Peer Exchange Purpose Discuss how to structure policies and incentives to reflect best practices in asset and performance management. Identify approaches to better incorporate asset management objectives into a performance management program. Extend the discussion of asset management to the full range of transportation assets. EXCHANGE LESSONS LEARNED, IDEAS, KNOWLEDGE!!!
AM-PM Survey Survey sent to: – Subcommittee on Asset Management and Peer Exchange Attendees – Standing Committee on Planning (SCOP) – Standing Committee on Highways (SCOH) – Standing Committee on Performance Management (SCOPM) – FHWA AM State Contacts
AM-PM Survey Participants 33 States viewed survey, 29+ states provided input 40 Responses (multiple from several states)
Please list the three greatest challenges to implementing asset management in your organization.
How could FHWA and/or AASHTO assist you with these challenges?
Where is asset management leadership and coordination located in your agency?
Does your agency link asset management and performance management?
What assets do you include in your asset management program?
How can safety best be addressed in the context of asset management?
Please share any noteworthy activities related to asset management and performance management in your agency Setting up an asset management governance committee within the agency that cuts across divisions and traditional program area stove pipes – focused on implementing TAM best practices across offices We use management systems extensively within the agency to guide us in making decisions. Many of these are stove-piped, but they have worked well by using funding to change the focus when needed. We do not want to lose the ability to manage our systems as we see fit simply to gain the ability to play what-if. Data Integration project where all the departments key data for management and performance is house in one place – STIP Project prioritization process based on data and ranking of projects – Have implemented modern MMS and PMS and working on BMS, and along with that effort, a cross asset optimization component to help senior management with investment strategy and tradeoffs. – Financial cash model development to estimate revenues and expenditures 5 and 10 years into the future. – Established Governance office to help coordinate departments efforts and direction. – Established Performance Measurement office to help DOT units with establishment of high level key performance indicators. – Tied individuals performance review to the departments goals and objectives and performance expectations. – Established a 5 and 10 year work plan for the whole department. Performance Programming Process has allowed the Department to make optimal investment decisions based on input from its customers.
Please share any noteworthy activities related to asset management and performance management in your agency Many examples of performance reporting Procuring a new asset management system for all highway assets other than pavements and bridges, for which we already have robust systems and processes. – We used the video-log from our pavement management system to inventory overhead structures (and get x,y coords) and now are using the video log to inventory signs. Three asset management training modules produced: Principles of Asset Management; Roads & Bridges; and Facilities. – Creation of a statewide pavement advisory council – Creation of a data business plan administered by the Asset Management Division, governed by a steering team and guided by communities of interest – Statewide guardrail inventory and lane mile inventory – Internet linkages and data sharing between functional areas including Programming, Data Collection, Monitoring, Pavement Management, Safety and Finance. Many examples of GIS and location referencing systems Backbone Highway System (Interstate and major US and state highways) uses asset management techniques to ensure value-based project scoping; then, an asset management prioritization algorithim, designed to promote maximized long-term system health, is used to select projects within a constrained budget.