Document Library

The January 2015 TAMNews issue covers practices in State of Good Repair, including overviews of pilot projects with the Utah Transit Authority and Meridian Valley Regional Transit.

The Australian Infrastructure Financial Management Manual (AIFMM), serving as the second edition of the Australian Infrastructure Financial Management Guidelines (AIFMG), provides guidance for the construction of an asset management framework that is compliant with the Australian Accounting Standards.

This report examines Nevada DOT (NDOT)’s state-of-practice for performance measurement, and focuses on federal requirements for traveler information mandated by the Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU) Section 1201 Real-Time System Management Information Program. The guidance for November 2016 compliance identifies 17 candidate Routes of Significance within the Las Vegas metropolitan area based on usage criteria, and provides a prioritized list of required sensor locations for full coverage of these routes. It is recommended that NDOT explore the use of private probe data to generate travel time information along arterial routes.

A compilation of Wisconsin DOT resources on Lean and related topics.

The South Carolina long range plan is made up of several component plans for the interstate, freight, strategic corridors, rail, statewide transit, regional plans, and the statewide strategic safety plan. South Carolina faces growth in employment, population, and transportation demand while inhibited by shrinking revenue streams. This plan addresses the needs and challenges of SCDOT and presents scenario analysis and strategies. The strategies cover safety, economic competitiveness, performance management, asset management, freight improvements, multimodal enhancements, and partnerships.

This presentation provides all the information and tools a facilitator needs for a kaizen. It includes an introduction to continuous improvement concepts for team members, project and event agendas, and help with report out slides.

Focusing on cost misestimation, this guide,published by the Washington State Department of Transportation, works to provide solutions and strategies that help managers of projects of all sizes to more accurately identify and estimate the risk. By quantifying the uncertainty, or risk, element of project costs project managers are able to more accurately estimate the magnitude of risks. Chapters include project planning, risk identification, qualitative and quantitative analysis, and risk response.

This November 2014 issue of TAMNews serves as the introductory issue to the newsletter series. The issue provides an overview of transit asset management, including the background and need, current activities within transit asset management, and an index of resources.

This presentation from the October 2014 Lean Forum includes detailed presentations on Lean at the New Hampshire DOT and Metrics and Measurement.

DC's long range plan describes a policy framework and an implementation plan to meet their goals and future vision of the city. Of utmost priority to DC is the creation of a healthier and sustainable system, citywide accessibility and mobility, neighborhood accessibility and connectivity, safety, public spaces, preservation, and funding and financing. This distinctly multimodal plan incorporates all modes of travel and strives to serve all areas of the District equitably. DC is currently updating their long-range plan, with a final plan expected in summer 2021.

Many of the performance measures that the Oregon Department of Transportation (ODOT) analyzes and reports on are used by individual units or sections but have the potential for broader applications, and others may be useful in tracking progress but do not provide the right type of information necessary to help make decisions. As a whole, these measures do not currently function together to draw a clear picture of how the transportation system is functioning. This research project will build on existing efforts within the agency (e.g. alternative mobility measures research, safety performance measures, and Least Cost Planning/Mosaic) to identify decision making performance measures, outcome based performance measures, and consideration of other strategic planning measures, seeking to identify those indicators most informative, measurable, and consistent.

This presentation from the August 2014 Lean Forum includes detailed presentations on Lean at the DOT in New Brunswick and Lean at ConnDOT.