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..