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Transportation Asset Management Webinar Series Webinar 15: Lessons Learned from Developing Transportation Asset Management Plans Sponsored by FHWA and.

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Presentation on theme: "Transportation Asset Management Webinar Series Webinar 15: Lessons Learned from Developing Transportation Asset Management Plans Sponsored by FHWA and."— Presentation transcript:

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 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 2

3 Welcome 3 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 4  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 5 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 6 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 7 Webinar Agenda 2:00Webinar 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) 2:45Minnesota DOT TAMP Mark Nelson (Minnesota DOT) 3:00New York State DOT TAMP Steve Wilcox (New York State DOT) 3:15Q&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. 8

9 Asset Management in US 9 (ISTEA) Intermodal Surface Transportation Efficiency Act(ISTEA) Intermodal Surface Transportation Efficiency Act  Establishes National Highway System (NHS) (TEA-21) Transportation Equity Act for the 21 st Century(TEA-21) Transportation Equity Act for the 21 st Century  Establishes FHWA Office of Asset Management (SAFETEA-LU) Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users(SAFETEA-LU) Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (MAP-21) Moving Ahead for Progress in the 21st Century Act(MAP-21) Moving Ahead for Progress in the 21st Century Act

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 10 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.”

11 MAP-21 Deliverables 11 Notice of Proposed RulesNotice of Proposed Rules  FHWA – Asset Management Plan o Extended to May 29, 2015  FHWA National Performance Management Measures o Extended to May 8, 2015  Final Rules Scheduled for October 2015 o TAMP Due 18 Months After

12 TAMP Major Focus Points NHS Pavements & Bridges – Management Systems NeededNHS Pavements & Bridges – Management Systems Needed Asset Management Objectives & MeasuresAsset Management Objectives & Measures Performance Gap IdentificationPerformance Gap Identification Life Cycle Cost AnalysisLife Cycle Cost Analysis Risk Management AnalysisRisk Management Analysis A Financial PlanA Financial Plan Investment StrategiesInvestment Strategies 12

13 TAMP Management Focus 13 Establish Organizational Support for TAMPEstablish Organizational Support for TAMP Define the individuals responsible for management of the TAMPDefine the individuals responsible for management of the TAMP How it will be used throughout the AgencyHow it will be used throughout the Agency How it relates to other Agency documentsHow it relates to other Agency documents  Policies  Procedures  Agreements Redefine Business CultureRedefine Business Culture Preservation vs. Worst 1 stPreservation vs. Worst 1 st

14 TAM Steering Committee Finance (Initial Executive Champion)Finance (Initial Executive Champion) Statewide Operations (Maintenance)Statewide Operations (Maintenance) Multimodal PlanningMultimodal Planning Data Collection and Management SystemsData Collection and Management Systems Multimodal Planning (Long-range)Multimodal Planning (Long-range) DistrictsDistricts ITIT EngineeringEngineering Research CenterResearch Center Strategic Planning/QCIPStrategic Planning/QCIP 14

15 Core Working Team Executive ChampionExecutive Champion Data Collection and Analysis (Co-Chair)Data Collection and Analysis (Co-Chair) Statewide Operations (Maintenance) (Co-Chair)Statewide Operations (Maintenance) (Co-Chair) Asset Management EngineerAsset Management Engineer Outside Consultant (Dye Management)Outside Consultant (Dye Management) FHWA Pilot Consultant (Cambridge and AMEC)FHWA Pilot Consultant (Cambridge and AMEC) 15

16 Support Structure 16

17 AM Objectives & Measures 17 Identify all policies & procedures TAMP will affectIdentify 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 processIdentify & 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

18 TAMP Link to Other Plans 18

19 AM Objectives & Measures 19 Pavement Performance MeasuresPavement Performance Measures  IRI focus only (customer centric) Project Selection vs. Performance MeasuresProject 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)Implement Levels of Service (Maintenance)

20 Asset Management Objectives & Measures 20 Bridge Performance MeasuresBridge Performance Measures  Switched from % Deficient Bridges to % Structurally Deficient by Deck Area after Katrina/Rita 7887 Bridges on State System7887 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

21 Performance Gap Identification NCHRP 08-90A TAMP GAP Analysis ToolNCHRP 08-90A TAMP GAP Analysis Tool Maturity Level GAP AnalysisMaturity Level GAP Analysis 5 Level Maturity Range5 Level Maturity Range  Initial, Awakening, Structured, Proficient & Best Practices Focus AreasFocus Areas  Policy, Planning & Programming, Program Delivery, Information & Analysis, Life Cycle Management, Legislative Compliance 21

22 Life Cycle Cost Analysis Maturity Level “Initial”Maturity Level “Initial” Limited Implementation So FarLimited Implementation So Far Limited Expertise & KnowledgeLimited Expertise & Knowledge NCHRP Guide for Estimating Life Expectancies of Highway AssetsNCHRP Guide for Estimating Life Expectancies of Highway Assets  Six (6) “Life Expectancy Models”  Four (4) “Deterioration Models” Other Research ConfusingOther Research Confusing 22

23 Risk Management Analysis Maturity Level “Initial”Maturity Level “Initial” Three (3) Risk RegistersThree (3) Risk Registers  Agency Level  Program Level  Project Level NHI Course No – Risk ManagementNHI Course No – Risk Management 23

24 Financial Plan & Investment Strategies Move to a Ten (10) Year Financial PlanMove to a Ten (10) Year Financial Plan Refresh Financial Plan AnnuallyRefresh Financial Plan Annually Implement Prediction Models (lifecycle cost)Implement Prediction Models (lifecycle cost) Focus on Preservation & SustainabilityFocus on Preservation & Sustainability Modify Investment Strategies As NeededModify Investment Strategies As Needed Provide Transparency to StakeholdersProvide Transparency to Stakeholders Budgetary GAP AnalysisBudgetary GAP Analysis  Targets  Steady State 24

25 Asset Management Data Necessary Data Inventory and ConditionInventory and Condition Risk AssessmentRisk Assessment Cost/RevenueCost/Revenue Performance Measures (Targets)Performance Measures (Targets) Management Systems (What-If Scenarios)Management Systems (What-If Scenarios) Future Needs (Forecast Deterioration)Future Needs (Forecast Deterioration) Communication Tools (Dash Board)Communication Tools (Dash Board) 25

26 Asset Management Data Data Gathering Timeliness – data can’t be out of dateTimeliness – data can’t be out of date Accuracy – is more critical than everAccuracy – is more critical than ever Quality Assurance / Quality Control – the quality of the data must be verifiableQuality Assurance / Quality Control – the quality of the data must be verifiable Location – most transportation data has a location component and it must be accurateLocation – most transportation data has a location component and it must be accurate Collection Cycles – must meet needs, too often is costly over collectionCollection Cycles – must meet needs, too often is costly over collection 26

27 Asset Management Data Data Interoperability and Consistency Using Indexes for Disparate Data Comparison (i.e. roughness vs rutting indexes)Using Indexes for Disparate Data Comparison (i.e. roughness vs rutting indexes) Linking Data Systems – kill the data silos and eliminate inaccurate data redundancyLinking Data Systems – kill the data silos and eliminate inaccurate data redundancy GIS – ties data together and allows data viewing in a spatial wayGIS – 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 redundancyESRI Roads & Highways – potential tool to tie all the data silos together and eliminate redundancy 27

28 Asset Management Data Needs Dealing with Data Deficiencies Missing Data – don’t always have all needed data, even when you plan to collect itMissing 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 accurateExisting 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 sourceDuplicated 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 listData Entry Errors – even with pick list 28

29 Recommendations Start as Soon As PossibleStart as Soon As Possible Borrow from Existing TAMPsBorrow from Existing TAMPs Must Have Executive Leadership SupportMust Have Executive Leadership Support Recommend Full Time PersonRecommend Full Time Person Develop a plan to implement the TAMPDevelop a plan to implement the TAMP Start Working on Your DataStart Working on Your Data Get Local Feds In the Mix Early & OftenGet Local Feds In the Mix Early & Often Gain Understanding of Risk ManagementGain Understanding of Risk Management NHI Course No – Risk ManagementNHI Course No – Risk Management 29

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

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

32 Gap Analysis 32 Top 10 Asset Management Gaps Identified: 1.Develop and Document the Budget Distribution, Project Selection and Project Tracking Process 2.Integrate Risk Analysis into Planning and Programming Processes 3.Develop Strategies to Manage Project and Program Delivery Risks 4.Establish a Risk Framework to Evaluate Alternative Strategies 5.Analyze Budget Tradeoffs Across Programs 6.Improve Project Scoping and Optimization 7.Incorporate Life-Cycle Analysis into Decision-Making 8.Clarify the Role of Target-Setting 9.Implement a Strategic Management Framework to Reflect on Progress 10.Communicate the Benefits of TAM = significant progress

33 Project Selection Process Gap 1 33

34 Risk Register Gaps 2 & 3 34

35 Corridor Approach to Risk Gaps 2 & 3 35

36 Risk Framework Gap 4 36 Proposed Framework

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

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

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

40 Target-Setting Gap 8 40

41 Strategic Management Framework Gap 9 41

42 Communication Gap Internal website TAM pamphlet YouTube TAM workshop

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

44 April 8,

45 Draft Transportation Asset Management Plan (TAMP) Pilot state Moving Ahead for Progress in the 21 st Century (MAP- 21) TAMP rulemaking

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

47 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.”

48

49 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.”

50 Asset Type Performance 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 CulvertsShare 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

51 51 Pavement System Current Condition 2023 Target (Desired) Interstate2.4% Poor≤ 2% Poor Non- Interstate NHS 4.3% Poor≤ 4% Poor Non-NHS7.5% Poor≤ 10% Poor Bridge System Current Condition 2023 Target (Desired) NHS4.7% Poor≤ 2% Poor Non-NHS2.1% Poor≤ 8% Poor

52 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.”

53 Section Asset Management Plan Content Requirements, pages 9241, 3rd column & 9242, 1 st 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.”

54

55 TAMP Future Capital Plan (MnSHIP)  Starting to incorporate lifecycle analysis  Adding detailed information about “other roadside infrastructure” Future Operations Plan (HSOP)  Requirements for maintenance by asset type  More strategic  More data-driven 55 Enhancements  Enhance existing business processes  Build on existing information, plan, & processes.

56

57 Steve Wilcox, Director, NYSDOT Transportation Maintenance Planning Bureau

58  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  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  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  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  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  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  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  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  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  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  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

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

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


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