Enabling organizational strategy through effective capital programming

Abstract

America's infrastructure assets are in a state of decay. There are too many needs with too few funds available for investment. Exacerbating the problem is the continuing decline of government infrastructure appropriations and poor public infrastructure management techniques. This thesis proposes the integration of organizational strategy and capital programming to produce an efficient infrastructure portfolio able to be financially managed by the owner agency. The strategic capital programming process aims to enable the owner agency to base investment decisions on prior agency performance, long-term agency goals, and realistic analyses of market trends. The iterative process incorporates six core steps: 1) an audit of the agency's past performance, 2) a strategic assessment of the agency's goals and market environment concluding with the development of a corresponding list of potential capital projects, 3) the compilation of a baseline resource profile of the portfolio of projects, 4) an iterative portfolio analysis of the capital projects using schedule, scope, delivery method, and financing as variables, 5) the choice of a capital program that most closely fits agency resource constraints and strategic goals, and 6) program execution, performance tracking, and feedback. There are three major advantages to implementing a capital programming process that is focused on achieving strategic agency goals through the use of performance analysis and variable project delivery strategies. The process results in an effective and efficient long-term infrastructure investment strategy. Through the use of the process, the agency enables the achievement of their goals rather than hindering them with poor management methods. Finally, the agency can satisfy public demand by becoming more accountable for their investment of funds and strategic decision-making due to increased stakeholder participation and market analysis in the programming process. This thesis presents a detailed description and analysis of a strategic capital programming model and its applicability to government agencies. A case study of the Massachusetts Port Authority compares the proposed process to capital programming processes currently in use in advanced government agencies. The case study validates the inclusion of agency audit and strategic programming processes in capital programming and establishes the need for a new standard of market- and performance- oriented decision-making incorporating increased communication and feedback within the organization.