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Government Performance Project: Managing Infrastructure

Government Performance Project, Pew Center on the States GRADING THE STATES: Money People Infrastructure Information. Government Performance Project: Managing Infrastructure. Michael A. Pagano, Professor and Director Graduate Program in Public Administration

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Government Performance Project: Managing Infrastructure

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  1. Government Performance Project, Pew Center on the States GRADING THE STATES: Money People Infrastructure Information Government Performance Project:Managing Infrastructure Michael A. Pagano, Professor and Director Graduate Program in Public Administration University of Illinois at Chicago MAPagano@uic.edu

  2. Infrastructure: Grading Criteria for 2005 and 2008 • Capital Planning • Project Monitoring • Maintenance • Internal Coordination • Intergovernmental Coordination

  3. Infrastructure: 50-State Grades, 2005

  4. Capital Planning Trends and Innovations (2005) • Nearly all states develop a multi-year CIP • Federal transportation planning requirements ensure state-level STIPs • Linkage between capital plan/budget and operating budgets is frequent, but not universal • Innovations: • asset management system for all assets, in addition to transportation infrastructure (NY, OR) • Extensive public input (KS DOT, ME DOT, MN DOT, OH DOT) • Formal linkages between operating and capital budgets (OK, RI)

  5. Project Monitoring Trends and Innovations (2005) • Reports on cost overruns, quality, efficiency, delays are prepared monthly (or weekly) by most states • Time to correction within 3 weeks, although 20% of the states take longer • Innovations: • On-line report systems (AZ Project Talk.com, FL FACT, VA Dashboard) • Contract awards (Time-to-completion incentive at INDOT, shift from low-bid ME Bureau of General Services)

  6. Maintenance Trends and Innovations (2005) • Only 5 states were rated as ‘positive’ on the maintenance criterion • Principal cause for the ‘poor’ rating in 27 states: inadequate funding, low visibility, easy-to-cut • Accumulated value of deferred maintenance • non-DOT: >$100M for 22 of 35 responding states and >$1B for 5 states; • DOT: 7 states report DOT deferred maintenance >$1B) • Innovations: • Set-aside for maintenance (UT, NE) • Maintenance prioritization process (FL Deficiency Correction Program, MD Maintenance Engineering Division classification)

  7. Internal Coordination Trends and Innovations (2005) • Nearly all states have created an office for coordinating infrastructure activities (information sharing) • But at least 16 states do not formally coordinate capital plan development • Innovations: • Cross-agency capital planning board (KY Capital Planning Advisory Board; FL Strategic Intermodal System) • Central coordination (AK DOT&PF)

  8. Intergovernmental Coordination Trends and Innovations (2005) • 23 states received a rating of ‘strong’ for enhancing intergovernmental coordination • States employ a wide variety of intergovernmental mechanisms • Innovations: • Centralizing local government cooperation (WisDOT Programs for Local Government; WA DOT’s Local Agency Coordinators • Interagency councils (MI Transportation Asset Management Council; OR Local Officials Advisory Committee)

  9. GPP Timetable, 2007-08 • Survey administered late spring 2007 • Document analysis, Feb-Nov 2007 • Interviews, July-Dec 2007 • Grades, Dec 2007 • Release of report, Governing magazine, February 2008. • Guidance/input always welcomed any time at MAPagano@uic.edu • 2005 Results: http://results.gpponline.org

  10. Government Performance Project, Pew Center on the States GRADING THE STATES: Money People Infrastructure Information Government Performance Project:Managing Infrastructure Michael A. Pagano, Professor and Director Graduate Program in Public Administration University of Illinois at Chicago MAPagano@uic.edu

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