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13 2.4 Interstate Asset Management Highway System routes included in the plan. (For the Plan Outline sake of brevity all references to the IHS include selected NHS routes.) The basic strategy recommended for applying asset man- 3. Interstate Routes--Level of Geographic Significance: agement tools and techniques to IHS assets is for each IHS a. Criteria: owner to develop an Interstate Asset Management Plan. The i. National--Serves long corridors on a national plan should summarize conditions of IHS assets, establish scale; performance measures for those assets considering available ii. Multistate--Located in/serves more than one state; funds, and describe the plan for future investments in the and IHS. The starting point for developing the Interstate Asset iii. State/Metropolitan--Serves relatively limited area Management Plan should be an agency's existing long-range within one state. plan (LRP) developed following the Federally mandated b. Table showing results--route number, category LRP development process. The LRP should include policies, (national, multistate, or state/metropolitan), and goals, and objectives, with specific measures of effectiveness rationale for designation. or performance that can be used and/or supplemented for the Interstate Asset Management Plan. The plan, once developed, will help support the agency's Section 2.0--Assets Included in the Plan ongoing resource allocation process for its IHS network across This section documents the types of asset (pavement, investment categories and decision-making horizons. It also shoulders, bridge, etc.) included in the plan. At a minimum, should provide consistent information about the system that for each asset type, it is recommended that agencies include a can be shared among the many agencies managing the network. basic inventory unit (lane miles, count, etc.) and the value for The following is a recommended outline for a typical state each unit. Agencies may also decide to break down the inven- Interstate Asset Management Plan. As always, some variations tory information further by level of geographic significance, will be necessary to address an IHS owner's specific policies, geographic area (e.g., DOT district), etc. Table 2.1 provides a priorities, organization, responsibilities, business processes, list of assets that should be included in the plan. and data capabilities, but this prototype can provide the basic building blocks to initiate such a plan. Typically, sections of Section 3.0--Measuring Performance the plan should include: This section defines the performance measures used to 1. Significance of the Interstate Highway System; assess the effectiveness of IHS investment and maintenance 2. Assets Included in the Plan; strategies. Table 2.2 provides a list of measures recommended 3. Measuring Performance; for the plan, and Chapter 5 provides more detailed guidance 4. Past and Present Funding; on selecting measures. 5. Risk Assessment; At a minimum, include the value for the measure for the 6. Interstate Investment Strategy; and previous year. If the data is available, provide historic trend 7. Updating the Plan. information for up to 10 years. Section 1.0--Significance of the Interstate Section 4.0--Past and Present Funding Highway System This section provides information in the form of tables and graphs showing trends over time in sources and levels of 1. Role of the IHS in our state's economy and quality of life: funding and how these funds have been allocated from vari- a. Percent of miles; ous perspectives, including transportation system categories b. Percent of traffic; (mode and level of system), corridors and geographic areas, c. Access to ports and gateways; functional categories, asset classes, etc. The compilation, d. Connectivity with the nation; presentation, and interpretation of such information would e. Access to regions of the state; and be customized according to the attributes and issues unique f. Importance to economic development goals. to the particular circumstances of the agency and its IHS re- 2. The State's Interstate system: sponsibilities and challenges. The categories used to report a. System map; and historic funding levels in this section should match the cate- b. System table, with route number, length, average daily gories used to present the investment strategy in Section 6.0 traffic, and percent trucks. Include non-IHS, National of the plan.

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14 Section 5.0--Risk Assessment entail addressing what is to be gained and what is to be lost by changing investment strategies, such as: This section identifies and assesses key issues and challenges including significant vulnerabilities and risks associated with Between the IHS and non-IHS; the IHS. It defines deficiencies and provides a factual and objec- Among asset types on the IHS; tive foundation for the development of IHS policy and per- Among specific IHS routes; formance goals and strategies in such critically important areas At varying investment levels; and/or as economic development, freight, and personal mobility and At varying performance levels. safety. Chapter 3 provides guidance on conducting a risk assess- ment and communicating the results. The end result of this tradeoff exercise is an IHS investment strategy organized around the performance measures identi- Section 6.0--IHS Investment Strategy fied in Section 3.0 of the plan. For each measure, the agency should define the preferred target level and the annual funding This section presents the recommended level and distribu- required to achieve it. tion of IHS investments and establishes performance targets The investment strategy also may include a list of major proj- for the IHS based on predictive modeling and considering ects or initiatives that have been identified throughout the plan- potential investment levels. It should serve as guidance for sub- ning and programming process or during the risk assessment. sequent programming and project prioritization processes, and provide a basis for monitoring the effectiveness of invest- Section 7.0--Updating the Plan ment decisions in terms of the defined targets. Since resources are invariably limited and insufficient This section describes the process and timeframe for up- to achieve all desired outcomes, the "art" of asset management dating the plan. It is recommended that agencies reassess and comes into play when all of the information and analyses are update the plan on a defined schedule--perhaps annually but focused on evaluating an array of "what if" investment alter- not less often than biennially--based on changing conditions natives that consider vulnerabilities and deficiencies, risks and and the effectiveness of previous investments and manage- priorities, goals and performance targets. The questions will ment strategies.