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    <title>Transport Research International Documentation (TRID)</title>
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    <atom:link href="https://trid.trb.org/Record/RSS?s=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" rel="self" type="application/rss+xml" />
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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    <item>
      <title>Software Programs and Processes for Tracking Capital Program Funds</title>
      <link>https://trid.trb.org/View/1409230</link>
      <description><![CDATA[The Minnesota Department of Transportation (MnDOT) will soon transition away from using the internally developed Program and Project Management System (PPMS) software program to track funding for transportation expenditures. PPMS was developed primarily to track project schedules, and it evolved over time to track project funding as well. PPMS was not intended to serve the purpose of tracking project funding, and therefore MnDOT has experienced difficulty with maintaining data integrity, in addition to other issues. The new software program and processes chosen to replace PPMS should be robust enough to adapt to state and federal funding changes, and it is desirable that a new tool also produce the State Transportation Improvement Program (STIP) acceptable for approval by the Federal Highway Administration (FHWA). Before selecting a new software program to track capital program funding, MnDOT was interested in examining how other state departments of transportation (DOTs) and other public agencies manage and track the funding streams they receive. Results from this project will help inform MnDOT’s decision when selecting a new software program for tracking capital program funding. This State of Practice Transportation Research Synthesis (TRS) examines software programs and processes used by State DOTs to track capital program funding. It also summarizes relevant practices of selected non-DOT entities. This research included surveying State DOTs and compiling results, documenting software programs used by non-DOT agencies, and summarizing four featured State DOT examples as selected by MnDOT. This synthesis includes the following sections: Approach – Summarizes the process used for gathering information via a survey of state DOTs and through targeted contacts to non-DOT public agencies; Summary of Findings – Provides results of the State DOT survey, summarizes information gathered from non-DOT agencies, and provides expanded summaries of four featured examples (Iowa DOT; Louisiana Department of Transportation and Development; Washington State DOT; Wyoming DOT); Conclusions – Provides an overview of key observations and trends; Appendix A – Contains the survey issued to State DOTs; and Appendix B – Summarizes all survey responses received from State DOTs.]]></description>
      <pubDate>Sun, 29 May 2016 15:32:45 GMT</pubDate>
      <guid>https://trid.trb.org/View/1409230</guid>
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    <item>
      <title>Implementation of Community and Cultural Resource Commitments</title>
      <link>https://trid.trb.org/View/1266336</link>
      <description><![CDATA[State departments of transportation (DOTs) make commitments as they plan transportation projects, and the tracking of commitments is a necessary component to ensure adequate implementation. As DOTs consider “environmental” commitments, those related to community impact assessment and cultural resources are some of the most particular. This study analyzed the practices and methods used by DOTs to track and enforce the implementation of community and cultural resource commitments. DOT responses to the research survey, primarily from cultural resources personnel, revealed three basic tracking systems - the Green Sheet process, use of Excel spreadsheets, and electronic database systems - as the primary means of tracking and managing commitments. In addition to methodology, the survey asked about the effectiveness of commitment tracking and what practitioners saw as strengths and weaknesses in their processes. This report forefronts three examples of electronic database tracking systems, and the discussion of “best practices” centers on the advantages of an electronic database system to DOT project management activities. The study goes on to recommend a workshop where states share the work they’ve done in developing tracking systems related to community and cultural resource commitments.]]></description>
      <pubDate>Fri, 01 Nov 2013 08:56:52 GMT</pubDate>
      <guid>https://trid.trb.org/View/1266336</guid>
    </item>
    <item>
      <title>Quantitative Decision-Making Framework to Evaluate Environmental Commitment Tracking Systems: Colorado Department of Transportation Case Study</title>
      <link>https://trid.trb.org/View/1129306</link>
      <description><![CDATA[The purpose of this research is to evaluate the environmental commitment tracking systems (ETSs) used by other state departments of transportation (DOTs) in an effort to determine which system would be the most beneficial for long-term implementation at the Colorado DOT. The authors developed a quantitative decision-making framework to identify and prioritize the features that the Colorado DOT prefers and evaluate ETSs used by other state DOTs with respect to those features to provide recommendations as to which ETS the Colorado DOT should adopt. ETSs from California, Florida, Kentucky, New York, Tennessee, Texas, Virginia, and Washington were evaluated. The quantitative decision-making framework consists of four steps: (a) conduct interviews to identify the features that the Colorado DOT prefers to have in its ETS, (b) assign weights to those features to establish their importance relative to each other on the basis of Colorado DOT preferences by using the analytic hierarchy process, (c) collect data from the above-mentioned eight state DOTs through surveys to identify which features their ETSs have, and (d) perform a quantitative evaluation of those ETSs with their respective weights according to Colorado DOT preferences. Application of this framework identified the ETSs that are most closely correlated with Colorado DOT preferences and resulted in a number of recommendations to the Colorado DOT. Although the findings presented are specific to the Colorado DOT, the quantitative decision-making framework can be used by any DOT to evaluate an ETS.]]></description>
      <pubDate>Wed, 25 Apr 2012 07:57:40 GMT</pubDate>
      <guid>https://trid.trb.org/View/1129306</guid>
    </item>
    <item>
      <title>Identification and Tracking of Highway Bridge Maintenance</title>
      <link>https://trid.trb.org/View/1092984</link>
      <description><![CDATA[An overview of practices for highway bridge maintenance of state transportation departments (DOTs) in the United States is presented. DOT practices are given in the areas of identification of maintenance needs, numbering systems for maintenance actions, performance and priority measures related to maintenance, and data systems engaged by maintenance. The overview finds that DOTs have similar work procedures for identification and tracking of maintenance needs and somewhat similar approaches to performance and priority measures, but dissimilar practices in numbering systems for maintenance actions. Most DOTs use one or more individualized data systems to track maintenance work, monitor network-level performance, and evaluate maintenance work plans. The information presented is one product of studies of bridge maintenance decision making and bridge database development.]]></description>
      <pubDate>Wed, 18 May 2011 10:51:46 GMT</pubDate>
      <guid>https://trid.trb.org/View/1092984</guid>
    </item>
    <item>
      <title>Mobile Shift Means Changes for Airports</title>
      <link>https://trid.trb.org/View/1094870</link>
      <description><![CDATA[Described by one industry representative as the "intelligent airport," emerging airport technologies combine mobility, self-service, and collaboration.(By 2013, for example, seventy percent of airports are planning to offer mobile services to passengers.) Ongoing developments in mobile airport-to-passenger communications, as well as related challenges, are discussed by the author. These include mobile check-in; ancillary messaging; geo-location and geo-tracking; smart phone and app technology-enabled customer service; and Wi-Fi enabled handset use.]]></description>
      <pubDate>Mon, 21 Mar 2011 14:13:54 GMT</pubDate>
      <guid>https://trid.trb.org/View/1094870</guid>
    </item>
    <item>
      <title>Developing an Asset Management Tool to Collect and Track Commitments on Environmental Mitigation Features</title>
      <link>https://trid.trb.org/View/910206</link>
      <description><![CDATA[Wisconsin has constructed many environmental mitigation projects in conjunction with transportation projects under the National Environmental Policy Act. These projects offset or replace certain environmental function(s) lost as a result of a transportation project. Examples include storm water management facilities, wetland replacements, stream restorations, reforestation, construction of sound walls, replacement of parklands, and wildlife crossing structures. For environmental mitigation projects to provide the long-term functionality intended when they were first constructed, they must be properly maintained and, when necessary, rehabilitated or reconstructed. These environmental mitigation features should be considered as assets, similar to other transportation facilities. The Wisconsin Department of Transportation (WisDOT) identified the need to track these selected features in the overall scheme of project development and ongoing maintenance. This paper explores the current state of environmental mitigation project activities, discusses the literature on existing environmental inventory and asset management programs, presents an inventory of selected environmental mitigation features for Wisconsin, and develops a tool to track commitments. The tool was designed to assist WisDOT in monitoring the long-term performance of mitigation features. The research approaches used to develop the tracking tool, the list of priority features, and the inventory included interviews with WisDOT and Wisconsin Department of Natural Resources staff, a review of WisDOT’s environmental records—such as environmental impact studies and environmental assessment documents—and a literature survey covering best practices for environmental tracking and asset management systems being used by other state agencies.]]></description>
      <pubDate>Tue, 16 Mar 2010 06:12:39 GMT</pubDate>
      <guid>https://trid.trb.org/View/910206</guid>
    </item>
    <item>
      <title>Biometrics at Sea</title>
      <link>https://trid.trb.org/View/900813</link>
      <description><![CDATA[This article discusses developments used by the U.S. Coast Guard in "closing the revolving door" of migrants attempting illegal entry into Puerto Rico from the Dominican Republic on "yolas," wooden fishing boats equipped with outboard engines. The article notes that during the 2004-2005 period, the Coast Guard interdicted approximately 9,000 such migrants attempting entry via the 90-mile Mona Pass strait, 40% of the undocumented migrants the Coast Guard picked up during this same time period. As many of these migrants had no identification or other credentials, they made further entry attempts once repatriated. In 2006, the Coast Guard began to use biometric techniques (e.g. fingerprinting) at sea to begin a systematic tracking system of these undocumented migrants. An important component of this system is a searchable database to allow for cross-checking against immigration and criminal databases. The article discusses these in further detail, along with reviewing current biometric systems. Systems discussed include Automated Biometric Identification System (ABIS, developed by the U.S. Department of Defense), Integrated Fingerprint Identification System (IAFIS, developed by the Federal Bureau of Investigation). A final system reviewed is the United States Visitor and Immigrant Status Indicator Technology Automated Biometric Identification System (US VISIT IDENT, developed by the Department of Homeland Security).]]></description>
      <pubDate>Fri, 25 Sep 2009 07:20:04 GMT</pubDate>
      <guid>https://trid.trb.org/View/900813</guid>
    </item>
    <item>
      <title>Maximizing Resource Use to Meet the Maintenance Management Challenge: As Demonstrated by Traffic Signal Maintenance Management in the City of Norfolk, Virginia</title>
      <link>https://trid.trb.org/View/898377</link>
      <description><![CDATA[Public agencies are required to maintain and improve the level of service for a continually growing catalog of assets with a stagnant or decreasing number of resources. The need for a comprehensive strategy for maintenance management programs increases along with this growth. The City of Norfolk’s Division of Transportation (DOT) has chosen to analyze, improve and document the following six elements of a successful maintenance management system: (a) preventive maintenance, (b) stock and procurement, (c) work tracking, (d) workforce development, (e) statistical analysis, and (f) performance measures in order to make the best use of existing resources and justify requests for additional or alternative resources. The experience of Norfolk’s DOT in implementing and improving maintenance management programs and policies has shown that significant gains may be achieved by an agency. The six elements, supporting maintenance programs and policies increase resource performance (efficiency), align the correct resource to the task (effectiveness) and if justified provide rational data to justify an expansion of resources to improve levels-of-service and meet increasing demands of scale. This paper defines each of these six elements, details its components and explains their overall importance to a successful maintenance system. The synchronicity of each element with other elements of the maintenance management program is also discussed. Examples of the programs and policies that Norfolk has created or expanded to exploit each element are provided. Finally the results of the implementation of these programs and policies is discussed along with a discussion of the lessons learned and some of the problems associated with implementing a maintenance management system.]]></description>
      <pubDate>Thu, 06 Aug 2009 08:33:24 GMT</pubDate>
      <guid>https://trid.trb.org/View/898377</guid>
    </item>
    <item>
      <title>Radio Frequency Identification Tracking Technology Applied to Testing of Transportation Construction Materials</title>
      <link>https://trid.trb.org/View/881849</link>
      <description><![CDATA[This study tested the applicability of radio frequency identification (RFID) technology to tracking the progress of construction materials being tested by the Georgia Department of Transportation (GDOT) Office of Materials and Research (OMR). OMR receives and tests thousands of construction samples each year and currently tracks them with a paper-based system. The work in this investigation focused on RFID tracking technology, specifically read-only, passive, ultra-high-frequency tags. Because of their balance between low-cost and tracking capabilities, both handheld and fixed (portal) readers were used for tracking and identification of the applied tags. This study demonstrated that RFID tags were durable enough to be used under the harsh testing conditions in the laboratory, specifically extremes of moisture, pH, temperature, and pressure. In addition, the study demonstrated that the technology can be used for sample tracking in the laboratory and for location of misplaced samples. Finally, when integrated with an information technology database, such as GDOT’s Materials Information Management System, the use of RFID technology will facilitate productivity within the testing scheme by time stamping a sample’s progress through the laboratory and identifying delays and bottlenecks in the system.]]></description>
      <pubDate>Thu, 19 Feb 2009 14:42:31 GMT</pubDate>
      <guid>https://trid.trb.org/View/881849</guid>
    </item>
    <item>
      <title>Tracking Environmental Mitigation Projects: A Survey of Methods Used by State DOTs</title>
      <link>https://trid.trb.org/View/850373</link>
      <description><![CDATA[To locate pertinent practices, the FHWA, TRB and TRIS Online databases were mined, and state DOT Web sites were searched. It was found that many states have developed successful Tracking Mechanisms such as databases, forms and lists to ensure that departments communicate with each other and that commitments stay attached to projects throughout their life. This research suggests that one of the most popular tools for tracking is the specialized database—agencies using this method include Colorado, Illinois, Montana, New York and Washington State DOTs and the Pennsylvania Turnpike Commission. Several states have developed mechanisms to track costs associated with environmental mitigation, including the Arizona DOT, Kentucky Transportation Cabinet, Maryland SHA, Montana DOT, and Oregon DOT.]]></description>
      <pubDate>Fri, 14 Mar 2008 14:49:47 GMT</pubDate>
      <guid>https://trid.trb.org/View/850373</guid>
    </item>
    <item>
      <title>Aviation Security: Foreign Airport Assessments and Air Carrier Inspections Help Enhance Security, but Oversight of These Efforts Can Be Strengthened</title>
      <link>https://trid.trb.org/View/811562</link>
      <description><![CDATA[The Transportation Security Administration’s (TSA) efforts to evaluate the security of foreign airports and air carriers that service the United States are of great importance, particularly considering that flights bound for the United States from foreign countries continue to be targets of coordinated terrorist activity, as demonstrated by the alleged August 2006 liquid explosives terrorist plot.  For this review, the U.S. Government Accountability Office (GAO) evaluated the results of foreign airport and air carrier evaluations; actions taken and assistance provided by TSA when security deficiencies were identified; TSA’s oversight of its foreign airport and air carrier evaluation programs; and TSA’s efforts to address challenges in conducting foreign airport and air carrier evaluations. To conduct this work, GAO reviewed foreign airport and air carrier evaluation results and interviewed TSA officials, foreign aviation security officials, and air carrier representatives.  Of the 128 foreign airports that TSA assessed during fiscal year 2005, TSA found that about 36 percent complied with all applicable security standards, while about 64 percent did not comply with at least one standard. The security deficiencies identified by TSA at two foreign airports were such that the Secretary of Homeland Security notified the public that the overall security at these airports was ineffective. Of the 529 overseas air carrier inspections conducted during fiscal year 2005, for about 71 percent, TSA did not identify any security violations, and for about 29 percent, TSA identified at least one security violation. TSA took enforcement action—warning letters, correction letters, or monetary fines—for about 18 percent of the air carrier security violations. TSA addressed most of the remaining 82 percent of security violations through on-site consultation.  TSA assisted foreign officials and air carrier representatives in addressing identified deficiencies through on-site consultation, recommendations for security improvements, and referrals for training and technical assistance. However, TSA’s oversight of the foreign airport assessment and air carrier inspection programs could be strengthened. For example, TSA did not have adequate controls in place to track whether scheduled assessments and inspections were actually conducted, deferred, or canceled. TSA also did not always document foreign officials’ progress in addressing security deficiencies identified by TSA. Further, TSA did not always track what enforcement actions were taken against air carriers with identified security deficiencies. TSA also did not have outcome-based performance measures to assess the impact of its assessment and inspection programs on the security of U.S.-bound flights. Without such controls, TSA may not have reasonable assurance that the foreign airport assessment and air carrier inspection programs are operating as intended.  TSA is taking action to address challenges that have limited its ability to conduct foreign airport assessments and air carrier inspections, including a lack of available inspectors, concerns regarding the resource burden placed on host governments as a result of frequent airport visits by TSA and others, and host government concerns regarding sovereignty. In October 2006, TSA began implementing a risk-based approach to scheduling foreign airport assessments, which should allow TSA to focus its limited inspector resources on higher-risk airports. TSA is also exploring opportunities to conduct joint airport assessments with the European Commission and use the results of airport assessments conducted by the European Commission to potentially adjust the frequency of TSA airport visits.  In an April 2007 report that contained sensitive information, GAO recommended, and the Department of Homeland Security agreed, that TSA develop controls for tracking and documenting information and establish outcome-based performance measures to strengthen oversight of its foreign airport and air carrier evaluation programs.]]></description>
      <pubDate>Fri, 20 Jul 2007 09:57:15 GMT</pubDate>
      <guid>https://trid.trb.org/View/811562</guid>
    </item>
    <item>
      <title>Artificial Intelligence and Advanced Computing Applications</title>
      <link>https://trid.trb.org/View/794505</link>
      <description><![CDATA[This Transportation Research Record contains 14 papers on the subject of artificial intelligence and advanced computing applications.  Specific topics discussed include a tracking system for the automated inventory of roadway signs, travel time estimation, prediction of annual average daily traffic for nonfreeway facilities, predicting directional design hourly volume, forecasting shared-use vehicle trips, sensor- and image-based technologies for automated pavement condition surveys, representing uncertainty in determining level of service, compressing TransGuide intelligent transportation system data, intersection accident detection, real-time detection of crash-prone conditions, decision support in real-time traffic management, predicting urban arterial travel time, improving decision reliability based on travel time, and a method for speed estimation using single loop detector data.]]></description>
      <pubDate>Mon, 04 Dec 2006 16:51:47 GMT</pubDate>
      <guid>https://trid.trb.org/View/794505</guid>
    </item>
    <item>
      <title>Developing Standard Times for Repair Activities for Transit Vehicles: A Systematic Approach</title>
      <link>https://trid.trb.org/View/778297</link>
      <description><![CDATA[This paper presents a systematic method for determining repair time standards for transit vehicles. Most approaches typically used for time and motion study are designed mainly for manufacturing processes and thus find limited applications in transit environments. The methodology developed in this study is comprehensive and incorporates relevant factors such as maintenance procedures and work bay components and design, which are particular to the transit industry. This methodology has been employed on two systems: brake repair and preventive maintenance on buses. A major component of the methodology pertains to restructuring procedures, not only to improve work flow but also to normalize the operative assignments across transit shops. That focus facilitates productivity control and allows managers to assess training needs better. Outcomes reveal that the proposed methodology serves as a framework to develop valid standards that could have an impact on the efficiency of technicians while reducing total job completion time. Results are enhanced by the development of an information system that allows tracking of the time technicians take to complete the tasks and that represents, graphically, the performance rating based on the time standards developed. This tool assists supervisors during complex management decisions for resource allocation and scheduling. This project was initiated by the Florida Department of Transportation and the Center of Urban Transportation Research (CUTR). The research is part of the Florida Maintenance Training and Technical Assistance Program in CUTR and is guided by the committee of Transit Maintenance Consortium. The committee includes the managers and supervisors of the transit agencies throughout Florida.]]></description>
      <pubDate>Mon, 13 Mar 2006 15:11:55 GMT</pubDate>
      <guid>https://trid.trb.org/View/778297</guid>
    </item>
    <item>
      <title>ATS Set to Roll Out Across NYCT Network</title>
      <link>https://trid.trb.org/View/757576</link>
      <description><![CDATA[The article reviews the radical upgrade expected to roll out across  the whole New York City complex subway system within two years.  The current aging relay based train control system will be replaced by Siemens' new Automatic Train Supervision (ATS) system that is specifically designed to provide more effective service management for operating divisions, allowing improved performance and more regular headways.  Additional benefits include provision of real time passenger information, centralization of maintenance management and, in the event of an emergency, improved coordination between New York City Transit (NYCT) and fire and police services.  Interaction with non-ATS systems, such as NYCT's car mileage recording, scheduling, crew management, and Scada, is integral to the system, as is the ability to replay and simulate incidents, which is useful for investigations into events such as accidents.]]></description>
      <pubDate>Wed, 20 Jul 2005 14:42:49 GMT</pubDate>
      <guid>https://trid.trb.org/View/757576</guid>
    </item>
    <item>
      <title>EMPOWERING EMPLOYEES AND THE ORGANIZATION BY IMPLEMENTING AND EVOLVING A MAINTENANCE MANAGEMENT SYSTEM: THREE YEARS IN</title>
      <link>https://trid.trb.org/View/684594</link>
      <description><![CDATA[In the past several years, several states have undertaken maintenance management system initiatives characterized by formal, competitive procurements; lengthy project duration; and significant investment of time and resources by both the acquiring organization and the selected provider.  A description is given of how Vermont, operating in a resource-constrained environment, has pursued "a path less frequently traveled" to successfully implement and continue to evolve a maintenance management capability that has empowered its employees and has generated value and benefit for the Vermont Agency of Transportation (VAOT).  Vermont adopted a strategy of fielding an initial core capability for the Vermont maintenance activity tracking system (VTMATS) and then augmented the core capability through a series of additional releases.  VAOT successfully addressed the training and organizational change challenges associated with the implementation and operation of a new system.  The challenges VAOT faced are described in terms of time frame (initial operations, first year of operation, and beyond), the benefit and value that have been realized, and the surprises (both unanticipated "wins" and lessons learned).  Also addressed are the organizational relationships that have been created or reinforced through the operation of VTMATS and the incentives and empowerment of system users.  Use of VTMATS to support maintenance management activities is far greater than initial expectations, and other experiences show how user expectations and perspectives have changed significantly during the past 3 years.  The acquisition and resource requirements associated with the Vermont experience are examined in terms of how VAOT has implemented and evolved the VTMATS in a resource-constrained environment using alternative strategies and approaches that are streamlined, yet still yield effective and economical results.  How the system is expected to mature and change over time relative to user and organizational expectations also is discussed.]]></description>
      <pubDate>Fri, 27 Apr 2001 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/684594</guid>
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