Implementation Plan


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  • This is a presentation to describe the implementation of Asset Management for ODOT Linear Assets. We’ll discuss some of the core principles of Asset Management and go into detail on the plan to fully implement Asset Management in ODOT. Asset Management is a relatively recent phenomenon in transportation agencies across the United States and around the world. In 2002, AASHTO released a Transportation Asset Management Guide designed to help state agencies, such as ODOT, implement the process of Asset Management within their agencies. ODOT has adopted the goals and principles of the AASHTO’s Transportation Asset Management Guide and intends to implement Asset Management into its every-day business processes and decision-making at all levels, and across all functions, of the organization.
  • ODOT’s Asset Management Strategic Plan acknowledges that ODOT is responsible for both linear and non-linear assets. Linear assets are assets such as guardrail, pavements, bridges, traffic devices, etc. that are generally found along the roadway. Non-linear assets are include items such as facilities, fleet, etc. This plan will focus on linear assets. An Implementation Plan for non-linear assets will be developed in the future.
  • Asset Management draws on the principles of engineering, business management, and economics and makes use of current computer and network technology. For transportation agencies, it provides tools for project and policy decision-making and creates a framework for short- and long-term planning for transportation infrastructure improvements
  • This is the basic decision schematic for any asset. Every asset has a definitive life cycle that varies depending on the asset. For example, a bridge’s life cycle will be significantly longer than striping or pavements. Throughout any asset’s life cycle there are a series of decisions that need to be made. An asset first is planned for to fill a specific functional need. Decisions continue through the Construction Operations and Maintenances phases. As it reaches the end of its life cycle the decision process moves again to the planning arena – do we rehabilitate the asset? – or keep maintaining it – or replace it? Is the asset functional for the conditions currently in effect? How does it function in the overall transportation system? Asset Management provides tools, information and processes to address key decisions throughout an asset’s life cycle.
  • Goals throughout lifecycle: Acquire the right asset Enhance reliability Improve performance Optimize lifecycle Manage risk effectively Add to inventory - Funding expenditure supported by both data and needs analysis Condition/Function Analysis - Gather and maintain current and accurate data Future Needs Analysis - Short & long-term investment planning using life-cycle analysis Present Needs Analysis - Trade-off analyses, both within asset category and system wide across assets
  • This is a brief excerpt from the 15 page FHWA White Paper “Planning and Asset Management”. This document states that asset management is not a new kind of business process that replaces planning and programming but should be viewed as a set of best practices to be employed within the established planning and programming framework.
  • Long-Range Plan Development and Updates - offers opportunity to develop clear policy goals, establish system performance measures, broaden the range of investments and actions included in the planning effort including freight, safety, preventive maintenance, operations, intermodal and multimodal options as appropriate, and broaden the range and level of integration of the data and analysis tools used to support the planning and programming process. All of these areas would support key asset management principles and develop a more comprehensive planning process. Performance Measurement - whether established as part of a long-range plan update or as a stand alone initiative, defining a set of system performance measures is a prerequisite to good asset management. To be successful, measures need to be tied to policy goals and objectives that have emerged from the planning process. Strategic Resource Allocation and Tradeoffs -the planning function is the most logical place to examine strategic resource allocation issues and tradeoffs. These issues need significant support from the skills, tools and data typically found in the planning function. Broadening the role and focus of planning can incrementally broaden the type of tradeoffs that are considered and move an agency toward a more integrated decision-making model consistent with good asset management. Linkage to Programming and Budgeting - the extent to which plans and planning activities influence program and budget decisions varies widely. Unless this linkage is clear and strong the value of planning can be questioned. In a white paper produced for the AASHTO Standing Committee on Planning, the ability to directly impact programming and budgeting decisions was viewed as the single most important criterion for judging the effectiveness of statewide planning. Unless planning is able to influence decision-making its impact on promoting asset management is limited. Data and Analytical Tool Development and Support - ownership and maintenance of specific databases and tools is not the issue, but shared access to, and common definition of, data and joint use and understanding of analysis tools is important. The planning function provides a platform for a more integrated agency-wide data collection and management strategy and the development of new, or enhanced, analytic tools to support a broader and more integrated set of tradeoff analyses.
  • Asset management has come of age because of changes in the transportation environment -Today’s transportation environment is characterized by high user demand, stretched budgets, declining staff resources and a transportation system that is showing the signs of age. changes in public expectations - The public has made significant investments in the construction, maintenance and operation of the Nation’s highway system and expects that Federal, State and local government agencies will be responsible stewards of those investments. Those agencies concur, and they recognize that the public will hold them accountable. extraordinary advances in technology - The advent of increasingly powerful computer systems has made the practice of asset management possible. These computer systems not only put sophisticated analytical tools at a highway staff’s fingertips, but also allow agency officials to perform “what if” analyses that in turn facilitate discussions with other stakeholders.”
  • Objective and based on data analysis to the maximum extent feasible The are political realities that occur but decisions are based on the proactive analysis of options and trade-offs cover all investment areas focus directly on performance goals and service levels And consider life cycle performance
  • ODOT’s Strategic Plan for Asset Management lists 9 Core Principles. Woven into these principles is acknowledgement of the excellent foundational work accomplished to date by each of the management systems. Also, the need to continue to have a strong & vibrant management system for each asset group is vital to the overall success for ODOT and for the Asset Management program. Asset Management will not lessen the competition for resources between Asset groups but it will increase the communication between groups and ensure that decision makers have the best possible data and analysis tools to make the most effective system–wide resource allocation decisions. We’ll talk more about this as we move through this presentation.
  • This graph shows some of the foundational work already accomplished within ODOT. As stated previously, the intent of Asset Management implementation in ODOT is to build on this good foundation and develop a fully integrated system that allows us to allocate resources based on system-wide, cross-asset trade-off analyses.
  • Continue our partnering efforts LOC AOC APWA NW AMUG Asset Management User’s Group PDOT
  • Implementation by individual Strategy Start Date
  • Implementation by individual Strategy Start Date
  • Implementation Plan

    2. 2. <ul><li>ODOT is responsible for managing billions </li></ul><ul><li>of dollars in non-linear and linear assets </li></ul><ul><li>Much of our infrastructure is reaching the </li></ul><ul><li>end of its effective life-cycle </li></ul><ul><li>We have limited resources and many </li></ul><ul><li>competing needs </li></ul>BACKGROUND So… what is the strategic approach for managing ODOT assets…
    3. 3. <ul><li>a Systematic, Strategic & Complete Approach for Maintaining, Upgrading & Operating ODOT’s transportation assets </li></ul>… ASSET MANAGEMENT
    4. 4. DECISION SCHEMATIC Construction Operations Maintenance Planning <ul><ul><li>Bridge </li></ul></ul><ul><ul><li>Pavement </li></ul></ul><ul><ul><li>Culverts </li></ul></ul><ul><ul><li>Illumination </li></ul></ul><ul><ul><li>Signals </li></ul></ul><ul><ul><li>ITS </li></ul></ul><ul><ul><li>Signing </li></ul></ul><ul><ul><li>Rail </li></ul></ul><ul><ul><li>Fleet </li></ul></ul><ul><ul><li>Barriers </li></ul></ul><ul><ul><li>Facilities </li></ul></ul><ul><ul><li>Tide Gates </li></ul></ul><ul><ul><li>Right of Way Retaining Walls </li></ul></ul>
    6. 6. FHWA WHITE PAPER Planning and Asset Management <ul><li>View asset management as a set of best practices to be employed within the established planning and programming framework </li></ul><ul><li>Many asset management core principles are embodied in existing planning regulations (e.g., consideration of alternatives) </li></ul><ul><li>Examining the planning process using the lens of asset management provides an opportunity to explore ways to continue to strengthen the mission of transportation planning - for example, how to: </li></ul><ul><ul><li>Improve connections between long-range planning and resource allocation; </li></ul></ul><ul><ul><li>Strengthen agency and public consideration of preservation and operations investments within the long-range planning process; </li></ul></ul><ul><ul><li>Better integrate environmental considerations throughout the transportation planning and decision-making process - across capacity, operational and preservation investments; and </li></ul></ul><ul><ul><li>Provide a common information resource base to serve multiple activities across the transportation asset life cycle - long-range planning, corridor studies, safety studies, environmental assessments, multi-year capital programming, project development, preventive maintenance and system operations. </li></ul></ul>
    7. 7. <ul><li>Key Planning & Asset Management Linkages: </li></ul><ul><ul><li>Long-Range Plan Development and </li></ul></ul><ul><ul><li>Updates </li></ul></ul><ul><ul><li>Performance Measurement </li></ul></ul><ul><ul><li>Strategic Resource Allocation and </li></ul></ul><ul><ul><li>Tradeoffs </li></ul></ul><ul><ul><li>Linkage to Programming and Budgeting </li></ul></ul><ul><ul><li>Data and Analytical Tool Development </li></ul></ul><ul><ul><li>and Support </li></ul></ul>FHWA WHITE PAPER Planning and Asset Management
    8. 8. <ul><li>AASHTO PERSPECTIVE </li></ul><ul><li>“ Asset Management is a standard for State DOTs and others for making investment decisions and managing the nation’s transportation system. Asset Management should be applied/considered as part of the decision making process at all levels of an organization.” </li></ul><ul><li>FHWA PERSPECTIVE </li></ul><ul><li>“ Asset management is a business process and a decision-making framework that covers an extended time horizon, draws from economics as well as engineering, and considers a broad range of assets. The asset management approach incorporates the economic assessment of trade-offs among alternative investment options and uses this information to help make cost-effective investment decisions.” </li></ul>
    9. 9. <ul><li>Broad-based looking at the </li></ul><ul><li>system as a whole </li></ul><ul><li>Objective </li></ul><ul><li>Made using cross-asset trade-off analyses </li></ul><ul><li>Based on life-cycle costs of assets </li></ul><ul><li>Pro-active </li></ul>USING ASSET MANAGEMENT Funding Allocation Decisions Will Be:
    10. 10. ODOT’s assets are managed strategically by utilizing integrated and systematic data collection, storage, analysis and reporting standards on a broad range of transportation system assets, optimizing funding and life cycle decisions for operations, maintenance and construction business functions. ODOT ASSET MANAGEMENT VISION
    11. 11. <ul><li>to put in place the plans, people, processes and products that enable ODOT to implement accepted Asset Management practices in a timely and cost-effective manner; and </li></ul><ul><li>to continually monitor and improve Asset Management implementation over time. </li></ul>Recognizing that Asset Management is a process or methodology that ODOT can use to cost-effectively deliver an efficient, effective, reliable and safe transportation service, the mission of ODOT Asset Management is: We do this so that benefits to ODOT in the areas of accountability, communication, risk management and financial efficiency can be realized. ODOT ASSET MANAGEMENT MISSION
    12. 12. <ul><li>ODOT’s Asset Management Implementation will: </li></ul><ul><li>Use National and International Best Practices </li></ul><ul><li>Build on Existing ODOT Management System Work </li></ul><ul><li>Incorporate Lessons Learned in Region 2 Pilot Project </li></ul><ul><li>Include a High-level Assessment of all ODOT Assets </li></ul><ul><li>Be a Staged Approach Drilling in on a Prioritized List of Assets </li></ul><ul><li>Incorporate Asset Management Principles and Practices Into ODOT Daily Work Function </li></ul><ul><li>Propose a 3 Year Implementation Timeline with Dedicated Resources </li></ul>IMPLEMENTATIONPRINCIPLES
    13. 13. <ul><li>Full Time Dedicated Resources/Skill Sets Needed </li></ul><ul><li>Program Manager </li></ul><ul><li>Operation and Policy Analysts </li></ul><ul><li>Business Process Analyst </li></ul><ul><li>Data Analyst </li></ul>RESOURCE ASSUMPTIONS Appropriate Business Line staff, including IS resources, committed to working as needed on Asset Management items
    14. 14. <ul><li>Goals – Define priority areas </li></ul><ul><li>Objectives – Provide quantifiable targets to achieve goals </li></ul><ul><li>Strategies – Identify specific tactics to reach objective </li></ul><ul><li>Action Items – Describe specific steps to complete strategy </li></ul>IMPLEMENTATION PLAN
    15. 15. <ul><li>Data Collection </li></ul><ul><ul><li>Trusted, consistent & accurate data is key </li></ul></ul><ul><li>Data Storage </li></ul><ul><ul><li>Need reliable and complete system </li></ul></ul><ul><li>Analysis Software </li></ul><ul><ul><li>Must be able to integrate data and perform cross-asset analysis </li></ul></ul><ul><li>Reporting Software </li></ul><ul><ul><li>Must be automated, flexible & easy to use </li></ul></ul><ul><li>Decision Making Process </li></ul><ul><ul><li>Funding allocation decisions that are broad-based across asset categories using life-cycle approach </li></ul></ul>KEY AREAS FOR IMPLEMENTATION
    16. 17. <ul><li>GOAL 1 </li></ul><ul><li>A robust Asset Management Data Collection and Storage System that contains corporate data for transportation features and their condition that is consistent, unduplicated, understandable, reliable, accurate, current and owned by the responsible ODOT Business Line. </li></ul>
    17. 18. <ul><li>Identify data currently collected for each asset group </li></ul><ul><li>Create a catalog and data dictionary for each asset group including items such as: </li></ul><ul><ul><li>Definitions </li></ul></ul><ul><ul><li>Frequency of data collection </li></ul></ul><ul><ul><li>Method of data collection e.g. field, video, construction plans, etc. </li></ul></ul><ul><ul><li>Referencing System used e.g. Hwy/MP, GPS, Lat/long, etc. </li></ul></ul><ul><ul><li>Storage & retention processes </li></ul></ul><ul><ul><li>QC/QA </li></ul></ul><ul><li>Determine data required for cross-asset analyses and perform gap analysis </li></ul><ul><li>Develop data quality improvement plans, as needed </li></ul><ul><li>Develop corporate data policy that includes; definitions, collection methods, storage models, reference processes, data sharing agreements, data integration models, etc. </li></ul>GOAL 1 QUALITY DATA
    18. 19. <ul><li>GOAL 2 </li></ul><ul><li>An automated, flexible and complete Asset Management Data Reporting System that performs cross-asset analysis and monitors the inventory, condition and performance of assets within ODOT’s jurisdiction. </li></ul>
    19. 20. <ul><li>Identify analytical and reporting tools and software used by each asset group </li></ul><ul><ul><li>Software capabilities, use and decisions supported </li></ul></ul><ul><ul><li>Document life-cycle models, deterioration & inflations rates used </li></ul></ul><ul><ul><li>Use of condition & performance data </li></ul></ul><ul><ul><li>Project development and scoping support </li></ul></ul><ul><li>Perform gap analysis and develop Improvement Plans, as needed </li></ul><ul><li>Develop an Asset Management Data Analysis & Reporting System </li></ul><ul><ul><li>Perform pilot project using Asset Manager NT/PT or other selected software </li></ul></ul><ul><ul><li>Assess opportunities and develop plan to use existing tools such as TransGIS, TransViewer, etc. </li></ul></ul><ul><li>Develop and implement a corporate data analysis and reporting policy </li></ul><ul><li>Develop Annual Status Report for each asset group </li></ul>GOAL 2 DATA ANALYSIS & REPORTING
    20. 21. <ul><li>GOAL 3 </li></ul><ul><li>Implement a decision process so that funding allocation decisions are broad-based across various asset categories and focuses on life-cycle management of ODOT assets. </li></ul>
    21. 22. <ul><li>Assessment of current ODOT decision processes </li></ul><ul><li>Perform gap analysis and develop a system wide decision model </li></ul><ul><li>Develop and implement a Communication Plan </li></ul><ul><li>Develop and implement a Training Plan </li></ul><ul><li>Develop and implement key performance measures to support life-cycle cost, performance-based decision approach </li></ul><ul><li>Incorporate language supporting the development and implementation of Asset Management into core ODOT documents </li></ul><ul><ul><li>Core corporate documents </li></ul></ul><ul><ul><li>Position descriptions </li></ul></ul>GOAL 3 DECISION PROCESS
    22. 23. <ul><li>Complete Region 2 Pilot Project </li></ul><ul><li>Complete an Implementation Plan that contains: </li></ul><ul><ul><li>Specific strategies & action steps </li></ul></ul><ul><ul><li>Assessment of timelines </li></ul></ul><ul><ul><li>Refinement of resource needs </li></ul></ul><ul><li>Ramp up communication </li></ul><ul><ul><li>Presentations to Central and Regional Teams </li></ul></ul><ul><ul><li>Use of tools such as Website, Brochure & Fact Sheet </li></ul></ul>NEXT STEPS
    23. 24. DRAFT IMPLEMENTATION CHART (by Start Date)
    24. 25. DRAFT IMPLEMENTATION CHART (by Start Date)
    25. 26. FOR MORE INFORMATION <ul><li>Strategic Plan </li></ul><ul><li>Communication Plan </li></ul><ul><li>Implementation Plan </li></ul><ul><li>Brochure </li></ul><ul><li>Fact Sheet </li></ul><ul><li>ODOT Asset Management Website </li></ul><ul><li> </li></ul><ul><li>FHWA Office of Asset Management Website </li></ul><ul><li>http:// </li></ul><ul><li>AASHTO Transportation Asset Management Today Website </li></ul><ul><li> </li></ul>