3.1.2.2 TAM-Related Functions: Planning, Programming, and Delivery

TAM-Related Functions: Planning, Programming, and Delivery

TAM is inherently an integrative function, so designation of individuals performing key roles within agency planning, programming and work delivery functions can clarify the key points of responsibility and foster cross-functional coordination.

Project Prioritization

Within each program, key actions include:

• Adopting and modifying policies and guidelines for how and when prioritization is done
• Developing prioritization methodologies
• Coordinating the execution of the process
• Gathering and compiling data
• Implementing, managing and updating information systems to support the process
• Performing analysis for individual projects
• Analyzing, reporting and communicating prioritization results
• Making final decisions about which projects will be advanced for funding

Maintenance and Operations

When work is being conducted in the field the following are important considerations for TAM program support:

• Understand TAM goals and objectives and how field actions impact end results.
• Understand the choices that were made during the programming process on asset treatments.
• Capture data on work accomplished to keep asset information accurate.
• Train field staff on the TAM program

Data Collection

Several steps are required to plan and execute data collection efforts – and then to process and store the data that are collected. Some agencies have established roles to provide standardization and coordination across data collection efforts. For each effort, key roles include:

• Analysis to provide a sound business case for data collection
• Research to identify the best method and approach to collecting the data
• Procurement – when contractors are used to collect data
• Data specification and design – that considers integration with existing agency data
• Hardware and software specification and acquisition for data storage and processing
• Guidance and oversight to ensure consistent and valid data
• Data quality assurance
• Data loading and validation

Development of a Long Range Plan

The long-range plan sets the framework for impactful asset investment decisions for the rest of the transportation development process. TAM implementation has a greater impact if TAM roles and responsibilities are clear in this step. It is also important to determine who will take the lead for the following:

• Long range plan policies and priorities related to TAM
• Consideration of tradeoffs across investment types (all program areas and across asset classes)
• Consideration of TAM investment distribution within asset classes (rebuild, rehab, preservation)
• Financial planning (funding outlook across investment types)

Program-Level Budgeting

Allocation of resources across program categories is a critical decision that both enables and constrains what can be accomplished. Where programs are defined based on funding sources or where allocations are based on formulas, there is little or no flexibility. However, where there is flexibility, it is important to establish TAM roles for technical analysis of investment versus performance tradeoffs, as well as for orchestration and facilitation of tradeoff decision making based on the results of this analysis.

Development of the TAMP

TAMP development is a multi-step process that involves agency stakeholders. Clearly articulating process, roles, and lead responsibility for the document yields the best product and makes it easier to implement the TAMP. Table 3.1 illustrates how to provide the link between roles and the key components of a federally-compliant TAMP development process.

Table 3.1 illustrates a way to provide the link between some typical TAM roles and the key components of a federally-compliant TAMP development process.

Table 3.1 - Links to the TAMP Development Process

TAMP Component	Example TAM Roles and Responsibilities
Asset Inventory and Condition	Data Collection: State NHS (asset owners); Local NHS (bridges: state bridge unit, pavements: individual local agency data collection units) Data Management: State DOT planning unit collects all data from the various data collection leads Reporting and Visualization: TAMP development team
Asset Condition Forecasts	State System Bridges: State bridge management unit runs bridge management system (BMS) Pavements: State pavement management unit runs pavement management system (PMS) Other Assets: No management systems exist for the other assets so each asset owner uses ages to forecast asset condition in the future Non-State NHS Bridges: State bridge management unit runs bridge management system (BMS) and provides forecasts for the entire NHS Pavements: State pavement management unit uses the data collected from local agencies runs pavement management system (PMS) and provides forecasts for the entire NHS
Financial Planning	State Funding Forecast: State Chief Financial Officer (CFO) State Funding Uses: TAM unit works with CFO, programming unit, and asset owners to determine uses Non-State NHS: TAM unit works with MPOs and local agencies to determine both funding forecasts and uses of funding
Life Cycle Planning and Management	State Assets: TAM unit takes the lead in developing agency wide asset life cycle management policies. Each asset owner uses the agency wide policies and works with the field units to determine asset specific policies. Non-State NHS Assets: Local agencies are invited to a workshop to provide input on life cycle planning and management policies impacting their system. This input is used for development of non-state owned NHS policies.
Risk Management	The TAM unit organizes a workshop to develop and refine the risk register and to develop risk mitigation actions. State Assets: Information is used during the programming process to determine funding for risk mitigation actions. Non-state Assets: For non-state NHS bridge and pavement assets, MPOs and local agencies are invited to the risk workshop to participate in the development of the risk register and mitigation actions. Specific funded initiatives are reported by the MPOs and local agencies to the TAM unit for inclusion in the TAMP.
Investment Strategies	The TAM unit works with individual asset owners and field units to prioritize investments for TAM improvements, and to meet TAM targets and forecasts. MPOs work with local agencies to develop investment strategies to advance NHS pavement and bridge performance.
Process Improvements	The TAM unit uses a workshop to bring together all stakeholders to develop and prioritize TAM improvement initiatives.