Pavement Management Asset Management Systems This 15-minute module defines asset management, makes a case for why it is important, and introduces the resource allocation process used to structure the guide and course.

What is Transportation Asset Management? “An ongoing process of maintaining, upgrading, and operating physical assets cost effectively, based on a continuous physical inventory and condition assessment” Source: Act 499 of the Public Acts of 2002. Several agencies at the local, state, and federal level have developed customized definitions for asset management. Michigan has defined asset management as “An ongoing process of maintaining, upgrading, and operating physical assets cost effectively, based on a continuous physical inventory and condition assessment” Page 1-1

New Carpet $4,000 New Roof $10,000 Siding $8,000 Replace Windows $5,000 New Furnace $8,000 Landscaping $3,000

Asset management for a car New Car Regular oil changes, Flush radiator Wash/wax regularly Repair paint chips Change belts, Change transmission fluid

Asset management for a car Aging Car Charge AC Repaint Engine overhaul New tires

Asset management for a car Old Car Only critical maintenance Only critical repair Not worried about auxiliary features that fail Keep it running until it can be replaced - minimize cost

Not worried about scratches on this one!

Innovative Repair Strategies

Nuts and Bolts of Asset Management Pavement Management Nuts and Bolts of Asset Management This 15-minute module defines asset management, makes a case for why it is important, and introduces the resource allocation process used to structure the guide and course.

Managing Physical Assets Features of an Asset Management “System” Inventory Condition Measure Prediction of Future Condition Tools / Metrics for Managing Network

Inventory – What do I own? You can’t manage what you don’t know you own

Inventory – What do I own? Need data on any feature that influences: Cost to Replace or Maintain Maintenance or Rehab Treatment Options Influences Management Decisions Service Life

Inventory – Basics Pavement Type Asphalt Concrete Sealcoat Composite How many lane miles of each? How wide are the lanes? Where are they? – Map

Inventory – Others What types of roads are they? – functional class Maintenance history Funding qualification Curb types Shoulder type and width Presence of other utilities and general condition Confining structures (overpass)

Condition– What Shape is it In?

Condition – Picking A System Sustainable Can I afford to collect the data? Can my staff collect that data or do I have to hire it out? Can I collect enough data to give me suitable information? Be descriptive about the asset Can I make decisions about the asset from the rating? Can it be understood by staff? Can I explain it to public and elected officials? Is the level of data appropriate?

Condition Rating – Types of Systems Ordered State Ratings Set of criteria which describe a set of discrete, ordered states. Professional observer judges state and assigns rating. Usually most cost effective system Most subject to variability by rater PASER – Pavement Surface Evaluation and Rating Maintenance State “Good – Fair – Poor” MDOT Sufficiency Rating System

Condition Rating – Types of Systems Index System Set of criteria which relates physical measurements of distress extent and observer opinion of severity to a numeric rating. Criteria numerically relate distresses to each other. Usually requires sampling and reliance on statistics to apply over large network Index levels may not be discrete Record of distress propagation PCI – Pavement Condition Index (Micropaver) MDOT Distress Index

Index Rating Capital preventive maintenance is at the heart of asset management. It is the planned set of cost effective treatments to an existing roadway that retards further deterioration and maintains or improves the functional condition of the system without significantly increasing the structural capacity. These pictures illustrate roads that fall within this category. Page 3-4

Condition Rating – Types of Systems Measurements of physical aspects Rutting Roughness Skid resistance FWD data (pavement rigidity) Crack frequency

Why Rate Roads? Anticipate treatment windows – “When to do things” Condition measure – “What things to do” Measure of adequacy– “How did that treatment/design work?” Measure of network change - “Are things getting better or worse?”

Prediction – What Shape WILL it be in?

Predicting the Future Condition Past experience / Professional opinion Rules of thumb Traffic Volume Model historical rating data Forward Looking Models

Predicting the Future Rules of thumb New asphalt pavement last 14 years 5 years after rehab or 2 years after overlay need a crack seal 8 years after resurfacing need seal coat Overlays last 6 years Concerns No calibration Assumptions are sensitive to error

Predicting the Future Traffic Volume Design ESALS Use traffic counts as measure of remaining service life Concerns Assumes construction reflects design Hard to calibrate to meaningful intervals

Modeling Historical Data

Modeling Historical Data Constrained polynomial Fit progressively higher order polynomials Constrain so fit line does not have positive slope Curve Form Fitting Makes assumptions about general form Fits curve family to data points

Early Estimation - Prescriptive PASER RATING 10 1 9 8 7 6 5 4 3 21 15 20 25 30 Years Since Construction

Modeling Curve Form Fitting PASER RATING 10 1 9 8 7 6 5 4 3 21 15 20 25 30 Years Since Construction

Years Since Construction Polynomial Fitting PASER RATING 10 1 9 8 7 6 5 4 3 21 15 20 25 30 Years Since Construction

Network Management Tools – Getting Asset Where You Want It To Be

Network Level Vs. Project Level Project: Moving pieces Network: Winning game What Mr. Idhammer is hinting at is the difference between succeeding at a network level and succeeding at the project level. The game of chess exemplifies this these ideas. At the project level we have the moves of individual pieces. We can make these moves successfully, moving each piece legally as it was intended by the rules of chess, moving pieces where they won’t be captured immediately. So we can be a success at this level, but that is no guarantee we will win the game, which is the network level. Obviously if we can’t do the project level right, we can never be a success at the network level, just because you are successful at one level does not guarantee a success at the other. This holds true for pavements. We can be successful at the project level, making sure that all projects are built correctly, with the right materials and built to the correct specifications, but that does not guarantee if we construct every project correctly the network of roads you are responsible for are going to get better there may not be enough miles of work being done or enough types of work being completed to increase the quality of the network. Likewise having a the best asset management plan does little good if you can’t build the projects correctly.

Service Cycle How big is the network? How much of the network do I do work on? How long will it take to “touch” the entire network? Is this longer than the expected life of my pavement? EXAMPLE 500 lane mile road network Do 10 lane miles of work each year Takes 500/10 = 50 years to touch all of the network Asphalt pavement only last 15 years

Historical Distribution

Winning or Loosing?

NCPP Network Condition Health # Of Lane Miles in your network Same number of RSL lost each year How it works . . . Programmed Activity (reconstruction, chip seal, etc.) Fix Cost (per lane mile) Extended Service Life (ESL) # of Lane Miles Fixed Result Lane Mile/ Years per Fix Total for Entire Network

NCPP Process COSTS Reconstruction _______ Lane Miles X $300,000 = $______________ Overlay _______ Lane Miles X $80,000 = $______________ Sealcoat _______ Lane Miles X $20,000 = $______________ Crack seal _______ Lane Miles X $4,000 = $______________ TOTAL _________________ For projects with federal funds, agencies must work with MPOs and RPOs. The purpose of the Local Bridge Program is to help local agencies program bridge projects. More information is available on MDOT’s web site. Pages 6-2 and 6-3

NCPP Process COSTS Reconstruction _______ Lane Miles X $300,000 = $______________ Overlay 2 Lane Miles X $80,000 = $ 160,000 Sealcoat _______ Lane Miles X $20,000 = $______________ Crack seal _______ Lane Miles X $4,000 = $______________ TOTAL _________________ For projects with federal funds, agencies must work with MPOs and RPOs. The purpose of the Local Bridge Program is to help local agencies program bridge projects. More information is available on MDOT’s web site. Pages 6-2 and 6-3

NCPP Process Lane Mile-Years Improvement Reconstruction _______ Lane Miles X 15 Years = _________________ Overlay _______ Lane Miles X 8 Years = _________________ Sealcoat _______ Lane Miles X 4 years = _________________ Crack seal _______ Lane Miles X 1 year = _________________ TOTAL _________________ For projects with federal funds, agencies must work with MPOs and RPOs. The purpose of the Local Bridge Program is to help local agencies program bridge projects. More information is available on MDOT’s web site. Pages 6-2 and 6-3

NCPP Process Lane Mile-Years Improvement Reconstruction _______ Lane Miles X 15 Years = _________________ Overlay 2 Lane Miles X 8 Years = 16 Sealcoat _______ Lane Miles X 4 years = _________________ Crack seal _______ Lane Miles X 1 year = _________________ TOTAL _________________

NCPP Network Condition Health MI Example—625 Lane Mile Network Programmed Activity Fix Cost per Lane Mile ESL Years # of Lane Miles of Fix Lane Mile Years Total Cost Reconstruction $530,000 15 4 60 $2,120,000 Rehabilitation $170,000 14 6 84 $1,020,000 Mill & Overlay $68,000 8 5 40 $340,000 Non Struc. OvL $32,000 2 7 $224,000 Crack Seal $4,800 1 $28,800 204 $3,732,800

Network Level Strategy Analysis Using Computer Models

Is It A Management System? GIS

Is It A Management System? GASB 34 Accounting method Requires road assets to be reported as “cash value” Assets must be devalued for age or quality Results must be reported to federal government

Systems Management Adoption In order for a system to be valued and have longevity it must do the following: Be part of the agencies business practice, AND Work to make a necessary business practice easier, The time spent supporting the system must be less that the value it provides.

Roadsoft Strategy Evaluation RSL Miles 15 1.40 14 4.40 13 10.37 12 13.01 11 11.99 10 2.10 9 8.66 8 25.43 7 22.45 6 10.88 5 9.54 4 1.32 3 28.11 2 43.55 1 52.34 11.89 Roadsoft Strategy Evaluation Segments with similar RSL summed by mileage Analysis by singular pavement type Network level (segment history lost)

Deterioration Each Year of simulation subtracts one year of RSL 2006 2007 2008 15 1.40 14 4.40 13 10.37 12 13.01 11 11.99 10 2.10 9 8.66 8 25.43 7 22.45 6 10.88 5 9.54 4 1.32 3 28.11 2 43.55 1 52.34 11.89 -1 -2 Deterioration Each Year of simulation subtracts one year of RSL Keeps negative RSL categories discrete

{ Treatment User specified treatments RSL 2006 2007 2008 15 1.40 20 14 4.40 13 10.37 12 13.01 11 11.99 10 2.10 9 8.66 8 25.43 7 22.45 6 10.88 5 9.54 4 1.32 3 28.11 2 43.55 1 52.30 11.50 -1 43.80 -2 Treatment User specified treatments Cost “Trigger“ range “Reset” range Treatments only applied to Trigger range No candidates, no treatment { 20 MI Reconstruct