1 Transportation Systems Management & Operations A New Paradigm for the 21 st Century Transportation Department Group 3 3 Notches Above the Rest

Group 3 3 Notches Above the Rest 2 The Importance of Operations FHWA & USDOT Focus on Operations Mary Peters stated “We need to focus more on operations – to maximizing its capabilities. We need to shift from structure to customer focus.” Old Model Construction First! Construction, Maintenance, Operations New Model Management & Operations First! We Cannot Build Our Way Out of Congestion We Must Manage and Operate Our Transportation System to Maximize Capacity

Group 3 3 Notches Above the Rest 3 Mission & Goals Mission Effectively and efficiently operate the transportation system to provide the best performing surface transportation system for people, businesses and places. Goals Reduce Travel Time/Congestion Improve Safety Improve System Reliability Public Outreach

Group 3 3 Notches Above the Rest 4 Reasons for Change LDOT has Options – Either Lead the Change or Let Someone Else Make Changes for Us Capacity Improvements < Increase in Vehicle Miles Traveled Increased Expectations from Public and Elected Officials Need for Increased Efficiency

Group 3 3 Notches Above the Rest 5 Requirements to Reorganize Designation of Staff with the Authority to Implement the Reorganization Plan Written Vision Statement Development of Long Term Strategic Plan Identification of Short Term Wins

Group 3 3 Notches Above the Rest 6 Benefits of Reorganization Public Benefits Reduction of Delay and Travel Times The Optimization of Existing Facilities for Efficiency While Reducing the Need for Additional Construction and Expansion Ensuring that Traveler Expectations are Met or Surpassed

Group 3 3 Notches Above the Rest 7 Benefits of Reorganization Organizational Benefits Greater Efficiencies from the System Increased roadway Safety & Security Increased Communications & Coordination Improved Traveler Information Dissemination Improved Traffic Signal Operations Across District Boundaries Improved Incident Response Crash Reductions

Group 3 3 Notches Above the Rest 8 Risks No Reorganization Results in Traffic Disruptions, Public Dissatisfaction, and Tangible Costs to the Public Through Wasted Fuel and Loss of Productive Time Federal Funds, Such as CMAQ, May Be at Risk Alienation of District Engineers The District Engineers May Resent the Loss of Staff and Control Within Their Districts.

Group 3 3 Notches Above the Rest 9 Risks - Continued Staffing the New Regions May Be Difficult Qualified Staff May Not Be Available Within the Agency Existing Staff May Require Extensive Training It May Be Necessary to Hire Staff from Outside the Department Resulting in the Elimination of Some Existing Staff Positions

Group 3 3 Notches Above the Rest 10 Transportation Systems Management & Operations Bureau Bureau headed by Chief of Operations Statewide ITS Planning at Headquarters Budget, Administrative, Performance Measurement and Public Information Services at Headquarters

Group 3 3 Notches Above the Rest 11 Proposed Chief of Operations Phil Tarnoff

Group 3 3 Notches Above the Rest 12 Proposed Organization

Group 3 3 Notches Above the Rest 13 Proposed Organization - Continued

Group 3 3 Notches Above the Rest 14 Proposed Organization - Continued

Group 3 3 Notches Above the Rest 15 Transportation Systems Management & Operations Regions ITS Planning Public Information Officer Signal Systems Management Project Management Traditional Traffic Engineering ITS and Communications Traffic Management Center

Group 3 3 Notches Above the Rest 16 Proposed Organization - Continued

Group 3 3 Notches Above the Rest 17 Questions? Help Wanted!