Now Accepting Nominations for the 2016 Roy Award

November 6, 2015 at 2:42 pm

Roy Awards – via Harvard

CLICK HERE to fill out the nomination form.  Self nomination is permissible and encouraged.


The Roy Family Award for Environmental Partnership is presented every two years to an outstanding public-private partnership project that enhances environmental quality through the use of novel and creative approaches.

The mission of the Roy Family Award is to encourage governments, companies, and organizations worldwide to push the boundaries of creativity and to take risks that result in significant changes that benefit the environment and create leverage for greater action. We need your help to identify the most innovative and impactful partnerships around the world. Partnerships should be unusually creative and provide a model for improvement that is transferable to other issues or geographic regions. We are looking for organizations that have advanced a new idea, model, or paradigm that could be replicable for other efforts to improve the quality of the environment or natural resources.

Partnerships can consist of individuals or academic, business, civic, government, and non-profit groups. Projects can be domestic or international in scope, should involve a novel leap in creativity, and should foster significant positive changes that improve environmental quality or protect natural resources. The character, scope, and transferability of the environmental benefits created as a result of the partnership will be a major consideration in selecting the recipient. This is not a “lifetime achievement award,” but rather an award for a specific program or initiative. Modafinil online, this award recognizes multiple parties.

For more information on the Roy Award and the nomination process, please contact

Job Alert: Director, Project Finance Institute – American Association of State Highway and Transportation Officials (AASHTO) @ Washington, DC

December 15, 2014 at 1:14 pm

The American Association of State Highway and Transportation Officials is currently hiring a Director, Project Finance Institute, a position located in Washington, D.C.

The Director, Project Finance Institute (PFI), leads the management and operation of the AASHTO Project Finance Institute, which promotes effective financing and implementation of surface transportation programs, projects, and policies by state and local agencies through training in the use of tools and decision-making processes, sharing of best practices, and technical assistance.

The director, Project Finance Institute directs all aspects of the Institute’s management and operations which includes development of strategies and work plans; efficient management of budgetary resources; identification and engagement of the Institute’s audience of beneficiaries, including state departments of transportation; review and oversight of subcontractor entities; and the development and delivery of tasks based on the cooperative agreement between AASHTO and the Federal Highway Administration.

Supervised by AASHTO’s Policy Director, the incumbent directs PFI’s assistance to surface transportation project sponsors through activities such as development of PFI’s strategic working group; development and delivery of training opportunities such as workshops, training seminars, and peer exchanges; development and management of the PFI website and a robust e-learning platform; facilitation of innovative practices through research and development; and other tasks as appropriate in advancing the mission of PFI.

In order to best understand the needs of PFI’s targeted audience, the incumbent regularly engages with AASHTO’s member department executives such as chief financial officers, chief administrative officers, and other program and policy leaders comprising the AASHTO Standing Committee on Finance and Administration. In addition, the incumbent will engage regularly with other project finance and transportation stakeholders.

Successful candidates should have a minimum of six years of progressively responsible experience, with at least two years in the field of surface transportation at the federal, state or local level of government.  A bachelor’s degree in business administration, public administration, economics or a related field is required, and evidence of a higher degree of professional development, such as postgraduate education, is also desirable.

Project planning, budgeting, and management skills are essential to this position, and a broad understanding of federal and state transportation policy is required. The incumbent must have experience with contract administration and financial reporting. A basic understanding of capital markets, institutions, and state-of-the-art financial instruments, as well as the ability to communicate complex issues is required. Excellent written and oral communication and interpersonal skills are essential to this position. The incumbent must be able to travel 30-50 days per year.

Those interested in applying may do so by emailing by close of business on Friday, Jan. 2. Relocation costs are not reimbursable. AASHTO is an equal opportunity employer.

Training Opportunity: Register for Eno Center’s Public Private Partnership Training Course

February 13, 2014 at 8:01 am
Use Code  “Transportgooru” and receive a $150 discount during registration.
The Eno Center for Transportation has developed a new training course titled Partnering with the Private Sector.  This online course is 40 hours long, and is delivered over a four week span beginning on March 10th. Despite being entirely online, students interact with others, including course mentors/instructors Roy Kienitz and Dr. Michael Meyer.  Students “learn by doing,” and take on the role of a P3 project manager.  After learning the basics of P3s, students are given exercises in developing project scope and managing the work of private sector partners.  This course is appropriate for mid and senior level professionals, and provides Professional Engineers with 40 PDH (other types of professional education credit may be available).

The course fee is $3,000.  To register, click hereUse Code  “Transportgooru” and receive a $150 discount during registration. 

Deadline to Apply: Wednesday, February 26

For more information and registration, visit:
Instruction Method and Mentors
This course is conducted online, but features interactivity with other students and course mentors.  Eno developed a course portal that houses all course content.  To see how our online portal works, please click here.  Students in this course learn by doing.  After learning the basics of P3s, students complete mock assignments leading to the delivery of a P3 project.The learning experience is enhanced by two qualified course mentors:Roy Kienitz, Principal of Roy Keinitz LLC, is the former Under Secretary for Policy at the United States Department of Transportation. He also served as former Pennsylvania Gov. Ed Rendell’s Deputy Chief of Staff. Currently Mr. Keinitz works on major project development and implementation strategies, drawing on his diverse transportation policy experience.Dr. Michael D. Meyer is a consultant with Parsons Brinckerhoff. Prior to this position he was a Professor of Civil and Environmental Engineering at the Georgia Institute of Technology. He also served as Director of Transportation Planning and Development for Massachusetts where he was responsible for statewide planning, project development, traffic engineering, and transportation research.

Who Should Attend
A wide variety of individuals should consider signing up for the course, including: Mid- to senior level professionals and State/City Departments of Transportation, transit agencies, metropolitan planning organizations, and local governments; Federal employees involved in P3s for transportation; and Professionals from the private sector who assist public sector agencies implementing P3s.

Professional Development Hours
Through the course students will be able to earn up to 40 Pofessional Development Hours (PDH). Other types of professional education may be available. To inquire contact Alex Bond, or 202-879-4714.

Course Dates and Schedule
The course will run from March 10 through April 4. Each week has a distinct lesson plan and assignments, although most course activities are flexible or available on-demand. Students should be prepared to devote 8-12 hours per week to course activities.  To see examples of how students receive course material, view these screen captures.

Future Course Offerings
This course will be offered 4-5 times each year. To learn more about future course offerings please contact Alex Bond at 202-879-4714 or

Q: What previous experience do I need to take this course?
A: This course is intended for established transportation professionals who want to expand their knowledge on P3s. No prior experience with P3s is required. However, the course assumes a moderate level of knowledge of transportation systems.

Q: Is this course only about toll roads?
A: This course was designed to be multimodal.

Q: What do I receive upon completion of the course?
A: You will receive a certificate of completion. In addition, your course fee provides you with one year of individual regular membership to the Eno Center (up to a $200 value). Licensed Professional Engineers will receive forty Professional Development Units (PDU). If you are interested in another type of continuing education credit, such as AICP-CM or IACET Continuing Education Units (CEU), please contact Alex Bond at 202-879-4714 or Eno is in the process of partnering with other organizations that offer P3 professional credentials. All students who have taken the course will be eligible for any credentials established in the future. For more information on P3 credentialing, visit the Institute for Public Private Partnerships.

Q: How much time per week is needed to complete the course? Are times flexible?
A: The course is designed to be flexible, but also keep you on task. You should expect to spend ten hours per week on the course. There are weekly topics and assignments that you are expected to complete. Only an hour or two per week are on a fixed schedule. The remainder will be spent viewing on-demand recorded content, interacting with the course mentors, reading at your own pace, and preparing assignments for review.

Q: What if I need help?
A: Course mentors are available by phone, video chat, and email to provide you as much assistance and advice as you need. They are available by email at any time. You will have tools available to reserve appointment times for deeper discussion with the mentors.

Q: What if I get too busy and cannot complete the course?
A: If you find that you cannot continue, please notify the mentors and CTL staff.  In certain circumstances, extensions can be granted, particularly in the final week of the course. Eno is not able to offer refunds. However, you can enroll in another offering of the course at a later date (the course if offered 4-5 times per year) on a space-available basis.  When re-enrolling, you may be required to begin the course from the start

Q: Why is this course offered online, and over such a long time frame?
A: By offering the course online, you will not incur travel expenses and disruptions to your daily routine.  By offering it over a four-week span, you will be able to keep up with most of your regular work duties. In the future, a compressed version of the course may be offered. Please let us know if you are interested in this type of class. 

Tallying the toll of transportation privatization

May 6, 2009 at 6:37 pm

(Source: MSNBC)

Image: Indiana Toll Road

Photo: Joe Raymond / AP file. In 2006, the 157-mile-long Indiana Toll Road was leased to a private operator for 75 years for $3.8 billion. Novel approaches to funding offer insights on how the U.S. will fund, build and manage its transportation infrastructure for years to come.

Call it a tale of two airports.

In Missouri, a plan to open the nation’s first privately developed and operated commercial airport will come to fruition when the built-from-scratch Branson Airport opens on May 11.

In Illinois, a plan to lease Chicago’s Midway Airport that was seen as a model for privatization has collapsed in the face of the global credit crunch.

Two airports, two unique approaches and two completely different outcomes. Yet each in its own way may offer insights on how the U.S. funds, builds and manage its transportation infrastructure for years to come.

Crumbling infrastructure, creative financing
According to the American Society of Civil Engineers, the nation’s infrastructure is in such dire shape that it would take $2.2 trillion over the next five years to reverse decades of underfunding and neglect. The shortfall for transportation infrastructure alone is pegged at more than $800 billion.

State and local governments are simply unable (or unwilling) to fill the gap. The proposed solution: sell or lease public assets to private companies that would provide money upfront in return for the right to run the operation and keep most of the revenue.

In aviation, the Midway proposal — a 99-year lease in exchange for an upfront payment of $2.5 billion — would have constituted the first privatization of a public airport in the U.S. under an FAA pilot program announced in 1996. “It was going to be the grand demonstration of the viability of privatization,” says Joseph Schwieterman, a professor at DePaul University and proponent of public-private partnerships (P3). “But the consortium overbid, got cold feet and the thing unraveled.”

Which is not to suggest that airport privatization is dead (although there are currently no active projects in the FAA program). Instead, say proponents, future deals will likely revolve around smaller, lower-profile projects that are structured to ensure that public assets aren’t being sold off for one-time cash payments. “You have to give the public some value for their dollars,” says Steve Steckler, chairman of Infrastructure Management Group, a P3 advisory firm, “and not just take it from future users.”

Meanwhile, Branson Airport is getting ready to receive its first commercial flights next week. As a brand-new project built without government funding, it presents a completely different proposition, yet it also presents an intriguing option as the nation confronts its transportation needs. “Branson is unique,” says Schwieterman, “but the model is one that will surely be tried in other places.”

Turnpikes, tollways and the road ahead

In the interim, most travelers’ experience with privatized transportation systems will continue to come via the tolls charged on various highways and turnpikes. According to a recent report by the U.S. Public Interest Research Group (U.S. PIRG), 15 roads in the U.S. had undergone some form of privatization by the end of 2008, with another 79 projects currently under consideration.

Four years ago, Chicago once again proved to be a leader in the field when it leased the eight-mile Chicago Skyway to a private operator for 99 years in exchange for $1.8 billion. A year later, the 157-mile-long Indiana Toll Road was leased to the same group for 75 years for $3.8 billion. (Conversely, a proposal to lease the Pennsylvania Turnpike for 75 years for $12.8 billion fell apart last fall.)

Whether such deals are good for consumers remains controversial. According to proponents, privatization leads to more efficient operations and better maintenance. It also “provides cover” for local governments unwilling or unable to raise tolls on their own. (Historically, toll increases have lagged the cost of living, one reason most tollway deals allow operators to raise fees in step with inflation or GDP.)

Click here to read the entire article.