lou lambert, deputy director bureau of transportation planning
TRANSCRIPT
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LOU LAMBERT, DEPUTY DIRECTOR
BUREAU OF TRANSPORTATION PLANNING
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FIVE MAJOR AREAS Evolving Process of Strategic Analysis New Paradigm in Transportation Current Activities in Asset Management Michigan Business Process Emerging Issues
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From Needs Studies to
Asset Management
EVOLVING PROCESS OFSTRATEGIC ANALYSIS
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NEEDS STUDIESKey Objectives
Produce for Legislature, Governor and the public a single volume of highway system inventories and revenues needed to retire deficiencies
Serve as a backdrop to establish revenue increases and the distribution of funds
Michigan conducted several – most extensive in 1984
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PROBLEMS
The funds needed to retire deficiencies were staggering: over $22 billion just for highways
Assessments assumed that all dollar needs were of equal importance
No prioritization of needsNo standards or performance measures
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1980’SCRUMBLING INFRASTRUCTURE
America in Ruins: Beyond the Public Works Pork Barrel
Public Works Infrastructure: Policy Considerations for the 1980s
Federal Policies for Infrastructure ManagementReinventing Government: How the
Entrepreneurial Spirit is Transforming the Public Sector
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1990’SDECADE OF PERFORMANCE
1991: Passage of ISTEA1993: Government Performance & Results
Act1994: EO 12893 – Principles for Federal
Infrastructure Investment1995: National Highway System Act1998: TEA-211999: GASB Statement 34
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WHAT IS DRIVING ASSET MANAGEMENT?
Aging infrastructure and mature systemsPublic expectationsChanges in leadership philosophy
• Customer-driven
• “Best Management Practices”
Advanced management systems and improved technology
Productivity of the system and economic growth
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ASSET MANAGEMENTBASIC APPROACH
Set Goals and ObjectivesCollect Inventory and Condition DataRates of DeteriorationPerformance Standards & MeasuresLife-Cycle Cost Analysis Investment StrategiesPrograms, Projects, and PracticesMonitoring Feedback and Adjustments
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ASSET MANAGEMENT
A strategic approach to managing our infrastructure• Quality Performance• Continuous Improvement
Investing wiselyData are “corporate assets”
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NEW PARADIGM
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NEW PARADIGMIN TRANSPORTATION
Transportation Networks viewed as Utilities Investments in Assets rather than the traditional public idea of mere Expenditures of Funds
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ASSET MANAGEMENT
Asset management is the philosophy that best fits this paradigm
A “strategic” approach to managing your infrastructure
Provides a systematic process for maintaining, upgrading, and operating the assets cost-effectively
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CONSISTS OF
Thinking long-term rather than immediate need
Continuous system performance assessmentCollecting appropriate dataUsing technology and analytical toolsMonitoring results
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GOALS OFASSET MANAGEMENT
Build, preserve, and operate assets cost-effectively with improved performance
Deliver to customers the best value for the dollars spent
Enhance credibility and accountability
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CRITICAL ELEMENTS
Consider a range of alternatives in addressing problems and needs
Procedures and evaluation criteria are consistent and reinforce policy goals and objectives
Decisions based on relative merit and an understanding of comparative costs and consequences
Investing wisely
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MANAGING PAVEMENTS NOT ROAD CONDITION
Set targetsEstablish strategy to meet targetsEstablish cost-effective, long- & short-
range programsMaximize benefits to motoring publicMaximize pavement condition and
minimize costsMaintain and improve future pavements
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WHAT’S DIFFERENT?
• OLD PROCESS Tactical Reactive Compartmental &
Piecemeal Stove Pipes Basic Tools “Slice in Time Deficiencies Retiring Backlog Look Backwards
• NEW PROCESS Strategic Proactive Integrated and
Systematic Interdisciplinary Advanced Systems Continuous assessment Function of Road Systems Approach Forward Looking
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CURRENT ACTIVITIES INASSET MANAGEMENT
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CURRENT ACTIVITIES INASSET MANAGEMENT
Nationally In Michigan – HB 5396 Growing Partnerships
Universities
Industry Representatives
Financial Sector
Local Governments
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MANY PARTNERSHIPS
AASHTO Task Force on Asset Management
FHWA – Office of Asset ManagementOther transportation agencies and providersPrivate SectorUniversities – Regional Transportation
Centers
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AASHTO
1998: Established Task Force on Asset Management
1999: NCHRP Project to develop first generation asset management guide
1999/2000: Adoption of Strategic Plan2002: Established a joint website
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STRATEGIC PLANDevelop partnerships with public and private
entitiesDevelop and document an understanding of asset
managementPromote the development of tools, analysis
methods, and research topics Inform member states on how to utilize asset
managementAssist member states in assessing and
implementing asset management principles
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ASSET MANAGEMENT GUIDE
First Phase is completed and consists of 3 volumes• Synthesis of Asset Management Practice
• Asset Management Framework
• Recommended Research Program
Second Phase is just beginning• Provide state agencies with a “rating” guide to judge
how effectively they are implementing asset management principles
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FEDERAL HIGHWAY ADMINISTRATION:
OFFICE OF ASSET MANAGEMENT
Created in response to strategic planning efforts3 Key Responsibilities:
• Provide national leadership in asset management principles for highway program administration
• Develop asset management policies for pavement, bridge, and system preservation
• Partner with AASHTO, other FHWA offices and others to conduct nationwide programs
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MICHIGAN: HB 5396
Special Committee issued a report in June 2000 that recommended that all road agencies use an asset management approach
HB 5396 was introduced last fall in the Michigan House of Representatives
Passed the House last December: 99-0Senate is expected to pass it soon
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HB 5396
Requires asset management approach State Transportation Commission will act as oversight
body Sets up an 11-member Transportation Asset Management
Council Common condition assessment and data collection process Establish an asset management strategy and common
definitions Requires a joint multi-year road & bridge program Annual monitoring and reporting to STC and Legislature Funding will come from Michigan Transportation Fund
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TRANSPORTATION ASSET MANAGEMENT COUNCIL
MISSION STATEMENT
To advise the State Transportation Commission on a statewide asset management strategy and the necessary procedures and analytical tools to implement such a strategy on Michigan’s highway system in a cost-effective, efficient manner
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ORGANIZATION CHART
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GROWING PARTNERSHIPSUNIVERSITIES
Regional Transportation CentersLocal Technical Assistance Program
(LTAP)Need for developing curricula for training a
new generation of engineers and planners
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GROWING PARTNERSHIPSPRIVATE & FINANCIAL SECTORS
?Opportunities
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GROWING PARTNERSHIPSLOCAL GOVERNMENTS
Pilot study with 5 counties, several cities and regional planning commissions
Collection of road condition data on the federal-aid system
Used PASER rating system
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7
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5 6
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4
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93
6
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10
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62
10
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8
29
4
9
8
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. Genesee County Federal Aid .
0 2 4 6
Miles
PASER Condition RatingsGoodFairPoor
561
332
85
MILES
0
100
200
300
400
500
600
GOOD
FAIR
POOR
PASER CONDITION RATING
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ASSET MANAGEMENT SCALE
0 2 4 6
Miles
CATEGORIES 1 = No Maintenance Needed 2 = Routine Maintenance 3 = Preservative Treatments 4 = Structural Rehab 5 = Reconstruction
ASSET MANAGEMENT SCALE
0 2 4 6
Miles
CATEGORIES 1 = No Maintenance Needed 2 = Routine Maintenance 3 = Preservative Treatments 4 = Structural Rehab 5 = Reconstruction
86
255
362
263
11
MILES
050
100150200250300350400
CATEGORY 1 (PASER Ratings 9 -10)
CATEGORY 2 (PASER Ratings 7 - 8)
CATEGORY 3 (PASER Ratings 5 - 6)
CATEGORY 4 (PASER Ratings 3 - 4)
CATEGORY 5 (PASER Ratings 1 - 2)
ASSET MANAGEMENT SCALE
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0
200
400
600
800
1000
1200
1400
Mil
es
None RoutinePreventiveStructuralReconstruct
Type of Work
535
1207 1171
662
72
Asset Management: TotalsFederal-Aid System
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MICHIGAN’S ASSET
MANAGEMENT PROCESS
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MICHIGAN BUSINESS PROCESS
Five Major Components:•Policy Goals & Objectives•Information & Data Collection•Planning & Programming•Program Delivery•Monitoring & Reporting
Cash Flow Model Call for Projects 5-Year Road & Bridge Program
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MDOT ASSETS Over 9,700 miles of road (27,000 lane miles) and 5,679 bridges 215 park-and-ride lots 2,400 trucks, maintenance vehicles, vans and cars 450,000 signs; 4,025 traffic lights; 8 million linear feet of
guardrails 83 rest areas and 13 travel information centers 85 roadside parks and 27 scenic turnouts; 41 picnic sites and
2,400 picnic tables 163 pump houses; 188 water wells; 54 sewage disposal facilities
and 64,000 catch basins Nearly 2,000 miles of non-motorized facilities; 700 miles of rail
lines; 4,500 miles of fences
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MDOT’S CONSTRUCT
Policy goals and objectivesInformation and data collectionPlanning and programmingProgram deliveryMonitoring and reporting
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POLICY GOALS & OBJECTIVES
Reflect a comprehensive, long-term view of asset performance and cost
Development of a strategic planManaging for resultsFocus on performance
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POLICY GOALS & OBJECTIVES
Michigan Transportation Policy PlanState Long Range PlanMDOT’s Business PlanProgram Specific Strategies
• Strategy for Repairing & Rebuilding Roads• Freeway Modernization Strategy• Corridor Management Strategy• Access Management Strategy• Border Crossing & Trade Corridor Strategy
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INFORMATION & DATA
Maintain high-quality information that supports asset management and business process
Collect and update data cost-effectivelyData viewed as “corporate asset” Information automated and accessible to all parties
• GIS Framework Project
• Global Positioning Satellite (GPS)
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PLANNING & PROGRAMMING
Consider a range of alternatives in addressing problems and deficiencies
Procedures and evaluation criteria are consistent and reinforce policy goals and objectives
Decisions based on relative merit and an understanding of comparative costs and consequences
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ALTERNATIVE ANALYSES
Strategic rather than tacticalDecisions made with regard to the long-
range condition of the entire systemAssessing improvements based on desired
outcomesTools
• Road Quality Forecasting System• Bridge Condition Forecasting System
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PROGRAM DELIVERYConsider all available program delivery methods
• Cost tracking• Options for delivery
Track program output and outcomes• Feedback mechanism• Change process
Communicate and apply outcomes internally and externally
Deliver the approved program• Delivery measures• Change management
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MONITORING & REPORTING
Monitoring directly relates to selected performance measures
Provide feedback on whether the activities undertaken are moving you toward achieving your goals and objectives
Analysis feeds into the next round of proposed projects
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0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
198519861987198819891990199119921993199419951996199719981999
FREEWAY NON-FREEWAY
SUFFICIENCY: ROUTE MILES GOODUNIVERSITY REGION
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MDOT PROCESSHIGHWAYS & BRIDGES
Strategic AnalysisRide Quality Forecasting/Remaining Service
Life/Bridge Condition ForecastingMulti-Year StrategyCall for ProjectsCandidate List of ProjectsPrioritization Process5-Year ProgramMonitor Progress
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BASIS FOR DECISIONS
Cash Flow ModelRoad Quality Forecasting System & Bridge
Condition Forecasting SystemCall for Projects
• Corridor Approach• Capital Preventive Maintenance Strategy
Five-Year Road & Bridge Program
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CASH FLOW MODELProvides an evaluation of the amount and type of road & bridge
projects that can be built with a given funding amountCalculates the expected expenditures and revenues for 7-10 yearsRevenues less expenditures yields the expected cash balance at the
end of the yearAllows management to approximate impact of:
• New revenue sources• Changes in cost of projects• Change in timing of federal-aid reimbursements and lagged effect of
expendituresTalk with Governor and Legislature about financial expectations
and the resulting condition
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RIDE QUALITY FORECASTING SYSTEM
Strategy analysis tool to project results of pavement rehabilitation policies
Remaining Service LifeCollection of fixes that will extend the life
of the roadAnalyze various pavement strategies and
funding scenarios
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PAVEMENT PRESERVATIONSTRATEGIC OBJECTIVES
Establish cost-effective, long- and short-range programs
Maximize benefits to the motoring publicMaximize pavement condition and
minimize costsManage pavements not road condition
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STRATEGY ELEMENTS
Mix of fixesVarying fix livesShort-term versus long-termMeet condition goals
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HIGHWAYS: MIX OF FIXES
CAPITAL PREVENTIVE MAINTENANCE:• Short-term fix: 10 years or less
REHABILITATION:• Medium-term fix: 10-20 years
RECONSTRUCTION:• Long-term fix: 20 years or more
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CAPITAL PREVENTIVE MAINTENANCETREATMENTS
FLEXIBLE & COMPOSITE
• Non-Structural Bituminous Overlay
• Surface Milling• Chip Seals• Micro-Surfacing• Overband Crack Filling• Bituminous Shoulder
Ribbons• Ultra Thin Overlay
• RIGID PAVEMENTS
• Full Depth Concrete Pavement Repair
• Joint Resealing
• Spall Repair
• Crack Sealing
• Diamond Grinding
• Dowel Bar Retrofit
• Bituminous Shoulder Ribbons
• Open-graded Underdrain Cleaning and Repair
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FIX LIVES: Bituminous Non-structural Bituminous Overlay
• Flexible: 5-10 years• Composite: 4-9 years
Surface Milling• Flexible: 5-10 years• Composite: 4-9 years
Chip Seal• Flexible Single Seal: 3-6 years• Flexible Double Seal: 4-7 years
Micro-Surfacing: Flexible• Single Course: 3-5 years• Double Course: 4-6 years
Ultra-Thin Bituminous Overlay• Flexible: 3-5 years• Composite: 3-5 years
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FIX LIVES: Concrete
Full Depth Concrete Repair: Rigid• 3-10 years
Diamond Grinding: Rigid• 3-5 years
Concrete Pavement Restoration: Rigid• 3-5 years
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BRIDGE STRATEGYHISTORIC APPROACH
Structure-by-structure basisPreservation strategies were reactiveLimited investment on “good” and “fair”
structuresMaintenance was also reactive rather than
preventive
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BRIDGE CONDITION FORECASTING SYSTEM
Need for a network modeling tool• Modeling information• Deterioration rates• Historic cost data
Network impacts of work activitiesAssess current business practices
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BCFS PROVIDES A NEW APPROACH
Address all structures of critical concernDevelop long-term network goalsEmphasize preservationPro-actively manage deteriorationDevelop comprehensive maintenance planCommitment to allocate necessary resourcesStrengthen organizational commitment
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BRIDGE PRESERVATION EFFORTS INCLUDE:
Capital Scheduled Maintenance: Regularly scheduled activities that maintain serviceability
Capital Preventive Maintenance: Scheduled work activities that restore element integrity
Rehabilitation: Programmed work activities that improve element integrity
Replacement: Replace various elements
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BRIDGE CONDITION
776
1753
669
413
666
302
Freeway Non-Freeway0
500
1000
1500
2000
Good
Fair
Poor
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CALL FOR PROJECTS
Heart of our asset management process!Project lists developed based on identified
investment strategiesFiscally-constrained
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5-YEAR ROAD & BRIDGE PROGRAM
Identifies current investment strategies
Specific list of road and bridge projects
Rolling 5-year period
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PROGRAM TARGETSPERCENT RATED “GOOD”
HIGHWAYS:• 95% of trunk line freeways• 85% of trunk line non-freeways
BRIDGES:• 95% of trunk line freeway bridges• 85% of trunk line non-freeway bridges
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BENEFITS OF STRATEGY
Systematic approach to networkPro-actively manages deterioration ratesCommitment to do the right work at the
right timeAbility to meet established network goalsIntegrating regional strategies
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EMERGING ISSUES
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EMERGING ISSUES
GASB Statement 34 Safety & Security Reauthorization of Federal Program Role of Technology in Managing Transportation Systems
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GOVERNMENT ACCOUNTING STANDARDS BOARD
STATEMENT 34
Recommends that infrastructure investments be included in typical government financial reports
Depreciate infrastructure assetsHaving an asset management process will
allow you to use a “modified” approach
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MODIFIED APPROACH
Manage the system using a “management” system
On-going, up-to-date inventory and condition assessment
Identification and use of performance measures
Assessing results of on-going maintenance and preservation activities
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SAFETY & SECURITY
9-11 highlighted need for enhanced securityMichigan – Extensive border crossings with
Canada• 3 Major Locations• Bridges, Tunnels, Soo Locks• Leading state in terms of trade and crossings
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AREAS OF CONCERN
Make the border crossings safe without hampering the flow of trade• Biometric identifiers – retinal scans• Electronic systems• Inspections on both sides• Joint facilities
Movements of hazardous and nuclear wastes and possible sabotage
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FEDERAL RE-AUTHORIZATION
Continue the momentum we began with ISTEA and carried on in TEA-21
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ROLE OF TECHNOLOGY
Smart cars, smart roadsAging populationHybrid vehicles and impact on revenuesFuel cell developmentTaxing miles driven rather than fuel
consumed
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CONCLUDING OBSERVATIONS
A way of strategically managing our system in a cost-effective, efficient manner
Investing rather than simply spendingManaging pavementsIt’s using data and technology in a proactive
rather than reactive wayIt is a sensible way of conducting business
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IT’S THE WAY WE DO
BUSINESS