“ The future has already arrived. It’s just not very evenly distributed ”

1. Systems Operations & Management: Improving Institutional Capability Steve Lockwood Parsons Brinckerhoff “The future has already arrived. It’s just not very evenly distributed” William Gibson in Cyberpunk 1

2. What This Discussion Is About Problem, Highway service deteriorating. Not much new capacity. Opportunity: Future mobility dependent on performance management of existing network. But much SO&M potential remains largely untapped Barrier: Not technology or $$. SO&M not a “program” with appropriate processes and institutional arrangements Solution: Process improvements and organizational modifications supporting SO&M can be managed Target: The 21st Century State DOT as Performance Manager 2

3. 1. How important is Systems Operations and Management?

4. Congestion is a Major Service Issue 4

5. Increasing Knowledge about the Causes of Congestion Majority of delay/most unreliability caused by “non-recurring” events 5

6. Known Operations Strategies for Each Cause of Congestion

7. Impact of Best Practice

8. Potential Leverage of SO&M These impacts are comparable to many capacity investments but can be applied on a large proportion of the total network. 8

9. VISION ELEMENTS 1. Highway service reliable 2. At any V/C, less delay 3. Good travel information 4. Premium services available 5. Crashes reduced 6. Erratic behavior suppressed 7. Traveler assurance services 8. Special truck facilities ACHIEVED BY: All-incident management ATM: control of flow, speed, lane use Probe-based real time information Separate, priced, speed limit service V2V crash avoidance Automated enforcement In-vehicle navigation, concierge Automated regulatory enforcement The Future: SO&M Vision Bottom Line: SO&M is just getting started

10. 2. Current State of Play

11. Increase in Implementation

12. Modest ITS Deployment Rate 55% in 2010 50% 44% in2010 Optimistic Projection 40% Pessimistic Projection 30% 22% in ‘2000 20% Installed 16% in ‘97 10% 6% in ‘90 1995 2000 2005 2010 1990 Year

13. Relevance: How to Close the Gap between “Best” and “Average “ Practice? Top and middle managers need guidance re what changes in processes and organization/institutions will move the SO&M “program” in the direction of improved effectiveness and efficiency • Changes may be proactive, deliberate and incremental • Changes may be (often are) in response to major events that focus on SO&M

14. 3. What’s different about SO&M? (that needs to be accommodated in DOTs)

15. Real time/responsive/partnered/tech-based

16. Resultant SO&M Demands on DOTs

17. 4. The New Frontier: Process Engineering +Institutional Architecture

18. The Challenges: Developing the Institutional Capabilities for SO&M • PROGRAM FFECTIVENESS • Needs-basis • Support ITS Infrastructure • Field Procedures • Comprehensiveness • ENABLING PROCESSES • Business Processes • Systems and Technology • Performance • SUPPORTIVE INSITUTIONS • Performance Culture • Org & Staff Capacity • Resource Allocation • Partnerships 18

19. Institutional Innovation • Both the FDOT and GDOT utilize both incentive/disincentives to improve incident clearance times. • Detroit metropolitan area multi-agency coalition that tracks and manages weather treatment strategies, across jurisdictional boundaries. • The 16-state I-95 Corridor Coalition has supported an “operations academy,” for SO&M management training. • The MSHA CHART program is a formal, multi-year budgeted ITS and operations program with an advisory board • The ODOT created an Operations Innovation Program that awards funding to projects selected on a competitive basis. • Virginia DOT reorganized to create Deputy Commissioner for Systems Operations and Maintenance • WSDOT publishes the quarterly Gray Notebook, which tracks operations performance in detail.

20. A Promising Approach:Capability Maturity as Framework for Change Management • IT Industry origin/utilization • A technique for evaluating the effectiveness of an organization’s processes • Defined in terms of five levels • Objectives include: • Repeatability • Effectiveness • Performance measurement • Optimization

21. The Capability Maturity Model 21

22. Features of an Operations Capability Maturity Model Continuous improvement (effectiveness) requires replicable, consistent processes and a supportive institutional structure There are critical dimensions that can’t be skipped For sustainable change “institutionalization” is essential (documentation and training) Performance Levels are incremental combinations of processes and measurement Each level builds on organizational readiness of previous.

23. Example:Application to Incident Management

24. Agency State of Playl The Relationships in Detail (Guidance under Development) Strategies to Next level Strategy Details 24 24

25. 5. Future:The 21st Century State DOT

26. Bottom Line: SO&M Mainstreamed • Program strategies applied at their most effective (state of the practice) • Technical and business processes designed to promote continuous improvement of effectiveness • Institutional arrangements support processes Prepared to Handle the 21st Century Transportation Challenges 26

27. The Future DOT: Big Cultural Shift &Change in Priorities Systems management System Expansion 2OTH CENTURY DOT 21ST CENTURY DOT Demand Management Systems Management System Expansion Demand Management Maintenance Maintenance