AASHTO Asset Mgmt Committee
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AASHTO Asset Mgmt Committee






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  • Selected agencies with AM programs in a variety of development. Selected 11 champions for a peer-to-peer exchange of knowledge Reviewed techniques, processes and tools used in each of interviewed agencies. Identified lessons learned and areas for improvement. Documenting innovations and planning on distribution of information to a wide audience starting with you this evening. Follow-up on implementation
  • Panel Membership Georgia Tech, FHWA (4), Michigan, Ohio, North Carolina, Vermont, Oregon. Destinations Florida, Michigan, Ohio, Oregon, Utah, Minn. DOT’s, Cities, Counties, other local agency agencies.
  • Champion: Success of the asset management process was directly linked to the actions of an asset management champion or champions within the organization. Until AM becomes institutional in the operating procedures of the agency, the role of the champion was especially critical. One of the most important starting points for implementation is to conduct an organizational self assessment. AASHTO Asset management Self Assessment Guide was pointed to by most as a very useful tool. No one organizational model was determined to be best. Team approach used in defining and implementing AM processes. Customer focus: surveys to users; some performance measures were set based upon public perceptions. Performance Measures: Indicators for system monitoring used in annual personnel evaluations. Tied to modernization funding for region. Selecting PM that reflect the most important factors is sometimes difficult. Setting initial thresholds usually based on history. Scenario Analysis: Showing consequences on performance measures was one of the most effective methods of convincing decision maker of the need for investment. Risk Analysis: Very little evidence. RA allows determination of economic and societal costs associated with infrastructure failure and to to incorporate these costs into the analysis process.
  • Worst First: The most successful AM processes have moved away from a worst first investment strategy, and instead have adopted investment principles that are based on life cycle costing that result in the most cost effective preservation and maintenance strategies. Hard to explain to public but AM examples suggest that such an investment strategy does provide a defensible and effective approach to infrastructure stewardship. Preservation First: Investment priorities U.S. wide. Competes against congestion and need for capacity improvements to handle growth. Data is an Asset: Regarded as an important decision support function. Periodically examine if the right data were being collected . Agencies become better consumers of data once they understand their asset management process. Strategy = “collect once, use often” Communication: the need to promote cross organizational coordination in an AM process has let to more effective planning and decision making in the agency. Funding: AM approach is a very powerful tool in communicating to elected officials the needs and consequences of investing (or not investing). New Technologies for data collection: Special Vans, lap tops combined with GPS, probe vehicle sensors and satellite technology. PM – Modify Behavior. It is essential that an agency have its own performance measures/criteria documented whether they are performing maint activities in-house or through a private contract.

AASHTO Asset Mgmt Committee Presentation Transcript

  • 1. Overview of the Transportation Asset Management Domestic Scan presented to AASHTO Subcommittee on Asset Management presented by Paul R. Wirfs Oregon Department of Transportation October 27, 2006
  • 2. Overview of Scan
    • Sponsored by AASHTO and FHWA through NCHRP 20-68, Domestic Scan Pilot Program
    • Objectives
      • Identify, disseminate and promote best practices in transportation asset management
      • Provide feedback on the effectiveness of the domestic scan program
    • Scan conducted over two weeks in August and September, 2006
  • 3. Scan Format and Concept
    • Select agencies
    • Select champions
    • Review
    • Lessons learned
    • Document
    • Follow-up
  • 4. Scan Participants Agencies Interviewed Both Scan team members
  • 5. Agencies Interviewed
      • City of Portland, Oregon
      • Florida DOT
      • Florida Turnpike
      • Grand Valley Metropolitan Council (Michigan)
      • Hillsborough County (Florida)
      • Kent County Road Commission (Michigan)
      • Michigan Transportation Asset Management Council
      • Michigan DOT
      • Minnesota DOT
      • Ohio DOT
      • Oregon DOT
      • Pacific Northwest Asset Management User Group
      • Southeastern Michigan Council of Governments
      • Utah DOT
  • 6. Overarching Themes
    • Successful implementation:
      • Champion
      • Organizational Self Assessment
      • Organizational Model
    • Power Tools:
      • Customer Focus
      • Performance Measures
      • Scenario Analysis
      • Risk Analysis*
  • 7. Overarching Themes, continued
    • Results
      • Move Away from “Worst First”
      • Preservation First
      • Data is an Asset
      • Enhanced Communication
      • Strong justification for funding
      • Data Collection – New Technologies
      • Performance Measures – Behavior Modifier
    • “We want the owner of the task to own the data.”
    • --Gordon Proctor, Director, Ohio DOT
    • “We know our assets; we know their condition; we know how to predict deterioration; we know what needs to be done.”
    • --Michigan DOT official
    • Asset Management, in many ways, represents a “revenge of the nerds,” . . . We are providing a rational basis for an investment process that can be inherently political.
    • --SEMCOG Official
    • “Asset management is as much about pulling all the players together for a common purpose as it is about its technical aspects.”
    • --Michigan Asset Management Council official
    • “Asset management provides a forum for a common vision and language. It has given the Michigan DOT a sense of purpose.”
    • ---Michigan DOT official
    • “We don’t think about it as asset management….it simply is what you are supposed to do.”
    • --Gordon Proctor, Director, Ohio DOT