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Wyoming DOT Integrated Asset Management Model – Making the STIP PowerPoint Presentation
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Timothy McDowell, Wyoming Department of Transportation. Wyoming DOT Integrated Asset Management Model – Making the STIP. More dollars spent, less miles treated. Asset Management informs the goals, prioritizes the needs. Document Scenarios in LRTP. WYDOT Asset Management Program.

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Wyoming DOT Integrated Asset Management Model – Making the STIP


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    1. Timothy McDowell, Wyoming Department of Transportation Wyoming DOT Integrated Asset Management Model – Making the STIP

    2. More dollars spent, less miles treated

    3. Asset Management informs the goals, prioritizes the needs.

    4. Document Scenarios in LRTP

    5. WYDOT Asset Management Program Strategic Decisions Project Optimization Transportation Build Check STIP Development • Combine Projects • Phase Projects • Synergistic Efficiencies • Find Savings Opportunities • Project Prioritization • Project Shuffling • 6-Year Plan • 20-Year Plan Program Performance Measure Development Budget Constrained Tradeoff Analysis Development Program Performance Target Development

    6. Asset Program Publishes “Candidate List” • Break out by treatment strategy • Break out by district • Multiple years gives flexibility for mobility, work load, politics, etc.

    7. Trying for Different MeasuresTrack miles of treatment type and system type.

    8. Pavement Condition – Preserving the good We can preserve, we just can’t fix!

    9. Questions?

    10. Program Performance Measure Development AM Team Establishes Program Categories (pavement, bridge, safety, mobility, maintenance, environmental, livability?, urban?) AM Team Guidance Budget Constrained Tradeoff Analysis (prelim) • High/Low budget range Program Managers Develop Performance Measure(s) and Program Subcategories Candidate Identification And Project Prioritization Program Managers Create Asset Candidate Lists District Engineers Create Projects From Candidate Lists Program Performance Target Development Budget Constrained Tradeoff Analysis (2nd) Projects Prioritized By Program Managers and District Engineers

    11. Program Performance Target Development Program Performance Measure Development Most preferred Least preferred Program Categories with B/C and Performance Measure Program Categories without B/C and with Performance Measure Program Categories without B/C and without Performance Measure Establish Priorities Using B/C (most economical first) Select Target Using Measure Based Approach Establish Priorities Using Measure (worst first) Select Target Using Subjective Approach Establish Priorities Subjectively (worst first) Measure Based Approaches Subjective Approaches • Set target to keep system as is • Set target to correct all deficiencies below a certain level • Set target based on all or a certain level of positive benefits • Set target based on a reduced condition of the system • Set target based on a minimal acceptable condition level • Set target based on an objective benchmark • Set target at a certain percentage of system above the current condition level • Set target based on a specified vision for the system • Set target based on a subjective benchmark • Fund program based on estimated needs Select Approach Strengths • Applicable to our assets • Acceptable to the public • Target levels are easily justified • Easy to define target levels • Manageable over time • Makes us a leader not a follower • Target is objective • Easily understood & makes sense to stakeholders • Target not likely to change with leadership change • Easy to maintain workflow with expected staffing levels • Not open to disagreement between program managers • Provides strong justification for funding requests • Won’t require many changes in current practices/data • Target levels can be reached with current funding • Funding equitable between categories • Easy to create program manager consensus • Meets fed asset management expectations • Maintains or improves transparency • Says we want to improve our assets Budget Constrained Tradeoff Analysis (2nd)