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​As part of its long-term strategy for efficiently maintaining the 25,062 highway lane miles and 2,976 bridges under its jurisdiction, the New Mexico Department of Transportation compiled and released a 94-page Transportation Asset Management Plan in mid-April 2018 that advocates for $40 million a year in bridge revitalization funding and $294 million annually for interstate and non-interstate pavement funding. This is NMDOT's first TAMP.

The 2018 IowaDOT TAMP focuses on management, preservation, and improvement of the existing highway system. The TAMP also connects to other IowaDOT plans, Iowa in Motion and system/modal plans to Iowa DOT’s Five-Year Transportation Improvement Program (Five-Year Program). Iowa in Motion defines a vision for the transportation system over the next 20 years, while the Five-Year Program identifies specific investments over the next five years. The TAMP has a 10 year planning horizon and helps ensure that investments in the Five-Year Program are consistent with Iowa DOT’s longer-term vision.

The AASHTO TAM Portal is a transportation asset management knowledge portal: a searchable database of links to a wide range of resources related to transportation asset management. The interactive portal is designed to provide transportation asset management practitioners with the ability to search and access relevant documents and/or web links to information from multiple sources. The report documents the results of the activities carried out under the continuation of NCHRP Project 08-36(125).

This long range plan presents a framework to aid Connecticut in their decision making process for the near- and long-term. It includes an assessment of the current system, financial analyses, and ultimately strategies to meet the agency's goals and vision. CTDOT relied on partners in the public and private sectors and throughout their communities to develop this document. It addresses all transportation modes: highways, bridges, rail, bus, airports, ports, urban systems, and regional trails as well as the distinct needs of people in freight, active, and public transport.

This document details the Quality Management Plan (QPM) for an FHWA study collecting and analyzing 7500 miles of pavement condition data on the Interstate System. The project seeks to understand and verify the data stored in the Highway Performance Monitoring System (HPMS) by checking it with a national baseline, and this plan intends to control the quality of the project's data collection. This QMP outlines the standards and protocols for their data deliverables, explains how manual raters are certified, describes equipment calibration, certification, and verification, reports on the data quality checks, and finishes with a review of the data deliverables.

This long range plan presents Arizona's Recommended Investment Choice (RIC), a policy defining the intended investment levels for preservation, modernization and expansion of the Arizona highway system. The RIC is developed from an understanding of ADOT's vision and goals, the current highway trends and conditions, and an analysis of forecasted funding and investment needs.

This document summarizes current and historic highway bridge conditions. The authors outline issues for the US Congress related to the implementation of the FAST Act and requirements for bridge spending generally. These topics include: state bridge spending, funding levels for bridges, tolling, spending on off-system bridges, and oversight and inspection issues.

The 2040 update to Virginia's long range transportation plan includes a Vision Plan and a Needs Assessment which builds upon the work previously conducted in VTrans 2035. This update creates a link between Virginia's long range plan and funding process (SMART SCALE).

This document is a sample intergovernmental agreement form created by the Illinois Department of Transportation (IDOT), which includes the terms of a performance data management plan to which IDOT, an MPO, and a Transit Provider would agree. It includes the rights and responsibilities of each participating organization, data-sharing obligations, target-setting processes, and performance reporting targets.

This report, the second of a two-part research effort, sought to determine how to improve the effectiveness of safety programs and safety culture at CDOT. Researchers consulted with senior safety officials to craft survey questions, which were distributed to field crews and supervisory personnel across all five CDOT regions. The survey received 470 responses, as well as 341 open-ended comments from workers on the safety culture at CDOT. Findings from the survey included mixed opinions on whether safety practices were actually changing within CDOT; while field crews indicated they were provided with proper safety equipment and felt comfortable discussing safety issues, but the crews also felt that their supervisors may not necessarily act on safety concerns. Based on the results of the survey, it is recommended that CDOT not only continue to engage in the enhancement of its safety culture, but that it undertake a follow-up effort to better understand regional differences, and discrepancies between the perceptions of supervisors and field crew.

Organizations that want to get value from their data need to manage that data well. But to most executives, data management seems obscure, complicated, and highly technical. You don't have time to learn all the detail or cut through the hype. Navigating the Labyrinth helps you get there. Based on best practices from DAMA's Data Management Body of Knowledge (DMBOK2), it explains the fundamentals and says why they are important. It focuses your attention on what you need to know to help your organization build trust in and get value out of its data.

This report presents guidelines to transportation agencies for the management of their assets related to return on investment. The details in the report rely upon the work conducted by the research team and their experiences. It is published alongside a spreadsheet tool which helps agencies evaluate their simulations of return on investment for TAM.