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This report by the Risk Management Branch and Government Security Office of British Columbia focuses on the basic principles of risk management. It defines risk management, outlines specific risk management challenges for British Columbia, and then breaks down the risk management process (identification, analysis, evaluation and treatment).

This research report presents methods for measuring transportation mobility in metropolitan areas. It discusses the definition of mobility and several different mobility measures, and it demonstrates how both of these impact the strategies and investment decisions for mobility-related projects and improvements. The study adopts a broad approach to mobility in order to capture the full range of perspectives.

Various maintenance treatments are employed by highway agencies to slow deterioration and restore condition of highway pavements, bridges, and other physical assets. However, budget constraints and other factors have often led to delaying or eliminating the application of these treatments. Such actions are expected to adversely influence the condition and performance and lead to a reduced level of service, to early deterioration, and eventually to the need for costly rehabilitation or replacement. Analytical tools are currently available to quantify the consequences of delayed application of maintenance treatments for highway pavements, bridges, and other assets. However, processes for using these tools to demonstrate the potential savings and performance enhancement resulting from applying maintenance treatments at the right time are not readily available. Research is needed to develop such processes. This information will help highway agencies better assess the economic benefits of maintenance actions and their role in enhancing the level of service of the highway system. In addition, incorporating these processes in asset management systems would provide a means for optimizing the allocation of resources. The objective of this research is to develop a process for quantifying the consequences of delayed application of maintenance treatments. The process shall be applicable to highway pavements, bridges, and other physical assets. Consequences shall be expressed in terms of performance indicators (e.g., distress and level of service), costs to owners and road users, and other relevant factors. Delayed maintenance applications may be defined by (1) the inability to meet the agency-defined application schedule or (2) the available budget relative to an unconstrained budget (i.e., availability of the funds required to perform all needed maintenance).

To prepare a synthesis of current practice and research regarding how DOTs are structured and the relationships of DOT structure to the organization’s performance, to provide factual bases for strategic planning of SOOM activities.

"The objectives of this research were four-fold:
1. Move the conversation of national transportation performance measures and a performance-based planning and programming process from that of a conceptual framework to realistic examples relating national-level measures to the state and regional level.
2. Examine how state DOTs could feasibly work with regional and local stakeholders in relating national transportation performance measures to the state and local level using real-world examples in the U.S.
3. Document potential processes for linking national transportation performance measures to the state and local level for others to use.
4. Identify barriers and obstacles to integrating performance measures into the planning and programming process. Document strategies used to successfully overcome barriers, and additional strategies that might be considered in the future."

Expand methodology of determining life expec- tancy for major assets to other asset types; investigate the benefits of maintenance actions and their impact on life expectancy.

This project was intended to produce an illustrative national-level management report (both print-based and web-based) of state surface transportation system performance. When fully developed, such a report would be a means for state DOTs to “Tell the Story” concerning system performance, using explicit performance measures and reflecting implementation of sound transportation performance management principles. Underlying the report would be an AASHTO-administered Comparative Performance Management (CPM) website, housing a well articulated database representing state-maintained performance statistics made available within an accepted framework. The reporting system would include visualization tools such as charts, graphs, and figures that can be used effectively to communicate and analyze information available in a CPM website. The website would enable state DOT managers to meaningfully portray their state system’s performance and learn from others’ experience.

Traffic sign retroreflectivity is a sign property which, during nighttime, causes light from a vehicle’s headlamps to be reflected back to the driver, giving the sign an illuminated appearance. The federal government has established guidance to ensure that agencies responsible for traffic signs will bring their signs up to an acceptable standard of retroreflectivity. The objective of this study is to provide examples of effective practices that illustrate how different types of agencies can meet the retroreflectivity requirements. Information was gathered through a literature review and telephone surveys. Case studies are included for four different agencies that participated in the survey.

This report provides a primer and guidebook for airport managers and staff on asset and infrastructure management applicable to all areas of the operation of an airport. The report begins with a primer for executive-level staff. The primer offers as overview of an asset and infrastructure management program and the benefits and costs of implementation. The guidebook provides examples from various airports and is designed to be a reference for integrating proven asset and infrastructure management practices and techniques at airports of all sizes. The guidebook defines an asset and infrastructure management program and its components and how a program relates to daily operations and longer term planning. In addition, a PowerPoint presentation, which can be used to present the benefits of a program to stakeholders, is available on the TRB website and can be found by searching on the title of the report.

This report provides an analysis of and strategy for defining and implementing transformative change in institutional and business models for operating and maintaining public transportation systems. It addresses a wide range of issues important to continued efficient operations, including responding to the needs of affected customer markets, improving operating procedures, implementing effective capital asset management, carrying out long-term planning and mission definition, improving and expanding functional areas as well as expertise and technical skill sets of the workforce, identifying and improving necessary business practices, identifying and implementing innovative funding mechanisms, implementing performance measures and improved governance models, identifying required organizational structures, and instituting effective area-wide collaborative practices. The report identifies the components of transformative change and develops a substantive typology to assist agencies in organizing and structuring an approach to defining and implementing components of productive change. The report further examines potential consequences of change that should be considered by agencies or organizations contemplating new institutional and business models. The analysis is based on a detailed case study approach that examines experience in 13 locations throughout the country and one in Canada, representing a diverse set of agencies with widely varying demographic and operational characteristics. These case studies are described in detail, and case study outcomes are used to help define what contributes to successful implementation. Each of the case studies describes background conditions and agency characteristics, type and nature of transformation undertaken, rationale for change, approaches to planning and infrastructure development, methods of community and agency collaboration and cooperation, outcomes and consequences of change, and lessons learned. The target audience for this study includes leaders who are seeking to transform public transportation organizations. Within transit agencies, the audience includes general managers, deputy general managers, and other senior leadership. Outside of transit agencies, the target audience includes political leaders, regional business leaders, leaders in partner transportation and planning agencies, and other key stakeholders that have the ability to influence the direction of public transportation.

St. Louis Metro - Best Practices for Managing Asset Life Cycle Costs

Discussion of asset Management at SFMTA, 4th State of Good Repair Roundtable