Transportation Asset Management Webinar Series Webinar 18: Coordinating Across Plans
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1 Transportation Asset Management Webinar Series Webinar 18: Coordinating Across Plans Sponsored by FHWA and AASHTO With support from the FHWA TAM ETG Submit questions and comments using the webinar s Q&A feature Webinar 18 December 9, 2015
2 FHWA-AASHTO Asset Management Webinar Series Sharing knowledge is a critical component of advancing asset management practice This is the 18th installment in a webinar series that has run since 2012 Webinars are held every two months, on topics such as Investment Planning and Trade-off Decision Making, TAM Organizational Frameworks, and more We welcome ideas for future webinar topics and presentations Submit your questions using the webinar s Q&A feature Next webinar: February 10, :00 EST Data Acquisition, Collection, and Methods 2
3 Welcome FHWA is pleased to sponsor this webinar on transportation asset management financial plans, in cooperation with the AASHTO Sub-Committee on Asset Management and with support from the FHWA TAM Expert Task Group TAM ETG supported FHWA and AASHTO s video overview of asset management LuM 3
4 Coordinating Across Plans FHWA Office of Asset Management is helping agencies extend the impact of asset management decision making by improving multi-agency coordination Including coordination across plans Today s presentations address the relationship between a transportation asset management plan and other transportation plans Presenters will address specific linkages between plans and discuss the benefits of strengthening these connections Learn more at: 4
5 Webinar Overview Today s presentation includes four perspectives on coordinating across plans highlighting the role of transportation asset management plans in multi-agency coordination We will hear about the experiences of transportation agencies already engaged in taking on these challenges Our presenters can speak to the experiences of agencies already realizing some of the benefits of these efforts Presentations will highlight both successful approaches and some important lessons learned 5
6 Learning Objectives Building working knowledge of key concepts and definitions relevant to fostering coordination across plans Understanding specific applications to agency TAM programs Beginning to apply this knowledge in order to answer: How can transportation asset management plans can be coordinated with other transportation plans What benefits can states expect by enhancing multi-agency coordination around transportation asset management? What are the key lessons-learned for agencies seeking to improve multiagency coordination as part of their TAM program? SHARE LESSONS LEARNED, IDEAS, KNOWLEDGE! 6
7 Webinar Agenda 2:00 Webinar introduction and overview Matt Hardy (AASHTO), Steve Gaj (FHWA), and Hyun-A Park (Spy Pond Partners, LLC) 2:15 Introduction to Coordinating Across Plans Chris Evlia (Waco Metropolitan Planning Organization) 2:30 Integrating Transportation Asset Management into MnDOT Plans and Programs Mark Nelson (Minnesota Department of Transportation) 2:45 Asset Management Improvement Strategy Michael Salvato (Metropolitan Transportation Authority) 3:00 Putting Your TAMP into Action Sui Tan (Metropolitan Transportation Commission) 3:15 Q&A and wrap up 7
8 Transportation Asset Management Expert Task Group Representation from State DOTs, Transit, MPOs and international experts Identify the state of the practice Identify how transportation agencies can implement TAM as a good practice Identify how TAM can be integrated into the transportation planning process Communicate the work of the ETG to the transportation community 8
9 What is Asset Management? A systematic process of deploying, operating, maintaining, upgrading, and disposing of assets cost-effectively Primary objective is to provide the best possible service to users given available resources Development of an asset management plan required for State DOTs and Public Transportation under MAP-21 9
10 Transportation Planning Process 30,000 foot level Long-Range (Metropolitan) Plans 20 to 25 years in scope Identify regional guiding principles Project specific Modal neutral Fiscally constrained Air quality conformity Statewide Plans Similar timeframe to LRTP May be policy based only May be fiscally constrained MAP-21 suggests LRTP and statewide plans be coordinated 10
11 Transportation Planning Process Closer to the Ground Corridor Studies Existing deficiencies Existing / Future land-uses Conceptual designs Modal Studies Freight mobility Regional public transportation coordination Bike / Ped plans 11
12 Transportation Planning Process Implementation Transportation Improvement Program 4 to 5 years in scope Projects must have a formal commitment for funding Statewide TIP incorporates MPO TIPs and rural projects 12
13 Linking TAM to the Planning Process Performance Target Setting under MAP-21 MPOs and States will be required to report on asset conditions and identify future targets for those assets Congestion State of Good Repair Safety Air Quality Which assets are strategically most important within the MPO region? State / Regional Coordination? How are the TAM plans being implemented? What are the tradeoffs and risks between different investment strategies? 13
14 Linking TAM to the Planning Process Planning process reflects local & statewide goals Policymaker & community input into priorities TAM commitments should be consistent with these priorities TAM process can help inform the planning process Show impact of policy decisions on project schedules Provide information on ability to reach future performance targets 14
15 FHWA/AASHTO TAM Webinar #18: Coordinating Across Plans Wednesday, December 9,
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18 Impact of the TAMP: Breadth: Number of assets addressed Depth: Better informed tradeoff analysis for all assets. Link capital and operations
19 Determine/communicate capital investment priorities Public involvement
20 Insert supporting infrastructure image here full screen
21 Insert supporting infrastructure image here full screen Lighting Signage Drainage Pavement markings Guardrail
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24 Collection of Labor, Equipment, and Material Costs Spent by Asset Condition
25 Outcomes/ Performance Targets
26 Improved Understanding of Roadside Infrastructure Inventory Establishment of condition measures and targets Communication of Life Cycle Cost Considerations Better Understanding of Relationship between capital investment and and maintenance (operating) costs.
27 Safety Performance Measure February 2016 Pavement/Bridge Performance Measure May 2016 Asset Management Plan May 2016 System Performance Measure Unknown
28 For further information contact Mark Nelson / (651)
29 Asset Management Improvement Strategy Michael A. Salvato Director and Program Executive Enterprise Information, Asset Management and Strategic Innovation Phone: (646)
30 Michael A Salvato Director and Program Executive Enterprise Information, Asset Management and Strategic Partnerships Managing a portfolio of programs to driving changes to realize more value from public assets Chair, United States Chapter (IAM USA) Institute of Asset Management (The IAM) Advancing the interests of asset owners and managers in the United States of America Printed 12/9/15 11:57 AM Member of the United States Technical Advisory Group Project Committee (PC251) for ISO Voting member, working on the ISO Standard and its associated documents Research Professor, Urban Infrastructure Institute New York University Polytechnic School of Engineering Appling research on ICT for intelligent infrastructure, smart cities and urban innovation December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 30
31 The Metropolitan Transportation Authority is the primary mass transportation provider in the New York City metropolitan area, covering over 5,000 square miles with a population of over 15 million MTA serves 12 New York counties and 2 counties in Connecticut 8.4 million average weekday ridership 725k weekday crossings on bridges and tunnels MTA and its operating units have over 66,600 employees New York City Transit Long Island Rail Road Metro-North Railroad MTA Bus MTA Bridges and Tunnels MTA Staten Island Railway MTA Capital Construction MTA Business Service Center First Mutual Transportation Assurance Company Printed 12/9/15 11:57 AM December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 31
32 The MTA operates and maintains one of the largest urban transportation systems in the world. Its assets are valued at nearly $1 trillion Printed 12/9/15 11:57 AM The MTA owns and operates 6,300 subway cars and 2,400 commuter rail cars. This total is greater all other US metro rail and commuter railroads combined. The MTA s 5,600 city buses comprise America's largest bus fleet. December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 32
33 Our vision is to be recognized as a world class leader in asset management The goal of Enterprise Asset Management is to create an effective management system that supports informed decision making for operational and capital needs relative to how we manage and maintain all of our infrastructure assets. Printed 12/9/15 11:57 AM "There's a direct connection between safer service and better asset management, and nothing is more important to me than the safety and security of our customers. Nothing. Thomas F. Prendergast, Chairman & CEO December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 33
34 Our vision is to enable the organization to make more effective capital and operations decisions to improve utilization of our resources, while lowering the cost of our operations and enhancing safety and reliability. To get there it will be necessary to take incremental steps to mature from the basic asset management capabilities we have today to an optimal level. This will entail: Aligning our corporate goals with decisions made at all levels of the organization Improving existing business processes Implementing new technologies and tools Integrating existing information systems Developing new capabilities Printed 12/9/15 11:57 AM While these organizational changes need to be supported by the corporate level and enabled by the tactical level, those at the operational level are the ones with the ability to make things change. December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 34
35 The EAM Program will introduce improved asset management practices that will enable the Agencies to achieve the organizational goals. EAM will contribute to the following objectives through: Safety introduction of asset criticality to prioritize inspections and maintenance work on those assets and components that are safety critical Reliability identification of the right maintenance regimes, replacements and renewals for specific asset classes and their components; failure and cost analysis, and utilization of more sophisticated approaches. Cost-Effectiveness adoption of a whole-life costing approach to enable quantification of all expenses associated with the total cost of ownership of an asset, and balancing these costs against the value an asset provides. Printed 12/9/15 11:57 AM Customer Experience EAM will help increase customer satisfaction through reduction of service disruptions due to emergency maintenance work and more effective scheduling of maintenance activities. Resiliency through improved risk management practices, EAM will help the agencies to be better prepared to sustain and recover from the impact of natural disasters and the consequences of climate change. December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 35
36 The Asset Management Improvement Strategy is part of a larger portfolio of core asset management documents and program management controls. The AM Improvement Strategy: Defines the strategic initiatives required to accomplish the EAM vision and to establish the program direction. Provides guidance on what the organization needs to achieve and enable each agency to define its own path to get there. What needs to be done Asset Management Policy How to get there Strategic Asset Management Plan How to ensure we get there Program Management Master Plan Printed 12/9/15 11:57 AM MTA HQ Asset Management Improvement Strategy Asset Information Strategy Asset Management Manual Agency Asset Management Improvement Plan Asset Management Strategy Network Asset Management Strategies Asset Class Strategies Asset Class Plans December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 36
37 In order to enable change, we need to embrace Asset Management as a way of doing business. We have identified five strategic areas of improvements. The goal of the initiatives under this strategic area is to: Strategic Direction Establish clear objectives, metrics, policies, strategies and plans for an uniform approach to asset management. Planning, Decision-Making, and Risk Management Asset Maintenance, Reliability and Project Delivery Align planning processes, performance and risk management to ensure consistency between decisions made at all levels of the organization. Implement preventative maintenance strategies to improve maintenance planning and asset reliability Printed 12/9/15 11:57 AM Asset Information Strategies and Systems Develop the strategies to implement and integrate EAM information systems that support the realization of process improvements and the vision of having a single source of truth Asset Management Capabilities and Culture Develop and enable the leadership, competencies and change management required to adopt asset management as part of our culture and deliver our goals December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 37
38 Strategic Direction Definition of clear objectives and metrics that cascade from the top to the operational levels Development and approval of the strategic documents to manage the EAM Program Development of short, medium and long-term network and asset strategies and plans MTA HQ What needs to be done Asset Management Policy Asset Management Improvement Strategy How to get there Strategic Asset Management Plan Asset Information Strategy How to ensure we get there Program Management Master Plan Asset Management Manual Printed 12/9/15 11:57 AM Agency Asset Management Improvement Plan Asset Management Strategy Network Asset Management Strategies Asset Class Strategies Asset Class Plans December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 38
39 Planning, Decision-Making and Risk Management Alignment of short, medium and long-term planning processes, the information required to support these processes, and the investment criteria to drive decision-making Definition of performance and risk management approach MTA HQ Agency Corporate Direction Definition of MTA objectives, priorities, policies, strategies and long-term capital and operational requirements Business Planning Planning and budgeting to achieve MTA objectives and service level requirements. Definition of agency objectives Asset Management Policy Asset Management Improvement Strategy Strategic Asset Management Plan Asset Management Improvement Plan Asset Management Strategy Printed 12/9/15 11:57 AM Common Performance Management and Risk Management Systems and Processes Network Planning Optimized investment strategies to achieve the agency objectives given engineering and economic constraints Network Asset Management Strategies Asset Strategy and Planning Optimized capital, operations and improvement plans to achieve asset performance for service level requirements Asset Class Strategies Asset Class Plans December 9, 2015 Asset Delivery Project planning and maintenance planning for individual asset groups in coordination with network planning AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans Work Packages 39
40 Asset Maintenance, Reliability and Project Delivery Establish preventative maintenance and reliability strategies for all critical assets Support maintenance and reliability improvements through utilization of technologies Improve integration, commissioning and lifecycle management through utilization of RAMS analysis, building information, configuration management and lean practices during design and construction Printed 12/9/15 11:57 AM Optimize supply stream and parts availability through the integration of supply chain and preventative maintenance activities December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 40
41 Asset Information Strategies and Systems Develop an asset information strategy that supports the vision of having a standardized and unified source of truth to manage assets over their lifecycle Organization & Management Develop an MTA-wide EAM information system strategy that supports the realization of process improvements Develop an asset registration strategy to support standardized data capture Develop an enterprise architecture to integrate existing and required business functions, technologies and applications, and develop the roadmap for implementation of the EAM information system System Implementation & Management Analysis, Reporting & Business Intelligence Asset Information Management Process Development Governance & Assurance Data Definition & Management Printed 12/9/15 11:57 AM December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 41
42 Asset Management Capabilities and Culture Instill the asset management philosophy through effective leadership, management and communications Define the roles, responsibilities and competencies required to support the program and ongoing asset management activities, and ensure these resources are available while recognizing the current capabilities, aging workforce and next generation of employees Introduce a participatory, systems thinking culture that empowers the workforce to take ownership and work collaboratively to deliver effective asset maintenance, management and continual improvements Printed 12/9/15 11:57 AM December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 42
43 The program will enable realizing performance and financial benefits while reducing operational and financial risk Direct Benefits Operations Utilization Reduce re-work Reduce costs Reduce inventory Improve reliability and availability Reduce cycle time Evaluate spares strategies Capital Performance Improve Asset Commissioning Improve Warranty Recovery Extend Asset Lifecycle Improve safety Improve service Improve costumer experience Printed 12/9/15 11:57 AM Indirect Benefits Risk Reduction Transparency Improve spares management Reduce insurance premiums Repeatable work practices A single system of record Business intelligence and open data December 9, 2015 More resilient infrastructure Sustainability Economic, social and environmental AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 43
44 Executives and the Asset Management Steering Group have defined roles and responsibilities from setting the program mandate to ensuring resources are available for program execution and delivery. Executive Management responsible for the program mandate Program Sponsors responsible for all program-related investment decisions, defining the corporate direction, and ensuring alignment with strategic objectives. Program Executive responsible for communicating the vision, providing direction, setting priorities, securing program investment, maintaining alignment with the organizational objectives, achieving outcomes and realizing the benefits. Program Managers responsible for moving the program forward, ensuring successful delivery, coordination of projects and interdependencies, managing risks and issues, managing communications and maximizing allocation of resources and skills. Printed 12/9/15 11:57 AM IT Program Team responsible for ensuring compliance with the IT corporate vision and strategies, acting as a program and project advisory entity and partnering in project delivery. Supporting Functions responsible for ensuring resources are timely allocated to agency projects and in alignment with the corporate policies and program vision. December 9, 2015 AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans 44
45 December 9, AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans Printed 12/9/15 11:57 AM
46 PUTTING YOUR TAMP INTO ACTION AASHTO/FHWA TAM Webinar 18: Coordinating Across Plans, December 9, 2015 Sui Tan, PE Metropolitan Transportation Commission
47 CONNECTING THE DOTS Needs Assessment Performance Measures TAM Plan RTP Fix it First Performance Target Coordination w/caltrans Reporting FAST (MAP-21)
48 SAN FRANCISCO METROPOLITAN REGION POPULATION = 7.4 MIL 9 COUNTIES 100 CITIES 43,000 LANE-MILES OF LOCAL STREETS & ROADS 6,850 LANE-MILES OF STATE HIGHWAY (CALTRANS) 23 TRANSIT AGENCIES 7 TOLL BRIDGES One MPO - Metropolitan Transportation Commission
49 WHY ARE LOCAL STREETS AND ROADS A REGIONAL CONCERN? Supports all modes of transportation $40 billion replacement value for pavement only Conditions are facing steep decline Escalating deferred maintenance jeopardizes funding for other transportation priorities
50 BAY AREA LOCAL STREET AND ROAD CONDITIONS 70 San Francisco Bay Area Pavement Conditions 68 PCI
51 LOCAL STREETS & ROADS NEEDS ASSESSMENTS: Answer how much we need to invest as a region for ü Pavement ü Non-Pavement ü Local Bridges Facilitate Regional Transportation Plan (RTP) discussion and funding policies Are easy due to exclusive use of StreetSaver by Bay Area jurisdictions
52 KPI: PAVEMENT CONDITION INDEX (PCI)
53 KPI: PAVEMENT PRESERVATION INDEX What is the effort toward pavement preservation?
54 KPI: SUSTAINABILITY INDEX If we are investing at current level, can we sustain our asset? County Jurisdiction Network PCI Actual M&R /Lane Mile Needs/ Sustainability Lane Mile Index Regional Benchmarks 66 $10,400 $27,000 39% Alameda ALAMEDA 66 $9,800 $26,900 36% ALAMEDA 71 COUNTY $3,600 $16,200 22% ALBANY 58 $12,700 $29,800 43% BERKELEY 58 $11,600 $32,400 36% DUBLIN 87 $6,300 $5, % EMERYVILLE 75 $0 $16,100 0% FREMONT 63 $11,900 $29,100 41% HAYWARD 69 $14,000 $22,600 62% LIVERMORE 76 $5,800 $15,000 39%
55 KPI: BACKLOG OVER ASSET VALUE How much investment is needed to get to State of Good Repair?
56 REGIONAL TRANSPORTATION PLAN (RTP)
57 REGIONAL INVESTMENT POLICY Performance-based planning approach long-standing fix it first maintenance policy
58 Long Range Regional Transportation Plan 2035 For Local Streets & Roads: Performance Target: PCI =75
59 FAST ACT (PREVIOUSLY MAP-21) Coordination effort so far q Caltrans is committed to collect pavement condition on local NHS q Target setting is challenging due to MPOs lacking complete and current pavement data in their region q Local agencies are concerned about skewed pavement condition in HPMS report q 70% California local agencies use PCI, not IRI, % Crack, Rutting, and Faulting (rulemaking pending) q Transportation Asset Management Advisory Committee (TAMAC) helps guide target setting process
60 SUI TAN, PE StreetSaver Program Manager MTC
61 Questions? Submit your questions using the webinar s Q&A feature 61
62 All webinars available online: Webinar 19 Data Acquisition, Collection, and Methods Wednesday, February 10, :00 PM EST Webinar 20 TAM Tools and Resources Wednesday, April 13, :00 PM EST Webinar 21 TAM Organizational Frameworks Wednesday, June 8, :00 PM EST
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