Below are the first 10 and last 10 pages of uncorrected machine-read text (when available) of this chapter, followed by the top 30 algorithmically extracted key phrases from the chapter as a whole.
Intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text on the opening pages of each chapter.
Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.
Do not use for reproduction, copying, pasting, or reading; exclusively for search engines.
OCR for page 77
77
Since this program includes a funding mechanism for local trucks do not park on I-80 during closures of the Nevada/
agencies to access, it is understandable that the Board's approval California border.
is required. At the time this report was written, the program Process integration can allow agencies to plan for an inte-
planned to sunset in late 2009 and the program would once grated system that can be implemented in a scalable format
again need to be supported by the MTC board members. that can grow commensurate with needs. By integrating agen-
Approval of the program demonstrates to the staff members cies and processes early in the planning process, agencies are
that the organization is in support of the program. less likely to miss opportunities for integration and more likely
Institutionalization is the final stage for implementing a to build systems that can expand to meet future needs. In
process change. It should include clear documentation of Phoenix, the AZTech Regional Archived Data Server was
the process, the roles and responsibilities of the players, and the designed using input gathered at the start of the process from
performance metrics used to evaluate the effectiveness. The the AZTech partner agencies. Not all agencies immediately
level of documentation will be unique to each organization, used the server; however, because of its scalable design, it can
but should reflect the complexity of the business process and grow and allow additional partners to join as needed.
the level of commitment from senior management. The formal documentation of a process and any changes to
the process will allow agencies to identify any correlation that
might exist between changes to the process and performance
Benefits
metrics. As changes are made to a process, it is important to
As noted, process integration can be divided into two dis- determine if those changes result in measurable differences in
tinct aspects: the operational level and the institutional level. performance. By documenting a process and resulting changes,
Through the case study development process, unique benefits agencies can record the processes they follow and compare
were identified that result from process integration at both the changes in the process with changes in performance metrics.
operational level and the programmatic and institutional lev-
els. Benefits can include increased efficiency, savings in finan-
Programmatic/Institutional Level
cial and staff resources, increased scalability and flexibility of
systems, and, ultimately, processes that are more integrated By developing an integrated process, agencies can define
into an institution. clear responsibilities that can improve cooperation and trust,
For any process to remain beneficial, the process should be because each agency and department understands its role and
developed in such a way that it allows for innovation to be inte- its partner agency's role in effectively carrying out a process. If
grated into the process. Processes that are not flexible and these roles and responsibilities are documented, an additional
remain static may be effective initially in improving travel time benefit can be provided because it keeps a record of roles
reliability, but as travel conditions, travel patterns, and other and responsibilities that should not change even if personnel
factors that affect reliability change over time, a process that is change. In the case study for the Kansas Speedway, both KDOT
static may lose its effectiveness. and the Highway Patrol noted that one of the reasons for the
success of their special-event traffic management was that both
agencies clearly understand their roles and responsibilities and
Operational Level
how these affect all their partner agencies.
Process integration can improve an agency's ability to effec- Buy-in from higher-level management at agencies is also
tively use its resources and provide financial savings as a result a key to establishing a process that is effective and remains in
of improved cooperation, reduced capital expenditures, and place. Processes that have support from the upper levels of
efficient use of staff. For example, in Florida, the Road Ranger management are more likely to remain in place and be viewed
program's integration with private sector tow providers has as a high priority by all levels of staff within an agency. In
reduced the need for FDOT to purchase towing equipment Washington State, the JOPS Agreement between WSDOT and
and bring on permanent staff to support the Road Ranger pro- WSP formalizes roles of staff at the DOT and State Patrol and
gram. FDOT's use of private sponsors to support the Road is signed each year by the WSDOT secretary of transportation
Ranger program reduces their overall capital expenditures. In and the chief of WSP. The agreement assigns individuals from
Kansas, the Highway Patrol relies on portable DMS that KDOT WSDOT and WSP to lead each program covered by the agree-
brings in from around the state to support major events. By ment and makes them accountable for its success.
using existing DMS, both agencies realize a cost savings and
efficiency is increased because KDOT is more familiar with
National Action
the operation of portable DMS than KHP. In Nevada, NDOT
works closely with the Highway Patrol during winter closures The interviews for the case study and discussion held during
of I-80 to set up truck-turnaround locations and ensure that the L01 workshop clearly showed that there were many benefits
