1. Transportation 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 ETG
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Webinar 15 – April 8, 2015

2. FHWA-AASHTO Asset Management Webinar Series
Sharing knowledge is a critical component of advancing asset management practice
This is the fifteenth in a webinar series that has been running since 2012
Webinars are held every two months, on topics such as off- system assets, asset management financial plans, and more
We welcome ideas for future webinar topics and presentations
Submit your questions using the webinar’s Q&A feature
Next webinar: TRANSPORTATION ASSET MANAGEMENT FINANCIAL PLANS: PART II– June 10, :00 EST

3. Welcome
FHWA 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 Group
Today’s presentations address a topic that all state DOTs are following closely
Under MAP-21, state DOTs will be required to develop and implement a risk-based transportation asset management plan
FHWA is working to help support agencies in this process
Three 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

4. Pilot TAMP Projects
MAP-21 requires States to develop asset management plans that consider risks
Includes requirements pertaining to the development process
FHWA Office of Asset Management has supported three State DOTs in developing their first TAMPs
Louisiana DOTD
Minnesota DOT
New York DOT
Along with other states’ TAMPs, these serve as examples for agencies responsible for managing highway infrastructure assets at the state or local level
All 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

5. Webinar Overview
Today’s presentation includes four perspectives on developing transportation asset management plans
Together, we will explore the experiences of State DOTs that have been at the forefront in taking on these challenges
Presentations will highlight important lessons learned
Each presentation will focus on specific outcomes of an agency’s TAMP development journey
We will also address some key success factors that may be applicable for those who are just beginning the process of TAMP development

6. Learning Objectives
Building working knowledge of key concepts and definitions relevant to developing transportation asset management plans
Understanding specific approaches that the Pilot agencies are taking to address these issues today
Beginning 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!!!

7. Webinar Agenda
2:00 Webinar introduction and overview Matt Hardy (AASHTO), Steve Gaj (FHWA), and Hyun-A Park (Spy Pond Partners, LLC)
2:15 Louisiana DOTD TAMP
Mark Suarez (Louisiana DOTD)
2:30 Colorado DOT TAMP
William Johnson (Colorado DOT)
2:45 Minnesota DOT TAMP
Mark Nelson (Minnesota DOT)
3:00 New York State DOT TAMP
Steve Wilcox (New York State DOT)
3:15 Q&A and wrap up

8. Louisiana DOTD Our Experiences Developing the MAP-21 TAMP
FHWA / AASHTO TAM Webinar #15
Lessons Learned from Developing a
Transportation Asset Management Plan
April 8, 2015
Mark Suarez P.E.

9. Asset Management in US
(ISTEA) Intermodal Surface Transportation Efficiency Act
Establishes National Highway System (NHS)
(TEA-21) Transportation Equity Act for the 21st Century
Establishes 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 Act
Transportation Reauthorization Bills
Concept of Asset Management being developed
Busy dragging Asset Management behind us doing our regular job
MAP-21 puts Asset Management in front
Seems to be Human Nature to Resist Change
3 Ways To Create Real Change
1. Great Leadership - AustRoads
2. Mandate
3. Mandate with Penalties = The Hammer
4. MAP-21 = The Hammer

10. MAP-21 Deliverables
MAP-21 Requires each State DOT to Develop A Risk-Based Transportation Asset Management Plan (TAMP) for the National Highway System
TAMP – “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 Topic
NHS At a Minimum
Additional Asset Discussion Here

11. MAP-21 Deliverables TAMP Due 18 Months After Notice of Proposed Rules
FHWA – Asset Management Plan
Extended to May 29, 2015
FHWA National Performance Management Measures
Extended to May 8, 2015
Final Rules Scheduled for October 2015
TAMP Due 18 Months After
Comment period
Both affect your efforts

12. TAMP Major Focus Points
NHS Pavements & Bridges – Management Systems Needed
Asset Management Objectives & Measures
Performance Gap Identification
Life Cycle Cost Analysis
Risk Management Analysis
A Financial Plan
Investment Strategies

13. TAMP Management Focus Establish Organizational Support for TAMP
Define the individuals responsible for management of the TAMP
How it will be used throughout the Agency
How it relates to other Agency documents
Policies
Procedures
Agreements
Redefine Business Culture
Preservation vs. Worst 1st
My Personal Belief – Preservation Real mandate of MAP-21

14. TAM Steering Committee
Finance (Initial Executive Champion)
Statewide Operations (Maintenance)
Multimodal Planning
Data Collection and Management Systems
Multimodal Planning (Long-range)
Districts IT
Engineering
Research Center
Strategic Planning/QCIP
Executive Level Committee
Secretary of Transportation attended these meetings
Deputy Under Secretary – Michael Bridges (retired)
Deputy Secretary – Dr. Eric Kalivoda

15. Core Working Team Executive Champion
Data Collection and Analysis (Co-Chair)
Statewide Operations (Maintenance) (Co-Chair)
Asset Management Engineer
Outside Consultant (Dye Management)
FHWA Pilot Consultant (Cambridge and AMEC)
Deputy Under Secretary – Michael Bridges (retired)
Deputy Secretary – Dr. Eric Kalivoda
Full Time Person dedicated to Asset Management and TAMP

16. Support Structure

17. AM Objectives & Measures
Identify all policies & procedures TAMP will affect
TAMP is a New Policy Document
Identify & 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 process
TAMP Does Not Replace other Plans
TAMP Must Influence Other Plans
TAMP – Glue that ties it all together

18. TAMP Link to Other Plans
Our diagram

19. AM Objectives & Measures
Pavement Performance Measures
IRI focus only (customer centric)
Project Selection vs. Performance Measures
Use All PMS Index Measures
If 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 ride
PMS vs Project Selection Disconnect
Our Common Sense overcomes
IRI focused Performance Measures
Preservation vs Worst 1st

20. Asset Management Objectives & Measures
Bridge Performance Measures
Switched from % Deficient Bridges to % Structurally Deficient by Deck Area after Katrina/Rita
7887 Bridges on State System
118 Bridges w/ Deck Area > 175,000 sq. ft.
1.5% of the Total Number of Bridges
47% of the Total System Deck Area
loss of the twin 5.5 mile long I-10 bridges over Lake Pontchartrain
over 3.5 million square feet of deck area
2.3% of the total bridge deck area in the State
“% Deficient Bridges”
Only 2 bridges
0.03% or 3 hundredths of a percent of the total number of State bridges
188 brides - Did not know this prior to TAMP efforts
Move to Performance Based Practical Design

21. Performance Gap Identification
NCHRP 08-90A TAMP GAP Analysis Tool
Maturity Level GAP Analysis
5 Level Maturity Range
Initial, Awakening, Structured, Proficient & Best Practices
Focus Areas
Policy, Planning & Programming, Program Delivery, Information & Analysis, Life Cycle Management, Legislative Compliance
Redefine to Maturity Level GAP Analysis to actually identify meaning
Been running in this direction for a while
Assumed “Proficient” in most area
Dig deeper, understand new requirements better, Proved Not to be “Proficient”

22. Life Cycle Cost Analysis
Maturity Level “Initial”
Limited Implementation So Far
Limited Expertise & Knowledge
NCHRP Guide for Estimating Life Expectancies of Highway Assets
Six (6) “Life Expectancy Models”
Four (4) “Deterioration Models”
Other Research Confusing
Very Slow to Adopt
We are all Engineers
Don’t deal well with “Fuzzy Variables”
Customer cost
Plenty of research that points out flaws in LCCA

23. Risk Management Analysis
Maturity Level “Initial”
Three (3) Risk Registers
Agency Level
Program Level
Project Level
NHI Course No – Risk Management
Thought we were “Proficient”
Emergency Ops Section Staff
Command Centers established long before Katrina
Agency Level Procedures in Place for Emergency Ops
Practice Operations every year
Contra Flow in place before Katrina
High Risk Bridges Identified
With Respect to TAMP Requirements
Risk Management completely redefined

24. Financial Plan & Investment Strategies
Move to a Ten (10) Year Financial Plan
Refresh Financial Plan Annually
Implement Prediction Models (lifecycle cost)
Focus on Preservation & Sustainability
Modify Investment Strategies As Needed
Provide Transparency to Stakeholders
Budgetary GAP Analysis
Targets
Steady State
Assumed Maturity Level “Proficient”
Investment Strategies Developed over Time to Overcome Powerful Political Influence
Ultimate Goal “Trade Off Analysis”
Pavement, Bridge, Preservation, Maintenance & Safety project selection
Local Feds required Steady State Analysis
Very Enlightening
10 year plan appears to not be adequate for bridge funding analysis

25. Asset Management Data Necessary Data Inventory and Condition
Risk Assessment
Cost/Revenue
Performance Measures (Targets)
Management Systems (What-If Scenarios)
Future Needs (Forecast Deterioration)
Communication Tools (Dash Board)
My Personal Expertise
TAMP Requires Looking at the Data in New Ways
i.e. No previous NHS budget partition or data
Perfect Data – Paperless Office – World Peace

26. Asset Management Data Data Gathering
Timeliness – data can’t be out of date
Accuracy – is more critical than ever
Quality Assurance / Quality Control – the quality of the data must be verifiable
Location – most transportation data has a location component and it must be accurate
Collection Cycles – must meet needs, too often is costly over collection
Data Cost $$$
Collection, QA/QC, DB Storage, System to do Analysis, etc.

27. Asset 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 redundancy
GIS – ties data together and allows data viewing in a spatial way
ESRI Roads & Highways – potential tool to tie all the data silos together and eliminate redundancy

28. Asset Management Data Needs
Dealing with Data Deficiencies
Missing Data – don’t always have all needed data, even when you plan to collect it
Existing Data Errors – data that wasn’t critical may now be critical and must be accurate
Duplicated Data in Various Silo Systems – need one data source to be truth, link from other systems to the primary data source
Data Entry Errors – even with pick list
IRI slow speeds on short section, traffic signals, stop signs, traffic volume
Only maintain data of consequence
i.e. road names in off system bridge database
Enhanced NHS routes on Off System roads
Different pavement lengths in different systems
Very difficult to keep synchronized
Mainframe Free form data entry
Bad selection on pick list

29. Recommendations Start as Soon As Possible Borrow from Existing TAMPs
Must Have Executive Leadership Support
Recommend Full Time Person
Develop a plan to implement the TAMP
Start Working on Your Data
Get Local Feds In the Mix Early & Often
Gain Understanding of Risk Management
NHI Course No – Risk Management
Don’t Dabble – Remember there are Penalties and Deadlines
We thought we were in great position to do this, i.e. risk management
Don’t get bogged down studying other TAMPs
We tended to want to study each and rewrite our TAMP after
Plan must have Assignments with Deadlines
Local Feds had many valid comments
More local knowledge details
Responsible for Steady State Budget GAP Analysis

30. Questions? Mark Suarez, P.E. Asset Management Engineer
Louisiana DOTD’s Pilot TAMP
Mark Suarez, P.E.
Asset Management Engineer
Louisiana Department of Transportation & Development
(225)

31. Risk-Based Asset Management Plan (RB-AMP) Lessons Learned from Developing a TAMP April 2015
William Johnson
Asset Management Branch Manager

32. Gap Analysis Top 10 Asset Management Gaps Identified:
Develop and Document the Budget Distribution, Project Selection and Project Tracking Process
Integrate Risk Analysis into Planning and Programming Processes
Develop Strategies to Manage Project and Program Delivery Risks
Establish a Risk Framework to Evaluate Alternative Strategies
Analyze Budget Tradeoffs Across Programs
Improve Project Scoping and Optimization
Incorporate Life-Cycle Analysis into Decision-Making
Clarify the Role of Target-Setting
Implement a Strategic Management Framework to Reflect on Progress
Communicate the Benefits of TAM     
 = significant progress

33. Project Selection Process
Gap 1

34. Risk Register
Gaps 2 & 3

35. Corridor Approach to Risk
Gaps 2 & 3

36. Risk Framework
Gap 4
Proposed Framework

37. Cross-Asset Optimization and Trade-Off Analysis
Gap 5
Performance Curves
Courtesy of Deighton Associates Limited

38. Cross-Asset Optimization and Trade-Off Analysis
Gap 5
Slider Tool
Courtesy of Deighton Associates Limited

39. Project Scope Optimization
Gaps 6 & 7
Project Scope Optimization
Courtesy of Redd Engineering

40. Target-Setting
Gap 8

41. Strategic Management Framework
Gap 9

42. Communication TAM workshop Internal website YouTube TAM pamphlet
Gap 10
TAM workshop
Internal website
TAM pamphlet
YouTube

43. Contact Information
William Johnson
Asset Management Branch Manager
Colorado Department of Transportation

44. Minnesota Department of Transportation
Review of Minnesota’s Draft Transportation Asset Management Plan in Light of Proposed Rules
Mark Nelson
Minnesota Department of Transportation
April 8, 2015

45. Process Draft Transportation Asset Management Plan (TAMP)
Pilot state
Moving Ahead for Progress in the 21st Century (MAP- 21)
TAMP rulemaking
Minnesota, 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 enhancements
Today 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.

46. MnDOT TAMP Scope Highway Assets Pavement ITS Fencing Bridge
Pedestrian Ramps
Weigh Stations
Drainage Structures
Lighting
ADA Infrastructure
Centerline Culverts
High-Mast Light Tower Structures
Modal Infrastructure
Deep Stormwater Tunnels
Transit Vehicles
Land
Guardrails
Rest Areas
Traffic Signals
Sidewalks
Signs
Retaining Walls
Overhead Sign Structures
Tunnels
Noise Barrier
Pavement Markings
MAP-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.

47. Notice 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.

48. Inventory, 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.

49. Notice 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.

50. Performance Measures Performance Asset Type Measure Pavements
Share of system with “Poor” ride quality in travel lane
Bridges
NHS bridges in Poor condition as a percent of total NHS bridge deck area
Highway Culverts
Share of culverts in Poor or Very Poor condition
Deep Stormwater Tunnels
Tunnels in Poor and Very Poor condition, measured as a percent of total tunnel length
Overhead Sign Structures
Share of Overhead Sign Structures in Poor or Very Poor condition
High-Mast Light Tower Structures
Share of High-Mast Light Tower Structures in Poor or Very Poor condition
With performance based planning, we develop condition based measures.

51. Performance Targets Pavement System Current Condition 2023 Target
(Desired)
Interstate
2.4% Poor
≤ 2% Poor
Non-Interstate NHS
4.3% Poor
≤ 4% Poor
Non-NHS
7.5% Poor
≤ 10% Poor
Then 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).
Bridge
System
Current Condition
2023 Target
(Desired)
NHS
4.7% Poor
≤ 2% Poor
Non-NHS
2.1% Poor
≤ 8% Poor 51

52. Notice 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.

53. Notice 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.

54. Performance 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.

55. Moving Forward TAMP Enhancements Future Capital Plan (MnSHIP)
Enhance existing business processes
Build on existing information, plan, & processes.
TAMP
Future Capital Plan (MnSHIP)
Starting to incorporate lifecycle analysis
Adding 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 type
More strategic
More data-driven 55

56. Thank You!

57. TAMP Lessons Learned and Evolving Challenges
Steve Wilcox, Director, NYSDOT Transportation Maintenance Planning Bureau
TAMP Lessons Learned and Evolving Challenges

58. Lesson One: It Should Tell Your Story – It’s a Narrative Not a Data Dump
Infrastructure Responsibilities
Infrastructure Conditions
Funding Available to the Agency
Funding Deconstructed to Show What’s Available to Address Infrastructure Assets
How You’re Organized to Manage these Assets
Your Treatment Strategy
The Risks You Face
Your Likely End Conditions and Management of Risk
What You’re Going to Improve Next Iteration

59. Lesson Two: Transparency Is Good
Internally – Requires Working Across Stovepipes and Documents Asset Management Practices for All DOT Employees
Documents a Common Vision for Asset and Program Management
Defines Common Decision Time Frames and Periods of Analysis
Explains Rationale Behind Treatment Strategies
Begins a Dialogue for Cross Organizational and Cross Asset Decisions: i.e. “Backlog”, “What Counts as a Preservation Action?”
Externally – Creates a Basis for Dialogue with
FHWA
MPOs
Elected Officials
Stakeholders

60. Lesson Three: TAMP Provides a Comprehensive Planning Structure
Provides Self Assessment tool to determine strengths, weaknesses and gaps
Provides requirements for Asset Management Planning
Adds Management of Risks
Provides a Basis for Continuous Improvement

61. Lesson Four: TAMP Project Management
Information is coming from many sources and needs coordination
Needs a Project Manager and detailed Management Plan
Create a Team with all necessary Subject Matter Experts
Establish an Author and one voice
Establish deadlines
Double the time to write the TAMP once all necessary data and analysis is done
Double the time you think is necessary for high level review

62. Lesson Five: External Coordination
Most Important – stay closely coordinated with FHWA
Realize this is new to your Area FHWA office and they may not have the expertise or understanding of intent that Washington does
Stay closely coordinated with other NHS owners, for us the NYS Thruway Authority
Consider how to involve MPOs

63. Lesson Six: Stick to the Basics
Pavements and Bridges
The NHS
TAMP development is a lot of work – each asset class requires full TAMP analysis and reporting
Unknown impact of NPRM and how TAMP will be used by others
Can expand asset classes in subsequent TAMPs

64. Do external outreach between reporting periods
Evolving Challenge One: Integrating TAMP Methodology into Program Planning and Updating
TAMP should define improvement areas of your asset management and program planning processes
Develop policy, governance, treatment strategies between reporting periods
Do external outreach between reporting periods
This is where having a core Asset Management organization is more advantageous than our governance structure

65. Evolving Challenge Two: Institutionalizing Risk Management
Risk Management as it relates to the TAMP is still not clearly defined
Risk Management is akin to the previous slide in that the work needs to be done prior to the next TAMP and the next program update
Again, an Asset Management organization would be a benefit here to manage the work

66. Evolving 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 about
Need to define the capacity and condition of key stakeholder use corridors rather than by functional class or NHS/non-NHS:
Commuters
Commercial Transportation
Mass Transit
Emergency Responders
Pedestrians and Bicyclists
Tourists

67. Evolving Challenge Four: The Very Hungry NHS
Federal funding for NHPP far exceeds STP
NPRM can tip the balance further
States are not picking up the growing funding gap for non-NHS highways
An 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

68. Evolving Challenge Five: NPRM
There is a fundamental disconnect between Asset Management Planning and the National Performance Measures
NPRM 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 resources
NPRM will likely drive poor (worst first) management decisions to “meet the measure” and avoid penalties
NPRM will drive minimal asset reporting in the TAMP to avoid the reporting requirements and penalties NPRM imposes

69. Thanks and Questions

70. Questions?
Submit your questions using the webinar’s Q&A feature

71. All webinars available online:
tam-portal.com
Webinar 16
Transportation Asset Management Financial Plans: Part II
Wednesday, June 10, 2015 – 2:00 PM EST