Document Library

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

SEPTA, as an organization, has committed to focusing on seven key strategic objectives for the next five years: Customer Service Sustainability; Ridership Growth for Transit Safety and Security; New Technologies; Rebuilding the System; Human Capital Development. The plan enables the organization to measure its progress toward the strategic objectives and serves as a management tool in directing the activities of the organization and producing an effective utilization of resources.

Webinar on Risk management considerations and asset management.

Discussion of "Fair Division" Methods for Funding Allocation and a brief overview of TxDOT Project 0-6727. Presented at the 9th National Conference on Transportation Asset Management: Making Asset Management Work in Your Organization, April 16-18, 2012, San Diego, California.

Discussion of "Fair Division" Methods for Funding Allocation and a brief overview of TxDOT Project 0-6727. Presented at the 9th National Conference on Transportation Asset Management: Making Asset Management Work in Your Organization, April 16-18, 2012, San Diego, California.

The IPWEA Plant and Vehicle Management Manual provides public works professionals and civil contractors with far more than a general guide to plant and vehicle management—it provides vital information to assist in establishing an efficient and cost effective fleet management program. Fleet assets represent a significant investment for local government and public works agencies. One of the aims of the Institute has been to raise the profile of this essential part of the business and to increase awareness of its importance among senior management. Plant and vehicle management has long been the most neglected area of asset management, often overlooked for assets such as roads and buildings. Now, asset management and related business functions hold equal importance. Many leading business operations rely on a well-equipped and properly maintained fleet in order to provide a cost-competitive and efficient service. The role of the fleet manager is now also that of asset and investment manager. The fleet manager must be concerned with returning the best value on the capital investment, not just financially but operationally and socially, as environmental considerations are also of importance.

This discussion paper was prepared at AASHTO’s request to clarify the relationship between asset management and performance management and to help ensure that efforts to advance these related concepts are coordinated. The basic principles of asset management and performance management are the same and the two concepts are not in conflict. The term asset management can be used to describe a performance-based approach for managing transportation system physical assets. The term performance management can then be used to describe the application of the same basic principles used in asset management to the broader set of performance objectives related to system operations/reliability, safety, congestion relief, freight mobility, environment, etc., as well as to aspects of a transportation organization itself such as project and program delivery.

The purpose of this report is to synthesize results from the current body of research on state DOT comparative performance measurement, providing readers with a balanced understanding of the value, limitations and appropriate use of currently available comparative performance measures. This synthesis is timely given the current emphasis in draft legislation on a performance

Presented at the 9th National Conference on Transportation Asset Management: Making Asset Management Work in Your Organization, April 16-18, 2012, San Diego, California. Overview of Transit Service in San Diego and planned expansion projects.