One more posting from me on TRB – this time some brief notes
on what some leading edge state DOTs are doing to move forward into the 21st
century – advancing performance management, aligning with a broader vision of
transportation, and advancing targeted programs linked to more financial
resources.
(For new readers, TRB is shorthand for the Annual Meeting of
the Transportation Research Board, a transportationpalooza held every January
when 13,000 transportation professionals from academia, government, and the
consulting world congregate in Washington, DC to share the latest research
findings and best practices in the field. There are more than 3,000 sessions
and presentations, and more than 2,750 papers, so any reporting has to be based
on a very limited sample.)
In alphabetical order:
California – Steve
Cliff described Caltrans’ commitment to incorporating sustainability principles
into the organization’s work. They
have adopted a formal sustainability policy, promoting the “3 Ps” of people,
planet, and prosperity and using a Sustainability Maturity model as the
intellectual framework. It isn’t
just a matter of drafting policy papers, however. They are building sustainability principles into their
performance management system (targets, measures, and actions) and into their
project ranking system.
Colorado – Shailen
Bhatt is taking CDOT down an aggressive high-tech path as a way of confronting
the “intractable” problems of growing congestion within severe financial,
environmental, and geographical constraints. They are developing everything from smart guide rail to
smart ramp meters to support for connected vehicles as part of the branded
“RoadX” initiative: “Colorado’s bold commitment to our customers to be a
national leader in using innovative technology to improve our transportation
system.”
Connecticut – Jim
Redeker is leading a comprehensive strategy for upgrading the state’s
transportation system, led by a new plan – “Let’s Go Connecticut” – and fueled
by new revenue. ConnDOT is using
the current tranche of funding to implement a five-year “ramp-up” plan, which
will hopefully be followed by a long-term sustainably funded program at a
significantly higher level. Areas
of focus include rebuilding the transit system and promoting transit-oriented
development.
Massachusetts –
Stephanie Pollack is challenging transportation professionals at MassDOT and
elsewhere to rethink their business, with less focus on mobility and more on
accessibility. Rather than think
of mode share, we should think of market share – a more customer-oriented
approach. An example of using a
market analysis: in one low-income neighborhood taxicabs are a main source of
transportation to supermarkets, while “someone else’s borrowed car” is a
frequently used mode. One of her
rules: never show an image of transportation without people in it!
Pennsylvania – Jim
Ritzman described PennDOT’s commitment to a “decade of investment,” combining a
vigorous modernization effort (“PennDOT 2020”) with new revenues to rebuild the
state’s aging infrastructure.
First up: a full-scale attack on the huge backlog of structurally
deficient bridges, where Pennsylvania has the unhappy distinction of leading
the nation.
Virginia – VDOT is
in the final stages of implementing what is probably the most technically
sophisticated project prioritization system that I have seen. According to Robert Cary, the agency is
aiming to create a process that is transparent, repeatable, and data driven, that
will implement the long-range plan while engendering increased confidence from
stakeholders.
Washington – WSDOT
continues to be the gold standard for state DOT performance management and reporting,
with the “Grey Notebook” and spinoff reports now more than a decade old. Daniela Bremmer reported that the
agency continues to pursue improvement, with standards of credibility, candor,
and transparency. In 2015, WSDOT’s
credibility helped secure an 11.9 cent gas tax increase.
Beth Osborne of T4America, which has worked with many state
DOTs, presented some findings and practical suggestions for state DOTs pursuing
change:
·
Although Congress anticipated that following
enactment of MAP-21 the states would lead development of performance management
systems, some states have not thought it through at all.
·
The public may support transportation but may
not support the transportation agency.
·
A successful project prioritization system will
be transparent, consistent, and predictable.
·
Be careful with the use of buzzwords and
technical terms. Even “congestion”
means different things to different people.
·
No matter how good your project selection
process is, it is seen as a political process until the public understands it.
·
Even agencies that do a good job of planning
often do a poor job of oversight and before-and-after reviews.
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