Institutional Architectures to Improve Systems Operations and Management (2012) / Chapter Skim
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Appendix B - State DOT Process and Institutional Interviews
Appendix B - State DOT Process and Institutional Interviews
Pages 74-75
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From page 74... ...
of operations is not widely appreciated in the DOT • Operations is not yet specifically identified in standard public DOT policy documents along with capacity improvements, safety, and maintenance • There is no DOT dashboard -- or if there is, traffic level-of-service is not publicly reported on the dashboard • Systems operations is not yet recognized as a specific discipline but is done by maintenance or other staff • TMCs and safety service patrols (SSP) do not exist -- or not in all metro areas and/or not 24/7 • There is no champion of ITS and operations in central office (at either the CEO or first-tier division head level)
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From page 75... ...
• Staffing slots are available to add operations staff to central office and districts • Highest-level manager with 100% responsibility for operations reports directly to CEO, chief engineer, or COO • Within the central office, operations, traffic engineering, and ITS have been consolidated into systems operations • At district level, there is coordinated planning, budgeting, and maintenance related to ITS/operations under a single manager who reports to the district engineer • Core capacities have been identified in terms of an integrated staff capability for systems operations planning, design, implementation, and maintenance • All regional real-time operations, including emergencies, are handled out of the TMCs • Core capacities have been identified in a document. Job specs, training, and certification exist for key operations positions at central office and districts.
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