Transportation Systems Management & Operations – Capability Maturity Implementation Plan New...

Transportation Systems Management & Operations – Capability Maturity Implementation Plan

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New Jersey Department of Transportation

Transportation Systems Management (TSM)(Division of Traffic Operations and the

Division of Mobility and Systems Engineering)

» Final Implementation Plan • Selected Priority Action Items


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Business Processes (Planning and Programming)Priority Action 1of 3

Action Description Develop The Connected Corridor (TSM&O) Plan

Products andDesired Outcomes

Products: The Connected Corridor – NJDOT TSM&O Plan

The NJ ITS Architecture Update and ITS Strategic Deployment Plan has been branded The Connected Corridor. It serves as the NJ statewide TSM&O Plan authorized by the NJDOT with stakeholders including non-NJDOT, Authorities, local agencies, MPOs, and other partners.

Desired Outcomes: Establish Vision, Objectives, and Strategies in the short and Long Term consistent with identified regional planning goal areas. Objectives and related strategies supported by performance measures establishing a performance based approach to planning and ultimately strategic capital investment. Result in system-wide, performance-based, innovative, and mode neutral investments, with operational strategies and technology solutions integrated into the planning processes, and chosen over traditional infrastructure projects in capital programming.

Task(s) / Subtask(s)

Completion and acceptance of The Connected Corridor (NJ’s TSM&O Plan) to include the program maintenance and Implementation Plan. Also, develop business case and communications plans consistent with NJDOT’s congestion relief and problem statement development processes. Promote private sector engagement through organizations like ITS America and ITS NJ to promote delivery to the customer.

(continued on next slide)


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Business Processes (Planning and Programming)Priority Action 1 of 3 (continued)

Action Objective Develop The Connected Corridor (TSM&O) Plan

Lead Solomon Caviness, NJTPA

Support Staff

“The Complete Team” (including NJDOT TSM, Planning, Programming, MPOs, FHWA) Operating Agencies, Counties, NJ universities, ITS NJ, TRANSCOM (with strategic participation from agencies so that the overall number of participants is limited to drive accountability and responsibility).

Staff Level of Effort)4 months to finalize The Connected Corridor – approximately a dozen people at about 10% time – approximately 100 person hours.

Senior Leadership Support Actions

Commitment to goals, liaison with external executive stakeholders, product guidance and promotion, assignment of staff, briefing availability, schedule prioritization and management.

Collaboration Actions and

Requirements

Incorporate input from stakeholders into The Connected Corridor. 4 Plan meetings, approx. one per month, among key support staff identified above. Requirements: Plan is applicable across Federal, State, County, Municipal and Regional jurisdictions, including TRANSCOM. Establish The Connected Corridor partnership and implementation MOU.

Technical Issues

How we share information across agencies, various communications platforms, use of virtual meeting opportunities, cross agency policy consistency and conformance (standards).



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Action ObjectiveDevelop The Connected Corridor (TSM&O) Plan

Key Risks

Key staff availability, continuity of program, keeping a focused vision and long term commitment to seeing this through. Funding continuity and constraint. Finding appropriate leadership for The Connected Corridor. Plan acceptance at executive level. Failure to meet customer demands and needs.

Resource Requirements

FHWA Planning for Operations technical assistance, CMM Workshops, Example TSM&O Plans from other regions and State DOTs, and Travel Assistance for identified TSM&O Peer Exchanges and SME support.

FHWA Support Resource

TSM&O training opportunities for NJ Local Implementation Plan Team FHWA NJ Division – Calvin Edghill and Ek Phomsavath

Start Date June 1, 2014

End Date September 30, 2016

Success / Completion

Indicator

Completion and Cross Acceptance of The Connected Corridor Plan. Support for ongoing partnership and implementation MOU. Shared vision and momentum for next steps. Acceptance and first meeting of The Connected Corridor maintenance initiative.


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Business Processes (Planning and Programming)Priority Action 2 of 3

Action Description Develop a Business Case Document for TSM&O


Products: The Connected Corridor Business Case

Desired Outcomes: Identify programs/projects for investment and deployment as per The Connected Corridor strategic plan. Link project objectives with MPO and FHWA Goal Areas. Measure the results as outcomes/benefits for success stories (i.e. Statewide Traffic Management Center, TRANSCOM) to promote as tools for strategic investment. Project and program outcomes and results document easily translatable to executives, private sector, and the customer/public.


Write a Business Case. Develop a Team that focuses specifically on measuring project and program outcomes and results to document success stories to support this Case. This Team would include MPO and Agency Ops staff knowledgeable in performance and operations investment. Use CMM/AASHTO Presentation Template. Include work done by John Allen and others.



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Action Objective Develop a Business Case Document for TSM&O

Lead Solomon Caviness, NJTPA

Support Staff

John Ward-DVRPC, Dave Heller-SJTPO, MPOs, John Allen-NJDOT Planning, Walter Kraft-VHB, Steven Dilts-CH2M Hill, Tom Batz-TRANSCOM

Staff Level of Effort)Assume about: 1 day per week over 3 months for 6 persons =72 person days


Commitment to completion of Business Case, liaison with external executive stakeholders, guidance and promotion, assignment of staff, briefing availability, schedule prioritization and management.


Requirements

Shared vision, consistency across agencies, and 2 milestone meetings.

Technical Issues

FHWA to monitor process, collaboration and input with stakeholders.



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Action ObjectiveDevelop a Business Case Document for TSM&O

Key Risks

Schedule, failure to make a case that translates well across different audiences, exclusion of key players, and lack of connection with public benefits.


FHWA Planning for Operations Workshops & CMM Workshops, AASHTO’s SSOM Committee, ITS America and ITS NJ, Peer Exchanges, and Participation at TRB’s TSM&O Committee Meetings.


FHWA Technical Resources (website)FHWA NJ Division – Calvin Edghill and Ek Phomsavath

Start Date June 1, 2014

End Date May 12, 2015


Indicator

Final document that translates well across multiple audiences. 2 briefings (Executive leads). Business Case able to be linked with The Connected Corridor (NJ TSM&O) Plan.


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Business Processes (Planning and Programming)Priority Action 3 of 3

Action DescriptionDevelop and implement a Communications Plan


Executive and Public Document. Include an electronic brochure with a roll out program for acceptance and endorsement.


Write a Communications Plan that explains, justifies, and builds support for Technology enterprise. Develop a Team that focuses specifically on a communications strategy that translates well across multiple audiences that explains benefits of technology and operational strategies. Fundamental review and documentation of Best Practices in communicating operational strategies. Use CMM/AASHTO Presentation Template. Include work done by John Allen and others.



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Action Objective Develop and implement a Communications Plan

Lead Branislav Dimitrijevic, NJIT

Support StaffNJDOT TSM, NJDOT & MPOs Communications staffs

Staff Level of Effort)

Assume: 1 day per week over 8 weeks for 6 persons = 48 Person Days


Endorsement and engagement of key communications personnel. Commitment to completion of Communications Plan, liaison with external executive stakeholders, guidance and promotion, assignment of staff, briefing availability, schedule prioritization and management.


Requirements

2 Meetings. Plan should be able to be presented across various platforms, including social media. Development and circulation of draft document to key communications directors and executive management. Establishment of electronic site.

Technical Issues

Shared vision, consistency across agencies, document written in “plain English” easily understand and able to connect with multiple audiences (i.e. public, freight providers, emergency management).



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Action ObjectiveDevelop and implement a Communications Plan

Key RisksSchedule, deviation from message, and continuity.


FHWA Planning for Operations Workshops & CMM Workshops, AASHTO’s SSOM Committee, ITS America and ITS NJ, Peer Exchanges, and Participation at TRB’s TSM&O Committee Meetings.


FHWA NJ Division – Calvin Edghill and Ek Phomsavath

Start Date September 1, 2014

End Date September 30, 2016


Indicator

Press Event, agency presentations to executive management, executive endorsement, plan for regular and consistent communications with multiple audiences – key stakeholders, decision makers.


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Systems and TechnologiesPriority Action 1 of 2

Action DescriptionSeek/study national best practices regarding State DOT IT-related procurement issues and propose improvements.


Protocols/understanding established between NJDOT(NJDOT (IT and TSM) and NJOIT to streamline processes as it relates to IT/ITS procurement, security, differing agencies priorities, telecommunications, personnel/staffing, etc., to improve the relationship/coordination between NJDOT/NJOIT and to strengthen the TSM Programs.


1. Research national best practices and summarize information.2. Have a high level meeting with DOT (IT and TSM) and OIT to discuss what is working

well, what is not working well, review national best practice, outline recommendations, and designate a champion from each agency.

3. Champions meet to detail the recommendations and meet with high levels from DOT (IT and TSM) and OIT to gain concurrence.

4. Formal announcements of recommendations are distributed in each agency.5. Recommendations are implemented based on an accepted schedule.6. Champions review the processes every six months and make changes made for

improvement.



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Systems and TechnologiesPriority Action 1 of 2 (continued)

Action ObjectiveSeek/study national best practices regarding State DOT IT-related procurement issues and propose improvements.

Lead Walter Kraft (VHB)

Support Staff OIT and DOT(IT and TSM) organizational support plus outside support, if needed.


One month to research national best practices (80 hrs). One week for peer to peer meeting with other successful programs (40 hrs). Three months effort for initial meetings and develop the recommendations (160 hrs). Two months to implement the recommendations (120 hrs). Approximately 400 total person hours initially. Three days every six months to review the processes and one week to implement the changes. (Maintaining Effort 64 hours every 6 months)


Heads of OIT and DOT (IT and TSM) are supportive and create a positive atmosphere for cooperation.


Requirements

All trust each other and work together as equals to enable a good faith effort for scheduling and problem resolution.

Technical Issues

Simplified review process; speed of the process and security needs must match.



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Action ObjectiveSeek/study national best practices regarding State DOT IT-related procurement issues and propose improvements.

Key RisksCoordinating meetings, gaining concurrence, impact on DOT construction projects, OIT security issues


Agency resources and outside support, as needed.


Any available documented best practices for streamlining the procedures. Travel assistance for identified IT/ITS peer exchanges. Sample IT/ITS standard operating procedures (SOPs) from agencies considered national leaders.

Start Date Immediately

End Date On-going


Indicator

Processes are in place, interim milestones are met, actions items are promptly acted upon, and metrics (number of meetings, attendance at meetings, etc.) are in place.


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Systems and TechnologiesPriority Action 2 of 2

Action DescriptionReview/re-evaluate current agency data sharing practices and policies – such as integration of transit into 511, siloing in communication platforms, etc.


Defined TSM&O data/system (i.e. OpenReach, CDU Emergency Lane Closure (EL – 15) database, Genetec Camera Control, etc.) requirements to have the capability to support the exchange of information among State and local agencies to improve safety/mobility, coordinate traffic incident management, emergency transportation operations, and facilitate multi-modal traveler information.


Establish a multi-agency working group which will:• identify all data and systems that currently support TSM&O, along with those which could

potentially support TSM&O if more effectively utilized. Need to identify data for intermediate, mid-term and long term uses.

• identify deficiencies and gaps in data sharing that have resulted in suboptimal TSM&O.• identify technical, and institutional issues that need to be resolved in order to overcome these

deficiencies, including standards, interoperability, legal issues and system resiliency.• identify additional agencies & organizations which would support TSM&O if these issues are

resolved.• review these findings with leadership group to obtain concurrence and support, including a

commitment of resources.• develop an implementation plan, for approval by the leadership, to ensure that these issues

are resolved effectively.(continued on next slide)


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Action Objective

Review/re-evaluate current agency data sharing practices and policies – such as integration of transit into 511, siloing in communication platforms, etc.

Lead Dennis Motiani (NJDOT) and TRANSCOM (Matt Edelman)

Support StaffOperations and IT staff from all agencies. ITS New Jersey Forum on Technology chaired by Rizwan Baig (PANY&NJ)


Two weeks per month of effort by one person for coordination between agencies. Formalized plan would require approximately 4 months for 10-15 hours per week 160-200 person hours in total.


Leadership of NJDOT and Senior Officials from key transportation and public safety agencies


Requirements

An understanding among the agencies in the working group of: the value of what has already been accomplished; openness to recognizing the gaps & deficiencies; & an understanding that certain support procedures may have to change.

Technical Issues

Standards, interoperability, legal/institutional concerns over data sharing, and quality control over shared data.



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Action ObjectiveReview/re-evaluate current agency data sharing practices and policies – such as integration of transit into 511, siloing in communication platforms, etc.

Key RisksOperational and technical changes, which will need to be supported by the administrative structure of the agencies


Maintenance of resources, unrestricted sharing of data, and knowledge of validity of data. Need success in Action 2 of 4 in Systems and Technology for this Action to succeed.


NCHRP Synthesis Report: Project 20-05/Topic 44-13, Current Practices of Sharing Operations Data Among Agencies

Start Date Immediately

End Date March 31, 2015


Indicator

Overcoming barriers, integration further enhanced, and Implementation plan completed


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Performance MeasurementPriority Action 1 of 2

Action DescriptionEstablish Performance Management Policy/Plan


TSM&O Performance Measurement document defining TSMO terminology, internal and external performance measures to be used, address analytical techniques and decision support systems, address a common statewide approach to outcome measures, incorporation of SW approach to MAP 21 performance measures and requirements, establish a statewide strategy for utilization of performance measures.


1. By August 1, 2014, establish a project manager and project team and target date for completion. Charter the project and project manager. Identify critical stakeholders. Identify a multi-agency steering committee to ensure communication and success of the project.

2. By November 1, 2014, project team defines policy/plan purpose and need, objectives and how it relates to other transportation planning documents and processes. Get buy-in from steering committee.

a) Review MAP-21 Act and System Performance Measures proposed rule to ensure work is in line with federal requirements.

b) Canvass experience/activities of peer agencies related to desired outcomes.



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Action Description Establish performance management policy/plan


3. By November 1, 2014, project team establishes plan framework/outline of elements and gets buy-in from steering committee. A suggested framework/outline may include:

a) Plan purpose and need.b) Summary of MAP-21 requirements.c) Definitions of terminology.d) Performance Measures considered and selected, both external statewide and internal for

management purposes.e) Description of current conditions.f) Selection of Initial Performance Targets, potentially based on alternate scenarios, including

discussion of factors considered in selection and potential additional targets moving forward.g) Strategies to reach selected performance targets citing interim deliverables/objectives. Work

includes data collection, analysis and reporting.a) Work with Law Enforcement to utilize CAD data to backfill DOT incident timeline data.

h) Development of Risk Management Plan to eliminate or mitigate risk in achieving performance targets.

i) Establish process for progress reporting, evaluation and reassessment of the plan.4. By November 1, 2014, identify leads and team members/subject matter experts to complete each of the

various elements of the plan.5. By April 1, 2015, complete first draft plan.6. By June 1, 2015, solicit feedback from steering committee and other stakeholders as required.7. By July 1, 2015, revise and finalize the plan.



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Performance MeasurementPriority Action 1 of 2 (continued)

Action ObjectiveEstablish Performance Management Policy/Plan

Lead Dennis Motiani/Wasif Mirza

Support StaffTSM staff, NJDOT Data Development, NJDOT Statewide Planning, NJDOT Capital Investment, MPOs, Consultants


To be determined by TSM.


Need to be clear on how this relates to other transportation planning documents and processes and how it integrates with the project delivery process at NJDOT. Need buy-in from NJDOT senior leadership, NJ Turnpike, SJTA, NJ Transit, MPOs, NJ State Police and other key stakeholders.


Requirements

Potentially large group of stakeholders. Risks can be minimized through a steering/advisory committee.

Technical Issues

Do we have the appropriate technical subject matter experts involved with the plan? Access to appropriate data? Appropriate analysis tools? Plan needs to address.



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Action ObjectiveEstablish Performance Management Policy/Plan

Key RisksLack of buy-in from other key agencies, such as NJ Transit. Who signs? MAP-21 Final Rule on System Performance may impact the final plan. Final rule issuance is unknown. Notice of Proposed Rulemaking is expected June 2014, but notices have been delayed.


Do we have appropriate staff level support? Do we have funding for consultant support? Do we have to bring a consultant on-board? FHWA funding support for performance measurement plan development?


Waiting on MAP-21 rule on System Performance. Ekaraj Phomsavath

Start Date November 1, 2014

End Date July 1, 2015


Indicator

Completed policy/plan with clear understanding of how this plan integrates with other transportation planning efforts statewide and compliance with MAP-21 performance measure requirements.


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Action DescriptionUtilize incident management performance measurement to analyze, improve and justify supportive program improvements.


DOT policy document which defines a set of agreed upon performance measures for Incident Management that is consistent with the Performance Management Policy/Plan and which will become a component of a Statewide TIM Strategic Plan.


1. By December 1, 2014, convene a Working Group including NJDOT TSM, NJSP IMU, fire, towing, EMS, NJ DEP, NJIT and MPO representatives.

2. By December 1, 2014 Working Group should review the outcomes of MAP-21 performance measures and requirements for guidance.

3. By February 1, 2015, Working Group should review draft of Performance Management Policy/Plan being developed as part of the CMM process and provide feedback to that project manager.

4. By May 1, 2015, develop consensus on appropriate set of performance measures and confirm availability of accurate data for analysis.



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Action Description

Utilize incident management performance measurement to analyze, improve and justify supportive program improvements.


5. By May 1, 2015, develop consensus on definitions of performance metrics and their measurement and compilation together with responsibilities for each.

6. By May 1, 2015, develop consensus on value of after-action reporting (and performance measurement) regarding strategy application improvement (field procedures, TMC, technology, etc.).

7. By August 1, 2015, define implementation approach including management, convening, meeting schedule, reporting, and approach to follow-ups involving improvements in procedures and protocols; consider MOU as appropriate. This should include coordination with the Statewide TIM Guidelines for Emergency Responders.

8. By August 1, 2015, capitalize on new performance data to support increased resources and management attention to program.

9. By October 1, 2015, complete first draft of document.10. By November 1, 2015, solicit feedback from Working Group and other stakeholders as

required.11. By December 1, 2015, revise and finalize the document.



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Action ObjectiveUtilize incident management performance measurement to analyze, improve and justify supportive program improvements.

Lead Dennis Motiani, Sal Cowan

Support StaffTSM staff, NJDOT Data Development, NJDOT Statewide Planning, NJDOT Capital Investment, NJSP IMU

Staff (Level of Effort)

Approximately 300 person-hours.


Need to be clear on how this relates to the process to develop a Performance Management Policy/Plan and other transportation planning documents. Need buy-in from NJDOT senior leadership, NJ Turnpike, SJTA, NJ State Police and other key stakeholders. Senior Management should be exposed to the SHRP2 Senior Management Outreach Tool – CEO Slide Presentation - Organizing for Operations (L31).


Requirements

This process should be coordinated with the Performance Management Policy/Plan being developed as part of the CMM process. The Statewide TIM Guidelines for Emergency Responders needs to be updated and its procedures and protocols should be integrated into the performance measurements where appropriate. The development of the State’s TIM Strategic Plan should be coordinated with this effort where appropriate. This process may potentially include a large group of stakeholders. Risks can be minimized through a steering/advisory committee.

Technical IssuesIs there easy access to accurate and complete data? Are appropriate analysis tools available?



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Action ObjectiveUtilize incident management performance measurement to analyze, improve and justify supportive program improvements.

Key Risks

Lack of buy-in from Senior Management and other key agencies, such as NJSP. MAP-21 Final Rule on System Performance may impact the final plan. Final rule issuance is unknown. Notice of Proposed Rulemaking is expected June 2014, but notices have been delayed.


Is there appropriate staff level support? Is there funding for consultant support? Does a consultant have to be brought on-board? TIM performance measurement plans from other regions and State DOTs?


MAP-21 rule on System Performance (Ekaraj Phomsavath), SHRP2 Senior Management Outreach Tool – CEO Slide Presentation - Organizing for Operations (L31) (Steve Clinger), and Travel Assistance for Identified TIM Performance Measurement Peer Exchanges

Start Date December 1, 2014

End Date December 1, 2015


Indicator

Completed DOT policy document which defines a set of agreed upon performance measures for Incident Management that is consistent with the Performance Management Policy/Plan and which will become a component of a Statewide TIM Strategic Plan.

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