Transportation Asset Management The New Business Model for Transportation Agencies Presented at the National Transportation Training Director’s Conference New Orleans, LA October 12,2011 by Michael Bridges, P .E. Undersecretary – Office of Management and Finance Louisiana Department of Transportation and Development 1
Contents • What is Transportation Asset Management? • Why should you care? • Training Resources • TAM at LADOTD 2
What is Transportation Asset Management? Is it a…. Planning System? Strategic Management System? Performance Management System? Work Order System? Asset Inventory System? Budgeting System? It’s all of these and more. 3
Perspectives on TAM Transportation Asset Management is a strategic and systematic process of operating, maintaining, upgrading and expanding physical assets effectively throughout their lifecycle. It focuses on business and engineering practices for resource allocation and utilization, with the objective of better decision-making based upon quality information and well defined objectives. Engineering Finance (NCHRP Report 632) Management Marketing Economics Leadership Culture …the business of infrastructure … 4
TAM covers a wide portfolio of assets Pavements Bridges Tunnels Other structures such as retaining walls, culverts, sign structures, etc Curbs, channels, dams, and drainage facilities Barriers, railings, and medians Road signs Pavement markings Traffic signals and control equipment Intelligent transportation systems (ITS) Street lighting Sidewalks Bicycle lanes and paths on the right of way Parking facilities such as pay and display machines, parking meters Rest areas Maintenance buildings and equipment Landscaping 5
The importance of infrastructure Infrastructure underpins national economies and supports lifestyles It’s often taken for granted by the community until it fails It represents a major investment by communities progressively built up over a long period It provides a platform for economic growth and social development 6
TAM principles are intended to stimulate strategic thinking about transportation infrastructure What do we want to accomplish, and why? Do we need to change the current business model to achieve these objectives? What resources are available to succeed in this mission? How do we measure success? 7
TAM Business Model – Five Core Questions What is the current state of my assets? What are my required levels of service and performance delivery? Which assets are critical to sustained performance delivery? What are my best investment strategies for operations, maintenance, replacements and improvement? What is my best long-term funding strategy? FHWA Multisector Asset Management brochure 8
Evolution of TAM in the US Performance management growing in importance – federal reauthorization, AASHTO SCOPM 2000’s AM Guide Vol. 2 project initiated ERP implemented with TAM integrated or at least architected Greater use of AM principles in everyday DOT activities – policy link to decisions, PMs, data mgt Greater use of pavement and bridge management systems in state DOTs AM Guide Vol. 1 project initiated ISTEA, federal transportation authorization requires six management systems 1990’s Many agencies initiate management system efforts – most with limited success FHWA creates Office of AM, AASHTO creates subcommittee on AM Interest in AM grows in state DOTs as they face growing needs and limited resources Pavement Management Systems used in some agencies 1980’s A few custom bridge management systems in place Initiation of Pontis BMS effort by FHWA Program management approaches used by a few agencies 9
Today’s Challenges Grow ing Travel Volume and Congestion Increasing Use of Aging Technology to Infrastructure Solve Problems Networks Limited Financial Resources Grow ing Pressure Nationally and Locally for Performance and Accountability 10
TAM will assist agencies meet the challenges Greater accountability to the public and funding agencies. Maximizing use of resources within a highly constrained funding environment. Linking investment levels to infrastructure condition and transportation system performance. Preserving assets and improving safety in the face of growing impacts and costs of asset deterioration. Public expectations for more sustainable transportation solutions. 11
Surface Transportation Authorization Act is coming Achieve national objectives Establish local transportation plans Improve project delivery Greater transparency, accountability, oversight, and performance measures 12
Will Performance Measures be in the Next Transportation Bill? If so… How will we measure? What will we measure? Will there have to be a new system of reporting? What will be the consequences for failure? How can I insure that my organization is successful? One solution would be to use the principles of Transportation Asset Management 13
TAM is a resource for responding Clear federal role and national objectives Consolidate and simplify programs Performance standards and accountability measures Expand mobility and access for people and goods Improve liveability and environmental sustainability of communities Improve efficiency of federal programs and delivery of projects 14
TAM shows how to realize the benefits TAM enables better use of existing funds – by better quantifying current and future performance and optimizing the agency’s decisions. TAM improves agency competitiveness for limited funds – by improving the agency’s credibility, and its knowledge of the long term needs of assets. TAM helps build constructive political relationships – by providing hard information that can be readily understood. 15
Why should Transportation Training Professionals care? 16
Most Transportation Agencies Need Help with Implementation of a TAM Business Model Some agencies have mature well-developed TAMPs. Other agencies have mature pavement and bridge management systems but have no TAMP to link them. Some agencies are in the “emerging” stage Some agencies don’t see the point Change management and training is critical 17
Agency Training Directors are in a unique position to help Access TAM resources Set up Structured training courses Provide facilitated sessions to educate and organize To help drive the change 18
TAM Resources 19
AASHTO Asset Management Guide – Volumes 1 and 2 TAM Guide Volume 1 was released in 2003 and was used to develop the NHI Course on Asset Management. TAM Guide Volume 2, “A Focus on Implementation” was the result of the NCHRP 08-69A Research Project started in 2008 and completed in the Spring of 2011 The NHI course on TAM is presently being updated to incorporate changes in nomenclature reflected in Volume 2. Additional NHI course(s) are in development 20
Intended audience for TAM Guide User groups: Federal Highways Administration State Departments of Transportation Local planning organizations, and transportation practitioners Decision makers Other potential users: Consultants Software and tool developers Educators Researchers 21
How can the Guide be used? As a modular, resource document As a sequence of implementation steps For knowledge transfer and bridging the gaps 22
AASHTO TAM Guide Volumes 1 and 2 are interlinked TAM Guide Volume II: TAM Guide Volume I Focus on Implementation Part 1 Business strategy Introduction Chapter 1 Set direction for TAM Chapter 2 TAM principles and practices Management, leadership, and culture Align the organization Self- Goals and Chapter 3 assessment objectives Information and analysis Planning and Develop a TAM plan programming Review Strategic action Chapter 4 plan for improvement Program delivery Part 2 Strengthen Strengthen System Implement enabling information monitoring and improvements processes systems and data performance Chapters 5, 6, 7 Chapter 8 Identify TAM maturity level and gaps TAM implementation Appendices and case 23 studies
TAM Guide 2 road map – 14 steps to implementation … Part One Part Two 24
… plus case studies 25
TAM Guide shows how to tie funding to performance based outcomes TAM helps move away from formula based funding allocation to performance based TAM ties performance based levels of service to agency objectives Define performance outcomes Set LOS Make program decisions Optimize use of funds to achieve performance objectives Measurable outcomes that can be tied to the delivery of annual plans and programs 26
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