1. Virginia’s Statewide TOC and ATMS Contract
Kenneth King, Jr., P.E.
Regional Operations Director
Southwest Region

2. The Everyday Story of Operations
4/13/2017
The Everyday Story of Operations
First, let me tell you a Story.
You are on your way to work. BANG! Someone hits you from behind.
You immediately dial 911 on your phone.
Dispatcher: Where are located? YOU: I am on I-95 northbound, just north of Richmond.
Dispatcher: Do you know your mile marker? YOU: I just past I-295.
Dispatcher: Do you see a little green sign with numbers on it? YOU: Yes, 85.2.
Dispatcher takes your remaining information and says they will send someone to you.
Dispatcher types this information into their computer (CAD) and dispatches closest trooper.
Richmond TOC Operator receives an ALERT on their computer about your crash. Operator uses the closest camera to verify this information, which is just beyond camera view.
Richmond TOC looks on their computer to see what Safety Service Patrol (SSP) driver is closest your crash. A SSP is currently on I-295 headed your way. The TOC reroutes him to your location on I-95 because the normal SSP driver is at another incident.
Richmond TOC posts a message on an electronic message sign, “ACCIDENT, 4 MILES AHEAD, RIGHT LANE CLOSED.”
Richmond TOC updates their software, which automatically updates 511 with your crash.
SSP Driver arrives on-scene within 3 minutes of your call and positions himself behind the crash. EMS arrive at the same time. VSP arrives 2 minutes later.
SSP Driver provides an on-scene assessment back to the TOC Operator. “2 vehicles, PDO, no injuries, right lane blocked. Traffic backed up ½ mile.”
Richmond TOC updates software, which updates 511.
VSP arrives and authorizes both drivers to move their vehicles to the shoulder. The other driver’s car has trouble starting, so SSP driver pushes vehicle to the shoulder and helps restart his vehicle.
VSP writes a ticket…

3. Virginia
Virginia is a diverse state like California with mountains and oceans. Weather from flooding, snow storms, fires, tornados and hurricanes. Interstates 64, 66, 77, 81, 85 and 95 go through Virginia. Home to National Capital Region, strong federal and military presence, and 7 million people.

4. VDOT’s Operations Program
4/13/2017
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
Second, let me provide you some background about Virginia’s Operations Program.
Operations is a CORE part of VDOT’s Mission. In addition to planning, design/construction and maintenance, Virginia has an Operations Program as the 4th leg of the stool.
Operations is customer focused on our everyday users to maximize system reliability and maintain system access. Operations applies in both rural and urban environments. Our transportation system in Virginia must be more reliable than other states’ and countries in order for us to remain competitive economically.
VDOT’s statewide program consists of Operations and Traffic Engineering Divisions setting policy/planning/guidance and 5 Operating Regions responsible for each District and focused on our 5 TOC’s.
We have 5 Transportation Operations Center’s (TOC’s) across the Commonwealth.
The TOC’s are the hub of the Operations Program. They need to keep pace with technology and help Keep Virginia Moving in Real-Time.
NEXT SLIDE.

5. VDOT is divided into 9 construction districts and we operate the transportation system through 5 operating regions. We made this change back in We have made some adjustments along the way, but several regions simply support 2 or 3 Districts.
NWRO = ST, CU
SWRO = BR, SA, LY
CRO = RI, FR
NRO = NV
ERO = HR

6. VDOT’s Statewide Operations Program TOC Components
4/13/2017
Five Regions and TOCs
Northern (Fairfax)
Eastern (VA Beach)
Central (Richmond)
Northwest (Staunton)
Southwest (Salem)
Transportation Operations Center
Cameras
Advanced Transportation
Management System (ATMS)
Hardware
Software
Communications Equipment
Message Signs
This slide shows you the different TOOLS by the TOC’s.
Again, we have 5 operating regions/TOC’s with many field devices (Cameras, Message Signs, Weather Stations, etc.) linked back to the TOC Control Room, using a variety of communications networks (wireless, broadband landline, and fiber optic cable).
The software and hardware used to operate the field device, log incident information and provide decision-support is called “AN ADVANCED TRANSPORTATION MANAGEMENT SYSTEM or “ATMS”.
Portable Message Signs
Weather Stations
Shoulder/Lane Control
Traffic Detectors
Ramp Meters
HOV Gates
Overheight Detection
Highway Advisory Radio (HAR)

7. VDOT’s Statewide Operations Program Operations Statistics
4/13/2017
System Mileage
Interstate – 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
The Operations Program is responsible to Keeping Virginia Moving in Real-Time
Staunton TOC handles about 28 events every day.
Northern Virginia TOC handles about 151 events every day.
We have over 2,700 field devices, 338 miles of fiber, 503 miles of Interstate covered by SSP and 3rd Generation Statewide 511 Program.

8. Current State Overview
4/13/2017
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
Today, VDOT has a good Operations Program, but does not have a cohesive and consistent statewide focus.
We have 2 ATMS systems, both good providers.
We currently have 11 different contracts to provide all these services. Each with different requirements and performance measures.
Only 2 TOC’s are interoperable.
No statewide ability to implement new technology or innovations.

9. Major Project Objectives
4/13/2017
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
The Commonwealth began a project, in 2012, to bundle 11 different contracts with different performance standards into a large statewide contract. We developed an RFI in January 2012 and received 25 responses from the industry that was incorporated into one RFP. This RFP was advertised JULY 10, 2012.
We focused on selecting the BEST Industry partners to provide statewide consistency of services.
We need to obtain innovative services and technology to improve efficiency and safety.
We need the flexibility to obtain new innovations, new deployments and new initiatives in a quick responsive manner.
We need to select an industry partner who is STRONG, INNOVATIVE, EXPERIENCED with Similar Scope/Scale and Financially Stable.
We need to foster involvement from Small Businesses, Woman-Owned, or Minority-Owned businesses.

10. Project Scope and Approach
4/13/2017
Project Scope and Approach
6 Major Service Categories:
Safety Service Patrol
TOC Floor Operations
ITS Field Maintenance
Statewide ATMS Solution &Tech Support
Program Management and Governance
General Support Services
Competitive Negotiation Procurement
Contract - 6 year term with three, 2 year renewals
July 1, 2013 to June 30, 2019
Performance Based Contract
This project covers 6 Major Service Categories: SSP, TOC Floor Operations, ITS Field Maintenance, Statewide ATMS and Technology, Program Management and Governance and General Support Services.
This project was procured using COMPETITIVE NEGOTIATION with SUBSTANTIAL COLLABORATION/ LEADERSHIP from the Office of Transportation Public/Private Partnerships. Their experience handling large projects of this scale was very helpful, especially Governance and Terms/Conditions.
The initial contract is 6 years long, beginning July 1st and can be extended up to 8, 10, or 12 years total.
This contract is a Performance Based Contract with tiered financial disincentives to drive optimum performance.
80% to 100% of monthly payment
Improvement Plan
$200,000 per month and 5% reduction in monthly payment

11. Procurement Process Major Milestones
4/13/2017
Procurement Process
Major Milestones
RFI 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
This slide shows the Major Milestones from the procurement process. We started in January 2012, issuing an RFI to the industry (25 responses) and led to advertising the RFP on July 10, We received proposals from 4 Offerors (Serco, URS, PB, Telvent) on November 14, 2012.
The Evaluation Committee (7) completed extensive process to select one Offeror based on the Evaluation Criteria (Technical Approach, Firm/Team Qualifications, Organization Key Personnel, then Cost and Small Business Subcontracting Plan) in the RFP. This included Oral Presentations (Jan 11-14), Site Visits to Bases of Operation/Software Vendors (Feb 25-Mar 1), Reference Checks (12 per company) and Financial Capacity Reviews.
HAS SERCO DONE THIS BEFORE? VDOT is leading the nation in bundling services in the Operations arena. However, Serco has performed work of similar scope and scale in Transportation London Olympics Operations, Georgia DOT Operations and ITS Maintenance, Hong Kong and United Kingdom Railway Operations. Most subcontractors have worked on existing operations contracts in Virginia (DTS, Elite, Iteris, FreeAhead, PEMCO. Delcan is new to Virginia but has done 2002 Winter Olympics in Utah, and several states’ and countries (Canada).
We developed a custom contract to clarify contract terms, manage risk and facilitate contract administration. We typically assemble the contract by components (RFP, Addendums, Proposal, Clarifying Questions, etc.).
The contract will transition services (only SSP, TOC, and ITS Maintenance) over the next 180 days (Staunton-Sept 29, NOVA-Oct 12, Salem-Nov 12, Hampt Rds-Nov 13, and Richmond-Dec 7). We will transition out of our existing 11 contracts once the new contract services are in-place.
The software systems will be developed and transitioned over the next 24 months based on a phases implementation schedule.

12. Proposed Innovations Innovations Interoperability among centers
4/13/2017
Proposed Innovations
Innovations
Interoperability 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
Think back to the original crash I described previously. Imagine if your crash occurred during a Severe Thunderstorm, when the Richmond TOC is inundated with calls about downed trees/power lines. We will establish interoperability between each TOC to help each other during peak periods or if a TOC goes off-line. Each TOC will use the same protocol and receive same training.
We have to keep up with changing technology, both on the road and our software/systems to ensure we are delivering effective and innovative services to Keep Virginia Moving in Real-Time.
We have established a statewide process (Governance Committee and Configuration Change Board) to ensure we retain statewide consistency and be able to rapidly deploy new technologies/innovations.
Serco has proposed enhanced SSP vehicles and Severe Incident Response Vehicles designed to help clear incidents quicker by having additional capabilities to remove vehicles from the roadway.
Serco has proposed a Network Operations Center (NOC) to monitor the field devices, networks and systems before they fail and help proactively troubleshoot problems.
Thinking back to your crash, if it had injuries, it may cause substantial delays. We may need to move additional traffic along Route 1, which parallels this section of I-95. We need the capability to improve our monitoring of the roads and communications with the traveling public.
4. Serco has proposed a Statewide Training Academy for TOC Staff to ensure consistency in curriculum.
5. We will monitor and operate traffic signals in real-time, so we can respond quicker to incidents or congestion on the arterial system. Similar to NOVA Signal Operations Center today.

13. 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
Providing strong leadership and governance is critical to managing this large program. We have Program Oversight at STATEWIDE Level. Day to day execution is at the REGIONAL LEVEL.
We established clear lines of accountability. The Regional Project Manager is on-site and 100% available. Serco established a dedicated statewide PMO office.
Neil McLean is here from Serco as the Statewide Program Manager.

14. Diverse Governance Committee Strategic Thought Leadership
Statewide
Governance Committee
Serco
VDOT Central Office Ops
VDOT Other
VDOT Field Ops
Statewide Team
Statewide Team
We are going through a transformational change from managing as a collection of 5 to a single statewide program. We need diverse thought leaders from across the state to help provide project direction and governance. However, decision making is pushed to the lowest level of the organization.
Statewide Team
Statewide Team

15. Contract Cost and Major Terms
4/13/2017
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 .
The base contract will cost $355.8 M over 6 years. We currently estimate our costs at $450.1 M over same 6-years. There will be some savings that we can put back into the program to expand SSP Patrols and bring additional innovations forward (Heavy Duty Towing and Recovery Program, life cycle replacement of field devices).
We developed Exit Plans as part of the contract and have substantial instruments to deal with planned and unplanned exits.
$50 M Performance and Payment Bond to ensure VDOT can continue operations until a new contract is in place. VDOT has ability to have subcontractors assigned to VDOT.
$3 M Exit Escrow built over first several months of contract and additional $1.5 M at end to ensure Contractor conducts a smooth exit and protect Commonwealth in an unplanned exit. Give VDOT ability to operate tomorrow if a contractor defaults.
Technology Escrow to ensure VDOT has access to the software at any time during the contract.
This project is federally eligible and full oversight by FHWA. As we said earlier, we have tiered disincentives to maintain optimal performance.
BACKGROUND DATA
SSP - $159.8 M, TOC - $48.8 M
ITS Maintenance - $65.3 M, ATMS and Technology - $44.2 M
Program Mgt and Governance – $37.7 M, General Support Services - $ M
VDOT - $19.8 M, Contingency - $7.1 M
TOTAL = $450.1 M

16. Procurement Lessons Learned
4/13/2017
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 .
We completed a lessons learned from the procurement process up to this point. Let me highlight a few key items:
Executive Support – Secretary of Transportation down
Full-time PM – Hire first
Legal Counsel – Bring in early, legal counsel invaluable
Exit Planning – Critical for long-term success
Communications – Keep everyone informed
Document management – Lot’s of paper and files…

17. Status Contract Standup Contract began effective July 1, 2013
4/13/2017
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
Commissioner signed contract May 16 and contract began July 1. We gathered all the VDOT staff from around the state to get everyone on the same page, which was difficult to do during procurement phase.
Both VDOT and Serco plowed through 45 deliverables to develop, review and approve. The Deliverable Expectation Document (DED) concept, even for non-technical areas, really helped expedite review.
VDOT and Serco jointly developed business process for all the major items: Task Orders, Invoices, Performance Measures, etc.

18. Status Contract Standup
4/13/2017
Status
Contract Standup
Significant 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
We have had a few challenges along the way. The movement of people from VDOT to Serco, Incumbent to Secro, Serco to others was substantial. Serco Technology Manager left the organization and caused them to reevaluate a critical piece of the organization.
Serco transitioning Richmond TOC Tuesday, November 19th.
Due to size of the contract, Serco was able to create an office rather than use an existing office.

19. Operations Performance Measures
4/13/2017
Operations Performance Measures
Measures
Travel Time Reliability Index
Annual Hours of Delay
Incident Duration
HOV Performance
VDOT have been using Performance Measures through our Dashboard since We now have performance measures for our Operations Program. Travel Time Reliability Index and Annual Hours of Delay are the primary Perf. Meas. We are currently reporting and developing strategies/plans for Incident Duration and HOV Performance as secondary performance measures.
We enjoyed reading California’s experience with Hybrid Vehicles in HOV Lanes and removing them does not improve HOV Performance.
The key is holding our leadership accountable for improving/managing system performance.

20. Operations Performance Measures

21. THANK YOU FOR THE OPPORTUNITY TO SPEAK AND I WILL BE HERE THROUGH WEDNESDAY TO DISCUSS VIRGINIA FURTHER.
Kenneth H. King, Jr., P.E.
Southwest Region Operations Director

22. Active Traffic Management (ATM) in Virginia
Kenneth H. King, Jr., P.E.
Southwest Region Operations Director

23. ATM Precursors in Virginia
Woodrow Wilson Bridge
Work Zone
Variable Speed Limits
Hampton Roads Bridge-Tunnel
Variable Speed Limits
I-66 and I-264
Hard Shoulder Running

24. 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

25. ATM Display Concept
Example with HOV Lane and Shoulder Running
Example with HOV Lane, No Shoulder Running
Between ½ mile to 1 mile spacing (1 Kilometer to 1.5 Kilometer)

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: 26

27. 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

28. I-77 at Fancy Gap Mountain

29. I-64 & I-77 Active Traffic Management System for Mountainous Regions
Active Traffic & Safety Management System
Significant Incidents
Fancy Gap on November 16, 2010
75 vehicles, 2 fatalities, 16 injuries
Foggy conditions

30. 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

31. 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

32. Active Traffic & Safety Management System

33. Active Traffic & Safety Management System

34. 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

35. Active Traffic Management (ATM) in Virginia
Kenneth H. King, Jr., P.E.
Southwest Region Operations Director