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This draft version of Ohio's 2045 long range plan is expected to be finalized soon after completing a public review period. It presents the current system metrics, identifies seven goals (safety, preservation, efficiency & reliability, mobility& accessibility, economic competitiveness, quality of life, environmental stewardship), provides monitored performance measures, explores future trends, conducts a financial needs assessment, and culminates in a set of strategies and initiatives.

Pete Rahn, former Maryland transportation secretary, talks about the organizational impact of TPM and shares lessons learned from the implementation of Missouri DOT’s influential Tracker program.

Colorado DOT's long range transportation plan illustrates the department's vision for the next twenty-five years with an emphasis on three goal areas: mobility, safety and asset management. Within each of the goal areas, CDOT identifies actions they must take to reach their goals based on needs identified in stakeholder surveys. The plan draft is currently out for public review.

This document summarizes results of a survey conducted by the AASHTO Committee on Performance Based Management and the AASHTO Committee on Planning. The survey focuses on uses of transportation data and information to inform responses to COVID-19. Results were gathered from March 25, 2020 to April 22, 2020.

NCHRP Synthesis 556 summarizes state DOT practices used to identify pavement and bridge asset locations repeatedly damaged by emergency events and to mitigate the risk of recurring damage in those locations. The synthesis focuses particularly on mitigation practices that concurrently advance TAM and TPM objectives. Information for this synthesis was gathered through a literature review, a survey of state DOTs, and follow-up interviews with selected agencies.

Florida's long range plan consists of four distinct parts: Vision Element, Policy Element, Implementation Element, and Performance Element. At present, Florida is updating their plan, with each of these elements in different stages. The Vision Element, last updated in May 2020, elaborates on the state's vision and goals and how they relate to the system's trends and uncertainties. The most recent Policy Element is from 2015, and it explains how Florida plans to meet their objectives. The Implementation Element is continually updated as a web-based application and it provides short-term actions and progress towards their complete vision. Lastly, the Performance Element, unavailable on the FTP website, emphasizes the federally require performance measures for safety, asset condition, and mobility.

This inaugural webinar in the TPM Webinar Series was held Wednesday, May 20, 2020 from 2:00 PM – 3:30 PM EDT. The session featured presentations of TPM best practices at transportation agencies, drawn from the TPM peer exchange that was held in St. Paul, MN on November 14-15, 2019.
Webinar Presentations and Speakers:

• Agency Resource Allocation for Performance-Based Planning and Programming – Karen Miller, Missouri DOT
• Maximizing Efficiency through Predictive Tools – Ryan Granger, Texas DOT
• Opportunities and Challenges of Integrating Federal TPM into a Mature Performance Managements System – Deanna Belden, Minnesota DOT
• Aligning Enterprise Information Management, Asset Management, Performance Management and Risk Management within a Strategic Planning Process – Kelly Travelbee, Michigan DOT

Webinar video is available here.
Download the webinar slides here.

The TPM webinar series is sponsored by the TPM Pooled Fund—with support from the AASHTO Committee on Performance-Based Management.

This case study presents practices related to linking asset management plans with other plans such as long range plans, STIP, and other programming documents. Six states have been selected as examples: Missouri, Utah, Maine, Ohio, Wyoming, and Montana.

This case study explores practices of eight different state DOTs as they communicate their asset management plans to internal and external stakeholders. It highlights the importance of communication and offers examples for other DOTs to follow. The eight DOTs are VTrans, Caltrans, New Jersey, Washington, Michigan, Ohio, Colorado, and Nebraska. Examples from these agencies cover the full range of TAMP communication plans, coordination with local and other NHS asset owners, communicating with legislators, and data sharing.

In light of the current COVID-19 crisis, the CPBM System Mobility and Emerging Technology Subcommittee hosted a webinar-style meeting—in place of their usual bi-monthly conference call—to share resources relevant to the COVID-19 pandemic. The meeting began with a roll call and general introduction. After, representatives from FHWA and AASHTO provided updates for their respective organizations in regard to the crisis. Following the FHWA and AASHTO updates, three presentations were given by Rick Schuman (INRIX), Lei Zhang and Michael Pack (University of Maryland), and Monali Shah (Google). The meeting concluded with a discussion about next steps and action items for the subcommittee.

To watch the full video, click on the link: https://register.gotowebinar.com/recording/2019291993716040707

Follow Up Links:

INRIX:

• https://inrix.com/blog/
• Volume Trends Dashboard Information: https://inrix.com/traffic-volume-trends-dashboard/

University of Maryland:

• https://data.covid.umd.edu/

Google:

• COVID-19 Community Mobility Reports: https://www.google.com/covid19/mobility/
• COVID-19 public dataset program: Making data freely accessible for better public outcomes: https://cloud.google.com/blog/products/data-analytics/free-public-datasets-for-covid19/

This report extends and implements the results of NCHRP Report 806: Cross-Asset Resource Allocation and the Impact on System Performance. Case studies were used to illustrate key issues in implementing a cross-asset resource allocation approach, and the lessons learned were then used to improve the guidance and tools developed in NCHRP Report 806.

This report provides a guideline for identifying right-sizing opportunities where greater social and economic value can be realized by repurposing, reusing, or fundamentally resizing existing transportation system assets.