Uses of Geospatial Applications for Transportation Performance Management Thursday, April 7, 2016

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1 The Federal Highway Administration (FHWA) GIS in Transportation Program presents on Uses of Geospatial Applications for Transportation Performance Management Thursday, April 7, 2016 Presenters Mark Sarmiento, FHWA Andrew Reovan and Michael Green, US DOT Volpe Center State Department of Transportation staff 1

2 Overview Introduction to TPM Background & Methodology of Case Study Report Themes & Highlights Q&A 2

3 INTRODUCTION TO TPM 3

4 Evolution of the Federal Program Manage Expand Build Process Review Outcome Performance Project Oversight 4

5 Transportation Performance Management The MAP-21 Charge (23 USC 150(a) - Declaration of Policy) 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 5

6 Transportation Performance Management MAP-21 Background-Performance Elements National Goals Measures Targets Plans Reports Accountability and Transparency 6

7 Transportation Performance Management Performance Area Safety Performance Measures Highway Safety Improvement Program Statewide and Metro Planning; Non-Metro Planning Pavement and Bridge Performance Measures Highway Asset Management Plan Performance of the NHS, Freight, and CMAQ Measures NPRM March 11, 2014 March 28, 2014 June 2, 2014 January 5, 2015 February 20, 2015 Projected April 2016 Comments Due Closed June 30, 2014 Closed June 30, 2014 Closed October 2, 2014 Closed May 8, 2015 Closed May 29, 2015 Final Rule March 15, 2016 March 15, 2016 Anticipated July 2016 Anticipated September 2016 Anticipated September days TBD 7

8 Implementation Status Transportation Performance Management 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 14 Jun 14 Mar 14 Jun 14 Jun 14 Oct 14 Jan 15 May 15 Feb 15 May 15 Mar 16 Mar 16 Mar 16 July 16 Sept 16 Sept 16 TBD 8

9 Challenges and Opportunities Transportation Performance Management 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 Progress 9

10 BACKGROUND & METHODOLOGY 10

11 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 11

12 South Carolina DOT Integrated Transportation Management System (ITMS) Project Programming System (P2S) 12

13 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 13

14 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 14

15 ITMS 15

16 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 16

17 P2S 17

18 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. 18

19 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 19

20 Ohio DOT Transportation Information Mapping System (TIMS) Cloud-based, collaborative, public-facing tool Used by Local transportation departments MPOs State agencies 20

21 Ohio DOT TIMS Integrates data from all divisions records Provides enterprise-level view Internal External Can receive data from outside organizations MPOs 21

22 Ohio DOT TIMS 22

23 Ohio DOT TIMS 23

24 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 24

25 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 25

26 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 26

27 Vermont Agency of Transportation (VTrans) VTransparency Provides simple visual data on Pavement, Bridges, Projects, and Maintenance efforts Links to data sources 27

28 VTransparency 28

29 VTransparency 29

30 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 30

31 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 31

32 VTrans and TPM Testing initial dashboards for individual departments (project delivery time, adherence to engineer s budget estimate) 32

33 Maryland SHA Enterprise GIS (egis) est 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 33

34 Maryland SHA egis 34

35 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 35

36 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. 36

37 THEMES & HIGHLIGHTS 37

38 Agency Motivations for Pursuing TPM Data Integration Improve data integration between divisions, disciplines and departments Reduce redundancies in project scheduling and asset management. Visualizing Data Visualize problems in the system and in operations. Improve decision-making using visual information and supporting data. Communications Improve internal and public access to information. Reduce time investment to respond to requests for data or public information. Investment Prioritization Inform discussions about future investment priorities. 38

39 Benefits of Using GIS or Geospatial Tools Visual, system-wide view of investments and projects Improved asset management practices Improved communications and understanding More data-driven internal culture 39

40 Challenges 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 40

41 LESSONS LEARNED 41

42 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. 42

43 QUESTIONS AND ANSWERS 46

44 Q&A Case Study Agencies: South Carolina DOT (SC DOT) Ohio DOT (ODOT) Vermont Agency of Transportation (VTrans) Maryland State Highway Administration (MD SHA) 47

45 Contact info Mark Sarmiento, FHWA: Andrew Reovan, US DOT Volpe Center: Michael Green, US DOT Volpe Center: 48