AASHTO Highway Subcommittee on Maintenance (SCOM)

Strategic Direction and Organizational Structure

Approved on September 28, 2015


 

 

Vision

 

Supports members with guidance for the maintenance operations of the evolving transportation system, and addresses new challenges through leadership and innovation.

 

Mission 

 

Provides technical and policy guidance to members and supports the AASHTO organization in preserving and maintaining a safe and reliable highway infrastructure that meets the expectations of its customers.

 

Strategic Goals

 

The products and actions of SCOM will support members in their efforts to promote:

• A safe, reliable highway system in a state of good repair

• Accountability and transparency through performance management

• Environmental stewardship and compliance

• A well-qualified and competent workforce

• The communication of the value and role of maintenance

• Research, innovation and emerging technology 

 

Strategic Focus Areas 

 

Six "Strategic Focus Areas" connect to the goals as follows:

Safety (Goal: A safe, reliable highway system in a state of good repair.)

Asset Management (Goals: A safe, reliable highway system in a state of good repair; accountability and transparency through performance management.)

Environmental (Goal: Environmental stewardship and compliance.),

Workforce Development (Goal: A well-qualified and competent workforce.)

Communication (Goal: The communication of the value and role of maintenance.), and

Research (Goal: Research, innovation and emerging technology.)

 

Subcommittee Structure 

 

SCOM will have one Chair, two Vice-Chairs, a Research Coordinator, a Liaison and Secretary as shown in Figure 1. Each Vice-Chair will have primary responsibility for three of the six "Strategic Focus Areas".

 

Figure 1 SCOM Structure

 

SCOM will achieve its goals through five Technical Working Groups (TWGs). The five TWGs are as follows:

Pavement - Promotes the preservation and maintenance of pavements

• Bridge - Promotes the preservation and maintenance of bridges

• Roadway/Roadside - Focuses on highway maintenance issues including traffic services, vegetation, safety appurtenances, signs, striping, drainage, and lighting

• Equipment - Addresses equipment issues and champions the principles and practices of effective equipment management.

• Maintenance Operations - Focuses on highway maintenance operations issues including work zone safety, snow and ice control, and emergency response

It is anticipated there will be instances when specific topics or issues occur which will necessitate the creation of an ad hoc working group for a special assignment to address things like: investigation of an issue, coordination with other AASHTO committees, making recommendations, and developing an implementation plan or plan of action. These ad hoc working groups will be created and disbanded once the issue or topic has been resolved.

 

TWG Structure

 

The TWGs have a well-defined leadership structure, broad participation and clear responsibilities:

• Each TWG will be led by a Chair and two Vice-Chairs appointed by the Chair of SCOM in consultation with the SCOM Vice-Chairs. The TWG Chair and Vice-Chair must be members of SCOM. Each TWG will also have a Secretary from FHWA appointed by the SCOM Secretary. The TWG leadership structure is shown in Figure 2.

• TWG membership is voluntary. Participation in a TWG is not limited to members of SCOM.

• Each TWG will address all of the strategic focus areas and is responsible for developing an annual work plan. Some TWGs have affiliations with AASHTO Technical Services Programs (TSP).

 

 Figure 2 TWG Structure

 

SCOM Leadership 

 

The SCOM Leadership (SCOML) will consist of:

• The Chair of the SCOM,

• Two Vice-Chairs of SCOM,

• Research Coordinator of SCOM,

• Liaison of SCOM (non-voting),

• Secretary of SCOM (non-voting),

• Five TWG Chairs (one from each TWG),

• Ten TWG Vice-Chairs (two from each TWG), and

• Five TWG Secretaries (non-voting).

FHWA/TRB/NCHRP/AASHTO representatives will supplement the SCOML meetings and activities, and provide guidance to the committee as appropriate. Any ad hoc working group Chair or Vice-Chair will also be a part of the SCOM Leadership.

The responsibility of the SCOML will be to provide the governance of the SCOM and make recommendations to the SCOM Chair and SCOM members on the direction of the Subcommittee and implementing the SCOM strategic plan(s).

 

Actions

 

The SCOML will be responsible for shepherding and supporting the following activities within the organizational structure:

• Prepare and communicate guidelines and standards

• Update manuals

• Identify and communicate emerging practices

• Identify and promote means for accelerated project/program delivery

• Maintain a website

• Prepare and disseminate newsletters

• Maintain and enhance self-governance

• Work with other organizations, technical committees and subcommittees

• Identify and develop strategies to address emerging issues (such as climate change and homeland security)

• Identify and support research efforts and implementation of findings

• Establish, monitor, and adjust strategic plans, organizational structures and resource options to meet a dynamic environment

Table 1 identifies specific areas for action as they relate to the five technical working groups and the six strategic focus areas. The table is intended to facilitate development of the TWG annual work plans, member participation in the annual meeting and other activities. This structure allows for broader subcommittee member participation during the annual meeting and facilitates the technical working groups’ role in addressing topics in each of the strategic focus areas that are of interest to various working groups while meeting the overall goals of the subcommittee.

Many activities involve liaison with other organizations, committees and subcommittees. A list of organizations, committees and subcommittees that have activities of relevance to SCOM are included in the appendix.

Table 1 SCOM Organization and Functional Matrix, and Areas for Action

 

Appendix – Liaisons

 

SCOM has formal and informal liaisons with a number of organizations and committee. The following three tables identify:

• Organizations with formal liaisons to the committee (Table 2)

• AASHTO organizations, committees and subcommittees of interest and relevance to SCOM (Table 3)

• Other organizations of interest

A list of the liaisons will be maintained on the committee’s website.

 

Table 2 Organizations with Formal Liaisons

 

 

Table 3 AASHTO Affiliated Organizations, Committees and Subcommittees

 

Table 4 Other Organizations

 

 


Select for file/printed copy:  Maintenance Strategic Plan_Final Approved-Sept. 28, 2015.pdf