Organizational leadership degree nyc,different types of mass communication theories,hero book by rhonda byrne pdf xchange,will they make a elder scrolls 6 - Tips For You

I want to take this time to thank you and your staff for doing such a good job on my Resume. Sales Executive Resume Sample – A reverse chronological, accomplishment-focused resume with results graphs.
Asset Management Executive Resume – Client was looking for a similar role as interim CIO or CIO for a publicly traded company. Business Technology Executive Resume – Client wanted to move into a CTO role, so resume was achievement-focused with an added “Career Highlights” box. VP Finance Resume – Senior Exec client with a strong achievement focus in a chronological format. Professional Resume sample based on a functional style that focuses on new skills obtained to transition into a different role. Professional level sales resume in a chronological format with a graph highlighting growth. Organizational Leadership Resume – Client wanted to transition back into organizational leadership or change management after trying his hand at teaching. General-Operation Management Resume – Client wanted to move from a role of manager of a family-owned store into a general manager or operational manager role. Nursing Entry Level Resume – Client wanted to utilize recent degree to land a nursing job. Mil-to-Civil Professional Sample – A military-to-civilian resume focusing on experience and skill transition. Typical Career Change resume that focuses on the client’s skills rather than job positions. A LinkedIn profile will greatly improve your chance of being seen by hundreds or even thousands of potential contacts.
Erin Kennedy, MCD, CMRW, CPRW owns Professional Resume Services, where she and her talented staff of writers specialize in professional & executive resumes. This chapter provides a detailed review of how the four state DOTs participating in this study are currently utilizing TAM practices to address issues relating to existing and anticipated future growth in travel demand. Following are brief descriptions of the understanding sought for each of these characteristics. Reviews of state DOT organization charts provided a basic understanding of the roles, responsibilities, and structure of each participant agency. Transportation Asset Management is a strategic and systematic process of operating, maintaining, upgrading, and expanding physical assets effectively through their life cycle. The interview and analysis process study was designed to document each of the primary asset management techniques and processes as encompassed by this broad definition.
Current TAM programs are preservation focused while travel demand growth issues are typically best addressed by capacity expansion and operational improvement investments. Goals, objectives, and performance measures provide transportation agencies with strategic direction and ongoing performance evaluation. The collection and dissemination of quality asset management and travel demand data remains a cornerstone of effective asset management. All states use some form of internal investment decision-making process to allocate funds to specific projects and programs.
Reliable travel demand models are prerequisites to the accurate assessment of each state's long-term capacity improvement needs. As outlined in Chapter 3, the primary objective of these interviews was to identify and document all cases in which state DOTs have incorporated travel demand measures within the TAM process. FHWA's Office of Asset Management and Office of Planning have teamed recently to provide guidance to state DOTs, MPOs, and other agencies responsible for transportation planning.
In Michigan, ownership of public highways and related infrastructure is distributed among MDOT and 616 other organizations, primarily counties and municipalities. The most prominent organization in Michigan responsible for stewardship of highways is MDOT. Data from the Planning Bureau becomes an important part of the project development and decision-making processes, which occur largely in decentralized fashion within MDOT's seven regions.
The concept of asset management extends beyond MDOT and includes transportation agencies at all levels within the state, coordinated through the Asset Management Council. As is the case for each of the states participating in this study, MDOT's asset management program is primarily focused on the maintenance and preservation of Michigan's state-maintained highways and related facilities. The goals and objectives of MDOT's Asset Management Division fully reflect the focus on preservation, but do not currently emphasize travel demand-related issues. In addition to these TAM program goals, MDOT has also adopted agency-wide strategic goals including preservation, safety, basic mobility, strengthening the state's economy, transportation service coordination, intermodalism, environment and aesthetics, and land use coordination.
As with the other study state DOTs, MDOT employs pavement management, bridge management, and maintenance management systems. Bridge Management System (BMS): This system includes bridge inventory, inspection, and work history data collected by staff in the Construction and Technology Division. Intermodal Management System (IMS): This system includes asset inventory for non-highway assets such as airports, border crossings, carpool lots, ferry services, and rail collected by a variety of specialists across MDOT coordinated by the Bureau of Transportation Planning.
Pavement Management System (PMS): Sufficiency rating of highway segments based on an annual windshield survey that has been conducted since 1961. Safety Management System (SMS): MDOT's SMS includes crash records, road segment and right-of-way data, and intersection and interchange data, which allow users to summarize information of interest related to crashes and crash locations. Congestion Management System (CMS): The CMS tracks current measures of travel demand through annual traffic counts along the Michigan trunkline highway system. Public Transportation Management System (PTMS): PTMS includes a statewide vehicle inventory used for forecasting needs and a financial database for budgeting collected and maintained by the Division of Passenger Transportation, within the Bureau of Urban and Public Transportation. In addition to the TMS, MDOT produces an annual Sufficiency Report, which contains detailed profiles of each segment of the state's trunkline highways. In Michigan, rehabilitation and reconstruction (preservation) projects are selected and prioritized at the regional level according to a detailed process that is uniform across all districts. QFS is a forecasting tool that predicts future performance of a pavement network under a variety of investment scenarios, allowing users to compare the relative merits of various strategic alternatives. Alternative strategies are developed based on the available resources and typically include a mix of fixes. Some of the above measures are obtained using Michigan's Road Quality Forecasting System (RQFS), a pavement management tool that draws on current pavement age, condition data, and investment strategies to forecast future conditions. Over time, MDOT staff have continued to improve and refine their TAM capabilities and tools such that today, the staff's recommendations for system preservation activities are generally accepted by the state Transportation Commission, although the Commission may still exercise its discretion to alter resource allocation commitments.
Capacity-related projects in Michigan are prioritized by the Project Planning Division at the statewide level. As noted above, Michigan law stipulates that 90 percent of all state transportation funds be devoted to preservation.
MAPSCORE is a decision-support software tool used by MDOT staff to provide input to professionals regarding the relative merits of various transportation projects. MAPSCORE uses a variety of input measures to produce a single evaluative measure for each project. Michigan tracks current measures of travel demand through annual traffic counts along its trunkline highway system. MDOT currently produces a statewide travel demand model and, like many states, is in the process of refining and improving the model's capabilities and uses. In order to ensure that district-recommended reconstruction and rehabilitation (preservation) projects can be evaluated commensurably at a statewide level, MDOT requires that district managers submit their annual project lists together with detailed information about the projects, their costs, their geometry, their impacts, and other features.
Once compiled, the data gathered through the Call for Projects provide statewide staff with yet another tool for evaluating the relative costs and benefits of projects across all districts. Following are documented ways in which travel demand data are used by MDOT to support asset management processes or where asset management processes are used to address future travel demand issues. As with most other states, MDOT uses estimates of future equivalent single-axle loadings (ESALs) during initial pavement design.
Travel demand measures are built into the decision-making process for preservation projects by way of the MAPSCORE project evaluation process. MDOT uses the results of the statewide travel demand and truck models as well as output from the local MPO models to help identify capacity needs. As with other states included in this study, MDOT also uses travel demand forecasts to help evaluate the cost-effectiveness (benefit-cost analysis) of major investment projects and their alternatives. As already noted, the Michigan legislature has mandated that the state devote 90 percent of transportation resources to preservation, maintenance, safety, and operations of existing facilities.
As with the other participant states, asset management at UDOT tends to be preservation oriented. UDOT's policy is to address all preservation needs for existing infrastructure before committing funds to expansion projects.
Maintain 90 percent of freeway pavements, 70 percent of arterial pavements, and 50 percent of collector pavements in fair or better condition. Maintain 65 percent of bridges in very good condition, 25 percent of bridges in good condition, and 10 percent of bridges in fair condition.
Increase annual usage of 511 (phone) and CommuterLink (web) traveler information sources by 10 percent.
UDOT will soon begin polling motorists to determine the percentage who change their travel patterns based on information received through 511 or CommuterLink. Clear non- or minor-injury crashes in 30 minutes or less on average, serious-injury crashes in 60 minutes or less on average, and fatal accidents in 120 minutes or less. UDOT is measuring baseline travel times between various intersections along the Wasatch Front (Interstates 15 and 80 in the Salt Lake City area).
As with each of the other study states, Utah employs pavement management, bridge management, and maintenance management systems for the ongoing maintenance of highway and highway-related infrastructure.
UDOT has developed an AMS within the commercially available software package called dTIMS CT. Safety: Raw accident data are summarized and a safety index calculated by the asset management team at UDOT using three-year average crash statistics stored within dTIMS CT.
Maintenance: UDOT's maintenance management system consists of work histories and annual inspections of facilities statewide.
UDOT then performs a strategic analysis, including cross-asset analysis and optimization across the asset groups.
In recent years, the results of scenario analyses produced with the help of dTIMS CT are typically adopted as a baseline for consideration by decision-making bodies (including the four geographic divisions and the statewide Commission). UDOT's toolkit for presenting information related to preservation needs includes a 10-year Preservation Plan as well as output from the dTIMS CT AMS.
Conceptually, UDOT's AMS functionality includes the ability to produce investment strategies within and across asset groups, including investment strategies related to both preservation and expansion of physical networks. Tactical Asset Management Analysis: The tactical asset management groups use the budget allocations and project recommendations from the strategic asset management analysis as input into the asset group systems. Long-Range Planning: Once the 10-Year Preservation Plan is developed, the Planning Division then incorporates its recommendations into the SLRP, where transportation planning, travel demand, MPO input, and corridor development plans are completed.
Operational Asset Management: Finally, the UDOT Regions put together the STIP using recommendations from the strategic, tactical, and long-range plan components. In time, UDOT desires to have all of the 10-Year Rehabilitation and Preservation projects and STIP projects come from the SLRP.
Utah faces a constraint similar to Michigan for capacity-related projects, in that additional state resources have been dedicated to Utah State Legislature-earmarked projects.
In the absence of a dTIMS CT decision-support tool to prioritize capacity projects, UDOT's Project Planning and Programming Division is responsible for recommending capacity-related projects among the four UDOT regions based on travel demand.
Similar to Michigan, the concept of transportation asset management extends beyond UDOT and is currently practiced by a variety of local and county agencies around the state. Provide an avenue of feedback from local transportation agencies to UDOT, FHWA, and universities on local transportation needs. The Center is working with communities desiring asset management to collect data on the configuration, condition, and performance of locally owned roadway infrastructure and then help the locality develop its own re-investment programs using LTAP's own decision support software. All states participating in this study are focused on developing asset management practices for application at the statewide level to state-owned assets. In Michigan, the legislature established an Asset Management Council, independent from MDOT, which is responsible for coordinating asset management activities with all 617 highway-owning agencies across the state, including counties, cities, townships, and villages. In Utah, FHWA's Local Technical Assistance Program (LTAP) was established at Utah State University in 1988.
Utah tracks current measures of travel demand through traffic counts throughout the state highway system. UDOT currently does not produce a statewide travel demand model; however, there are four MPOs in Utah, each of which produces a regional travel demand model. Following are documented ways in which travel demand data are used by UDOT to support asset management processes or where asset management processes are used address future travel demand issues. UDOT does not use measures of travel demand to predict future deterioration rates of highway infrastructure. As with the other participant states, UDOT also conducts annual condition inspections of pavement throughout its network.
Regions use these recommended prioritization lists as starting points for determining the projects in which they would prefer to invest. Capacity expansion in Utah is constrained by a combination of the UDOT policy that preservation needs be addressed first and a lack of available funds to address all preservation needs. In the absence of a more sophisticated dTIMS CT model to prioritize capacity projects, UDOT's Project Planning and Programming Division is responsible for recommending capacity-related projects among the four UDOT regions and does so based on forecast travel demand (from local MPOs) and from the output of a preliminary analysis within dTIMS CT. Utah does not currently use travel demand measures to help identify areas for safety investment. Once again, UDOT policy is that all preservation needs be met before allocating funds to capacity enhancement. Together, these constraints and prioritized goals effectively pre-determine the investment tradeoffs for preservation versus capacity improvements. UDOT has established performance measures that align with the four strategic goals listed above (preservation, operations, safety, and congestion). Capacity projects and preservation projects in California are developed and programmed separately.
Despite the absence of an official asset management program, Caltrans staff were eager to participate in the study with the objective of learning more about asset management practices and how the state can benefit from the experiences of other states. Caltrans recently began developing high-level organization-wide goals and performance measures, including measures that apply to Caltrans organizationally and others that apply to the performance of the transportation system. Caltrans also publishes a 10-year SHOPP Plan, which identifies all system preservation needs for the upcoming 10-year period. Safety: The Plan includes strategies and targeting funding levels that will improve motorist and worker safety. Performance: The Plan includes operational, technology, and system management improvements that optimize the system throughput. Reliability: The Plan identifies the preservation and rehabilitation needs of the State's bridges and highways to maintain a reliable system. Stewardship: The main objective of the Plan is to preserve and protect the State Highway System, one of the State's most valuable resources. Note that the above strategic goals and objectives, even those specifically addressed by the SHOPP plan, are aimed at both preservation- and capacity-oriented needs. California's current asset management activities are focused on the traditional suite of management systems for assets, including bridge, pavement, and maintenance management systems.
Caltrans has been developing and refining its Intermodal Transportation Management System (ITMS) over the past several years. Completing the ITMS involved the establishment of multimodal performance measures across modes in five key areas: mobility, financial, safety, economic development, and the environment. ITMS includes the major functions of asset management; specifically, it recognizes performance measures, provides planners at several levels the ability to coordinate project planning by using common data, develops consistent information, and performs credible analyses that support better decision making. The Division of Transportation Systems Information (TSI) provides Geographic Information System (GIS) capabilities through its Office of GIS. The Division of Operations collects and maintains crash data in the Traffic Accident and Safety Analysis System (TASAS). The Division of Maintenance's Roadway Program performs visual and instrumented (International Roughness Index) pavement inspections annually for all state-owned roads and manages these data in a pavement management system database.

The Division of Maintenance's Office of Structure Maintenance and Investigations performs bridge condition inspections biannually for all state-owned bridges. The recommendations of the SHOPP (preservation plan) are generally approved by the State Transportation Commission because SHOPP's preservation-oriented projects and built-in prioritization process have input from both district engineers and statewide asset managers.
Caltrans does not actively utilize any decision-support tools beyond traditional management systems for assets, but is working to re-implement its Intermodal Transportation Management System (ITMS) tool (see callout box). Given its high rate of growth and diverse needs, California has felt resource constraints more acutely than other states. Statewide travel demand models help DOTs to think more strategically about where future capacity investments will provide the highest long-term payoff.
Identification of corridors and bottlenecks that should be targeted for capacity expansion, multi-modal development, or other strategies for congestion relief. Identification of existing and forecast freight movement needs, which could lead to changes in investment in roadway preservation. The Division of Traffic Operations' System Management Planning group conducts an annual screen-line survey (traffic count).
The TSI's Office of Travel Forecasting and Analysis produces and manages the statewide travel demand model, which projects VMT and volume-to-capacity ratios on the intercity state highway network based on a decennial household travel survey. In the past, TSI has relied on screen-line truck counts to model truck flows on the intercity network. Following are documented ways in which travel demand data are used by Caltrans to support asset management processes or where asset management processes are used to address future travel demand issues.
Capacity improvements in California fall under the STIP and are funded according to a formula-based allocation process. Funds allocated to the counties (which account for three-quarters of all STIP funds) are distributed based on two weighted criteria: population, which is weighed 75 percent, and state highway mileage, which is weighed 25 percent.
Safety investments made through the SHOPP in California are based on a traffic safety index score. STIP and SHOPP resources are allocated under distinct processes and are driven by eligibility of funding under various state and federal programs. Caltrans has developed organizational and system performance measures to guide its operations and decisions related to transportation infrastructure and service provision. NCDOT is responsible for operating and maintaining over 75 percent of North Carolina's roadway miles, a far larger share of statewide highway miles than any of the other study participants. NCDOT's Transportation Planning Branch is responsible for a statewide long-range strategic plan, technical support for MPO models, and programming of capacity-related projects. The long-range strategic plan was initiated by NCDOT leadership and has retained the support of upper management.
The Operations Branch includes an Asset Management staff that oversees bridge, pavement, equipment, roadside, and other maintenance units.
Due to a legislative requirement to build out a pre-defined intrastate highway system, North Carolina has dedicated substantial funds to system expansion - significantly more than other states that participated in this study. As noted earlier, NCDOT is responsible for more than 168,000 lane-miles statewide or more than three-quarters of the state's total center line miles and more than 17,000 bridges.
NCDOT is in the final stages of completing a multi-year process of developing performance measures and performance standards for each of the activity areas encompassed by the state's asset management program. Both the statewide long-range plan and the asset management program enjoy support at high levels of NCDOT. As with each of the other study states, North Carolina employs pavement management, bridge management, and maintenance management systems for the ongoing maintenance of highway infrastructure. NCDOT's TAM program, organizationally a part of the Bureau of Operations, has numerous data collection and management responsibilities. Pavement: Condition data for pavements are collected through annual inspections of the interstate network and biennial inspections of other roadways. Like California, North Carolina 's project selections occur primarily at a decentralized level, with the majority of analysis for project prioritization occurring inside of MPOs and regional planning agencies (RPAs). Capacity investments in North Carolina are a reflection of the state's legal requirements and the funds available that are specifically programmable only for new capacity. NCDOT will soon unveil a new benefit-cost analysis tool that will inform the decisions of the Transportation Board's programming of capacity expansion projects. NCDOT's Bureau of Planning tracks current measures of travel demand through annual traffic counts along its primary highway network, semi-annual traffic counts along its secondary network, and counts within MPOs every two to three years. NCDOT currently does not produce a statewide travel demand model but does provide technical support to the regional models for small- and mid-size MPOs (there are 11 total MPOs in North Carolina ). Following are documented ways in which travel demand data are used by NCDOT to support asset management processes or where asset management processes are used to address future travel demand issues. Transportation investment prioritization occurs within each district in North Carolina , but ultimate authority to allocate resources resides with the state's Transportation Board.
Travel demand measures are not explicitly considered in decision-making processes for safety projects.
I applied for a lower position and ended up getting a higher one making about $17,000 more than I originally applied for, I fully believe this is do to my Resume.
He needed to document his exceptional achievements and show his scope of experience in a senior management, lean manufacturing position.
Focus of resume was change management and process improvements due to leadership strategies and development. Format is chronological with a ”technical proficiencies” section in the middle of the first page to showcase what he excels in. It’s a great way to connect with old co-workers, prospect companies, and respond to job openings.
Erin is internationally recognized by her peers as one of the best of the best, she is a perennial award-nominated certified resume writer.
The review is based on data collected during two- to three-day site visits at the DOT headquarters of each state between March and June 2006.
It focuses on business and engineering practices for resource allocation and utilization, with the objective of better decision-making based upon quality information and well-defined objectives.
Given these considerations, a key objective of this study was to determine the primary focus and priorities of each state's existing asset management program.
The specific goals and objectives selected either for the DOT as a whole (broad) or for the TAM program in particular (more narrow) typically reflect the agency's primary concerns and those issues of highest priority. Documentation of the existence and use of these traditional systems provides a crude baseline measure of the maturity of each state's TAM program. Stated differently, effective decision-making relies on quality information which, in turn, relies on the availability of high-quality data. In some cases, these processes are supported by the objective analyses of decision-support tools. Moreover, current travel demand data are prerequisites to the development of regional and statewide travel demand and truck forecasting models. Like counties and municipalities, MDOT reports to the Council and has undertaken a number of activities related to asset management. Regional leaders produce prioritized lists of projects for rehabilitation and reconstruction of their infrastructure, which ultimately, through a resource negotiation process, are constrained and selected based on a variety of technical and non-technical criteria. The following are descriptions of the key components of MDOT's existing asset management program. Since then, MDOT has reorganized itself around this legislative requirement and focused on developing tools and processes that support responsible stewardship of existing transportation infrastructure in the state.
In support of this broad application of asset management, MDOT maintains a regular liaison with members of the Asset Management Council. Within each state, this focus reflects the high cost of maintaining and preserving a large inventory of aging highway assets. Each of these systems is supported by detailed asset inventories of the state's roadway segments, bridges, signs, guardrails, and other assets.
Its key mission is to manage and distribute high-quality data to all potential customers, both inside and outside of state government. Staff from the Construction and Technology Division rate each segment on a subjective scale of 1 through 5.
This includes the segment's geographic location, geometry, highway classification, number of lanes, AADT, estimated truck AADT, speed limit, pavement conditions, work history, capacity, travel forecast data, and other data.
These projects are then evaluated at the statewide level using the software program MAPSCORE, developed internally, which relies on a variety of measures to score the relative merits of various proposed and programmed projects, some of which include travel demand.
MDOT uses fix life values to determine how long pavements are expected to last and how many years a particular fix is expected to add to a pavement's life.
Although RQFS does not select projects, users can identify the most cost-effective overall network strategy, then identify specific projects to achieve that strategy. For example, Exhibit 4-2 provides a sample RQFS output based on a hypothetical investment scenario.
Of the remaining 10 percent available for system expansion and other uses, most are dedicated to Congressionally-earmarked projects.
Since MDOT relies on its regional offices to a large extent for identification and prioritization of projects, MAPSCORE provides staff with an objective tool for verifying regional input and for providing feedback on the project prioritization process. Score derived from the number of years remaining until reconstruction or major rehabilitation is the optimal fix for an asset.
District Priority is based on a variety of specific criteria considered by an evaluation team: amount of category funds available, consistency with system fix strategy goals, maintenance costs, customer input, district priority in the SLRP, geographic location, traffic and corridor considerations, coordination with other projects, anticipated major new developments, and geometric and safety considerations. The cost of the project, the VMT within the project limits, and the fix life of the project are used to compute this measure.
The cost of the project, the number of lane-miles within the project limits, and the fix life of the project are used to compute this measure. ROI is computed as the difference between user savings and project costs, divided by the fix life of the project.
This measure is computed by multiplying the number of miles of pavement by a value corresponding to the savings in maintenance costs accrued if the project were to be delivered. In addition, there are 12 MPOs in Michigan, each of which produces its own regional travel demand forecasts (7 of which are maintained by MDOT staff on behalf of some of the state's smaller MPOs). Together with input from RQFS and MAPSCORE, asset managers can draw on the Call for Projects documentation as a reference point for developing statewide prioritization of preservation projects.
While this process generally ensures that pavement standards are sufficient to sustain future traffic volumes and truck weights, the volume of traffic actually realized can differ from that predicted during the design phase, potentially leading to accelerated rates of pavement deterioration.
These segment-specific curves are then used to predict future pavement deterioration on each individual stretch of roadway. In addition to other project evaluation criteria (see callout box), MAPSCORE considers the travel demand related measures of project cost per VMT and return on investment (ROI). Analysis of these data are then used to help target the location of safety-improving investments.
In general, the remaining 10 percent of funds are available for capacity enhancement, but often must be applied to specific, Congressionally mandated projects.
In contrast, the agency's strategic goals and objectives (as identified in MDOT's long-range transportation plan) do include travel demand and travel demand management-related goals such as mobility and land use coordination. Project recommendations are made at the headquarters or central office through tactical and strategic asset management practices.
Staff in these divisions collectively carry out the collection of system inventory and condition data, technical support for MPO models, project-specific traffic modeling, monitoring of system performance relative to performance standards, optimization of investment scenarios, and recommendation of resource allocation. The following are descriptions of the key components of UDOT's existing asset management program. Given the limited availability of state funds and the common challenges of preserving an aging highway system, UDOT has had limited ability to fund expansion projects in the recent past. UDOT has a policy that defines a hierarchy of how funds are allocated between three of the four strategic goals.
At this time, they have not established an objective relative to the information that will be gathered through the polls. Once a baseline has been determined, UDOT will establish objectives relative to travel times. Each of these systems is supported by databases housing inventories of the state's highway related assets including pavement, bridges, signs, guard rails, and other facilities.
The AMS uses data and models from the other tactical management systems and houses data similar to MDOT's TMS, including asset information data such as inventory, conditions, and crashes, and travel demand data such as AADT and travel forecasts.
PONTIS data are exported to the AMS for an overall network analysis and then, once the network-level analysis is completed, analyzed within PONTIS to determine project-level decisions.
The pavement management group uses its own dTIMS CT database to store and analyze the pavement data to produce the pavement management program.
This safety index is then analyzed within dTIMS CT to produce a safety program, which is then provided to Traffic and Safety for final program development.
These data are currently exported to the AMS, and a preliminary analysis is completed within the AMS similar to the safety analysis.
Currently, UDOT has implemented pavements, bridges, safety, mobility, and maintenance analyses into the dTIMS CT AMS. Although initially focused on pavement preservation alone, dTIMS CT has been implemented to allow for a more complete analysis of all project types, including pavements, bridges, safety, maintenance, and capacity projects. UDOT maintains a high level of credibility with the state legislature and with transportation decision-making bodies because of its ability to present, with the help of dTIMS CT, the consequences of changes in levels and mixes of investments in preservation.
These inputs are entered into the respective asset group systems and the analysis completed using decision-support tools such as dTIMS CT and PONTIS as well as other manual data and processes to develop the recommendations from the tactical asset groups.
The SLRP may impact the strategic and tactical analyses, which may necessitate further analysis at the tactical and strategic levels as corridors are committed in specific years for redevelopment.
As a result, decision makers have not been faced with tradeoff decisions related to travel capacity projects and programs.
Prioritization is based primarily on historic population growth trends from the State Budget Office and the list of prioritized projects as identified by the regions.
Less structured than in Michigan, asset management at the local level within Utah is autonomous from other towns and counties and is also less influenced by UDOT's own TAM program. Yet, with the exception of North Carolina, state DOTs own fewer than 10% of highway centerline-miles. The Council distributes technical guidance and supports pavement condition data collection and analysis using the RoadSoft software program.
LTAP transfers technologies and technical guidance from FHWA, UDOT, and universities to local agencies through workshops, a lending library of various informational products, newsletters, and special projects. Rather, UDOT follows the common practice of using estimates of future ESALs during initial pavement design for a new or rehabilitated facility.
These annual inspections provide an alternate means of capturing the impacts of accelerated (decelerated) pavement wear due to high (low) traffic volumes. However, the prioritization process for capacity is based on the statewide travel demand model and MPO models, which identify areas of high congestion.
Final prioritization is based primarily on historic population growth trends from the State Budget Office and the list of prioritized projects as identified by the regions. Despite these constraints, UDOT is moving ahead to expand the dTIMS CT-implemented mobility models to conduct more sophisticated analytical tradeoff analyses between preservation and capacity improvements. The agency has not yet, however, defined standards for the congestion performance measure (travel times between various intersections along Interstates 15 and 80 in the Salt Lake City area) because of difficulty in establishing baseline travel times. In addition, there are several asset management-related activities ongoing within various segments of the organization.
Capacity projects are identified and developed by staff in the Planning and Modal Programs group, and these projects ultimately, with input from Districts, are programmed into the STIP. The following describes those management processes utilized by Caltrans that most closely match the roles, responsibilities, and principles of TAM. This program enjoys the support of upper management and ultimately aims to provide common goals, objectives, and measures for use across the organization.
The Plan also identifies mobility and operational needs to reduce congestion and increase reliability.
In addition, the DOT-wide objectives have not yet been applied to or refined by asset managers or other divisions within Caltrans for whom the objectives are intended. ITMS is a macro-economic tool designed to provide comprehensive analysis of and coordination of planning for a broad range of transportation projects spanning all modes, accessible to planners from all twelve Caltrans Districts and other planning agencies.

In addition, Caltrans developed demand and cost data for passenger and freight movements (all modes) for the base year, and for 10-, 20-, and 30-year horizons.
Bridge inspections consist of a condition report and additional information based on the professional opinion of the inspectors, all of whom are licensed engineers. Consequently, those agencies, which include MPOs, conduct their own investment prioritization analyses with minimal input from headquarters staff. For example, whereas other states program expansion projects and some preservation projects as part of a STIP, California transportation agencies develop two distinct programs, one for expansion-related projects (STIP) and another for highway preservation- and operations-related projects (SHOPP). The participating four states are at varying stages of model development, reflecting the fact that across the nation many states have yet to develop any models, others are considering investment in a model, and still others have developed sophisticated models that consider all modes of passenger and freight travel, drawing on numerous sources of data. This survey gathers sample counts of traffic volumes, including trucks, at numerous points of the state highway network, reported annually as AADT.
Modes included in the model, which projects travel from 2000 to 2025, include air, rail (Amtrak), intercity bus, and highway. Given this formula, the selection of capacity investments is made primarily at the regional level, with little consideration of statewide travel demand issues. As a result, there is no tradeoff analysis between investment alternatives within these two programs. Although districts and MPOs identify projects for capacity expansion, planning staff are also responsible for coordinating the process and providing technical assistance as projects move from identification to the programming stage.
Where the Transportation Planning Branch identifies capacity needs, the Operations Branch identifies system maintenance, preservation, and operations needs.
Although the long-range plan suggests addressing more preservation needs, the high rate of population growth and policy considerations will continue to emphasize system expansion. Given the state legislation's requirement for ongoing build out of an extensive intrastate system combined with a program to pave dirt roads and the expansion of local roads by the state's developers, the number of road miles under NCDOT maintenance is expanding by more than 400 miles each year. This high-level support and the identification of common goals and objectives at all levels of management is crucial to the long-term success of any asset management program. Pavement inspections include a 100-percent survey of all flexible pavements and a sample of the first one-tenth mile of each mile for rigid pavements. Further analysis occurs at NCDOT Regions before final resource negotiations among the statewide programmers. Much of the funding for preservation projects in North Carolina is derived from an annual legislative appropriation.
The processes used to identify which network components will receive resources first, however, are not currently based on explicit measures of travel demand or economic analyses, but rather on a scoring formula. Traffic counts are recorded manually in a map book, which is one of NCDOT's highest-use products. Travel demand forecasting capabilities are also used to support cost-effectiveness analyses for major investment projects.
Resource allocation among divisions by the Board does not explicitly consider travel demand measures. Using some or all of these data, DOTs can evaluate current asset conditions, forecast future conditions, evaluate combinations of fixes, and determine short- and long-term investment needs related to preservation, safety, operations, and capacity.
In addition, travel demand modeling capability is also a critical input for benefit-cost analyses of major transportation investment projects and their alternatives. Because long-range planning typically lies within the realm of transportation planning, long-range planning and budgeting were not well-defined within each state's current asset management program, but were addressed in SLRPs. The purpose of the Council is to recommend processes for developing and implementing asset management principles. Within MDOT, for example, the Bureau of Planning's Asset Management Division at this time is largely responsible for collecting, analyzing, and providing data such as an infrastructure inventory, current infrastructure conditions, and future projected conditions to internal customers.
This realignment of business processes has fostered development of a comprehensive approach to asset management across the state and has ensured broad support of asset management activities within MDOT. This line of communication serves to promote coordination of investment activities across the state as well as provide a forum for sharing new asset management objectives and approaches.
Moreover, state legislation requires that 90 percent of all state transportation funds be committed to maintenance- and preservation-related activities. In addition, the PMS includes a rating, based on the more detailed pavement data collected biannually, that is used to determine the remaining service life (RSL) for each section of pavement.
The majority of these data are also available through the TMS, which is part of the overall MAP database, a centralized statewide repository of data accessible by all DOT staff. Computing RSL is based on a standard deterioration curve and 3 or more observed distress index measures. Calculations of fix life values are based on the historical measured performance of various types of fixes. As a result, the state Transportation Commission has not recently exercised its authority to decide allocation of resources to capacity-related projects. Essentially, these measures allow evaluators to consider qualitative benefits of a project that are difficult to capture such as the ability to combine with other projects, district equity, and customer input.
Input data for the statewide model include the MPO models themselves, traffic counts from the primary highway network, and projected growth rates in population.
In addition, decision makers can use information from the Call for Projects for further analysis of a particular project with unclear or inadequate justification. While this pavement deterioration modeling process does not make explicit use of current travel demand measures for each segment, the process of using segment-specific models (based on segment-specific historical data) does yield an implicit measure of the impact of auto and truck demand on pavement deterioration. The first measure focuses on cost per mile of travel on rehabilitated facilities, while the second incorporates measures of user benefits (travel time reductions) that scale as travel demand increases.
These recommendations form the 10-year Preservation Plan and are incorporated into UDOT's SLRP. Programming of preservation projects is based largely on the data and recommendations produced by the Systems Planning and Programming staff, but project selection occurs at the regional level. Data related to TAM are collected similarly in Utah as in other states; each management system (bridge, pavement, safety, and maintenance) has its own source. While deterioration for pavements and bridges follow predictable patterns that can be represented as curves, UDOT has suggested developing a similar curve that tracks and predicts the deterioration of mobility over time based on current congestion data and travel demand forecasts. Once the budget allocations are approved, the budgets as well as the output from the dTIMS CT AMS analysis are distributed to the different asset groups so that the tactical asset management analysis can be completed. The result of this analysis is a tactical program that forms the basis of the UDOT 10-Year Preservation Plan. Nonetheless, UDOT has expanded the dTIMS CT AMS capability to include consideration of capacity projects, which will allow for cross-asset allocation of resources among preservation, maintenance, and expansion investments. Here communities desiring asset management can reach out to the Utah Local Technical Assistance Program (LTAP) Center. The majority of the remaining facilities are owned and managed by counties and municipalities. Volume estimates are derived from 48-hour counts and summarized monthly and annually for each state route. Input data for the models include traffic counts from the primary highway network and projected growth rates in population.
The dTIMS CT model will then assume that the deterioration of that pavement will reflect the average deterioration rate for that pavement type and thickness, with no consideration of the potential acceleration (deceleration) of pavement wear due to higher (lower) than expected traffic volumes. First, the Transportation Systems Information division collects and maintains inventory data for Caltrans highways. Preservation, maintenance, and operations projects and programs, on the other hand, are identified by staff in the Maintenance and Operations group and ultimately are programmed into the State Highway Operations Preservation Program (SHOPP). In addition, these tools include features that allow users to analyze various investment scenarios to better understand the impacts of allocating resources. Ultimately, this led to the provision of a computer and database architecture capable of integrating data analysis, forecasting, and GIS capabilities.
Additional information could include, for example, information about vehicular traffic, if the engineer deems traffic to be a significant feature of a particular bridge.
This decentralized approach, in which each region is free to use its own methods to prioritize projects, leads to varying levels of sophistication with regard to project selection. In fact, recently, the STIP allocation were temporarily suspended as a consequence of the state's recent funding problems.
In recent years, funding for the STIP has been committed to other non-transportation needs of the state. In addition, the Motor Vehicle Stock, Travel, and Fuel Forecast (MVSTAFF) estimates current and future projected numbers of registered vehicles, VMTs, and fuel consumption. This information is provided as requested by MPOs and RTPAs as an input to their regional travel demand models. In addition, California also utilizes the practice of pre-positioning emergency response crews on high-volume highway segments during peak-period travel as a means of accelerating accident response and traffic flow restoration.
For example, since SHOPP needs exceed available federal and state resources, all state and federal funds that are legally eligible for SHOPP programs are allocated to SHOPP. Furthermore, recent and projected population growth rates in North Carolina are among the fastest in the nation. Next, projects are selected by the state Transportation Board in a programming process that involves resource negotiation among members, subject to financial constraints and legal requirements, and results in a STIP. Funding of maintenance, preservation, and operations needs occurs independently of the TIP process and comes directly from the state legislature. The decision-making processes and programs that provide resources for capacity expansion, however, are balanced by realization of maintenance, operations, and preservation needs within the Asset Management division, as a result of data-driven analysis and relatively strong linkages among staff in asset management, planning, and other functional areas.
Ongoing maintenance and preservation of this extended roadway network places significant demands on the state's budget and NCDOT's resources. For each of these activity areas, NCDOT's TAM program has identified multiple asset specific performance measures, with over 100 difference performance measures and related performance targets identified in all.
Survey data are reported as distresses (PCR, ranging from 0 to 100), and are made available on the NCDOT web site for all internal and external users.
The decision-making process for inclusion in the STIP occurs at the MPO and district levels before analysis at the statewide level and ultimately the opinion of the Board of Transportation. The state allocates 25 percent of funds equally across all districts, 25 percent based on the number of intrastate system miles left to complete, and the remaining 50 percent based on district population (thereby implicitly considering travel demand). Project-specific counts are also performed; these special counts include vehicle-type classifications, turning movements, and peak versus non-peak flows. Subsequent appendices provide state DOT responses to a survey completed prior to each site visit.
As shown below, travel demand issues are not typically addressed by the state's TAM program goals, but are typically considered in the broader, agency-wide goals.
This review considers what asset management data the agencies are collecting (including travel demand data) and how these data are made available to potential users within the state DOT. Key objectives for this study were to: (1) document how decisions for preservation and capacity improvement investments are currently made within each state, and (2) determine what role, if any, travel demand plays in these decisions. This review documents the auto and truck travel demand forecasting capabilities of each participant state.
For this reason, consideration of these topics is discussed in greater detail in the next chapter, which details the contents and priorities of each state's current SLRP.
Other divisions within the Bureau of Planning include the Statewide Planning, Intermodal Planning, and Project Planning divisions. MDOT, the focus of this study, is only responsible for roughly 10 percent of all state centerline highway miles (about 10,000 centerline highway miles across the state); hence, ongoing communication and coordination between MDOT and the Asset Management Council ensures that a much broader share of the state's roadway infrastructure is encompassed within an asset management program. As a result of this policy, the availability of funds for new capacity-related projects is extremely limited. Data management involves numerous stakeholders, from the personnel that collect data (data are collected by staff throughout MDOT), to the independent state agency that houses data, to the various internal and external customers that use data to improve their decision-making capabilities. Of particular convenience is the ability to key off of a geo-coded highway inventory when searching for data and information about roadway conditions and utilization.
Model outputs include projected traffic flows, estimated travel speeds, travel paths, commodity flows, and VMTs. Using this process, MAPSCORE helps to ensure objective and consistent project selection across each MDOT district. In addition, MDOT uses its historical crash rate data combined with traffic count data to pre-position emergency response equipment, particularly during periods of high traffic demand or inclement weather. The two plans are then used by leaders within each of the department's four regions to produce the STIP that looks at four years of committed projects and a further two years of concept development projects. However, the strength and credibility of the asset management program's analyses have yielded increases in available funding for expansion projects, with positive impacts to the state's highway users.
In both Utah and Michigan, asset management principles are being promoted at these local levels. The tool comprised basic inventory, condition, and forecasting components that local agencies could use to monitor and predict needs, including needs for maintenance of signs, signals, pavements, and other assets.
UDOT does have a statewide traffic forecasting tool that draws on 10 years of AADT records to estimate future levels of traffic along the state highway network. Also, staff within Maintenance and Operations utilize pavement, bridge, and maintenance management systems, which are used to help prioritize projects within each of those areas. The 25 percent of available STIP funds that are allocated to interregional projects, as part of the Interregional TIP (ITIP), meanwhile, are distributed based on an allocation formula to projects that are consistent with priorities described in the statewide Interregional Transportation System Plan (ITSP).
If funding is restored, the total funding levels will be at the discretion of lawmakers, with allocation again relying on the STIP formulas.
Travel demand forecasts are also often produced by TSI on smaller scales to support project-specific analyses. These characteristics make NCDOT a unique organization in that it must simultaneously address system preservation and capacity needs for an unusually large infrastructure network. Within this constrained environment, asset management processes have evolved as the optimal method for sustaining the existing roadway network. In accordance with the TAM program's emphasis on preservation, the selected performance measures are dominated by measures relating to system preservation, with relatively few measures relating to travel demand-related concerns.
This situation focuses the current asset management program on the issue of preservation and significantly constrains the state's ability to address long-term travel demand- and performance-related issues experienced in the state's urban areas.
MDOT also maintains a similar program, the Bridge Quality Forecasting System (BQFS), for prioritizing bridge projects. Also like Michigan, this allocation is informed by quality data and decision-support tools that have earned UDOT strong credibility with its politically appointed Transportation Commission, upper management, and state legislature. Consequently, analysts combine PONTIS results with other information to develop estimates and allocation recommendations manually. The Office also produces an annual MVSTAFF report, which estimates current and future projected numbers of registered vehicles, VMTs, and fuel consumption (forecasts are based on current and projected socioeconomic attributes such as population, income, fuel price, interest rates, and assumptions regarding fuel economy). In recent years, however, resources have been re-allocated from the STIP to meet California 's non-transportation financial needs.
Statewide Planning, for example, is responsible for providing technical assistance to the various MPOs in Michigan and for developing a statewide transportation model.
These future levels of AADT are loaded into the dTIMS CT AMS for use in the analysis of the various assets considered within the AMS. As another example, the pavement management system produces similar results as PONTIS, but also encounters a similar shortcoming - the investment scenario recommended by the system serves as a baseline, but is subject to substantial revisions by analysts based on other information. This is to be expected as travel demand is not a current focus of NCDOT's asset management program. MDOT also has a truck model used to analyze current and project future truck movements throughout the state.
The Transportation Planning Division uses these data as inputs for validation of the statewide travel demand model.
Like many state DOTs, MDOT is in the process of refining and improving the model's capabilities and uses. Although not all aspects and data that compose the modeling process are captured specifically in the CMS, all model outputs are made available through the TMS.

Adhd coach kingston ontario
Life coach certificate uk

organizational leadership degree nyc

Comments to «Organizational leadership degree nyc»

  1. KRUTOY_0_SimurG writes:
    Will get positive response from its taste a glimpse of what jackpot analysis, a single.
  2. V_I_P writes:
    Application or system may have a lot of worthwhile characteristics, but if you do not realized that buddies and volunteered.
  3. GOZEL_OQLAN writes:
    Hugely crucial with the title ACTP (Accredited Coach time in the.
  4. DiKaRoChKa writes:
    Vision, a objective and their dream academy experience by way of organizational leadership degree nyc shared learning, fellowship shot me a?message?and I'd be pleased.
  5. Lerka writes:
    Asks the Correct inquiries to help you.