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Virginia’s Statewide TOC and ATMS Contract. Kenneth King, Jr., P.E. Regional Operations Director Southwest Region. The Everyday Story of Operations. Virginia. VDOT’s Operations Program. Core to VDOT’s mission Traffic Engineering & Operations Central Office Divisions

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virginia s statewide toc and atms contract

Virginia’s Statewide TOC and ATMS Contract

Kenneth King, Jr., P.E.

Regional Operations Director

Southwest Region

vdot s operations program
VDOT’s Operations Program
  • Core to VDOT’s mission
  • Traffic Engineering & Operations
    • Central Office Divisions
    • Five Regional Offices
  • Customer focused
    • Maximize system reliability
    • Maintain access
  • Planned and real-time execution
    • Situational awareness
    • Information sharing
vdot s statewide operations program toc components
VDOT’s Statewide Operations ProgramTOC Components
  • Five Regions and TOCs
  • Northern (Fairfax)
  • Eastern (VA Beach)
  • Central (Richmond)
  • Northwest (Staunton)
  • Southwest (Salem)

Transportation Operations Center


Advanced Transportation

Management System (ATMS)

  • Hardware
  • Software
  • Communications Equipment

Message Signs

Portable Message Signs

Weather Stations

Shoulder/Lane Control

Traffic Detectors

Ramp Meters

HOV Gates

Overheight Detection

Highway Advisory Radio (HAR)

vdot s statewide operations program operations statistics
VDOT’s Statewide Operations Program Operations Statistics
  • System Mileage
    • Interstate – 1,120
    • Primary – 7,996
    • Secondary - 48,809
  • 7 Tunnels
  • 11 Moveable Bridges
  • 3 Ferries
  • Over 2,700 field devices
  • Over 338 miles of VDOT fiber
  • 50 SSP patrol routes covering 503 miles of Interstate
    • 30 routes/250 miles are 24/7
  • 4th Generation Statewide 511 Program
    • Phone, Web, Mobile App
    • Sponsorship/Revenue Generation
current state overview
Current State Overview
  • Two Advanced Traffic Management Systems
  • Separate system for handling incidents/weather events
  • VDOT had 11 contracts for SSP, TOC Control Room Floor, ITS Maintenance and ATMS services
    • Different requirements and performance measures
    • Only Staunton and Salem shared contracts together
  • Only 2 TOC’s interoperable, Staunton and Salem
  • No statewide contract to implement new technology/innovations
  • Tools and technology work well, but not cohesive
  • Mix of state employees and contractors providing services, but not uniformly
major project objectives
Major Project Objectives
  • Leading industry partner for statewide consistency of services
  • Select strong, innovative, experienced, and financially stable industry partners
  • Contracting flexibility for new innovations, new deployment and initiatives (technology & service)
  • Foster SWAM/DBE involvement
project scope and approach
Project Scope and Approach
  • 6 Major Service Categories:
    • Safety Service Patrol
    • TOC Floor Operations
    • ITS Field Maintenance
    • Statewide ATMS Solution &Tech Support
    • Program Management and Governance
    • General Support Services
  • CompetitiveNegotiation Procurement
  • Contract - 6 year term with three, 2 year renewals
    • July 1, 2013 to June 30, 2019
  • Performance Based Contract
procurement process
Procurement Process
  • Major Milestones
  • RFI January 2012 – Advertisement July 10, 2012
  • Proposals from 4 Offerors on Nov 14, 2012
  • Extensive selection process based on criteria in RFP
    • Included: Oral Presentations, Site Visits, Negotiations, Demonstrations, Reference Checks and Financial capacity reviews
  • Selected Serco
  • Developed a custom contract to clarify contract terms, manage risk, and facilitate contract administration
  • Transition services over 180 days
proposed innovations
Proposed Innovations
  • Innovations
  • Interoperability among centers
  • Modernize technology on road and software
    • Establish statewide processto review and implement new technologies/innovations.
    • Enhanced SSP and Severe Incident Response Vehicles for quick clearance
    • Network Operations Center to improve device availability
  • Improve monitoring and communications to public
    • Statewide Training Academy for TOC staff
    • Real-time monitoring & operation of arterials - traffic signals
  • Program Management and Governance
  • Program Oversight at Statewide Level
  • Day to day management and execution at Regional Level
  • VDOT and Contractor Point of Contact
    • Statewide Level
                • VDOT Statewide TOC and ATMS Program Manager
                • SERCO Statewide Program Manager
            • Regional Level
                • VDOT Regional Traffic Operations Manager (RTOM)
                • SERCO Regional Project Manager
diverse governance committee strategic thought leadership
Diverse Governance Committee Strategic Thought Leadership

Statewide Team

Statewide Team

Statewide Team

Statewide Team

contract cost and major terms
Contract Cost and Major Terms
  • Contract Cost (initial 6 years) - $355.8 M
    • VDOT - $19.8 M over 6 yrs
  • Payment and Performance Bond
  • Exit Escrow
  • Technology Escrow
  • Federally eligible and full oversight by FHWA
  • Performance measures with tiered disincentives to maintain optimal performance
    • - Response time for SSP, VMS, 511 entry, ITS maintenance


procurement lessons learned
Procurement Lessons Learned
  • Executive Level Support needed
  • Hire full-time Project Manager with staff
    • Relieve Procurement Team from day-to-day assignments
  • Involve legal counsel early
  • Obtain procurement consultant support
  • Exit planning is critical
  • Provide ample time for negotiations
  • Off-site negotiations facility with sufficient working space
  • Improve communications - those not directly involved
  • Do we need all these deliverables?
  • Document management and control


  • Contract Standup
  • Contract began effective July 1, 2013
  • Held key leadership retreat June 3/4
  • Established statewide transition team
  • Status of Serco Deliverables
    • 60 of 62 deliverables submitted on-time
    • VDOT approved 59 of 62 deliverables (3 under review)
  • Serco established key PMO and Regional leadership
  • Serco established a strong partnership with VDOT leadership
  • VDOT and Serco jointly developed business processes
  • Contract Standup
  • Significant staffing changes for VDOT, Incumbents and Serco
  • Substantial document development and management
  • VDOT continues to evolve statewide approach
  • Serco has assumed Operational responsibilities in Staunton, NOVA, Salem, & Hampton Roads. Richmond final transition is scheduled for December 7th.
  • Contract scope/scale allows Serco to standup dedicated PMO office, near VDOT Offices
operations performance measures
Operations Performance Measures
  • Measures
  • Travel Time Reliability Index
  • Annual Hours of Delay
  • Incident Duration
  • HOV Performance
kenneth h king jr p e southwest region operations director ken king@vdot virginia gov
Kenneth H. King, Jr., P.E.

Southwest Region Operations Director

active traffic management atm in virginia

Active Traffic Management (ATM)in Virginia

Kenneth H. King, Jr., P.E.

Southwest Region Operations Director

atm precursors in virginia
ATM Precursors in Virginia

Woodrow Wilson Bridge

Work Zone

Variable Speed Limits

Hampton Roads Bridge-Tunnel

Variable Speed Limits

I-66 and I-264

Hard Shoulder Running

application of atm to i 66 corridor
Application of ATM to I-66 Corridor
  • Project Scope
    • District of Columbia (Exit 74) to Gainesville (US-29)
    • 34 mile corridor with diverse needs and characteristics including suburban, urban, bidirectional peaks, transit, HOV, and ride sharing
    • Assortment of ATM treatments in a two-stage design-build process
atm display concept
ATM Display Concept

Example with HOV Lane and Shoulder Running

Example with HOV Lane, No Shoulder Running

Between ½ mile to 1 mile spacing (1 Kilometer to 1.5 Kilometer)

i 66 atm procurement schedule
I-66 ATM Procurement & Schedule

Eight teams submitted Statement of Qualifications (Dec 2011)

Short listed three teams, released Design-Build RFP (April 2012)

Project awarded to Transcore (January 2013)

Contract award: $34M; Original estimate: $32M

Scope Validation & Design underway, break ground May 2013

ATM full Start-Up: Early 2015 (interim deliverables include ramp metering and additional CCTV/DMS)

Additional info available at:



Active Traffic & Safety Management System

  • Primary goal: Improve safety of travel along Fancy Gap Mountain
  • Secondary goal: Increase operational efficiency of travel along the corridor

Active Traffic & Safety Management System

Significant Incidents

Fancy Gap on November 16, 2010

75 vehicles, 2 fatalities, 16 injuries

Foggy conditions


Active Traffic & Safety Management System

  • Most recent crash on I-77 Fancy Gap Mountain:
    • Easter Sunday 2013, 1:00 pm
    • 3 fatalities, 25 injuries
    • 17 separate accidents
    • 95 vehicles

Active Traffic & Safety Management System

  • Proposed Countermeasures
    • Variable Speed Limit (VSL) Signs
    • Dynamic Message Signs (DMS)
    • Closed-circuit TV (CCTV) Cameras
    • Visibility Detection Systems (VDS)
    • Entry Control Gates
    • Additional Pavement Markings and Markers

Active Traffic & Safety Management System

  • Next Steps Toward Implementation on I-77
    • Complete System Requirements and High-Level Design
    • Complete System Verification and Validation Plan
    • Completed 30% Design with Special Provisions
    • RFP Released for Design-Build Contract September 2013
    • Bids received November 2013
    • Projected December Award
active traffic management atm in virginia1

Active Traffic Management (ATM)in Virginia

Kenneth H. King, Jr., P.E.

Southwest Region Operations Director