This paper describes a multi-criteria analysis (MCA) model and methodology developed for the
New Brunswick Department of Transportation and Infrastructure (NBDTI) for prioritizing new
capital investments in its transportation infrastructure. The methodology and MCA model for
transportation projects, including a user guide for its application, were developed by Opus
International (Canada) Ltd. (Opus) in 2013. NBDTI has tested this MCA model & methodology
and is currently considering utilizing it as a key component in its “Asset Management Decision
Framework” to prioritize new capital transportation projects for its long-term strategic
infrastructure plan. The department has recently initiated a continuous improvement project to
extend the MCA model to prioritize other categories of infrastructure assets, specifically
buildings.
NBDTI has a mature highway asset management program to determine the rehabilitation needs
of its existing transportation assets. However, the department required a defendable,
transparent methodology for prioritizing capital investments in new infrastructure that:
Enabled the Department, and in turn the province, to strategically prioritize and plan
capital infrastructure expenditures on a more efficient and effective basis;
Supported the province’s current commitment towards providing appropriate and
affordable service to citizens on a sustainable basis;
Aligned with the Government of New Brunswick’s vision and strategy map; and
Better positioned the Department, and in turn the Province, to seek future cost shared funding from the Federal government.
The paper describes the results of Opus’s three step approach to develop the MCA
methodology and model including:
1. A literature and current practice review of North American agencies;
2. Stakeholder Consultations and the resulting draft methodology and model; and
3. Testing and refining of the draft methodology and model.
The final model is presented along with examples of how it is being applied to:
Assess the strategic value and expected performance of its planned capital
infrastructure projects;
Prioritize projects according to their strategic value; and
Communicate the results.
The paper concludes with recommendations on how the MCA methodology and model can be
improved, and extended to other government assets and decisions on asset divestiture or
disposal.
