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Copy of ITS Forum 2015

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Anne Reshadi

on 23 September 2015

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Transcript of Copy of ITS Forum 2015

The Transportation Environment is Changing
TSM&O: Mind & Culture Shift
What is TSM&O
SHRP2 Organizing for Reliability Implementation Assistance Program (IAP) Grant
Defined in MAP 21, “Transportation Systems Management and Operations (TSM&O) is an integrated program to optimize the performance of existing multimodal infrastructure through implementation of systems, services, and projects to preserve capacity and improve the security, safety and reliability of the transportation system.”

We say that we have:
500 miles of fiber
STOC
TIME/ETO program
Adaptive signal system
511 system
Work zone management program
Instead of saying:
We improve traffic flow
We manage incidents
We improve safety
We reduce user delay
We increase reliability

Opportunity to assist advancement of TSM&O
$200k implementation plan assistance available to lead adopting states
Funding fosters the ongoing, "living document" nature of the implementation plan
Work Zone Management
Traffic Incident Management
Service Patrols
Special Event Management
Road Weather Management
Transit Management
Traffic Signal Coordination
Traveler Information
Ramp Management
Managed Lanes
Active Traffic Management
Integrated Corridor Management
Truck Parking
Example TSM&O Strategies and Solutions
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
These TSM&O strategies have a positive impact on mobility
Wisconsin DOT Transportation Systems Management & Operations Capability and Maturity Model Implementation Plan
Anne Reshadi, PE
ITS Forum
Sept 23, 2015
Positive Influencers on Delay Reduction
Source: Steve Lockwood, PB Consult, Operations Academy Senior Management Program
Increased availability of information
Increased Reliance on Information and Technology
Internet connectivity, wireless communications, cloud computing
Information is available 24/7 on mobile devices
Customers' perception: technology can improve efficiency and service
The future - even more innovative technologies and a shorter shelf life
New data services
Connected/autonomous vehicles
Public's expectations of government
Increasing Customer Needs and Expectations
Increased productivity and efficiency
Greater demand for accountability - value expected from the use of tax and toll dollars
Improved performance and service for commuter, freight, recreational, and other trips:
Mobility including reduced delays and congestion
Safety
Accurate, timely, and accessible information
Reliability
Growing Emphasis on Measuring Performance
"The game gets serious when you start to keep score!"
Element of increased accountability
Emphasized in MAP 21
Goals and associated measures being established for:
Safety
Infrastructure Condition
Congestion Reduction
System Reliability
Freight Movement and Economic Vitality
Environmental Sustainability
Reduced Project Delivery Delays
Reduced financial resources
Technology and operations strategies can help us improve our effectiveness in planning, operations, maintenance, design and construction investments
Technology also offers opportunities - multiple operations strategies and regional integration of various modes
Does TSM&O = ITS?
ITS is the supporting technology (operational tools) of TSM&O
TSM&O strategies are often deployed as part of construction projects
TSM&O - Why bother?
CHALLENGE
Congestion and unreliability increasing
Major capacity limits
Improve safety
Emissions and energy impacts
APPROACH
Address key barriers/opportunities
OPPORTUNITY
Aggressive TSM&O provides opportunities for delay reduction
Operations Can Help Address These Challenges
Leverage Technology
Preserve and maximize existing capacity
Enhance safety
Promote mobility and customer outreach
Improve reliability for commuters and freight
Manage bottlenecks
Monitor performance
Implement quickly at relatively low cost
Connected Vehicles
Vehicles "reading" the roadway and one another
Collisions reduced; reliability improved
Smarter operational decisions (possibly predictive)
The Future?
Technology transformation changes mobility
What might be the impact of autonomous vehicles?
DOT role in supporting development
Mainstreaming Operations
Key Leadership Questions
What are you customers' needs and expectations?
What are your current business processes for operations?
Where are you today?
Where do you want and need to go?
How are you going to get there?
Every DOT has unique challenges & opportunities
Capability Maturity Model (CMM)
FHWA AASHTO SHRP2 L06 has resulted in the development of a TSM&O CMM, which is a concept to support self-evaluation and identification of critical priority "next steps to" placing TSM&O activities on a path to improved outcomes on a continuing basis
CMM Key Features Include:
Six key dimensions
needed for improving efficiency and outcome effectiveness
Improvements must be implemented in
incremental and "doable"

levels
that can be managed - with clearly identified criteria that build on previous activities to reduce the risk of failure
Identifies priorities for management
- in terms of the most highly leveraging actions that improve efficiency and effectiveness up to the next level
Critical Dimensions for Improved TSM&O in a DOT
All (6) dimensions are:
Essential
Interrelated
Require executive support and leadership

Objective is continuous improvement of operations and reliability
Collaboration
Relationships and partnering:
Within DOT
Among levels of government
Public safety agencies
MPOs
Private sector
Systems and Technology
Use of systems engineering
Systems architectures
Standards and interoperability
Culture
Leadership
Outreach
Program legal authority
Technical understanding
Organization / Workforce
Programmatic status
Organizational structure
Staff development and retention
Business Processes
Planning and programming
Budgeting (resources)
Performance Measurement
Defining measures
Data acquisition and analytic
Presentation (internal and external)
Levels of Capability Maturity
Background
Background
Improving Transportation Systems Management & Operations: A Capability Improvement Workshop -
April 2012
City of Madison
City of Milwaukee
FHWA
Fond du Lac County Highway Dept
Rock County
SEWRPC
UW Madison TOPS Lab
Waukesha County DPW
Planning for Operations Workshop -
June 2012
Operations Academy
Anne Reshadi attended October 2013
Angela Adams attended October 2014
David Nguyen attending October 2015
Regional Operations Forum -
June 2014
Improving Transportation Systems Management & Operations: A Capability Improvement Workshop -
June 2015
WisDOT
Secretary's Office
OPFI
Division of Transportation System Development
Administrator's Office
SE Region
SW Region
NC Region
NE Region
NW Region
BHM
BTO
Division of State Patrol
WisDOT
Secretary's Office
Division of Transportation System Development
Administrator's Office
SE Region
SW Region
NC Region
NE Region
BHM
BTO
Division of State Patrol
Sponsored by WisDOT's Division of Transportation Investment Management
WisDOT
Brian Brock
William McNary
Jeff Hess
Dewayne Johnson
Rose Phetteplace
SEWRPC
Chris Hiebert
FHWA
City of Madison
City of Milwaukee
SEWRPC
Waukesha County DPW
Business Processes
Strengths
Traffic Operations Infrastructure Plan (TOIP)
Developing TSM&O Infrastructure Process (nextgen TOIP)
Actions
Conduct TSM&O Infrastructure Process Peer review
Establish TSM&O Working Group
Systems and Technology
Strengths
MAPSS performance measures: Delay and Reliability
CAD system integrated (DSP & some local sheriff depts)
ITSNET fiber network partnerships
Actions
Sponsor Operations Academy attendee
Provide systems engineering training for key agency staff involved in the project development and employment process
Develop public-private partnerships (WAZE, Google, connected vehicles)
Peer Exchange with Michigan DOT - Connected Vehicle Testbed
Performance Measurement
WisDOT arterials
Cities/counties
WisDOT freeways
Strengths
MAPSS Performance Measures
Actions
Develop B/C analysis for key TSM&O strategies
Develop asset management system and plan consistent with MAP-21
Culture
Strengths

Continuing culture shift, increase in TSM&O strategies integrated into project scoping process
Culture is generally strong, executive level support
Actions
Host workshop to verify CMM levels and finalize recommended next steps
Sponsor Operations Academy attendee
Enhance WisDOT website to provide public notification process
Develop mini Regional Operations Forum training for staff and partner agencies
Develop communications strategy for TSM&O business case

Organization / Workforce
Strengths
Greater emphasis on developing staff capability in operations
Actions
Develop mini Regional Operations Forum training for staff and partner agencies
Review existing and emerging TSM&O staffing, core technical capabilities, and update position descriptions
Collaboration
WisDOT arterials;
County to city
WisDOT major projects & TIM;
County to county
Strengths
TIME Program
Multistate coordiniation (MAFC, GLRTOC, LMIGA, UMTOPS)
Actions
Peer Exchange with Tennessee DOT to observe TIM test track and gather intelligence on best practices, lessons learned, and resource restrictions
Host Joint Operation (law enforcement and TMC management) Peer Exchange in Milwaukee
Develop TSM&O Strategic Program Plan to include local agencies (not just focused on infrastructure)
Host pilot TSM&O CMM workshop in Lacrosse
In Summary...
WisDOT TSM&O Implementation Plan
Proposed Non-Grant Funded Actions
Many of these initiative proposed as part of this effort are not dependent on funding
Research has shown, funding is not always the key differentiator for effectiveness
Initiatives will rely on other critical components, such as organization and formal collaboration

Proposed Grant Actions
Sponsor Operations Academy attendee
Host additional Workshop to verify CMM levels
Peer Exchange with Michigan DOT - Connected Vehicle Testbed
Develop mini Regional Operations Forum training
Conduct TSM&O Infrastructure Process Peer Review
Provide Systems Engineering training
Peer Exchange with Tennessee DOT - TIM test track
Host Joint Operations Peer Exchange in Milwaukee
Cost benefit analysis for TSM&O Strategies
Host TIM and Arterial CMM workshops
Host peer exchange with other states who have developed TSM&O Program Plans
Host pilot TSM&O CMM workshop in Lacrosse
Next Steps for Advancing TSM&O Capability and Maturity
Anne Reshadi, PE
Traffic Systems & Management Engineering Chief
WisDOT Bureau of Traffic Operations

Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
Source: FHWA, AASHTO & TRB, Operations in the 21st Century DOT: Meeting Customers Needs and Expectations
WisDOT TSM&O CMM Implementation Plan

December 2014
Weaknesses
Operations & Maintenance funding

Weaknesses
Not using all data sharing opportunities available
Weaknesses
No overall customer-related outcome measures developed to determine program impacts and to support business case
Weaknesses
Resources mainly focused on capital improvement to the detriment of ongoing operations
Weaknesses
Operations is still under-staffed despite recent progress
Some difficulty in hiring TSM&O focused staff: pay challenges, general attraction difficulties
Weaknesses
Lack of formal agreements
Full transcript