Joint Meeting of the Performance & Asset
Management Advisory Council & Project Select
Advisory Council
April 30, 2015
Today’s Agenda

Asset Management Presentation (30 minutes)

Discussion: Implementation - incorporating existing processes
into PSA Council recommendations (50 minutes)

Presentation: Lessons learned from illustrative project scoring
(15 minutes)

Review plan for getting report to the Legislature in 60 days
(5 minutes)

Public Comment (20 minutes)
2
Project Selection Advisory Council Status
Staff focused on two categories for scoring illustrative
projects:

Highway SGR: To identify challenges in incorporating
existing processes

MBTA Capacity: PSA Council recommendations will
be first tool used to prioritize these projects
3
Initial Questions from Highway SGR Illustrative
Project Scoring

Are we categorizing projects how we should be?

Are we thinking about the system preservation metric
the right way?
4
Project Categorization
Is the dividing line between SGR and Capacity where it
should be?

Should an out-of date intersection safety improvement project
with a lane widening be treated differently from one w/o a lane
widening?

Should projects from established asset management programs
be in a different category from municipally proposed
reconstruction projects that address SGR needs, but have
many other goals? (i.e. improvement projects versus asset
management projects)?
5
System Preservation
Is there a single goal for the system preservation rating?
Should we address assets…
 in the worst condition?
 when it is most cost effective to do so?
 that are most important to the transportation system
(ADT, truck routes, important for access to important
centers?)
6
Some Goals for Joint Council Discussion
Help us resolve for the June 30th report:
o
o
o
7
www.mass.gov/massdot
How existing asset management processes should
inform the recommendations
A goal for initial implementation
What projects are being scored going forward, by
whom, and when
April 30, 2015
State Requirements – Act 2013 – Chapter 46

Establish a transportation Performance and Asset Management
Advisory Council - charged with advising the board on the creation
of an integrated asset management system - due June 30, 2014

The council may appoint a technical assistance panel, to serve in
an advisory, non-binding capacity, which shall be comprised of
transportation planning, construction and engineering associations.

The council shall determine the scope of research and assign
projects to the technical assistance panel as necessary in the
development of statewide policies.
8
Performance and Asset Management Council
Meeting Monthly – focused on asset management
The Council is tasked with presenting minimum standards and
guidelines concerning at a minimum the following:
I.
II.
III.
IV.
V.
the keeping of accurate and uniform records of real transportation
assets,
the mileage and condition of each road and bridge system under
various jurisdictions,
the receipts and disbursements of road, street and transit funds
a multiyear compilation of projects anticipated to be contracted for
or by the department or local transportation agencies that are
funded in whole or in part with state or federal funds, and
any other categories established by the council.
9
Performance and Asset Management Council
Performance Management – The council shall review the
criteria required for the performance measurement system and the
comprehensive long-term capital plan.
The Council shall report to the Board on the following:
I.
II.
III.
IV.
improvements that can be made to ensure comprehensive multimodal transportation planning and analysis;
additional performance metrics, such as enterprise-wide
measures across modes, contract management, procurement,
project controls, financials, organizational and prioritization
outcomes; and
economic development impacts, and benchmarks measured
against performance by other states and countries.
The council shall make recommendations on the processes and
tools needed to implement a strategy for the performance and
asset management system.
10
Asset Management (AM) – The journey to State of
Good Repair
Transportation Asset Management is a strategic and systematic
process of operating, maintaining, upgrading and expanding physical
assets effectively throughout their lifecycle. It focuses on business and
engineering practices for resource allocation and utilization, with the
objective of better decision making based upon quality information and
well- defined objectives.
~ The American Association of State Highway and Transportation Officials (AASHTO)
11
Federal Requirements: MAP-21
1. Transportation Asset Management Plan (TAMP)*
•
•
•
•
•
•
A summary listing of the pavement and bridge assets on the National
Highway System in the State, including a description of the condition
of those assets
Asset management objectives and measures
Performance gap identification
Life cycle cost and risk management analysis
A financial plan
Investment strategies
2. Performance measures related to asset management
•
•
•
•
•
•
Safety
Infrastructure Condition
Congestion Reduction
System Reliability
Freight Movement and Economic Vitality
Environmental Sustainability
3. Minimum condition thresholds
* The latest known due date for the first TAMP is due September 2016
12
Highway Asset Management Strategy & Plan
In October 2013, MassDOT highway division hired Cambridge
Systematics to:

Develop an enterprise strategy for asset management for the
Highway Division

Evaluate the Highway Division’s current systems and make
recommendation regarding future state

Identify data integration points for all critical Highway systems
interfacing with Asset Management

Identify opportunities for integration of enterprise systems with
Transportation Enterprise Asset Management Systems (e.g. Time
and Attendance, Procurement, etc.)
13
Status Today





Task 1: Best Practices
 Delivered Technical Memorandum 1
Task 2: Business Needs
 Delivered Technical Memorandum 2
Task 3: Asset Management Current State
 Delivered Technical Memorandum 3
Task 4: Assess Gaps
 Delivered Technical Memorandum 4
Task 5: Strategic Plan
 Currently under review
14
Status and Positive Highlights
Cambridge has validated that MassDOT
Highway:

Is not unique in its challenges.

Has a strong and well documented project
selection, project development and project design
process.

Has a robust Bridge Program. No meaningful gaps
exist between current Highway Division procedures
for bridge asset management and Federal
standards.

Has tunnel inspection procedures that meet the
draft NTIS for tunnels on the MHS.

Pavement inventory is in dTIMS. Inventory meets
all Federal requirements.

Inspections are underway for ancillary structures,
reflective signage and traffic signals which are in
line with Federal Highway management standards.
Once Federal Highway makes its ruling as to when the first TAMP is due,
MassDOT will be able to fulfill its Federal requirements right away since
Bridges and pavements are the only two asset classes specifically called out
in MAP-21 for the initial TAMP
15
Transportation Asset Management Cycle
Goals & Objectives
Asset Inventory
Condition Assessment &
Performance Modeling
Alternatives Evaluation &
Program Optimization
Short and Long Range Plans
(Project Selection)
Program Implementation
Performance Monitoring
16
Budget / Allocations
Bridge Decision-Making

Objectives



Reduce the # of structurally deficient (SD) bridges to
below 460 (short-term) and zero (long-term)
Improve the health index (HI) to above 83.5% (shortterm) and 90% (long-term)
Priorities set based on






Average Daily Traffic (ADT)
Detour length
Functional class
Load carrying restrictions
Deck geometry
Scour
17
Pavement Decision-Making

Objectives:



65% of pavement in good or excellent condition
Ensure reasonable distribution of condition in each category
Priorities



Maximize user benefit
Preservation first
Emphasis on rehabilitation and proactive activities
18
Transportation Asset Management Cycle
19
On Going Initiative as Highway AM strategy is set
As the Highway Division Asset Management Strategic and Plan
are being developed, a parallel effort is under way to address
immediate asset management lifecycle needs to move MassDOT
forward









Contract Management System (CMS) - Consolidating of all Construction Systems
Maximo - Implementing of a work order tracking system in all Districts
Automated Traffic Monitoring System (ATMS) – Combining Event Reporting,
Incident Tracker and other systems for the Highway Operations Center (HOC)
Sign Inventory Management - Inventorying and collection condition data for all signs
for which the state is responsible
Geographic Information Systems (GIS) - Implementing ESRI’s Roads and Highways.
Curb Cuts – Collecting inventory and rating all curb cuts in the state per the
Americans with Disabilities Act (ADA)
Drainage - Inventorying all basins in the state and collecting basic inventory data on
culverts in the Deerfield Watershed area
Business Architecture and Business Process. Further defining and documenting
highway services, capabilities and processes
IT three years plan. All Highway IT projects that will address aging infrastructure
challenges and new customer demands
20
Transportation Asset Management Cycle
Goals & Objectives
Asset Inventory
Condition Assessment &
Performance Modeling
Alternatives Evaluation &
Program Optimization
Short and Long Range Plans
(Project Selection)
Program Implementation
Performance Monitoring
21
Budget / Allocations
weMove Massachusetts Tool
2040
2012
Division
Funding
Annual $ (millions)
Highway Division
pavement (1)
% state of good repair
bridges (2)
average health index
mobility (3)
delay hrs. /1000 VMT
safety
intersections or segments improved
bicycle facilities
% of bay state greenway completed
highway subtotal
Historical Funding
Today's
Performance
Scenario
Funding
Annual $ (millions)
2040
Performance
Current Funding
Scenario
Funding
Annual $ (millions)
2040
Performance
Current Spending
$137
88%
$267
30%
$544
60%
$620
89%
$353
61%
$447
69%
$147
4.8
$65
8.9
$386
6.9
$49
NA
$26
1426
$65
3521
$25
31%
$26
100%
$26
100%
$977
$738
22
$1,468
Task 5 – Strategic Plan
Under development

Delivered





95% Complete,




Hosting Recommendations
Future Technical Architecture
Data Collection Strategy
Recommendations for Dashboards and Reports
Data Dictionary/Catalog (presented to SC)
Data Governance (presented to SC)
Asset Management Program Governance (presented to
SC)
Strategic plan and Implementation Plan


Strategic Plan – March 2015
Roadmap and Implementation Plan - Summer 2015
23
Project Phases – Business Needs Approach
24
Highway Division TAM Program & Governance
In the spring of 2013, MassDOT formally launch its
Transportation Asset Management Program to coordinate all
highway division asset management related initiatives
25
Transportation Asset Management Benefits

Increased visibility into MassDOT owned assets and services,
enhancing our ability to work within FHWA guidelines and progress
to a state of good repair

Transparency into data, processes and program

Improved and broaden communication with all key stakeholders internal and external

Match service provided to public expectations

Better integration among systems that allow for top-level, real-time
information on the operational status of assets and the implications
for customer service and schedules

Heightened TAM comprehension by agency personnel

Make more informed, cost-effective program decisions and better
use of existing transportation assets

Minimize life-cycle cost
26
Questions?
Highlights from 1st Round of Scoring
• Many sub-metrics with small values
• Scores ranged from 0-3
• Most Highway SGR scores ended up in the 45-55
range



Consolidated metrics
Created more increments
Added some negative scores
28
Highway SGR – Additional Lessons Learned




Generally consistent with pre-PRC evaluations of
municipal projects
Projects on roadways with low ADT did not score well.
Interstate maintenance projects scored comparably,
but could not score well across the board.
Improvements widened range somewhat, but many
scored in the middle. Could be a result of:



Imperfect scoring methodology
A result of municipal projects being relatively similar
Metrics that may still need to be refined
29
MBTA Capacity - Lessons Learned

Treating existing and future customers as equal
elevates projects that improve core capacity
 Cost effectiveness may want to be expanded to
include impacts on operating budgets
 Dependability of data depends on when most recent
analysis was conducted
 Mega projects (>$500M) scored at top and bottom of
the range depending on how many customers benefit
30
Next Steps
May: Outreach to MPOs
May 14: State House Meeting
June 1: Circulate draft report and comments received
June 15: Present revisions to final report
June: 18: Circulate final draft to Council
June 24: Deadline for Council to submit edits/feedback
June 30: Final report to Legislature
31
Public Comment
32