Transportation System Management & Operations · PDF fileRegional Operations Academy (Nashville) Patrick Hall Atlanta Regional Council Scott E. Zehngraff Georgia DOT Meg Pirkle Georgia

Transportation System Management

& Operations

St. Louis Region Projects

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The Stark Reality: Declining Revenue

2009 20172014

$1.3 billion $700 million$325 million

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70 percent comes from state and federal fuel taxes

…but people drive less…and cars are more efficient than ever

That’s good for the environment, bad for our transportation system

The Stark Reality: Primary Revenue Stream

Cost Perspective1992 2011 % increase

Fuel $1.30 $3.85

Concrete $51.30/yd3 $153.60/yd3

Asphalt $21.52/ton $59.31/ton

Steel $450/metricton

$900/metric ton

176%

199%

100%

196%

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MoDOT Downsizing

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Federal Funding

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Where We Are, Where We’re Headed

$685million

2014

$1.3billion

2005‐10

$325million

2017‐19

$545million

$485 Million

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Missouri’s STIP Investment & Results

$487million

<2001

2001• Major

highways –41% good

• Bridges –69% good

• Minors –78% good

• Fatalities –1,098

$1.3billion

2005‐10

2005‐10• Major highways – 86% good• Bridges – 76% good• Minors – 68% good• Fatalities – 821

$685million

2014

2014• Major highways – 89% good• Bridges – 80% good• Minors – 69% good• Fatalities – 750

$325million

2017‐19

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Commission Action

• Suspend Cost Share Program

• Add no new projects to 2015‐19 STIP

Stark Reality of the Road Ahead

We are committed to a safe, reliable and prosperous transportation future…

Operations Academy

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Operations Academy

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Operations Academy

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Operations Academy

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Operations Academy

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Regional Operations Academy (Nashville)

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Regional Operations Academy (Nashville)

Patrick Hall Atlanta Regional Council

Scott E. Zehngraff Georgia DOT

Meg Pirkle Georgia DOT

Mark Demidovich Georgia DOT

Michael Roberson Georgia DOT

Lynn Soporowski KYTC - Division of Planning

Jerame Brown Kentucky TC

Donald Smith Kentucky TC

Joe ThompsonKYTC - System Operations Branch

Katina SwansegarKYTC - System Operations Branch

Edward Raymond Mississippi DOT

James Sullivan Mississippi DOT

John Gilligan Mississippi DOT

Acey Roberts Mississippi DOT

Joe Baggett Mississippi DOT

Operations Capability Maturity Model 18

Kevin Lacy North Carolina DOT

Tim Kirk North Carolina DOT

Jon Nance North Carolina DOT

Jay Swain North Carolina DOT

Scott Cole North Carolina DOT

Brian Umfleet Missouri DOT

Brandon Campbell Missouri DOT

Laurel McKean Missouri DOT

Chris Redline Missouri DOT

Amy Twellmann Missouri DOT

John Thomas Tennessee DOT

Jason D. Baker Tennessee DOT

Kenneth Flynn Tennessee DOT

Amanda Snowden Tennessee DOT

Mike Brown, P.E. Tennessee DOT

What is TSM&O?

An integrated program to optimize the performance of existing roadway infrastructure through the implementation of specific systems and services that preserve capacity, improve reliability and safety, and improve the environment.

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Why TSM&O?

As congestion spreads and intensifies and the level of incidents, delays and disruptions increase, the level of service and reliability of the roadway system continues to deteriorate. Given the current state of transportation budgets, significant new capacity is not a reality.

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Why TSM&O?

We must start shifting our mindset and concentrating on “taking back” the capacity lost to congestion, incidents, construction, weather, poor signalization, etc.

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Increasing Knowledge about Causes of Congestion

60% of delay/most unreliability due to “non-recurring” events NOT addressed by new capacity

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Future: 21st Century Operations Oriented DOT

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Benefits of Some TSM&O Strategies

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How is TSM&O Success Measured?

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Capability Improvement

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1. Planning/Program – formal, regional, multi-year, integrated, sustainable resources

2. Systems & Technology – consistent, area-wide, standardized, documented

3. Performance Measurement – Outcome measures, data, analytics, dashboards, and actually used to improve procedures

4. Culture – top management support/formal commitment

5. Organization – clear roles, accountability, core capacities

6. Collaboration – formal relationships – transportation (regional/local) and public safety/private


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LEVEL 1

Performed• Activities &

relationships ad hoc• Champion-driven

LEVEL 2

Managed• Processes developing• Staff training• Limited accountability

LEVEL 3

Integrated• Process documented• Performance measured• Organization/

partners aligned• Program budgeted

LEVEL 4

Optimized• Performance-based

improvement• Formal program• Formal partnerships

Most Agencies Today

Goal for the Future

A Capability Improvement Framework1. Continuous improvement (effectiveness) requires replicable,

consistent processes and a supportive institutional structure

2. Review of best practice indicates there are critical dimensions that can’t be skipped

3. Each dimension represents a key capability that cant be skipped – and current level of that capability can be identified

4. Improving capability requires incremental combinations of processes and measurement

5. Each level builds on organizational readiness of previous

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Academy Examples of Capability Improvement

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Field Study 1 – Maryland Statewide Operations Center (SOC)


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Field Study 2 – Ride with Maryland SHA Service Patrol


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Field Study 3 – Montgomery County TMC


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How Does MoDOT Rate Itself?

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Statewide MoDOT Self Assessment• November 7th, 2013• 2 Objectives

• Give the participants an assessment of how ready their agencies are to focus on management of the region’s transportation system

• Outline a plan for statewide implementation of TSM&O

Business Processes:Team Consensus Score 1.5

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Systems and Technology: Team Consensus Score: 2.0

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Performance Measurement: Team Consensus Score: 2.5

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Culture:Team Consensus Score: 1.5

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Organization and Staffing:Team Consensus Score: 1.75

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Collaboration: Team ConsensusInternal 1.0 External 2.5

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Summary of Scoring

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Dimension Level

Planning & Programming 1.5

Systems & Technology 2.0

Performance 2.5

Culture 1.5

Organization/Staffing 1.75

Collaboration 1.0 – Internal 2.5 ‐ External

What are Our Next Steps?

44Operations Capability Maturity Model

• Establish a formal program for statewide incident management and identify dedicated staff position(s) to oversee it.

• Develop a statewide TSM&O Plan from which subsequent regional plans can be developed.

• Establish a common procurement process and develop a clearinghouse of standard specifications for frequently procured TSM&O technology.



• Define goals for effective performance measures related to TSM&O. Develop a plan for obtaining richer data sets (including arterial and rural data) and streamlining the current performance measure process

• Identify a team of TSM&O champions at the senior management and division head levels.

• Define dedicated roles throughout the agency for TSM&O expertise sharing and knowledge banking



• Identify needed TSM&O – specific knowledge, skills, and abilities and develop job descriptions and career paths for TSM&O Staff• There will be a lot of opportunities for

advancements for those who enter this exciting field

• We will need employees with diverse backgrounds like EE, IT, etc.

TSM&O A Fresh Perspective

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• TSM&O possibilities from a Project Development point of view

• Reduce congestion without adding capacity• Active Traffic Management (ATM)• Managed Lane Design

The Future is Here!

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• Is our transportation network ready for vehicles that drive themselves?

• Are we ready to communicate with those vehicles?

Connected Vehicles and Autonomous Vehicles

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What is a connected vehicle?

Through wireless technology, connected vehicles ranging from cars to trucks and buses to trains could one day be able to communicate important safety and mobility information to one another that helps save lives, prevent injuries, ease traffic congestion, and improve the environment.


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What is an autonomous vehicle?

A computer controlled car that drives itself. Also called a “robot car” or a “driverless car”. Four states have now adopted laws that allow for testing of autonomous vehicles on public roadways.


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What does the implementation plan look like?


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We need to prepare now. What kind of messages would you like to get to drivers?

TSM&O Strategies Have ManyPositive Attributes


• Improve recurrent and non-recurrent congestion

• Address issue of supply and demand• Employed on arterials and freeways• Little impact on travel behavior• Rapid implementation

You Don’t Have to Choose Between TSM&O and Adding New Capacity


• Certain problems can be resolved by adding new capacity:• Major capacity deficiencies for either intersections or

roadways• Safety problems due to inadequate geometrics, site

distance, etc. • Certain Problems can be addressed by TSM&O

• Non-recurrent congestion due to incidents, weather, etc.

• Recurrent congestion due to poor signal timing, inefficient lane utilization, short term peaks in demand

You Don’t Have to Choose Between TSM&O and Adding New Capacity


• TSM&O and new capacity are not mutually exclusive• TSM&O can be used to supplement

new capacity• TSM&O can offer interim solutions while

new capacity is developed• TSM&O can reduce the impacts of

construction and maintenance

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The Final Message• TSM&O is not a panacea• It should be consider as either an alternative or

a supplement to the addition of new capacity• It is an important tool for addressing non-

recurrent congestion• The ability to implement TSM&O solutions more

rapidly and at lower cost than new construction makes them a candidate for interim solutions

Transportation System Management

& Operationsis the Future


Questions?

Documents

Transportation System Management & Operations · PDF fileRegional Operations Academy (Nashville) Patrick Hall Atlanta Regional Council Scott E. Zehngraff Georgia DOT Meg Pirkle Georgia