Accelerating solutions for highway safety, renewal, reliability, and capacity Regional Operations Forum Planning and Programming for Operations
Today’s Agenda 1. Indentify the kind of program planning needed to guide TSM&O improvements – Not just capital projects: all the components needed for a TSM&O program (infrastructure, procedures, roles and relationships, staff capabilities, funding, etc.) 2. Identify need for TSM&O staff to interact with planners in DOT and MPOs to integrate TSM&O program resource requirements into the formal statewide and/or metropolitan planning process 3. Note: This discussion is focused at the entire TSM&O program (combination of strategies) at a regional or statewide level. It is also more/less relevant to any specific combination of strategies, such as at the corridor level 2
1. TSM&O PROGRAM PLANNING: WHAT IT IS ABOUT What do you think is needed? 3
Point of Departure: What Participants Challenge Forms Indicated as Issues to Address by TSM&O Program Planning A business case — how TSM&O relates to agency mission/goals to 1. get buy in 2. Performance measures to gauge progress and use in real time 3. A road map for sustainable strategy application improvements related to problems 4. Clear concepts-of-operations (architecture) to identify systems needed and roles of partners 5. An organizational structure and staff capable of coordinated operational management Budget for sustainable funding (put forward to “planners”) 6. New forms of collaboration: within DOT, among partners — 7. recognizing differential capacities 4
Why Do a Program Plan for TSM&O? 1. Identifies key needs/deficiencies re: operational effectiveness of roadway network (focus on nonrecurring congestion) 2. Identifies strategies relevant and effective re: problems experienced Insures all strategy components are coordinated — concept, architecture, 3. technology, procedures, roles 4. Identifies logical increments in effectiveness, next steps, expansions, improved procedures, data, etc. 5. Specifies business and technical processes unique to TSM&O 6. Measures/evaluates impact and improvements (performance) to know if what we are doing is making a difference (and proving it to others!) 7. Identifies needed resources to support improvements (cap, op., maint., staff, etc.) 8. Makes sure the agency supports TSM&O as policy 5
TSM&O Program Plan Compared to Conventional Plan • Identifies the mobility objectives, deficiencies with special attention to nonrecurring congestion and related strategies • Recognizes synergism among various TSM&O strategies • Addresses all the procedures and related roles of participants to conduct TSM&O strategies • Identifies complete range of resources required for effective operations — not just technology/capital, not just capital and maintenance, but also approach to staffing/training, ConOps, role definitions, real-time/field procedures and protocols, development/utilization of performance information • Incorporates incremental approach 6
Who Is Going to Do Program Planning – and Why? Planners — in DOT HQ and MPOs? Their focus is typically on major capital improvements for recurring congestion in future — federal $$ and federal requirements. Most statewide and metro plans ignore TSM&O ( T oo S mall to M atter). TSM&O managers/staff? They know what is needed but are not experienced planners. They operate today’s system/manage disruptions. Anyway, TSM&O planning needs are not like conventional planning. 7
Operators/Planners Collaboration Operations Resource Performance in Long – Strategies for Req: cap, Needs Measures & Needs: RC, Range op, maint. Trade-offs NRC Capital Plan Planners Level of Activity Operators Real-Time Near-Term Short-Range Mid-Range Long-Range 8
2. TSM&O PROGRAM PLANNING: KEY INGREDIENTS What do you think is needed? 9
Ex: Priorities of (new) Customer Service Culture 10
Another Version (Priorities) 11
Ex: Making the Business Case – Aligning TSM&O with Agency Goals 12
Ex: Performance Measures to Gauge Progress Stage of Planning Examples Process Improve transportation system reliability/reduce unexpected traveler delay Operations Goal(s) Reduce incident-based delay so that by Improve transit system reliability so Operations 2010, travelers experience… that by 2020, at least 95% of buses Objectives operate on- schedule… • Average incident duration (mean • Percentage of buses more than 5 Performance minutes per incident) minutes off schedule Measures • Vehicle hours of nonrecurring delay due • Number of bus breakdowns/major to incidents delays • Traffic cameras and detection systems • GPS systems to track transit buses Strategies • Improved traveler information on to identify incidents more quickly • Roving incident response teams transit services • Install traffic cameras on Route X • Install GPS locator system for bus Projects/ (2009) system (2010) Implementation • Install variable message signs on Route • Install “Next Bus” electronic signs X (2010) along major commuter corridors • Implement incident clearance teams on (2011) Route X (2010) 13 13 13
Ex: Reporting Performance — Internal 14
Ex: Reporting Performance — External 15
Ex: Road Map for Matching Strategies to Needs, Deficiencies 16
Ex: Strategy-Specific Plan 17
Ex: Concept of Operations 18
EX: Program Plan for Improving Organization and Staffing 19
Ex: Complete Line Item Budget Coverage 2007 Capital Field and IM Equipment $3,855,000 Network Engineering $2,687,000 Leased Circuit Costs $1,000,000 CHART System and Network Connectivity $4,162,000 Planning, Development, Engineering, and Coordination. $3,000,000 CHART System Integration $3,100,000 Overhead $1,157,000 Total Capital $18,961,000 Staff and Operating Expenses Operations salaries, overhead, overtime, and expenses (staff 64) $ 6,324,742 Systems Maintenance: emergency, preventive, and routine maintenance $1,200,000 Administrative: supplies and contractual salaries and other expenses $260,000 Miscellaneous Operating Expenses: travel expenses and meals $40,000 Total Operating $7,816,276 Grand Total $26,777,000 20
Ex: Stakeholder Collaboration 21
Ex: TSM&O Program Planning Process 22
Ex: Integrating TSM&O Program Planning into State/MPO Planning & Programming Activities
Who Prepares a TSM&O Program Plan? • Any serious DOT mission with strategies requires some kind of program plan for effective use of resources, improved TSM&O, and sustainability. • Probably not DOT or MPO planners who may not know much about TSM&O — and may not be encouraged by the policy environment they work in. • Therefore, it is the TSM&O staff who need to be involved — working with planning staff, drawing on best practice examples. • It’s up to you. 24
3. AGENCY CAPABILITIES FOR TSM&O PROGRAM PLANNING 25
CMM for TSM&O Program Planning Capabilities Needed 1. Ability and resources to develop objectives, business case, program plan 2. Needs/deficiency analysis/evaluation to justify investment 3. Agency commitment, goals with related performance measurement 4. Organization and staff for needed technical capabilities Goal for the Future 5. Alignment/cooperation among partners LEVEL 4 6. Defined TSM&O program plan development process Optimized • Performance-based LEVEL 3 improvement Most Agencies Today Integrated • Formal program • Formal partnerships • Process documented LEVEL 2 • Performance measured Managed • Organization/ • Processes developing partners aligned Capability Levels LEVEL 1 • Staff training • Program budgeted Performed • Limited accountability • Activities & relationships ad hoc • Champion-driven
Using CMM to Assess Lincoln DOT’s Capability for TSM&O Strategic Planning (in the Lincoln-Jefferson corridor context) • What level of capability is Lincoln at today in each dimension? • What do they need to do to get to the next dimension: specific actions? 27
4. THE CONTEXT FOR CONVENTIONAL STATEWIDE & REGIONAL COMPREHENSIVE PLANNING [FOR NON-PLANNERS] 28
What You Need to Know Regarding the Context of Conventional Statewide and Metropolitan Planning • Allocation of federal aid and state funds — especially for federal and state-funded capital improvements and maintenance (state funds) takes place in these processes • Getting TSM&O’s “fair share” requires involvement in these processes (or eat budget dust!) • Some basics follow • Bottom line: Get to know state and MPO planning staff 29
The Scope of Linking TSM&O Strategic Planning into the Formal Regional/Statewide Planning Process 30
Question: Who Has a Comprehensive Statewide Plan That Includes TSM&O? • Does the plan include discussion of TSM&O as related to policy? • Are projects identified — or a program? • Is there a line item with investment level? • What level of detail? • Who prepared it? 31
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