Document Library

A short Q&A covering the asset management-related requirements of MAP-21. The Q&A was published in 2012

This project will produce a performance-based methodology and user-friendly spreadsheet-based tool for straightforward and equitable comparison of benefits (and costs) across any set of operational improvements and capacity expansion projects that district offices may be considering. Recognizing that congestion, safety, economic opportunity, asset valuation and emissions levels are key measures of project success, the tool will emphasize multi-criteria evaluation for project scores and ranks. Performance scores, based on time savings, travel time, reliability, safety improvement, emissions reductions, land appreciation, pavement quality, and other features of the enhanced network-vis-a-vis project costs, over the project's lifetime-will highlight opportunities for optimal investment decisions, as well as project limitations that may require remedy.

This report by the New South Wales Treasury aims to help New South Wales Public sector agencies understand the ISO 31000 report about the risk management. The focus is to help these agencies integrate risk management system into their other management systems and processes. It begins by defining risk, risk management, implementation of a risk management framework, and the risk management process (assessment, identification, analysis, evaluation, and treatment).

Developed over two years, the 2040 plan united technical analyses with public outreach to capture the future needs and goals for the state's transportation system. Six goal areas guide the plan; these are the improvement and promotion of economic opportunity, transparency, modal systems, environmental system viability, diversity and mobility, and security of residents and economy. The plan covers the trends in transportation, the funding needs, and revenue alternatives. It ends with a strategic plan and three sets of recommendations to lead North Carolina towards the transportation system it desires. In 2018, work began on the NC 2050 long range plan, and it should be expected for release in late 2020.

This report concerns implementing formal risk management practices at transportation agencies. The report begins by defining risk using the ISO:31000 definition and then by justifying why all agencies should be concerned with explicitly managing risk. The report continues to enumerate strategies for effective risk management, such as developing an explicit risk management structure, and achieving a culture that prioritizes risk management.

This toolkit is aimed to help organizations in the Highway Agency's supply chain to determine the extent to which they have transformed themselves to adopt Lean principles in line with the Agency.

The 2012 Porirua City Council Transport Asset Management Plan (TAMP) covers the whole-life cost approach, life cycle delivery, asset knowledge systems, the organizational structure, risk, and financial requirements associated with asset management. The plan details the relationship between the TAMP and other agency planning documents, distinguishing the asset management plan as a document that links Council inputs, such as community outcomes, levels of service, regional plans, and growth projections, with other planning efforts.

The third report in this series of five examining the complementary effect risk management has on asset management, this report focuses on how managing risk occupies an equally important role as performance management in providing stable operations. The report examines the different factors that impede risk management ranging from funding pressures, adaptive capabilities, and uncertain performance measures. Finally, it addresses how impoementation of Risk Management begins outlining the cycle of set objectives, identify risks, assess risks, treat risks, control risks, and communicate.

The second report in this series of five examining the complementary effect risk management has on asset management, this report focuses on the frameworks implemented to improve decision making at all levels of transportation. However, the report analyzes risk at the asset and program levels rather than at the project level where a more formal procedure for handling risk already exists.

The fourth report in this series of five examining the complementary effect risk management has on asset management, this report focuses on the broader definition of risk, considering both the positive and negative possibilities that stem from it. The report explains how some State DOTs have managed risk in different ways to their own advantage, specifically noting the processes that they use in order to evaluate risk.

The first report in this series of five examining the complementary effect risk management has on asset management, this report focuses on evaluation of risk as both negative threats as well as positive opportunities. The report gives a broad overview of risk management within Transportation Asset Management, the logic behind risk management, and risk management’s place within an organization.

This paper examines various methods of financing the infrastructure needed for transportation. the paper, notes the distinction between the two meanings of the term ‘financing.’ Financing can refer to both raising capital but also to payments for services provided by existing infrastructure. The paper has four main sections, numbered two through five (section one is a minor section). Section two deals with instruments for raising capital. Section three discusses issues regarding capital, infrastructure, risk, and ownership. Section four discusses the advantages and disadvantages of various ways to raise capital for new infrastructure. Section five concerns re-financing publicly funded infrastructure.