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Collaboration and Partnership in Managing Skid Resistance for TMR Queensland. Justin Weligamage Department of Transport and Main Roads Queensland, Australia. Queensland Roads. Queensland road network 180,500km State-controlled 34,000km Traffic 50 to 140,000 veh per day - PowerPoint PPT Presentation
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Justin WeligamageDepartment of Transport and Main Roads
Queensland, Australia
Collaboration and Partnership in Managing Skid Resistance for TMR Queensland
Queensland Roads
• Queensland road network 180,500km
• State-controlled 34,000km
• Traffic 50 to 140,000 veh per day
• Replacement value $53.9b
Introduction
Road System Manager
Element Management Plan
Skid Resistance Management Element No: 29
RCQ Key Outcome: Safer Roads to Support Safer Communities
Prepared by Andrew Golding
Title A/ Director (Road Asset Management)
Branch Road Asset Management
Division Road and Delivery Performance
Location Floor 23, Mineral House, 41 George Street, Brisbane
Version no. 4.0
Revision date 7 July 2007
Status Draft
DMS file no.
RSM Document
Management of Skid Resistance
Skid Resistance Management Plan (SRMP)
• SRMP is a management plan
• Introduces:– a clear objective for QDMR for managing SR– a clear strategy for achieving the objective– 2 new KPIs to track progress towards objective
• Describes the necessary action
• Contains a timetable for the main actions
• Includes a review process
• Collaboration – A process where people with diverse interests share knowledge and resources to improve outcomes and /or enhance decisions
• Partnership – a relationship where people work together to achieve goals that are meaningful for all parties-An arrangement where entities and/or individuals agree to cooperate to advance their interests.
What do we mean by Collaboration and Partnership
Why collaboration, partnerships are important
• Collaboration and Partnerships is an ideal response to our current complex problems.
• Partnerships have widely varying results and can present partners with special challenges.
Why collaboration, partnerships are important specifically to TMR
• TMR supports government projects and programmes, and seeks to contribute to the development of enabling policy frameworks for management of skid resistance at the state and national level.
– In doing so, it works as a partner of those governments, society, various industries, as well as the private sector and other national and international agencies.
Why collaboration, partnerships are important specifically to TMR conti..
• Many challenges of skid resistance management are becoming increasingly complex because of scientific and technological advances, social and economic developments
– No single institution can possess the expertise and infrastructure needed to address these. Collaboration has become a prerequisite for success.
• It has become increasingly clear over the past few years, with challenges of legal impacts, that technological innovations in the form of new vehicles, new data collection equipment, treatment methods
– Achieving such breakthroughs will require strong and effective linkages between research, innovation, adaptation and delivery systems that can respond to new and rapidly changing needs in real time.
Why collaboration, partnerships are important specifically to TMR conti..
Why collaboration, partnerships are important specifically to TMR conti..
• Linkages are needed for sharing experiences, insights and good practices to improve program impact and to bring ground-level concerns and perspectives to bear on policymaking processes.
– Partnerships that facilitate such collaboration can contribute to more relevant and responsive practices and policies and strengthen the capacity of asset manager to influence decisions that affect managing skid resistance.
Why collaboration, partnerships are important specifically to TMR conti..
• The scale of financial, technical and infrastructure resources required to address the challenges indicated above almost certainly exceed those currently available.
– Collective, “joined-up” arrangements are essential to optimise the value of investments.
SRMP Development phase
[1] Corporate Vision Mission
Austroads Guidelines
Review of regional approach
Literature review/Internat
ional experiences
SRA practices
Consultaion with national
experts
[2] Pproject plan
Reviewed by internal and
external experts
[3] Chief engineer
approval and Senior
management commitment
[4] Development
of skid resistance
management questionnaire
Response to questionnaire
[5] Identifying expert
working group
[7] Draft skid resistance
managment plan
(SRMP)
[8] Signed of by Chief Engineer
Comments from senior managment
Draft review Expert consultation
Legal consultation
SRMP framework proposal
Promotion with senior
management
Promotion within various
road asset management
forum
[6]Workshop
[6]Workshop
[6]Workshop
[6]Workshop
Process in general
InformProvide Objective
information
Project plan
ConsultObtain
Feedback
Survey
Involve
Workshops
Collaborate
Partnering process to a
decision
SRMP Implementation phase
Skid Resistance Management Plan (SRMP)
Promotion through technical forum
Workshops & trainings for operational staff
Research and development
Participation in various stakeholder groups
Publication standard and policy decisions
Strategic study
Governance
Local Interstate International
Regional staff Corporate staff
CRC Universities ARRB SRA Industry
Industry groups Motor bicycle Police Expert panel
SCRIM Vericom test procedure Friction coat on steel plates
Ramps report Investment analysis for skid resistance element management
Skid Resistance Steering Committee (SRSC) Skid Resistance Reference Group (SRRG)
Some benefits of successful partnerships and collaborative relationships
• Shared resources• Shared expertise• Professional development - unexpected learning can take
place• Working together towards common goals• Raising the profile of your organisation • Providing benchmarking for research practices or workplace
practices• Shared learning• Better engagement• Joint funding for projects or initiatives• Less duplication of programs/services
Challenges
• Accountability• Control• Expectations• Ownership• Representation• Trust
• Need sound governance principles• Need well define systematic Institutional approach
Current Partnerships
• Corporative Research Centre for Infrastructure Asset management – CIEAM
• Australian Asphalt Pavement Association - AAPA
• ARRB group• WDM Ltd
Conclusion• Partnerships are central and essential to TMR’s
effectiveness in fulfilling the need for multi-sectoral, multi-functional approaches to address increasingly complex challenges in the management of skid resistance.
• Stronger partnerships are required to link research, innovation, adaptation and delivery systems to bring critical technological breakthroughs.
• Partnerships are also needed for sharing experiences, insights and good practices to improve programme impact and to bring ground-level concerns and perspectives to bear on policymaking processes.
• Given the scale of resources needed to address current challenges, collective arrangements are essential for optimising the value of investments.
• TMR will continue to strengthen its capacity for effective collaboration and partnership in priority areas and will build on its experience to undertake a more systematic and strategic overall approach to partnership. – It will continue to develop its strategic partnerships. – It will work to increase the volume and effectiveness of co-
financing. – It will also strengthen partnerships and participate in networks to
link ground-level innovations and best practices with stakeholders that can replicate and scale up initiatives for greater results.
Conclusion conti..
• TMR will continue to collaborate with others to inform and influence policy, strengthen harmonization and improve standards, norms, and measures of development effectiveness
Conclusion conti..
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