strategies to advance improvement projects. | The interchange of communication stretches in all directions and is uncontrolled. TAM programs commonly create change that manifests informal communication as people are experiencing the change. If managed carefully, it can help advance buy-in and increase the authenticity of program merits. |
| Otherwise known as | Official communication | Grapevine communication |
| Advantages | Timely and systematic flow of information. TAM communication strategies help agencies identify the message, timing and dissemination aspects of formal communication. | Efficient because the information can flow quickly and focus will be personal to the individuals. TAM program champions and advocates need to monitor informal communication and provide feedback to help refine messaging in official channels. |
| Disadvantages | More expensive and challenging to communicate personally to individuals and ensure understanding. More agencies have existing communication resources that can be leveraged. However, some consideration of targeted messaging to TAM stakeholders may require adjustments to existing channels. | Difficult to maintain secrecy and stop misinterpretation. Transparency and consistency in messaging about the TAM programs’ expected benefits and expected implementation timings helps avoid these disadvantages. Should establish feedback mechanisms where there is anticipated risk of resistance to the TAM program. |
| Evidence | Generally written with recorded distribution. This can be useful as a historical timeline, as improvement is tracked over time. TAM implementations take time to make gains. Also good to have a record of past communication that reveals incremental improvement that is not apparent unless assessed over a longer time horizon. | Often no documented evidence of communication. Anonymity can be an advantage to receiving honest feedback about how the TAM program needs to adjust to advance improvement initiatives. Necessary to monitor informal channels to gain insights unavailable in formal channels. |
| TAM Example | TAMP, Data Reporting, Performance Reporting, Program Updates. | Peer-to-peer interactions discussion about progress, informal discussion driven by increased awareness and training. |
TIP
Agencies can choose both formal and informal communication based on the situation Select the best approach for your agency based on your culture and context.
TAM Webinar #25 - TAM Communication
Table 3.5 - Overview of TAM Communication Mechanisms
| Mechanism | Considerations (Pro: +, Con: -) | Internal TAM Examples | External TAM Examples |
|---|---|---|---|
| Reports | + Opportunity to provide detailed information the reader can digest in their own time + Formal communication that is a statement of a position at a defined time. - Can be hard to get feedback | TAMP Annual State of the Infrastructure Report |
|
| Websites, Social media, and Push/Interactive notifications | + Highly interactive + Reaches many people quickly - Feedback is “public” and takes time to manage - Technology may not be accessible to all | Dashboard on internal metrics | Dashboard for performance reporting Consultation and feedback on service delivery |
| Brochures/ Post cards, Newsletters | + Enables simple messages to be clearly communicated + Internal newsletters can be used to inform and engage a broad audience - Can be expensive to produce (in physical form) - Not suitable for getting feedback | Quarterly updates on improvements/ achievements in TAM | Post cards on upcoming asset improvements |
| Presentations, Training | + Opportunity to interact and gather feedback + Opportunity for listeners to learn through experiencing - Requires significant time commitment from participants - Good for a few specific individuals, but challenging to influence more than a few | Formal training Focused status reporting to top management | Community meetings on upcoming asset improvements |
| Videos | + Enables simple messages to be clearly communicated + Can quickly share information to broad audience + Opportunity for leadership to be involved in reinforcing a message - Can be hard to get feedback - Can be time consuming to develop |
TIP
A well-crafted communications plan will empower individuals or units within the agency to communicate. While this may require establishing some standards, limits, or constraints, the focus of the plan should be on providing tools and guidance to promote effective communication.
Region of Waterloo (Ontario)
To assist in the implementation of a new Work Management and Decision Support System, the Region Water Services Division considered decision-making and needs across the organization, and communicated asset management system needs to the Division based around the people that would use the system. The Region created targeted communication tools that reinforced the vision of how asset management might impact people within their various roles in the organization.
By involving people in their current roles as examples, the tools reinforced how asset management frameworks are integrated within their existing work processes and what roles they play within the asset management process. They also highlighted the benefits of the change and how it would impact individuals personally across the organization. As the asset management system evolves through continuous improvement, so too does the need to find effective methods of communication and engagement.
Ohio DOT
Taking Care of What We Have: A message that defines the benefits that TAM brings through tangible examples that are linked to the DOT objectives. Ultimately this inspires confidence in the approach and the TAM decisions being made.
Video: https://youtu.be/B6jZJQBvpc0
Georgia DOT
The Georgia DOT TAMP, published in 2014, included a communication plan to promote awareness of TAM and communicate the benefits of TAM practices. The communication plan highlights the goals and target audiences of communication and includes the key messages that are intended to be conveyed through various means. The main element of the communication plan is a table that lists the audience, communication strategies, and timeframe for the particular strategy. For example, in the near term the agency wants to have one-on-one meetings with members of the State Transportation Board regarding TAM priorities in their respective districts. Finally, the communication plan also contains brief measurement tools to gauge the reach and effectiveness of the communication efforts.
VTrans
Formal and informal communication can travel both upwards and downwards within an organization. Those responsible for TAM at VTrans proactively manage communication where it is practical to do so. When seeking to inform or influence senior leadership, VTrans’ TAM program conveys not only the opportunities and impacts of funding decisions to decision-makers, but also provides context to foster informed choices. The TAM program builds support for the implementation, and elected officials and top management benefit from better context when TAM communication focuses on:
- Understanding current and future performance and how it affects state strategic priorities – How does asset performance influence agency objectives? For example, reducing the amount of bridges with an NBI rating of 1-3 needs to be related back to how freight movement, and economic indicators, can be improved.
- The impact of decisions – What will be achieved with additional/reduced funding or reduced restrictions on expenditure? With the use of life-cycle analysis and reporting of investment strategies, the TAM program can communicate the financial impact of different decision-making.
- The benefit of TAM – Report progress and how program successes are made relevant and advance agency objectives. These benefits are best articulated in terms that are understood by all throughout the organization, e.g. journey time savings/ reliability, and dollars saved. Communication about benefits also can confirm the benefit/implementation of previous decisions, and increase awareness of the success of “we did what we said we would”.
- Continual Improvement – What VTrans’ next TAM improvement will be and the benefit this will provide. Communication like this shows that the TAM program is heading in the right direction rather than continually being told to investigate/consider changes that may distract from strategic pursuits.
VTrans focuses on communication that reinforces confidence in TAM decision-making, to bolster stakeholder belief that the additional dollar invested will be spent in the right place at the right time. The agency also hired a communications consultant to help them develop engaging graphics to communicate critical and complex asset management principles into common, “every-day” storylines and language, transforming their AM approach and their TAMP into a product message that is easy to understand and digest.
New Jersey DOT
The New Jersey DOT TAM Steering Committee is comprised of NJDOT senior leadership. The committee sets policy direction and provides executive oversight for the performance management of the state highway system. The Transportation Asset Management Steering Committee provides general direction to the TAMP effort and assists in communicating the purpose and progress to other stakeholders.
New York State DOT
NYSDOT‘s TAM program is made up of a set of teams that perform TAM-related activities. They use TAM as an all encompassing set of principles that are embedded in activities they perform to make and deliver investments that provide mobility and safety to the traveling public. The TAM program coordinates inside the agency to ensure that TAM is being implemented as efficiently and effectively as possible. The following diagram illustrates the inter-relationships and communication that occurs across functional and geographic teams to make TAM work.
Source: Adapted from New York State Transportation Asset Management Plan. 2018.
Ohio DOT
The Ohio DOT Asset Management Leadership Team is a cross-disciplined team, with representatives from all major business units, that establishes data governance and data collection standards. A sub-group of the Leadership Team, the TAM Audit Group, is then responsible for overseeing all asset data related requirements, and making sure standards are in place and processes are followed. This group reviews and approves all data collection efforts and ensures that efforts are coordinated across the DOT. Having designated roles and responsibilities in regards to data governance and collection allows the agency to identify all potential customers of the data being collected and ensure that the data is sufficient to meet all relevant asset management needs.
The Ohio DOT deploys a hierarchy for managing TAM data collection.
- TAM data priority is established by the Governance Board (Assistant Directors)
- The Asset Management Leadership Team (AMLT), which is a cross-discipline team of representatives from all major business units, develop strategies and collaboration opportunities to achieve Governance Board directives
- The TAM Audit Group (TAMAG) perform business relationship management by working with data business owners, SMEs, and stakeholders to create enterprise TAM data requirements
- The Central Office GIS team utilizes the completed TAMAG business requirements to create data collection solutions
- The District TAM Coordinators provide oversight, support and coordination for data collection solution implementation, operations and performance
Michigan DOT
One way to coordinate and collaborate across external agencies is to establish a statewide council. Michigan’s Transportation Asset Management Council (TAMC) coordinates TAM at the statewide level. It consists of 10 voting members appointed by the state transportation commission. The transportation asset management council shall include two members from the County Road Association of Michigan, two members from the Michigan Municipal League, two members from the state planning and development regions, one member from the Michigan Townships Association, one member from the Michigan Association of Counties, and two members from the Michigan Department of Transportation. (https://www.michigan.gov/tamc).
In addition, Michigan formed the Michigan Infrastructure Council to: coordinate work beyond transportation assets such as water and communication assets; develop the statewide asset management database, and facilitate the data collection strategy for assets (https://www.michigan.gov/mic/).
New Zealand Transport Agency
Many non-United States organizations have integrated asset management not only within internal organization processes, but also in frameworks that integrate external expertise to assist in infrastructure management. The New Zealand Transport Agency clearly establishes the roles and responsibilities of agency stakeholders and documents the annual transportation planning processes and management practices it employs. This helps the agency manage and deliver the road network, add transparency, and allow resources (other levels of government, consultants, contractors, and other stakeholders including the public) to participate in the process. In this way, it integrates internal and external coordination between stakeholders in the asset management process.
Colorado DOT
The CDOT TAM and Performance Management unit works very closely with the Colorado Transportation Commission, which represents all of the geographic regions in Colorado. Each member of the commission is appointed by the governor and confirmed by the state senate. The commission meetings are open to the public so that all customers of the state’s transportation system are welcome to attend. This promotes participation and transparency between the DOT and its customers. The meeting agenda and materials are available on a website that CDOT manages (https://www.codot.gov/about/transportation-commission/). In the past, the Commission had a designated TAM subcommittee, but due to the priority of TAM, it is now an integral part of the full Commission’s regular business and no longer a subcommittee.
Utah DOT
When meeting with legislators, the UDOT CEO uses the agency’s Strategic Directions Dashboard on a tablet device to communicate TAM-related information. He is able to quickly respond to questions and show information in a way that is easy to understand. The dashboard shows how UDOT is investing funds allocated by the Utah State Legislature. UDOT has taken advantage of the latest in online technology to provide a live, data- and performance-driven report that is constantly updated to reflect how they are reaching their strategic goals.
Region of Waterloo (Ontario)
To assist in the implementation of a new Work Management and Decision Support System, the Region Water Services Division considered decision-making and needs across the organization, and communicated asset management system needs to the Division based around the people that would use the system. The Region created targeted communication tools that reinforced the vision of how asset management might impact people within their various roles in the organization.
By involving people in their current roles as examples, the tools reinforced how asset management frameworks are integrated within their existing work processes and what roles they play within the asset management process. They also highlighted the benefits of the change and how it would impact individuals personally across the organization. As the asset management system evolves through continuous improvement, so too does the need to find effective methods of communication and engagement.
Ohio DOT
Taking Care of What We Have: A message that defines the benefits that TAM brings through tangible examples that are linked to the DOT objectives. Ultimately this inspires confidence in the approach and the TAM decisions being made.
Video: https://youtu.be/B6jZJQBvpc0
Georgia DOT
The Georgia DOT TAMP, published in 2014, included a communication plan to promote awareness of TAM and communicate the benefits of TAM practices. The communication plan highlights the goals and target audiences of communication and includes the key messages that are intended to be conveyed through various means. The main element of the communication plan is a table that lists the audience, communication strategies, and timeframe for the particular strategy. For example, in the near term the agency wants to have one-on-one meetings with members of the State Transportation Board regarding TAM priorities in their respective districts. Finally, the communication plan also contains brief measurement tools to gauge the reach and effectiveness of the communication efforts.
VTrans
Formal and informal communication can travel both upwards and downwards within an organization. Those responsible for TAM at VTrans proactively manage communication where it is practical to do so. When seeking to inform or influence senior leadership, VTrans’ TAM program conveys not only the opportunities and impacts of funding decisions to decision-makers, but also provides context to foster informed choices. The TAM program builds support for the implementation, and elected officials and top management benefit from better context when TAM communication focuses on:
- Understanding current and future performance and how it affects state strategic priorities – How does asset performance influence agency objectives? For example, reducing the amount of bridges with an NBI rating of 1-3 needs to be related back to how freight movement, and economic indicators, can be improved.
- The impact of decisions – What will be achieved with additional/reduced funding or reduced restrictions on expenditure? With the use of life-cycle analysis and reporting of investment strategies, the TAM program can communicate the financial impact of different decision-making.
- The benefit of TAM – Report progress and how program successes are made relevant and advance agency objectives. These benefits are best articulated in terms that are understood by all throughout the organization, e.g. journey time savings/ reliability, and dollars saved. Communication about benefits also can confirm the benefit/implementation of previous decisions, and increase awareness of the success of “we did what we said we would”.
- Continual Improvement – What VTrans’ next TAM improvement will be and the benefit this will provide. Communication like this shows that the TAM program is heading in the right direction rather than continually being told to investigate/consider changes that may distract from strategic pursuits.
VTrans focuses on communication that reinforces confidence in TAM decision-making, to bolster stakeholder belief that the additional dollar invested will be spent in the right place at the right time. The agency also hired a communications consultant to help them develop engaging graphics to communicate critical and complex asset management principles into common, “every-day” storylines and language, transforming their AM approach and their TAMP into a product message that is easy to understand and digest.