Intelligent Transportation Systems - City of Oakland

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Performance measures such as these should be established for the City of Oakland’s ITS program and used to track and quantify benefits resulting from ITS projects after they are deployed. Such performance measures can assist the City in evaluating progress and making decisions in the future regarding costs versus benefits of the Citywide ITS Program. 9.3 STAFFING, TRAINING AND RESOURCES Another important aspect of the City’s O&M Program is ensuring that the City has the necessary resources required for operations and management of their ITS Program. These resources, which include staff, training and equipment, are described in more detail below. 9.3.1 Staffing Requirements Qualified and experienced staff is required for both operating and managing the City of Oakland ITS. The installation of new technology such as CCTV, DMS, MVDS and fiber optics will increase the knowledge requirements and burden on existing staff within the City of Oakland. The City has the option to either outsource the operations and maintenance of the system to a private company, have their staff trained to perform these duties or arrange for some combination of the two. If the City chooses to perform any of the O&M responsibilities, training of existing staff will be required. The Transportation Services Division of the Public Works Agency is responsible for traffic signal operations and design. The following staff members are involved with these activities, equaling one and a half (1.50) full-time equivalents (FTE): • Supervising Transportation Engineer – 0.25 FTE • Transportation Engineer – 0.50 FTE • Assistant Transportation Engineer – 0.50 FTE • Engineering Technician – 0.25 FTE” Effective operation of the ITS and traffic signal system also requires more emphasis on proactive management than responding to problems. Traffic signals and signal systems should be routinely re-timed to keep the entire network operating efficiently. It is recommended that one supervising engineer be responsible solely for ITS and traffic operations in the City. This would not include responding to public complaints and inquiries. It is recommended that two associate engineers work with the supervising engineer: one responsible for ITS planning and operations and the other for traffic signal timing. Finally, it is recommended that there should be two technicians or operators: one for ITS devices and one for traffic signal timing. This results in a total of 5 FTEs for operations, an increase of 3.5 FTEs over the current traffic operations staff. Aside from Operations staff, the City also needs to consider adding to their Maintenance staff. The City’s timing plans are currently uploaded to traffic signal controllers in the field by the City’s Electrical Services Division. The Electrical Services Division of the Public Works Agency is responsible for signal controller programming, testing and installation as well as general traffic signal maintenance. The following staff is involved with these duties, totaling 6.0 FTEs: • Electrical Supervisor - 0.5 FTE City of Oakland ITS Strategic Plan 114 September, 2003
• Signal Technicians - 5.5 FTE With an expected increase in the inventory of ITS equipment, the emphasis may tend to shift to responding to malfunctions and failures rather than activities to prevent malfunctions and failures. To adequately provide preventative and response maintenance functions, the City’s traffic signal maintenance staff will need to be increased. The City’s existing staff feels that an additional 2 FTEs should be adequate to maintain the anticipated ITS devices and traffic signals. However, based on experience in other agencies, it is recommended that the City ultimately have at least 14 FTEs dedicated to maintenance of ITS and traffic signals. This is an increase of 8 FTEs over the City’s current staffing level. For the near term though, until more ITS devices and infrastructure are deployed, an additional two FTEs for maintenance should be adequate. These staffing recommendations are based on current staffing levels at similar sized Cities in the Bay Area. For instance, the City of San Jose, which operates about 800 traffic signals and two dozen CCTV cameras, plus other ITS equipment, has 6 FTEs for Operations and 17 FTEs for Maintenance. Furthermore, the City of Menlo Park recommends one traffic signal technician for every 50 traffic signals and one traffic signal engineer for every 100 traffic signals to ensure adequate O&M of their traffic signal system. This is a common rule of thumb in the traffic industry for determining O&M staffing requirements. This translates to approximately 14 technicians and 7 traffic engineers for the City of Oakland’s 700 traffic signals, which is fairly consistent with the previous recommendations. For most of the ITS elements, the City should continue to staff their maintenance and operations activities with in-house staff. This may require hiring new staff to meet the recommended staffing levels or shifting City staff from other duties. If the City has available maintenance staff but they are in need of training before assuming the role of system maintenance, the contractor to be awarded the system deployment contract can be required to provide operational support and training to City personnel for a specified period of time. At the end of the operational support period, the City would assume full responsibility for the maintenance of system. If the City does not possess the necessary resources and is not in a position to commit to long term maintenance of the corridors, contracting of maintenance operations is a viable option. Table 9.3 illustrates some benefits and risks resulting from outsourcing O&M responsibilities. Table 9.3 – Outsourcing Benefits and Risks Outsourcing Benefits Risks Clear separation between agency and contractor responsibilities. Agency can decide what tasks it wishes for the contractor to perform with its own forces. Little flexibility to get services outside the specific scope without extensive administration and additional cost. Little incentive for the contractor to exceed performance standards of accomplishment criteria. City of Oakland ITS Strategic Plan 115 September, 2003
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Citywide ITS Strategic Plan Final R
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CITY OF OAKLAND CITYWIDE ITS STRATE
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6.7.3 Long-Term Communications Plan
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SECTION 1 Introduction 1.1 PURPOSE
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The vision of the Citywide ITS Stra
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SIC SMFO SONET SR2S STP TAT TBS TCT
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through the thoughtful and effectiv
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the downtown area) is time-based. D
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Most of the controllers throughout
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2.3.2 Bay Area Regional ITS Archite
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• San Pablo Avenue • Telegraph
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2.4.2 Other Oakland Plans The plann
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Port of Oakland Airport Roadway Pro
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SECTION 3 Signal System As part of
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In the Needs Assessment workshop, s
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Table 3.2 - High Priority Corridors
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agencies such as AC Transit and BAR
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In addition to selecting a signal s
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TS-1 and TS-2 Options In addition t
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Alternative 3: Hybrid System A thir
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4.1.2 Traveler Information Requirem
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• Cameras mounted with a pan-tilt
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These detectors can be installed in
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• LED Hybrid - LED hybrid signs j
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ecently completed the design of a P
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• Full closure or four quadrant r
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oute information is typically disse
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4.3.3 Internet Access The Internet
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A more sophisticated approach opera
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EVP Recommendations - The Oakland F
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SECTION 5 High-Level System Archite
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These seven user services can be ex
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Figure 5.2 - High-Level Center-to-C
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5.4 ARCHITECTURE RECOMMENDATIONS As
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Page 71 and 72: SECTION 6 Communications Network 6.
Page 73 and 74: have an effect on the alternatives
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Page 77 and 78: • Fault tolerance. If a communica
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Page 93 and 94: 7.1.3 Communications Infrastructure
Page 95 and 96: Table 7.1 - TMC Equipment List Cont
Page 97 and 98: 7.3.2 Equipment Room The equipment
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Page 103 and 104: o High Street o MacArthur Boulevard
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Page 111 and 112: 8.3 LONG-TERM PROJECTS This section
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Page 115 and 116: Table 8.2 - Medium-Term Deployment
Page 117 and 118: SECTION 9 Operations and Management
Page 119: Incident Management Systems Safety
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Page 125 and 126: diagnostic equipment, maintain an a
Page 127 and 128: 9.7 O&M COSTS This section provides
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Page 131 and 132: Lighting Act of 1972, Part 2 of Div
Page 133: • TEA 21 Funds • ITS Earmark Fu
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Intelligent Transportation Systems - City of Oakland

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