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This updated plan is the second TAMP developed for California's transportation system approved by the California Transportation Commission and certified by the FHWA in 2018. It was established in collaboration with hundreds of stakeholders throughout the state. It is expected to improve upon the initial TAMP and allow California to maximize results by managing the life cycle of transportation assets strategically to minimize costs and manage risks.

MDOT’s 2022 TAMP builds off decades of transportation asset management efforts in
Michigan, including the department’s 2019 TAMP. MDOT has used asset management tools to evaluate its network condition since 1997 to guide investment and programming decisions. The Michigan TAMP includes inventory and condition information, documentation of performance measures and targets, a description of the investment strategy and the asset management processes MDOT uses to guide program and project decisions, and financial and performance gap analyses.

The objectives of this project are to (a) document (beyond anecdotal discussions alone) concerns, issues and challenges DOTs and other government agencies have encountered in implementing federal transportation performance management (TPM) regulations; and (b) provide a framework for more systematic assessment of the costs associated with implementation. The research should build on previous research by NCHRP and others to characterize at least the following components of these concerns, issues and challenges:

• Prioritized list of concerns, issues and challenges encountered
• Explanation and discussion of each concern, issue, or challenge
• Specific examples of each concern, issue, or challenge as experienced by DOTs, MPOs, or others
• Realistic proposals of how concerns, issues and challenges may be addressed, ameliorated, or eliminated, for example through staff training, provision of guidance or other technical resources, or revisions to regulations
• Proposed framework for data collection and analysis that agencies may use to develop estimates of their implementation levels of effort
• Possible next steps and action items to be undertaken by various stakeholders to address concerns, issues and challenges.

"When targets matter, they drive transportation agency decisions and actions."

The TRB National Cooperative Highway Research Program's NCHRP Research Report 993, titled "Managing Performance to Enhance Decision-Making: Making Targets Matter," presents various feedback enhancement strategies. It includes case studies demonstrating how agencies successfully integrate feedback based on data and people into their decision-making processes. These processes span long-term strategic planning, medium-term program development, and daily operations.

This article, published by the Environmental Protection Agency, answers questions surrounding six common myths about electric vehicles. It provides straightforward answers and offers up additional resources for further investigation. The six myths are:

• Myth #1: Electric vehicles are worse for the climate than gasoline cars because of the power plant emissions.
• Myth #2: Electric vehicles don’t have enough range to handle daily travel demands.
• Myth #3: Electric vehicles only come as sedans.
• Myth #4: There is nowhere to charge.
• Myth #5: Electric vehicles are worse for the climate than gasoline cars because of battery manufacturing.
• Myth #6: Electric vehicles are not as safe as comparable gasoline vehicles.

MoDOT's TAMP establishes the formal approaches to meeting evolving federal guidance with respect to National Highway System pavements and bridges. The plan demonstrates the clear linkages between maintenance and planning efforts and documents financial planning, risk management, inspection and budgeting processes. The plan assists the agency in making decisions about where and when to invest funds in infrastructure improvements.

The Texas Department of Transportation (TxDOT) 2022 Transportation Asset Management Plan (TAMP) presents a 10-year strategy for managing the state’s pavements and bridges. TxDOT has constructed, maintains, and inspects the largest network of pavements, bridges, and other assets in the country. The TAMP details TxDOT’s asset management approach and describes the condition of the transportation system, future investment plans, potential risks to effective operation of the network, the relationship between federal and state condition goals, and TxDOT’s success in addressing those goals.

This TAMP’s primary purpose is to establish and communicate WSDOT’s asset management process and organizational framework as part of the National Highway System (NHS). Only pavements and bridges are included in this TAMP. Additionally, results from processes such as gap analysis, trade-off comparisons, life cycle planning, and risk management are included.

NMDOT's 2022 TAMP provides an assessment of the condition of pavements and bridges on the Interstate and National Highway System and identifies future performance gaps based on current and anticipated finances and asset conditions. It also includes a description of the project selection process, how cost estimates are determined, the details of NMDOT’s financial plan, and an assessment of the risks inherent in managing such an expansive set of assets.

Oregon’s TAMP documents information about Oregon’s National Highway System (NHS) pavement and bridge assets, their condition, use and performance, the processes by which they are managed, and results of alternative management practices and investment decisions.

The Indiana Department of Transportation (INDOT) has developed a TAMP with the goal is to achieve and sustain a desired state of good repair over the life cycle of the assets at a practical cost. The 10-year outlook of the 2022 TAMP streamlines with INDOT's 20-year plan to fully fund the asset management plan for bridges, large culverts, and roads.

This study considers existing intelligent highways components, such as sensors and remote surveys, and the data they collect, and how their use might be expanded to other purposes, such as incident response.