Virginia’s Statewide TOC and ATMS Contract Kenneth King, Jr., P.E. Regional Operations Director...
-
Upload
miya-porteus -
Category
Documents
-
view
220 -
download
4
Transcript of Virginia’s Statewide TOC and ATMS Contract Kenneth King, Jr., P.E. Regional Operations Director...
Virginia’s Statewide TOC and ATMS Contract
Kenneth King, Jr., P.E.Regional Operations Director
Southwest Region
The Everyday Story of Operations
Virginia
3
VDOT’s Operations Program
■ Core to VDOT’s mission
■ Traffic Engineering & Operations- Central Office Divisions- Five Regional Offices
■ Customer focused- Maximize system reliability- Maintain access
■ Planned and real-time execution- Situational awareness- Information sharing
5
VDOT’s Statewide Operations ProgramTOC Components
Five Regions and TOCs
• Northern (Fairfax)
• Eastern (VA Beach)
• Central (Richmond)
• Northwest (Staunton)
• Southwest (Salem)
Transportation Operations Center
Advanced TransportationManagement System (ATMS)
• Hardware
• Software
• Communications Equipment
Cameras
Message Signs
Portable Message Signs
Weather Stations Shoulder/Lane Control Traffic Detectors Ramp Meters HOV Gates Overheight Detection Highway Advisory Radio (HAR)
VDOT’s Statewide Operations Program Operations Statistics
• System MileageInterstate – 1,120
Primary – 7,996
Secondary - 48,809• 7 Tunnels• 11 Moveable Bridges• 3 Ferries
• Over 2,700 field devices• Over 338 miles of VDOT fiber• 50 SSP patrol routes covering 503
miles of Interstate• 30 routes/250 miles are 24/7
• 4th Generation Statewide 511 Program• Phone, Web, Mobile App• Sponsorship/Revenue
Generation
Current State Overview
■ Two Advanced Traffic Management Systems
■ Separate system for handling incidents/weather events
■ VDOT had 11 contracts for SSP, TOC Control Room Floor, ITS Maintenance and ATMS services
■ Different requirements and performance measures
■ Only Staunton and Salem shared contracts together
■ Only 2 TOC’s interoperable, Staunton and Salem
■ No statewide contract to implement new technology/innovations
■ Tools and technology work well, but not cohesive
■ Mix of state employees and contractors providing services, but not uniformly
Major Project Objectives
■ Leading industry partner for statewide consistency of services
■ Select strong, innovative, experienced, and financially stable industry partners
■ Contracting flexibility for new innovations, new deployment and initiatives (technology & service)
■ Foster SWAM/DBE involvement
Project Scope and Approach
6 Major Service Categories:
1. Safety Service Patrol
2. TOC Floor Operations
3. ITS Field Maintenance
4. Statewide ATMS Solution &Tech Support
5. Program Management and Governance
6. General Support ServicesCompetitive Negotiation ProcurementContract - 6 year term with three, 2 year renewals
July 1, 2013 to June 30, 2019 Performance Based Contract
Procurement Process
Major MilestonesRFI January 2012 – Advertisement July 10, 2012
Proposals from 4 Offerors on Nov 14, 2012
Extensive selection process based on criteria in RFP
Included: Oral Presentations, Site Visits, Negotiations, Demonstrations, Reference Checks and Financial capacity reviews
Selected Serco
Developed a custom contract to clarify contract terms, manage risk, and facilitate contract administration
Transition services over 180 days
Proposed Innovations
InnovationsInteroperability among centers
Modernize technology on road and software Establish statewide process to review and implement new
technologies/innovations.
Enhanced SSP and Severe Incident Response Vehicles for quick clearance
Network Operations Center to improve device availability
Improve monitoring and communications to public Statewide Training Academy for TOC staff
Real-time monitoring & operation of arterials - traffic signals
Staffing
Program Management and Governance Program Oversight at Statewide Level
Day to day management and execution at Regional Level
VDOT and Contractor Point of Contact
Statewide Level
VDOT Statewide TOC and ATMS Program Manager
SERCO Statewide Program Manager
Regional Level
VDOT Regional Traffic Operations Manager (RTOM)
SERCO Regional Project Manager
14
Diverse Governance Committee Strategic Thought Leadership
Statewide
Governance Committee
Serco
VDOT Central
Office Ops
VDOT Other
VDOT Field Ops
State
wid
e Te
amStatewide Team
Statewide Team
State
wide
Team
Contract Cost and Major Terms
■ Contract Cost (initial 6 years) - $355.8 M■ VDOT - $19.8 M over 6 yrs
■ Payment and Performance Bond■ Exit Escrow■ Technology Escrow■ Federally eligible and full oversight by FHWA ■ Performance measures with tiered disincentives to
maintain optimal performance- Response time for SSP, VMS, 511 entry, ITS maintenance
.
Procurement Lessons Learned
■ Executive Level Support needed■ Hire full-time Project Manager with staff
■ Relieve Procurement Team from day-to-day assignments■ Involve legal counsel early■ Obtain procurement consultant support■ Exit planning is critical■ Provide ample time for negotiations■ Off-site negotiations facility with sufficient working space■ Improve communications - those not directly involved■ Do we need all these deliverables?■ Document management and control
.
Status
Contract Standup Contract began effective July 1, 2013
Held key leadership retreat June 3/4
Established statewide transition team
Status of Serco Deliverables 60 of 62 deliverables submitted on-time
VDOT approved 59 of 62 deliverables (3 under review)
Serco established key PMO and Regional leadership
Serco established a strong partnership with VDOT leadership
VDOT and Serco jointly developed business processes
Status
Contract StandupSignificant staffing changes for VDOT, Incumbents
and Serco
Substantial document development and management
VDOT continues to evolve statewide approach
Serco has assumed Operational responsibilities in Staunton, NOVA, Salem, & Hampton Roads. Richmond final transition is scheduled for December 7th.
Contract scope/scale allows Serco to standup dedicated PMO office, near VDOT Offices
Operations Performance Measures
MeasuresTravel Time Reliability Index
Annual Hours of Delay
Incident Duration
HOV Performance
20
Operations Performance Measures
Active Traffic Management (ATM)in Virginia
Kenneth H. King, Jr., P.E.
Southwest Region Operations Director
ATM Precursors in Virginia
Woodrow Wilson BridgeWork Zone
Variable Speed Limits
Hampton Roads Bridge-TunnelVariable Speed Limits
I-66 and I-264Hard Shoulder Running
Application of ATM to I-66 Corridor
Project Scope
• District of Columbia (Exit 74) to Gainesville (US-29)
• 34 mile corridor with diverse needs and characteristics including suburban, urban, bidirectional peaks, transit, HOV, and ride sharing
• Assortment of ATM treatments in a two-stage design-build process
ATM Display Concept
Between ½ mile to 1 mile spacing (1 Kilometer to 1.5 Kilometer)
Example with HOV Lane, No Shoulder RunningExample with HOV Lane and Shoulder Running
26
I-66 ATM Procurement & Schedule
• Eight teams submitted Statement of Qualifications (Dec 2011)
• Short listed three teams, released Design-Build RFP (April 2012)
• Project awarded to Transcore (January 2013)
• Contract award: $34M; Original estimate: $32M
• Scope Validation & Design underway, break ground May 2013
• ATM full Start-Up: Early 2015 (interim deliverables include ramp metering and additional CCTV/DMS)
• Additional info available at: www.virginiadot.org
Active Traffic & Safety Management System
Primary goal: Improve safety of travel along Fancy Gap Mountain
Secondary goal: Increase operational efficiency of travel along the corridor
I-77 at Fancy Gap Mountain
Significant Incidents
Fancy Gap on November 16, 201075 vehicles, 2 fatalities, 16 injuriesFoggy conditions
Active Traffic & Safety Management System
• Most recent crash on I-77 Fancy Gap Mountain:
Easter Sunday 2013, 1:00 pm 3 fatalities, 25 injuries 17 separate accidents 95 vehicles
Active Traffic & Safety Management System
• Proposed Countermeasures
Variable Speed Limit (VSL) Signs
Dynamic Message Signs (DMS)
Closed-circuit TV (CCTV) Cameras
Visibility Detection Systems (VDS)
Entry Control Gates
Additional Pavement Markings and Markers
Active Traffic & Safety Management System
Active Traffic & Safety Management System
Active Traffic & Safety Management System
• Next Steps Toward Implementation on I-77
Complete System Requirements and High-Level Design
Complete System Verification and Validation Plan
Completed 30% Design with Special Provisions
RFP Released for Design-Build Contract September 2013
Bids received November 2013
Projected December Award
Active Traffic & Safety Management System
Active Traffic Management (ATM)in Virginia
Kenneth H. King, Jr., P.E.
Southwest Region Operations Director