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Districtwide TSM&O Program

Districtwide TSM&O Program. General Consulting Services Proposal Interview. Florida DOT District 1. June 1, 2011. Agenda. What is TSM&O Our Approach Three initial tasks Other tasks Project Staffing and Experience Other Considerations Project communications Local presence

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Districtwide TSM&O Program

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  1. Districtwide TSM&O Program General Consulting Services Proposal Interview Florida DOT District 1 June 1, 2011

  2. Agenda • What is TSM&O • Our Approach • Three initial tasks • Other tasks • Project Staffing and Experience • Other Considerations • Project communications • Local presence • Quality assurance

  3. What is TSM&O Vision • To operate the transportation system at the highest level of cost effective performance Objectives • Reduce delay on critical arterial and freeway segments • Achieve peak-period travel time reliability on arterial and freeway segments • Example Strategies • Implement performance measurement system for freeways and arterials • Implement Integrated Corridor Management strategies on critical freeway and arterial segments • Active, real time signal system operation/management

  4. What is TSM&O in District 1 • Vision • To operatethe transportation system at the highest level of cost effective performance • Initial Objectives • Develop an effective TSM&O program • Create arterial management partnerships with local agencies • Initial Strategies • Develop short-term and long-range TSM&O implementation plans • Implement performance measurementsystems for freeways and arterials • Integrate TSM&O into district activities • Develop a partnership process

  5. What Will Make TSM&O Successful in District 1? • Planning for Operations • Stakeholder Partnerships Performance Measures • Operations • Communications • ATMS • ITS

  6. Lessons Learned – DO • Focus on quick wins, low hanging fruit and early successes • Communicate/Communicate/Communicate • Obtain and maintain early buy-in from partners • Establish up front agreement on partner roles • Remember - One size does not fit all

  7. Lessons Learned – DON’T • Waste time on process perfection • Underestimate need for data systems • Measure just for the sake of measuring • Try to do too much at once • Get too caught up in latest technology i.e., Bluetooth, etc.

  8. Our Approach • Three initial tasks that develop • Implementation plans, including coordinating District 1 internal practices with TSM&O • Partnerships with local operating agencies • Real time performance management data collection network • Other tasks to be defined

  9. Task 1 – Develop Implementation Plans • Short-term plan – one year • Update annually • Initial efforts • Develop TSM&O Program vision, goals, and objectives • Address Program organization and staffing • Identify Program needs and resources • Identify internal and external stakeholders • Define activities to meet Program goals • Identify FDOT and District 1 practices that enhance TSM&O within District 1 offices • Document plan including activities, timeline, and budget • Coordinate TSM&O Plan with Tier 3 and Tier 4 Business Plans • Coordinate with Central Office TSM&O

  10. Task 1 – Define a Short-Term and Long-Term Plan • Short-term plan – one year • Identify practices that enhance TSM&O in other FDOT offices – Task 4 in RFP • Policy – institutionalize TSM&O into the organization • Planning – incorporate TSM&O into TIP and LRTP process, project priority using data for B/C analysis, share data • PD&E – data enhances corridor scoping, determine ETDM strategies • Design – develop TSM&O related standards that fit into design process, value engineering, educate design staff • Construction – develop CEI standards for TSM&O, educate construction staff • Operations – identify operations improvements for freeways, arterials and transit

  11. Task 1 – Develop Implementation Plans (continued) • Long-range plan – five+ years • Also update annually • Focus on longer-term goals • Identify grants, demonstration projects • Incorporate connected vehicles, ICM strategies • TSM&O marketing and outreach • Identify Program needs and resources • Define activities to meet Program goals • Document plan, including activities, timeline, and budget

  12. Task 2 – Develop Partnerships with Local Operating Agencies • Define purpose of partnerships • Define agreements, software and hardware standards, procurement standards, operating plans, and performance measures that will ensure that local agencies maximize the utilization and benefit of the system deployment investment made by the District to coordinate arterial management • Inventory existing and planned systems • Identify performance measures • Arterial speed/travel time • Equipment uptime • Crash data

  13. Task 2 – Develop Partnerships with Local Operating Agencies (continued) • Produce draft agreements, standards, protocols, operating plans, and performance criteria for FDOT staff review • Document draft Partnership Program • Conduct stakeholder input workshops with local agencies • Finalize Partnership Program • Assist local agencies in Partnership Program participation

  14. Task 3 – Convert Communications Network to Enable Real Time Data Collection • Identify data needs and develop a data collection plan • Inventory existing and planned telecommunications infrastructure • Identify infrastructure gaps in the data collection plan • Identify alternatives to fill gaps • Produce a communications implementation plan with projects, activities, costs, and schedule • Develop an interim data collection plan until final plan can be implemented

  15. Task 4 – Define Internal Practices within the Department • Conducted as part of Task 1

  16. Other Tasks • CS Team has several team members with experience in each other task mentioned in the RFP • Project master plan development • ITS Architecture updates • Monitoring test deployments • Assisting in management and operations activities • TSM&O marketing and outreach

  17. Management PlanStaffing

  18. Management PlanStaffing (continued)

  19. Organization Chart Florida DOT District 1 QA / QC Project Management Principal-in-Charge Anita Vandervalk (CS) Bob Edelstein (AECOM) Doug Williams (Atkins) Andy Nunez (TOA) Kenny Voorhies (CS) Project Manager Anita Vandervalk(CS) Task 1 – TSM&O Plans Task 3 – Real-Time Network Task 2 – Partnerships Andy Nunez (TOA) Alicia Gonzalez (MRG) Doug Williams (Atkins) Kenny Voorhies (CS) W.T. Bowman (TOA) Vivek Reddy (AECOM) Kenny Voorhies (CS) Anita Vandervalk (CS) Ingrid Birenbaum (Atkins) Bob Edelstein (AECOM) Don Avery (AECOM) Steve Johnson (Atkins) Bob Edelstein (AECOM) Kenny Voorhies (CS) Other Tasks Master Planning Anita Vandervalk (CS) Kenny Voorhies (CS) Bob Edelstein (AECOM) Ingrid Birenbaum (Atkins) Andy Nunez (TOA) ITS Architecture Kenny Voorhies (CS) Ingrid Birenbaum (Atkins) Andy Nunez (TOA) Monitoring Test Deployments Don Avery (AECOM) Steve Johnson (Atkins) Doug Williams (Atkins) Andy Nunez (TOA) Assisting M&O Activities Bob Edelstein (AECOM) Vivek Reddy (AECOM) Kenny Voorhies (CS) TSM&O Marketing Alicia Gonzalez (MRG) David Ramil (MRG) Anita Vandervalk (CS)

  20. Staff Experience • TSM&O Experience • CS – FDOT D4 TSM&O prime consultant, subconsultant to Atkins for Central Office TSM&O Program • AECOM – subconsultant to CS on D4 TSM&O • Atkins – prime consultant to Central Office TSM&O Program • FDOT District 1 Experience • CS – subconsultant on previous D1 ITS GEC • AECOM – signal systems design/CEI in Winter Haven, Lakeland, Naples, and Collier County, TMC Building concept in Manatee County • Atkins – District DW 1 GEC – prime consultant, FDOT Central Office ITS GEC (includes TSM&O) – prime contractor, Sarasota County ATMS System Manager • Media Relations Group – Charlotte County ITS Plan • Tindale Oliver & Associates – City of Lakeland/Polk County ATMS ITS Master Plan and Design-Build Criteria Package, Highlands County ATMS ITS Master Plan and Design-Build Criteria Package, FDOT District 1 Commuter Services Coordination Consultant

  21. CS Team Experience in FDOT District 1 Atkins North America, Inc., Prime Consultant D1 DW GEC

  22. Other Considerations • Project communications • Bi-weekly project status meetings (initially) – in-person, teleconference, web conference • Informal communications as needed • Project web site – share files, report versioning, post schedule • Monthly progress reports • Monthly project schedule updates

  23. Other Considerations (continued) • Local presence • Atkins and TOA have Bartow offices • CS in Fort Lauderdale, Tallahassee, and Atlanta • AECOM in Fort Lauderdale, Tampa, Orlando, and Miami • Atkins in Orlando, Tampa, Fort Lauderdale, and Tallahassee • MRG in Miami • TOA in Tampa, Orlando, and Fort Lauderdale

  24. Other Considerations • Quality Assurance process • The CS team has proven quality with past District 1 projects • Negotiating realistic contract terms and work plan • Identify risks and issues as the project proceeds • Establish communications protocols, regular project meetings and schedule updates • Manage document version control and project library • Review of major deliverables by principal-in-charge and team senior staff • Client feedback survey

  25. Why Select the CS Team? • Most direct TSM&O experience in Florida • Best practices/Toolbox • No learning curve • Broad national experience in all aspects of TSM&O • Local offices having extensive experience working with District 1 and all major local operating agencies • Great Team depth and balance in all project phases • History of producing quality products for concurrent multiple task contracts • Commitment to District 1 and your success

  26. Why the Cambridge Systematics Team • National and Statewide Planning for Operations Leadership

  27. Why the Cambridge Systematics Team • Direct TSM&O Expertise • National and Statewide Planning for Operations Leadership

  28. Why the Cambridge Systematics Team • Committed to FDOT D1 Needs and Issues • Direct TSM&O Expertise • National and Statewide Planning for Operations Leadership

  29. Why the Cambridge Systematics Team • Dedicated , Experienced, and Local Staff • Committed to FDOT D1 Needs and Issues • Direct TSM&O Expertise • National and Statewide Planning for Operations Leadership

  30. Why the Cambridge Systematics Team • Strong, Multidisciplined Project Manager • Dedicated , Experienced, and Local Staff • Committed to FDOT D1 Needs and Issues • Direct TSM&O Expertise • National and Statewide Planning for Operations Leadership

  31. The Cambridge Team Will Make TSM&O Successful in District 1 • Planning for Operations • Stakeholder Partnerships Performance Measures • Operations • Communications • ATMS • ITS

  32. Thank you!

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