Checklist
Using TAM Gap Analysis Results to Advance Practices
The results from the TAM gap analysis can help identify gaps between current and desired performance, but the greatest benefit may come from using the results to advance agency practices. Asset Management leaders can use this checklist to identify strategies for addressing any gaps that are discovered.
Did the analysis identify gaps related to:
Policy Goals and Objectives? Consider:
- Developing strategies to better link agency goals with performance data.
- Using asset management data to set infrastructure performance goals.
- Monitoring performance towards goals more regularly.
- Establishing an asset management policy.
- Using asset management analysis tools to convey the consequences of investment options.
Asset Management Practices? Consider:
- Developing strategies that ensure asset management decisions are driving investment decisions.
- Defining roles and responsibilities for asset managers that are endorsed by leadership.
- Creating a decision framework that considers risk, long-term investments, and trade-offs.
- Establishing a link to upper management through an Asset Management Steering Committee.
- Adding additional assets to your TAMP.
Planning, Programming and Project Delivery? Consider:
- Aligning the planned TAMP investments with long-range plans and other planning documents.
- Relating available resources and project costs to expected levels of service or performance.
- Reviewing existing performance measures to verify they drive desired behavior.
- Monitoring and regular reporting of progress towards desired performance.
- Establishing a feedback loop to ensure consistency between plans and programs.
Data Management? Consider:
- Aligning data capabilities with intended asset management approaches.
- Establishing a tiering system to prioritize data investments and practices for ancillary assets.
- Developing processes to ensure data quality.
- Establishing a data governance plan.
- Formalizing data stewardship roles and responsibilities.
Information Systems? Consider:
- Aligning information system capabilities with intended asset management approaches.
- Reviewing the current capabilities of existing management systems and prioritizing needed enhancements.
- Improving the reliability of performance models to predict future conditions under different scenarios.
- Using analysis tools to support performance-based decision making.
- Establishing processes for keeping management system data current.
- Verifying the assumptions for treatment performance in the management systems reflects actual performance trends.
Transparency and Outreach? Consider:
- Establishing processes to improve accountability for performance.
- Benchmarking agency practices with peer organizations.
- Developing a communication plan to ensure consistent messaging to internal and external stakeholders.
- Including a representative from the Public Information Office on the Asset Management Steering Committee.
Results? Consider:
- Working with the FHWA Division office to address Federal TAMP requirements.
- Documenting progress towards national goal areas and/or agency strategic objectives more effectively.
- Evaluating the alignment between planned investments in the TAMP with programmed projects.
- Enhancing the degree of coordination with federal, regional and local agencies.
Workforce Capacity and Development? Consider:
- Defining core competencies needed for the successful implementation of asset management.
- Developing a training plan for acquiring needed skills.
- Creating a TAM Book Club to familiarize new employees with asset management concepts. Consider using the TAM Guide as a resource and framework for these discussions.
- Participating in technology transfer events to benefit from peer experiences.
6.1.3 Making Effective Targets – Tips for Success
Checklist
Making Effective Targets - Tips for Success
Useful suggestions for determining the effectiveness of your performance targets can be found in NCHRP Reports 1035 (Guide to Effective Methods for Setting Transportation Performance Targets) and 993 (Managing Performance to Enhance Decision-Making: Making Targets Matter).
Consider short-term targets as checkpoints to determine progress towards long-term targets. This will help inform near-term programming decisions that can influence the ability to reach long-term goals.
Capitalize on the target-setting process by leveraging the discussions to focus attention on factors having the greatest impact on performance.
Engage partner agencies, such as MPOs and local agencies, in the target-setting process to build a sense of shared responsibility in the transportation network.
Initiate productive discussions on shifting trends if forecasts indicate performance is expected to worsen.
Use measures and targets that are meaningful to stakeholders to keep them engaged in the target-setting process.
Facilitate mid-point conversations to determine any needed adjustments to targets or planned investments.
Embrace target setting as a way to continually improve the transportation network rather than a finite goal to be achieved.
Seek honest feedback on the target-setting process and incorporate that feedback into process improvements.
2.2.5 Identifying and Assessing Risks
Checklist
Identifying and Assessing Risks
Identify and assess risks:
Begin by identifying the potential hazards that could impact transportation assets, such as floods, hurricanes, earthquakes, or cyberattacks. Assess the likelihood and severity of these hazards, considering factors like historical data, climate projections, and regional vulnerabilities.
Evaluate asset vulnerability:
Analyze the vulnerability of transportation assets to identified hazards. Consider factors such as asset location, design, materials, age, and condition. Identify critical assets that are essential for maintaining network connectivity and supporting emergency response.
Develop resilience goals and objectives:
Develop resilience goals and objectives: Establish clear goals and objectives for enhancing resilience, such as minimizing asset damage, reducing recovery time, and maintaining critical services during disruptions. These goals should align with the overall objectives of the TAMP and the broader transportation system.
Incorporate resilience strategies:
Integrate resilience strategies into the TAMP's asset management framework. This may include:
- Preventive measures: Implement measures to reduce the likelihood of asset damage, such as elevating structures, strengthening foundations, or installing protective barriers.
- Mitigation measures: Plan for quick and effective response to disruptions, such as pre-positioning emergency supplies, establishing communication protocols, and training personnel for disaster response.
- Adaptive measures: Consider long-term adjustments to asset design and management practices to accommodate changing climate conditions and hazard risks.
Monitor and evaluate resilience performance:
Establish metrics to track the effectiveness of resilience strategies and assess progress towards resilience goals. Regularly monitor and evaluate the performance of these strategies and make adjustments as needed.
Continuous improvement:
Incorporate lessons learned from past events and ongoing monitoring into the TAMP, continuously improving resilience planning and implementation.
5.5.1 Asset Value Checklist
Checklist
Asset Value Checklist
Note: This checklist was derived from the web version of A Guide to Computation and Use of System Level Valuation of Transportation Assets. More detailed information is available in this NCHRP Report. A summary is provided below to provide an overview and context.
In many TAM applications the preferred approach for initial value uses the cost perspective and the current replacement cost. However, in some applications other methods are valuable, including the economic perspective, market perspective and historic cost.
In many TAM applications the preferred approach for initial value uses the cost perspective and the current replacement cost. However, in some applications other methods are valuable, including the economic perspective, market perspective and historic cost.
The inclusion or exclusion of treatment effects depends on the factors which influence the asset’s expected useful life. Often, treatments may be excluded from analysis, but it is worth documenting the anticipated maintenance plan and understanding which treatments impact the expected useful life.
The best method for depreciating an asset varies based on the intended application of the calculation, the asset type, the value perspective, and the resources and data available. The three proposed methods for calculating depreciation are straight-line depreciation, condition-based depreciation, and non-linear benefit consumption.
Calculate Value and Supporting Measures
To support the final asset value and its application in the agency, several additional measures may be necessary. These measures include: cost to maintain value, asset sustainability ratio (ASR), asset consumption ratio (ACR), asset funding ratio (AFR), the net present value (NPV), and others.
Communicate and Apply the Results
Lastly, the asset value should be interpreted, communicated and applied to appropriate TAM decision-making. The agency may want to conduct sensitivity analyses to describe the accuracy of the calculated value and identify any assumptions or variables which significantly impact the final asset value.
5.3.2 Preparing a TAM Financial Plan
Checklist
Preparing a TAM Financial Plan
This checklist summarizes the basic steps involved in preparing a TAM financial plan. Note this guidance is based on NCHRP Report 898, and this resource has additional details on each of the steps described here.
Identify and Document Sources and Uses
- Determine the scope of the TAM program
- Establish sources of funding
- Establish funding uses
- Structure the list of sources and uses
- Validate the list
- Document constraints on uses of funding
- Document assumptions concerning the allocation of fixed costs
Forecast Revenues and Expenditures
- Establish roles and responsibilities for revenue forecasting
- Review prior revenue forecasts
- Forecast revenues
- Forecast non-asset management uses
- Determine available funding for asset management
- Document key assumptions
Develop Investment Strategies and Scenarios
- Define investment scenarios
- Identify current and planned projects
- Use management systems to predict future conditions
- Perform initial budget allocation
- Identify candidate projects
- Select projects
- Revise prediction of future conditions
- Finalize funding levels by use
- Perform gap assessment
- Document assumptions and investment strategies
Calculate Asset Value
- Obtain the value calculate for financial statements
- Calculate depreciated replacement cost
- Compare alternative methods for valuation
- Document the calculation using the preferred method
- Incorporate asset value into the financial plan
7.3.3 Preparing Data for Sharing, Reporting and Visualization
Checklist
Preparing Data for Sharing, Reporting and Visualization
Establishing a standard process to prepare data for sharing, reporting and visualization can make sure that data is publication-ready: quality checked, tested and documented. A standard data preparation process should be used before moving data to any official reporting source – whether it is a data warehouse, a geodatabase, or a file uploaded to an open data portal.
Is the data derived from a designated authoritative source system?
Have data quality checks been applied?
Has metadata for the data set been prepared, including explanation of the data source, date of last update?
Is an individual or business unit identified for data users to contact for further information?
Is an individual or business unit identified for reporting database or system managers to contact regarding any issues that arise?
Has metadata for the data elements included been prepared (data dictionary)?
Has the metadata been reviewed for completeness and quality?
Has a data owner or steward signed off on the data publication?
7.2.3 Asset Data Collection Readiness Checklist
Checklist
Asset Data Collection Readiness Checklist
Agencies can use this checklist when adding a new asset to the data collection, data management, and data governance processes. Addressing the items in this checklist will ensure that information about the asset is collected, used and updated efficiently and effectively within the agency.
Has asset owner or steward been identified?
What asset category/type does this asset belong to?
What is the precise definition of this asset?
What are the asset’s components?
What are the units of measure for the asset?
Has a data dictionary of attributes for this asset been developed?
Who will use the data about this asset and how?
Which attributes are needed to meet state or federal requirements?
What method(s) will be used to collect inventory data for this asset?
Will the data collection method and accuracy be included in metadata?
What method(s) will be used to update inventory data for this asset?
Have the data collection and updating technologies been investigated?
Have the data collection manuals and other training materials been created?
What method will be used to uniquely identify this asset?
What method will be used to identify this asset’s location?
Will this asset be represented in GIS as a point, line or polygon?
What method will be used to synchronize this asset’s location with the agency’s official linear referencing system?
Is there a plan for data sharing and reporting?
For example, including the new data in an agency data warehouse or GIS portal?
How will this asset’s condition be assessed and described?
What system(s) will store inventory and condition data for this asset?
What types/categories of treatments are applicable for this asset?
What are the units of work accomplishment for these treatments?
What system(s) will store information about needs, planned work, and completed work for this asset?
How will different agency and external users obtain data about this asset, its condition, needs, planned work, and completed work?
Who is the point of contact for answering questions about data for this asset?
7.1.3 Data Items to Standardize for TAM
Checklist
Data Items to Standardize for TAM
Consider establishing standard definitions, code lists, and formats for the following items.
Location of assets, projects, and maintenance activities.
- Spatial (X,Y)
- Linear reference
- District/region, city/county
Asset ID.
- A shared, unique identifier for an asset
Project ID.
- A shared, unique identifier for a project, ideally maintained from “cradle to grave”
Asset Category/Type.
- Based on an adopted agency naming convention
Asset work type.
- A common set of categories for describing types of maintenance, repair, rehabilitation or replacement work performed.
- Ideally these are hierarchical, enabling roll-ups from detailed work types to shared work categories that can be used for reporting across asset types.
Asset Inventory units of measure.
- Common inventory units include linear feet, square feet, ‘each’ and miles.
Asset Work units of measure.
- These may be similar to inventory units but include things like tons of asphalt patching.
Resource types and unit costs.
- Labor
- Equipment
- Materials
- Contracts
Project-Asset Linkage.
- To identify which assets were included within a project
Maintenance Activity-Asset Linkage.
- To identify assets (and quantities) were included within a maintenance activity
Work Status.
- Proposed
- Planned/programmed
- In progress
- Complete
- Open to traffic
Timeframe for work completion.
- Multiple levels of granularity as needed for planning and reporting
Costs.
- Standard methods of accounting for inflation
- Inclusion of ancillary costs such as construction engineering or traffic control
- Ability to compare estimates across systems
File naming conventions.
- For linking standard documents to asset information
File formats.
- Design data
- Multimedia data
6.5.3 Risk Management Process
Checklist
Risk Management Process
The successful monitoring and enhancement of a risk management process or other TAM business processes requires a concerted and coordinated effort throughout the organization. To help ensure success, agencies can consider the following important factors.
Do you have a structure with clear roles and responsibilities that are coordinated across the agency?
- The roles and responsibilities required to support a TAM program will change over time as the agency matures. Initially, an agency may start with a small, concentrated team of individuals supporting TAM, but as the process is embedded in the agency’s practices, the number of involved team members may grow.
- TAM is a cross-disciplined practice that requires strong coordination and a clear strategy to keep everyone aligned.
Do you have the right resources to implement your plans and programs?
- A lack of available resources can cause the implementation of TAM to fail, so ensuring that the right resources are available may require the support of upper management.
- The implementation of risk management and TAM often require changes in the way an organization is doing business, so training programs may be needed to ensure staff can be effective and that they have confidence in making the changes necessary.
6.5.1 Monitoring External Considerations in Risk
Checklist
Monitoring External Considerations in Risk
In the early stages of risk management, transportation agencies tend to focus primarily on identifying and monitoring internal risks that are within the agency’s control. However, agencies should also monitor external considerations that may influence agency risk, including those listed below.
How will changes in technology impact the way transportation agencies operate in the future?
What political or social trends are impacting the way we manage our transportation network?
Is the frequency or intensity of weather events impacting the performance of our transportation network?
As an agency, are we dependent on external sources to provide critical information for managing the network?
Are trends in financial models indicating that revenue for transportation will be impacted dramatically in the next several years?
Are there indications that regulatory or legal compliance issues are changing?
As an agency, are there changes in the available workforce that will need to be addressed?
Are there trends in contractor or vendor practices that could impact our ability to deliver our program?
Are there changes in travel demand that are impacting the way the transportation system is managed?
