Research for the AASHTO Standing Committee on Planning. Task 138. Support and Update of the Strategic Plan for SCOP/Subcommittees on TAM

The AASHTO Standing Committee on Planning (SCOP) like several other Standing Committees has had a strategic plan which was last updated in 2011 and runs through 2015. The SCOP strategic plan outlines SCOP’s vision, mission, goals and objectives and was adopted by SCOP with the intent of using the plan to guide future research and activities. As part of adopting the strategic plan, action items were to be identified on a periodic basis and an implementation plan developed. The strategic action items were to be revisited on an annual basis and, once identified, these action items would be prioritized and scheduled to create an overall implementation plan. The SCOP strategic plan has been useful in guiding the direction of SCOP activities over the past three years. The AASHTO Strategic Plan was updated in 2014 and runs through 2019. This projects objectives: (1) Linkage to the AASHTO Strategic Plan: The Action/Implementation Plan must have a clear and demonstrable linkage to AASHTO’s overall strategic plan—one measure of this plan’s usefulness will be how well it aligns with the AASHTO Strategic Plan; (2) Value to States: The Action/Implementation Plan must have demonstrable value to the member states; (3) Sub-Committee Integration and Improvement: The Action/Implementation Plan must incorporate and integrate all subcommittee activity and initiatives resulting in a cohesive overall approach; (4) Milestone Reviews: The planning process must include meaningful milestone reviews to ensure that the above principles are achieved; (5) Implementation: The product of this effort must result in an implementation element with specific actions, responsible leads, and time frames clearly defined as well as a process to ensure periodic progress tracking and reporting; (6) Performance-Based: The product of this effort must also include several logical and meaningful performance measures—this can include measures of effectiveness (MOE) or measures of success (MOS); (7) Leadership Engagement and Ownership: The process must be designed to ensure some meaningful involvement and ownership for the results by senior leadership from the participating states. The final report and accompanying PPT presentation have been released as web only documents.

Language

  • English

Project

  • Status: Completed
  • Funding: $80000
  • Contract Numbers:

    Project 08-36, Task 138

  • Sponsor Organizations:

    National Cooperative Highway Research Program

    Transportation Research Board
    500 Fifth Street, NW
    Washington, DC  United States  20001

    Federal Highway Administration

    1200 New Jersey Avenue, SE
    Washington, DC  United States  20590

    American Association of State Highway and Transportation Officials (AASHTO)

    444 North Capitol Street, NW
    Washington, DC  United States  20001
  • Performing Organizations:

    WP|Parsons Brinckerhoff, Inc.

    ,    
  • Principal Investigators:

    Meyer, Michael

  • Start Date: 20160720
  • Expected Completion Date: 20171205
  • Actual Completion Date: 20171205

Subject/Index Terms

Filing Info

  • Accession Number: 01670289
  • Record Type: Research project
  • Source Agency: Transportation Research Board
  • Contract Numbers: Project 08-36, Task 138
  • Files: TRB, RiP
  • Created Date: May 28 2018 3:04PM