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Latest News

DTS Welcomes Joshua Morales to the Team

September 2, 2016

Orlando, Florida – Data Transfer Solutions, LLC (DTS) is pleased to welcome aboard Mr. Joshua Morales. Mr. Morales will be serving as a Customer Specialist for VUEWorks. Josh is excited for the opportunity to be assisting customers in being successful.

Mr. Morales was born in the Windy City of Chicago and grew up in Grand Rapids, Michigan. He is great with complex software applications and customer service from time spent as a Senior Game Advisor in the gaming industry. Mr. Morales now lives in Orlando, Florida where he has hit the ground running, assisting VUEWorks system users to be successful.

“The growing support team is pleased to gain Josh’s skills and ethusiasm. It is important that VUEWorks users, both existing and new, receive the very best service” commented Todd Spangler, PE, Director of Engineering at DTS.

Josh recently celebrated marriage, and is enjoying all of the fun things to do exploring Orlando with his wife.


DTS Recognized in the 2016 Winners of the Orlando Sentinel’s Top 100 Companies

August 26, 2016

Orlando, FL – Data Transfer Solutions, LLC. (DTS) graciously thanks the Orlando Sentinel for organizing the process to be formally recognized as one of the Top 100 companies to work for in Central Florida for 2016 (

Not only was DTS recognized as being one of the Top 100, we also ranked in the Top 10 for small companies.

Without question, special appreciation extends to our employees and their families, our fantastic customers, the visionary leadership team at DTS and the communities we serve. Data Transfer Solutions, LLC (DTS), Makers of VUEWorks, is the leader in performance-based asset management software for governments and businesses.

DTS provides mobile asset collection, work and asset management and custom geographic information system software solutions. To share a comment or get in touch with DTS, just drop us a line as we look forward to hearing from you. Get in touch with the DTS team!

Big celebrations as Doug Lynch, GISP joins DTS!

August 18, 2016

Orlando, Florida – Data Transfer Solutions, LLC (DTS) is pleased to welcome aboard Mr. Douglas Lynch, GISP. Mr. Lynch will be serving as a Senior GIS Associate.

Born and raised in Cincinnati, Ohio, Doug believes “you do what you are” and he is proud to be a Geographic Information Systems Professional. Mr. Lynch is a graduate of Western Kentucky University and has over 17 year’s of professional experience. He has a deep passion for assisting departments of transportation and local governments, and his previous work experience includes both the public and private sectors. He has been an active participant in the transportation and GIS industries at the national level for the entire duration of his career.

“Doug comes with a knack for success and proven project management experience. He is a natural fit with our growing team, and we look forward to our customers getting to know him as his addition keeps with our commitment to the highest standards in customer care” said Allen Ibaugh, CEO of DTS.

Outside of the office, Doug has an affinity for theme parks and spending time outdoors with his family.


Data Transfer Solutions (DTS), Makers of VUEWorks is the leader in performance-based asset management. DTS provides mobile asset collection, work and asset management and custom geographic information system solutions.

To welcome Doug to the team or get in touch with DTS, just drop us a line as we look forward to hearing from you. Get in touch with the DTS team!

MAP-21 Compliance for State DOTs – Risk-Based Prioritization using VUEWorks

July 15, 2016

MAP-21 addresses all things related to federal funding and oversight of our nation’s surface transportation and transit systems. The 581 pages of the act are broken down into eight major divisions. These divisions are further delineated into titles and subtitles. Although MAP-21 deals with numerous subjects from national freight policies to how transit funding is calculated for metropolitan planning organizations, our focus today is the portion that addresses how and to what extent State DOTs must proactively manage road and bridge networks through the use of risk-based asset management planning.

The FHWA has developed a proposed rule focused on clarifying and enacting the provisions of Section 1106. Section 1106, which requires a Risk-based Asset Management System, is influenced by Section 1203(a), which establishes national standards for performance management, targets and metrics. These performance measures are intended to provide standards for the inspection of infrastructure assets, pavement rating and maintenance for the National Highway System (NHS) non-Interstate pavements and NHS bridges. Section 1106 is also influenced by Section 1315(b), which requires State DOTs to conduct statewide evaluations to determine reasonable actions or corrections that can be taken on a project basis to alleviate the need for repeated repair or reconstruction of roads, highways or bridges that frequently require attention after an emergency event (i.e. weather event).

As part of the Asset Management Plan, the Notice of Proposed Rulemaking (NPRM) has outlined the following process for State DOTs to use in the development of their Asset Management Plans. This process will need to be documented and discussed in each State DOT’s initial submittal of the plan to the FHWA for program certification.

The State DOT will establish a process for conducting a statewide performance gap analysis of the state’s Interstate and National Highway System (NHS) road assets. The process must also address strategies for closing any identified gaps. A performance gap analysis identifies deficiencies in the areas of asset condition, capacity, design or travel safety that are below the desired system performance level for those assets on the NHS as established by the State DOT.

The following graphic illustrates how VUEWorks can provide multiple Budget Forecasting scenarios can be run against an Asset Class (Pavement, Bridges, Stormwater, etc.) to determine the level of funding required to maintain the system in a state of good repair. The scenario can be run to see what funding is required as well as what existing funding will accomplish for the DOT’s pursuit to achieve a specific level-of-service (state of good repair).


The State DOT will establish a process for conducting life-cycle cost analysis (LCCA) for the different asset classes that collectively make up the network in order to develop a Strategic Treatment Plan (STP) for the life of each asset – from the current state of the asset until its ultimate reconstruction, replacement or disposal. A Strategic Treatment Plan looks at all possible treatments over the life of an asset to keep the asset at a performance level that is cost-effective and does not compromise the network’s capacity, safety or long-term life-cycle cost.

As illustrated below, VUEWorks can be utilized to develop a strategic treatment program for the life-cycle of an asset. The current deterioration model and condition score for an asset can be compared to its projected life-cycle based on the results of each scenario. Specific preservation or rehabilitation techniques can be specified to achieve a state of good repair.




The State DOT will establish a process for assessing risk related to a given NHS asset that could impact that asset’s physical condition, capacity or performance in emergencies or over the long-term. Risks to an asset’s physical condition or its ability to perform can include one or more factors including extreme weather and climate change, seismic activity, traffic volume, traffic loads, sub-par construction materials, time between treatments, etc. As part of the State’s Risk-based Asset Management Plan, the State DOT will be expected to develop an approach to monitor, measure and report on high-priority risks to an asset’s or network’s performance.

Here is an example of a true Risk matrix based on the requirements of MAP-21. This matrix is reading information from multiple data sources (Linked Data, GIS data and Condition Data) that is tracking each Risk category against each section of road. The matrix displays each individual category of Risk, ranks it on a scale from 0-10 and then summarizes the Road network as a whole for the DOT.






Failure Modes

  • Age
  • Distresses
  • Deflection
  • Ride Quality
  • Rutting
    Work Orders/History

Consequences of Failure

  • Travel Delays
  • Rough Roads
  • Traveler Safety
  • Recovery Cost
  • Air Pollution
  • Traffic Congestion
  • Risk of Accidents
  • Traveler Fatalities
  • Climate Disturbance
  • Freight Delays

The State DOT will establish a process for developing, managing and updating a 10-year financial plan for the construction, maintenance, repair, rehabilitation, reconstruction or disposal of assets in the NHS. The process must allow the State to determine the estimated cost of future work based on the Strategic Treatment Plan (discussed in Item 2 above) and the estimated available budgets.

Budget scenarios can be run against any Asset for any planning horizon to establish a financial plan for each Asset Class and Asset Type. Different strategies can be employed for each asset to identify the most effective maintenance, preservation or rehabilitation plan for the asset based on the best practices employed by the DOT.


The State DOT will establish a process for identifying viable investment strategies for funding long-term operations. This is to ensure that assets along the NHS are maintained at a level that will help the State DOT achieve asset condition and performance targets in alignment with the national goals set forth under United States Code.

VUEWorks provides the ability to run budget scenarios for each Asset Class and Asset Type to determine the best investment strategies for the Asset’s Life-cycle cost. Target Deteriorations can be set for the Asset Network (Pavement , Bridge, etc.) and VUEWorks will identify the Target Deterioration that can be achieved or the Funding Strategy required to achieve these goals.


The State DOT will use a Pavement Management System (PMS) and a Bridge Management System (BMS) to analyze the condition of Interstate and NHS pavements and bridges to develop, manage and monitor targeted investment strategies.

VUEWorks provides a single, Enterprise Asset Management Solution for State DOTs. Any asset can be managed within VUEWorks and the guiding principals of MAP-21 can be implemented as part of the DOTs day-to-day Asset Management activities.


Work Bundling for Power Utilities

June 28, 2016

Many power utilities collect their infrastructure inspection data using a variety of techniques, sources and systems of record. Having many different repositories of digital information makes it difficult to make informed decisions about where to spend operations and maintenance (O & M) and capital project dollars. Having a “crystal ball” that aggregates all of this data into one single user interface could help these utilities make more informed decisions for their infrastructure as a whole, instead of using one inspection type to make these decisions.

VUEWorks is the “crystal ball” that utilities can use to better understand the Condition of their assets, calculate Risk and use all of their data to do better budgeting and forecasting. For example, utilities typically collect information related to their structures and spans using one or a combination of these inspection techniques:

  1. Patrols
  2. Corona
  3. Infrared Inspections
  4. Climbing Inspections
  5. Walking Inspections
  6. Vegetation Points-of-Interest (LiDAR and Visual) Inspections
  7. NERC encroachments (LiDAR) Inspections
  8. Comprehensive Visual Inspection (CVI)

All of these inspections generate a large amount of data independent of one another and can be very useful if combined based on a unique structure or span number. Once combined, this information can then be used to determine the best way to bundle work activities to achieve the greatest return on investment (ROI).


Work bundling is a concept that has been well understood in the utility industry but not commonly practiced due to the disparate ways in which inspection data is collected and accessed from within a single agency. Many work management systems only focus on the recording of work order information related to the labor, equipment and materials used to perform a project, but do not contain strategic planning tools. These tools allow an agency to conduct “what-if” scenarios by applying different budget amounts against a planned work matrix.


Once the optimal work matrix is determined, a work plan for that utility can then be planned and programmed, executed and tracked as a project or a series of projects for that planning horizon. All costs related to that work matrix can be applied to each asset and tracked against an overall work plan budget. These actual costs are then compared to the estimated costs to refine the planning matrix unit costs that are feeding the budget forecasting model.

As a utility completes the work for that particular period, it can then record the work activities against a particular asset which determines its next activity that is due in its life-cycle. As this feedback loop is established, more cyclical work can be planned and programmed for future fiscal years and budget plans.

This concept has been applied at several utilities through the United States using an asset management software called VUEWorks. This software is GIS-centric at its core and allows users to connect their GIS data to their asset management system through the use of Esri GIS software. The utility creates a map service which is consumed by VUEWorks and provides a mapping framework from which users can view inspection data from various sources.

For example, a helicopter inspection company collects CVI data by flying next to the transmission structures and collects high-resolution imagery of any defects located on that structure or its associated span. Another vendor collects walking inspection information which includes subterranean excavations around a structure and its supports. These inspections yield different defects which may require different types of activities to correct them. This is where the concept of work bundling can be used.


Since each inspection yielded different defects, the structure or span will need to be worked on at some point. It is important that all departments responsible for line maintenance understand all of the defects present on a particular structure or span so that they can conduct all work activities at the same time. In essence, VUEWorks provides this exact information, all in one place. The utility has the ability to link all of this data together based on a structure or span ID and can then view all inspection data from one single user interface.


This concept is important because if a utility needs to de-energize a line for maintenance or capital improvements, it will want to ensure that all issues are resolved during one outage. Multiple outages cost money and this concept of work bundling is helping utilities achieve high ROIs for these projects by combining projects into one single project, instead of multiple projects.

In conclusion, the concept of work bundling saves utilities time and money through the aggregation of data into a single user repository. This information can easily and effectively be used to make informed decisions and avoid multiple outage situations. By combining multiple inspection data sets together, utilities can more proactively manage their assets cost-effectively while extending the useful life of their infrastructure investment.

Tim Pratt joins the development team for DTS

June 16, 2016

Orlando, Florida – Data Transfer Solutions, LLC (DTS) is pleased to welcome aboard our newest developer, Mr. Tim Pratt. Born and raised in Maine, Tim has a passion for learning, problem solving and building efficient but comprehensive software.

“With nearly ten years in IT and government support service roles, Tim’s addition to the VUEWorks team is a natural fit.” said Dave Paine, CTO. Tim’s background in relational databases and application development will be applied across the growing team to improve DTS solutions and help meet the growing list of new customers.

When Tim is not collaborating with the development team and building apps, he enjoys riding motorcycles and dirt bikes as often as weather and repairs allow.