1. Minnesota’s Transportation Asset Management Efforts
Mark Nelson| Transportation Planning Director
January 11, 2017
mndot.gov

2. Transportation Asset Management Plan (TAMP)
What?
Risk based asset management plan for the National Highway System
Mandated by the Moving Ahead for Progress in the 21st Century Act (MAP-21)
Who?
Every state
Minnesota’s plan was a national pilot project
When?
MAP-21 signed into law July 6th, 2012
11/9/2018
mndot.gov

3. TAMP Components Asset Inventory & Conditions Risk Analysis
Life Cycle Cost Analysis
Performance Measures & Targets
Performance Gap Assessment
Financial Plan & Investment Strategies
Implementation & Next Steps
Major components of TAMP evaluation.
Implementation and Next steps yielded need to better quantify Maintenance and operations costs.
Additional Next Steps:
Utilize TAMS (AgileAssets) to better track, and begin to track orphan assets
Establish governance and policy for such things as additional assets to TAMP, preventive maintenance expectations,
Research (culvert and bridge deterioration models, management of ancillary pavements etc.)\
Certain investments in deep tunnels
Agile Assets will in future support
Inventory and condition reporting – either within or integrated with other systems of record
Risk analysis – knowing what you have and what its condition is – example culverts, inspection protocol, bridge
LCCA – improved maintenance and operations costing
Performance targets and Gap assessment – reporting on assets within system at a minimum
Financial planning (Capital vs Operations)
Bottom line is we expect to significantly improve our ability to analyze and plan once we have the system fully populated….

4. Assets Analyzed TAMP1 (Draft July 2014) TAMP2 (2017) Pavements
Facilities
Bridges
Intelligent Transportation System Infrastructure
Deep Stormwater Tunnels
Lighting
High-Mast Light Tower Structures
Noise Walls
Highway Culverts
Traffic Signals
Overhead Sign Structures
Pedestrian Infrastructure

5. Governance and Organization

6. Champions of TAMP Nancy Daubenberger Mike Barnes Tim Henkel
Assistant Commissioner, Engineering Services
Mike Barnes
Assistant Commissioner,
Operations
Tim Henkel
Modal Planning & Prog. Management
In large part in response to Cassandra’s leadership efforts and writing of the “Framework for Asset Mangement”, we established “Champions” team: Tim Mike Nancy
Tim Henkel is a national leader, Chair of the TRB Asset Management Committee, the AASHTO Transportation Asset Management Subcommittee, the National Transportation Asset Management Expert Task Group, the Chair of the Transportation Research Board (TRB) Research and Technology Coordinating Committee, is the Vice Chair of the AASHTO Standing Committee on Planning
Takeaway’s:
Support from across the department
Nationally prominent AM leader
Addresses issue of authority/governance
Addresses issue of support for effort across agency

7. Asset Management Steering Committee
And “Asset Management Steering Committee” to give direction to our asset management initiatives and directions.
The team Consists of Jean Wallace, MPPM, Amr Jabr, Operations Asst DD, Chris Roy asst DD Engineering Services, Kris Riesenberg, FHWA, Mark Nelson our Planning Director, Jed Falgren chair of Maintenance Business Management Team, Chris Kufner, Metro District Maintenance Engineer, and Myself as chair. Brad Utecth, and Shannon Foss from OTSM support the group.
The team’s charge is to prioritize initiatives and set direction.
Team is also responsible for stewardship and decision making related to implementation of the Agile Assets software.
We deliberately stay away from advocating for Asset classes
Membership:
Dave Solsrud (AMPO) (Chair)
Amr Jabr (Ops)
Jean Wallace (MPPM)
Chris Roy (Eng Svcs)
Mark Nelson (OTSM)
Chris Kufner (Metro Ops)
Jed Falgren (MBMT)
Kris Riesenberg (FHWA)
FHWA
Kris Riesenberg
Asset Management
Dave Solsrud

8. Risk Assessment Priority 1
Risk is an important part of MnDOT’s practices
MnDOT engaged in an exercise to identify and prioritize strategic and business risks that could impact its ability to deliver the level of service expected by the public
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Lessons Learned
MnDOT has strong pavement and bridge management programs in place
Using existing data to develop TAMP provided insight into completeness and reliability of our data
The multi-disciplinary nature of the Steering Committee and the Project Management Team served MnDOT well
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10. Implementation

11. Asset Management Project Office
Steering committee = board of directors
Customers are districts, offices
Positions in blue support
Experience of specific people, Tom, Trish, Wade

12. Interaction Between Capital and Operations Investment
Before the TAMP…
Capital and maintenance investments and decisions worked in parallel, but minimal interaction
With the addition of the TAMP and other activities…
Begin to unite capital and maintenance in planning and decision-making

13. Replace Existing Asset Management Application
Automated Facilities Management System (AFMS)
Management application for signals, lighting, and ITS
MnDOT needed a work-order centric asset management software that allowed for customization
“Enterprise” level system
3rd big thing re Asset Management
TAMP
WIG
TAMS
Takeaway – business and IT collaborate
Trish speak in more detail

14. Agile Assets  TAMS
Minnesota Branded as Transportation Asset Management System (TAMS)
Signal and ITS Manager and System Foundation Modules
Assets: Signals, Lighting, Intelligent Traffic Systems, Weigh-in- Motion, Automated Traffic Recorders, and Road and Weather Information Systems
Asset inventory, performance, work request, work orders, reports, and
INTEGRATION
Replacement of legacy systems
Integration with legacy systems
New asset classes besides signals, lighting and ITS
More efficient use od field resources
Reduced rick (conditions, inspections)

15. TAMS Is Integrated TAMS gets the financial data from SWIFT:
Employee costs are specific to the employee
Equipment costs are specific to each piece of equipment based on M5 data
Material costs are the costs that are used by our inventory (materials management system)
Purchase order numbers and costs can be entered directly into the work orders for now. In the future, it is hoped to be able to pull purchase order information directly into the work order

16. This chart shows Relevant Source Type expenditures in relation to SR (x axis).
Trend shows decreasing cost per mile associated with increasing pavement condition.
Take-aways:
Decreasing cost per mile trend with increasing pavement condition.
A lot of work being done on pavements in the Mid 3’s
Disproportionately low costs per mile on very poor roads may reflect changes in business practices

17. Questions?
11/9/2018
mndot.gov

18. Thank you! Mark Nelson mark.b.nelson@state.mn.us 651-366-3794
11/9/2018
mndot.gov