Use of Transportation Asset Management Principles in State Highway Agencies (2013) / Chapter Skim
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Pages 24-32
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24 CHAPTER FOUR SURVEY RESULTS ANALYSIS This chapter provides an in-depth analysis of the survey responses regarding AM implementation processes and practices along the following parameters: • The impact (importance) of having a mandate (internal or external)
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25 When mandate and no-mandate agencies are compared for AM progress to date and future short-term anticipated activities (2 to 5 years) , 32% of the mandate agencies indicated that they have complete inventories with future activities focused on advancing AM capabilities compared with 26% for the no-mandate agencies.
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26 When comparing the AM decision-making process between agencies with an AM group versus no AM group, the agencies with an AM group have made more progress in implementing performance-based resource allocation (58% versus 35%) , AM processes (46% versus 41%)
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27 holders to achieve a common understanding and commitment to improved performance. It is a tactical-level document that focuses its analysis, options development, programs, delivery mechanisms, and reporting mechanisms on ensuring that strategic objectives are achieved (AASHTO 2011)
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28 This approach is in line with information gathered from other DOTs, where the TAMP does not exist as a single document that can be easily accessed, updated, and communicated. The NDOT documents are a good start, but fall short of a TAMP because they lack levels of service discussion, a life-cycle management section, and a financial management section.
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29 FIGURE 6 Oregon DOT AM technology strategy/integration [Source: (ODOT 2011)
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30 not cover whether the level of service targets or investment plans are adequate; rather, it assesses the TAMP components recommended by the 2002 AASHTO Transportation Asset Management Guide. Georgia DOT 2011 The Georgia DOT TAMP is available online (http://www.dot.
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31 in determining their needs that become part of their investment strategy) • Remaining life • Risk • Revenue plan (Figure 8 shows the bridges revenue plan from 2001 to 2010.
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