Existing and Emerging Highway Infrastructure Preservation, Maintenance, and Renewal Definitions, Practices, and Scenarios (2020)

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D-1 DISCIPLINE SPECIFIC NARRATIVES D1. STRUCTURES INTRODUCTION This chapter examines the transportation structures discipline in the context of the research’s identified emerging PMR practices that may affect future preservation, maintenance, and renewal activities. The practices are assessed in terms of their impacts on, and benefits to, structures management. The chapter concludes with a brief discussion of implementation issues. Several of the emerging practices with respect to this discipline are innovative by nature. Therefore, the term innovation is used in this section as a surrogate term to emerging PMR practices without implying that all emerging practices need to be radically innovative; they could be much transformed future manifestations of existing practice. The discussion of transportation structures focuses on maintenance and preservation of existing structures as well as on the design and construction for structures renewal. Transportation structures include, but are not necessarily limited to: • Bridges, viaducts, and culverts. • Tunnels and their ancillary equipment. • Earth-retaining structures. • Structural supports for highway signs, luminaires, and traffic signals. Since bridges represent such a large focus area under structures, it is not uncommon in narratives such as this to refer to “bridges” when referring to the broader family of structures. This occurs in the following pages, except when referring specifically to one or more of the “non-bridge” structure types. Highway structures preservation, maintenance, and renewal activity definitions have been vetted by the bridge industry and published in the 2011 FHWA Bridge Preservation Guide. Refer to Chapter 1 for preservation, maintenance, and renewal definitions adopted by this project using FHWA definitions. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE State DOTs and other bridge owners are faced with significant challenges when it comes to highway bridge preservation and replacement needs. Based on the 2017 National Bridge Inventory data, about 9 percent of the nation’s bridges is rated structurally deficient and in need of various levels of repair, rehabilitation or replacement. The issue is complicated by increased travel demands, limited funding and increasing costs. Structure owners have a need to become more strategic by adopting and implementing systematic processes for PMR activities. Perhaps the biggest opportunity to become more strategic in addressing PMR activities for structures is by applying asset management principles and practices when allocating resources

D-2 within program and budgetary decision making processes. This includes not only prioritization, but key detail decisions including materials selection for new bridges, PMR activities to extend useful lives with less maintenance, and the timing of those activities to ensure the longest life for the structures. Much condition data, both historic and current, are needed to inform those decisions, but such information is not always available from today’s collection and data management methods. Better and faster procurement strategies and construction methods are also needed to minimize disruption. For highway structures, there is a need to improve the performance in the same three functional areas as pavements. • Extend asset longevity through improved life-cycle management. This area involves extending the useful life of highway structures to reduce the frequency of PMR activities. This can be done through the use of long-life designs, and considerations for service life design and materials with improved strength and durability. Promoting robust, proactive and timely application of PMR activities with more emphasis on long-term preventive maintenance strategies will also play a role. Data-driven processes will promote better decisions relating to PMR policies and investments through improved predictive, detection and sensing capabilities. • Enhance environmental sustainability. This area involves adopting more environmentally sensitive and holistic approaches to sustainable designs, materials and methods related to PMR practices. It also includes expanding attention to recycling and reuse, minimizing waste, adopting prudent materials substitutions, using localized materials, and promoting more efficient and cleaner energy consumption in PMR activities. • Improve delivery outcomes of procurement and methods. This area focuses on ways of minimizing traffic disruptions and enhancing work zone safety when undertaking PMR activities. Accelerated schedules (Accelerated Bridge Construction – ABC methods) minimize the need or frequency of road closures and reduce work zone bottlenecks. Business processes and data and information sharing will be streamlined. Future challenges particular to bridges relate strongly to anticipated increases in road freight. Increased truck traffic and the possibility of higher axle loads would result in accelerated bridge (fatigue) deterioration and a greater need for PMR interventions. Climate change issues and natural disasters pose yet another set of challenges for structures by bringing higher probabilities of coastal flooding, inundation from storm surges, inland river flooding and washouts that threaten water crossings and extreme winds that could affect structural supports for signs, lighting, and traffic signals. In addition, with the emergence of connected and automated vehicles, there is a strong possibility of special managed lanes for freight platooning, causing more wear and tear to structures. Freight platooning might require an additional examination of impacts on limit state design for bridges, standard bridge loading assumptions, and the role of bridge material strength and durability. There are ways to prepare for these challenges. The research has identified 16 innovative materials, tools, approaches, and technologies that can assist highway agencies in preparing and responding to them, by turning challenges into opportunities while having significant beneficial effects on PMR activities.

D-3 The possibilities start with advances in data gathering and sharing. New technologies will provide breakthroughs in the way agencies collect and communicate data, which will result in more and better information, collected and shared at lower cost and in much shorter timeframes. With more and better “mega-data” available to the owners of structures, there will be a greater need for improved data management and utilization to provide useful information for asset management decision making. This will improve agency capacities to plan and execute PMR activities, including decisions on materials, methods, and to address environmental concerns. As PMR activities are executed, successes, lessons learned and other relevant data can be documented and fed back into the data collection and sharing phase, which will lead to improvement of the overall process for implementing structures-related PMR innovations. STRUCTURES-RELATED EMERGING PMR PRACTICES In the future, data will be easier to collect, with the amount of data available related to the health of highway structures reaching a “mega-data” level. The important issues to consider will be exactly what kinds of data have the best return on investment. Collecting “data for data’s sake” cannot be the plan; careful consideration must be given to the questions that the data will answer, as well as how the data will be shared, analyzed and managed. Non-destructive testing, remote sensing, structural health monitoring sensors and data collected by connected and automated vehicle sensors will be available to the bridge community to provide more timely, effective, cost efficient information for PMR decision making in an asset management context. Innovations, such as advancements in cloud technology, are improving the way we handle mega- data. Future improvements to data management and utilization, such as Integrated Building Information Modeling (iBIM, or for bridges, BrIM – Bridge Information Modeling) systems and Artificial Intelligence (AI) will yield a large return on investment. The highway bridge community has determined there are several categories of data that are needed for successful bridge asset management decision making. • Environmental Inputs – Freeze-thaw cycles, hot-dry cycles, temperature range, temperature gradients, precipitation, etc. • Traffic Data – Live load traffic information (e.g. vehicle speed), weigh-in-motion data (number and type of axles, vehicle loads), etc. • Preservation and Maintenance – Number and magnitude of snowfalls, available records of repairs, rehabilitation and maintenance treatments (legacy data collection), safety inspection records, common state practices, etc. • Design and Structural Characteristics – Number of modes below 5 Hz, damping levels, actual load distribution and dynamic impact factors, global stiffness, design details (legacy data collection). • Construction Quality – Available records (legacy data collection), variation of concrete reinforcement cover, variation of concrete modulus, concrete permeability, steel coating thickness and quality, joint materials and designs, deviations from design/specification, etc.

D-4 Once these data have been gathered, the next step is to make data available through unified interoperable systems so that they can be analyzed and refined into useful models for learning and decision making. In the end, the data are only as useful as the impact they have on making key decisions at the policy, program and project levels. Drawing upon the knowledge and insights gained from good information, the planning and execution of structures-related PMR activities will involve making decisions on materials, tools, approaches and technologies. As examples, transportation agencies will be more likely to capitalize on using high performance materials, such as ultra-high performance concrete and stainless reinforcement or structural steel. It will also become more and more common for structures to be built using modular construction and accelerated construction methods. All construction will be expected to have a smaller (greener) footprint. Technology will become part of the infrastructure itself, so designers will need to not only design for structural requirements, but also for embedded sensor systems and specialized loading situations. The following specific innovations will play a role in fulfilling current long-term PMR needs in the bridge and highway structure industry and move practitioners into the future. The findings below are also summarized in Table D-1 that follows the narrative. Hyper-Performance Materials Hyper-performance materials such as engineered concrete, composites, and specialty steels used in highway structures will result in a reduction in life-cycle costs due to greater durability and resiliency in the face of higher traffic levels and heavier freight loads. Improvements in high- strength concrete, self-healing materials and lighter weight, higher strength and less corrosive steel or non-metallic materials (e.g., FRP, ceramics) will provide for more economical designs in new structures, longer life and less PMR activities needed. Structures will be more resilient to climate change and extreme weather. Benefits will include reduced energy consumption, lower emissions and smaller environmental footprints. According to a 2009 FHWA study, desirable enhanced-performance characteristics include the following for constructability and sustainability (FHWA 2009): • Constructability o Resistance to high construction stresses, which include hydration temperatures, handling, etc. o Lower weight, higher strength materials that allow for easier, faster, and cheaper handling o Ability to be used in accelerated construction situations o Higher tensile strength for easier handling o Longer flow time for concrete (over 8 hours) or fast-setting, high early strength materials with adequate durability, as appropriate for PMR situations • Sustainability (will not deteriorate with time or can be readily recycled/reworked into replacement structures in lieu of reliance on virgin natural resources)

D-5 o Includes enhanced materials properties in all areas including higher strength, ductility, modulus, fatigue resistance, chemical resistance, impact resistance, abrasion resistance and durability o Reduce the risk of secondary forms of deterioration such as freeze/thaw or reinforcement corrosion o Corrosion resistance (for structural steel or other elements) o Scaling resistance. • Other properties that may contribute to high performance o Environmentally inert, thereby leading to less release of toxins into the environment o High early strength with less cure time o Resistant to damage and able to maintain load bearing during catastrophic events o Properties that include self-sensing of condition and automatic notification, and self-healing. Materials exhibiting these attributes will lead to long or perpetual service life with little to no maintenance and preservation needed. Such materials also lend themselves to more innovative accelerated construction techniques. Many materials such as ultra-high performance concrete and less corrosive steel, such as A1010 steel, have specifications in place and are already being used today on pilot projects. Stainless steel rebar or corrosion-proof non-metallic reinforcement, such as FRP rebar and carbon fiber prestressing is also being specified by certain states for longer life and less corrosion issues. Steel coatings are evolving into longer lasting and more environmentally friendly products. The use of these products shows that the industry is willing to move forward to even more innovative thinking. Other possibilities for the future include use of nanotechnology materials in structures. Research on the use of carbon nanotubes and nanofibers in cement is already being performed. The High Performance Stress-Relaxing Cementitious Composites for Crack-Free Pavements and Transportation Structures project, conducted at Texas A&M University’s Texas Transportation Institute, incorporates nanofibers and nanotubes into construction materials to intentionally introduce cracking on a controlled nano- to micro-scale. This process enables researchers to reduce tensile stresses and mitigate visible, deleterious meso-scale cracking in concrete due to shrinkage, thermal changes, and corrosion. While nanoscale materials help protect and prevent cracking in structures, nanotechnology is also being developed to help engineers proactively detect, monitor, and repair bridge cracks. This is the purpose of the Low-Cost Self-Powered Wireless Nanosensors for Real-Time Structural Integrity Monitoring of Steel Bridges project at the Georgia Institute of Technology, funded by the FHWA Exploratory Advanced Research Program. Researchers have harnessed state-of-the- art wireless and nano-based technologies to develop real-time, low-cost, wireless sensing systems that remotely monitor the presence of cracks. The sensing network at the core of this project detects and quantifies multiple small cracks using individual sensors printed on a flexible thin film with inkjet printers and nanoscale conductive inks. The sensors form low-cost antennae that will be applied to fatigue-prone areas of a bridge and interrogated by a portable reader. When a small crack develops, antennae in the immediate area can measure the crack length based on the frequency shift caused by the deformation. These initial innovations will enable

D-6 self-sensing, self-healing technologies that greatly reduce or eliminate the need for PMR activities. Structural Health Monitoring Structural health monitoring (SHM) provides extensive data on structure deterioration for improved analytical and predictive models that lead to better decision making on preventative measures. Sensors will, in the future, provide even better and more real-time data for short-term and long-term asset management and planning of PMR activities. New structures can be “smart” with embedded, self-diagnosing, non-destructive sensing for continuous measurement and data collection. Sensors can provide information to and from connected and automated vehicles and can inform emergency response systems (examples include tunnel emergency fire response, and response to critical bridge structure damage from collision or earthquake.) Long-term monitoring through structural health embedded sensors can provide a wealth of information on actual loadings on the bridge and overall deterioration. Health monitoring sensors may not only collect external data but may be able to communicate directly with vehicle sensors aboard connected and automated vehicles, to provide information on hazardous conditions on a bridge or in a tunnel. Sensor operations require not only power sources, but reliable ways to transmit the data. Innovations in wireless sensors will allow for low maintenance, highly durable electronics. Innovations for power sources may include seeking energy-harvesting opportunities from vibrations in bridges to drive low-voltage sensors. There are needs in the measurement of total stress. Although in many structures, “locked-in” stresses overwhelm transient ones, there is currently no reliable, non-destructive approach to estimating them. Estimation of remaining service life from collected data is one of the main goals for bridge owners. The translation of NDE and SHM data into reliable estimates of remaining service life provides a critically important piece of information for decision making on structure assets. Also, it is expected that innovations to monitor corrosion, corrosion rate, and section loss will greatly improve the ability to take timely PMR actions, as currently there are no direct, non- invasive measurement methods available to identify and track corrosion. The greater number of data collecting sensors and devices will require more training of staff, and a maintenance program dedicated just to inspection and sensor equipment. Machine Learning - Artificial Intelligence for Asset Management Improved analytical and predictive models for decision making on PMR activities for structures will result in better asset management practices and optimization of outlays for longer and less costly service lives. Machine learning can leverage the long-term benefits of self-reporting infrastructure by not only leading to quicker response to needed PMR interventions, but in actually “learning” from those experiences to improve future predictive capabilities and performance. Automatic and inductive learning capabilities applied to the analysis of complex datasets can lead to further innovations for designing new structures that can anticipate and thereby reduce downstream PMR requirements. These capabilities can also provide models for

D-7 the more efficient design of specific bridges through an improved ability to analyze complex datasets that, just as an example, could make calibrating load resistance factors more accurate. Benefits of adaptive design based on data-driven models and utilizing AI learning will result in efficient, lighter weight structures that are more resilient and durable. Integrated Building Information Modeling (iBIM) for Highways Moving to iBIM (or BrIM – Bridge Information Modeling) means switching to an all-electronic design and eliminating the need for paper-based documents. BrIM will facilitate the use of 3D modeling that can span the life cycle of structures from initial design and visualization through 3D design with the digitized data being transferred to fabricators and then to construction and ultimately to asset management systems that capture the “as-built” as well as the “as-preserved” and “as-maintained” changes to the structure over its serviceable life. BrIM provides for better organization and tracking of the structure’s historical data and facilitates streamlined workflows. Designers, construction managers and asset managers may one day put on a headset and “see” a new or renewed bridge virtually imposed onto the existing site, and can virtually explore construction phasing before any dirt is moved. BrIM allows for integration of data that are vendor independent, interoperable and governed by a common data standard. They become a one-stop way of storing, retrieving and archiving all bridge asset data from “cradle to grave” of the structure. The BrIM process also allows for the data to be software independent, through a standardized and regulated data sharing platform. This works well for transfer of files, where the receiver of files may not have the same version or type of design software used. These data platforms are now being explored through several avenues. For bridge-specific projects, FHWA has developed the OpenBrIM platform, which is a cloud based data modeler for standardized bridge components. It is still in the initial stages of development. The future offers extraordinary opportunities for innovation in the application of BrIM. Enterprise Information Systems – PMR Applications Enterprise information systems will allow bridge and structure data, such as design models, as- built models, PMR activity logs and inspection reports, to be available for analysis through a single, unified system within the agency. Results will include cost savings from having one system, versus multiple systems that may not work together, and improved business flows, which results in better decision making and efficiency. Data sources must also be part of an integrated enterprise system that is vendor independent, interoperable and governed by common data standards. Such systems must and will be supported by a secured cyber infrastructure of fully automated connectivity and web or cloud based applications that enable the necessary data storage, retrieval, sharing, and archiving. Data are not useful if they are not able to be shared easily. Upgraded systems and workflow processes will need to be developed, as well as data sharing platforms that integrate data across the “silos” that exist in many highway agencies. For instance, a bridge designer would be able to access data from existing bridges in a particular climate zone to make material choices according to past deterioration models, while a bridge inspector may be able to access original and as-built

D-8 structure designs stored by the design division. In the past, bridge inspection reports might be stored in a system or software that was not accessible to a designer in another division, or vice versa. This will change as agencies successfully migrate to enterprise information systems. Connected Vehicle Applications to Supply Real-time Conditions Information Connected vehicle applications for long-term structures’ PMR provide an opportunity for detecting certain deficiencies from the vehicle (such as deck cracking or roughness of pavement and joints, approach slab settlement, deck deflection, slippery conditions due to weather or skid resistance problems). Over the long run, the need for some embedded health monitoring devices may be reduced by using connected vehicles as substitute probes for data capture on the physical condition and engineering behavior of bridges. One example is potential utilization of truck suspension responses and vehicle-mounted accelerometers to evaluate the deflection response of the bridge under its load. Artificial Intelligence - PMR Traffic Management Applications This technology is particularly applicable to structures in work zones where PMR activities are performed. AI can provide adaptive dynamic responses to traffic conditions including the management of work zone speeds, queue detection, the issuance of route guidance advisories, and real-time changes to traffic signals along affected surface streets. Predictive-Proactive Maintenance Regime for Roadway Assets Incorporating predicted and quantified condition of a structure into PMR activity decision making will result in significantly improved asset management over the life of the structure. Mega-data available through all sources (SHM, connected vehicles, non-destructive testing, remote sensing, etc.) will make deterioration models more accurate and incorporate AI learning for improved decision making tools. Predictive models address anticipated life-cycle and end-of- life conditions for structures and will help agencies better plan financially the resources required for PMR over the long term. PMR asset management plans can be developed as part of the design of the structure (a bridge owner’s PMR “manual”) that recommends a proactive preservation plan for the entire life cycle to maximize service life. More data sources and more quality data will result in improved deterioration modeling. More variables can be included in models with more complex data analysis capabilities. Asset management decision making software is already available, such as the AASHTOware Bridge Management system (BrM), but state agencies are just beginning to explore their capabilities. The use of such systems will dramatically expand over the long run as more data becomes available on past maintenance activities, specific climate and weather events, and in- depth element-level and non-destructive inspection data (such as a way to measure section loss and corrosion rate in prestressing strands). Once data collection and data sharing techniques begin to produce more specific quality information, predictive models will improve greatly. Existing structures will each have a predictive-proactive maintenance regime that can accurately predict extension of service life and improve renewal planning.

D-9 The “Internet of Things” (IoT) - PMR Applications The network of bridges and structures containing embedded technology sensors as well as connected and automated vehicle (C/AV) “mobile sensors,” will allow for an “Internet of Things,” providing an interconnected source of data to feed information-gathering hubs, as well as the ability to communicate between and among “things” in the network. This information can feed into a virtually endless array of useful applications for individual structures and on a network and corridor basis, including real-time inspection and condition reporting, real-time work zone information from a total asset-network perspective, facilitated routings and tracking of special permit loads (for size and weight), and PMR activity decision making, among others. Real-time condition data that might affect traffic can be communicated to traveling customers who can get both a system overview as well as customized route guidance influenced by an up- to-the minute assessment of conditions among the “things” that are reporting in. The systems may even allow for real-time self-correction, such as automated treatment for ice and snow and automated calls for emergency response. Self-Diagnosing, Self-Reporting and Work Ordering Incorporated into new structures, sensors and technology that can self-diagnose problems, report them, and order the work that needs to be done will help to keep small problems small, keep good structures good, and keep big problems from becoming catastrophic. Recorded information and data can be incorporated into AI learning for more efficient designs, trigger the need for inspection of ongoing and completed work, and feed new “as-preserved” data into BrIM systems for asset management. Perpetual/Long-Life Highway Infrastructure Future planning for new bridges will include developing an “owner’s manual” type of maintenance plan that outlines cyclic preservation activities to promote long life. This type of planning reduces the need for reactive maintenance and should reduce the frequency and magnitude of preservation costs to rehabilitate. Longer inspection (risk-based) cycles will also result in cost savings. New structures built with high performance materials and service life design methods, with consideration of environmental and material corrosion issues during design, result in only minor periodic preservation activities to address routine wear and tear. This “service life” design of bridges for long life requires higher initial investment, but results in lower life-cycle costs. Results include lower energy consumption, more conservation of natural resources and reduced emissions due to less frequent preservation and renewal requirements. To have longer service lives, initial designs will need to use improved predictive models to account for increases in traffic loading and the effects of possible lanes exclusive to freight and transit (e.g., designing for future heavier and longer freight loads or platoons). With more data, it will be easier to design structures with overall longer life. In some cases, doubling the design life to 150 years or more will be the norm. Decisions will need to be made on service life design in the areas of durable high-strength materials by taking into consideration climate and traffic loading. These designs will also need to consider environmental impacts of structures’ surrounding geography and the “carbon footprint” they are leaving from the production of materials such as concrete.

D-10 Vehicle-to-Infrastructure Technology Providing Communications between Passing Vehicles and Roadside Units Connected vehicle applications for long-term structures’ PMR provide an opportunity for two- way communication between bridges and vehicles. Connected vehicle sensors, for example, could detect certain structure deficiencies, such as deck roughness, slippery conditions, or bone- jarring joints. Reciprocally, structures themselves could communicate deficiencies to the vehicle, such as the need to reduce speed because of the very same conditions. In the case of heavy vehicles, bridges can collect weigh-in-motion data on gross and axle weights, speed, axle impact loads, and deflection that are associated with specific vehicles, and possibly use the very same vehicle to transmit that data to a centralized point of collection. Such data on usage characteristics and associated impacts on structures can then be used to model deterioration from those loads. On-bridge speed limits might be varied in real-time with upstream warnings when infrastructure sensors detect heavily loaded vehicles approaching a structure or work zone. The possibilities enabled by vehicle-to-infrastructure communications are indeed varied and of value to users and agencies alike. Automated Enforcement for Work Zones Automated work zone enforcement for speed, and in constricted locations for height, width, and/or length, and in weight-sensitive areas for gross vehicle and axle weights, will increase safety for both travelers and workers during PMR activities on highway structures. These will be accompanied by real-time, upstream warnings and advisories, with cameras providing the enforcement. Construction Robotics In the long run, robotics in PMR activities for structures will promote safety and potentially greater precision by eliminating people in work zones where robotics can perform the functions under weather and traffic conditions that would not be acceptable to human workers. Additionally, robotics will perform inspection of structures with NDE testing, collecting data from the SHM systems. NDE robotics and robotic devices that incorporate several different types of NDE into a moveable device (such as the RABIT robot) will continue to be deployed. These innovations will allow for inspections of bridge decks to be performed at traffic speeds, eliminating traffic control requirements. Robotics will also be used for hard-to-inspect structures or components, including high-tower suspension cables, interiors of box girders and areas that require dangerous rope climbs to reach. Technologies including infrared scanning, ground penetrating radar, and ultrasonic scanning will continue to evolve and eventually be more effective than visual inspection. BrIM design models will be inputted directly into robotics for certain construction functions. These systems will be able to record data on construction activity and as-built structures for BrIM models, to be used for asset management purposes in the future. Overall, there will be improved precision and quality and improved work zone safety by removing workers from hazardous or uncomfortable work zones.

D-11 Remote Sensing Systems - PMR Applications As described earlier in this research, remote sensing systems will advance beyond ground-based video and ground penetrating radar of today to include large use of smaller unmanned aircraft systems (drones) with miniature payloads of high resolution navigation and remote sensing devices with better real-time data transmission, ground control and battery fuel technologies that use renewable energy. These remote sensing devices may include infrared, thermal, multispectral, hyper-spectral and heat capacity mapping for optical imaging, and ultra- wide beam synthetic aperture radar for non-optical imaging. Remote sensing technologies will facilitate condition inventories and assessments, and monitoring and inspection of structures (that which can’t be discerned with embedded sensors) to enhance predictive-proactive asset management strategies. This can result in a reduction or redeployment of field inspection. Real-time traffic surveillance will assist in establishing and managing work zones, resulting in improved safety and movement of traffic, and computer-aided dispatch systems that support emergency response. TOWARD IMPLEMENTATION Deployment of many of these innovations will require bridge and structures owners to undertake a culture change in their thinking of ownership, decision making, workflow and innovation. Agencies will need to be willing to make larger investments up-front in order to take advantage of overall life-cycle savings. New technologies, such as AVs, will have learning curves for both owners and the traveling public. These technologies will require implementation plans that move the innovation from the research phase to the mainstream. Implementation of structure-related PMR innovations cannot take place until research shows the technologies are ready. Research is needed in all areas of innovation including materials, sensors, remote sensing, testing, data standardization, and data model analysis. Research priorities will need to be established and appropriate groups, such as within AASHTO, the TRB, and FHWA, can advance proposals and provide support. As technology becomes more advanced, collaboration among industry, state and federal government, academia, stakeholders and research funding arms will be needed. As the products of research emerge, it will be important to identify lead and pilot states to work with research entities to move findings into implementation phases. Innovations of new materials, tools, approaches and technologies for structures’ PMR activities face the challenge of transforming each owner agency’s affected practices. Pilot projects, such as those that have been undertaken with FHWA Every Day Counts and the Strategic Highway Research Programs (SHRP 1&2), allow states to investigate innovations on a trial basis. Lead agencies can then become champions in promoting the products and processes throughout the country. Culture change will need to take place within owner agencies for many innovations to flourish. In the case of data collection and sharing, new workflows will need to be developed and standardization across systems for data exchange will need to take place. Entire systems may need to be replaced and relearned. Training costs for staff will be significant. Acceptance of new

D-12 technology and workflow, especially among understandably conservative structural engineers, may be a slow process and will depend on champions within each agency to move progress along. As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and structures professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of structures discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance of transportation structures, are generally responsible for advancing innovation along the pathway of implementation. This research has developed two capability assessment tools, an Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of structures discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion

D-13 products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-14 Table D-1. Implications of Emerging PMR Practices for Structures PMR Activities. Emerging PMR Practice Structures Preservation Applications Structures Maintenance Applications Structures Renewal Applications Materials 1. Hyper-Performance Materials - Reduction in life-cycle costs due to more durability and resiliency to greater traffic demands and heavier freight loads - Longer lasting materials resulting in less cyclical preservation needed - More information on deterioration leading to proactive preservation decision making - Self-healing materials requiring less maintenance or replacement - Improvements in high-strength concrete, self- healing materials and lighter weight; higher strength and less corrosive steel will provide for more economical designs in new structures, longer life and less preservation activities needed - More resilient to climate change and hazards - Reduced energy consumption, lower emissions and lower overall environmental footprints Tools 2. Structural Health Monitoring - Provides extensive data on structure deterioration for improved analytical and predictive models leading to better preventative measures decision making - Real-time, short-term and long-term asset management data - Reduction in inspection cycle frequency (risk-based) based on data - Reduction in the frequency of repair and maintenance based on data - Self-reporting of defects for automated repair scheduling - New structures can be “smart” with embedded, self-diagnosing, non-destructive sensing for continuous measurement and data collection for better decision making and asset management planning - Sensors can provide information across systems (see Internet of Things) including information for automated vehicles and emergency response systems 3. Machine Learning - Artificial Intelligence for Asset Management - Improved analytical and predictive models for decision making in preservation activities result in better asset management practices and optimization of funds for longer service life of structures - Machine learning can result in self-reporting infrastructure which can lead to quicker response to needed maintenance or safety/natural disaster issues - Automatic and inductive learning capabilities from analysis of complex datasets can lead to innovative financing for new structures and provide models for more efficient design for specific bridge and tunnel layouts and long service life materials

D-15 Table D-1. Implications of Emerging PMR Practices for Structures PMR Activities. Emerging PMR Practice Structures Preservation Applications Structures Maintenance Applications Structures Renewal Applications 4. Integrated Building Information Modeling (iBIM) for Highways - Not applicable - Moving to BIM (or BrIM) can mean switching to an all-electronic design – eliminating the need for paper-based documents - Electronic data management using 3D modeling for visualization, 3D design, fabrication and construction (including construction robotics and GIS systems) - Better organization and tracking of the structures data and streamlined workflows 5. Enterprise Information Systems – PMR Applications - Complete asset data from “birth to death” assessable in one place (design models, as-built plans, preservation activity logs, inspection reports) - Improved asset management decision making (possible machine learning) for longer service life, risk-based inspection intervals and long term maintenance plans 6. CV Applications to Supply Real-time Conditions Information - Not applicable - Eliminates need for certain embedded health monitoring devices using CVs as substitutes for data capture (e.g. deflection in bridge deck, cracking of bridge deck) 7. Artificial Intelligence - PMR Traffic Management Applications - Vehicles become structural health monitoring tools, collecting data on deck conditions, deflections, safety issues, etc. in real-time - Results in a large data set from many travelers that can be combined to provide information for asset management - Provide adaptive dynamic responses to traffic conditions in work zones - Possible that AI applications may be useful in structural modeling, with adaptive designs resulting from data collected on traffic volumes and freight and transit loads

D-16 Table D-1. Implications of Emerging PMR Practices for Structures PMR Activities. Emerging PMR Practice Structures Preservation Applications Structures Maintenance Applications Structures Renewal Applications Approaches 8. Predictive-Proactive Maintenance Regime for Roadway Assets - Incorporates predicted or quantified condition of the structure into preservation activity decision making, resulting in improved asset management over the life of the structure - Mega-data available through all sources (structural health monitoring, connected vehicles, NDT, remote sensing, etc.) will make deterioration models more accurate and incorporate AI learning for improved decision making tools - Predicted models include information on end-of- life for structures and will help agencies better plan financially and with resources for renewal of the structures in the long term - Maintenance plans can be developed as part of the design of the structure (a bridge owner’s manual) that recommend a proactive preservation plan for the entire life cycle to ensure long service life 9. The “Internet of Things” (IoT) - PMR Applications - Provides a unified source of roadway network condition evaluation, a network of structures able to communicate with each other as well as with smartphones and tablets, etc. - Information can feed into inspection reports and preservation activity decision making - Real-time information can allow for self-corrections (e.g. automated treatment of bridge decks for ice) and improve emergency response - New structures will include seamless, interconnected network of embedded devices and systems to provide real-time monitoring as an input into managing life-cycle replacement 10. Self- Diagnosing/Reporting and Work Ordering - Promotes “preservation” rather than reactive maintenance as issues are reported early and often before they become large defects - Results in lower life-cycle costs and more streamlined processes - Self-diagnosing and work ordering automates the process of identifying and addressing issues - Incorporated into new structures, sensors and technology that can self-diagnose issues, report them and order the work to maintain a state of good repair and eliminate the need to repair costly large defects - Eliminate the need for frequent cyclic inspections allowing for risk-based interval inspections according to reported data resulting in cost saving - Recorded information and data can be incorporated into AI learning for more efficient designs and into BIM/BrIM systems for asset management

D-17 Table D-1. Implications of Emerging PMR Practices for Structures PMR Activities. Emerging PMR Practice Structures Preservation Applications Structures Maintenance Applications Structures Renewal Applications 11. Perpetual/Long-Life Highway Infrastructure - New bridges will come with an “owner’s manual” type maintenance plan outlining cyclic preservation activities to promote long life - Eliminates reactive maintenance costs and costs to rehabilitate - Longer inspection (risk-based) cycles result in cost savings - Eliminates “worst first” decision making and less reactive type of activities - New structures built with high performance materials and service life design methods (consideration of environmental and material corrosion issues during design, etc.) resulting in only minor periodic preservation activities to address routine wear and tear - Requires higher initial investment, but lower life-cycle costs - Results in lower energy consumption, more conservation of natural resources and lower emissions due to less major rehab or new construction - Will require predictive models to determine the increases in traffic loading as well as effects of possible lanes exclusive to freight and transit 12. Advanced TSMO Device and Communications Systems Maintenance - Not applicable 13. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Passing traffic and freight communicates with structures providing usage data that can be used to model deterioration due to those loads - Provide speed management, commercial vehicle weight control, and work zone safety management during PMR activities - Communication from the infrastructure to the vehicles can relay information on unsafe travel conditions (ice on bridge decks, flooding, major failures due to impact, etc.) - Data collected from passing vehicles can be collected and used for adaptive design of new structures 14. Automated Enforcement for Work Zones - Sensors within structures communicate with vehicles in order to provide real-time warnings, speed advisories or alternative route information when structures have work zones established for PMR activities

D-18 Table D-1. Implications of Emerging PMR Practices for Structures PMR Activities. Emerging PMR Practice Structures Preservation Applications Structures Maintenance Applications Structures Renewal Applications Technologies 15. Construction Robotics - Promotes safety by eliminating people in work zones where robotics can perform the preservation activities (e.g. deck overlays, deck joint replacement) - Inspection of structures with NDE testing, data collection, and automatically make appropriate PMR related decisions and execute them in the field - Automated work orders from bridge sensors directly to robotics when immediate repairs are needed eliminating delay - Ability to take BIM/BrIM design models and input them directly into the robotics for construction - Recording of construction activity and as-built structures for BIM/BrIM models to be used for asset management decision making - Improved precision and quality - Improved work zone safety by removing workings from danger zones 16. Remote Sensing Systems - PMR Applications - Real-time condition inventory, monitoring, and inspection of structures (what can’t be discerned with embedded sensors) to enhance predictive- proactive asset management strategies - Reduction or elimination of field inspection and repair crews and elimination of work zones resulting in improved safety - Remote and automated maintenance activities (automatic detection, reporting, work ordering) - Real-time condition inventory, monitoring, and inspection of structures (what can’t be discerned with embedded sensors) provides data that results in more efficient design of new structures

D-19 D2. PAVEMENTS INTRODUCTION This chapter examines the pavements discipline in the context of this research’s identified emerging practices affecting future PMR activities. It does not purport to cover all, or even much of the emerging practice space that the pavement discipline practitioners might identify as likely and needed over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way for pavement discipline practitioners to glean from the 16 emerging PMR practices, which are the focus of this research, those that relate to pavements, and discuss how they relate to PMR of highway assets. In doing so, each of the identified emerging practice is assessed in terms of their impacts on and benefits to PMR of pavement assets. Several of the emerging practices with respect to this discipline are innovative by nature. Therefore, the term innovation is used in this section as a surrogate term to emerging PMR practices without implying that all emerging practices need to be radically innovative; they could be much transformed future manifestations of existing practice. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE Pavements represent a highly valued asset class, obviously essential to the performance of highway infrastructure. They are the visible essence of streets and highways. The primary objectives of pavement assets are to provide a smooth, safe and durable riding surface for users at minimum practicable life-cycle costs and with the least adverse environmental effects. A long- term perspective regarding pavement challenges and opportunities can be articulated in the form of the following functional areas. Improve Asset Longevity and Life-Cycle Management The Goal: Improve asset longevity and life-cycle management. Extend the useful life of pavement assets to reduce frequency of PMR activities through the use of long-life designs, and materials with improved strength and durability; promote robust, proactive and timely application of PMR regimes with more emphasis on long-term preventive maintenance strategies; promote better decisions relating to PMR policies and investments through data- driven processes; and enhance information capture capabilities using improved predictive, detection and sensing capabilities. This goal indicates the need for innovations that provide improved mechanical properties and durability, reduce the need for more expensive PMR actions while proactively preserving pavements, extending the longevity of pavement assets, and reducing the whole-life cost of pavement assets. New frontiers in data capture and analytics are likely to foster breakthroughs in how well and how responsive pavement assets are managed and maintained. The key enablers of pavement asset management, i.e. data and analytics, will undergo a significant change with new data capture technologies, crowdsourcing of information, efficient handling and processing of “mega-data,” and more intelligent data analytics and predictions. Collectively, these changes are likely to move the focus of asset management away from a “reactionary” approach toward a more proactive and performance-focused approach.

D-20 Performance data analytics also plays a critical role in asset life-cycle planning and forecasting long-term budgetary needs. The asset performance assessment provides an objective basis to optimize life-cycle needs of the assets from conceptual design through reconstruction. Performance forecasting models are highly empirical and statistically derived. Considering the multitude of factors that affect pavement performance, the forecasting models have large inherent statistical variability that often goes unexplained as “error” terms. Most agencies have condition-based models that are less robust and often tempered by subjective expert judgement to put life-cycle plans in place. In addition, practices to forecast long-term budgetary needs for PMR are still evolving. The pertinent innovations include machine learning applications, predictive-proactive maintenance regime, and self-diagnosing/ reporting and work ordering. A significant amount of resources is expended in collecting and processing various types of data using a range of technologies. The data types that are of primary interest to PMR activities include location-referenced roadway inventory and asset condition data. To make PMR related decisions, most highway agencies depend on network level pavement condition data collected on an annual or biennial basis. While helpful in making decisions related to any planned PMR actions, the current data collection process cannot supply information on any deficiencies and failures, such as potholes, blow-ups and deteriorated patches that may occur before the next scheduled event. The agencies rely on paper, telephone, web or mobile-based user complaints to detect potholes or similar failures that affect the safety and comfort of road users. Furthermore, collecting pavement condition data on a network level is a time-consuming and resource- intensive exercise. There is a strong possibility of special managed lanes for freight platooning with the emergence of C/AVs. Truck platooning will lead to channelized (low wander) traffic loading applied in rapid succession (small rest periods) causing more rutting and fatigue cracking in flexible pavements and pumping/joint faulting and fatigue cracking in concrete pavements. This might require an additional examination of layer materials and structural designs to withstand the potential increase in extent and severity of pavement distresses. The set of innovations most focused on asset longevity and life-cycle management includes: hyper-performance materials, long-life designs, remote sensing systems for PMR applications, CXM IoT, and connected vehicle applications to supply real-time conditions information. Improve Delivery Outcomes of Procurement and Methods The Goal: Improve delivery outcomes of procurement and methods. Minimize traffic disruptions and enhance work zone safety when undertaking PMR activities; accelerate schedule and minimize the need or frequency of road closures; improve productivity, cost and quality outcomes of PMR activities; eliminate bottlenecks and streamline business processes associated with PMR activities; and enhance information sharing across the entire life cycle of pavement assets. Highway agencies strive continually to create efficiencies in the planning and delivery of PMR activities. Nevertheless, at the enterprise level, there are functional silos that exist within various business units of an agency. Particularly, as experience indicates, the information transfer at the

D-21 handback of assets from design and construction to operations and maintenance has largely been inadequate. Consequently, some business processes are repeated, and the information is recreated, thus resulting in efficiency bottlenecks within the organization. Furthermore, the agencies still find challenges in managing lane closures on highly trafficked roadways to provide adequate and safe access to traffic while undertaking PMR activities. There will likely be significant paradigm shifts at the organizational level as well: the business processes relating to PMR activities are likely to be more coordinated, and scheduled interventions integrated within the organization to minimize, if not eliminate, single-asset triggered work zones and travel lanes taken out of service. The functional role of the agency as an institution is likely to change with more programmatic and project level management, and greater outsourcing of PMR activities. New methods as well as financial incentives are likely to service the demand for specialized skillsets and business models to undertake rapid repairs in high-traffic environments with shorter road closure schedules. The most responsive to these issues among the 16 short-listed innovations include iBIM for highways, enterprise information systems, and construction robotics. Enhance Environmental Sustainability The Goal: Enhance pavement-related environmental sustainability. Adopt more environmentally sensitive and holistic approaches to sustainable designs, materials and methods related to PMR practices; expand attention to recycling and reuse, minimal waste, material substitutions, and localized materials; reduce the depletion of natural resources used for construction materials, and associated damage from extraction and transport; and promote more efficient and cleaner energy consumption in PMR activities, and reduce noise impacts on adjacent private properties. The paving industry has been increasingly receptive toward adopting environmentally sustainable practices in materials production, transport and installation. The increased use of recycled and reused pavement materials, such as reclaimed or recycled asphalt and supplementary cementitious materials in concrete, has come of age in the recent decades. This trend is likely to expand proactively through various applications of green chemistry and environmentally conscious decision making in the selection and proportioning of pavement materials. Future breakthroughs in material science and technology will lead to the development of greener as well as hyper-performance materials that are designed to have better strength, durability, workability and a “lighter” environmental footprint. Pavement construction, rehabilitation and maintenance processes are likely to experience growth in automation and industry-style offsite fabrication of infrastructure components. The most environmentally responsive innovations among the short-listed innovations include the applications of green chemistry and environmental product declarations.

D-22 PAVEMENT-RELATED EMERGING PMR PRACTICES This section discusses individual innovations in terms of anticipated effects and benefits related to pavements. Table D-2 (which follows this narrative section) includes all innovations and highlights those which have implications for pavement PMR activities and outcomes. Hyper-Performance Materials Hyper-performance materials are designed to possess higher strength and superior durability compared with conventional materials to provide longer useful life to assets. The key hyper- performance materials for pavement applications include ultra-high performance concrete and new variants of polymerized asphalt binders. Ultra-high performance concrete materials are cement-based, high-strength, ductile materials that have compressive strengths up to 29,000 psi and flexural strengths up to 7,000 psi. These materials have excellent durability properties exhibiting very little deterioration after standardized freeze-thaw tests and lower permeability. Together, these properties of high performance concrete materials provide additional resistance against cracking, freeze-thaw damage, corrosion, abrasion and impacts. Similarly, new variants of polymerized asphalt binders are likely to possess higher resistance against cracking and deformation to extend the life expectancy of pavements. Not only do these materials extend the life expectancy of newly constructed, replaced or rehabilitated pavements, but they also extend the period of time before maintenance and preservation activities will be needed. The agencies are likely to benefit from innovative repair and patching materials in terms of improved effectiveness of maintenance and preservation treatments. New variants of asphalt repair and patching materials are likely to have excellent resistance against weathering, freeze and thaw, and oxidation. The use of hyper-performance materials, when used in original construction and/or in PMR activities, would greatly improve the strength and durability of pavements. These materials would extend the service life of pavements to reduce the frequency and extent of corrective maintenance and repair, and thus, would result in lower life-cycle costs. Fewer PMR actions would result in lower material consumption as well as fewer lane closure requirements and associated work zone disruptions. Collectively, these innovations increase the resiliency of pavements system-wide, thereby mitigating looming threats related to extreme weather and climate change, as well as anticipated growth in truck traffic and allowable axle weights. Perpetual/Long-Life Highway Infrastructure Interest in “perpetual,” “long-life” and “zero-maintenance” pavement design is gaining traction among researchers and practitioners, with the promise of significant advances in the years and decades ahead. Long-life designs would drastically reduce and perhaps eliminate the need for renewal activities, while requiring occasional interventions for preservation and maintenance.

D-23 With some early generation pavement designs implemented mostly on a pilot basis, this concept has enormous potential for high volume roadways where lane closures are very disruptive to road users. By augmenting the structural adequacy of pavements, these long-life designs strive to minimize durability issues. The long-life designs, in conjunction with high performance materials and better construction quality, will fundamentally improve the longevity and resiliency of pavement assets. They provide environmental sustainability benefits and reduce the consumption of construction materials as well as emission of greenhouse gases over the long run. Remote Sensing Systems - PMR Applications New remote sensing systems will utilize smaller unmanned aircraft (drones) with miniaturized payloads of high resolution devices having better real-time data transmission capabilities, as well as improved battery and fuel technologies using renewable energy. These remote sensing devices are expected to include infrared, thermal, multispectral, hyperspectral and heat capacity mapping for optical imaging, and ultra-wide beam synthetic aperture radar for non-optical imaging. These remote sensing applications can provide large-scale real-time imagery of pavement surface conditions with greater geolocational accuracy and higher resolution. Such airborne data can identify roadway surface deficiencies, such as potholes and blow-ups, as well as discontinuities, such as cracking. When combined with new electromagnetic wave-based technologies, such as microwave or ultrasonic flaw detection, the remote sensing applications can also provide information on pavement structural integrity to support PMR related decision making. Innovative remote sensing technologies indicate a significant breakthrough in the way highway agencies collects pavement condition data. These technologies facilitate a large-scale, faster, less resource-intensive and more accurate collection of pavement condition data in real-time. Not only do these technologies create efficiencies in pavement condition data collection, they also facilitate rapid response to urgent and emergency maintenance needs. Connected Vehicle Applications to Supply Real-time Conditions Information Similar to remote sensing systems but in closer proximity, probe-based connected vehicle-to- infrastructure (V2I) applications will provide faster and real-time pavement condition data to facilitate rapid responses to urgent and emergency pavement needs. (And working somewhat in “reverse” (I2V), pavements whose condition will be monitored with sensors can communicate such urgent and emergency conditions to motorists in their vehicles.) With onboard sensors on connected vehicles, such as accelerometers, inertial sensors and suspension motions detectors, probe-based V2I communications can serve as “crowd sources” of data relating to pavement surface condition, such as roughness, potholes, friction, rutting, cracking, deflection, and flooding. The dedicated short-range communications (DSRC) frequency bands associated with connected vehicles also enable transmission of collected data.

D-24 When installed on public fleets and/or through private commercial data providers, probe-based V2I technologies, requiring less resources to collect large-scale, real-time information, will provide a significant breakthrough in pavement condition detection capabilities of highway agencies. The “Internet of Things” (IoT) - PMR Applications While highway agencies have experimented with instrumented pavement sections at discrete locations for research purposes, this is just the beginning of a long-term trend toward interactive communication between pavements and other “things” through an Internet of Things (IoT) whose potential PMR benefits over the coming years and decades is very significant. The motivation for instrumented pavement sections is to measure real-time, structural responses, such stresses and strains, in an effort to capture seasonal variations and explain long-term pavement performance. Though huge quantities of data have been collected to date, the research on fully utilizing this data is still a work in progress. In the future, these instrumented sections will evolve into an IoT that seamlessly collects a wide spectrum of data, including pavement structural responses, pavement condition, traffic and weather, and from a wide range of sources, including sensors embedded in the pavement structure, remote sensing and V2I applications. The IoT is likely to further evolve into real-time mechanistic analysis of these responses to provide automated notifications of PMR triggers. The primary benefit of an IoT is to provide information relating to the performance of pavement assets in a coordinated and connected manner that can broaden the purview of asset managers in real-time, and most importantly, integrate with other innovations, discussed in the preceding and ensuing paragraphs. The IoT will provide the “wiring” (much of it in wireless form, of course) that in 50 years portends self-monitoring, self-alerting, self-analyzing, and self-managing PMR, all under the watchful eyes of pavement discipline professionals, perhaps fewer in numbers but more advanced in their technical proficiency as well as in their capability to make the critical decisions that guide the system toward optimal, cost-effective outcomes. Machine Learning - Artificial Intelligence for Asset Management Machine learning offers automated methods that can be invaluable to the development of pavement-related forecasting models as they analyze large volumes of highway-related data faster and more accurately. Machine learning, which adopts various statistical learning methods, utilizes pattern recognition to discover, predict and refine trends in pavement performance and performance-influencing factors. Not only can machine learning help to reinforce and refine current knowledge, but it can also discern previously unknown patterns. Using this knowledge, appropriate decisions can be made at the project level about the scoping of the next PMR activity. Such decision making can be scaled and customized to every project at a network level to facilitate prioritization and resource allocation decisions. For instance, machine learning can help identify when to schedule crack filling on non-working cracks to optimize the life-cycle sequence of PMR activities, whose

D-25 effects on pavement performance cannot be analyzed otherwise using current mechanistic or empirical models. In a nutshell, machine learning applications will greatly contribute to better management of pavement assets at both project and network levels, while greatly reducing the statistical variability associated with empirical evidence-based forecasting models. Predictive-Proactive Maintenance Regime for Roadway Assets The availability of robust performance prediction models, such as the ones produced with machine learning, can facilitate a more proactive preservation regime for pavement assets. Predictive-proactive maintenance draws upon both pavement condition/performance models and corroborating time series field data that can track actual versus predicted condition. This enables validation of where in the time-based deterioration curve the asset actually is at any point in time, thereby providing the opportunity to optimize the timing of a preventive maintenance action. Predictive and proactive maintenance regimes will take the current practice of pavement PMR, which is predominantly reactive, to the next level by incorporating condition forecasting in maintenance decision making. This will help with prioritizing pavement preservation over corrective maintenance, which then allows for better utilization of allocated resources. Potential benefits include improved asset performance and associated lower life-cycle costs, improved resiliency, and better PMR delivery outcomes. Self-Diagnosing/Reporting and Work Ordering The culmination of proactive preservation strategy, robust machine-learning based performance prediction models, and seamless collection of pavement asset attributes through IoT is a self- diagnosing, self-reporting and self-work ordering system. Such self-actuated systems can automatically analyze pavement conditions, recognize if performance indicators move beyond their thresholds of acceptability, diagnose the root causes of deficiencies, and select an appropriate treatment type and optimal timing of application. This system, in conjunction with the IoT, can also be futuristically extended to full automation of maintenance and preservation activities using 3D printing and construction robotics. This innovation, by automatically executing a proactive “preservation first” approach and streamlining associated work order processes, should results in lower life-cycle costs and improved PMR delivery outcomes. Integrated Building Information Modeling (iBIM) for Highways iBIM facilitates breaking down functional silos within an agency by integrating information silos among various life-cycle phases of pavement assets. In the future, iBIM will serve as a vital hub in the automation of PMR activities, where the information on pavement condition flows in, to enable decision making on the type and timing of the PMR needs. iBIM will provide an integrated electronic platform with full automated connectivity to manage and exchange information across pavement life-cycle phases to achieve better pavement management outcomes. iBIM can allow decision-makers to readily access historical information related to design and construction, such as pavement design features and construction quality outcomes. This will support decision making relating to PMR activities, and utilizing “use-phase”

D-26 information, such as asset conditions, maintenance and preservation histories, and renewal events, for pavement design and life-cycle modeling purposes. iBIM can also allow integration of information from performance monitoring systems to support holistic decision making, such as undertaking safety improvements during pavement preservation or undertaking capacity improvements during pavement renewal. iBIM signifies a breakthrough in the way the agencies manage and utilize information in the big data environment and further serves as a critical milestone to a long-term scenario of large-scale automation. Enterprise Information Systems – PMR Applications Enterprise information systems will streamline business processes relating to life-cycle management of pavement assets, such as the scheduling of pavement condition data collection, identification of PMR needs that align with strategic goals, estimation of resource needs, planning, procurement, control and closure of PMR activities, updating of information systems, and supporting data analytics. Such systems streamline the business process functions of various information systems, relating to procurement and project management, maintenance, pavement management, safety and mobility, to mitigate efficiency bottlenecks in workflows. Construction Robotics “Construction Robotics” have evolved to deploy programmable robots with geolocational intelligence for semi-autonomous operations, such as pothole patching, joint repairs, crack detection and sealing, and asset inspections. In the future, with rapid advances in machine learning and artificial intelligence, robotics will evolve in their mobility as well as analytical and decision making capabilities, and in legged locomotion in humanoid robots that can traverse the uneven, unpredictable and continuously changing surfaces of construction work sites. The applications of robotics evolve to automatically detect functional and structural conditions of assets, analyze collected information, make appropriate PMR related decisions and execute them in the field. Robotic applications with spatial intelligence and decision making capabilities may reduce the need for traffic control to fast track PMR operations, such as for condition assessment, crack sealing or joint retrofits, with greater safety. The benefits of construction robotics include increased productivity, automatic detection and repair, reduced wastage of materials and workmanship defects, lower consumption of natural resources and energy, and labor costs. Enhancing construction quality with robotics would contribute toward improving pavement performance in the long run and lower life-cycle costs. TOWARD IMPLEMENTATION To summarize, 11 of the 16 short-listed innovations are responsive to the needs of pavement infrastructure. Of them, some innovations can be categorized as “evolutionary” meaning they are likely to evolve incrementally over time in a series of improvements. On the other hand, some will occur as “radical” innovations, introduced as significant breakthroughs. Some innovations may occur as a mix of evolutionary incremental steps as well as more radical breakthroughs. These can be characterized as “hybrids” of the two.

D-27 Innovations relating to pavements that fit the evolutionary model include hyper-performance materials, applications of green chemistry, machine learning applications for asset management, perpetual/long-life highway infrastructure, outsourcing and privatization, enterprise information systems for PMR applications, game/simulation based training solutions, predictive-proactive maintenance regimes and remote sensing applications. Highway agencies have some level of prior experience with incrementally adopting products, methods and processes, similar to these innovations, and they can draw upon this experience in developing business cases, conducting requirements analyses, and strategizing a developmental pathway leading to adoption and implementation. While there will still be many issues that need to be resolved through the implementation process, the agency’s prior experience with existing practices will better prepare them to embark on the implementation journey for of incremental innovations. Pavement-related radical and hybrid innovations, such as environmental product declarations, the IoT, connected vehicle applications for real-time data collection, iBIM, construction robotics, and self-diagnosing/reporting and work ordering systems, represent a greater challenge. Since highway agencies have little experience with breakthrough innovations, additional effort will be needed to create awareness, thoroughly evaluate and document potential benefits, costs, and risks, explore challenges relating to political, regulatory, legal and intellectual property rights, and consider organizational change management issues that may be necessitated. Phase III work will provide guidance to improve agency organizational preparedness through institutional arrangements and partnerships within and outside the industry. As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in pavements discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and pavements professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of pavements discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance of pavements, are generally responsible for advancing innovation along the pathway of implementation. This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and

D-28 Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of pavements discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-29 Table D-2. Implications of Emerging Practices for Pavement PMR Activities. Emerging PMR Practice Pavement Preservation Applications Pavement Maintenance Applications Pavement Renewal Applications Materials 1. Hyper-Performance Materials - Enhance durability and effectiveness of preservation and maintenance treatments through the use of new asphalt repair and patching materials that have excellent resistance against weathering, freeze and thaw, and oxidation - Provide longer life of pavements through the use of new variants of polymerized asphalt binders with high resistance to cracking and deformation and superior durability - Provide better resistance against cracking and longer structural life of pavements through the use of bituminous mixtures with self-healing properties - Provide better resistance against cracking, freeze-thaw damage, corrosion, abrasion and impacts through the use of high performance concrete materials - Facilitate early opening to traffic through the use of high performance materials Tools 2. Structural Health Monitoring - Not applicable 3. Machine Learning - Artificial Intelligence For Asset Management - Facilitates the analysis of huge volumes of performance data to understand trends in pavement performance and utilizing the same in making PMR decisions - Not applicable - Facilitates the analysis of huge volumes of performance data to understand trends in pavement performance and utilizing the same in making PMR decisions 4. Integrated Building Information Modeling (iBIM) for Highways - Provide an integrated electronic platform with full automated connectivity to manage and exchange information across pavement life-cycle phases to achieve better outcomes - Allow decision-makers to readily access historical information related to design and construction for making decisions relating to PMR activities, and utilize “use- phase” information for pavement design and life-cycle modeling purposes - Allow integration of information from performance monitoring systems to support holistic decision making - Not applicable - Provide an integrated electronic platform with full automated connectivity to manage and exchange information across pavement life-cycle phases to achieve better outcomes - Allow decision-makers to readily access historical information related to design and construction for making decisions relating to PMR activities, and utilize “use- phase” information for pavement design and life-cycle modeling purposes - Allow integration of information from performance monitoring systems to support holistic decision making

D-30 Table D-2. Implications of Emerging Practices for Pavement PMR Activities. Emerging PMR Practice Pavement Preservation Applications Pavement Maintenance Applications Pavement Renewal Applications 5. Enterprise Information Systems – PMR Applications - Streamline business processes and information handling relating to PMR activities such as the scheduling of condition data collection, needs identification, estimation of resource needs, planning, procurement, control and closure of PMR activities, updating of information systems, and supporting data analytics 6. Connected Vehicle Applications to supply Real- time Conditions Information - Not applicable - Serve as “crowd sources” of data relating to pavement surface condition, such as roughness, potholes, friction, rutting, cracking, deflection, and flooding - Ability to provide rapid response to failures with reactive maintenance - Not applicable 7. Artificial Intelligence - PMR Traffic Management Applications - Not applicable Approaches 8. Predictive-Proactive Maintenance Regime for Roadway Assets - Proactively identify the optimal timing and appropriate type of maintenance and preservation actions using a data-driven approach - Minimize the need for more expensive, resource-intensive activities, such as renewal and reconstruction, without compromising the desired level of service - Focus on timely assessment of PMR needs, which extends the life of pavements - Move the focus away from the worst first renewal strategy to prioritize pavement preservation, which then allows for better utilization of allocated resources - Not applicable - Proactively identify the optimal timing and appropriate type of maintenance and preservation actions using a data-driven approach - Minimize the need for more expensive, resource-intensive activities, such as renewal and reconstruction, without compromising the desired level of service - Focus on timely assessment of PMR needs, which extends the life of pavements - Move the focus away from the worst first renewal strategy to prioritize pavement preservation, which then allows for better utilization of allocated resources 9. The “Internet of Things” (IoT) - PMR Applications - Facilitate a seamless collection of pavement structural responses, pavement condition, traffic and climate, which may evolve to trigger automated notifications of preservation and renewal needs - Ability to provide rapid response to failures

D-31 Table D-2. Implications of Emerging Practices for Pavement PMR Activities. Emerging PMR Practice Pavement Preservation Applications Pavement Maintenance Applications Pavement Renewal Applications 10. Self-Diagnosing/Reporting and Work Ordering - Results in automatic analysis of measured pavement conditions, comparison against their thresholds of acceptability, diagnosis and selection of appropriate type and timing of a PMR activity - Timely assessment of PMR activities - Ability to provide rapid response to failures 11. Perpetual/Long-Life Highway infrastructure - Produce stronger and more durable pavements with greater resiliency to withstand against systematic threats, such as climate change - Will place the emphasis on preservation activities - Not applicable - Provide an adequate level of structural integrity to ensure no failures would develop in the pavement base layers and the foundation that require no major renewal or reconstruction - Produce stronger and more durable pavements with greater resiliency to withstand against systematic threats, such as climate change - Require lower environmental footprint for materials production, transport, and construction, since no major structural repairs are required 12. Advanced TSMO Device and Communications Systems Maintenance - Not applicable 13. Connected Vehicle-To- Infrastructure (V2I) Technology Providing Communications Between Passing Vehicles and Roadside Units - Not applicable 14. Automated Enforcement for Work Zones - Not applicable Technologies 15. Construction Robotics - Provides applications with spatial intelligence and decision making capabilities, which may eliminate the need for traffic control to fast track PMR operations with greater safety. - Provides potential for large-scale automation of PMR activities when integrated with connected V2I technology communications, and self-diagnosing/reporting and work ordering infrastructure.

D-32 Table D-2. Implications of Emerging Practices for Pavement PMR Activities. Emerging PMR Practice Pavement Preservation Applications Pavement Maintenance Applications Pavement Renewal Applications 16. Remote Sensing Systems - PMR Applications - Facilitate large-scale imaging of pavement surface conditions with greater geographical accuracy and high resolution imagery with rapid turnaround potential and lower costs. - Measure pavement structural integrity using new electromagnetic wave-based technologies (e.g. microwave, radio or sound) to support PMR related decision making.

D-33 D3. DRAINAGE AND ROADSIDE INTRODUCTION This chapter examines emerging PMR practices for drainage (surface and subsurface) and roadside assets (vegetation/rest areas). It does not purport to cover all, or even a majority of practices that drainage and roadside (D&R) discipline practitioners might identify as likely and needed over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way for D&R discipline practitioners to glean from the 16 emerging PMR practices, which are the focus of this research, those that relate to D&R activities, and discuss how they relate to PMR of highway assets. In doing so, each of the emerging practice is assessed in terms of their impacts on and benefits to PMR of D&R assets. Several of the emerging practices with respect to this discipline are innovative by nature. Therefore, the term innovation is used in this section as a surrogate term to emerging PMR practices without implying that all emerging practices need to be innovative. The D&R discipline covers all aspects of management and operation of D&R assets located within the areas between the edge of the pavement and the right-of-way (ROW) boundary, including the median area of divided roadways. Not included are other assets which occupy roadside areas, such as signs, lighting, gantries, retaining walls, and various devices associated with intelligent transportation systems and transportation systems management and operations (TSMO) (such as sensors, cameras, weather stations, and the like). Likewise, noise barriers, rest areas, and facilities for winter operations are not accounted for. D&R assets provide the functions of: • Stormwater conveyance, treatment and storage. • Self-sustaining and complex biological/ecological systems (e.g. constructed outfall channels, stream channels (natural and restored) crossing under roadways, constructed wetlands, landscaping including tree plantings, and habitat creation areas). • Erosion control for infrastructure stability. • Environmental alternatives to salt and sand for winter maintenance. • Pedestrian, bicycle, and streetscape. • Vegetation control for safety and traffic operations (e.g. tree trimming). • Vegetative management and weed control. • Streetscape development for aesthetic enhancement. D&R PMR activities generally include the following: • Periodic repair, replacement, or upgrade of stormwater conveyance/storage/treatment components or entire systems. • Periodic/routine vegetative maintenance, grass mowing, weed/invasive species control; any necessary inspection, testing, and cleaning, as well as system updates as applicable. • Preserving and allowing appropriate clearance in both landscaped and natural spaces within the ROW for aesthetic values as well as functional purposes (e.g. safety). • Periodic monitoring and enhancement of both constructed and natural ecological systems (e.g. constructed wetlands, stream restoration as result of a roadway project).

D-34 • Managing impervious surfaces to reduce ponding or stormwater runoff, and repurposing for environmental enhancement. • Preserving the hydraulic capacity and drainability of pervious surfaces. D&R strategies are also directly applied to the PMR of other assets such as pavements, structures, and TSMO systems. The innovations for D&R, especially for maintenance and renewal purposes, would most likely affect other disciplines and may require concurrent implementation. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE A long-term perspective on challenges and opportunities for D&R can be articulated in the form of the following functional areas. Improve the Resilience of D&R Assets The Goal: Improve the resilience of D&R assets considering anticipated changes in climate and the magnitude and frequency of extreme weather events. No other family of highway-related assets is more significantly involved in the potential consequences of climate change and extreme weather events than D&R. Not only do these extreme, long-duration, high-intensity events have a significant impact on how these assets function, but also will ultimately lead to newer design standards. In fact, they affect the entirety of highway infrastructure, including all pavements and bridges, embankments and retaining walls. Based upon numerous recent studies of the threats to highway agency assets posed by climate change and extreme weather, and apart from the debate over whether or not they are the result of man-made causes, there is relatively little doubt that over the next 50 years, and beyond, these assets face the prospect of increasing risks ranging from significant to catastrophic impacts—the latter occurring when not just individual corridors but entire networks are affected. And of course the chain reaction of consequences resulting from failed D&R assets extend beyond the damage to individual corridors or to entire networks—they extend directly to homes and buildings that may be damaged or washed away, to communities and businesses that are rendered inaccessible to providing food, water and emergency services. The challenge of assessing the threats to and resiliency of all highway drainage systems in areas likely to be affected by storms whose frequency, duration and intensity exceed that which they were designed to accommodate, is enormous. The ability to quantify the risks and develop prudent mitigation strategies is in its nascent stages. And the stakes, in terms of not only highway assets, but the viability and resilience of entire communities, could not be higher. The impact of climate change in coastal areas is even more significant, where sea level rise and storm surges will cause increased frequencies and severity, and potentially permanent flooding. The long-term outlook may render D&R assets in these areas virtually irrelevant except where physical protection can be provided in the form of levees, dikes and flood gates. While the PMR innovations considered in this research are not specifically geared on an individual basis to tackling this unprecedented challenge, collectively, they can and should be

D-35 part of long-term PMR solutions—in fact they can provide opportunities, particularly in renewing D&R assets over the coming decades. Improve Service Outcomes and Asset Longevity The Goal: Improve service outcomes and asset longevity. Extend the useful life of drainage and roadside assets through the use of materials with improved strength and durability; minimize traffic disruptions when undertaking D&R PMR activities; minimize the need or frequency of road closures; improve roadway and roadside safety through debris control, vegetation management, winter maintenance, and flood mitigation; improve customer satisfaction and aesthetics; promote better decisions relating to PMR policies and investments through data- driven processes; promote robust, proactive and timely application of PMR regimes with more emphasis on long-term preventive maintenance strategies; and enhance information capture capabilities using improved predictive, detection and sensing capabilities. This goal indicates the need for innovations that contribute to providing improved levels of service as well as better asset performance. The key service indicators for D&R include adequate management of stormwater, worker safety, customer safety, aesthetics and environmental stewardship. On the asset side, there is a need for longer life, durable materials, and less frequent PMR interventions (notwithstanding the earlier discussion of adapting to the threats of climate change and extreme weather). There will be more emphasis on adopting proactive approaches to PMR activities that affect D&R assets. Performance analysis will play a critical role in planning and undertaking D&R PMR activities. The key enablers, i.e. condition data and supporting analytics, will undergo a significant change with new data capture technologies, data management strategies, better detection of deficiencies and failures, forecasting of future conditions, crowdsourcing of information, efficient handling and processing of mega-data, and more intelligent inferences from collected and analyzed data. The set of innovations most focused on service outcomes and asset longevity includes: hyper- performance materials, remote sensing systems, non-destructive testing, CXM analytics, the IoT, and connected vehicle applications to supply real-time conditions information. These innovations are likely to culminate in integrated systems, such as self-diagnosing/reporting and work ordering and the adoption of predictive-proactive maintenance regimes. These innovations would also require less stringent requirements for safety zones or working in adverse site conditions to perform PMR activities, which in turn, may allow greater flexibility in roadside design and placement of drainage and stormwater conveyance infrastructure. In the very long range, with the potential for total C/AV market penetration in urban and suburban locations, these “surplus” roadside areas, such as clear zones, no longer needed for safety zone purposes, would be redesigned to accommodate alternative travel modes, such as pedestrian and bicycle lanes or pathways, or landscapes and streetscapes that enhance the visual environment and provide a greater “buffer” for adjacent land uses.

D-36 Enhance Environmental Sustainability The Goal: Enhance D&R-related environmental sustainability. Adopt more environmentally sensitive and holistic approaches to sustainable designs, materials and methods related to stormwater drainage; manage downstream drainage in accordance with state and local stormwater management (SWM) requirements, such as through sustainable and stable practices that meet the goals of current and future SWM requirements; protect roadside terrain and clear zones; enhance visual character of roads through planting trees and landscaping; reduce the depletion or contamination of natural resources associated with stormwater drainage, weed control and use of salts and deicers; reduce fuel usage and air quality impacts and enhance habitat by reducing mowing; expand attention to recycling and reuse, minimal waste, material substitutions, and localized materials; and reduce noise impacts on adjacent private properties. This goal indicates the need for advancements in green technologies and sustainable materials to allow for next generation landscaping and vegetation management, cleaner runoff, more effective stormwater treatment, as well as detention/retention and reuse systems. More integrated designs and materials are needed for vegetation management, stormwater capture and reuse, removal of pollutants that promote environmental safety, genetic diversity and symbiotic compatibility in the larger ecosystem. There will be significant emphasis on proactive adoption of eco-friendly practices for roadside landscaping and integrated vegetation management that are self-sustaining, functionally adequate and context-sensitive, with low maintenance requirements at lower life-cycle costs. Genetically engineered and/or native plant species will be preferred to achieve higher disease resistance and an ability to self-sustain in the roadside environment, and therefore would require less need for mowing and for chemical applications for weed and pest control. Environmentally safer materials are needed as alternatives to traditional materials and products that are harmful to the environment, such as organic herbicides and pesticides, bio-retarders for fire control, and greener alternatives to harmful anti-icing liquids and salts. Newer families of nature-based materials are likely to emerge from the applications of green chemistry and biotechnology. The practice of environmental product declarations will gain traction to enable environmentally conscious decision making in the selection of D&R materials and products. The most environmentally responsive innovations among the short-listed innovations include the applications of green chemistry and environmental product declarations. DRAINAGE AND ROADSIDE RELATED INNOVATIONS Phase I of the research identified 16 innovative materials, tools, approaches, and technologies that best respond to identified future scenario elements. This section discusses individual innovations in terms of anticipated effects and benefits related to D&R PMR. Table D-3, which is followed by narrative of innovations, includes highlights of those innovations which have implications on D&R PMR activities and outcomes.

D-37 Table D-3. Implications of Innovations for Drainage and Roadside PMR Activities. Emerging PMR Practice Drainage and Roadside PMR Applications Materials 1. Hyper-Performance Materials - Development of sustainable materials allows for new and innovative roadside system using biotechnologies for stormwater capture, storage , treatment and reuse - Development of Porous Friction Course (PFC) overlays provides for water quality treatment benefits - Porous pavements capable of capturing runoff and associated pollutants, store and treat the runoff under the roadway and roadside surfaces Tools 2. Structural Health Monitoring - Provides for accurate and easy monitoring and testing of stormwater conveyance systems and treatment/storage facilities - Allows for automatic sampling of stormwater treatment facilities 3. Machine Learning - Artificial Intelligence for Asset Management - Not applicable 4. Integrated Building Information Modeling (iBIM) for Highways - Not applicable 5. Enterprise Information Systems – PMR Applications - Supports more effective and efficient operation, monitoring and maintenance of stormwater conveyance systems - Supports inventory updates and centralized data management - Supports real-time data reporting, including weather forecasting 6. CV Applications to Supply Real-time Conditions Information - Use CV applications for assessment, monitoring and data collection of stormwater conveyance and treatment systems - Use CV applications to perform needed scheduled maintenance and real-time response to emergency situations 7. Artificial Intelligence - PMR Traffic Management Applications - Not applicable Approaches 8. Predictive-Proactive Maintenance Regime for Roadway Assets - Supports maintenance/management of D&R infrastructure 9. The “Internet of Things” (IoT) - PMR Applications - Supports operation and performance management of stormwater treatment, storage, and reuse systems - Supports preventive maintenance database management system for stormwater systems - Facilitates winter maintenance relating weather and operational databases 10. Self-Diagnosing/Reporting and Work Ordering - Supports management of D&R infrastructure 11. Perpetual/Long-Life Highway Infrastructure - Not applicable 12. Advanced TSMO Device and Communications Systems Maintenance - Not applicable 13. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Not applicable

D-38 Table D-3. Implications of Innovations for Drainage and Roadside PMR Activities. Emerging PMR Practice Drainage and Roadside PMR Applications 14. Automated Enforcement for Work Zones - Not applicable Technologies 15. Construction Robotics - Supports safer and more efficient construction of D&R infrastructure 16. Remote Sensing Systems - PMR Applications - Augments probe-based data for performance and conditions monitoring and asset management Hyper-Performance Materials Hyper-performance materials are being developed with a range of properties to improve performance, durability and cost-effectiveness. Key innovations related to D&R include porous friction course (PFC) overlays and porous pavements that allow storm water to pass through the pavement, which can be collected through underdrains or other conveyance capture systems to transport to storage or treatment systems. These systems offer multiple benefits: (a) reduces runoff to promote safety by decreasing opportunities for hydroplaning and icy conditions; (b) , the conveyance through porous pavement increases the overall time of concentration for runoff and ultimately reduces peak storm flows, and (c) pollutant treatment option, which allows better capture throughout the system. In future, porous pavements may use specialized aggregates that works at the molecular level to chemically bond with and remove targeted pollutants from stormwater. Polymer composites may evolve as alternative materials for drainage pipes. These materials tend to be non-corrosive and possess adequate levels toughness, fracture resistance, and material resilience. Such materials will improve the asset performance of snow plowing hardware and pipe materials, improve safety and lower life-cycle costs. Enterprise Information Systems An enterprise information system provides a single uniform platform that ensures business process integration and information sharing across all functional levels and management hierarchies. Such an agency-wide system would facilitate D&R PMR activities, particularly in monitoring the condition and performance, managing the operation, and maintaining the physical integrity of SWM systems. The integration of real-time data acquisition and an enhanced ability to quickly and seamlessly access historic information to better analyze, anticipate and respond to urgent stormwater situations before they become full grown emergencies provides a good example of how enterprise information systems will benefit D&R-related PMR efforts. The “Internet of Things” (IoT) The IoT is a network of physical devices (also referred to as “connected devices” and “smart devices”), vehicles, buildings and other items—embedded with electronics, software, sensors, actuators, and network connectivity that enable these objects to collect and exchange data. The IoT allows objects to be sensed and/or controlled remotely across existing network

D-39 infrastructure, creating opportunities for more direct integration of the physical world into computer-based systems, and resulting in improved efficiency, accuracy and economic benefit. The IoT finds applications in monitoring the condition of drainage networks, roadside facilities, and winter maintenance. Future stormwater treatment, storage, and reuse devices will be equipped with sensors, data communication capabilities, GPS, and automatic or remote-controllable/operable mechanic and electronic parts. The stormwater and drainage network forms a physical system that is designed to be capable of real-time data communication with the enterprise system and is linked with external weather forecasting systems and public alerting systems. Future stormwater systems will also be linked to regulatory enterprise data systems for real-time reporting and compliance tracking. Roadside developments such as bike lanes, bike share stations, pedestrian zones, streetscape and other features within ROW will form as a connected, creative network of facilities and components, via embedded technology that can communicate with one another via the IoT to provide for better and more efficient functions. The benefits of IoT will include better integration with land use and transit, information for users, such as availability of parking, enhanced bike and pedestrian safety, air quality monitoring, and reporting of asset conditions. Structural Health Monitoring and Self-Diagnosing/Reporting and Work Ordering As previously noted, future stormwater infrastructures will have the capability and technologies to continuously monitor and report their structural and functional conditions. Integrated with data capture technologies and facilitated through the IoT, these systems would be capable of collecting, processing and analyzing structural, weather and system conveyance performance condition data to monitor, test or self-diagnose, report, and, when pre-determined condition thresholds are met, generate work order(s) to undertake maintenance activities. The systems will allow for automatic sampling of stormwater conveyance and treatment facilities. These systems primarily contribute to creating organizational efficiencies through automation and streamlining of business processes (i.e. data processing, analysis and decision making) and timely application of D&R PMR activities. The benefits include improved service delivery in terms of better safety, user satisfaction and asset maintenance outcomes. Predictive-Proactive Maintenance Regime for Roadway Assets Predictive and proactive maintenance techniques allow for condition-based maintenance, rather than schedule-based. The availability of reliable condition information, in conjunction with supporting analytical models, can facilitate the ability of agencies to adopt a more proactive maintenance regime, such as proactive detection, cleaning and repairs of subsurface drainage assets. Predictive and proactive maintenance provides greater cost savings over routine or time- based preventive maintenance. Predictive maintenance also helps to prevent unexpected failures and allow better planning for PMR, which allows for better utilization of resources at lower costs and improved customer satisfaction.

D-40 Construction Robotics The advancement of robotic technology can enable much safer and cost efficient drainage system construction and maintenance activities as well as other D&R activities. The use of remote- controlled video probes to inspect pipes is a precursor. Both autonomous and semi-autonomous robotic devices can contribute to a variety of PMR activities relating to D&R, including stormwater treatment, mowing, litter control, subsurface drainage repairs, cleaning and sediment removal in ditches, storm sewers, flumes, and along curbs and gutters. Future autonomous and semi-autonomous robots, which would acquire spatial intelligence and decision making capabilities, would eliminate potentially unsafe PMR activities in adverse roadside site conditions, such as steep slopes, or in close proximity to high-traffic lanes or waterways. In addition, these devices would help to scale up PMR activities, on an as-needed basis and within shorter periods of time. Potential benefits of construction robotics would include increased productivity and quality, improved safety, reduced wastage, lower consumption of natural resources and energy, and labor costs. Remote Sensing Systems Aerial mapping and sensing techniques utilizing drones or satellites provide an enhanced ability to inventory roadside features, including aboveground drainage and stormwater components as well as vegetation. Environmentally functional or sensitive resources within the ROW, such as stormwater ponds or protected wetlands can be efficiently monitored using remote sensing technologies. Discharge locations and stormwater facilities will use embedded sensors to remotely monitor discharge quality. Remote sensing systems can also monitor illicit discharge from construction sites. The primary advantage of using aerial remote sensing systems lies in the ability to provide high resolution imagery over large swaths of land at relatively less cost and time. Remote sensing systems provide agencies with better condition monitoring and detection of D&R assets, which in turn, would result in improved delivery outcomes, asset performance and safety. TOWARD IMPLEMENTATION The most profound long-term challenge is the persistent funding shortfalls to maintain, preserve and renew D&R assets, which may eventually lead to replacement needs. This challenge is worsened by increasing needs in the capacity of SWM systems resulting from the increased intensity and duration of rainstorms caused by changing climate trends. This daunting challenge can also be thought of as an important opportunity to improve not just the carrying capacity, but the physical and operational resilience as well as the ability to monitor and improve the performance of such systems, through implementation of many, if not all, of the innovations discussed in this chapter. Nine of the 16 short-listed innovations are responsive to D&R needs. Of them, some innovations can be categorized as “evolutionary” meaning they are likely to evolve incrementally over time in a series of improvements. On the other hand, some will occur as “radical” innovations,

D-41 introduced as significant breakthroughs. Some innovations may occur as a mix of evolutionary incremental steps as well as more radical breakthroughs. These can be characterized as “hybrids” of the two. Innovations relating to D&R that fit the evolutionary model include applications of green chemistry, hyper-performance materials, enterprise information systems for PMR applications, predictive-proactive maintenance regimes, and remote sensing applications. Highway agencies have some level of prior experience with incrementally adopting products, methods and processes, similar to these innovations. The agencies can draw upon this experience in developing business cases, conducting requirements analyses, and strategizing a developmental pathway leading to adoption and implementation. While there will still be many issues that need to be resolved through the implementation process, the agency’s prior experience with existing practices will better prepare them to embark on the implementation journey for incremental innovations. Radical and hybrid innovations, such as environmental product declarations, the IoT, connected vehicle applications for real-time data collection, construction robotics, self-diagnosing/reporting and work ordering systems, represent a greater challenge. Since highway agencies have little experience with breakthrough innovations, additional effort will be needed to create awareness, thoroughly evaluate and document potential benefits, costs, and risks, explore challenges relating to political, regulatory, legal and intellectual property rights, and consider organizational change management issues that may be necessitated. Phase III work will provide guidance to improve their organizational preparedness through institutional arrangements and partnerships within and outside the industry. As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in D&R discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and D&R professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of D&R discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance of D&R assets, are generally responsible for advancing innovation along the pathway of implementation.

D-42 This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR practice or innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of D&R discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-43 D4. TRANSPORTATION SYSTEMS MANAGEMENT AND OPERATIONS INTRODUCTION This chapter examines the transportation systems management and operations (TSMO) discipline in the context of the research’s identified innovations affecting future preservation, maintenance, and renewal activities. It does not purport to cover all, or even a majority of emerging PMR practices or innovations that TSMO practitioners might identify as likely and needed over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way for TSMO practitioners to glean from the 16 emerging PMR practices, which are the focus of this research, those that relate to TSMO activities, and discuss how they relate to PMR of highway assets. Each of the 16 emerging PMR practices is assessed in terms of their impacts on and benefits to TSMO PMR and the application of TSMO to the PMR of other assets. Several of the emerging practices with respect to this discipline are innovative by nature. Therefore, the term innovation is used in this section as a surrogate term to emerging PMR practices without implying that all emerging practices need to be innovative. TSMO covers all aspects of managing and operating the use of roadways, combining operational management strategies and technologies including the complete range of Intelligent Transportation Systems (ITS), incorporating detection and communication technologies, static and dynamic signs, signals, pavement markings, roadside lighting, supporting ancillary structures such as gantries, advanced maintenance fleet technologies, emergency response resources, and other advanced operations equipment. It includes the use of ITS to support the management of traffic flow, in both recurring and nonrecurring congestion conditions, to maximize throughput, minimize the impacts to system reliability, and enhance safety. Also included are certain supporting physical infrastructure located offsite (e.g., traffic management centers) or along the roadside (e.g., commercial vehicle inspection facilities and weigh stations). TSMO also involves the management of traffic during maintenance, preservation and renewal activities. TSMO preservation, maintenance, and renewal activities represent nontraditional aspects of PMR. The following definitions are applied throughout this chapter. • TSMO maintenance includes the periodic repair, replacement, or upgrade of select system or device components; incorporates any necessary inspection, testing, and cleaning, as well as software updates as applicable. There is no distinction between TSMO maintenance and TSMO preservation activities. • TSMO renewal is the wholesale replacement of hardware/infrastructure in-kind or with substantially new or revised technology, often due to obsolescence. TSMO strategies are also directly applied to the PMR of other assets such as pavements, structures, and D&R infrastructure. The application of TSMO itself to PMR within other disciplines is a somewhat unique characteristic to TSMO. It involves not only consideration of advancements to traditional maintenance activities required of TSMO devices and systems themselves, but also an examination of how performing PMR activities on other highway assets can be further improved through innovations in the use of TSMO in work zone activities.

D-44 CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE TSMO is poised to grow significantly as a discipline, becoming as integral within the traditional highway arena as pavement and structures. Data, information, and systems that direct the operation and use of roadway infrastructure will become ubiquitous as we travel. Systems and equipment with sensors, communication equipment, and supporting hardware and software will comprise a vast expansion of TSMO deployment. Looking to the long-term future, TSMO’s primary challenges (and consequent opportunities) will not be defined by technological challenges, but will have to do with culture, congestion, and collaboration. Culture is a primary challenge because it involves a transformation of highway agencies, especially within state DOTs, following generations of emphasis on construction and PMR activities, with, until perhaps 25 years ago or so, an almost universal “laissez-faire” or “leave-it- to-others” (notably, law enforcement and fire/rescue) attitude toward operations. While the earliest pioneers, such as the Chicago “Minutemen” incident response teams, date back to the 1960s, the transformation began to change significantly in the 1990s with the advent of IVHS (Intelligent Vehicle Highway Systems), which morphed into ITS to include non-highway modes. The ability to use reliable advanced technologies (instead of less reliable loop detectors and clunky) for sensing and remotely viewing up-to-the-minute traffic volumes and congestion (speeds and travel times) and for transmitting data reliably and efficiently to traffic management centers (TMCs) changed everything. TMCs could not only communicate reliable and timely information to motorists (via dynamic message signs, or highway advisory radio, or just plain flashers on fixed message boards) but would also be in a position to communicate with, and in some cases orchestrate the coordination of, law enforcement, fire and rescue, and a DOT’s own maintenance work force which could quickly morph into full-fledged member of emergency response teams where incidents such as crashes or hazardous materials spills occurred. This expanding capability (call it the supply side) coupled with ever-increasing demand from traveler/customers for real-time information and for clearing crashes in minutes rather than hours and clearing hazardous spills in a few hours rather than most of a day precipitated a handful of early adopter of nascent TSMO (in states such as California, Maryland, Minnesota, Texas Washington State) which, with the encouragement of FHWA and AASHTO, has grown into a national movement for highway agencies to be as much, if not more concerned about transportation system management and operations as they are about new construction (which has become an increasingly rare occurrence) and PMR activities. Yet, even today, there remains the tug-of-war for the attention of decision-makers and the attraction of investments. Politically, ribbon-cuttings remain very appealing. Yet, there is also a growing political cache about the ability to respond quickly and effectively to extreme weather or other emergencies, and to restore “normal” operations as quickly as possible while continuously keeping customers and agency leaders in the loop. (There is also a sort of “hall of shame” for those who fail miserably when confronted by emergencies.) So while the cultural transformation is not complete, it is well advanced, and should not require another 25 plus years to complete its course. On the other hand, the second primary TSMO challenge of the future, congestion, can be expected to grow for some time, although help may be on the way as a combination of demand

D-45 management strategies (such as congestion pricing, e.g. express toll lanes) and the advancement of C/AVs take root in the not too distant future. Yet, even the most optimistic among us would not predict the elimination of recurring congestion on our roadways over the next several decades. And when it comes to nonrecurring congestion, safety improvements resulting from C/AVs should help us turn the corner, offset perhaps to some degree by even greater impacts (though hopefully less frequent) associated with extreme weather and climate change. Lending further hope, though no less a challenge is the institutionalizing of collaboration among disciplines and agencies upon whom the success of TSMO ultimately depends. For TSMO to work seamlessly and effectively, silos within highway agencies, among modes of transportation, and between transportation and emergency responder, must be diminished to bare minimums as repositories of expertise, pride, history, and career enrichment, but no longer as barriers to common visions, integrated missions, and seamless collaboration. This is a never ending challenge. Sociologists like to say that as humans, our tribal nature is etched in our DNA. That means that the natural tendency, now, and 50 years from now, will be for the maintenance tribe and the TMC tribe in highway agencies, and for the highway and transit tribes within the transportation community, and for the law enforcement tribe and the fire/rescue tribe among emergency responders—the natural tendency among these tribes—will be to give first priority to their own needs and desires and second priority to the common vision and mission. Can that be overcome? Yes, and there are good examples of “Camelot” TSMO periods of time in some locales. But they never last forever. They are fragile. They take long times to achieve in the form of intertribal trust and having one another’s back. And they can disappear in a flash, with a hostile tribal chief or an unfortunate misunderstanding. Which is why collaboration is a perennial challenge of TSMO. TSMO is well its way to becoming the natural way of doing business among transportation agencies. But it is not without at least these three primary challenges over the long-term future. TSMO-RELATED EMERGING PMR PRACTICES The research has identified 16 innovative materials, tools, approaches, and technologies that represent a significant departure from today’s practice, and are poised to make a significant impact on PMR activities while remaining within the outer limits of present-day plausibility. This section reviews these innovations for their potential to impact future PMR activities relative to the TSMO discipline and to influence how TSMO itself can affect future PMR of other roadway assets. Table D-4 (which follows this narrative section) summarizes the innovations’ implications for TSMO-related PMR activities. The table illustrates which innovations have the greatest impacts on the TSMO discipline, while noting others whose effects are captured by these innovations with greatest impacts, and several for which there is no direct application to TSMO. Application of TSMO to PMR Four primary areas of TSMO PMR can expect to experience significant impacts from select innovations. Individually and collectively, the innovations will improve the ability to:

D-46 • Employ an optimized life-cycle asset management approach to planned maintenance activities, advancing from conventional reactive and preventive methods to predictive and proactive. • Respond to irregular, consequential events that require unplanned (emergencies, hazards) or on-demand (weather) maintenance activities. • Conduct appropriate and efficient renewal activities responding to systems and technology end-of-life scenarios, including unplanned obsolescence. • Address organizational issues related to TSMO provision and outcomes. These four maintenance areas are discussed further in terms of the innovations that impact them and benefits they are expected to deliver. Planned Maintenance TSMO maintenance activities generally do not involve extensive traffic disruption as required of pavement or bridge PMR activities. Except for some traffic detection devices and pavement markings, TSMO devices and systems are located outside the envelope of active travel lanes. Disruption is more likely to be associated with equipment taken out of service while maintenance is performed. System user impacts, therefore, are not substantial from TSMO PMR activities, but nonetheless, the volume and extent of TSMO device deployment is expected to grow rapidly— especially to enable connected and automated vehicles—and with it, a need for planned maintenance activities. Innovations Optimizing the use of resources and keeping TSMO systems and devices continually functional require application of a life-cycle asset management approach to maintenance. A full understanding of the timing, frequency, and extent of performing maintenance activities is necessary. Some agencies today apply this approach to preventive maintenance by using general life-cycle degradation curves to gauge the optimal point of intervention. Better outcomes can be achieved by possessing sufficient (real-time) data on condition and performance, coupled with an ability to analyze, manage, communicate, and act on what the data suggests—algorithmically, or preferentially when hard-to-quantify tradeoffs may exist or human factors are introduced. The application of Advanced TSMO Device and Communications Systems Maintenance brings together several innovations to permit TSMO devices to become “advanced” with respect to how planned maintenance is conducted. This innovation will drive a move away from conventional reactive and preventive maintenance routines to predictive and proactive methods that can lead to more systematic and optimized maintenance strategies. Predictive maintenance methods benefit from real-time status monitoring to gauge the appropriate timing of maintenance interventions. Proactive methods take this a step further and apply asset management analytics and machine learning algorithms (Artificial Intelligence) to better discern optimized maintenance regimes. Both methods rely on using real-time data of sufficient coverage and robustness, gleaned from device-embedded and external sensors that communicate wirelessly. Devices and systems can communicate among one another and with central data aggregators and

D-47 computational engines. The IoT enables this concept by providing a seamless, interconnected network of TSMO devices and systems across a unified platform. Complex datasets generated from the ubiquitous deployment of device sensors can be managed through an enterprise asset management platform, or a more accessible iBIM platform. iBIM is an integrated electronic system with rich vendor independent, interoperable data governed by common data standards, supported by a secured cyber infrastructure of full automated connectivity and web or cloud based applications that enable the necessary data storage, retrieval, sharing, and archiving. Monitoring solutions alert a maintenance system at the onset of a developing condition and prescribe an appropriate response. Device-specific experience and record databases can be mined and combined with algorithms that consider component conditions and failure modes to support advanced asset management strategies. The data and notifications can be assessed on a time and frequency basis, features compared using various types of pattern recognition analytics, performance visualized and predicted, and appropriate corrective routines identified. The platform (iBIM) used to manage and analyze data can also direct the deployment of remote sensing equipment (drones) to capture additional data not acquired through embedded sensors. In all, these innovations provide an “intelligent maintenance system” for TSMO devices and systems that manages status monitoring, condition assessment, fault detection, prediction or prognostication, and response identification. Advanced TSMO device maintenance and intelligent maintenance strategies depend on device- specific embedded and remote sensor data acquisition. Maintenance strategies and responses can be further validated from the customer perspective. A customer-oriented approach to maintenance needs identification, prioritization, and budgeting can be achieved with CXM analytics. This innovation reinforces or corroborates outcomes from device-oriented innovations that provide more granular, expansive, or real-time data on TSMO device maintenance. While CXM analytics would not be useful to directly identify specific devices or components to address from a maintenance perspective, it could help to substantiate a programmatic or geographic maintenance strategy focus. For example: • CXM analytics might reveal a strong reliance or desire for weather-related information along a corridor, suggesting a focus on maintaining the reliability of road weather information system (RWIS) devices that support weather-related traveler information, as well as information used by an operating agency to guide operational decisions during weather events. • CXM analytics might suggest a region, corridor, or point location where incidents or the potential for incidents is a concern. (This identification may also be supported by other data, such as crash statistics or direct agency contact [511, web, text].) These results could indicate that maintenance priority be given to TSMO devices used for incident detection and response in that area. Priority devices and systems could include surveillance and detection equipment and communication and computer-aided dispatch systems that support emergency response.

D-48 Benefits Maintenance responses are no longer based simply on fault occurrence and diagnostics but fault avoidance and prognostics. These innovations will result in near-zero or zero downtime for TSMO systems and devices. With their availability and reliability approaching 100 percent, agencies will have greater confidence of consistent, complete system coverage and support, while reducing or eliminating a need for employing redundant devices or procedures in the event of critical failures—which are unlikely to occur. Further, resource planning and usage can be optimized since maintenance activities will be known with sufficient lead time to efficiently plan an appropriate response, whether that response is automated or involves agency or contracted staff. Lean supply chain management and inventory management approaches can be applied, since the need to source, stock, and maintain inventories of spare parts can be kept to a minimum and would never need to be accessed on a reactive basis. Only in the event of an emergency (discussed in the next section) would this scenario apply. On-demand and Unplanned Maintenance On-demand maintenance responds to irregular, non-emergency events, most notably winter weather. While a snowplow fleet is considered maintenance equipment (addressed in Chapter 9), certain technology applications such as a maintenance decision support system (MDSS) fall under the TSMO discipline. Unplanned maintenance, at least in an environment that has moved away from reactive or simple preventive approaches, refers to activities that respond to emergencies or hazards. Innovations Managing appropriate snow and ice control strategies through an MDSS can be enhanced by the large volume of data derived from TSMO devices related to real-time atmospheric and terrestrial conditions. Advanced RWIS sensors, road condition data gleaned from connected vehicles, and traffic detector data to inform travel patterns and volumes will enhance the inputs and response strategy logic of the MDSS to optimize snowplow fleet deployment and the application of roadway surface treatments. The IoT can help connect these devices and fleet vehicles to optimally navigate, clear, and treat roadways. As with planned maintenance, CXM analytics can also feed into an MDSS or otherwise help to tailor a winter storm response to real-time public sentiment. The quality, extent, and pace of clearing and treating roads of snow and ice can use real-time customer input (as well as historical preferences) to identify both a priority of roads to treat and satisfaction with those already addressed. Several innovations will enhance how agencies respond to emergencies or hazards. The ability to respond to and manage emergency events from virtually anywhere will be enabled by the IoT, which would provide seamless access to information to all necessary parties—maintenance managers, field support staff, emergency managers and first responders, law enforcement, etc. The ability to identify and restore critical TSMO-enabled services using advanced TSMO device and communications systems would aid swift recovery and preserve safety. What data or

D-49 information might not be discernable through embedded sensors because of failure or insufficient coverage could be acquired through remote sensing systems such as drones. Benefits Agencies conducting winter weather maintenance will see gains in efficiency, both in staff and consumed resources, including equipment usage, power, and treatment volumes. Environmental impacts from treatments applied can be minimized, as only what is optimally necessary would be used on the road. On-the-road public safety during emergencies and hazards will be better preserved, through rapid restoration of TSMO devices as necessary. Managing severe incidents, first responder access, traffic detours, evacuations, and other scenarios all can be facilitated through reliable access to TSMO devices and systems such as dynamic message signs (DMS), traffic detection and surveillance equipment, traffic signal controls, speed and lane control devices, roadway access gates, etc. Renewal and Obsolescence TSMO renewal takes place when a device or system reaches the end of its service life and calls for replacement in-kind or with a newer but backward compatible version. Wholesale replacement is warranted when further maintenance is no longer cost-effective. The new device will likely come with improved performance or features. Renewal also arises from obsolescence, which strictly defined is the transition from original equipment manufacturer (OEM) availability to unavailability. Obsolescence is more likely to drive the need for TSMO renewal (hardware and software) before a need arises to replace a component or system due to an inability to maintain it any longer. Two primary drivers of obsolescence are: • Market changes – a reduction in demand renders continued production or support economically infeasible. • Technological changes – advancements in science and technology introduce products that supersede a previous generation’s capabilities with faster, better, and cheaper results. As with maintenance, obsolescence management strategies range from reactive to proactive (SiliconExpert Technologies n.d.). Reactive measures are implemented once obsolescence is already identified and its effects are felt (e.g. a product discontinuance notice is issued by a manufacturer). Proactive strategies seek to model obsolescence life cycles using characteristics of the technology in question and actual usage data. They forecast, plan for, and manage risk associated with the future replacement of devices due to obsolescence. Life-cycle events that mark a technology or component as obsolete can then be predicted and dealt with prior to actually taking place. Innovations Third-party device and component data can be mined and analyzed using risk-based historical and algorithmic methods to perform proactive obsolescence management. Data availability and

D-50 analytics’ will be facilitated by the IoT and the ubiquity of performance and usage data obtained from interconnected devices. The innovation of advanced TSMO device and communications systems maintenance can supply real-time inputs to refine predictive methodologies and algorithms to adjust predicted life-cycle curves/trends and computation of obsolescence windows. Obsolescence analysis can be incorporated into enterprise information and asset management systems, and ultimately an iBIM platform. While proactive obsolescence strategies typically apply at a “micro” scale (i.e. a determination of existing hardware or software’s continued availability and suitability at the device or electronic component level), it is also possible to consider technology change that could lead to obsolescence at a “macro” scale. In this case, technological evolution (or revolution), business models, and societal trends combine to influence user consumption and preference for certain technologies and services, rendering wholesale technologies or methods obsolete. The introduction of C/AVs or choosing in vehicle, privately sourced over external, publicly sourced traveler information are two examples. Analytics applied to TSMO devices and components would not easily foresee macro-scale obsolescence and the effects of innovation on TSMO service provision. User preference frequently drives this type of change and its understanding would be more applicable. Often the implementation of new technology, including TSMO, is not limited by technological advancement per se (i.e. does our current understanding of the science make the concept or product “work”) but by user acceptance and regulatory hurdles. Therefore, real-time data on user preferences and satisfaction with technology applications processed through CXM analytics could help refine models of technology adoption and allow us to better understand user acceptance issues. (Often, once user acceptance is apparent, regulatory hurdles can also be overcome.) Ultimately, a better understanding of the timing of technology adoption can be used to better predict and manage the obsolescence of previous generation technology and its applications. Finally, TSMO device obsolescence may be driven by the widespread adoption of C/AVs. Vehicles acting as probes could supplant the need for traditional measurement and detection devices, such as RWIS sensors or vehicle detection devices. More comprehensively, AVs will lead to significant changes in the density, distribution, and composition of TSMO equipment in need of PMR. For example, AVs may eliminate the need for roadside traveler information systems and advisories (e.g., DMS) as well as certain traffic control systems (e.g., traffic signals, signage, traditional pavement markings, visual ramp metering equipment). Replacing these devices, or even continuing to maintain them, may become unnecessary as vehicle-to- infrastructure (V2I) and vehicle-to-everything (V2X) technologies and autonomous capabilities obviate their need. Even so, C/AVs will necessitate a greater number of more complex, embedded and roadside sensors, wireless communication, and data processing equipment (i.e., V2X-supportive infrastructure)—requiring its own set of PMR needs. Benefits End-of-life timeframes for TSMO devices, systems, or technology applications either from life- cycle service usage, micro-scale obsolescence, or macro-scale obsolescence through

D-51 technological evolution, define the domain of TSMO renewal. An understanding of when these events will take place and the appropriate action to take nets several benefits. Forecasts of when these events will occur can be used to help identify and prioritize investments in TSMO technologies and improve planning and budgeting for technology replacement cycles. Data may also help predict the adoption of more transformative technologies into the mainstream, helping agencies to better understand if further investment is warranted in standard maintenance activities, or if resources are better spent on implementation (and eventual maintenance) of next-gen or breakthrough technologies. Technology usage and preference trends can also inform decisions on whether it is worth a public agency committing to such an investment. For example, if the renewal (replacement) of a system or its components that support a public 511 traveler information system are imminent (DMS, website, app), but predictive information suggests a customer preference for in vehicle commercially available tools, or obviation of the system altogether due to automation, then the investment may not be made. Organizational Issues TSMO is a highly collaborative and demanding field that requires specialized technical capabilities and processes. Only in the past couple of decades has TSMO’s importance as a transportation core focus—in the same way attention has been paid to highway infrastructure design and construction over the past 60 years—begun to reflect on agency business and organizational processes. In the long-term, we can expect TSMO to become a mature discipline but not without investing in improving these agency and staff capabilities. As it relates to PMR for TSMO and the application of TSMO to the PMR of other assets, these competencies include staff development, training, and collaborative arrangements. Innovations Highway agency personnel require a newer set of skills and knowledge to accommodate the rapid advancement of technologies, materials, methods, and tools. The proliferation of TSMO device deployment will bring with it substantial increases in maintenance needs and the skill sets with which to manage them. This scenario applies whether the maintenance approach relies more on the traditional reactive or preventive planned methods of today (identify, diagnose, repair, record) or employs predictive and proactive methods that rely on self-reporting and self- managing infrastructure using remote sensing and automated information flow (described previously). Staff training needs, therefore, are significant in order to fulfill the volume and advanced nature of PMR activity, especially alongside the current trend of more frequent workforce turnover. Traditional lecture style learning systems are inadequate and inefficient to equip agency workforces effectively with newer training needs, while hands-on field training is time- consuming, expensive, and potentially risky. Game and Simulation Workforce Training will alleviate many burdensome demands on providing this training. Game and simulation based learning are instructional design methods that use a combination of information technologies, animations, simulations, sensors, and augmented reality to impart immersive, interactive and experiential learning in a “real-world like” environment. Highway agencies will be able to train

D-52 their workforce to better keep up with changing needs, since they are widely recognized as low- cost and low-risk yet engaging, self-paced and repeatable training solutions. Further, these virtual solutions allow continual improvement of instruction content as well as wide-scale replication with no significant increase in costs. Benefits Simulation and virtual reality based training will vastly improve training outcomes. Agencies will be able to improve the quality and access to vendor-led or contractor-led (equipment and system providers) TSMO training since virtual delivery onsite at the agency is easily enabled without the complexity and expense of travel. Training provided to TSMO maintenance contractors can be made uniform and efficient, netting outcomes that better meet maintenance performance targets. Hazards associated with training for certain equipment (e.g. hydraulic cranes) and in certain environments (e.g. high voltage, extreme climate, in or near traffic) can be eliminated. Barriers will no longer exist to training on the use of expensive diagnostic and maintenance equipment and tools (e.g. fusion-splicer to repair fiber optic cable). Game and virtual learning is more attractive to younger employees who are generally well acquainted with computer games and simulations. Public agencies challenged with attracting and retaining qualified employees will be able to provide easily accessible and engaging opportunities for knowledge, skills, and abilities acquisition within the TSMO domain. They will better be able to meet the technical demands TSMO places on staff qualifications and capabilities. “War game” like simulations can be used to improve approaches to emergency response and emergency maintenance and repair, allowing agencies in disparate locations to train together in a real-life fashion with far fewer restrictions on scheduling, field access, equipment access, set-up and take-down time, and staff availability. Agencies will advance their procedures for keeping critical TSMO systems running during emergencies, including vital surveillance, communication systems, and other emergency routing support equipment. Overall, improved accessibility, quality, and consistency of training will improve the knowledge, skills, and abilities of agency staff to perform TSMO maintenance or manage outsourced maintenance contracts. Workforce satisfaction, and system performance and reliability would increase. Field training hazard elimination would improve safety, while cost savings would accrue from holding training almost exclusively in staff offices or designated centralized training facilities equipped with necessary simulation tools. Application of TSMO to PMR of Other Disciplines Like all highway infrastructure disciplines, TSMO requires a certain set of PMR activities driven by usage, deterioration, and obsolescence. The previous section highlighted a number of promising innovations that demonstrate significant avenues for TSMO PMR enhancement and improved performance outcomes. Beyond that, TSMO, as a set of supporting activities, strategies, and technology-driven systems is also a significant enabler of PMR activities of other highway infrastructure assets or disciplines. These disciplines are discussed individually in this report: pavements, structures, D&R, and C/AV related highway infrastructure, maintenance and

D-53 construction equipment, and information technology. It is therefore necessary to examine the implications of innovations on TSMO’s use in the PMR of these assets. The focus of this section is on the first three of these other disciplines since they are principally those where TSMO applications play a significant role in their assets’ PMR. TSMO’s essential contribution to the PMR of pavement, structures, and drainage/roadside is its use in work zones. In this sense, the application of TSMO to PMR of other disciplines can be fully considered in the context of work zone management without the need to distinguish among what assets are actually undergoing preservation, maintenance, or renewal within the work zone. This section examines the effects of select innovations on the application of TSMO to work zone management, specifically how they enable smart work zones. Smart Work Zones Smart work zones as a formalized concept with federal support are a relatively recent development, primarily deriving from 2004 federal rulemaking that renewed focus on work zone safety and mobility, coupled with advancement and increased deployment of work zone ITS applications. Most recently, FHWA’s Every Day Counts program included a Smarter Work Zones initiative in 2015–2016 promoting adoption of smart work zone strategies among state and local agencies. Smart work zone (or intelligent work zone) strategies generally consist of 1) coordination within a single roadway project or among several projects within a corridor, network, or region and 2) technology applications that typically target work zone speeds, queue management, and keeping travelers informed on conditions and routing. Together, these strategies aim to reduce work zone related congestion, increase throughput, minimize delay, and improve the safety of travelers and workers (FHWA n.d.). PMR innovations can substantially improve upon these strategies and outcomes. Work zones are inherently disruptive. Their timing (time of day, day of the week, season), extent (length of corridor or area affected), and configuration (number of lanes shifted or closed, movement of traffic through or around the zone, points of access or egress altered or closed, etc.) all contribute to potential sources of delay, reduced mobility, or greater safety risks. Successful work zone management entails finding an optimal balance between accomplishing the work safely and expediently and minimizing disruption. Smart work zones, therefore, not only employ TSMO-enabled strategies to manage traffic within and around them, but also rely on coordination on a project, corridor, or network basis to minimize disruption based on timing, extent, and configuration. Game and simulation based training methods permit a much greater ability to design and analyze work zone plans, construction sequencing logic, and maintenance and protection of traffic scenarios to arrive at more optimal work zone spatial and temporal characteristics. Specific work zone features can be modeled and refined, such as work vehicle and material access, lane closure locations and sequencing, and merge points. Access to these advanced training techniques can make work zone set-up and adjustment more consistent through uniform in-house staff and

D-54 contractor training. The training itself is also safer since virtual simulation methods can replace in field training. Once PMR activities are underway, work zone monitoring and near-real-time adjustment can be facilitated through CXM analytics. In addition to hard data from ITS devices (discussed below), CXM data can suggest modifications to work zone characteristics based on customer feedback. Despite planning on paper or through advanced simulation methods, real-world experience can provide valuable feedback on work zone design and operation. Automated Enforcement for Work Zones promises to be a far-reaching innovation that applies TSMO to the PMR of other highway assets. What began as an alternative to the expense and practicality of locating police officer vehicles or pull-off areas for manual speed enforcement, Automated Enforcement for Work Zones are evolving to include all aspects of smart work zones: • Speed enforcement – use of fixed or portable cameras that capture vehicle license plates and potentially driver images and issue citations through automated look-up of vehicle registration databases. • Speed management – application of variable speed limits adjusted appropriate to traffic or construction conditions. • Queue detection and management – queue length measurement and queue/speed advisory systems (visual, tactile) to warn of conditions ahead and merge tapers; also to provide an input into alternative routing advisories. • Merge management – techniques to dynamically optimize merge movements that reduce the speed difference between merging lanes, and thus vehicle conflicts and aggressive maneuvers. • Incident detection and response – methods employing TSMO devices and multiagency collaboration to detect and respond to work zone incidents more quickly. • Traveler information – real-time information on work zone related travel conditions and routing alternatives. Several innovations, singly and collectively, will greatly advance smart work zone strategies that provide automated enforcement. Several are characterized by expanded capacities to sense, analyze, and communicate real-time traffic conditions to optimize work zone management decisions and traveler information dissemination. Smart work zone strategies will integrate more effectively, become more reliable and more cost-effective. While delay reduction and mobility preservation are clear benefits from the application of Automated enforcement for work zones and other supporting innovations, safety is a primary outcome. Enhanced speed enforcement and queue management can be expected to reduce aggressive driving and dangerous speed differentials between adjacent lanes or between approaching and stopped or slowed traffic ahead. Data collection capabilities will grow expansively using mobile or remote sensing devices equipped with GPS-enabled, laser-based, wireless, and networked technologies. Connected vehicles will also supply a continuous stream of V2I telematics. Condition data, such as speed and queue information, will have far greater fidelity and can be shared and analyzed instantaneously. Artificial intelligence and the IoT will enable seamless interconnectivity among devices and systems to rapidly optimize the performance of smart work zone ITS equipment and

D-55 systems. Work zone traffic will be actively managed using congestion-reducing algorithms to maximize throughput. In an environment of C/AVs, movement through the work zone can be informed and controlled base on real-time data collected by the infrastructure or vehicles. Agencies will also have an expanded ability to evaluate and adjust work zone characteristics such as configuration and scheduling based on scenario analysis informed by collected usage information. These systems will net better information on network-based alternate routing and for making other travel advisories. Alternate routes (and modes) can be supplied in real-time based on work zone traffic conditions. Other TSMO innovations will enhance work zone safety, especially for workers. These include automated systems to install raised pavement markers, automated cone deployment systems, mobile barriers, remotely operated lane barriers, and work space intrusion warning and detection systems. Reduced worker risk exposure would allow increases in the speed of construction given increased spatial margins of safety, systems’ relocation flexibility, and enhanced capabilities for nighttime construction. TOWARD IMPLEMENTATION TSMO implementation is already happening in an evolutionary manner. The advancement of TSMO over the next half century will be a function of innumerable technological innovations that extend well beyond transportation—remote sensing systems, the IoT, robotics, artificial intelligence, C/AVs to name a few. TSMO of the future will evolve as innovations in these areas come on line and are available to transportation agency leaders and managers. These advancements, when taken together and applied seamlessly across highway networks and systems-level information technologies, will result in profound improvements in the capabilities and performance outcomes of less fragmented and more highly integrated TSMO applications. No different from other innovations involving advanced technologies, the human resource limitations of highway agencies (in numbers, ability to attract and retain talent, training, compensation and career advancement opportunities) represent a daunting challenge in moving toward TSMO of the future. While extensive outsourcing will be the norm in areas beyond (and to varying degrees, within) the traditional competencies of highway agencies, a critical mass of in-house technological awareness, experience, and savvy will be essential to make prudent decisions on whether, when, how, at what cost, with what benefits, and with what outsourcing strategies and procurement best practices should these advanced technology innovations be imported, and to determine how best can they be managed, integrated, sustained and evaluated over time. In the case of TSMO, this human resource capacity challenge is compounded by the need to complete the acculturation of highway agencies to an operations mentality, and the never ending urgency of ensuring that this mentality includes a collaborative ethic across disciplines, and among as well as within participating agencies. Phase III work will provide guidance to improve agency organizational preparedness through institutional arrangements and partnerships within and outside the industry.

D-56 As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in TSMO discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and TSMO professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of TSMO discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance of TSMO assets and TSMO operations in PMR of other highway assets, are generally responsible for advancing innovation along the pathway of implementation. This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of TSMO discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-57 Table D-4. Implications of Emerging Practices for TSMO PMR Activities. Emerging PMR Practice TSMO Preservation / Maintenance Applications TSMO Renewal Applications TSMO Application to PMR of Other Assets Materials 1. Hyper-Performance Materials - Not applicable - Not applicable - Not applicable Tools 2. Structural Health Monitoring - Not applicable - Not applicable - Not applicable 3. Customer Experience Management (CXM) Analytics - Customer-oriented approach to maintenance needs identification, prioritization, and budgeting - Ability to substantiate a programmatic or geographic maintenance strategy focus - Direct input into MDSSs - Real-time identification and corroboration of faults - Understanding of device/technology obsolescence from customer use perspective to prioritize and customize replacement - Improved ability to manage technology replacement cycles through predictive analytics - Customer input on smart work zone planning and near real-time adjustments 4. Machine Learning - Artificial Intelligence for Asset Management - Incorporated into Advanced TSMO Device and Communications Systems Maintenance 5. Integrated Building Information Modeling (iBIM) for Highways - More effective deployment and archiving of TSMO infrastructure-related data for asset management 6. Enterprise Information Systems – PMR Applications - Improved business processes to enable advanced asset management 7. CV Applications to Supply Real-time Conditions Information - Not applicable to TSMO devices, since the condition of which would generally be more effectively reported by embedded sensors and connectivity among field devices - Eliminated need for certain TSMO devices with CVs as substitutes for data capture (e.g. RWIS sensors, vehicle detection) - Traffic and environmental data to optimize smart work zones, including incident response 8. Artificial Intelligence - PMR Traffic Management Applications - Incorporated into Advanced TSMO Device and Communications Systems Maintenance - Real-time, rapid optimization of smart work zone ITS equipment - Real-time alternate route and mode information and management

D-58 Emerging PMR Practice TSMO Preservation / Maintenance Applications TSMO Renewal Applications TSMO Application to PMR of Other Assets - Analytics to support automated traffic control (AVs) through work zones Approaches 9. Predictive-Proactive Maintenance Regime for Roadway Assets - Incorporated into Advanced TSMO Device and Communications Systems Maintenance 10. The “Internet of Things” (IoT) - PMR Applications - Seamless, interconnected network of TSMO devices and systems to provide real-time monitoring as an input into asset management systems - Improved accuracy and dissemination of traveler information services - Interconnected, optimized (and automated) maintenance fleets (e.g., snow plows) - Ability to respond to and manage emergency events from virtually anywhere - Seamless, interconnected network of TSMO devices and systems to provide real-time monitoring as an input into managing life-cycle replacement - Seamless, interconnected network of TSMO devices and systems to provide smart work zone real-time traffic management, including AV applications 11. Self-Diagnosing/Reporting and Work Ordering - Incorporated into Advanced TSMO Device and Communications Systems Maintenance 12. Perpetual/Long-Life Highway Infrastructure - Not applicable - Not applicable - Not applicable 13. Advanced TSMO Device and Communications Systems Maintenance - Predictive or proactive maintenance for all types of TSMO equipment and systems - Near-zero or zero device or system downtime - Optimized use of resources and supply chain management - Support deployment and scheduling of drone-based evaluation and maintenance of field equipment - Predictive and proactive approach to identifying and managing life-cycle replacement of TSMO devices and systems - Guaranteed availability and operation of all devices and systems used in smart work zones 14. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Incorporated into CV Applications to Supply Real-time Conditions Information

D-59 Emerging PMR Practice TSMO Preservation / Maintenance Applications TSMO Renewal Applications TSMO Application to PMR of Other Assets 15. Automated Enforcement for Work Zones - Only applicable in the case of when substantial future TSMO device deployment requires establishment of a “TSMO work zone” – then the “application to PMR of other assets” applies - Integrated and cost- effective application of smart work zone concepts and systems optimizing traffic throughput and work zone safety - Network-based, advanced traveler information systems information for alternate routes and modes - Remotely operated or automated barrier and marking systems, improving WZ flexibility and safety Technologies 16. Construction Robotics - Not applicable - Not applicable - Not applicable 17. Remote Sensing Systems - PMR Applications - Real-time condition inventory, monitoring, and inspection of TSMO devices (what can’t be discerned with embedded sensors) to enhance predictive/proactive asset management strategies - Remote and automated maintenance - Reduction/elimination of field inspection/repair crews - Real-time condition inventory, monitoring, and inspection of TSMO devices (what can’t be discerned with embedded sensors) to enhance predictive/proactive asset management strategies - Real-time traffic monitoring, surveillance, and data acquisition to optimize smart work zone operation

D-61 D5. CONNECTED AND AUTOMATED VEHICLES (C/AVS) INTRODUCTION The focus of this chapter is to set forth a framework for consideration of PMR innovations from the point of view of the connected and automated vehicles “(C/AV) discipline.” In doing so, it does not purport to cover all, or even a majority of innovations that C/AV researchers and developers might identify as likely over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way for those interested in advancing C/AV to glean from the 16 PMR innovations, which are the focus of this research, those that relate to C/AV, and discuss how they relate to PMR of highway assets. In doing so, each of the innovations is assessed in terms of their impacts on and benefits to the advancement of C/AV and PMR. This area is new and cross-cutting, involving a broad range of participants and stakeholders, including policy makers, researchers (representing both the motor vehicle as well as telecommunications industries, and research institutions in similar specialty areas), and state and local transportation agencies responsible for the development, preservation and operations of highway networks. In their safety and mobility dominated focus, regarding the development of AVs, there has been, as of yet, only a modest regard on the part of transportation agencies for the relationships between innovations in PMR and their potential synergies with the development of C/AVs. By way of definition for this still somewhat new field, the connected and automated vehicles discipline refers to a range of technologies within vehicles and highway-related infrastructure that includes automated vehicle (AV) functions, connected vehicle (CV) functions (vehicle-to- vehicle, commonly called V2V) and functions utilizing connections between vehicles and infrastructure system operations (vehicle-to-infrastructure, commonly called V2I). “Automated” vehicles use onboard systems such as GPS, cameras, radar, and lidar to control various aspects of safety-critical functions (e.g., steering, throttle, and braking) independent of driver input to provide both vehicle positioning and other vehicle sensing functions. These functions are also provided independent of other vehicles and infrastructure or off-board systems and place a primary focus on safety. “Connected” vehicles, in which vehicles are connected wirelessly to each other (V2V) to enhance safety or to roadside infrastructure wirelessly (V2I) can support a range of additional safety and mobility functions. The objectives of the C/AV “discipline” are breakthrough improvements in safety, mobility and reliability, with minimal dependence on the public sector and with technologies and systems that provide continuous improvement. To this end, the private sector has been driven to be maximally independent of the public sector and of public sector infrastructure development. As a result, to date there has been only modest consideration of changes in the specific relationships between elements of highway infrastructure and their preservation, maintenance, and renewal during the development and provision of automated and CV services. The one exception is the V2I function which is the only aspect of C/AV that involves off-vehicle infrastructure and systems, and which under the current emerging business model, may remain the responsibility of the public sector.

D-62 Even so, this is open to question with the development of new forms of public-private partnerships to supply and operate V2I technology and services. Levels of Automation The private sector is introducing AVs at various levels of automation in the form of onboard- only automation that relate to safety and mobility and are based on geolocation, sensing and wireless communication and automatic control features. AVs are already on the road at various levels of automation: • No Automation (Level 0). As in traditional cars, the driver is in complete control of braking, steering, throttle, and motive power at all times. • Function-specific Automation (Level 1 and 2). One or two specific control functions are automated, such as sensor-based automated braking, adaptive cruise control, or lane centering. • Limited Self-Driving Automation (Level 3). At this level of automation, the driver can cede full control of all safety-critical functions under certain traffic or environmental conditions such as managed lanes or controlled enclaves. • Full Self-Driving Automation (Level 4). The vehicle is designed to perform all driving functions and monitor roadway conditions. This includes both occupied and unoccupied vehicles. A high level of list of potential functional applications is presented in Table D-5. Table D-5. High-level List of Automation Applications. Automation Applications Anti-lock Brakes Electronic Stability Control (ESC) Adaptive Cruise Control (ACC) Cooperative Adaptive Cruise Control (CACC) Park Assist Collision Prevention Systems Connected Vehicle Applications Red Light Violation Warning Curve Speed Warning Stop Sign Gap Assist Reduced Speed Zone Warning Spot Weather Information Warning Stop Sign Violation Warning Railroad Crossing Violation Warning Spot road conditions (rutting) Service Applications Automated ride hailing and sharing Vehicle leasing Mobility services Source: Cronin and Dopart 2014 For any given level of automation, the impact of C/AV levels is determined not only by the applications included, but also by use cases, i.e., the context in which the applications are fully

D-63 functional. These include applications in conditions related to mixed traffic, weather, nighttime driving, facility type, roadside technology, and pavement delineation. In addition, some use cases are likely to be established by policy to encourage uptake in automation to capture the benefits. C/AV and PMR C/AV-related preservation, maintenance, and renewal activities are briefly characterized below. • C/AV maintenance includes (1) maintenance of specific roadside features delineation, signage necessary to AV sensing technologies, including any necessary inspection, testing, and cleaning, and (2) maintenance and upgrade of V2I-related roadside communications devices, V2I signal controller features and transportation agency central systems communications, and hardware and software associated with V2I functionalities (data gathering/analysis and communications to vehicles). (There is no distinction between C/AV maintenance and C/AV preservation activities.) • C/AV renewal is the wholesale replacement of hardware/infrastructure and software with in-kind or substantially new or updated technology, often due to obsolescence. In addition to these C/AV-specific PMR activities, the application of C/AV to PMR within other disciplines is a unique characteristic. C/AV functions are directly applicable to the PMR of other assets such as pavements, structures, and D&R infrastructure. Onboard sensor systems including gyroscopes, accelerometers and suspension travel detectors provide data via V2I communications. This probe-like data can help assess pavement conditions in support of maintenance and asset management activities. Figure D-1 illustrates a systems concept for the relationship between roadway V2I probe data and asset management (PMR).

D-64 Source: Office of the Assistant Secretary for Research and Technology n.d. Figure D-1. C/AV-related Infrastructure Monitoring Architecture. In addition, C/AV supports the TSMO discipline by supplementing TSMO surveillance and detection with real-time probe-based traffic information and by supplementing DMS and other advisories with direct advisories to individual vehicles. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE Automation will be a key contributor to developing the future sustainable vehicle highway system of the future. The vision of AVs is full realization of the “auto-mobile” that radically transforms the relationships among the vehicle, the driver, and the highway. In 40–50 years, highway travel will be close to completely safe by virtually eliminating human error, currently the largest cause of highway-related accidents, injuries and fatalities. Highway congestion will have been significantly reduced since travelers’ decisions regarding trip time and route will be optimized by a combination of archived data and real-time communication. Reliability will be close to optimal with vehicle arrival times nearly completely predictable. At the same time, travel time itself will become useful to travelers who will no longer be preoccupied with driving and can use their journey more productively. Moving vehicles will become centers of productivity as well as a mode of transport. Vehicle automation will also have been a significant factor in the increased practicality of vehicle electrification and its consequent environmental benefits, as well as supporting a range of new modes of “ownership” by supporting sharing, on-demand access, and trip-specific leasing.

D-65 Market Penetration Looking to the future from the perspective of today, there are two general approaches being taken by OEMs in the AV development arena. The dominant approach is an incremental provision of technology that adds increasing levels of safety and mobility support for vehicles operating in mixed traffic (i.e., traffic comprising vehicles with and without these functionalities)—in effect moving from one level of automation to the next. As noted above, AVs at Levels 1 and 2 are increasingly entering the vehicle fleet from the legacy OEMs, and Level 3 is available on certain high-end models. The second approach is to jump directly into Level 4 automation (completely AVs) which would be introduced initially into controlled settings, such as managed lanes or the controlled side of airports. Specialized Level 4 vehicles are in testing (by Waymo, Tesla and others) suitable for application in such controlled environments. Public sector involvement in AVs has been related to safety regulations, issues involving privacy and security, and the promotion of standardization. Public sector policy, research and pilot programs are focused on CVs (V2V and V2I functionality) in support of specific applications requiring cooperative operations or expanded situational awareness (intersection collision avoidance, cooperative adaptive cruise control, platooning, advance curve warning, eco-driving, etc.). There are also applications of I2V (which is the reverse of V2I) that entail the ability to communicate information from the infrastructure directly to the vehicle, such as alerts to work zones or slick pavements. These are areas of research being promoted by USDOT in the context of low latency/high-speed communication systems that are essential to their functioning. A long-awaited federal regulation requiring DSRC (Dedicated Short Range Communications) devices was issued in 2016. V2V applications will depend on voluntary private sector initiatives in developing and standardizing technical approaches. CV may be expected to penetrate the market at an effective level sometime in the next two decades. In addition to its safety-critical functions, the public sector—especially state DOTs—are interested in V2I connectivity to capture the contribution that probe-based information communicated to agency central databases can make to asset management and PMR activities. These V2I applications will depend on transportation agency initiatives, which are driven by funding and agency capability. C/AV-RELATED INNOVATIONS The research has identified 16 innovations in materials, tools, approaches, and technologies that can be expected to significantly improving the effectiveness of PMR activities over the coming decades. These innovations, which represent a significant departure from today’s practices, have been reviewed for their relevance to supporting or influencing the development and deployment of C/AV technology and systems. A number of the PMR innovations, individually and collectively, will be significantly impacted by, and in turn can significantly affect C/AV especially through V2I systems and technology. Table D-7 (which follows this narrative section) summarizes the innovations’ implications on C/AV-related PMR activities. The table indicates those innovations which have impacts on the

D-66 C/AV discipline, as well as the nature and extent of those impacts. The table and this section are organized by the four categories of innovation: • Materials – new approaches to pavement delineation, signs and signal technology tailored to the demands of AVs. • Tools – development of information systems and related analytics to measure and communicate C/AV performance and organize a wide variety of probe-based V2I-related asset information into enterprise asset management systems and training programs. • Approaches – application of a wide range of advanced asset management tools such as systems development analytics and service provision approaches that capitalize on the unique features CVs. • Technologies – applications of systems and method from other fields. In addition to C/AV-related PMR activities, the following subsections on materials, tools, approaches, and technologies also highlight unique functions of C/AV that can contribute to improved PMR of other highway assets. These are summarized in Table D-6. Table D-6. Impact of C/AV Functions on the PMR of Other Disciplines. C/AV Function or Characteristic Effect on Discipline Pavements Structures Drainage and Roadside TSMO V2I Probe Function - Provides continuous real-time and archiving of condition data - Supports correlation of time-streamed series (big data) relating conditions and performance to context, use and environmental conditions - Provides addition of probe-based time- streamed data on conditions and performance for improved TSMO - Provides probe-based time-streamed data regarding traffic conditions and performance for improved construction work zone management - Provides data for traffic archives to support predictive traffic management I2V Information Function - Provides automated warnings for driving conditions in PMR work zones - Uses real-time traffic patterns and conditions to modify PMR schedules - Reduces roadside traffic control devices as a PMR burden - Provides direct “system” to driver operational advisories - Supports automated enforcement via direct I2V notification - Augments TSMO infrastructure to support truck platooning C/AV Infrastructure - Replaces roadside devices with I2V and reduces PMR burden - Introduces technically complex

D-67 Table D-6. Impact of C/AV Functions on the PMR of Other Disciplines. C/AV Function or Characteristic Effect on Discipline Pavements Structures Drainage and Roadside TSMO - Imposes high-level technical standards for V2I equipment maintenance - Requires high-standard, ubiquitous delineation for AV machine-reading infrastructure PMR - Substitutes V2I systems for ITS infrastructure C/AV Vehicles (Related to Automation/CV and V2I) - Involves smaller, lighter vehicles with the potential for cheaper designs, materials - Supports adaptive repurposing of existing right- of-way, pavement and structures with narrow lanes and no shoulders - Requires consistent machine- readable pavement markings - V2I-supported platooning impacts on pavement channeling, rutting, etc. C/AV-induced Changes in Travel Patterns - Increases or decreases in VMT may impact pavement and structures - Increases or decreases in VMT may affect congestion and incident patterns Materials New materials are being introduced with regard to their PMR implications for conventional highway infrastructure. The advent of CV/AV introduces an additional range of considerations. Hyper-Performance Materials Hyper-performance materials are being developed with a range of properties to improve performance, durability and cost-effectiveness. Key innovations related to C/AV include: • Lane markings – Some versions of automation may require tracking lane markings as a component of lateral control. The provision of a common standard nationwide of a consistently applied lane marking regime that is also machine-readable under all weather conditions may well require the development of new materials. • Cost-effective paving materials – In the long term, given that automated light-duty vehicles may result in a reduced need for crash resistant design, there may be a synergism between such vehicles and pavement design whereby in some circumstances (where trucks are banned) lower cost pavement materials and design may be feasible.

D-68 Tools A wide range of new system capabilities is being brought forward by advances in performance- related data collection and analysis and the utilization of such big data systems to improve both performance and asset management. Customer Experience Management (CXM) Analytics CXM analytics involve a series of innovative methodologies to assess user preferences for the purposes of developing and marketing user-friendly systems: • Driver advisories – Development of advanced CXM can contribute to the development and customization of the types, content, and mode of messaging between TMC and vehicles regarding traffic advisories and directives or other service and communications. • Priorities identification – as with advisories, CXM techniques can be used in the development of new functionalities and applications for automation through systematic sensing and analysis of customer priorities. • Identification/organization of system inputs – CXM techniques may provide important support in the key dialogues on social policy issues regarding automation such as privacy and security. • Corroboration of automatic inputs – CXM methods may support the development of approaches to use direct driver queries and inputs to corroborate probe-based information regarding conditions or performance. • Customer service feedback – CXM techniques can help design applications for obtaining customer feedback regarding C/AV service quality. • Marketing – CXM analytics may be used by both the public sector and industry to improve communication regarding the “realistic” benefits of various levels of automation, thus accelerating market penetration. Integrated Building Information Modeling (iBIM) for Highways iBIM involves shared knowledge resources regarding physical and functional characteristics of a given system. It is designed to assemble and organize information on a centralized, accessible system. • Connected vehicle asset management – iBIM, through its digital representation of physical and functional characteristics, can be used to support the development and maintenance of key CV infrastructure, including roadside units, power supply, backhaul communications, traffic signal and controller features, and related data, by providing a common data platform for system designers and maintenance personnel. Enterprise Information Systems - PMR Applications Enterprise information systems provide a single unified platform that integrates the information essential for the conduct of business processes. • Data systems integration – A unified system of computer applications and related data can be used to eliminate information and data system fragmentation within the owner- operator framework to provide for more efficient asset management among CV assets,

D-69 including field devices, communications and TMC systems’ technical descriptions, specifications, and locations. Connected Vehicle Applications to Supply Real-time Conditions Information The V2I component of CVs provides vehicle probe-based information regarding conditions and performance to central systems based on a wide range of vehicle sensors. This functionality is enabled by either dedicated high-speed, broadband communications for safety-related functions or by other wireless technologies that enable a range of other mobility and asset management services. This innovation incorporates the approach of Connected Vehicle-to-Infrastructure Technology Providing Communications between Passing Vehicles and Roadside Units. • Real-time conditions information – There is a range of CV applications that utilize V2I probe-based information. V2I can connect TMCs and centralized network databases with onboard vehicle sensing systems (gyroscopes, accelerometers, suspension travel detectors, temperature, windshield wiper speed, etc.) via the vehicle bus to provide a wide variety of asset management information. Converting or recalibrating onboard sensing to better suit the needs of asset management remains a major challenge. Some of the more easily available key correlations between onboard data and metrics of interest to asset management may include (as a reflection of structural adequacy and surface distress) potholes and rough pavement and (as a reflection of pavement surface friction) slippage. In addition to these direct asset management functionalities, V2I communication can also support: o Agency (TMC)-based real-time traffic management strategies. o Agency (TMC)-based real-time driver advisories to minimize impacts of congestion incidents, weather, construction work zones, etc., or information and directives to vehicles to implement applications dependent on vehicle cooperation (e.g., cooperative adaptive cruise control). o Real-time incident management through connecting TMC-based incident information with incident/emergency responder fleet. o Construction work zone planning through the use of improved real-time traffic pattern and condition data to modify PMR schedules and routines including sequencing and configuration, scheduling, coordination and alternative route designation. Artificial Intelligence - PMR Traffic Management Applications Applications of artificial intelligence to PMR provide an algorithm-based incremental learning approach to the development of asset management solutions. • Development of decision support systems – AI-related intelligence-based algorithms and data analysis can be used as a key input to agency-based decision support systems. These systems use data inputs and algorithms to suggest or initiate select operational actions based on a potentially complex sets of data parameters and dependencies. Outputs can support specific mobility, safety, or eco applications, such as driver advisories designed to minimize impacts from congestion incidents, weather, construction work zones, etc.

D-70 Outputs also can support corridor or region-level traffic management strategies such as active traffic management and integrated corridor management, or specific vehicle operating directives (I2V) that enable applications dependent on vehicle cooperation. Approaches Approaches represent new methods of dealing with a known problem reflecting a new conceptual framework. The “Internet of Things” (IoT) - PMR Applications The IoT is a creative network of facilities or components with embedded technology that can communicate with one another to provide for an aggregation and analysis. • Multimodal applications – Embedded sensors in a range of transportation systems and devices can communicate, aggregate and analyze information and interactions through V2I with V2X (vehicle-to-everything connections) to augment, extend and improve traffic management to include other modes, nonmotorized vehicles, pedestrians, and driver services such as parking. • Maintenance support – An automated system connecting embedded vehicle sensors with vehicle service providers, such as OEMs and maintenance services, can automatically provide vehicle status information in relation to warranty and recall activities to a range of parties. It can also provide connections with roadside and commercial opportunities. • Fleet management – An IoT approach can support commercial freight shipper and fleet managers by connecting logistics, shippers, and customers. • Winter maintenance – An IoT approach can support improved winter maintenance connecting weather, traffic, and fleet management databases via V2I communication for efficient deployment and operation of maintenance vehicles. Self-Diagnosing/Reporting and Work Ordering and Advanced TSMO Device and Communications Systems Maintenance Self-diagnosing infrastructure consists of assets with the capacity to continuously monitor and report their structural and functional conditions. This approach is used in advanced TSMO device and communications systems maintenance, which also uses remote monitoring to facilitate advanced asset management routines (predictive and proactive approaches) to maximize TSMO device and system life-cycle efficiency. • CV infrastructure support – Self-diagnostics and work ordering provide an automatic system that continuously collects data on V2I assets (CV roadside devices, communications and TMC), facility condition, and performance and automatically prescribes corrective actions where needed, thereby enhancing the effectiveness of asset management.

D-71 Predictive-Proactive Maintenance Regime for Roadway Assets This regime incorporates both asset criticality and failure consequences to develop optimal asset management strategies. • Roadway feature readability – Certain AV positioning functionalities depend on high quality, nationwide consistent and dependable features, such as pavement delineation and signage, that may be used by AV detection systems to provide for both lateral and longitudinal positioning and guidance. AV sensing may introduce the need for new materials and standards. Dedicated Corridors for Automated Vehicles Dedicated corridors represent the concept of special-purpose facilities for the exclusive use by C/AV to promote safety or to encourage the use of certain technology. • Pilot corridors – During the early implementation of new C/AV systems, the establishment of controlled dedicated corridors for C/AV vehicles supports incremental testing for further development by providing a discrete, safe, and consistent operating environment for piloting improvements. • Special-purpose lanes/corridors – As the early to mid-term market penetration of C/AV proceeds, there may be contexts where dedicated corridors provide significant advantages, both when there are mixed levels of automation operating simultaneously and when full automation is achieved, including the potential for: o Freight-only corridors supporting truck platooning that otherwise might not be acceptable in mixed, light-vehicle traffic. o High-speed intercity corridors where very high-speed operations (100 mph-plus) may be desirable and doable. • Extensive corridors and networks – In the long-term, with extensive existing and new roadway capacity devoted to C/AV, the substitution of I2V indications for signs, signals and markings would eliminate traditional roadside devices (signs and signals) and reduce PMR burdens on roadside, ancillary structures, and traditional TSMO devices. • Technology maintenance and standards burdens – However, dependence on highly standardized, ubiquitous delineation for AV machine-readable guidance features introduces new maintenance burdens, while V2I equipment maintenance functions impose high-level technical standards that may task agency technical competency. • Dedicated truck lane impacts – C/AV-based truck platooning may introduce concentrated impacts on lanes dedicated to that function (pavement channeling, rutting, etc.). • Changes in vehicle miles traveled – Increases (or decreases) in vehicle miles traveled in response to the productive use of onboard time may introduce higher rates of pavement and structure deterioration.

D-72 Outsourcing and Privatization of PMR Outsourcing and privatization represent methods by which agencies can augment staff or organizational capabilities using contractual relationships with private technology or service suppliers. • Augmenting agency staff – Given the substantial high-technology content of C/AV as well as the high rate of evolution in technology, agencies need to access professional capacity appropriate to the development, operation and maintenance of C/AV-related infrastructure. Given staffing levels and hiring constraints, such specialties may need to be outsourced to private entities on either an in-house staff augmentation or fully outsourced basis. • Public-private partnerships – The technical, investment, and entrepreneurial demands of C/AV may suggest the need to develop new forms of public-private partnership wherein the costs and risks of the provision of operations and operational infrastructure take on the form of a private enterprise. Technologies Of course, all of the above PMR innovations relate to the advanced technologies of C/AV, so in that sense, they are all technological or technology related. One technology innovation not explicitly addressed is remote sensing systems. Remote Sensing Systems - PMR Applications A range of aerial mapping and sensing techniques utilizing drones is increasingly being used. • Augmented sensing – Remote sensing in the form of detailed mapping already plays a critical role in C/AV applications development. This mapping focus is expanding to include an increasing inventory of road information for improved geolocation purposes. There may be C/AV applications where high resolution aerial and drone related mapping will be used to augment this data. TOWARD IMPLEMENTATION While C/AV is not one of the PMR disciplines, its inclusion in this report reflects the reality that the increasingly tighter relationship between vehicles and infrastructure needs to be recognized as an opportunity for radical innovation. The ability of C/AV to monitor and report on the physical and operational condition of highway infrastructure, and the ability of the infrastructure to communicate advisories to enhance the operation of C/AV represent a symbiotic relationship of enormous significance to both PMR innovation and to the ultimate success of CA/V. This notion implies a degree of urgency for traditional highway disciplines in the public sector (pavements, structures, drainage, TSMO, etc.) to stay abreast of C/AV deployment, just as the software, electronics, and telecommunications engineers developing C/AV must stay abreast of the state-of-the-art as well as the state-of-the-practice in many traditional highway disciplines where lane delineations or the coefficient of friction on a slick pavement or flooded pavement

D-73 around a blind curve can have a profound impact on safe operation. The point in both cases is to provide the basis for improved awareness and dialogue among researchers in the two communities who are at the frontiers of their respective disciplines. Bridging the divides in disciplines, in industries, and in public versus private sector goals and motivations will not be easy. Here, the chronic staffing headaches of highway agencies— reductions in numbers, non-competitive salaries, and limited advancement opportunities in non- mainstreamed disciplines—conspire to make it particularly challenging to keep up with the accelerating pace of C/AV deployment. Therefore, the potential “partners” of the C/AV discipline in relation to PMR activities may or may not be the transportation agency unit and staff responsibility for highway infrastructure. Given the technologies involved, maintenance, upgrade, and replacement of this technology are more likely to be carried out by external specialist contractors. Nevertheless such contracted-out responsibilities are under the management and supervision of transportation agency staff. So, while outsourcing represents a large part of the answer, the ability to intelligently procure and manage these resources requires a degree of in-house core competencies that will be challenging to establish and sustain. The pace of introduction of vehicle automation by the private sector has been astonishing. There is a range of forecasts made by various parties, some based on the history of market penetration of new technologies, and others based on what some might call wishful thinking. However, there appears to be a broad consensus that the functionalities associated with V2I will gradually increase over the next 40 years with near-to-full penetration (90 percent-plus) of Level 4 automation (including V2I) expected around 2050. Private sector investments in C/AV are market-driven. The approach to the supply of systems is quite competitive, which means that substantial sharing in research and development among peers that is common in the public sector, is substantially absent in this competitive context. If anything, this competitive environment appears to be spurring on the rapid pace, particularly in advancing increasing levels of autonomous functions. Regarding public-private partnerships, it is understandable that the private sector seems intent on maintaining maximum independence from the public sector given their perception of the risks associated with the unreliable and relatively modest level of public investments to date, and a track record of slow, fragmented development over the past three decades in public sector deployment of intelligent transportation system technologies. As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in C/AV discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed

D-74 essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of C/AV discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance, are generally responsible for advancing innovation along the pathway of implementation. This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of C/AV discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-75 Table D-7. Implications of Emerging Practices for C/AV PMR Activities. Emerging PMR Practice C/AV Preservation / Maintenance Applications C/AV Renewal Applications Materials 1. Hyper-Performance Materials - Maintenance of required quality of pavement delineation and roadside devices essential for AV operation - Provides effective machine-visible lane markings for AV vision - Improved quality of pavement delineation and roadside devices essential for AV operation Tools 2. Structural Health Monitoring - Ability to monitor condition of V2I system assets 3. Customer Experience Management (CXM) Analytics - Helps customize/prove V2I communications content to drivers and other nonmotorized vehicles - Identifies customer-based priorities for V2V and V2I applications - Provides inputs on privacy and security issues, faults, events - Provides driver corroboration of probe-based (V2I) perceptions or conditions analysis - Supplies application-specific customer feedback from a C/AV service quality - Understanding of V2I-related applications from customer service use perspective to prioritize and customize improvements 4. Machine Learning - Artificial Intelligence for Asset Management - Supports analysis of probe-based data related to wide range of asset management applications - 5. Integrated Building Information Modeling (iBIM) for Highways - More effective deployment and archiving of C/AV infrastructure-related data for asset management 6. Enterprise Information Systems – PMR Applications - Improved business processes to incorporate V2I-related data into advanced asset management 7. CV Applications to Supply Real- time Conditions Information - Supports focus on V2I probe-based traffic information to serve as basis for: o agency-based real-time network traffic management strategies o agency-based real-time driver advisories o agency-based real-time affirmation supporting safety applications 8. Artificial Intelligence - PMR Traffic Management Applications - Not applicable - Supports analysis of probe-based data related to wide range of asset management applications - Use in development of DSS for specific mobility, safety, and eco applications Approaches 9. Predictive-Proactive Maintenance Regime for Roadway Assets - Supports analysis of probe-based data related to wide range of asset management applications 10. The “Internet of Things” (IoT) - PMR Applications - Seamless, interconnected network of CV devices and systems (coupled with TSMO-related systems) - Augments V2I and V2X to extend and improve traffic management to other modes

D-76 Emerging PMR Practice C/AV Preservation / Maintenance Applications C/AV Renewal Applications to provide real-time monitoring as an input into asset management systems - Improved accuracy and dissemination of traveler information services - V2I connected (optimized and automated) maintenance fleets (e.g., snow plows) - Probe data and “V2I2V” ability to respond to and manage emergency events from virtually anywhere - Seamless, interconnected network of CV devices and systems (coupled with TSMO-related systems) to provide real-time monitoring as an input into asset management systems 11. Self-Diagnosing/Reporting and Work Ordering - Supports analysis of probe-based data related to wide range of asset management applications 12. Perpetual/Long-Life Highway Infrastructure - Improved maintenance of key AV pavement delineation and CV-related V2I roadside devices - Improved life cycle of key AV pavement delineation and CV-related V2I roadside devices 13. Advanced TSMO Device and Communications Systems Maintenance - Supports analysis of probe-based data related to wide range of asset management applications 14. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Supports analysis of probe-based data related to wide range of asset management applications 15. Automated Enforcement for Work Zones - Not applicable Technologies 16. Construction Robotics - Not applicable 17. Remote Sensing Systems - PMR Applications - Real-time condition inventory, monitoring, and inspection devices (that which cannot be discerned with embedded sensors) to enhance predictive- proactive asset management strategies - Remote and automated maintenance - Reduction or elimination of field inspection and repair crews - Real-time condition inventory, monitoring, and inspection of CV (V2I) devices (what can’t be discerned with embedded sensors) to enhance predictive-proactive asset management strategiess

D-77 D6. INFORMATION TECHNOLOGY INTRODUCTION This chapter examines the Information Technology (IT) discipline in the context of this research’s identified innovations affecting future PMR activities. It does not purport to cover all, or even a majority of innovations that highway infrastructure practitioners and managers might identify as likely and needed over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way to glean from the 16 PMR innovations that are the focus of this research how they relate to IT, and more specifically, what the implications are due to their application in practice on management of data associated with PMR assets and activities. Management of data involves addressing areas such as master/reference data, metadata, quality, security, integration, architecture, analytics and governance. Governance is the core component of data management as it defines policies and rules associated with all other data management areas and ties them together. From IT perspective, data management implications are the most critical aspect of PMR innovations as they influence all IT activities, be it design, administration and operation of communication systems, deployment of hardware infrastructure and software applications, or IT projects/initiatives with internal and external entities to deploy data-driven decision support business systems. Ultimately, these PMR innovations will likely result in a new data management practice, which relies on data governance rules and policies for direction and utilizes people, processes, systems and data to deliver intended value to business. This chapter’s analysis of the 16 PMR innovations differs somewhat from the previous six chapters on highway infrastructure disciplines. Due to the data management implications of PMR innovations, this chapter focuses an examination of IT through the lens of “data as an asset”—an emerging but less understood trend. It reviews the selected innovations and their relationship to data needs, and it analyzes select implications for data sources, uses, and management. Building from this, the chapter offers an organizational concept on how to approach these data needs that derives from the recently evolving role of a centralized highway agency C-suite data function (e.g., Chief Data Officer [CDO]) among today’s leading organizations. An enterprise data strategy and its supporting elements are explored. This is a radical departure from the current IT functions in transportation agencies in that while today’s IT function supports immediate business needs, tomorrow’s IT function will drive the business in discovering and putting to use digital data to commission, build, manage, and operate highways. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE The traditional definition of IT, in place for the better part of 60 years, encompasses the application of computers to collect, manage, transmit, analyze, and store data for business applications. The tools, algorithms, infrastructure, hardware and software technologies used and developed to accomplish these tasks also fall within the scope of IT. While advances in these individual capabilities will continue to be made over the long-term, it is assumed that they will occur at a sufficient level and pace to enable the application of the PMR innovations contemplated in this report. That is, inherent in the presumption that identified innovations will

D-78 be at a minimum plausible, and to some extent inevitable, is the notion that the required IT infrastructure components to support their implementation and application will be technologically feasible and available. Therefore, while this chapter touches on the implications of PMR innovations on several traditional components of IT (e.g. data management, data infrastructure - cloud computing vs. edge computing, data strategy), transportation agencies will need to approach the IT discipline more holistically in order to successfully capitalize on future PMR innovations. In many instances, this may require coordination with entities outside the DOT purview, such as broadband access and information security. The essential issue with future innovations’ impact on PMR will not be, for example, adequate data storage or sufficient computational capabilities. Rather, the future focus of the IT discipline for transportation agencies should be on PMR innovations’ implications for the rapidly evolving issue of “data as an asset” including data needs, governance, standards, and overall strategy because this issue will drive all facets of IT operations. Keeping this focus on the ‘starting point’, a long-term perspective regarding IT challenges and opportunities can be articulated in the form of the following functional areas. Data & Software Applications Management The Goal: Administration of ‘Digital Assets’ (i.e. assets that take the form of a ‘digital file’), which includes: Management of data, i.e., master/reference data management per the data definition standards (data entities, attributes & relationships), metadata management, seamless data exchange between systems (data interoperability, data integration), acquisition of data from new/emerging technologies, accommodating changing nature of data sources, i.e., variety, velocity, veracity and volume of data coming in without compromising on data security and data quality. Developing data analytics strategy and using it to drive data management practices. Administration of software applications that utilize the data, including cost-effective deployment, maintenance, upgrade, support with the ultimate objective of minimizing duplication of data across disintegrated applications. Already today, the importance of data among successful organizations, both private and public, is widely acknowledged and hard to overstate. One current study by the IBM Institute for Business Value frames a need to understand the role of data in today’s organizations that is only poised to grow more ubiquitous and more urgent. It states that “data needs to be governed, architected, and analyzed; data needs an infrastructure robust enough to offer security, yet agile enough to support a dynamic set of requirements” (IBM Corporation 2016). Notionally, the digital age will subsume transportation infrastructure service provision in a major way. All aspects of highway infrastructure services including design, construction, summer and winter maintenance, asset management, and transportation systems management and operations (TSMO) will have significant aspects of digital delivery. IT services including the application of distributed digital information sources including sensor networks and other communications devices to store, retrieve, transmit and manipulate data, in the context of carrying out highway infrastructure business will be widely prevalent. Highway agencies are already grappling with the organizational and technical challenges of IT as a service, be it Software-as-a-Service (SaaS) or Data-as-a-Service (DaaS). The massive volumes

D-79 of data produced by and available to transportation agencies for the purposes of carrying out PMR activities will require new forms of strategic planning, management, and stewardship especially with respect to where data is stored, how much of it needs to be copied and moved around, where data analytics happen and how software applications leverage data provisioning concepts (such as DaaS or its variants as they evolve) to access, analyze data and generate the required business results. Simultaneously exploration of more efficient ways of maintaining and upgrading software applications that are also capable of meeting the data management goals optimally, will continue to be an important aspect of digital data management. Data Infrastructure Management The Goal: Architecting, deploying, maintaining and upgrading infrastructure, hardware and communication systems that communicate with the software applications to collect, process, store and analyze data. Managing landscape of data infrastructure components – hardware, communication devices, networking systems that are not just limited to the building premises (e.g. computers, printers, servers), but also extend outwards (e.g. IoT devices and their attached peripherals, autonomous and robotic equipment) irrespective of whether they are owned by the transportation agency or are being operated on it’s behalf. Provisioning an infrastructure system that meets the data management goals, is scalable, secure, easy to maintain/upgrade and minimizes costs. Already, agencies are managing devices that are being used outside the premises (e.g. mobile devices, laptops in signal cabinets) through implementation of frameworks such as mobile device management, or through tracking of location, status and operations of such devices installed on highways, vehicles (e.g. snow plows). Maintaining and upgrading these devices either through internal staff or in collaboration with device vendors is a significant ask. The need for collaborations with device vendors will increase as the highway infrastructure is armed with more instruments. Agency owned or rented infrastructure components that feed data into software applications administered by IT will be just another form of systems integration (in this case hardware- software integration as opposed to software-software integration). The difference however between such hardware-software integrations that exist today, vs. the ones that will emerge over the years will be in the amount of intelligence the future hardware devices will have. They will have their own computing systems, software applications that will be powered by machine learning and artificial intelligence algorithms. Administration and responsibility of additional computing systems (e.g. memory chips installed on IoT devices) will be another aspect that will need to be addressed. Present concepts such as Infrastructure-as-a-Service (IAAS) and Hardware-as-a-Service (HAAS) are expected to evolve in a major way as more of these PMR innovations will rely on generating large volumes of data, some of which may need infrastructure deployed at the source (edge computing) for processing and analytics. Especially, HAAS is likely to gain wider adoption, as more ‘autonomous’ unmanned aerial vehicles (UAVs) become available with machine learning and artificial intelligence computing systems installed. These autonomous and robotic UAVs (e.g. drones) will likely introduce drastically different frameworks for mobile device management. Administration

D-80 procedures and operations will need to be designed if agencies choose some operating model where autonomous robotic devices are hired to perform a specific task (e.g. bridge inspection) and they submit data back to the agency administered software applications at the end of their assignment. Data Strategy, Processes & Resources The Goal: Development of a data analytics strategy that clearly maps business value to data, provides direction on type of organizational processes that need to be in place to operationalize systems and identifies the human resources with analytical capabilities that need to be acquired. Managing human resources, organizational roles/responsibilities, processes and projects (internal and external) that involve collaboration, communication internal business units, agency owned autonomous equipment, application and device vendors, contracted autonomous equipment (e.g. drones, robots). With technology advancements, more regulations, standards, automation needs, deployment of cost-effective digital operations, and improvements in data-driven decision support systems there will be a need like the one never seen before that will rely heavily on strategy, processes and resource planning. The digital robotic systems will come with requirements associated with clarity in instructions, which are not only well thought out in terms of their desired outcome but also follow systematic processes. Today, there are variations in how different agencies operate, including variations within an agency. Not only will there be a need to standardize business processes and operations, in addition, one would need to develop IT processes around those digitized and standard business processes. For example, today, deployment of data warehouses that conflate information from multiple systems and allow for business intelligence reporting is often considered a challenging ask because in the past each of these systems has captured different data and have been deployed with their own workflow rules. Overcoming such practices to deploy more automated, rules and process driven digital systems will be a challenging task but will introduce opportunities for more efficient operations. The need for strategies and processes will not be limited to systems and operations. The scope and sufficiency of transportation agency leadership, institutional arrangements, legal and regulatory requirements, procurement dealing with proprietary technology, and staff knowledge to provide the support needed by these PMR innovations will also need to be addressed. INFORMATION TECHNOLOGY AND DATA – INNOVATIONS’ IMPLICATIONS The 16 innovations presented in this research can markedly improve highway PMR activities in the long-term future. These innovations were categorized as either materials, tools, approaches, or technologies. All the innovations rely on IT to support their application. As discussed in the previous section, most of the innovations will present agencies with significant data management implications, both individually at the application level and holistically as part of a need to consider data an integral entity of agency function, just as it would other intangible assets such as employees’ knowledge, skills, and abilities or planning and design methodologies. This section presents the key implications of the PMR innovations on data management. The implications that will play a pivotal role in shaping a future business functions at a DOT and business-driven IT practice are presented here. Table D-9 (which follows this narrative section)

D-81 identifies for all 16 innovations one or more essential relationships to data or significant data implications. The table is not exhaustive and is meant to provide a broad picture of the types and extent of data implications among the innovations. The table generally characterizes whether the innovation: • Acts as a source of data or data generation. • Requires substantial data inputs for application in practice. • Represents an advance in data analytics or decision making practice. • Relies upon or is a form of advanced data infrastructure (platform, storage, communication, computer processing, etc.). • Suggests significant data management/governance requirements from an enterprise perspective. Many of the challenges associated with managing data needs within an organization are already clear today. Lessons can be drawn from those organizations that are successfully charting a path through these issues that will continue to be applicable into the future. The recent organizational concept of a CDO represents a promising place to start. The Chief Data Officer The CDO has become a significant leadership role for several organizations over the past five years. CDO positions were first created by private companies, especially among Fortune 500 banking, financial services, and healthcare firms, and many initially in response to new regulatory requirements enacted after the Great Recession. More recently, they have begun to emerge in public agencies at the federal, state, and local levels. A focus on the issues that fall under accepted definitions of the CDO will help future transportation agencies to harness technological innovation to achieve improved PMR outcomes. Transportation agencies institutionally will need to address a host of issues raised by the proliferation of data from deploying the identified innovations in PMR applications. The current and evolving role of a CDO can fulfill this need. The essential function of the CDO is to manage data as a strategic asset. While private companies view data as an asset that can maximize shareholder value and create a competitive edge, public agencies can apply an analogous approach to fulfilling their mission that serves the public. Specific CDO responsibilities include controlling, communicating, and operationalizing data across a wide variety of platforms and sources. CDOs are charged with—and more generally, agencies must engage in—developing and deploying an enterprise data strategy, establishing and enforcing data management practices, implementing an integrated data infrastructure, and acquiring and managing needed analytic capabilities. The first cohort of CDOs in the public realm are found among several federal agencies, large municipalities, and more recently several states and smaller municipalities. The U.S. Department of Transportation was the first cabinet-level federal agency with a CDO, having appointed one in 2014 to improve data quality, data sharing, and new data product development. Since then, the department’s CDO has developed a plan focusing on “building a foundation of data policies,

D-82 engaging with citizens on how they can use department data and enabling employees to better leverage data in-house” (Moore 2015). The CDO has also played an integral role in managing USDOT’s Smart Cities Challenge, which seeks to implement innovative mobility solutions at the municipal level that capitalize on IoT concepts and other data-driven innovations. At the state and local levels, CDOs are being charged with managing open data efforts and harnessing data to make better policy, operational, and investment decisions under demands for government to be more efficient and to capitalize on technological innovation. Bloomberg finds that at the municipal and state level, “Chief Data Officers—once focused almost exclusively on making governments better producers of data—are increasingly focused on making governments better consumers of data” (Headd 2016). CDOs are poised to make their way into specific state and local government departments. Following the lead it took when creating the first state level CDO in 2010, the DOT in Colorado is the first if its kind to seek a CDO as of 2016. The job description states: [the] role is not simply about architecting data or designing databases, but rather overseeing these projects from a high level and working to methodologically define the data business strategy CDOT should pursue across its many divisions with a focus on two priorities: 1) Defining and sharing actionable data for external stakeholders, partners and the public; 2) Defining and sharing actionable data to improve internal operations, planning and implementation. …[the CDO position] is also a unique opportunity to transform the transportation department and its business models, as transportation moves into the use of data to maximize investment decisions, and the operations and safety of its system and to facilitate the rapidly changing transportation technology environment (vehicle-to-vehicle and vehicle-to-infrastructure data, etc.). (Colorado DOT 2017) It is important to keep in mind that the CDO at its most basic level is simply a title. The specific responsibilities and implications for IT processes that the role entails, even if called by other names, are what transportation agencies must confront to harness the identified innovations applied to PMR (and other) activities. Enterprise Data Strategy Given that the adoption of identified innovations need not be a set of discrete events on a known timeline, an overarching enterprise data strategy is necessary to provide the framework and flexibility from an IT perspective that will enable adoption of innovations to varying degrees and at uncertain paces. An enterprise data strategy takes a view across the entire organization, and in addition to providing guidance on near-term data needs, offers a long-term plan in alignment with an agency’s other strategic planning efforts and with predicted and desired adoption of future technology applications. The strategy should reflect agency mission and goals, make the business case for data and a data strategy clear, and rationalize how data can be managed in a complex environment. Components of a data strategy include: data sources, acquisition and data uses; data provisioning and collaboration; and communication. Additional elements that support

D-83 the data strategy will be discussed in the following section: Data Sources, Acquisition and Data Uses. This component of data strategy deals with identifying the data source, understanding the data use cases and acquiring data. A comprehensive understanding of where the data comes from, how it can be used to benefit the business can go a long way in developing a robust data strategy. Sources of data—and their volumes—will continue to grow at a rapid pace. A data strategy must identify existing, expected, and desired sources of data, why they are needed, and their method of acquisition. The reciprocal of data sources is data uses. A data strategy also should identify and prioritize uses to align with strategic and tactical objectives. There are several ways to categorize data sources, the most basic being those collected internally an agency or acquired by the agency by an external source (i.e. through a third-party). Data sources can be further categorized as shown in Table D-8. Innovations identified in Table D-9 as having notable data implications further illustrate the wide variety of data sources with which agencies will have to contend. Table D-8. Types of Data Sources. Data Category Example Sources Innovation Examples Sensors - Pavement management systems - Bridge management systems - TSMO devices - Remote sensing systems - Structural Health Monitoring - Predictive-Proactive Maintenance Regime for Roadway Assets - Self-Diagnosing/Reporting and Work Ordering - Remote Sensing Systems – PMR Applications Customer-generated through system usage - Surveillance and detection equipment - Traffic control devices - Toll collection equipment - CV Applications to Supply Real-time Conditions Information - Vehicle-to-Infrastructure messaging - Advanced TSMO Device and Communications Systems Maintenance - Dedicated Lanes/Corridors for C/AVs Social or customer service interactions - Social networks - Apps - Mobile or direct communication - CXM Analytics Real-time events - Traffic incident management - Weather - Work zone management - Automated Enforcement for Work Zones - Construction Robotics Institutional - Modeling output - Labor/utilization/human resources - Financial systems - Contractor performance measurement - iBIM for Highways - Enterprise Information Systems - Game/Simulation Workforce Training

D-84 In developing a data strategy an agency must take into consideration the approach it will use to acquire different datasets. Whether an agency chooses to invest in collecting and storing the data itself using its data collection equipment, procure vendor services to collect data (e.g. traffic data or remote sensing data from drones), or purchases it from data providers (e.g. private sector companies collecting road user data from various IoT devices used by users or through C/AV applications) must be accounted for in the data strategy. Data acquisition may not even require any equipment or devices. Agencies may choose to write software applications that are connected to the internet and are capable of collecting data themselves by simply tracking all the data about road users on the web. The data acquisition approach needs to take into consideration how data will be used by business users and given the business requirements associated with data how software applications enable such data uses – whether it is through acquiring data physically and storing it in a new separate location (away from the source) or through real-time data integration with data sources that do not require data to be copied over to another location. The process of acquiring data may even need to follow certain national or international standards associated with data exchange and interoperability, including standard templates, data exchange file formats etc. An agency’s data strategy will need to consider all such aspects associated with data acquisition. Collaboration Transportation agencies (and government organizations more generally) are often composed of siloed groups of staff dedicated to specific agency functions. Capitalizing on the benefits associated with the innovations will require cross-silo collaboration and integration among functional groups so that disparate sources of data (internal and external), analytic capabilities, and a holistic understanding of outcomes from decisions made based on those data are shared and understood at the enterprise level. This is necessary from both efficiency and exploitative perspectives. As a simple example, collaboration must take place to identify common uses of data and avoid collection duplication. Here again data modeling and information exchange standards may already exist that define how information needs to be exchanged between systems or needs to be transferred from one business process to another (say, design to construction, construction to maintenance operations). A robust data strategy will ensure that all systems, processes, people follow standard protocols for accessing information and collaboration procedures, tools and techniques are clearly established. This component of data strategy is critical to development of framework that strengthens agency’s data management practices. Communication Closely linked to collaboration, communication around a data strategy’s purpose and need is required to demonstrate the business case for employing data to support innovation application to PMR activity. There are costs and tradeoffs associated with each of the identified innovations’ data requirements that must be justified to decision-makers, lawmakers, other agency stakeholders, and the public. As we move to the digital delivery of all traditional aspects of highway infrastructure, the methods and processes behind managing the data associated with those functions must be demonstrated, just as it is necessary to justify investment in physical or human resources to identify and perform today’s maintenance routines or renewal activities.

D-85 Elements to Support a Data Strategy Executing a data strategy relies upon having three supporting elements in place: 1) data management / data governance practices; 2) integrated data infrastructure; and 3) the acquisition and management of required analytic capabilities. Data Management / Data Governance Getting a handle on the potentially overwhelming quantity of data at an agency’s disposal requires thoughtful data management or data governance. These elements provide a set of standards and policies governing a host of data attributes, incorporate an oversight mechanism to enforce them, and can include an interaction model for engagement between those charged with data management (e.g. an office of the CDO) and user groups throughout the agency (PwC 2015). Standards, policies, and processes on data quality, consistency, usability, security, availability, and access comprise the scope of data management or data governance. These measures are necessary to ensure the reliability and integrity of processes and decisions made based on what the data dictates. For example, the innovative tool of CV applications to supply real-time conditions information results in the collection of pavement condition data by vehicle use in a “probe” capacity. Probe- based V2I communications can capture and communicate data describing an individual vehicle response to operating conditions from onboard sensors such as accelerometers, inertial sensors, and suspension motion detectors, from which pavement conditions can be inferred: pot holes, other sources of major distress, friction, rutting, cracking, etc. The process to go from individual vehicle sensors’ collection of data to a useful representation of pavement condition sufficient to inform a maintenance decision (as processed through a pavement management system) will require rules about data quality, consistency, and security if the information from disparate vehicle models’ equipment is to be reliably applied on a highway network basis. A second example illustrates the need for management of data access. The innovative approach of advanced TSMO device and communications systems maintenance result in an “intelligent maintenance system” for TSMO devices and systems (e.g. incident surveillance and detection equipment) that incorporate status monitoring, condition assessment, fault detection, prediction or prognostication, and response identification. Customer-oriented data can be used to verify or prioritize what device-specific data suggests (e.g. crash location or incident reporting via 511). The algorithms that analyze the data, collected both at the device/system level and from customers, may be developed in-house, or more likely, by third-party vendors. Access to data, especially if it is customer-sourced or has security implications, deserves careful consideration— and governance policies on data access help guide these decisions. Open data access that can net benefits from third-party application development and support and, in certain cases, can promote desired public agency transparency must be weighed against data security and privacy concerns under legal, regulatory, and ethical contexts.

D-86 Anchoring and formalizing an approach to data governance is a data architecture. A data architecture documents the applied standards, policies, and processes—effectively providing a “collection of blueprints designed to standardize how data is sourced, integrated, and consumed across the enterprise and aligned with the business strategy” (PwC 2015). Aspects of administration, methodologies for data storage, processes for data manipulation, and descriptions of interfaces among the operative systems are included. Integrated Data Infrastructure Investments in data infrastructure will be necessary to enable innovations’ application and must be part of an agency’s enterprise data strategy. As more and more data is collected, there is an increasing need for data storage, robust infrastructure platforms that manage data access, sharing, and use, and computational capacity. Agencies will explore options for data warehousing, big data (or “ubiquitous data”) platforms that manage data infrastructure across the enterprise, and computing methods. Traditional database construction will be expanded to account for considerably larger numbers of variables and correlations new data will have. These additional data attributes can help provide context and understanding during data analysis, but they demand greater flexibility and adaptability from database solutions. An enterprise data strategy will also inform the communication and computing requirements of data infrastructure. Many of the innovations—most obviously IoT—depend on seamless machine-to-machine (M2M) communication. M2M requires sensors to acquire data, a wired, or more commonly, wireless network through which to send the data, and a computer to process the data. Advances in each type of equipment can support the development of M2M communication; the greatest advances will come from improved sensors that can collect better data, and from computer processes that can more quickly analyze it. Computing will generally be in the form of edge computing and cloud computing—and both will play important roles in future data infrastructure. Edge computing allows for data analysis and computing to be done at the source instead of transmitting data back to a centralized location for analysis. This approach can decrease the amount of data that must be stored centrally, and it reduces the amount of data processing to be done by a centralized computer. Benefits include decentralized and more rapid decision making on PMR interventions or treatments. Immediate communication with a centralized processor and decision engine is not necessary. Edge computing may not be the appropriate solution, however, when seeking to identify correlations among distinct elements in a system. For this scenario, and when the volume of data or access to multiple sources requires it, cloud computing will be employed. Cloud computing uses centralized, internet-based, shared processors to take in and analyze data from a variety of sources. In some instances, the data may be compiled prior to analysis, while in other cases, users may simply want to use the processing power associated with the cloud to analyze their own data. Cloud computing service providers offer access to high-powered computational resources and the associated infrastructure to which users may not otherwise have access. Highway agencies need not invest the significant capital required to purchase a similarly- powerful computer, hire the employees who can configure and then use it, nor manage the requisite security issues.

D-87 Analytic Capabilities – Acquisition and Management The third element of an enterprise data strategy is a plan and means to acquire and manage the necessary analytic and IT support capabilities within an agency workforce, access them via other partner agencies such as a state department of IT, or obtain them from the private sector via outsourcing. The identified innovations will demand significant capabilities not currently a part of a typical highway agency workforce. For example, data analytics will take an increasing amount of staff time and effort as well as expertise in using databases. Further, using the data to inform or execute PMR activities will necessitate complex multivariable analysis, understanding of business domain and other algorithms for analyzing the data. This is not a unique problem to transportation agencies, or even public and private organizations generally. Even today IT departments acquire resources to support activities such as deployment, testing, ongoing maintenance and operations of systems that enable PMR decision making. Often both internal and external resources are utilized to develop or customize data systems, applications in-house and provide follow-up support to engineering disciplines. The necessary investments and relationships, nonetheless, must continue to be cultivated. This means finding the right balance among in-house staff expertise (for example, those who can support the responsibilities of a CDO and other more traditional IT experts), cultivating the appropriate relationship with outside IT agencies at, for example, a statewide level that support the highway (and other) agencies, or the outsourcing of appropriate IT support services. The last of these is already becoming a common business model for providing offsite analytics, data storage, and computer processing. TOWARD IMPLEMENTATION There are several immediate constraints that must be recognized and addressed to realize the value of data as an asset. This requires a mapping of the business requirements of a future transportation organization with the business intelligence that can be mined from a future network of connected infrastructure. A second major constraint is the organizational challenge around creating an environment where data is collected, aggregated, used, and acted on in a manner that creates true value. A third is the coordination required with resources external to transportation organizations (both public and private) so that this effort is cost-effective and that fulfills its value proposition. Based on the significant cost involved with the transition from the existing state to a future state where the physical infrastructure works hand-in-glove with the digital infrastructure, it will be reasonable to assume that the change will be gradual. It will work by accommodating existing technology that works with new technology. Therefore, the requirement for backward and forward compatibility is the model for IT-related hardware and software that will be pressed into service to meet PMR needs. Implementing real-time data acquisition and real-time decision making solutions with lean hardware architecture that can withstand extreme environmental conditions will introduce challenges and spur innovative solutions. The orientation of today’s transportation agencies to be data-centric will be a coordinated and sustained effort. In many ways, it is perhaps an inevitable change with the rate at which

D-88 digitization is occurring all around us. The first step is to put in place a well-defined set of business objectives around data and information. The next is to create a set of data and information security architectures to meet the business objectives the work with legacy practices and systems and transform them to a new way of doing business. Finally, agencies should ensure that the programs implemented are scaled and monitored appropriately to ensure that they are truly creating business value. Such a transformation will likely span from several years to a couple of decades depending on external market considerations. As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in IT discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of IT discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in managing data assets, infrastructure and support systems pertinent to PMR activity and performance, are generally responsible for advancing innovation or supporting the advancement of innovation along the pathway of implementation. This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners of IT discipline, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested

D-89 strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.

D-90 Table D-9. Implications of Innovations in Information Technology and Data Used for PMR Activities. Emerging PMR Practice Relationship to Data or Data Sources / Data Uses and Management Implications Materials 1. Hyper-Performance Materials - Not a primary focus Tools 2. Structural Health Monitoring - Real-time continuous data collection and monitoring 3. Customer Experience Management (CXM) Analytics - Acquisition and analysis of real-time mobile data - Application of predictive analytics - Privacy issues 4. Machine Learning - Artificial Intelligence for Asset Management - Advanced data analysis and application of algorithms - Data-driven decision support systems achieved through increased data collection and faster data processing - Complex dataset management 5. Integrated Building Information Modeling (iBIM) for Highways - Integrated technologies and business processes - Multiple datasets (physical and functional attributes) integrated into a common data platform - Unified way of storing, retrieving, and archiving asset related information - Requires interoperable data governed by common data standards - Need full automated web connectivity or cloud based applications - Requires holistic asset information strategy, and pertinent business processes and standards 6. Enterprise Information Systems – PMR Applications - Data management, database construction, and data analytics to integrate business processes - Integration of siloed, standalone business support systems and information handling - Provides structure and governance to work across platforms and business functions - Requires design and management of agency-specific system architecture 7. CV Applications to Supply Real-time Conditions Information - Large volumes of data on infrastructure conditions collected from vehicles as probes - Requires centralized data aggregation and analysis - Potential sources from wide variety of vehicle manufacturers, dependent on application of industry standards - Need to interface with external operator standards and protocols for data acquisition and communication - Decision on investment level of this indirect condition data acquisition method vs. direct measurement innovations 8. Artificial Intelligence - PMR Traffic Management Applications - Rapid analysis of large volumes of data through cloud computing or distributed (edge) computing Approaches 9. Predictive-Proactive Maintenance Regime for Roadway Assets - Time series field device data collection used in conjunction with condition/performance models - Need for sensor-derived data from field devices and various manufacturers to be intercommunicable with analytic/modeling environment

D-91 Emerging PMR Practice Relationship to Data or Data Sources / Data Uses and Management Implications 10. The “Internet of Things” (IoT) - PMR Applications - Seamless, interconnected network of devices and data processing computers - Need to overcome data collection silos, put in place a robust data acquisition and management infrastructure - Need for standards, protocols, and specifications for device installation, data acquisition, management, communication, data interoperability, and interpretation - Resilience against cybersecurity threats - Strategy needed to harness benefits holistically and efficiently 11. Self-Diagnosing/Reporting and Work Ordering - Continuous collection of data on condition and performance and diagnostic edge computing to render a decision outcome - Dependent on other innovations’ capabilities (e.g. structural health monitoring, IoT, iBIM, predictive-proactive maintenance, AI, etc.) and their data needs 12. Perpetual/Long-Life Highway Infrastructure - Not a primary focus 13. Advanced TSMO Device and Communications Systems Maintenance - System status monitoring data collection and analytics - Integration of GIS, visualization, user interface, and remote access features - Embedded sensor data collection, analysis, pattern recognition, prediction, prognostication - Similar data management implications as IoT – MPR Applications 14. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Same data implications as CV Applications to Supply Real-time Conditions Information 15. Automated Enforcement for Work Zones - Requires networking of TSMO devices on the corridor and regional level - Data acquisition and communication to users; many of the same data needs as Advanced TSMO Device and Communications Systems - Certain applications’ need to interface with external operator standards and protocols for data acquisition and communication Technologies 16. Construction Robotics - Worksite data sharing and communication to enable autonomous equipment - Cloud vs. edge computing to enable IoT applications 17. Remote Sensing Systems - PMR Applications - Significant data collection, storage, and analytics implications - Cloud vs. edge computing to enable IoT applications

D-92 D7. MAINTENANCE AND CONSTRUCTION EQUIPMENT INTRODUCTION This chapter examines maintenance and construction equipment in the context of the research’s identified emerging PMR practices affecting future preservation, maintenance, and renewal activities. It does not purport to cover all, or even a majority of practices that the maintenance and construction equipment discipline practitioners might identify as likely and needed over the next 50 years. Instead, the purpose of this chapter is to provide a convenient way for practitioners to glean from the 16 emerging PMR practices, which are the focus of this research, those that relate to maintenance and construction equipment, and discuss how they relate to PMR of highway assets. In doing so, each of the identified PMR practices is assessed in terms of their impacts on and benefits to the application of maintenance and construction equipment in the PMR of highway assets. That is, this chapter considers the “discipline” of maintenance and construction equipment in the conventional sense of facilitating the PMR of other assets such as pavements, structures, and D&R infrastructure. Several of the emerging practices with respect to this discipline are innovative by nature. Therefore, the term innovation is used in this section as a surrogate term to emerging PMR practices without implying that all emerging practices need to be innovative. Maintenance and construction equipment is the set of tools, machines, and vehicles used to perform PMR activities. It ranges from light, medium, and heavy-duty vehicles to specialized equipment, small-engine equipment, and seasonal vehicle attachments. Light and medium-duty equipment is normally used in maintenance operations and includes chainsaws, grass trimmers, lawnmowers, plows, salt and sand spreaders, light pickup trucks, light trucks, heavy pickups, medium dump trucks, non-destructive testing methods, small robots, pavement marking equipment, quadrotors/drones, and automated equipment (TTI 2014). Heavy-duty and specialized equipment is normally used in renewal or removal operations and includes heavy trucks, tractors, loaders, graders, backhoes, oil spreaders, paving equipment, cranes, deconstruction equipment, integrated quality control capabilities, and automated equipment. Transportation agencies generally do not own and operate this type of equipment, which are typically the domain of contractors (TTI 2014). PMR activities performed with these equipment include (TTI 2014): • Seasonal and routine maintenance such as lawn-mowing, vegetation and weed control, snow and ice control, litter collection, sweeping, and cleaning. • Flexible pavement preservation and maintenance including tack coat, prime coat, chip seal, microsurfacing, crack sealing, surface recycling, and fabric reinforcement. • Rigid pavement preservation and maintenance including jacking, subsealing and stabilizing, joint resealings, crack sealing, patching, grooving, grinding, milling, recycling, cracking, and seating. • Renewal of pavement base courses including aggregate base course, subgrade modification, and reconditioned existing base and surface.

D-93 • Renewal requiring earthwork including clearing and grubbing, removal of structures and obstructions, excavation and embankment, subgrade preparation, erosion and sediment control, salvaging, and placing of topsoil/soil amendments. • Bridge maintenance including sealing or replacing deck joints, sealing concrete, cathodic protection and other structural treatments, painting steel, facilitating drainage, removing debris, protecting against scour, washing, cleaning, and lubricating. • Bridge renewal including deck replacement, superstructure replacement, and strengthening. • Tunnel maintenance including pavement/roadway, drainage and seepage control, coating, grouting, sealing, rebonding, ancillary (e.g. ventilation) equipment, cable and conduit replacement, washing, removing debris, snow, and ice. • Miscellaneous construction including concrete barriers, culverts and storm drains, underdrains, guardrails, fences, sidewalks, curbs and gutters, paved ditches and paved flumes, turf establishment, and provision of trees, shrubs, vines, and ground covers. • Installation of lighting, signs, traffic control devices, and other TSMO/ITS equipment. CHALLENGES AND OPPORTUNITIES: A LONG-TERM PERSPECTIVE The work zones and jobsites of the future will feature significant advancements in the design (characteristics, configuration, and features), selection (type), and application (use) of equipment employed in PMR activities. In the future, construction and maintenance equipment will evolve with higher fuel efficiency, adaptive control systems for ultra-high-precision control, and technologies for real-time performance measurement and communication. Generally, equipment will both adapt to innovations and advancements in other PMR disciplines and spur new and better ways of carrying out traditional PMR activities. Use of this equipment will lead to greater project efficiency, reduced motor fuel and vehicle maintenance costs, enhanced safety, and better quality. Maintenance and construction equipment will be no exception to today’s technological trends. Tools, machines, and vehicles will become more reliable, easier to use, more efficient at accomplishing their tasks and will do so more sustainably, and be transformed through the ongoing digital revolution defined by greater connectivity and autonomy. Manual and labor- intensive activities of today will ebb and be replaced with remotely operated, semi-autonomous, and autonomous equipment. Jobsites and individual PMR activities will utilize equipment that communicates seamlessly through the IoT, optimizes operation through artificial intelligence, manages advanced materials and structural elements enabled through advances in materials science, and chemistry, and transforms the tasks and responsibilities of traditional maintenance and construction workers through advances in wearable technology and a shift to oversight and management of autonomous equipment and robotics. The greatest impacts will occur among activities that require the use of heavy and specialized equipment. The equipment will take advantage of and facilitate dramatically improved, high performance materials and methods and sustainable strategies to protect and enhance the natural and built environments. The environmental performance of equipment will be greatly improved through innovative or alternative engine systems, as well as greener alternative fuels to produce zero emissions. Worksite activities will be optimally planned and managed and highly

D-94 automated. Risks associated with personal worker safety, efficient use of resources and extent of disruption, and quality outcomes will be minimized or eliminated. MAINTENANCE AND CONSTRUCTION EQUIPMENT INNOVATIONS The research has identified 16 innovative materials, tools, approaches, and technologies that best respond to identified future scenario elements, represent a significant departure from today’s practice, and are poised to make a significant impact on PMR activities while remaining within the outer limits of present-day plausibility. This section reviews these innovations for their potential to impact future PMR activities of highway infrastructure assets enabled by the maintenance and construction equipment discipline. These disciplines are discussed individually elsewhere in this report: pavements, structures, D&R, TSMO (including ITS devices), connected and AV related highway infrastructure, and information technology. It is therefore necessary to examine the implications of innovations on maintenance and construction equipment’s use in the PMR of these assets. This is done in two ways: • By exploring the innovation as equipment itself – innovations in technology. • From the perspective of the innovation’s implications for the design (characteristics, configuration, and features), selection (type), and application (use) of equipment generally – innovations in materials, tools, and approaches. For the purposes of this assessment, only occasional distinction is made between preservation or maintenance activities (combined) and renewal activities, as most equipment potentially can be used for either. Table D-10 (which follows this narrative section) summarizes the innovations’ implications for PMR activities from the two perspectives above and are detailed in the sections that follow. Innovations in Technology (Equipment Itself) Three technology innovations directly address maintenance and construction equipment itself: construction robotics and remote sensing systems. Construction Robotics Construction Robotics is an advanced form of automation that focuses on mechanizing construction processes with no or little human intervention. To date, there are limited applications for robotics in construction, primarily for single-purpose repetitive operations, such as bricklaying and machine controlled earth-moving. Applications generally have been limited to mining (automated haul trucks) and agriculture (tractors) where the work environment is highly controlled and consistent. Infrastructure construction sites are constantly changing in terms of layout and activity, and along with substantial investments in contemporary long-life equipment, automated worksite vehicles are not yet in use.

D-95 As a first step, remotely operated heavy equipment is now becoming available (e.g. bulldozers and loaders) that will augment and evolve into autonomously operated equipment. In addition, construction robotics has evolved to deploy software programmable robots with geographic intelligence (i.e. positional capabilities) and sophisticated precision control for semi-autonomous maintenance operations, such as pothole patching, welding, crack detection and sealing, and asset inspections. Driverless truck-mounted attenuator vehicles operating in a leader-follower scenario using a GPS-enabled navigation module are being tested today (Royal Truck & Equipment, Inc. 2016). Near-term future applications include autonomous paving equipment, lane-striping machines, and equipment that places or adjusts work zone safety devices. Seasonal maintenance equipment such as lawnmowers, snowplows, deicers, and spreaders are also poised to become autonomously operated. With or without autonomy, connectivity through the IoT will allow winter maintenance equipment to communicate among individual vehicles to share real-time information on moisture, road conditions, and accumulation trends to optimize routing and treatment regimens on a road-segment-by-segment basis in conjunction with a MDSS. Agencies conducting winter weather maintenance will see gains in resource efficiency, both in staff and consumed products, including equipment usage, power, and treatment volumes. Environmental impacts from treatments applied will be minimized, as only what is optimally necessary would be used on the road. The role of traditional heavy and specialized equipment operators will evolve with the arrival of autonomy. They will function more like commercial airline pilots—expected to intervene in an emergency or as required by regulation, and otherwise providing management and oversight. This evolution will have significant effects on workforce makeup, skills, and training, along with undetermined economic impacts, as traditional human labor-based activities are phased out. In the future, with rapid advances in machine learning and artificial intelligence, robotics will evolve in their mobility as well as analytical and decision making capabilities, and in legged locomotion in humanoid robots that can traverse the uneven, unpredictable, and continuously changing terrains of construction worksites. These systems will also possess a range of sophisticated safety and control systems, such as all-view camera-radar integrated systems and automatic triggers, to handle emergency scenarios and potentially unsafe operating conditions during lifting, demolition, excavation, navigation of unsafe terrains, or similar tasks. Prior to substantial advances in robots with humanoid capabilities—and perhaps continuing to be used alongside them—wearable technology will vastly improve the capacity of worksite laborers. Situational awareness, visualization, and recording will be enhanced through virtual reality-enabled smart headgear and eyewear. Construction plans, underground or invisible features, and worksite configuration mapping could all be superimposed on a wearer’s field of view to provide substantially greater amounts of information to workers, foremen, inspectors, and project managers as activities progress. Monitoring devices such as smart vests can track worker vitals and prevent injury, falls, or warn against work zone accidents from equipment operation or intrusion of nearby traffic. More comprehensive exoskeletons or bionic suits, currently seeing application in the military and healthcare industry, could be used by construction and maintenance workers to increase their strength, reduce fatigue, and avoid injury from heavy lifting and repetitive motion. Prototype devices exist today that counteract the weight

D-96 of heavy hand-held equipment by transferring its load to the ground through a wearable frame (Esko Bionics 2016). Robotics may ultimately evolve to automatically detect functional and structural conditions of assets, analyze collected information, make appropriate PMR related decisions and execute them in the field. There are possibilities for integration with geophysical technologies (e.g. ground penetrating radar), remote sensing systems (e.g. lidar and laser-based 3D imaging systems) and micro-electromechanical based condition/health monitoring systems. Construction robotics are expected to significantly advance the application of prefabrication and modular assembly of construction elements. Fabrication can occur on or offsite, and the mechanical and often repetitive processes for assembly can be enabled at several scales including large (as with mobile robotic cranes), medium (humanoid robots), or small (ant-like robots that self-organize and collaborate). In total, the benefits are substantial. They include increased productivity, enhanced safety and lower risk exposure, automatic detection and fixing, reduced materials and workmanship defects, reduced consumption of natural resources and energy, and reduced costs for labor, motor fuel, and vehicle maintenance. Remote Sensing Systems – PMR Applications Remote sensing systems to monitor the composition, condition, and performance of highway assets are rapidly improving in reliability and accuracy, providing a spectrum of optical, spatial, spectral, and temporal measurement capabilities. Highway agencies typically use terrestrial video or lidar imagery for remote sensing. With technological advancements, future remote sensing systems will provide high resolution imagery gathered using a variety of payload sensors with benefits of less expensive, faster and large area coverage. New systems will include large use of smaller unmanned aircraft systems (drones) with miniature payloads of high resolution navigation and remote sensing devices with better real-time data transmission, ground control and battery fuel technologies using renewable energy. These remote sensing devices may include infrared, thermal, multispectral, hyperspectral, and heat capacity mapping for optical imaging, and ultra-wideband synthetic aperture radar for non-optical imaging. With increasing computing resources, there will be advancements in geospatial data processing methods. Remote sensing system applications fundamentally provide monitoring of: 1) conditions and performance that help in PMR activity decision making and 2) PMR activity progress and performance once underway. Future remote sensing systems will find applications in real-time traffic monitoring and surveillance, roadside and roadway condition inventory and inspection, topographic surveying and mapping, inspection of structural condition, construction safety and security, construction monitoring including as an input into simulations that help review plan against progress, estimating earthwork volumes, real-time detection/monitoring of potential avalanches, landslides and unstable slopes, and crash reconstruction. Aerial non-optical imagery, for example microwave based, can be used to measure surface properties, including soil moisture, pavement smoothness, roadway texture and friction.

D-97 Specifically for construction and maintenance equipment, future remote sensing systems will provide highway agencies with improved predictive, detection, and sensing capabilities of roadway conditions in real-time, and accordingly, ability to plan and manage the logistics of equipment deployment in PMR activities. Furthermore, remote sensing systems will help orchestrate optimal PMR activity execution by augmenting other sources of activity data enabled through innovations like enhanced connectivity and the IoT with complete situational awareness. Innovations in Materials, Tools and Approaches (Design, Selection and Application of Equipment) In addition to innovations in technology, many other innovations in materials, tools, and approaches will influence maintenance and construction equipment, including enhancing or augmenting the capabilities of construction robotics. Materials Among innovations in materials, the advent of green chemistry and hyper-performance materials will be reflected in the types of maintenance and construction equipment used to perform PMR activities. Equipment will be designed to handle, and indeed promote the practice of utilizing green materials such as cement, asphalt, steel, and road treatments (deicing chemical), as well as new varieties of these materials with vastly superior properties in terms of strength and durability. Greater recycling, zero-waste, reduction in natural resource depletion, and less energy-intensive materials processing and construction will be incorporated into equipment design and selection. These outcomes will be realized through the greater efficiency and accuracy provided by construction robotics. Motor fuel consumption is a significant cost item in maintenance and preservation expenditures. Future generations of construction and maintenance equipment are expected to adopt environmentally sustainable and better fuel efficiency standards through optimized engine designs and the use of “greener” renewable energy-based fuels. The benefits include lower or zero emissions, lower energy consumption, and associated fuel costs. Tools Several innovations in tools will be reflected in the types of equipment deployed for PMR activities or influence how the equipment functions. The most salient of those innovations are detailed further. Integrated Building Information Modeling (iBIM) will significantly advance the management of PMR activities including equipment use. iBIM is an integrated electronic system that manages knowledge of physical and functional characteristics of a given system and are designed to assemble and organize information on a centrally accessible system with seamless interoperability and connectivity. Construction plans, asset information, and other worksite data will be incorporated into this system and shared with equipment in a manner sufficient to automate the use of vehicles and machines during PMR. Worksite safety, efficiency, and quality would improve. iBIM will be the overarching management tool for intelligent machine control,

D-98 which governs the use of heavy construction equipment through software and 3D construction drawing data. Manual, labor-intensive, and error-prone steps would be eliminated. The iBIM platform would manage the complexity of a highway construction worksite and enable advances in automation and robotics to take hold. CV technology supplying real-time PMR activity progress enhances similar worksite outcomes in safety, productivity, and quality. CV applications and iBIM, combined, represent the informatization of the PMR worksite involving equipment, materials, and workers. Managing and tracking progress, ensuring precision and compliance with plans, and inspecting results all can benefit from rich data sets shared among all PMR activity components while being managed digitally. Approaches There are also implications of several innovative approaches to highway PMR. Among those, the application of the IoT will enable the seamless interconnectivity among equipment, materials, and operators that permits a platform like iBIM to manage real-time and archived data on location, usage, and performance. Instantly accessible and shareable worksite and maintenance activity data could improve PMR activity outcomes, as suggested by several examples: • Worksite material delivery schedules optimization based on consumption and progress data communicated by active onsite equipment and existing materials status. • Performance monitoring of semi-autonomous or autonomous construction equipment to ensure compliance with maintenance plans or construction drawings. • Snowplow fleet (manually operated or autonomous) routing and treatment regimen optimization on road-segment-by-segment basis, based on collection and communication of real-time data on moisture, road conditions, and accumulation trends (working in conjunction with a MDSS). Fundamental changes to the way roadway infrastructure is designed—beyond the types of materials employed—and how we use it will also affect what and how maintenance and construction equipment is deployed. Significantly greater numbers of embedded and roadside sensors to support monitoring, detection, and communications systems, especially related to CV applications will need to be accounted for during PMR activities, including crack filling, sealing, milling, resurfacing, and reconstruction. Heavy construction equipment used in reconstruction activities may see less demand if approaches to perpetual/long-life highway infrastructure are adopted. Under this concept, highway assets’ underlying physical elements last for extremely long periods of time with proper, periodic PMR treatments, potentially eliminating, for example, a need to reconstruct pavement subgrade and base courses or a bridge’s foundation and superstructure. Today’s trend toward outsourcing PMR activities also may extend further to equipment fleets, and will likely accelerate as equipment becomes more technologically advanced and fleet sizes become smaller. A lack of in-house expertise and the desire to shift risk away from the public entity may spur its application further. This trend could reduce the need for public agency equipment operators or field maintenance staff, which could mean a shift to greater opportunities

D-99 in the contracting community. Public agency staff responsibilities will continue to evolve more to program oversight, contract performance monitoring, and require the development of new approaches to procurement and contract management.

D-100 Table D-10. Implications of Innovations in Maintenance and Construction Equipment and PMR Activities. Emerging PMR Practice Maintenance and Construction Equipment Preservation / Maintenance Applications Maintenance and Construction Equipment Renewal Applications Materials 1. Hyper-Performance Materials - Equipment designed to facilitate or utilize hyper-performance materials (e.g. asphalt, cement, steel) - Lesser demand for traditional paving and infrastructure maintenance equipment due to longer life of stronger, more durable materials Tools 2. Structural Health Monitoring - Not applicable 3. Machine Learning - Artificial Intelligence for Asset Management - Incorporated into Construction Robotics 4. Integrated Building Information Modeling (iBIM) for Highways - Asset information, plans, and other data integrated, interoperable, and communicated/connected in a manner sufficient to automate use of equipment and machines during PMR to improve worksite safety, efficiency, and quality - Elimination of manual construction site preparation steps (e.g. flagging and staking) 5. Enterprise Information Systems - PMR Applications - Improved business processes to deploy, track, and manage equipment, including inventory, location, usage, and condition 6. CV Applications to Supply Real- time Conditions Information - Communication and connectivity among maintenance and construction vehicles and machines to share real- time construction activity and progress to optimize safety, efficiency, and quality - Tracking and adjustment of jobsite progress based on informatization of all equipment in use, along with workers and materials 7. Artificial Intelligence - PMR Traffic Management Applications - Not applicable Approaches 8. Predictive-Proactive Maintenance Regime for Roadway Assets - Not applicable 9. The “Internet of Things” (IoT) - PMR Applications - Seamless, interconnected network of maintenance and construction equipment to optimize jobsite management along with use of materials and labor, enhancing efficiency, safety, and quality - Interconnected, optimized (and automated) maintenance fleets (e.g., snow plows) - Seamless, interconnected network of maintenance and construction equipment to optimize jobsite management along with use of materials and labor, enhancing efficiency, safety, and quality 10. Self-Diagnosing/Reporting and Work Ordering - Not applicable 11. Perpetual/Long-Life Highway Infrastructure - Incorporated into Hyper-Performance Materials - Lesser demand for heavy construction equipment necessary to reconstruct underlying pavement structure or bridge foundations and superstructure,

D-101 Emerging PMR Practice Maintenance and Construction Equipment Preservation / Maintenance Applications Maintenance and Construction Equipment Renewal Applications reducing associated environmental impacts and operational costs 12. Advanced TSM&O Device and Communications Systems Maintenance - Enables use of drone-based evaluation and maintenance of field devices - Enables use of drone-based replacement of field devices 13. V2I Technology Providing Communications between Passing Vehicles and Roadside Units - Incorporated into CV Applications to Supply Real-time Conditions Information 14. Automated Enforcement for Work Zones - Remotely operated or automated barrier and marking systems, improving WZ flexibility and safety Technologies 15. Construction Robotics - Wearable technology to enhance situational awareness, increase strength, reduce fatigue, and avoid injury - Semi-autonomous or autonomous PMR equipment operations that reduce or eliminate jobsite workforce, enhancing safety, efficiency, and quality - Shift in equipment operator roles from active control to oversight and emergency intervention - Enables significantly greater application of automated prefabrication, modular assembly, condition inspection and assessment, and real-time decision making and execution of PMR actions in the field 16. Remote Sensing Systems - PMR Applications - Real-time condition inventory, monitoring, and inspection of assets (what can’t be discerned with embedded sensors) - Remote and automated maintenance - Reduction/elimination of field inspection/repair crews - High-precision site surveying before and during construction to plan, simulate, execute, adjust, and document renewal activities (e.g. calculating earthwork volumes)

D-102 TOWARD IMPLEMENTATION A vast majority of the 16 short-listed innovations are responsive to the improved effectiveness of maintenance and construction equipment to enable future PMR activities of highway infrastructure assets. Innovations in technology will dramatically advance equipment itself. Innovations in materials, tools, and approaches will impact the design (characteristics, configuration, and features), selection (type), and application (use) of equipment overall, especially as they relate to PMR activity and worksite planning and management. Of them, some innovations can be categorized as “evolutionary” meaning they are likely to evolve incrementally over time in a series of improvements. On the other hand, some will occur as “radical” innovations, introduced as significant breakthroughs. Some innovations may occur as a mix of evolutionary incremental steps as well as more radical breakthroughs. These can be characterized as “hybrids” of the two. Innovations that will have the most dramatic impacts on current practice will predominantly affect heavy-duty and specialized equipment, most often applied to renewal and removal activities. Radical innovations such as construction robotics and their direct application as equipment to conduct PMR will be driven almost entirely by development outside the domain of highway agencies. Further, their availability to PMR activities will be subject to adoption by the contracting community. Nonetheless, highway agencies as “customers” for these services can drive the pace of their introduction by encouraging and ultimately soliciting their use for specific PMR activities and projects. As with many of the innovations, and their application to other highway disciplines, agency workforces will require new understanding of this advanced equipment, acceptance of proprietary products, and the capability to manage and oversee contractors that use it. Automation of equipment, and collectively the worksite itself—ranging from straightforward rural-region mowing to vastly more complex maintenance of pavement and structures in dense urban environments—will also represent a radical transformation for highway agencies’ planning, selection, and deployment of equipment. Connected and automated maintenance and construction equipment will evolve alongside (and be influenced by) developments among C/AV fleets. Manual, labor-intensive activities prone to error and health and safety risks will be replaced by automated equipment and back-end, enterprise systems to manage them that utilize data to informatize PMR worksites. What human labor remains on the jobsite will be enhanced by wearable technology that increases strength, stamina, and awareness. These innovations in automation and application of data will also require new forms of knowledge to use in the field and to manage from the activity planning stage through execution. Since highway agencies have little experience with breakthrough innovations, additional effort will be needed to create awareness, thoroughly evaluate and document potential benefits, costs, and risks, explore challenges relating to regulatory and legal requirements, and consider organizational change management issues that may be necessitated. Phase III work will provide guidance to improve agency organizational preparedness through institutional arrangements and partnerships within and outside the industry.

D-103 As discussed earlier, and in general, there are a multitude of challenges, related to institutional, technical, external and other factors, that must be understood and addressed to ensure successful operationalization of innovations in maintenance and construction equipment discipline. In addition, the agencies need to assess their capabilities to foster and advance innovations, recognize gaps, and develop strategies to overcome them. To assist transportation agencies, this research has developed a pathway that can serve as a charge to transportation agencies and maintenance and construction equipment professionals for advancing desirable innovations even when they may be beyond their capabilities to initiate on their own. The pathway incorporates a successive, yet iterative series of innovation waypoints: awareness, advocacy, assessment, adoption, and action plan. The pathway also identifies seven “Critical Success Factors” deemed essential to fostering innovation generally within the agency and to advancing specific innovations. Both agency leadership and practitioners of maintenance and construction equipment discipline play a significant role in advancing any innovation along the pathway of implementation. The agency leadership, who influence the direction, decisions, and collective day-to-day activities of the organization, has a critical role in stimulating interest within the agency to foster innovation, while the practitioners, who have a direct role in PMR activity and performance of maintenance and construction equipment, are generally responsible for advancing innovation along the pathway of implementation. This research has developed two capability assessment tools, Emerging PMR Practice and Innovation CMF and Organization CMF, using the Capability Maturity Framework (CMF) to facilitate the assessment and advancement of innovations. The Emerging PMR Practice and Innovation CMF provides a tool for practitioners to evaluate a particular PMR innovation in question, while the Organization CMF allows the agency leadership to evaluate the agency’s ability to foster innovation generally. The goal of performing such an assessment is to determine if the agency, unit, or discipline possesses sufficient capability across the seven Critical Success Factors to evaluate and potentially adopt the innovation, and what key action steps would be necessary. For practitioners, the Emerging PMR Practice and Innovation CMF is paired with a follow-on framework, Innovation Required and Actions Framework, to provide a template for laying out a high-level action plan for determining whether and how to advance the innovation. Similarly, the Organization CMF is paired with a follow-on framework, Innovation Organization Improvement Framework (IOIF) for agency leadership, which provides suggested strategic actions to cultivate, advance, and apply innovation within the agency, unit, or discipline. Detailed guidance on the innovation implementation pathway, including capability assessment tools and related frameworks to develop high-level action plans, is provided in two companion products of this research: Leadership’s Guide to Emerging Highway Preservation, Maintenance and Renewal Practices and A Practitioner’s Guide to Highway Preservation, Maintenance and Renewal Practices.