TXDOT TRAFFIC MANAGEMENT CENTER (TMC) PERFORMANCE METRICS. Evolution by Performance Metrics

Transcription

1 TXDOT TRAFFIC MANAGEMENT CENTER (TMC) PERFORMANCE METRICS Evolution by Performance Metrics

2 Agenda Project Overview Project Requirements Performance Measures Lessons Learned Next Steps.

3 Project Overview Operations Contract 1 Year Contract Providing TMC Operations 3 one year renewals possible Performance Based Supports AIM HIGH Program Executed August 3, 2017 TMC Operation Staffing Staffing 24/7/365 Co-Located at Combined Transportation and Emergency Communications Center (CTECC) TxDOT Operation Staff Consultant Operations Operations Manager and Training Manager Shift Supervisors and TMC Operators Goal is Congestion Mitigation and Safe, Quick Clearance.

4 Project Requirements Provide 24/7/365 Operations 100% of the Staffing Identified and submitted to CTECC Background Checks within 60 Days Log Incident Information utilizing TxDOT Lonestar Software Monitor Traffic, Detect and Manage Incidents Dispatch HERO Operators to Incidents Disseminate Travel Information Operate and Monitor All ITS Devices Perform Training and After Action Reviews Provide Operator Training Provide Deliverables to TxDOT Staffing Plan, Standard Operating Procedures Quality Control Quality Assurance Plan, Monthly, Quarterly, and Annual Reports

5 Performance Measures Selection Process of Service Level Agreements (SLA) and Key Performance Indicators (KPI) TxDOT Request For Proposal (RFP) Defined the Mandatory Performance Metrics Deliverables, Training, and Start-up requirements TxDOT Requested Vendors in the Response to Propose Their Own SLA and KPI metrics Negotiations of the SLAs and KPIs Prior to Final Selection Final Pricing Negotiations Final Selection of the Vendor Tracking of Performance Metrics Monthly, Quarterly, and Annually Expectation Performance Payments Penalties

6 Performance Measures Service Level Agreements Adhere to Ramp Up, Deliverables, and Staffing Plan Schedules. Have 95% of Staff trained within 120 Days Take Over Operations Independently within 100 Days % of Incidents with all Timestamps Documented with Lonestar Software and Reliability of Incident Clearance Time. Adherence to Standard Operating Procedures and Average Time to Verify and Dispatch HERO Operators. Average Time to Verify Incident and Dispatch HERO Operator Goal is to Reduce the Incident Management Time Line.

7 Performance Measures Key Performance Indicators Total Number of Incidents reported within Lonestar Staff Retention Rate Recommended Lonestar Improvements Capture Rate and Sources of Incident Detection Time to post DMS Messages and Number of Phone Call or Vendor Inquiries Hot-spot Analysis (Crashes) HERO Response Time and On-Scene Time Tow Truck Response Time and On-scene Time

8 Lesson Learned Data Availability Conduct Data Gap Analysis What Gets Measured Gets Managed. Measure What Matters. Performance Based Contract will Drive Change Identifying Problem Areas Assisting with Policy Change Driving Software and Reporting Enhancements Continuous process improvement Funding Supports Decision Makers in Providing Additional Funding 8

9 Next Steps Ongoing evaluation of the Program Systematic observation of the Operations; analysis of anonymous feedback to identify areas for improvement Continuous process improvement if performance problems or gaps are observed, plans are modified to provide more emphasis and clarity on best practices and relevant SOPs Evolving by Metrics

10 Questions Joseph Snyder TMC Vendor Operations Manager 5010 Old Manor Road (CTECC) Austin, TX Mobile: (954) Direct Office Phone: (512) or 10