Presentation on theme: "Transportation Asset Management Webinar Series Webinar 15: Lessons Learned from Developing Transportation Asset Management Plans Sponsored by FHWA and."— Presentation transcript:
1Transportation Asset Management Webinar Series Webinar 15: Lessons Learned from Developing Transportation Asset Management Plans Sponsored by FHWA and AASHTO With support from the FHWA TAM ETGPlease do not put your phone on hold.Please mute your phone.If you do not have a mute button on your phone, press *6 on your phone keypad.Press F5 to go to full screen mode, press Esc to go out of itWebinar 15 – April 8, 2015
2FHWA-AASHTO Asset Management Webinar Series Sharing knowledge is a critical component of advancing asset management practiceThis is the fifteenth in a webinar series that has been running since 2012Webinars are held every two months, on topics such as off- system assets, asset management financial plans, and moreWe welcome ideas for future webinar topics and presentationsSubmit your questions using the webinar’s Q&A featureNext webinar: TRANSPORTATION ASSET MANAGEMENT FINANCIAL PLANS: PART II– June 10, :00 EST
3WelcomeFHWA is pleased to sponsor this webinar on lessons learned from developing transportation asset management plans, in cooperation with the AASHTO Sub-Committee on Asset Management and with support from the FHWA TAM Expert Task GroupToday’s presentations address a topic that all state DOTs are following closelyUnder MAP-21, state DOTs will be required to develop and implement a risk-based transportation asset management planFHWA is working to help support agencies in this processThree of our presenters today will discuss some of FHWA’s important work in this area: helping LADOTD, MnDOT, and NYSDOT to pilot the TAMP development process
4Pilot TAMP ProjectsMAP-21 requires States to develop asset management plans that consider risksIncludes requirements pertaining to the development processFHWA Office of Asset Management has supported three State DOTs in developing their first TAMPsLouisiana DOTDMinnesota DOTNew York DOTAlong with other states’ TAMPs, these serve as examples for agencies responsible for managing highway infrastructure assets at the state or local levelAll three TAMPs developed through the Pilot Project are posted to the the FHWA Asset Management website:Colorado DOT’s TAMP is also available at this address
5Webinar OverviewToday’s presentation includes four perspectives on developing transportation asset management plansTogether, we will explore the experiences of State DOTs that have been at the forefront in taking on these challengesPresentations will highlight important lessons learnedEach presentation will focus on specific outcomes of an agency’s TAMP development journeyWe will also address some key success factors that may be applicable for those who are just beginning the process of TAMP development
6Learning ObjectivesBuilding working knowledge of key concepts and definitions relevant to developing transportation asset management plansUnderstanding specific approaches that the Pilot agencies are taking to address these issues todayBeginning to apply this knowledge in order to answer:How can TAMP development help agencies to improve coordination between the maintenance, preservation and the capital programs?What benefits can states expect from developing a TAMP that formalizes the process of managing physical assets for the long term?What are the key lessons-learned for agencies that are in the early stages of TAMP development?SHARE LESSONS LEARNED, IDEAS, KNOWLEDGE!!!
7Webinar Agenda2:00 Webinar introduction and overview Matt Hardy (AASHTO), Steve Gaj (FHWA), and Hyun-A Park (Spy Pond Partners, LLC)2:15 Louisiana DOTD TAMPMark Suarez (Louisiana DOTD)2:30 Colorado DOT TAMPWilliam Johnson (Colorado DOT)2:45 Minnesota DOT TAMPMark Nelson (Minnesota DOT)3:00 New York State DOT TAMPSteve Wilcox (New York State DOT)3:15 Q&A and wrap up
8Louisiana DOTD Our Experiences Developing the MAP-21 TAMP FHWA / AASHTO TAM Webinar #15Lessons Learned from Developing aTransportation Asset Management PlanApril 8, 2015Mark Suarez P.E.
9Asset Management in US(ISTEA) Intermodal Surface Transportation Efficiency ActEstablishes National Highway System (NHS)(TEA-21) Transportation Equity Act for the 21st CenturyEstablishes FHWA Office of Asset Management(SAFETEA-LU) Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users(MAP-21) Moving Ahead for Progress in the 21st Century ActTransportation Reauthorization BillsConcept of Asset Management being developedBusy dragging Asset Management behind us doing our regular jobMAP-21 puts Asset Management in frontSeems to be Human Nature to Resist Change3 Ways To Create Real Change1. Great Leadership - AustRoads2. Mandate3. Mandate with Penalties = The Hammer4. MAP-21 = The Hammer
10MAP-21 DeliverablesMAP-21 Requires each State DOT to Develop A Risk-Based Transportation Asset Management Plan (TAMP) for the National Highway SystemTAMP – “An essential management tool that brings together all related business processes and stakeholders, internal and external, to achieve a common understanding and commitment to improve performance.”With respect to todays TopicNHS At a MinimumAdditional Asset Discussion Here
11MAP-21 Deliverables TAMP Due 18 Months After Notice of Proposed Rules FHWA – Asset Management PlanExtended to May 29, 2015FHWA National Performance Management MeasuresExtended to May 8, 2015Final Rules Scheduled for October 2015TAMP Due 18 Months AfterComment periodBoth affect your efforts
12TAMP Major Focus Points NHS Pavements & Bridges – Management Systems NeededAsset Management Objectives & MeasuresPerformance Gap IdentificationLife Cycle Cost AnalysisRisk Management AnalysisA Financial PlanInvestment Strategies
13TAMP Management Focus Establish Organizational Support for TAMP Define the individuals responsible for management of the TAMPHow it will be used throughout the AgencyHow it relates to other Agency documentsPoliciesProceduresAgreementsRedefine Business CulturePreservation vs. Worst 1stMy Personal Belief – Preservation Real mandate of MAP-21
14TAM Steering Committee Finance (Initial Executive Champion)Statewide Operations (Maintenance)Multimodal PlanningData Collection and Management SystemsMultimodal Planning (Long-range)DistrictsITEngineeringResearch CenterStrategic Planning/QCIPExecutive Level CommitteeSecretary of Transportation attended these meetingsDeputy Under Secretary – Michael Bridges (retired)Deputy Secretary – Dr. Eric Kalivoda
15Core Working Team Executive Champion Data Collection and Analysis (Co-Chair)Statewide Operations (Maintenance) (Co-Chair)Asset Management EngineerOutside Consultant (Dye Management)FHWA Pilot Consultant (Cambridge and AMEC)Deputy Under Secretary – Michael Bridges (retired)Deputy Secretary – Dr. Eric KalivodaFull Time Person dedicated to Asset Management and TAMP
17AM Objectives & Measures Identify all policies & procedures TAMP will affectTAMP is a New Policy DocumentIdentify & Determine how existing plans (e.g., the Statewide Transportation Improvement Program, Statewide Transportation Plan, Strategic Plan, etc.) need to tie together in a comprehensive, coordinated asset management processTAMP Does Not Replace other PlansTAMP Must Influence Other PlansTAMP – Glue that ties it all together
19AM Objectives & Measures Pavement Performance MeasuresIRI focus only (customer centric)Project Selection vs. Performance MeasuresUse All PMS Index MeasuresIf 100% Based on Performance Measure would never select preservation treatments (i.e. chip seals)Implement Levels of Service (Maintenance)Executive Management - Customer only cares about feel of ridePMS vs Project Selection DisconnectOur Common Sense overcomesIRI focused Performance MeasuresPreservation vs Worst 1st
20Asset Management Objectives & Measures Bridge Performance MeasuresSwitched from % Deficient Bridges to % Structurally Deficient by Deck Area after Katrina/Rita7887 Bridges on State System118 Bridges w/ Deck Area > 175,000 sq. ft.1.5% of the Total Number of Bridges47% of the Total System Deck Arealoss of the twin 5.5 mile long I-10 bridges over Lake Pontchartrainover 3.5 million square feet of deck area2.3% of the total bridge deck area in the State“% Deficient Bridges”Only 2 bridges0.03% or 3 hundredths of a percent of the total number of State bridges188 brides - Did not know this prior to TAMP effortsMove to Performance Based Practical Design
21Performance Gap Identification NCHRP 08-90A TAMP GAP Analysis ToolMaturity Level GAP Analysis5 Level Maturity RangeInitial, Awakening, Structured, Proficient & Best PracticesFocus AreasPolicy, Planning & Programming, Program Delivery, Information & Analysis, Life Cycle Management, Legislative ComplianceRedefine to Maturity Level GAP Analysis to actually identify meaningBeen running in this direction for a whileAssumed “Proficient” in most areaDig deeper, understand new requirements better, Proved Not to be “Proficient”
22Life Cycle Cost Analysis Maturity Level “Initial”Limited Implementation So FarLimited Expertise & KnowledgeNCHRP Guide for Estimating Life Expectancies of Highway AssetsSix (6) “Life Expectancy Models”Four (4) “Deterioration Models”Other Research ConfusingVery Slow to AdoptWe are all EngineersDon’t deal well with “Fuzzy Variables”Customer costPlenty of research that points out flaws in LCCA
23Risk Management Analysis Maturity Level “Initial”Three (3) Risk RegistersAgency LevelProgram LevelProject LevelNHI Course No – Risk ManagementThought we were “Proficient”Emergency Ops Section StaffCommand Centers established long before KatrinaAgency Level Procedures in Place for Emergency OpsPractice Operations every yearContra Flow in place before KatrinaHigh Risk Bridges IdentifiedWith Respect to TAMP RequirementsRisk Management completely redefined
24Financial Plan & Investment Strategies Move to a Ten (10) Year Financial PlanRefresh Financial Plan AnnuallyImplement Prediction Models (lifecycle cost)Focus on Preservation & SustainabilityModify Investment Strategies As NeededProvide Transparency to StakeholdersBudgetary GAP AnalysisTargetsSteady StateAssumed Maturity Level “Proficient”Investment Strategies Developed over Time to Overcome Powerful Political InfluenceUltimate Goal “Trade Off Analysis”Pavement, Bridge, Preservation, Maintenance & Safety project selectionLocal Feds required Steady State AnalysisVery Enlightening10 year plan appears to not be adequate for bridge funding analysis
25Asset Management Data Necessary Data Inventory and Condition Risk AssessmentCost/RevenuePerformance Measures (Targets)Management Systems (What-If Scenarios)Future Needs (Forecast Deterioration)Communication Tools (Dash Board)My Personal ExpertiseTAMP Requires Looking at the Data in New Waysi.e. No previous NHS budget partition or dataPerfect Data – Paperless Office – World Peace
26Asset Management Data Data Gathering Timeliness – data can’t be out of dateAccuracy – is more critical than everQuality Assurance / Quality Control – the quality of the data must be verifiableLocation – most transportation data has a location component and it must be accurateCollection Cycles – must meet needs, too often is costly over collectionData Cost $$$Collection, QA/QC, DB Storage, System to do Analysis, etc.
27Asset Management Data Data Interoperability and Consistency Using Indexes for Disparate Data Comparison (i.e. roughness vs rutting indexes)Linking Data Systems – kill the data silos and eliminate inaccurate data redundancyGIS – ties data together and allows data viewing in a spatial wayESRI Roads & Highways – potential tool to tie all the data silos together and eliminate redundancy
28Asset Management Data Needs Dealing with Data DeficienciesMissing Data – don’t always have all needed data, even when you plan to collect itExisting Data Errors – data that wasn’t critical may now be critical and must be accurateDuplicated Data in Various Silo Systems – need one data source to be truth, link from other systems to the primary data sourceData Entry Errors – even with pick listIRI slow speeds on short section, traffic signals, stop signs, traffic volumeOnly maintain data of consequencei.e. road names in off system bridge databaseEnhanced NHS routes on Off System roadsDifferent pavement lengths in different systemsVery difficult to keep synchronizedMainframe Free form data entryBad selection on pick list
29Recommendations Start as Soon As Possible Borrow from Existing TAMPs Must Have Executive Leadership SupportRecommend Full Time PersonDevelop a plan to implement the TAMPStart Working on Your DataGet Local Feds In the Mix Early & OftenGain Understanding of Risk ManagementNHI Course No – Risk ManagementDon’t Dabble – Remember there are Penalties and DeadlinesWe thought we were in great position to do this, i.e. risk managementDon’t get bogged down studying other TAMPsWe tended to want to study each and rewrite our TAMP afterPlan must have Assignments with DeadlinesLocal Feds had many valid commentsMore local knowledge detailsResponsible for Steady State Budget GAP Analysis
30Questions? Mark Suarez, P.E. Asset Management Engineer Louisiana DOTD’s Pilot TAMPMark Suarez, P.E.Asset Management EngineerLouisiana Department of Transportation & Development(225)
31Risk-Based Asset Management Plan (RB-AMP) Lessons Learned from Developing a TAMP April 2015 William JohnsonAsset Management Branch Manager
32Gap Analysis Top 10 Asset Management Gaps Identified: Develop and Document the Budget Distribution, Project Selection and Project Tracking ProcessIntegrate Risk Analysis into Planning and Programming ProcessesDevelop Strategies to Manage Project and Program Delivery RisksEstablish a Risk Framework to Evaluate Alternative StrategiesAnalyze Budget Tradeoffs Across ProgramsImprove Project Scoping and OptimizationIncorporate Life-Cycle Analysis into Decision-MakingClarify the Role of Target-SettingImplement a Strategic Management Framework to Reflect on ProgressCommunicate the Benefits of TAM = significant progress
42Communication TAM workshop Internal website YouTube TAM pamphlet Gap 10TAM workshopInternal websiteTAM pamphletYouTube
43Contact InformationWilliam JohnsonAsset Management Branch ManagerColorado Department of Transportation
44Minnesota Department of Transportation Review of Minnesota’s Draft Transportation Asset Management Plan in Light of Proposed RulesMark NelsonMinnesota Department of TransportationApril 8, 2015
45Process Draft Transportation Asset Management Plan (TAMP) Pilot stateMoving Ahead for Progress in the 21st Century (MAP- 21)TAMP rulemakingMinnesota, along with Louisiana and New York worked were part of an FHWA pilot project to develop TAMPs for the remaining 47 states to use a guides.MAP-21 requires every state to develop a 10-year risk-based asset management plan that at a minimum includes pavements and bridges on the National Highway System. MnDOT’s TAMP includes all pavements/bridges on state system, deep stormwater tunnels, highway culverts, overhead sign structures, and high mast light tower structures.TAMP includes inventory and conditions and performance gap assessments, risk and life-cycle costs analyses, performance measures and targets, financial plan and investment strategies, and future enhancementsToday I will look at some proposed rules from the perspective of a state that has completed a draft plan prior to their release.As a state, we’ve gained a lot through our participation in the Pilot. we are much more focused on advancing our asset management efforts largely because of our work on the asset management plan. To the extent that these proposed rules remain unchanged, however, we will be challenged in revising the draft plan.
46MnDOT TAMP Scope Highway Assets Pavement ITS Fencing Bridge Pedestrian RampsWeigh StationsDrainage StructuresLightingADA InfrastructureCenterline CulvertsHigh-Mast Light Tower StructuresModal InfrastructureDeep Stormwater TunnelsTransit VehiclesLandGuardrailsRest AreasTraffic SignalsSidewalksSignsRetaining WallsOverhead Sign StructuresTunnelsNoise BarrierPavement MarkingsMAP-21 requires that, at a minimum, state Transportation Asset Management Plans address pavement and bridges on the National Highway System. MnDOT expanded the scope in this initial effort to include bridges and pavements on the entire trunk highway system, as well as several other asset types: hydraulic structures (centerline culverts, deep stormwater tunnels), overhead sign structures, and high mast light tower poles.Our agency, along with many other state DOT’s, have been managing pavements and bridges as enterprise assets for some time, using a data driven and/or performance based approach. The TAMP is a way to further document these processes, while looking for ways to improve. We also want to treat other asset types such as drainage, signing, and signals with as much rigor as we do pavement and bridge, and the TAMP is an opportunity to advance this objective.Last, we have not systematically planned for operations and maintenance activities and budgets, as they relate to capital investments. We know that these two areas are intrinsically linked. The asset management plan is an opportunity look at investments throughout the life cycle of our assets, define our desired level of service, and better inform investment tradeoffs.
47Notice for Proposed Rule Making: Asset Management Plans Section Asset Management Plan Content Requirements, page 9241“….if a State DOT elects to include such other assets, all of the analysis and plan content requirements proposed in this rulemaking would apply.”Having selected assets for which we have less understanding, we do not meet the standard as proposed. If this rule stands, we will have to reconsider whether to include these other assets.
48Inventory, Condition & Replacement Value In developing our plan, we compiled an Asset Register, containing inventory, condition, and other information related to each of our TAMP which includes estimated replacement value.That is cost to reconstruct our system in current year dollars. This number gives an overall sense of system size and the relative size of different asset types. For example, although we haven’t assessed the replacement value of all ancillary assets, it appears that the value of the pavements and bridges together make up greater than 90% of the value of our system.
49Notice for Proposed Rule Making: Asset Management Plans Section Asset Management Plan Development Process, page 9240“The FHWA proposes…including: an estimate of the value of the agency’s pavement and bridge assets and the needed investment to maintain the value of these assets.”Clearly as we’ve used the term value, it doesn’t work as a measure of needed investment. So we may have to make some changes.I’m not sure that performance based planning is really consistent with this approach either.
50Performance Measures Performance Asset Type Measure Pavements Share of system with “Poor” ride quality in travel laneBridgesNHS bridges in Poor condition as a percent of total NHS bridge deck areaHighway CulvertsShare of culverts in Poor or Very Poor conditionDeep Stormwater TunnelsTunnels in Poor and Very Poor condition, measured as a percent of total tunnel lengthOverhead Sign StructuresShare of Overhead Sign Structures in Poor or Very Poor conditionHigh-Mast Light Tower StructuresShare of High-Mast Light Tower Structures in Poor or Very Poor conditionWith performance based planning, we develop condition based measures.
51Performance Targets Pavement System Current Condition 2023 Target (Desired)Interstate2.4% Poor≤ 2% PoorNon-Interstate NHS4.3% Poor≤ 4% PoorNon-NHS7.5% Poor≤ 10% PoorThen establish targets based on our policy objectives, assessment of risk, stakeholder input and other factors. Our 20 year State Highway Investment Plan includes performance targets for pavements and bridges, estimates investment needed to meet targets, and identify funding gap, if one exists.It seems that, if you have the data, investing to meet actual condition targets (an outcome measure) would be preferred to investing to offset depreciation (an output measure).BridgeSystemCurrent Condition2023 Target(Desired)NHS4.7% Poor≤ 2% PoorNon-NHS2.1% Poor≤ 8% Poor51
52Notice for Proposed Rule Making: Asset Performance & Asset Management Plans Asset Performance (NPRM), Section , Page 327“The State DOTs would establish 2- and 4- year targets for a 4-year performance period for the condition of infrastructure assets.”Section Asset Management Plan Development Process, page 9240“The FHWA proposes that the financial plan would be required to identify annual costs over a minimum period of 10 years.”It seems that the target periods should align with the financial plan.We maintain a four year STIP. Projects are pretty much set. What is referred to as Target in the rulemaking, we would call an “outcome”. For us, targets are set further out, and they are benchmarks from which MnDOT evaluates past present and future performance.We will be tracking and reporting conditions annually. This may be more an issue of semantics.
53Notice for Proposed Rule Making: Asset Management Plans Section Asset Management Plan Content Requirements, pages 9241, 3rd column & 9242, 1st column“In the proposed rule, the FHWA would require State DOTs to make their asset management plans available to the public, and encourages them to do so in a format that is easily accessible.”Make asset management plans availalable to the public.
54Performance Gap, Financial Plan & Investment Strategies The table here summarizes planned 10-year capital investments to achieve pavement and bridge targets on the NHS, the amount MnDOT has committed to invest on non-NHS pavement, and investments needed to achieve highway culvert, deep stormwater tunnel, overhead sign structure, and high-mast light tower structure targets.The goal is to bring this information and incorporate results and direction into MnDOT’s State Highway Investment Plan.
55Moving Forward TAMP Enhancements Future Capital Plan (MnSHIP) Enhance existing business processesBuild on existing information, plan, & processes.TAMPFuture Capital Plan (MnSHIP)Starting to incorporate lifecycle analysisAdding detailed information about “other roadside infrastructure”Moving forward MnDOT will continue to enhance current business processes, and will use TAMP information to influence the next State Highway Investment Plan and Highway System Operations Plan.Future Operations Plan (HSOP)Requirements for maintenance by asset typeMore strategicMore data-driven55
57TAMP Lessons Learned and Evolving Challenges Steve Wilcox, Director, NYSDOT Transportation Maintenance Planning BureauTAMP Lessons Learned and Evolving Challenges
58Lesson One: It Should Tell Your Story – It’s a Narrative Not a Data Dump Infrastructure ResponsibilitiesInfrastructure ConditionsFunding Available to the AgencyFunding Deconstructed to Show What’s Available to Address Infrastructure AssetsHow You’re Organized to Manage these AssetsYour Treatment StrategyThe Risks You FaceYour Likely End Conditions and Management of RiskWhat You’re Going to Improve Next Iteration
59Lesson Two: Transparency Is Good Internally – Requires Working Across Stovepipes and Documents Asset Management Practices for All DOT EmployeesDocuments a Common Vision for Asset and Program ManagementDefines Common Decision Time Frames and Periods of AnalysisExplains Rationale Behind Treatment StrategiesBegins a Dialogue for Cross Organizational and Cross Asset Decisions: i.e. “Backlog”, “What Counts as a Preservation Action?”Externally – Creates a Basis for Dialogue withFHWAMPOsElected OfficialsStakeholders
60Lesson Three: TAMP Provides a Comprehensive Planning Structure Provides Self Assessment tool to determine strengths, weaknesses and gapsProvides requirements for Asset Management PlanningAdds Management of RisksProvides a Basis for Continuous Improvement
61Lesson Four: TAMP Project Management Information is coming from many sources and needs coordinationNeeds a Project Manager and detailed Management PlanCreate a Team with all necessary Subject Matter ExpertsEstablish an Author and one voiceEstablish deadlinesDouble the time to write the TAMP once all necessary data and analysis is doneDouble the time you think is necessary for high level review
62Lesson Five: External Coordination Most Important – stay closely coordinated with FHWARealize this is new to your Area FHWA office and they may not have the expertise or understanding of intent that Washington doesStay closely coordinated with other NHS owners, for us the NYS Thruway AuthorityConsider how to involve MPOs
63Lesson Six: Stick to the Basics Pavements and BridgesThe NHSTAMP development is a lot of work – each asset class requires full TAMP analysis and reportingUnknown impact of NPRM and how TAMP will be used by othersCan expand asset classes in subsequent TAMPs
64Do external outreach between reporting periods Evolving Challenge One: Integrating TAMP Methodology into Program Planning and UpdatingTAMP should define improvement areas of your asset management and program planning processesDevelop policy, governance, treatment strategies between reporting periodsDo external outreach between reporting periodsThis is where having a core Asset Management organization is more advantageous than our governance structure
65Evolving Challenge Two: Institutionalizing Risk Management Risk Management as it relates to the TAMP is still not clearly definedRisk Management is akin to the previous slide in that the work needs to be done prior to the next TAMP and the next program updateAgain, an Asset Management organization would be a benefit here to manage the work
66Evolving Challenge Three: Defining Levels of Service Transparency is good, but we need a better way to communicate with the public about infrastructure and it’s impact on them in ways they care aboutNeed to define the capacity and condition of key stakeholder use corridors rather than by functional class or NHS/non-NHS:CommutersCommercial TransportationMass TransitEmergency RespondersPedestrians and BicyclistsTourists
67Evolving Challenge Four: The Very Hungry NHS Federal funding for NHPP far exceeds STPNPRM can tip the balance furtherStates are not picking up the growing funding gap for non-NHS highwaysAn Asset Management Plan that concerns itself primarily with the NHS may not paint the entire picture or demonstrate the increasing impact on lower volume roads and bridges
68Evolving Challenge Five: NPRM There is a fundamental disconnect between Asset Management Planning and the National Performance MeasuresNPRM does not consider current conditions or the resources required to meet legislated performance levels where TAMP targets are set by what models say is possible with available resourcesNPRM will likely drive poor (worst first) management decisions to “meet the measure” and avoid penaltiesNPRM will drive minimal asset reporting in the TAMP to avoid the reporting requirements and penalties NPRM imposes