The National Academies

NCHRP 08-36/Task 138 [Completed]

Support and Update of the Strategic Plan for SCOP/Subcommittees on TAM
[ NCHRP 08-36 (Research for the AASHTO Standing Committee on Planning) ]

  Project Data
Funds: $80,000
Research Agency: WP|Parsons Brinckerhoff, Inc.
Principal Investigator: Dr. Michael Meyer
Effective Date: 7/20/2016
Completion Date: 12/5/2017


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.


Project Objective(s)


a.       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

b.      Value to States: The Action/Implementation Plan must have demonstrable value to the member states

c.       Sub-Committee Integration and Improvement: The Action/Implementation Plan must incorporate and integrate all subcommittee activity and initiatives resulting in a cohesive overall approach

d.      Milestone Reviews: The planning process must include meaningful milestone reviews to ensure that the above principles are achieved

e.       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

f.       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)

g.      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: Final Report; Final PPT Presentation

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