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TAM Guide Webinar 1: Applying the Guide

TAM Guide Webinar 1: Applying the Guide. FHWA and AASHTO Sponsored Webinar Series on the AASHTO Transportation Asset Management Guide – A Focus on Implementation. November 2, 2011. AASHTO Transportation Asset Management (TAM) Guide.

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TAM Guide Webinar 1: Applying the Guide

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  1. TAM Guide Webinar 1: Applying the Guide FHWA and AASHTO Sponsored Webinar Series on the AASHTO Transportation Asset Management Guide – A Focus on Implementation November 2, 2011

  2. AASHTO Transportation Asset Management (TAM) Guide • Provides a strategic framework for asset management • Address strategic questions as transportation agencies manage their surface transportation system • Establishes a common language for TAM practice and includes commonly used definitions • Realize the most from financial resources now and in the future to address • Preserving highway assets • Providing the service expected by customers • Focuses on approaches that an agency can take and use • Lessons that come from practical experience of agencies that are implementing asset management today

  3. NCHRP 8-69: Supplement to the AASHTO Transportation Asset Management Guide: Volume 2 – A Focus on Implementation • Supplement AASHTO’s TAM Guide Vol.1 with a second volume that focuses on establishing and executing TAM programs in transportation agencies, with particular attention to highway assets. • Document the benefits of TAM. • Provide additional guidance for implementing asset management concepts, principles, performance targets, strategies, tools, analysis methods, data collection, and application of management system information based on the framework presented in Vol. 1. • Include examples of: • Use of tools for evaluating return on investment and improving economic efficiency, resource allocation, and budgeting decisions; • Strategies for enhancing communication and information sharing among decision-makers and elected officials; and • Ways that ERP systems can effectively support TAM.

  4. Intended Audience for TAM Guide • User groups: • State Departments of Transportation • Federal Highway Administration • Local planning organizations, and transportation practitioners • Decision makers • Other potential users: • Consultants • Software and tool developers • Educators • Researchers

  5. TAM Guide Webinar Series • Webinar 1: Applying the Guide • Overview of how the TAM Guide can help transportation agencies improve efficiency and effectiveness • Scenarios such as “Making the Case for Funding,”“Extending Asset Useful Life,” and “Improving Safety Performance” • Webinar 2: Guide Overview and Getting Started • General overview of the entire Guide, covering underlying framework and each section of the Guide • Strategies for using the guide including instructions on how an agency can get started on using the Guide to begin improving and/or implementing asset management • Webinar 3: The Transportation Asset Management Plan (TAMP) • Importance of getting an organization aligned to embark on an asset management improvements process using the TAM Guide • Key focus on the development and use of the TAMP • Webinar 4: Tools & Techniques for Implementing the TAMP • Discussion of the various management systems and tools and techniques described in the Guide and illustrations of their effective use • Specific cases of how agencies have used management systems and tools and techniques described in the Guide

  6. Webinar 1 Objectives • Help you understand HOW the TAM AM Guide can be used by your agency to add value • Provide a series of scenarios that will resonate with YOU • Illustrate the use of the Guide to address the need in each scenario • Gain interest in remainder of the TAM AM Guide webinars

  7. Webinar 1 Agenda • Quick TAM Guide Overview • HOW the Guide Can Provide Assistance • Scenarios • Interest in TAM but not sure whether it will be worthwhile and what to do first • Preservation, maintenance, and financial needs poorly linked • Need a better long-term resource allocation strategy • Want to implement a risk performance measure, want to develop predictive models for asset condition • Have a PMS and BMS – want to expand to other assets • A leader in asset management nationally – want to get better • Q & A and Wrap Up

  8. TAM Definition • Transportation asset management is a set of concepts, principles, and techniques leading to a strategic approach to managing transportation infrastructure. • Transportation asset management enables more effective resource allocation and utilization, based upon quality information and analyses, to address facility preservation, operation, and improvement. • This concept covers a broad array of DOT functions, activities, and decisions: e.g., transportation investment policies and priorities; relationships and partnerships between DOTs and other public and private groups; long-range, multimodal transportation planning; program development for capital projects and for maintenance and operations; delivery of agency programs and services; and real-time and periodic system monitoring and data processing. • All of these actions are accomplished within the limits of available funding.

  9. 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

  10. TAM Guide Road Map – 14 Steps to Implementation Part Two Part One

  11. TAM Improvement Path Performance Measures used to monitor progress

  12. Asset Management and Performance Management Relationship • Performance-based decision making is one of the core principles of TAM • Performance measures and targets must be an integral part of an agency's TAM process. This can be achieved at several critical points and can be used for several reasons: • As the practical expression of business goals and objectives that reflect customer expectations and realistic funding targets • As guidance to procedures and criteria used at key decision points • As the basis for system monitoring to obtain indications of performance resulting from investments • As signals of change through feedback to strategy formulation

  13. Funding and Asset Performance

  14. Performance Framework

  15. Surface Transportation Authorization – Greater Performance Orientation Tied to Assets The National Highway Performance Program • Consolidates the Interstate Maintenance program, the National Highway System program, and part of the Highway Bridge Program into a single program that focuses on the most critical 222,000 miles of roads in the nation. • Provides States with increased flexibility in their use of funds if they adequately maintain the condition of their Interstate system and bridges.

  16. 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

  17. The TAMP is an Accountability Mechanism Linking Strategy to Performance Measurement and Program Delivery

  18. TAM Guide 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.

  19. Using the TAM Guide – Possible Agency Scenarios • Interested in how TAM can be of benefit – but not sure whether it’s worthwhile or what to do first • Preservation / maintenance financial needs and new investment are poorly linked • Want to be able to better allocate resources and funds over the long term • Have a small number of areas to focus on, for example, risk, performance measurement, predictive modeling, but not sure how to best tackle them • Have effective asset management systems in some areas (e.g. pavement management) – but aware of the need to have systems and data for other assets as well • Aspire to be best in class

  20. Scenario 1 – Just Getting Started Interested in how TAM can be of benefit – but not sure whether it’s worthwhile or what to do first. • Agency does not have many asset management components in place • Management systems are only used to do federal reporting • Processes are not well documented within the agency • Funding decisions are politically driven • New leadership in agency – wants to make improvements • How can the TAM Guide help me?

  21. Scenario 1 – How the TAM Guide Can Help Interested in how TAM can be of benefit – but not sure whether it’s worthwhile or what to do first. 1 Understand Transportation Asset Management (TAM) and how it could help your agency 2 Conduct Self Assessment for first TAM Guide 3 Conduct Gap Analysis – determine your agency’s maturity level 4 Determine what areas you want to focus on for improving your agency’s performance

  22. 1 Understand Transportation Asset Management (TAM) and how it could help your agency Chapter 1 provides multiple resources for better understanding TAM and its benefits

  23. 2 Conduct Self Assessment from first TAM Guide • Policy Goals and Objectives • How does policy guidance benefit from improved asset management? • Planning and Programming • Do resource allocation decisions reflect good practice in asset management? • Program Delivery • Are appropriate options and management methods used to deliver the program? • Information and Analysis • Do information resources effectively support asset management policy and decisions?

  24. 3 Conduct Gap Analysis – determine your agency’s maturity level 1. No effective support from strategy, processes, or tools. Lack of motivation to improve. 2. Recognition of a need, and basic data collection. Reliance on heroic effort of individuals. 3. Shared understanding, motivation, and coordination. Development of processes and tools. 4. Expectations and accountability drawn from asset management strategy, processes, and tools. 5. Asset management strategies, processes, and tools are routinely evaluated and improved.

  25. 4 Determine what areas you want to focus on for improving your agency’s performance • Many different reasons exist for why TAM implementation is needed in an agency • Focusing on the one that is right for your agency at this time is critical for TAM success in delivering improved results • The focus area that is chosen will drive the planning activities that will lead to a good Transportation Asset Management Plan (TAMP)

  26. Scenario 2 – Proactive Maintenance Linked to Preservation Strategy Preservation / maintenance financial needs and new investment are poorly linked. • Maintenance management has been work tracking focused • Management systems and tools support operational needs to manage crews and get the work done • Few tools and models exist to think proactively about connecting maintenance activities to overall agency investment planning • Want to better connect maintenance funding to overall agency investment planning • How can the TAM Guide help me?

  27. Scenario 2 – How the TAM Guide Can Help Preservation / maintenance financial needs and new investment are poorly linked. 1 Look at guidance on maintenance processes 2 Integrating agency budgeting and planning – connecting maintenance with capital decision-making 3 Apply maintenance levels of service concept into the budget development process 4 Look at the New Zealand Transport Agency case study to see if it could be a model for your agency

  28. 1 Look at guidance on maintenance processes Figure 6-25. Maintenance Tasks Figure 6-26. Maintenance Planning Logic

  29. 2 Integrating agency budgeting and planning – connecting maintenance with capital decision-making Figure 3-3. Linking Asset Management Plans to Strategic Plan Outcomes

  30. LOS? LOS? LOS? 3 Apply maintenance levels of service concept into the budget development process Definition: To provide a desired level of service in the most cost effective manner for present and future customersSo we can’t minimize our whole of life costs until we know what service we are delivering. No service at all would give us the lowest costs!! Figure 2-11. Evaluating a Preventive Maintenance Scenario

  31. 4 Look at the New Zealand Transport Agency case study to see if it could be a model for your agency Figure D-4. Total Solutions Challenge: Functional Relationship

  32. Scenario 3 – Long Term Resource Allocation Want to be able to better allocate resources and funds over the long term. • Agency currently uses a combination of needs information and revenue projections to set and distribute M&O allocations • The funding outlook for the agency’s program is bleak – funding over the next five years expected to be generally less than current levels • Agency leadership is asking managers to propose ideas for cutting costs and streamlining operations • Want to develop a long-term investment plan/program that demonstrates how smarter spending today will yield greater results in the future • Want to develop a plan that is used by the agency over the long term

  33. Scenario 3 – How the TAM Guide Can Help Want to be able to better allocate resources and funds over the long term. 1 Understand the budgeting and performance relationship 2 Demonstrate the impacts and costs of under investment 3 Use GASB 34 modified approach – Depreciated Replacement Cost valuation 4 Create a TAMP to connect all of the components to make your case for a long-term funding approach

  34. 1 Understand the budgeting and performance relationship Figure 4-8. The Budgeting Continuum VDOT Example

  35. 2 Demonstrate the impacts and costs of under investment Figure 7-1 Road Map for Performance Information from Sources to Goals Investment Candidate File • Providing the input for resource planning applications; • Forecasting future agency performance and comparing to targets and commitments; • Supporting allocation of funding among modes, asset types, and action categories in a way that optimizes accomplishment of the agency mission; • Providing a basis upon which senior management and the agency's board can make sound, informed decisions on annual and longer term asset preservation (maintenance and replacement) and enhancement programs.

  36. 3 Use GASB 34 modified approach – Depreciated Replacement Cost valuation • Financial accounting requirement – GASB 34 • Historical value is of little AM use as it stands • Modified approach can produce information of use to asset managers • Depreciated Replacement Cost valuation (GASB 34 Modified Approach) allows useful AM information to be gained • DRC method is explained in the Guide, along with an example Figure 7-11. Depreciated Replacement Cost Valuation

  37. Start where you are now Document what you do now and currently planned asset management improvements Populate the ImprovementPlan as you write the TAMP, use it to fill gaps that you do not have the time or information to fill now. Prioritize the IP and allocate resources to it Use the plan and give effect to the improvement plan Repeat the cycle from 2. 4 Create a TAMP to connect all of the components to make your case for a long-term funding approach Figure 4-2. Stages in Writing and Updating the TAMP

  38. Scenario 4 – Targeted Tools and Methods Have a small number of areas to focus on, for example, risk, performance measurement, ERPxTAM relationship, but not sure how to best tackle them. • Have an TAM program in place but need to improve on specific aspects of TAM • Want to introduce risk as a component of the TAM decision-making • Want help in better integrating performance measures to agency operations and management • Need to understand how ERPs can support TAM • How can the TAM Guide help me?

  39. Scenario 4 – How the TAM Guide Can Help Have a small number of areas to focus on, for example, risk, performance measurement, ERPxTAM relationship, but not sure how to best tackle them. 1 Factoring risk in TAM 2 Improve the use of performance measures in the asset management program 3 Ensuring that the ERP implementation maximized the opportunities for improving TAM

  40. Figure 5-9. Typical Risk Management Framework Risks may be scalar (expressed in numerical terms) or categorical. 1 Factoring risk in TAM Figure 5-10. Risk Likelihood and Consequence Categories

  41. 2 Improve the use of performance measures in the asset management program Figure 3-9. Roles of Performance Measures in Aligning the Organization

  42. 3 Ensuring that the ERP implementation maximized the opportunities for improving TAM 8.3.1. ERP X TAM Relationship • Master data management • Source system of record, maintain unique asset identifiers • Ensure that asset and activity identifiers are kept in sync between systems • Mapping and crosswalks may need to be established • Work scheduling • Manage work requests and create work orders • Identify labor, materials and equipment availability and assign to activities • Work history • Store history of work done by asset, activity type, and location – used by TAM to develop performance models and aid in treatment selection • Work resource requirements and costs • Source of unit costs for labor, materials, and equipment – used to store resource utilization and provide data for planning-level costing models • Project and contract management • Used to manage cost, funding, and schedule info on planned, current, and completed projects – used for treatment selection and multi-year program development

  43. Scenario 5 – Management Systems for “Other” Assets Have effective asset management systems in some areas (e.g. pavement management) – but aware of the need to have systems and data for other assets as well. • Agency has established management systems and prioritized funding for bridges and pavements • AASHTO’s Pontis BMS • Agile Assets PMS • Other assets such as guardrails, ITS devices, and signs need better proactive management • No system to support assessment of M&O needs and required funding • Funding for these assets ranks lower in priority to pavement and bridges – in most cases, this does not adequately address needs for these assets • What tools exist that my agency can use for assets other than bridges and pavements? • Are there ways to integrate new tools with bridges and pavements?

  44. Scenario 5 – How the TAM Guide Can Help Have effective asset management systems in some areas (e.g. pavement management) – but aware of the need to have systems and data for other assets as well. 1 Determine the assets that you want to add to your management system portfolio Determine what parts of the typical management systems apply to each additional asset and if any existing system can support additional assets 2 3 How will the additional capabilities of your management systems be used in your decision-making process?

  45. Pavements Shoulders Bridges Tunnels Culverts and drainage structures Noise barrier walls and retaining walls Sign and signal structures and high mast light poles Guardrails, barriers, and impact attenuators Lighting Sidewalks Traffic signals Intelligent Transport Systems (ITS) Surveillance, monitoring, and control equipment Signs Pavement markings Rest areas, toll plazas, and weigh stations Maintenance depots, pump houses, and communications buildings Other modal infrastructure (e.g., bicycle facilities, transit assets, etc.) 1 Determine the assets that you want to add to your management system portfolio 4.2.2. Types of Assets Typically Considered

  46. Determine what parts of the typical management systems apply to each additional asset and if any existing system can support additional assets 2 Figure 8-1. Data, Functional, and Technology Components of a TAMIS Asset Inventory Asset Condition Work History Programs & Budgets Data Functional Components Inventory Mgt Condition, Perf & Utilization Tracking Condition & Perf Prediction Treatment Selection & Resource Allocation Work Planning & Tracking Support Field Data Collection System Geospatial Processing Interfaces Database Application Software Technology Components Work Recommendations Predicted Future Performance Investment Scenarios Outputs

  47. 3 How will the additional capabilities of your management systems be used in your decision-making process? Figure 8-2. TAMIS Integration Framework

  48. Scenario 6 – Continuous Improvement Aspires to be best in class. • Agency is the model for how asset management should be practiced in a DOT • Management systems exist for key assets • Key decisions are supported by good data • TAM looks long-term planning and links to short-term actions • Want to continue to excel and make sure that mechanisms are in place to monitor good practice and results • How can the TAM Guide help me?

  49. Scenario 6 – How the TAM Guide Can Help Aspires to be best in class. 1 Achieve the highest level of maturity in the gap analysis tool 2 Use principles of continuous improvement to ensure that your processes are results are working optimally

  50. 1 Achieve the highest level of maturity in the gap analysis tool Figure 2-8. Data Maturity Progression Asset management strategies, processes, and tools are routinely evaluated and improved.

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