Successful Practices in GIS-Based Asset Management (2015) / Chapter Skim
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39 a n n e x b Implementation Guide
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Capitalizing on GIS and Asset Management NCHRP Project 08-87 Successful Prac ces in GIS-Based Asset Management Implementa on Guide
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| P a g eii Contents 1. Introduc on .................................................................................................................................
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| P a g eiii List of Tables Table 1. GIS for Transporta on Asset Management: Levels of Implementa on ........................
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1 | P a g e 1. Introduction Purpose of This Guide Transporta on agencies are responsible for maintaining and improving physical assets to ensure safe, efficient, and reliable travel.
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2 | P a g e This sec on contains several tools and templates that agencies can use to analyze and plan GIS capabili es. These are designated with the icon to the le , and include: Figure 6 -- Implementa on steps for adding new spa al asset data.
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3 | P a g e Geographic Informaon System, or GIS, refers to capabili es for management, analysis, and presenta on of spa al informa on. Key elements of GIS implementa on include: Establishing geospa al data management standards and policies.
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4 | P a g e Setting the Context -- the Practice of TAM In order to explore how agencies can leverage GIS capabili es to support asset management, it is useful to establish the context of core business processes that are part of an asset management approach. While each agency may carry out these processes in different ways and to varying extents or use different terminology to describe them, five basic ac vi es of TAM can be dis nguished, as illustrated in Figure 4 and summarized below: Figure 4.
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5 | P a g e Idenfy Needs and Work Candidates: Iden fying strategies for op mizing performance of the transporta on system; Iden fying suitable maintenance, rehabilita on, replacement, and func onal or opera onal improvements for assets and developing work candidates for considera on; Scoping construc on projects and maintenance ac vi es to address mul ple needs; and Understanding the current and poten al future backlog of work required to maintain assets in a state of good repair that keeps risks within established tolerance levels. Develop Programs: Planning mul -year investments that minimize lifecycle agency and user costs, Packaging projects and maintenance ac vi es into programs constrained by available funding, and Se ng priori es for work when there aren't sufficient revenues to meet all iden fied needs through a process of investment versus performance tradeoffs within and across asset and program categories.
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6 | P a g e how to best apply available resources to meet these needs in a holis c manner. The guidance that follows assists agencies to be er u lize the informa on integra on, analysis, and communica on features of GIS to strengthen TAM prac ce.
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7 | P a g e 2. Assessing Your Agency's Capabilities Levels of GIS Implementation for TAM There is no single "right way" to u lize GIS for asset management -- each agency will want to assess the available op ons based on its own par cular needs and constraints.
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8 | P a g e Table 1. GIS for Transporta on Asset Management: Levels of Implementa on Basic Intermediate Advanced Informa on Integra on Siloed Business units collect and manage spa allyreferenced asset inventory (for major assets)
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9 | P a g e ranging (LiDAR) , digital images]
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10 | P a g e Table 2. Using GIS to Understand the State of the Assets Basic Intermediate Advanced Informaon Integraon Siloed Individual business units collect spa allyreferenced asset data for major assets & map it independently Collect spa allyreferenced data for addi onal assets Develop and adopt agency-wide GPS and loca on referencing standards Standardize field data collec on hardware and so ware across business units Coordinated Coordinate asset inventory and condi on data collec on efforts across business units to maximize efficiencies -- e.g., extract data for mul ple assets from videos or LiDAR data Integrate spa al asset data upda ng processes within asset maintenance workflows Extract geo-referenced asset inventory data from CAD files Analysis Basic & Ad-Hoc Individual business units view maps of current asset loca on & condi on (single asset view)
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11 | P a g e -- Figure 6 lists steps that an agency might take to implement or enhance GIS capabili es for understanding the state of its assets. These steps provide a template that can be used to plan, collect, and manage new spa ally-referenced asset informa on.
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12 | P a g e failure of assets to provide their intended level of service. For example, a sign that does not meet retro-reflec vity standards, or a pavement sec on that has extensive ru ng are safety risks that could be considered.
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13 | P a g e Table 3. Using GIS to Assess and Manage Risks Basic Intermediate Advanced Informaon Integraon Siloed Individual business units assemble available basic geospa al data per nent to likelihood and consequences of asset failure to perform as designed -- e.g., loca ons of deficient assets, detour lengths for structures Assemble spa allyreferenced informa on on assets likely to be impacted by flooding Undertake pilot efforts to integrate geospa al data layers of value for risk analysis -- e.g., traffic volumes, growth rates, freight corridors, socio-economic characteris cs, sea level rise, seismic zones Coordinated Assemble and maintain a common pool of geospa al data for risk analysis Maintain spa ally and temporally referenced data on asset failures Analysis Basic & Ad-Hoc Individual business units use maps showing deficient asset loca ons to assist with risk assessment Develop spa al analysis capabili es to display assets in different risk categories reflec ng failure likelihood and consequences Calculate and display risk scores based on spa al data related to likelihood and consequences of asset failure Powerful & Embedded Calculate replacement quan es and costs for at-risk assets based on spa al overlays Integrate historical informa on and model asset failure risk Iden fy atypical performance clusters through historical analysis Assess benefits of mi ga on strategies Communicaon Limited Individual business units develop adhoc maps illustra ng key areas of concern Use maps to share informa on about risks across different asset classes Automated & Extensive Develop interac ve maps to communicate consequences of different funding levels and alloca on strategies
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14 | P a g e Figure 7 lists sample spa al data layers that can be used for asset risk management. Figure 7.
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15 | P a g e system-wide perspec ves on safety, preserva on, and restora on needs. GIS is par cularly helpful for providing this more holis c perspec ve.
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16 | P a g e Table 4. Using GIS to Iden fy Needs and Work Candidates Basic Intermediate Advanced Informa on Integra on Siloed Individual business units assemble basic informa on on asset characteris cs, deficiencies, and current programmed projects Integrate informa on beyond condi on data within individual asset management systems (traffic, crashes, road inventory, maintenance history, soils, etc.)
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17 | P a g e Figure 8 shows a list of poten al spa al data layers represen ng a range of DOT asset types. Figure 9 includes a list of other common data layers that agencies might make available to assist with scoping and priori za on of needs and work candidates.
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18 | P a g e Figure 9. Common Data Layers for Scoping and Priorizaon (ROW = right of way, usRAP = United States Road Assessment Program)
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19 | P a g e What can we achieve with a funding increase?
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20 | P a g e Table 5. Using GIS to Develop Programs Basic Intermediate Advanced Informaon Integraon Siloed Individual business units assemble informa on on current programmed projects, candidate work for an individual asset type, basic traffic and road classifica on informa on (used to set priori es within individual asset or program areas)
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21 | P a g e Manage and Track Work The final asset management business process involves scheduling, delivering, and tracking maintenance and construc on work. This includes receiving and responding to work requests from customers, managing maintenance crews, coordina ng contractor work schedules, and recording informa on about completed work.
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22 | P a g e Where do we need to coordinate work?
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23 | P a g e Table 6. Using GIS to Manage and Track Work Basic Intermediate Advanced Informaon Integraon Siloed Units responsible for work management have access to spa al informa on on assets, programmed projects, and maintenance responsibili es (district/region boundaries, statemaintained facili es)
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24 | P a g e Taking Stock Once an agency has considered how it is using GIS within each of the five core asset management processes, the next step is to take stock of where the agency is and where it might want to pursue advancements. Table 7 provides a template for an at-a-glance picture of current capabili es.
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25 | P a g e Table 7. GIS for TAM at an Agency: At-a-Glance Assessment Asset Management Business Process Informaon Integraon Analysis Communicaon Understand the State of the Assets Current Level:______ Current Level:______ Current Level:______ Assess and Manage Risks Current Level:______ Current Level:______ Current Level:______ Idenfy Needs and Work Candidates Current Level:______ Current Level:______ Current Level:______ Develop Programs Current Level:______ Current Level:______ Current Level:______ Manage and Track Work Current Level:______ Current Level:______ Current Level:______ Assessing the Agency's GIS Foundation While the focus of this guide is on applica ons of GIS within TAM, it is important to recognize that lack of a basic infrastructure for GIS can be a significant barrier to making progress in the asset management arena.
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26 | P a g e Table 8. Checklist: GIS Foundaon This checklist for assessing an agency's GIS founda on considers four major areas: (1)
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27 | P a g e Tools and Technologies Established approach to providing the hardware and so ware required for agency staff to make use of GIS capabili es: Centralized licensing for GIS database and applica on so ware -- including desktop, web, and cloud-based tools as appropriate Geospa al data viewer applica on providing agency-wide (and external) access to shared data sets GIS data clearinghouse -- with downloadable data files Formalized procedures and toolsets for LRS maintenance to reflect road network changes Techniques for overlaying spa al data associated with different versions of the LRS as it has changed over me (e.g., due to road realignments)
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28 | P a g e Using the Assessment Results: Developing an Overall Strategy A high-level strategy for moving forward can be developed based on (1) the agency's current level of GIS/TAM Implementa on (summarized in Table 7)
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29 | P a g e units "reinven ng the wheel" or moving in different direc ons. This makes it difficult to integrate data across units.
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30 | P a g e 3. Evaluating Initiatives for Advancing Capabilities Options for Moving Forward A er assessing the agency's current capabili es and determining a high-level strategy for how to proceed, the next task is to develop and secure support for a plan of ac on that: Supports the • • • • • • • • agency's asset management business processes -- making them more efficient and effec ve; Is realis c given the agency's budget and exis ng technology, data, and staff resources; and Includes ini a ves that can be expected to have benefits exceeding their costs.
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31 | P a g e Table 9. GIS/TAM Iniaves GIS Use Level Iniave Support Elements Understand the State of the Assets Info Integraon B New asset inventory and inspec on program (single asset)
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32 | P a g e GIS Use Level Iniave Support Elements Idenfy Needs and Work Candidates Info Integraon, Analysis, Communicaon B Basic mapping of need categories and candidate projects -- single asset/business area Desktop or web-based GIS tool or integrated GIS func on within asset management system Info Integraon, Analysis, Communicaon I-A Decision maps -- integra ng maintenance history, traffic, weather, soils, and other per nent informa on from authorita ve data sources Desktop or web-based GIS tool with query and analysis capabili es Common LRS GIS data repository/stewardship program Data sharing and QA protocols Info Integraon, Analysis, Communicaon I-A Automated interac ve decision maps for developing work candidates/project scopes that account for mul ple needs -- pavement, bridge, safety, drainage, etc. (can range from basic mapping of needs to automated project loca on iden fica on based on overlays)
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33 | P a g e GIS Use Level Iniave Support Elements Develop Programs Info Integraon, Analysis, Communicaon B Ad-hoc mapping of candidate and exis ng programmed work for a given asset category overlaid on road classifica on and AADT range -- distribu on to business units (headquarters and/or field) to assist with priori za on Desktop or web-based GIS viewer or integrated GIS func on within asset management system Info Integraon, Analysis, Communicaon B Maintain updated map of current asset rehabilita on/replacement/ improvement program -- make available for internal and external use Desktop or web-based GIS tool with query and analysis capabili es Common LRS Business process to a ach standard spa al referencing to programmed projects Data sharing and QA protocols Info Integraon, Analysis, Communicaon I-A Automated interac ve decision maps showing work candidates from mul ple asset categories -- op ons to view a variety of data layers useful for priori za on and iden fica on of work coordina on opportuni es; calculate priority scores based on spa al data Desktop or web-based GIS tool with query and analysis capabili es Common LRS GIS data repository/ stewardship program Data sharing and QA protocols Analysis, Communicaon A GIS-based scenario analysis tool -- display which projects would be done under varying budget alloca ons; show resul ng asset condi on Custom applica on integra ng asset management system(s)
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34 | P a g e GIS Use Level Iniave Support Elements Manage and Track Work Info Integraon, Analysis, Communicaon B Develop, maintain and share map of maintenance responsibili es by route sec on -- use to route work requests to the appropriate DOT unit or contractor Data upda ng protocols Desktop or web-based GIS tool Info Integraon, Analysis, Communicaon B GIS-based maintenance scheduling and tracking for a single asset (e.g., bridge washing or sign replacement) Asset/maintenance management system with integrated GIS Mobile GIS applica on and hardware Info Integraon, Analysis, Communicaon I-A GIS-based maintenance scheduling and tracking for mul ple assets -- with advanced GIS capabili es for scheduling, preven ve maintenance planning, ac vity coordina on, automated inventory upda ng Asset/maintenance management system with integrated GIS -- single system handling mul ple assets or integra on across mul ple systems Mobile GIS applica on and hardware A Automated vehicle loca on (AVL)
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35 | P a g e Figure 11. Building a Business Case for GIS/TAM Investment Step 1: Articulate the Business Need What do you want to achieve?
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36 | P a g e referencing across different informa on systems and provide tools for querying a variety of informa on based on loca on. Situaonal awareness -- Field offices need the capability to track their equipment in real me in order to respond more quickly to needs and deploy resources more efficiently.
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37 | P a g e How does this fit with the agency's current GIS capabilities? In establishing the business need for a new GIS-related ini a ve, it is helpful to consider how the ini a ve fits into the larger context of current agency capabili es.
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38 | P a g e Step 2: Define Options for Meeting the Business Need Before moving forward with analyzing costs and benefits of the proposed ini a ve, it is useful to define alterna ve ways of mee ng the need. At a minimum, a "do nothing" op on should be considered in order to provide a baseline for comparison.
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39 | P a g e In defining op ons, it is advisable to survey current technology op ons and consider opportuni es that may not have been available when the agency implemented its current applica ons or toolsets. For example, many agencies are cu ng costs by adop ng cloud-based solu ons, and crowd-sourcing development of mobile applica ons that provide self-service GIS capabili es for non-GIS experts.
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40 | P a g e Tablets or smartphones for field data collec on and access. Server upgrades or purchases.
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41 | P a g e They may also include: Reduc on in so ware licensing costs (e.g., through shi ing to cloud or so ware-as-a-service• • • • approaches) and Reduc on in asset maintenance costs through ini a ves that provide informa on that can be used to op mize deployment of maintenance resources -- quan fied based on reduc on of down me and deadheading.
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42 | P a g e Effectiveness Benefits Effec veness benefits from GIS/TAM ini a ves are due to improvements in decision support capabili es. By integra ng and analyzing data spa ally and presen ng it in an effec ve manner, the quality of informa on available to decision making is improved.
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43 | P a g e Summary of Efficiency and Effectiveness Benefits by TAM Business Area Table 10 summarizes the types of benefits that can be achieved through using GIS for TAM. Table 10.
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44 | P a g e Business Area -- Funcon Efficiency -- "Doing Things Right" Effecveness -- "Doing the Right Thing" Assess and Manage Risks -- Risk Analysis and Disaster Recovery Planning Facilitate disaster recovery by: Providing a readily available • data source on asset type, loca on, and condi on Lower agency risk exposure to asset failure by: Developing and using a robust informa on base for risk assessment and mi ga on Lower insurance costs through: Demonstra ng use of preven ve maintenance to lower failure risks for cri cal infrastructure Idenfy Needs and Work Candidates Reduce staff me needed for data manipulaon and analysis by: Speeding integra on of data from different sources using spa al overlays and automated par oning/aggrega on of linearly referenced data Providing a pla orm for collabora on -- common view of informa on across mul ple work units -- elimina ng need to duplicate data integra on tasks Idenfy and scope candidate projects that extend asset life, improve safety, minimize traffic disrup on, and reduce risks of adverse environmental impacts by: Integra ng data that allows for iden fica on of root causes for poor performance Integra ng data that facilitates considera on of safety and environmental factors in determining maintenance and rehabilita on need Using spa al views of asset needs to iden fy opportuni es for efficient packaging of work Develop Programs -- Priorizaon and Tradeoff Analysis Reduce staff me needed for scenario analysis by: Automa ng and speeding data integra on and presenta on tasks Maximize use of available resources by: Bringing together mul ple data sets that facilitate priority seng Providing capabili es for visualiza on of the implica ons of different fund alloca on scenarios Providing capabili es to easily review a proposed program for geographic balance • • • • • • • • • • •
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45 | P a g e Business Area -- Funcon Efficiency -- "Doing Things Right" Effecveness -- "Doing the Right Thing" Develop Programs -- Internal and Public Outreach and Communicaon Reduce staff me needed to support decision makers by: Reducing agency staff me responding to informa on requests and preparing presenta on materials for agency execu ves Enhance public image and increase support for funding by: Improving ability to communicate agency plans to customers and elected officials Equipping agency execu ves with intui ve, self-service tools for "telling the story" about asset needs and program choices Manage and Track Work -- Proacve Work Scheduling and Coordinaon Reduce me and cost of maintenance acvies by: Reducing the propor on of reac ve maintenance through systema c planning of preven ve maintenance using spa al data Reducing need for return visits to bring addi onal equipment or materials due to proac ve planning Coordina ng ming of ac vi es involving similar skill sets and equipment within the same area Minimize customer impacts by: Packaging work to coordinate ming of mul ple ac vi es requiring lane closures Reducing risk of asset failure impac ng traveler safety or mobility through proac ve approach to maintenance Manage and Track Work -- Work Request Management Increase efficiency in deployment of maintenance resources by: Facilita ng loca on of work requests and assignment to the appropriate work unit Automa ng work requests Enhance agency responsiveness to customers by: Providing easy ways to report issues (e.g., via mobile apps) Providing maps showing status of work requests Minimize customer impacts by: Reducing risk of asset failure impac ng traveler safety or mobility through faster iden fica on of issues • • • • • • • • • • • • •
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46 | P a g e Business Area -- Funcon Efficiency -- "Doing Things Right" Effecveness -- "Doing the Right Thing" Manage and Track Work -- Real-Time Tracking and Mobile Apps More efficient deployment of available staff and equipment by: Using real- me loca on • • • tracking informa on to iden fy the closest crew Lowering administra ve costs for record keeping Improving ability to select most cost-effec ve delivery method -- through comparing in-house unit costs to privatesector bids for similar work Improving situa onal awareness for dispatchers and field crews Improve accountability through: Providing current informa on on work progress and status Providing mely informa on on work accomplishment and budget status Documen ng work through "before" and "a er" geo-tagged photos Improve ability to opmize asset treatment by: Using a rich informa on base on loca ons with high recurring responsive maintenance costs Improving access to work history informa on to help iden fy root causes for premature failure Step 5: Identify Risks Iden fica on of risks is an important part of developing the business case for a significant GIS/TAM investment. It is important to iden fy risks for each of the op ons, including the no ac on op on.
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47 | P a g e Technology change• • • • • -- rapid improvements in technology can mean that the tools or architectural approach selected at the start of the ini a ve may be obsolete or rela vely inefficient by the me it is complete. It is important for agencies to be cognizant of where technologies are heading when embarking on a new ini a ve.
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48 | P a g e Quanfying intangible benefits.• • Intangible benefits such as improved decision making and enhanced customer responsiveness. Time savings through automa on of currently manual func ons is the most straigh orward benefit to analyze; other benefits do not lend themselves as well to predic on and quan fica on.
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49 | P a g e Example: Adding Agency-Wide Geospaal Capabilies for Program Development Business Need State DOT "E" has a robust annual and mul -year program development process with both decentralized (district-level) and centralized components.
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50 | P a g e Example: Adding Agency-Wide Geospaal Capabilies for Program Development (connued) Idenfy Benefits Interviews with staff in the pavement, bridge, and safety units were conducted to walk through their current work process to prepare for program coordina on mee ngs.
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51 | P a g e 4. Getting It Done: Ingredients for Success The Seven Ingredients for Success The success of any individual GIS/TAM ini a ve depends on a sound project plan that ensures management support, involvement of the right people in the organiza on, selec on of the right technologies, and a skilled and commi ed team.
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52 | P a g e can benefit the agency is essen al, since they must provide the leadership to make something happen. A shared vision for use of GIS across func onal areas is needed to achieve the integra on across data sets and systems that leads to substan al payoffs.
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53 | P a g e In order to undertake ini a ves requiring mul -year investments in founda onal geospa al data, tools, and technologies, sustained execu ve support and a coordinated agency approach is required. A shared vision across the agency for use of GIS can help to build support and ensure the level of coopera on needed to achieve true integra on of informa on and its associated benefits.
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54 | P a g e Ingredient 2: GIS Tools and Expertise Essentials While most DOTs do have GIS so ware and skilled GIS professionals, successful integra on of GIS within TAM business processes requires that staff within units responsible for specific assets (e.g., pavement, bridge, safety) as well as staff with cross-asset program development responsibili es have access to GIS tools and data, and the exper se to know how to use these tools to conduct analysis.
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55 | P a g e • • • • Brainstorming. Conduct informal brainstorming sessions involving asset management staff and GIS professionals in the organiza on to iden fy how to be er leverage GIS capabili es.
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56 | P a g e Data Management Standard Pracces• • . Standard management prac ces for GIS data sets -- including designa on of the single source system of record, naming conven ons, storage and backup protocols, metadata standards, cataloging, reten on policies, and procedures for protec on of sensi ve informa on.
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57 | P a g e Incorporate Technology.• • • • • • • • • U lize new technology to automate exis ng data collec on processes and ensure accuracy. Ingredient 5: Consistent Data Standards Enabling Spatial Data Integration Essentials Core data sets required for asset management such as asset inventory, asset condi on, traffic, crash, capital projects, and maintenance work records need to include consistent loca on referencing that allows them to be spa ally integrated.
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58 | P a g e • • • • • • • • • • Data collected without precise referencing (e.g., just a county and route) or using informal loca on referencing -- e.g., with text references to mile markers.
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59 | P a g e Common Challenges • • • • • • • • • • Asset and maintenance management systems were built with their own internal methods for loca on referencing and management, and are inconsistent with the agency's GIS/LRS maintenance systems. Data from different asset management systems cannot be easily integrated due to inconsistencies in loca on referencing and/or lack of tools to convert across referencing methods.
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60 | P a g e opportuni es to update inventory and condi on data based on work accomplished in a consistent manner across mul ple assets. • • • • • • • • • • • • • • • Common Challenges Resistance on the part of individual business units to change longstanding data collec on programs that meet their specific needs and feed decision support systems.
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61 | P a g e Case Studies The following case studies demonstrate how the ingredients for success have been u lized to advance asset management prac ces in several states. Each case study focus on a different aspect of GIS implementa on and applica on.
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62 | P a g e Recently, WVDOT made the decision to implement a commercial off-the-shelf solu on for managing its underlying LRS and associated business data. The SLD has been developed to integrate with this solu on and will allow for edi ng data through the SLD format.
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63 | P a g e The GIS Workbench that brings together an extensive set of GIS data layers in an ArcGIS (thick • • • • client) environment (including the roadside features data, collision data, traffic data, environmental data, etc.)
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64 | P a g e the story in a way that they had never been able to before. Through this prac ce, Utah DOT was able to portray the agency as capable, forward thinking, pro-ac ve, and worthy of considera on for revenue enhancements.
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65 | P a g e Map 6 illustrates a GIS capability for providing access to informa on about proposed transporta on projects.
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66 | P a g e replacement or repairs that are linked to paving projects. Tailored GIS views are provided to assist in targe ng loca ons based on condi on of pavements, culverts, and signs.
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67 | P a g e Reducing project delays and permit approvals -- Region 4 has already seen examples of approvals moving much more quickly through the permi ng process because the loca ons of concern (e.g., environmentally sensi ve areas) can be accurately mapped and easily shared with partner agencies.
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68 | P a g e Emphasis on collabora on and sharing data across the agency, and with partner agencies – this was a "mantra" used to help break down the tendency for each business unit to want to collect and manage data sets tailored for its own specific uses. UDOT is currently sharing data layers with many agencies throughout the state, and they look forward to expanding data partnerships.
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69 | P a g e integrates over 61 spa al data themes, including asset data, construc on project data, unstable slopes, and outputs from the statewide model. In order to improve the quality of construc on project loca on data, SHA recently put in place a requirement that all projects must have a GIS loca on entered in order to receive funding approval.
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70 | P a g e linkages. As older applica ons are replaced, SHA will consider transi oning inventory data into the ADW.
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71 | P a g e addi onal targeted GIS applica ons that are tailored to meet specific business needs and/or user communi es. SHA has developed a strategic plan for further integra ng the eGIS program into SHA business processes, adding value through the analy cal assessment of business data in a geospa al context.
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72 | P a g e network design provided a flexible basis for migra on to the outsourced approach and integration with a variety of exis ng systems for asset management. In 1996, IDOT completed development of a digital link/node base for its road network, with integra on to their completely redesigned legacy mainframe roadway inventory systems.
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73 | P a g e A valuable characteris c of IDOT's spa al informa on systems infrastructure is the direct linkage of data to the underlying LRS using a variety of system iden fiers including differing milepost referencing and project numbering schemes. This direct linkage enables the complex integra on of asset management–related data files across the enterprise and also provides access to historical asset informa on.
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74 | P a g e the Illinois roadway inventory. The roadway base also provided a QA check on the roadway inventory network and served as a reliable source for iden fying and/or verifying new roadway segments.
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75 | P a g e References 1. Even Keel Strategies, Introducing a Maturity Model for Enterprise GIS, 2008.
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76 | P a g e Appendix A: Applications Catalog TAM Business Process Agency Applica on Manage and Track Work Rhode Island DOT The Rhode Island DOT is implemen ng a CMMS to manage its roads and highways asset base. The DOT is leveraging its statewide GIS data to allow work orders to be a ached to assets spa ally, allowing the DOT's maintenance programs to be tracked as they would be in any other work order management/CMMS system but with the cri cal addi onal ability to track where the work is happening by asset type.
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77 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Assess and Manage Risks Iden fy Needs and Work Candidates Develop Programs Manage and Track Work Kentucky Transporta on Cabinet In 1999, the Kentucky Transporta on Cabinet (KYTC) implemented so ware that enabled it to integrate spa al and tabular road data for the first me.
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78 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Assess and Manage Risks Iden fy Needs and Work Candidates Develop Programs Manage and Track Work Oregon DOT The TransInfo project was jointly sponsored and led by the planning, maintenance, and IT offices at ODOT and was designed to support both the planning and maintenance business func ons, significantly reducing duplica on of asset records. This project replaced legacy mainframe roadway asset inventory databases with a consolidated modern GISenabled rela onal database with built-in map as well as form-based data maintenance applica ons.
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79 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Iden fy Needs and Work Candidates Develop Programs Oregon DOT The agency developed the FACS-STIP Tool to provide easy access to useful asset informa on (loca on, a ributes, and condi on) and communica on of new or updated asset informa on with one easy-touse applica on.
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80 | P a g e TAM Business Process Agency Applica on Iden fy State of the Assets Utah DOT The agency contracted for a comprehensive asset data set, including photolog, GPS, pavement, and LiDAR for over 14,000 lane miles plus ramps. The asset inventory included signs, walls, shoulders, paint stripes, pavement messages, intersec ons, rumble strips, and bridges, as well as lane area and pavement width measurements.
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81 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Iden fy Needs and Work Candidates Westlink Services -- M7 Motorway in Sydney, Australia Westlink Services deployed a GIS-based asset management system to track the condi on of all the assets along the 40 km stretch of motorway, including the road surface, barriers, embankments, bridges, ligh ng points, and the systems for toll collec on. The asset inspectors use the so ware on laptops and tablets.
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82 | P a g e TAM Business Process Agency Applica on Manage and Track Work St. Louis County Public Works Faced with an aging transporta on infrastructure, St.
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83 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Assess and Manage Risks Iden fy Needs and Work Candidates Manage and Track Work Sacramento Area Sewer District The district's wastewater collec on system relies on more than 400,000 assets including 52 miles of forced mains and pressure systems, 3,000 miles of gravity sewers, and 279,000 service-level connec ons. The district is implemen ng a new asset management system, integra ng informa on from its GIS and observa ons from live video footage of the pipes themselves.
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84 | P a g e TAM Business Process Agency Applica on Understand the State of the Assets Assess and Manage Risks Iden fy Needs and Work Candidates Manage and Track Work City of Corpus Chris , TX The city lacked a centralized system to manage its separate water, wastewater, u lity, and storm-water services departments. Despite the city's established GIS, keeping opera ng costs low while s ll providing excellent service to ci zens remains difficult, because work requests were not interfaced with the GIS system and thus could not be spa ally analyzed.
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85 | P a g e Appendix B: Resources GPS Data Collection Standards State of North Carolina: h p://www.ncgicc.com/Portals/3/documents/ GNSS_Standard_Version4_Adopted2014.pdf Kentucky Transporta on Cabinet: h p://transporta on.ky.gov/Planning/Documents/GPSMaintenanceStandardsall_rev.pdf New York State DOT: h p://gis.ny.gov/coordina onprogram/workgroups/wg_1/related/standards/documents/GPS_Guide lines_FINAL.pdf New Jersey DOT: h p://www.state.nj.us/dep/gis/GPSStandards_2011.pdf Oregon DOT: h p://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_syn_301.pdf (Appendix C) Geospatial Data Policies West Virginia DOT: h p://www.transporta on.wv.gov/highways/programplanning/planning/ grant_administra on/wvtrails/Pages/gps.aspx Maryland: h p://imap.maryland.gov/Documents/Data/MDiMap_DataSubmissionPolicy.pdf Oregon DOT (Road Centerlines)
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