Uses of Geospatial Applications for Transportation Performance

Management Thursday, April 7, 2016

The Federal Highway Administration (FHWA) GIS in Transportation Program presents on…

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PresentersMark Sarmiento, FHWA Andrew Reovan and Michael Green, US DOT Volpe CenterState Department of Transportation staff

Overview

Introduction to TPM

Background & Methodology of Case Study Report

Themes & Highlights

Q&A

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INTRODUCTION TO TPM

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Evolution of the Federal Program

Project Oversight

Process Review

Outcome Performance

Build

Expand

Manage

Transportation Performance Management

The MAP-21 Charge (23 USC 150(a) - Declaration of Policy)

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Performance Management

Will:• transform the Federal-aid highway program• provide a means to the most efficient investment of funds

By:• refocusing on national transportation goals,• increasing accountability & transparency, and• improving project decision making

Transportation Performance Management

MAP-21 Background-Performance Elements

– National Goals

– Measures

– Targets

– Plans

– Reports

– Accountability and Transparency

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www.fhwa.dot.gov/map21

Transportation Performance Management

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Performance Area

NPRM Comments Due

Final Rule

Safety Performance Measures

March 11, 2014Closed June 30,

2014March 15, 2016

Highway Safety Improvement Program

March 28, 2014Closed June 30,

2014March 15, 2016

Statewide and Metro Planning; Non-Metro

PlanningJune 2, 2014

Closed October 2, 2014

AnticipatedJuly 2016

Pavement and Bridge Performance Measures

January 5, 2015Closed

May 8, 2015Anticipated

September 2016

Highway Asset Management Plan

February 20, 2015Closed

May 29, 2015Anticipated

September 2016

Performance of the NHS, Freight, and CMAQ Measures

ProjectedApril 2016

120 days TBD

Transportation Performance Management

Implementation Status

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DOT OMB NPRM CLOSED DOT OMB FINAL

Highway Safety Improvement Program

PM1 - Safety Performance Measures

State and Metro Planning

Pavement/Bridge Condition Measures

Asset Management Plan

PM3 - System Performance+ Measures

Mar ‘16

Mar ‘16

July ‘16

Mar ‘16

Mar ‘14 Jun ‘14

Mar ‘14 Jun ‘14

Jun ‘14 Oct ‘14

Jan ‘15 May ‘15

Feb ‘15 May ‘15

Sept ‘16

Sept ‘16

TBD

Transportation Performance Management

Challenges and Opportunities

Providing both consistency and flexibility

Finding the right balance of national measures

Managing performance across jurisdictions

Data requirements and management

Linking performance measures to investments

Advancing technologies

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Progress

BACKGROUND & METHODOLOGY

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Research Methodology

• Online literature review

• Peer exchange in Summer 2015 (Spokane, WA)

• Telephone discussions with four State DOTs:– South Carolina DOT (SC DOT)– Ohio DOT (ODOT)– Vermont Agency of Transportation (VTrans)– Maryland State Highway Administration (MD SHA)

• Case studies describing agencies’ experiences

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South Carolina DOT

Integrated Transportation Management System (ITMS)

Project Programming System (P2S)

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SCDOT ITMS

• Integrated Transportation Management System

• Web-based geospatial tool that integrates

– Roadway inventory,

– Construction management,

– Maintenance management

– Safety,

– Bridge, pavement, traffic and financial systems

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SCDOT ITMS

• View SCDOT data

– Enterprise level of range of SCDOT data

– Common view among staff and partners

• Supports overall communication and coordination

• Functionality is improving and adding more capabilities to make a more effective resource for agency project management

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ITMS

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SCDOT P2S

• Project Programming System

• Manages and tracks projects spending and progress

• Could be adapted/refined to support broader asset management efforts

• Currently provides geospatial database support only to project management tasks

• Web-based tool for internal SCDOT users

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P2S

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SCDOT and TAM

• Early stage of creating a risk-based Transportation Asset Management Plan (AMP)

• Assessing current state of practice

– What asset data is available

– Where data gaps exist

– How to address the gaps

• Acquiring new tools/software to support asset management.

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SCDOT and TPM

• SCDOT believes that ITSM and P2S development will provide a good foundation for TPM and asset management.

• Reviewing viability of existing geospatial tools for TPM reporting; awaiting FHWA rulemakings

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Ohio DOT

• Transportation Information Mapping System (TIMS)

• Cloud-based, collaborative, public-facing tool

• Used by

– Local transportation departments

– MPOs

– State agencies

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Ohio DOT TIMS

• Integrates data from all divisions records

• Provides enterprise-level view

– Internal

– External

• Can receive data from outside organizations

– MPOs

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Ohio DOT TIMS

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Ohio DOT TIMS

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Ohio DOT and TAM

• Enable TIMS to render results of asset queries and analysis

– To streamline TAM capabilities and reporting processes

– Allow managers to show how close conditions are to target index levels

• Adding a report generator for asset ROI, based on existing asset condition and project funding data from TIMS

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Ohio DOT and TPM

• Current performance mgmt focused on asset condition

• TIMS used to

– Define performance plan

– Identify useful metrics

– Aggregate information for investment decisions

– Inform stakeholders

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Ohio DOT, TIMS and TPM

• TIMS – Allows better identification of problem areas

– Target investment and improvements • More strategically

• Less piecemeal

– Help reveal and target key areas with the greatest improvement impacts• Help prioritize investments and funding requests

– Communicates performance-based planning initiatives to and from localities

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Vermont Agency of Transportation (VTrans)

• VTransparency

• Provides simple visual data on

– Pavement,

– Bridges,

– Projects, and

– Maintenance efforts

• Links to data sources

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VTransparency

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VTransparency

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VTransparency

• Packages and rebrands VTrans’ available data for public use

• Provides quick answers to specific customer questions

• Generated more interest in sharing VTrans data and its quality

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VTrans and TAM

• Asset management effort since 2002• Created Asset Management and Performance

Bureau– Have performance management, data, and budget

software that connect to each other and the strategic plan and goals

• Plans to asset mgmt and investment level with VTransparency

• Developing a more comprehensive AMP to address cost affordability, sustainability, and return period for asset

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VTrans and TPM

• Testing initial dashboards for individual departments (project delivery time, adherence to engineer’s budget estimate)

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Maryland SHA

Enterprise GIS (eGIS) est. 2011 Office of Planning and Preliminary Engineering (OPPE)

leading efforts Currently an internal system sharing limited datasets

with internal audience SHA Data Hub

Partnership with UMD Center for Advanced Transportation Technology (CATT)

Investigating improved ways to visualize/model traffic movement. Mobility, safety performance, and other on state’s highway network

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Maryland SHA eGIS

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Maryland SHA and TAM

• Piloting an internal asset management dashboard, currently in use with multiple teams.

– Successful with select internal teams

– Project preparation time shortened

• Asset mgmt data warehouse contains all SHA assets

– Helps asset mgmt team, OPPE

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Maryland SHA and TPM

• Developing a MAP-21 dashboard as well as dashboards for freight and mobility. SHA anticipates that existing data within the EGIS will support reporting for MAP-21, with small changes.

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THEMES & HIGHLIGHTS

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Agency Motivations for Pursuing TPM

• Improve data integration between divisions, disciplines and departments

• Reduce redundancies in project scheduling and asset management.Data Integration

• Visualize problems in the system and in operations.

• Improve decision-making using visual information and supporting data.

Visualizing Data

• Improve internal and public access to information.

• Reduce time investment to respond to requests for data or public information.

Communications

• Inform discussions about future investment priorities.Investment

Prioritization

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Benefits of Using GIS or Geospatial Tools

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• Visual, system-wide view of investments and projects

• Improved asset management practices

• Improved communications and understanding

• More data-driven internal culture

Challenges

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• Leadership and staff transitions

• Finding adequate staff resources is difficult

• Collecting data is expensive

• Internal culture is resistant to prioritizing data quality

• MAP-21 and FAST Act reporting requirements not aligned agency view of performance

LESSONS LEARNED

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Lessons Learned

Encourage an organizational culture of performance management.

Dedicate appropriate resources to training and staff development.

Continually seek to improve data quality.

Bring business units together to hear what other units need and want for data.

Treat your performance data as an asset.

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QUESTIONS AND ANSWERS

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Q&A

Case Study Agencies:

South Carolina DOT (SC DOT)

Ohio DOT (ODOT)

Vermont Agency of Transportation (VTrans)

Maryland State Highway Administration (MD SHA)

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Contact info

• Mark Sarmiento, FHWA: mark.sarmiento@dot.gov

• Andrew Reovan, US DOT Volpe Center: andrew.reovan@dot.gov

• Michael Green, US DOT Volpe Center: michael.green@dot.gov

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