Traditionally the owner of a road network is also responsible for the management of the network, mostly including the maintenance and operations. Political (call for more transparency in performance and spending of budgets), demographical (ageing of working population and knowledge drain), and economical (cut on budgets and need for more efficiency) developments place a high pressure on the sustainability of the traditional model. These developments can be seen in both the public and private domain and are even more strengthened by the tendency to focus on core activities or core business.
This paper describes a model in which ownership and management of a road network are strictly separated. Based on performance- and service level agreements the relation between owner and manager (managing agent) is arranged. The managing agent in his turn sets up contracts with third parties to take care for the maintenance and operations.
In this model the interests of the main-stakeholders (owner, manager, user, maintenance & operations suppliers) are best served. Relations between stakeholders can be defined sharp and transparent providing better input for the three levels of management: strategy and policy making, tactical planning & programming and realization (maintenance & operations).
The paper describes the experience and lessons learned with this model on basis of DHV's activities in managing the overall infrastructure (road and rail network including all structures, sewer system and landscaping) on the biggest chemical industrial site in the Netherlands (Chemelot - 850 ha.). Since 2006 DHV (an engineering and consultancy firm) acts as managing agent taking full responsibility for the management (including maintenance and operations) of the infrastructure.
Parallels will be made between the private and public domain. Experience in the private domain can be transferred to the public domain (local, regional and national level).
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