AASHTO AM-1997 21st Century Asset Management《21世纪资产管理.修改件2》.pdf

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1、21st Century Asset ManagementExecutive SummarySponsored by the American Association of State Highwayand Transportation Officialsand the Federal Highway AdministrationPrepared by the Center for Infrastructureand Transportation Studies at Rensselaer Polytechnic InstituteSponsored by the American Assoc

2、iation of State Highwayand Transportation Officialsand the Federal Highway AdministrationPrepared by the Center for Infrastructureand Transportation Studies at Rensselaer Polytechnic Institute21st Century Asset ManagementExecutive Summary21st Century Asset Management Foreword . . . . . . . . . . . .

3、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

4、.2Observations on Current Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Many Tools Already Available Higher Level Systems and Integration Needed . . . . . . . . . . . . . . . . . . . . .4Some New Tools Are Needed . . .

5、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Processes Needed To Evaluate Broader Impact of Trade-offs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5New Metrics Needed to Support Performance-Based Strategic

6、 Decision-Making . . . . . . . . . . . . . . . . . . . .5Some Private Sector Practices Are Transferable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6Executive Leadership Is Critical . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

7、 . . . . . . . . . . . . . . . . . . . . . .6Tools for Asset Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7Significant Role for Newer Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

8、. . . . . . . . . . . . . . . . . . . . .7Choose a Development Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Learn From Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

9、. . . . . . . . . . . . . . . . .8Training Is Key . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9About Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10、. . . . . . . . . . . . . . . . . . . . . . .10The Process of Asset Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11Introduce Asset Management to the Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . .

11、 . . . . . . . . . . . . . . .12Acknowledge Challenges and Seek Gradual Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12Start With an Evaluation of Current Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Nurt

12、ure the Human Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14Focus on Integration of Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14Where Do We Go

13、From Here? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Establish a Task Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Create a Strat

14、egic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16Develop an AASHTO Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16Continue the Executi

15、ve Workshop Series . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16Prepare an Inventory of Tools Now Available . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17Further Define and Coordinate Interactions Be

16、tween Asset Management, Strategic Planning and Quality Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17Develop a “Lead State” Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

17、 . . . . . . . . . . . . . . . .17Consider an AASHTO Resolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

18、 . . . . . . . . . . . . . . . .19contents21st Century Asset Management 1forewordfIn October 1997, the American Association of State Highway andTransportation Officials (AASHTO) and the Federal HighwayAdministration (FHWA) jointly sponsored a two-day executive workshop on asset management. The missi

19、on of the workshop was toevaluate current asset management practices, technologies, and tools,and to develop a strategy for moving forward a cooperative asset management initiative. The New York State Department ofTransportation and Rensselaer Polytechnic Institute hosted the event,which brought tog

20、ether high-level officials from AASHTO, FHWA, and state transportation agencies, as well as directors of national organizations and professional associations, and representatives of the private sector and academia. This document summarizes the deliberations and findings of the workshop, and the reco

21、mmendationsmade for moving this initiative forward.The October 1997 workshop builds upon the findings of the earlierAASHTO/FHWA Executive Seminar on Asset Management held during September 1996 in Washington, D.C. During that initial event, participants drawn from the leadership of AASHTO, FHWA, stat

22、e transportation departments, private industry, utility companies, quasi-government organizations, and research and supplier communities shared experience and expertise to improve the quality of asset management. The results are documented in the publicationentitled, “Asset Management: Advancing the

23、 State of the Art Into the21st Century Through Public-Private Dialogue” (USDOT PublicationNo. FHWA-RD-97-046), which describes the goals, attributes, and usefulness of asset management.Executive Summary 2overviewaAsset management is a systematic process of maintaining, upgrading,and operating physic

24、al assets cost-effectively. In the broadest sense,the assets of a transportation agency include physical infrastructuresuch as pavements, bridges, and airports, as well as human resources(personnel and knowledge), equipment and materials, and otheritems of value such as financial capacities, right-o

25、f-way, data, computer systems, methods, technologies, and partners. Each transportation agency has a unique inventory of assets, many withcommon attributes. The practice of asset management: makes better and more objective information available to thedecision making process; provides the critical ab

26、ility to clearly demonstrate the implica-tions of all investment alternatives; improves decision-making and enhances productivity, whichtranslate into savings of time and money; and enables the agency to obtain maximum benefit from whateverlevel of funding the budget process provides.Currently, most

27、 agencies are managing individual assets, but notmany are taking a comprehensive view or evaluating all the trade-offsthat must be made. Asset management allows agencies to broadentheir approach by providing a framework for cost-effective decision-making and quality improvements. It also serves as a

28、n importantprocess in short-range, long-range, and strategic planning. Asset management is facilitated by tools that help decision-makersperform asset management effectively. Computerization and otherenabling technologies (i.e., electronic sensors, robotics, GPS, satellites, etc.) are used to genera

29、te and provide ready access toquantitative and qualitative data on an organizations assets. Generalpurpose and specialized resource allocation and optimization toolsare available and can be used to conduct “what-if” analyses of current and future facility performance and needs. These analysescan be

30、based on inventory, condition, and performance data; agencypolicies and long term plans; statutory guidance; available rules ofthumb, and principles drawn from engineering, economics, accounting, risk management, customer service, and other soundbusiness practices.Asset management is more than an en

31、gineering tool. Asset managementprovides an opportunity for both horizontal and vertical integrationwithin an agency, as it cuts across Finance, Planning, Engineering,Personnel, and Information Management. The team approach of bringing all these perspectives together is fundamental to achievinginteg

32、rated asset management practice. All key organizations within anagency should be fully supportive participants of the working partnerships inherent in the asset management process. There are numerous methods that can be used to implement asset management, and many ways to tailor solutions to the dec

33、ision-makingculture of each agency. Organizations can start small, use existing data,and develop systems that integrate and build on existing capabilities. The AASHTO asset management initiative provides an opportunity forstates to coordinate the various aspects of their asset management activities,

34、 pool knowledge and resources to enhance needed tools, andgenerally to improve the way they do business. At the current time, thefocus of the initiative is on physical infrastructure. Several actions were suggested at the workshop to move forward on theasset management initiative: establish a Task F

35、orce to guide the asset management initiative; create a strategic plan for the initiative; develop an AASHTO guide for asset management; continue the executive workshop series to maintain the established forum for exchange of information; prepare an inventory of tools now available to use for asset

36、management; develop and/or share case study reports; further define and coordinate the interactions between asset management, strategic planning, and quality improvement; develop a “Lead State” model to set the pace and implement newproducts; consider an AASHTO resolution on the asset management ini

37、tiative; and continue the dialogue with industry.21st Century Asset Management 3Executive Summary 4observations on currentpracticesSome of the basic building blocks of asset management already exist.The key is to begin development and implementation of integrationstrategies to better use the current

38、 tools and data sources. Recognizingthis, the executive workshop included a session dedicated to the evaluation of present practice. Key observations are summarized below.Many Tools Already Available Higher Level Systems andIntegration NeededThere are many tools already available for managing specif

39、ic types ofassets. These include simple inventory and condition assessment tools,databases, pavement and bridge management systems, various types ofinformation systems (accident type and location surveys, accounting systems, etc.), optimization methods, and others. Such tools are typical-ly used at

40、the “grass roots” level of an agency, with an emphasis on costminimization. Some integration occurs at the level of inventory and condition assessment, but it is generally recognized that a broader, higher-levelview is needed. Many of the individual tools have not been completelyimplemented or used

41、to their fullest potential. However, much of thecritical data needed for asset management may already be available,particularly through pavement and bridge management systems.Relational databases can be used to link individual knowledge centersusing common data definitions and requirements. Methodol

42、ogicalenhancements are needed to create linkages between existing tools in order to support comparisons between competing choices, addressinteroperability issues, enable more comprehensive evaluation of all assets (pavements, bridges, and other) and alternatives, and generally support good asset man

43、agement practice at all levels of theorganization. Agencies should look at their current capabilities andbuild on existing opportunities.Some New Tools Are NeededAlthough many important asset management tools are already in somestage of use or development, tools for other functions are not yet broad

44、lyavailable. Condition rating and evaluation tools are readily available.Condition forecasting tools are in short supply. Tools that combine forecasts of cost and condition are almost non-existent. Methods forassigning value to assets, measuring return on investment, measuringresource capacity and u

45、ser costs, quantifying benefits and opportunitycosts, and evaluating investment trade-offs need to be developed. Better methods are needed for assessing the impacts of inadequate routine maintenance, quantifying the consequences of deferred capitalmaintenance, and communicating the importance and ur

46、gency of infrastructure investments to the public and elected officials. Processes Needed To Evaluate Broader Impact of Trade-offsMost agencies are already managing assets, but few have processes inplace to systematically evaluate all the trade-offs that must be made. Ingeneral, the various types of

47、 assets (bridges, pavements, equipment,etc.) are managed separately, and there are few if any integrativeprocesses to evaluate high level trade-offs. Currently, a common strategy is to focus decision-making on the “highway.” This helps bringtogether consideration of pavements and bridges, but usuall

48、y leaves outother modes and other types of assets. Executives agree that there isgenerally a need for more coordination - both vertically within theagency, and horizontally between the different types of assets that compete for resources. Comprehensive asset management has utility asa way of educati

49、ng Federal and State funding decision makers on theconsequences of trade-offs and the need for funding flexibility.New Metrics Needed to Support Performance-BasedStrategic Decision-MakingMost agencies set explicit policies and goals and evaluate the successof their asset management strategies based on trends in facility condition. Executives agree that new performance-based measures andknowledge of associated economic implications are needed to supportmore strategic decision-making. Pavement and bridge management systems are good examples of tools that facilitate perform