Document Library

First and foremost, this long range plan seeks to provide transparency and accountability to New Mexico's transportation operations. It meets the federal requirements set by MAP-21, and it outlines strategies, performance measures, and funding distributions established to meet each of its five goals. The other four goals are safety, asset preservation and maintenance, multimodal access, and the protection of New Mexico's culture, environment, history and quality of life.

This presentation from the September 2015 Lean Forum includes detailed presentations from Lean in the Netherlands, Lean British Columbia, and AASHTO SCOPM Organizational Excellence Task Force.

This report, produced as the fourth installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report addresses the role of financial planning and budgeting on a larger level, and discusses methods by which new financial plans may be integrated into Federal or State budgeting and programming.

The Oklahoma Department of Transportation (ODOT), with the help of many stakeholders, has developed the 2015-2040 Oklahoma Long Range Transportation Plan (2015-2040 LRTP), “Moving Oklahoma Forward.” The 2015-2040 LRTP is a policy document that will guide ODOT in the development, management, and operation of a safe and efficient transportation system for the next 25 years.
The 2015-2040 LRTP accomplishes the following:
-Updates ODOT’s planning goals and objectives;
-Develops performance measures that align Oklahoma values with national transportation goals;
-Describes the existing transportation system;
-Examines safety and security issues and current and future environmental impacts;
-Identifies current and future multimodal transportation system needs for the 25-year planning period;
-Anticipates future federal, state, and local transportation revenues; and
-Updates ODOT’s multimodal transportation policies.
ODOT updates the LRTP every five years, and the 2015-2040 LRTP is consistent with the Department’s mission “to provide a safe, economical, and effective transportation network for the people, commerce, and communities of Oklahoma.”

This report, produced as the third installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report addresses the role of risk in financial planning, and emphasizes the use of metrics as a valuable tool when producing models for financial analysis.

This presentation from the 2015 July Lean Forum includes detailed presentations from the Tennessee DOT, Wisconsin DOT, and Missouri DOT. The topics discussed were the LEAN Experience, Using Lean Six Sigma & Kepner-Tregoe, and Innovations Challenge.

State DOTs rely on the skills and experience of their workforces to plan, fund, design, construct and maintain multi-modal transportation systems. Knowledge about what to do, when and how to do it, AND what not to do is critical to success – and much of this knowledge resides only in the heads of employees, especially the most experienced employees. This guide was developed because KM offers promising solutions to DOT challenges, yet relatively few DOTs have implemented agency-wide approaches to KM.

This article provides insight into New Brunswick's successful Continuous Improvement initiative through four key elements. These elements include: build employee-driven CI into Core Management System; take full advantage of financial crises; conduct a measured rollout; use multiple methods to get at the different types of problems.

This report, produced as the second installment in the FHWA Asset Management Financial Report Series, provides an overview of financial planning in the context of TAM. This report focuses on the major components of a financial plan, and describes their roles in the development of a financially conscious agency.

This presentation from the May 2015 Lean Forum includes a detailed presentation from the Nevada DOT on "Grassroots" Process Improvement.

This guide provides informational support to assist agencies planning and supporting a Change Initiative project. It includes the required roles and responsibilities, list of project types, guidance for the tollgate process, conditions for a successful Change Initiative.

This report was prepared for the AASHTO Standing Committee on Planning in order to identify and analyze how to successfully implement enterprise risk management (ERM). The research involved 44 State DOTs, eventually narrowing down to five case studies. The conclusion was that ERM enhances State DOTs abilities to achieve their goals, resulting in tangible benefits for their constituents, however many programs are still in their early stages.