Where Have We Been, How Do We Get to the Next Level, and Making Asset Management A Reality

1. Where Have We Been, How Do We Get to the Next Level, and Making Asset Management A Reality Tom Maze, Howard R. Green Co. Omar Smadi, CTRE Dave Plazak, CTRE

2. Presentation Outline • What has been accomplished to date • What, • When and who, • Why • Challenges and conclusions

3. Where are we with respect to widespread deployment Routine Application Training and Dissemination Maturation Evaluations Development of Tools Development of the Science Early Applications and Pilots Outreach and Awareness Conceptualization Commonality of use of TAM Time

4. What? • What is transportation asset management (TAM)?? • TAM is a discipline • TAM is a philosophy • TAM is a group of concepts/principles • TAM is an approach • TAM is a process • TAM is a methodology

5. TAM Definition • AASHTO/FHWA “Asset management is a systematic process of maintaining, upgrading, and operating physical assets cost-effectively.  It combines Engineering principles with sound business practices and economic theory, and it provides tools to facilitate a more organized, logical approach to decision-making.  Thus, asset management provides a framework for handling both short- and long-range planning.’

6. TAM Definition • TRB “Asset management is a systematic process for maintaining, upgrading and operating the physical assets of a transportation system. Asset management employs engineering principles, economic theory, sound business practices, and information systems to determine short and long term resource allocations.”

7. TAM Definition • APWA “Assets management is a methodology to efficiently and equitably allocate resources amongst valid and competing goals and objectives.” • CERF “…it is a decision-making process for identifying optimal (cost-effective) methods for the design, construction, maintenance, rehabilitation, retrofit, replacement, or even abandonment of an asset.”

8. TAM Defined • UK Highway Ministry “Asset management is the systematic process of maintaining, upgrading, and operating assets, combining engineering principles with sound business practices and economic rationale.” • Transport Association Canada “Total Asset Management (TAM) is a comprehensive and structured planning process for developing capital and recurrent programs and budgets. It aims to focuses on customer and community needs, provide quality services and a commitment to excellence to ensure that asset remain productive.”

9. TAM Defined • OECD “A systematic process of maintaining, upgrading and operating assets, combining engineering principles with sound business practice and economic rationale, and providing tools to facilitate a more organized and flexible approach to making the decisions necessary to achieve the public’s expectations.”

10. TAM Definitions • Commonwealth of Victoria, Australia “Asset management is the process of guiding the acquisition, use and disposal of assets to make the most of their service delivery potential and manage the relate risks and costs over their entire life.” • Steps • Needs analysis (demand analysis) • Economic appraisal (valuation) • Integrate with planning process • Budgeting (over entire life-cycle) • Pricing • Economic evaluation of acquisition and disposal options • Recording, valuation and reporting (condition/performance appraisal) • Management in use (maintenance management)

11. U.S. Funding Dedicated sources Privatization Limited use Economy Robust through the 90s Other English Speaking Countries Funding General fund Privatization Widespread Economy Slump through the 90s Comparison of Australian, U.K., New Zealand and Canadian Experience to U.S.

12. What is the Current Backdrop for Asset Management • Use of TAM represents a more systematic management approach • “The public are all investors in the state and federal transportation corporation.” • We need to demonstrate that they (the public) are getting a good return on their investment. Mary Peters, FHWA Administrator • These suggest that transportation agencies must operate more like a competitive business.

13. Examples of Pressure to Improve Return on Investment and Accountability • Streamline environmental review • Greater emphasis on public involvement and stakeholder participation • More emphasis on performance measurement • Extensive privatization of the facility delivery process • Alternatives to traditional design-bid-build project delivery • Design-Build • Design-Build-Operate-Transfer • Warrantees • Etc.

14. What does the heightening of accountability mean to TAM • Open, transparent, inclusive and policy driven TAM processes are more important • TAM applications need to reveal the return on investment • TAM needs to be flexible to consider alternative approaches to delivering services and facilities • Increased pressure to take a business like approach • GASB 34

15. Who and when • Australia, New Zealand, and Canada started in the early to mid 1990s • AASHTO/FHWA Executive Level National Workshops on TAM • 1996 Washington DC • 1997 Troy, NY at RPI • 1999 Scottsdale, AZ • 2001 Madison, WI at U of Wisc.

16. AASHTO • 1997 Created Asset Management Task Force • 1999 Adopted Strategic Plan • Cooperated with NCHRP to: • Initiated an NCHRP Project to Develop Guide, in 1999 • Initiated an NCHRP Project to Document DOT Compliance with GASB 34 in 2001 • Initiated an NCHRP Project on Analytic Tools in 2001 • Anticipated NCHRP Project on Performance Measure in 2002 • 2002 Established this Joint Workshop

17. FHWA • 1999 Established Office of Asset Management • Established as a result of a strategic planning process • Mission • Provide leadership and expertise for TAM • Develop a strategic framework for asset management for roads, tunnels and bridges • Provide technical guidance and assistance • Partner with AASHTO, NCHRP and other governmental groups • 1999 Asset Management Primmer • Initiative focuses • System Management and Monitoring Team • Construction and System Preservation Team • Evaluation and Economic Investment Team

18. TRB • 2000 Established Asset Management Task Force • Coordinate and bring together asset management related activities into the TAM framework • Provide other Committees Guidance on TAM • 2001 started to identify • What we know now • What we need to know • NCHRP synthesis requests

19. TRB Continue • 2002 annual meeting • Decision to apply for committee status • Divided into subcommittees • Goals, Objectives, Planning and Programming • Data Management and Analysis • Implementation • Internal Alignment and External Communication

20. University programs • UTC • University of Wisconsin • Midwest Regional University Transportation Center • Iowa State University • Midwest Transportation Consortium • Other University Initiatives • University Transportation Center, UIC • Institute for Civil Infrastructure SystemsNYU • George Mason University • Infrastructure Systems Engineering, U of Mn • Many others

21. States • Michigan – HB 5396 • Requires asset management approach for all transportation assets • State Transportation Commission will provide oversight • Establish 11 Person Asset Management Council • Common condition assessment and data collect • Establish an asset management strategy and common definition • Requires a joint multi-year road and bridge program • Annual monitoring and reporting to legislature • Funded from Michigan Transportation Fund

22. Iowa • Iowa Statewide System • 1993 develop interjurisdictional steering committee • Started with 23,000 mile federal aid system • Statewide GIS database • Purchase of statewide PMS software license • Combined PMS data, crash record, STIP data, NBI, and traffic counts • 2001 initiated state-bridge management program • 2002 about 31,000 miles under management

23. Other notables • New York DOT • Montana • Colorado • Florida Turnpike Authority • South Carolina • Maine

24. Others Organizations Involved in TAM • GASB – Statement 34 • ASCE • APWA • ACPA • ARTBA • OECD • PIARC • Etc.

25. About AASHTO Strategic Plan • Goal 1: Develop Partnerships • 4 strategies • Goal 2: Develop An Understanding • 7 strategies • Goal 3: Promote Tools and Research • 8 strategies • Goal 4: Inform Members States on Use • 2 strategies • Goal 5: Assist Member States • 4 strategies

26. About the NCHRP First Generation Guide • Phase I • Task 1: Synthesis of Asset Management Practice • Task 2: Development of an Asset Management Framework • Task 3: Prioritize a Research Program • Phase II • First generation Asset Management Guide • Pilot NHI Workshop on the Guide • Held last month in Lansing, Michigan

27. TAM Research Priorities • National Research Partnership • Research Categories • Information Management • 3 issue areas • $5 million per year over 10 years ($50 million) • Decision Support Tool • 5 issue areas • $5 million over 5 years • Implementation • 2 issue areas • $1 million over 3 years • Education • 3 issue areas • $2 million per year over 10 years ($20 million) • Total expenditure $76 million

28. Priorities Continued • Research Priorities From NCHRP Study • Policy and Institutional • 11 projects • $2.3 million • Information, Analytical Tools and Technology • 12 projects • $13.1 million • Planning, Program Development and Delivery • 5 projects • $1.2 million • Training and Information Sharing • 6 projects • $4.5 million • Academic Programs and Materials • 2 focus areas • $6 million • Total estimated expenditure $27.5 million

29. Priorities continued • TRB Task Force • Subcommittee on Data Management and Analysis • Synthesis on state of the practice of data integration • Develop issues for 5th National TAM Conference • Subcommittee on Internal Alignment and External Communications • Synthesis • Communicating the value of preservation to non-transportation professionals • Research topic • Addressing institutional barriers to TAM

30. Priorities continued • TRB task force • Implementation subcommittee • Research Issues • Integrating TAM decision-making across agency offices • TAM approach to multi-modal investments • Use of TAM for strategic/legislative decision making • Creative use of the private sector to more effectively and efficiently manage resources

31. Why • Benefits of TAM implementation • Most evidence of benefits is subjective

32. Conclusions • Conclusions • Lots of who, what and when and weak on why • Where are we with respect to state-of-the-art development • Individual asset management systems are mature • TAM is in outreach/awareness and early application phase

33. Conclusions/Recommendations from MRUTC • Duplication of research efforts and need for collaboration • Conservation and community focus • Interdisciplinary focus • Community leadership

34. Questions • Questions – assuming that we agree that we should press-on? • How do we motivate organizations to implement TAM? • How do we link the TAM agenda to a more practical process? • What parts of the research, development, training, and education agenda should be accomplished by what groups? • How do we finance the agenda?