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OCR for page 76
A P P E N D I X C
AASHTO Subcommittee on Systems Operations
and Management (SSOM) Questionnaire
Structure of DOT
Provide numerical answers
· Number of districts
· Number of major metro districts
· Use of operations unit incorporating more than one district
(sometimes called regions)
· Number of districts/regions with TMCs
Legacy Culture and Degree of "Mainstreaming" of Systems Operations
Mark with Mark with
"X" Managed "X" Integrated
The potential service value (leverage) of operations The value of operations is widely understood in the DOT.
is not widely appreciated in the DOT at senior
management level.
Comments:
Operations is not yet explicitly identified in standard DOT committed in DOT policy/plan documents to
public DOT policy documents as a major DOT mission. operations as equally important as construction, safety,
and maintenance.
Comments:
DOT and MPO planners have little or no contact with Systems Operations and Management (or congestion
DOT systems operations staff. management) is directly addressed as a need and
strategy in the DOT's long-range plan.
Comments:
There is some kind of a performance dashboard, but level There is a dashboard and Operations performance
of service changes (not just volumes) from month to reported as outcomes (reductions in delay due to
month are not reported. operations).
Comments:
76
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77
Leadership--In Central Office and Districts
Mark with Mark with
"X" Managed "X" Integrated
There is no real champion of ITS and operations in The CEO is a champion of ITS and operations at the
Central Office (at either the CEO or first tier division head top management level, as evidenced in public
level). What tier (indicate below)? statements and memos to staff.
Comments:
District Administrators/Engineers are not champions for District Engineers held accountable for improving
Operations, nor are they accountable to the Central Operations program in reporting to CEO.
Office regarding systems performance.
Comments:
DOT Central Office relationships with public safety DOT has obtained clear legislative authority for incident-
community are informal--on a personal basis. related Move It and Quick Clearance--and DOT vehicles
are authorized as emergency vehicles (can use
shoulders, light).
Comments:
Resource Allocation Process
Mark with Mark with
"X" Managed "X" Integrated
Funding is ad hoc and unpredictable. There is no ITS/Operations have a separate line item multiyear
statewide budget and funds are allocated largely at budget (at least for some activities) that is part of the
the individual district level from capital and maintenance normal agency budgeting process.
funds.
Comments:
Lack of funds is a major constraint to improving program Staffing is the major constraint to improving/expanding
as planned. program as planned.
Comments:
Organizational Structure
Mark with Mark with
"X" Managed "X" Integrated
Highest-level Central Office manager with 100% SO&M Highest-level manager with 100% responsibility for
responsibility is two or three levels down from the CEO. Operations reports directly to CEO or chief engineer.
Comments:
Maintenance and Systems Operations are under single Maintenance and Systems Operations are under
management at the highest or second-highest level in the separate management at the highest or second-highest
Central Office and Districts. level in the Central Office and Districts.
Comments:
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78
Within both Central Office and Districts, ITS, Operations, Within the Central Office, ITS, Operations, and Traffic
and Traffic Engineering are all separate responsibilities. Engineering have been consolidated into "Systems
Operations."
Comments:
Systems Operations for incidents, traveler information, Systems Operations for incidents, traveler information,
and local emergencies are divided between various units and local emergencies are all handled in a TMC (where
within each highway district. they exist).
Comments:
Technical expertise rests principally in a few individual Core capacities have been identified in a document.
champions. Job specs, training, and certification exist for key
operations positions at Central Office and Districts.
Comments:
Program/Project Development Processes
Mark with Mark with
"X" Managed "X" Integrated
Individual projects at both District and Central Office lev- A standard project development process for Systems
els are developed on an ad hoc basis by individual Operations projects has been developed and is used
heroes. for all major projects.
Comments:
Operational concepts, procedures, and protocols for Documented, formal operational concepts exist for all
incident management, traveler information, and freeway the Operations activities.
operations are not documented at the District level or
standardized by Central Office.
Comments:
Districts do their own thing regarding selection of Technology for key systems platforms has been
technology. standardized statewide.
Comments:
There is no statewide (business) plan for operations at the There is an up-to-date document describing the
statewide level that indicates specific strategies to be statewide operations program--a statewide Systems
developed (resources, staging). Operations plan.
Comments:
For Operations activities such as incident management, For Operations activities such as incident management,
some output data (number, type, duration) are collected. some outcome measures (changes in delay) are
measured and used for improving procedures.
Comments:
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79
Partnerships (public service agencies, local government, private sector)
Mark with Mark with
"X" Managed "X" Integrated
DOT has informal working relationships with police and DOT has formal co-training, written agreements with
fire entities--principally at the District level--regarding police and fire entities regarding basic incident
incident management (not written). management procedures and targets.
Comments:
TMC operations and safety service patrol are performed DOT is in its second/third generation of outsourcing
by agency personnel. some Operations functions (TMC, SSP) and has
evolved a performance-based contract.
Comments:
