Document Library

Condition Assessment Methodology Research and project overview. Presented at the Third State of Good Repair Roundtable. This research project seeks to comprehensively address how urban rail transit agencies can leverage data in their maintenance management systems to build asset inventories for higher-level analysis to optimize investments in urban bus/rail capital assets.

Presentation at the 3rd State of Good Repair Roundtable, focusing on Capital project prioritization and selection.

This document consists of descriptions of various process improvement measurement tools and when to use them.

The Tweed Shire Council's 2010 TAMP Draft presents the scope of assets covered in the plan and a transportation asset hierarchy to prioritize asset classes based on agency objectives and customer expectations. The TAMP also presents system quality, accessibility, customer satisfaction, and responsiveness as council priorities, describing performance measurements, targets, and agency actions to address each objective.

This plan guides policy and strategies for South Dakota DOT and for the development of the Statewide Transportation Improvement Program and other plans. It covers all modes of transportation including highway, air, rail, and transit. Based on its current system and transportation trends, South Dakota presents plans for bridge and pavement management, bike and pedestrian facilities, and transit. This document concludes with a discussion of funding forecasts and needs.

This report aims to analyze and evaluate the New Zealand Transport Agency’s enterprise risk management system and explain how the system works to achieve the agency’s objectives. It outlines their risk management system including the features, foundations, and implementation. It also informs NZTA employees of what is expected at all levels with regard to risk management.

This plan seeks to meet the needs of Maine's multimodal transportation system over a twenty-year period. It highlights five strategic goals: safety, sustainability, economic vitality, quality of life, and public awareness and participation. It is a resource designed to aid organizations and communities in planning for the transportation system into the future, especially when facing funding shortages.

In 2018, Maine DOT began to visualize the next iteration of their long range plan. While the final version of the new plan was anticipated by the end of 2019, it is still undergoing revision. To check on the state of the new plan go to this link.

This plan directs New Hampshire towards its future vision for transportation. It focuses around four strategic outcomes: unify transportation planning and investment with broader state goals and actions; integrate planning and investment decision-making across all transportation modes, facilities, and services; increase investment in the areas of transportation infrastructure preservation and maintenance, travel demand management, and travel choices; and establish new, more effective collaborative partnerships to better leverage resources and to achieve long term goals.

The West Virginia long range plan develops a framework for prioritizing transportation investment across the state for a twenty-year horizon. It plots a direction for the state's transportation system, and it guides the state as it faces challenges related to finances, environmental sustainability, land use, and social equity.

This guidebook contains specific and practical to implement guidance for state DOTs on how to best manage the costs of transportation projects. Controlling costs is essential for any agency and this guidebook contains a toolbox of strategies for agencies to use. The tools include strategies and methods to meet cost-estimations. This guide is of obvious use to anyone who is responsible for managing costs or expenses at any transit agency during the planning, preconstruction, or execution of transit projects.

In June 2000, TRB sponsored a workshop for state DOT CEOs to provide a forum for peer-to-peer discussion of experience in managing internal and external change. Transportation Research Circular 501, Strategic Management Research Needs for State Departments of Transportation (December 2000), documented the activity. Many CEOs who attended the workshop subsequently commented on the positive experience they had, being able to learn about national trends and exchange ideas with their peers on changes affecting and being initiated in their organizations. Consequently, other NCHRP projects have enabled similar exchanges in more recent years: a second workshop in May, 2003 (NCHRP Project 20-24(29)), a research riew on CEO Engagement Options initiated in 2004, and the State DOT Leadership Forum—2006 (NCHRP Project 20-24(51)).

The 2009 forum built on several recent NCHRP projects in the 20-24 series that have developed guiding principles for establishing comparative performance measures and case-study examples of willing DOTs working together to establish such measures in key strategic management areas relevant to many DOTs. These measures are used for identifying best management practices and lessons learned that may then be shared among all agencies. In 2007, AASHTO’s Performance Based Highway Program Task Force presented to the Congressionally-mandated National Surface Transportation Policy and Revenue Study Commission examples of performance management to indicate how state DOTs can refine current performance-based management approaches to support an effective nationwide program in preparation for the next transportation funding reauthorization. Performance-based program management was the topic focus of the 2009 DOT CEO Management Forum.

The objective of this research project was to plan, organize, and hold a DOT CEO Management Forum in 2009. The forum followed the model represented by earlier forums, entailing an initial review of literature, current research, and recent state DOT experience on performance-based program management and a survey DOT CEO’s on the major issues and concerns surrounding this topic and its relationship to legislative program and policy development and management, particularly as applicable to federal-aid programs. A white paper was prepared to inform and stimulate discussion among forum participants, focused particularly on practical experience with performance-based program management and issues agencies face in adopting this approach. The forum was held at the University of Minnesota in Spring 2009.

Wyoming's long range plan is part of the planning process called Wyoming Connects. The long range plan highlights sixteen multimodal State Significant Corridors crucial to Wyoming's transportation system, and it methodologically analyzes future needs and revenue to provide a framework for maintaining the transportation network.