An Asset-Management Framework for the Interstate Highway System (2009) / Chapter Skim
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Pages 44-53
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From page 44... ...
An initial question an IHS owner must answer in considering how to implement the Interstate Asset Management Framework is whether to implement it at all. To understand how best to present the case for an Interstate Asset Management Framework, it can be instructive to first address those who are unlikely to immediately implement such a concept.
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From page 45... ...
Implementation efforts may be: • Culture driven; • Leadership driven; • Private sector driven; • Stakeholder driven; or • Event driven. Culture Driven Some agencies are more likely to move toward implementation because the underlying philosophy as well as the specific practices of transportation asset management have become integral to the way they are led, managed, and function day to day, from headquarters to field units and across functional areas.
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From page 46... ...
Certainly the ability of emergency response entities -- police, fire, ambulance, environmental hazard teams, and, under certain circumstances, the military to use the IHS to reach the locations requiring their urgent attention, including locations on the system itself -- earn them standing as significant stakeholders whose interests may provide a key impetus for establishing an Interstate Asset Management Framework. Event Driven This is the least desirable but not necessarily the most uncommon driver of implementing changes such as a riskbased Interstate Asset Management Framework.
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From page 47... ...
Key issues to address with an IHS asset management system include the level of investment in operations versus capital improvements and maintenance, the distribution of investments among operational service categories, and the benefits gained in terms of improved reliability and safety. Work Category Focus An Interstate Asset Management Framework may emphasize different work categories (such as preservation, mobility, safety, environment)
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From page 48... ...
Integration. For entities that already practice transportation asset management and have decided to differentiate in some manner an Interstate Asset Management Framework, they can integrate the framework as a separable yet adjunct set of activities within the overall asset management framework or further differentiate by assigning leadership and management responsibilities for the Interstate Asset Management Framework to separate organizational units or to separate individuals.
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From page 49... ...
The clear consensus is that they must be customized for, and left to, individual state circumstances to account for the substantial variation in every significant aspect, from soils to weather conditions, from topography to traffic characteristics, from conditions and needs to financial capacity. Implementing an Interstate Asset Management Framework on a state-by-state basis, with AASHTO providing a coordination mechanism, seems like a suitable way to advance towards a performance-based, outcome-driven program structure.
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From page 50... ...
The importance of addressing the needs of these organizations in terms of both prevention as well as emergency response is self evident. The process of addressing such needs in an objective and systematic way can effectively be incorporated into an Interstate Asset Management Framework, particularly if the process is carried out in a collaborative way.
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From page 51... ...
Focusing on the IHS where the data are often the most reliable and complete will ultimately have broader benefits to the entire highway network. • Rational Risk Approach -- A quantitative approach to characterizing risks of system failure and development of risk mitigation strategies are fundamental aspects of an asset management framework and particularly applicable to the IHS where the consequences of disruption in service can be quite severe.
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From page 52... ...
• Make the Case for IHS Criticality More Competitive with Other Needs -- As at the state level, an effective asset management program can establish credibility and help build the case for increased Federal funding for the IHS. 6.5 Challenges Consistent with the approach to benefits, the March 13, 2008 workshop participants identified the following as implementation obstacles and costs: General • Resistance to Change; Parochialism -- As Machiavelli famously observed, change is inherently difficult to achieve and is often resisted by parochial interests oriented to turf protection.
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From page 53... ...
• Comparable Measures State-to-State (also could be seen as a benefit by elected officials) -- A national Interstate Asset Management Framework could lend itself to conclusions being drawn about comparative performance among the states.
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