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ASSET MANAGEMENT DIVISION (AMD)
Need/Gap Type of Need Users/Workgroup Impact on Performance
Contract monitoring C Maintenance field forces(TOM I-III, Improved contractor performance
Crewmembers), Special Operations staff
(not as critical)
Contract administration C District, Central Office More efficient, quality contracts
Financial management C All More realistic budgets; better accountability.
Will provide staff with training on policies and
familiarize staff with best business practices
Computer skills C Maintenance field forces Improved performance, fiscal and data
management; computer skills must be made
part of employees' EWP, and employees must
have routine access to computers
Strategic and operational C&S All Districts; STC's; Central Office Ability to think strategically and operationally to
thinking (analysis skills) ensure sustainability of highway systems and
VDOT's assets
Formal clearinghouse process C&S Research Council; Knowledge Management; Ability to use collective data to inform
for SO Reports T2 Center; and associated reports/studies organizational performance
issued by Divisions
Signal synchronization C&S District Sections Assistants; Asst. Resident Improved traffic control and flow
Administrators; TOM I-III, Clerical Support
Staff; Engineering Technicians; Engineering
Design; Operations Center Managers/staff,
etc
AASHTO RF Engineering and C&S VDOT Radio Manager and Asst. Manager Ensure VDOT compliance with federal
FFC Licensing Software (support for Maintenance Operations, STC's, regulations and timely support for wireless
Emergency and Security and ITS) operations agency-wide; non-compliance can
result in fines and loss of FCC authorization for
radio frequencies; helpful to attend the
AASHTO Committee on Wireless
Communications
Basic maintenance skills and C&S Maintenance Field Forces (RA,TOM I-III, Results in costly mistakes, inefficiency and
practices Crewmembers), Special Operations Staff public dissatisfaction; employees do not have
(not as critical) skills to perform basic maintenance tasks
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Federal contracting S District Section Assistants; Asst. Resident Improved contractor performance; better and
Administrators; TOM I-III; Clerical Support more efficient contracts; improved utilization of
Staff; Engineering Technicians; Engineering funds and scarce resources
Design; Operations Center Managers/staff,
etc
Project management S Project Managers; District Section Improved contractor performance; better, more
Assistants; Asst. Resident Administrators; efficient contracts; improved utilization of
TOM I-III; Clerical Support staff; Engineering funds, and better utilization of scarce resources
Technicians; Engineering Design;
Operations Center Managers/staff, etc
Gaining a better understanding S District Section Managers; Resident Improved understanding would lead to
of the Operations Program Administrators; Operations Center improved efficiency and effectiveness
Managers/staff; Asst. District Administrators,
etc
Incident management S District Section Assistants; Asst. Resident Improved traffic control and flow
(Operations Management Administrators; TOM I-III; Clerical Support
Division) Staff, Engineering Technicians, Engineering
Design, Operations Center Managers/staff,
etc
Congestion Management S District Section Assistants; Asst. Resident Improved traffic control and flow
(Operations Management Administrators; TOM I-III; Clerical Support
Division) Staff; Engineering Technicians; Engineering
Design; Operations Center Managers/staff,
etc
GPS/GIS (part of AMS) S District Section Assistants; Asst. Resident Improve contractor performance; better, more
Administrators; TOM I-III; Clerical Support efficient contracts; and utilization of funds and
Staff; Engineering Technicians; Engineering scarce resources
Design; Operations Center Managers/staff,
etc
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ASSET MANAGEMENT DIVISION (AMD) SYSTEM DEVELOPMENT GROUP
Products/Outputs Type of Need Users/Workgroup Impact on Performance
AMS Work Accomplishments C System Development Group (SDG) Important to understand how to interface with
(WA) AMS 2.0
C District Asset Data Collection Mgr (DADCM) Must know how to download/upload
information from devices
C Important for getting data out and creating
reports
S District Maintenance Engineer (DME) Very Important for success of AMS
S Must know how to operate
C Important for getting data out and creating
reports
C Assistant District Maintenance Engineer Must know how to download/upload
(ADME) information from devices
C Must know how to operate
C Important for getting data out and creating
reports
S Resident Administrator/Engineer Must know how to download/upload
information from devices
C Important for getting data out and creating
reports
C Assistant Resident Administrator/Engineer Must know how to download/upload
information from devices
C Important for getting data out and creating
reports
C Superintendents (TOM II, III) Must know how to download/upload
information from devices
C AMS is web-based, must know how to use
Internet
C Important for getting data out and creating
reports
C Supervisors(TOM I) AMS is web-based, must know how to use
Internet
C Must know how to download/upload
information from devices
C Important for getting data out and creating
reports
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Products/Outputs Type of Need Users/Workgroup Impact on Performance
C Fiscal Assistants Must know how to download/upload
information from devices
C Important for getting data out and creating
reports
C Must know how to download/upload
information from devices
C Maintenance Crew Member AMS is web-based, must know how to use
Internet
C Must know how to download/upload
information from devices
C Specialty Crew Member AMS is web-based, must know how to use
Internet
C Must know how to download/upload
information from devices
C May use a Tablet PC in the field, depending on
range of work in district
Pavement Inventory S District Maintenance Engineer (DME) Will be using a Tablet PC in the field
S Software used to display inventory
C Pavement Engineer Will be using a Tablet PC in the field
C Software used to display inventory
C Pavement Coordinator Will be using a Tablet PC in the field
C Software used to display inventory
S Material Engineer Will be using a Tablet PC in the field
S Software used to display inventory
Secondary Road Data Collection S District Maintenance Engineer (DME) Software used to display inventory
(Inventory & Condition) C Pavement Engineer Will be using a Tablet PC in the field
C Software used to display inventory
C Pavement Coordinator Will be using a Tablet PC in the field
C Software used to display inventory
S Material Engineer Will be using a Tablet PC in the field
Random Condition Assessment S SDG Must understand condition attributes to analyze
(RCA) data for NBB
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Products/Outputs Type of Need Users/Workgroup Impact on Performance
Planning & Scheduling C SDG Need to use Query Wizard to understand the
District Maintenance Engineer (DME) data behind the results obtained in the
District Asset Data Collection Mgr (DADCM) Planning Module. AMS 2.0 will interface with
PMSS for pavement contracts. Must
Assistant District Maintenance Engineer understand and know how pavement
(ADME) scheduling and planning will interact
Pavement Engineer
Traffic Engineer
Needs Based Budget (NBB) S District Maintenance Engineer (DME) Currently use Excel to consolidate all
Assistant District Maintenance Engineer components for NBB. Plans are to migrate to
(ADME) using Access to accommodate the numerous
District Administrator (DA) scenarios requested for a NBB
Query Wizard (RCA & WA) S District Maintenance Engineer (DME) Important to be able create meaningful reports
District Asset Data Collection Mgr (DADCM) from data extracted from Query Wizard
Assistant District Maintenance Engineer
(ADME)
Resident Administrator/Engineer
Assistant Resident Administrator/Engineer
Superintendents (TOM II, III)
Supervisors(TOM I)
Fiscal Assistants
Decision Tree Builder S SDG Need to know and understand SQL codes for
writing scripts
Legacy Database inventories S SDG Access is being used for most Legacy
Database Inventories. Need to know how to
extract & analyze data
Budget program S SDG Budget program is used to translate budget
requests into FMS allocations. Need to
understand how to load and use this program
to avoid duplicate use of Excel for analysis.
Must also understand how future versions of
the Budget Program will work with future
versions of FMS, and of the AMS
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Products/Outputs Type of Need Users/Workgroup Impact on Performance
PONTIS C SDG AMS 2.0 will interface with PONTIS for Bridge
& Structure assets. Must understand content
and data structure to write business
requirements
C Bridge Engineers Need to know how to use the system to
develop NBB and Bridge maintenance
strategies
Six Year Plan (soSYP) S SDG SDG needs to understand how the SYP fits
into the AMS picture before creating business
requirements for AMS 2.0 Also need User
Training on the soSYP program
Public Speaking C Mid- and senior-level employees Improved communication skills and
Effective Presentation Skills effectiveness
Statistical Analysis and C Increased ability to effectively analyze data
Performance Monitoring
Multi-modal analysis and
decision-making
Understanding and influencing C SDG Ability to adapt successfully to change
organizational change
Seeing the “big picture;” S SDG Successful initiatives and service delivery
building, sustaining and based on strategic goals; improved services
integrating multi-modal through incorporation of feedback; improved
transportation facilities relationships with the public; increased quality
Six Sigma and process S SDG and efficiency through clear expectations and
improvement improved processes
Setting and monitoring effective S SDG
performance targets
Obtaining and understanding S SDG
customer feedback
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OPERATIONS MANAGEMENT DIVISION (OMD)
Need/Gap Type of Need Users/Workgroup Impact on Performance
Ongoing training/mentoring in C OMD/ITS Increased coordination between districts; more
districts in System Operations relevant and accurate data for the public
policies and programs (VOIS) specific to 511 and roadway information; used
to focus only on snow removal; however, now
encompasses incidents and work zones;
timeliness of data entry is critical
Systems analysis and integration C OMD/Traffic Engineering/Planning Increased ability to develop systems integration
- systems engineers; electrical documents and develop and maintain software,
engineers; computer science electrical and communications systems,
networking - gaps include computer modeling;
forecasting; accident analysis; application of
different models; analyzing capacity of traffic
flow; signal timing; safety and crash analysis;
operations; traffic flow; need to analyze "the
bits of information moving down a line, not just
know how to put a wire into the ground;"
previously funded graduate school for staff to
facilitate this learning; however, this does not
occur anymore
Project development/project S OMD Increased ability to analyze, scope, do
management cost/benefit analysis and monitor projects -
e.g., signal projects, turn lanes, safety service
patrol; role likely to expand beyond financial
tracking of projects resulting in need for greater
expertise in project development and
management
Project management S ITS program managers and SMART Travel Improve delivery and management of SMART
training/certification personnel; Operations Management Travel programs
Internet protocol S OMD; some effect on TE; anyone who is Won't be able to keep up with equipment
communications communicating on a wire from a computer to vendors without this; this is a trend of
a field device could be affected by this communication; technicians won't be able to
troubleshoot problems; more reliance on
consultants and specialized staff
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Understanding of the roadway S OMD/Traffic Engineering, specifically Now, RNS is in IT; needs to be in Operations
inventory system and data Congestion Management Management or TE in efforts to allow good
data related to the highway system
Program managers S OMD Oversee various components of OMD
programming
District support S OMD - District ITS/STC Improved functioning of SMART Travel
Program
Link safety and operations S OMD - District ITS/STC Strategic identification of program needs based
together to see overall picture - on factors such as safety - e.g., where should
e.g. where should we extend we extend SMART traffic
SMART traffic
High level of technical skills, as S OMD Increased ability to work with highly technical
well as written and oral information and translate this information in
communication communication with the public
Telecommunications expertise - S OMD Increased ability to apply methodology to solve
e.g. fiber optics problems and make skilled recommendations
related to technology
Creative thinking, initiative C&S OMD Ability to identify solutions and resolve
problems creatively based on new and
changing information/technology
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SECURITY AND EMERGENCY MANAGEMENT DIVISION (SEMD)
Need/Gap Type of Need Users/Workgroup Impact on Performance
Information Security Office C Information Security staff (still to be Qualified staff with experience to meet agency-
hired/determined) wide need for Information Security; function
has been transferred from VITA
Yearly training for Continuity of C COOP Program Manager and COOP Capability to meet the requirements of a
Operations (COOP) Program Coordinators (who are trained in monthly functional COOP and EAP program; COOP
Emergency Actions Plans (EAP) outreach sessions) by the COOP Program that addresses real world scenarios; increased
Manager understanding of how to put together and test
COOP; without ongoing (yearly) up-to-date and
advanced training for COOP/EAP staff in new
methodologies, techniques and strategies for
continuity planning there will be a negative
impact on the viability of our COOP and EAP
plans
Critical Infrastructure C CII/SSI Program Manager and Without ongoing (yearly) up-to-date and
Information/Sensitive Security CII/SSI Task Force Members Coordinators advanced training for CII/SSI staff in new
Information (CII/SSI) Program (who are trained in bi-monthly outreach information management methodologies,
sessions) by the CII/SSI Program Manager techniques and strategies there will be a
negative impact on the viability of our CII/SSI
program. Failure to provide this training
substantially increases the probability of
CII/SSI (e.g. data, plans, processes and
procedures) being improperly released to
unauthorized personnel due to lack of
knowledge and training
Personnel Surety (PS) Program C PS Program Manager and Technician Agency's capability to provide a viable program
to protect our facilities, information and staff;
without ongoing (yearly) up-to-date training for
PS staff there will be a negative impact on the
viability of our PS program. Failure to provide
this training ensures we will potentially hire
individuals that are not legally employable,
convicted felons and/or persons that are a risk
to identified critical infrastructure positions
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Need/Gap Type of Need Users/Workgroup Impact on Performance
High-level research and analysis S CII/Personal Surety - COOP Ability to develop and implement research-
skills, knowledge of lessons based COOP policies, procedures and
learned from other state's plans practices; failure to provide this training may
and prior events and ability to cause failure to meet current standards and
discover and adapt findings for previous flaws may be repeated or continued
use in the Commonwealth
Business Impact Analysis S CII/Personal Surety - COOP Improved decision-making related to disaster
response based on knowledge of how other
departments and organizations might respond
in a similar situation. Failure to implement best
practices or lessons learned may cause
inadequate planning, funding, training and
performance in tasks critical to operations
requirements agency-wide
Research and Collaboration (e.g. S CII/Personal Surety - COOP A coordinated effort with other organizations
with DEM, Treasury, etc.) based on consistent and best practices, current
technology and interagency interoperability
considerations. Provides a common language,
process and operations environment, thus
reducing wasted resources, redundant
processes and procedures
Policy writing and development, S CII/Personal Surety - COOP Clear guidelines from which to drive security
as well as clear procedures practices throughout the organization;
promotes consistent application of new and
existing policy and procedures agency-wide
Community of Knowledge S CII/Personal Surety - COOP Improved performance based on knowledge
influx. Because we are building things from the
ground up, we need to hire people with a
strong knowledge base and who already have
or are willing to acquire the qualifications
recognized by local, state and federal agencies
to meet the agency's needs and requirements
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Awareness and outreach S SEMD; agency-wide With increased awareness within VDOT
specific to knowledge of critical infrastructure,
key assets and security as a whole; promote
greater ownership and personal responsibility
to drive security practices; awareness can
enhance personal accountability and provide
an environment where innovation and creative
initiative thrive and potentially increases the
ability to fund or locate funds for those
initiatives
Adjudication of Background C CII - Personal Surety Clear criteria and a consistent approach to
Checks Training (PS) adjudication; ability to recognize a potential
problem or prevent unnecessarily ruling out of
good candidates/contractors; allows the
agency to ensure hiring the best candidates
while protecting its reputation
Replace or upgrade VOIS (or C TEOC - VOIS lead users and all users Ownership and consistency of
designate/hire a program approach/information; readily accessible, timely
manager); train staff and the field and accurate information for the traveling
public; improved data turnaround; increased
compatibility with other systems; currently,
VOIS falls under another division, which may
change in the near future. Failure to provide
this training statewide will ensure inconsistent,
incomplete and inaccurate data will continue
being provided to multiple agencies and the
general public
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Need/Gap Type of Need Users/Workgroup Impact on Performance
VDEM/VEMA Certified Emergency S TEOC - personnel that are involved with Provides a strategic advantage and common
Management Assistant incident management and emergency language for TEOC and others' staff that are
response and recovery operations (support involved with incident management or
staff, administrative personnel, volunteers, emergency response and recovery operations;
technical specialist, and state government provides a common language and process to
emergency management programs) enhance capabilities and skill sets between
multiple federal, state and local agencies;
provides a structured certification program for
professional development that is recognized by
local jurisdictions and multiple agencies,
thereby increasing the agency's credibility
VDEM/VEMA Certified Associate S TEOC - personnel that have roles in incident Provides a strategic advantage and common
Emergency Manager management and emergency response and language for TEOC and others' staff that are
recovery operations at multiple levels; involved with incident management or
(support staff, administrative personnel, emergency response and recovery operations;
volunteers, technical specialist, and state provides a common language and process to
government emergency management enhance capabilities and skill sets between
programs) multiple federal, state and local agencies;
provides a structured certification program for
professional development that is recognized by
local jurisdictions and multiple agencies,
thereby increasing the agency's credibility
VDEM/VEMA Certified S TEOC - personnel that have roles in incident Provides a strategic advantage and common
Professional Emergency management and emergency response and language for TEOC and other's staff that are
Manager recovery operations at multiple levels involved with incident management or
including planning and program emergency response and recovery operations;
management provides a common language and process to
enhance capabilities and skill sets between
multiple federal, state and local agencies
provides a structured certification program for
professional development
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Multi-tasking, dealing with C&S TEOC - VOIS lead and all other users Improved customer service; increased quality
stress, good decision-making and accuracy of information and
and communications skills, responsiveness; ability to handle a variety of
flexibility (work schedule), situations that are routed through the Highway
working collaboratively, knowing Helpline, 511 and other public communication
where to go to get the vehicles; improved work quality and
information/data that they need, consistency
understands the internal and
external chain of command,
takes verbal descriptions to
determine geographical
locations, and technologically
savvy in a Windows environment,
multiple weather
tracking/forecasting programs,
mapping programs (GIS) and
multiple communication systems
(phone, fax, paging, radio)
A minimum of a Level One S TEOC Credibility across state lines and organizations;
certification (that includes skills for FEMA documentation and working
knowledge of policies and with government
procedures re: funding
allowances); FEMA/DHS
Professional Development Series
Certificate
CPP (Certified Protection S Transportation Protective Security Credibility and knowledge to design and
Professional); designation is for implement a solid security infrastructure that is
individuals with extensive recognized by local, state and federal
experience in security agencies, thus increasing the agency's
management, ranging from credibility
emergency planning to
protection of sensitive
information; the security
profession's highest ASIS
recognition of participants
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Need/Gap Type of Need Users/Workgroup Impact on Performance
PCI (Professional Certified S Transportation Protective Security Credibility and knowledge to design and
Investigator); certification for implement a solid security infrastructure that is
individuals with expertise in case recognized by local, state and federal
management, evidence collection agencies, thus increasing the agency's
and case presentation. credibility
PSP (Physical Security S Transportation Protective Security Credibility and knowledge to design and
Professional); credential for implement a solid security infrastructure
individuals with expertise in
conducting threat surveys;
designing integrated security
systems that include equipment,
procedures and people; or
installing, operating and
maintaining such systems
Grant location, application, S Transportation Protective Security Ability to secure federal, state and local grants
administration and compliance to fund additional security initiatives not
(for VDOT Infrastructure Physical typically known, allowing for more rapid and
Security Enhancement Program extensive security measures and reducing the
(VIPSEP); perhaps a grant impact on the agency's current budget
manager; cross-training in grant requirements
procurement/administration
Systematic approach to grant S Transportation Protective Security; agency- Increased awareness across functions in
management, with more wide identifying and collaborating related to grant
collaboration opportunities - e.g., VDEM often does not
announce grants for initiatives in which we
have involvement (specifically, those dealing
with law enforcement). As a result, law
enforcement is often not aware of the money
and grants out there, and we both miss out on
opportunities to get available funds
Outreach / increased awareness S Transportation Protective Security Important for disseminating data and creating
reports
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Policy development and S Transportation Protective Security Encourages agency-wide responsiveness and
implementation consistency related to actions to support
security - e.g. policy that addresses the fact
that operational and security issues can not be
scheduled; policy that allows us to take
instantaneous action would help ensure the
security of the organization and the state and
decrease liability
Collaboration with Procurement S Transportation Protective Security Continued timely procurement
Creative thinking; ability to S Transportation Protective Security Ability to achieve Security initiatives despite
manage stress; ability to challenges (e.g., time, procedures,
influence/communicate organizational culture); ability to collaborate
with other divisions to secure
resources/support (e.g., procurement)
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TRAFFIC ENGINEERING DIVISION (TE)
Need/Gap Type of Need Users/Workgroup Impact on Performance
Systems analysis (Congestion C TE More efficient use of resources and existing
Management) highway capacity; increased ability to do
corridor simulation; improved congestion
management; evaluation of new products and
software tools with internal staff rather than
through a consultant; ability to accurately
interpret and use output; skills to relate crash
data to countermeasure development
Statistical analysis/ability to C TE - /Safety Analysis Will allow for a systemized approach to
perform database queries identifying safety issues based on analysis of
statewide crash data; increased accountability
and consistency regarding prioritizing of
projects; there is a high turnover in safety area
with engineer staff, a factor that affects the
ability to identify projects based on a
systematic approach
Systems engineers (goes with C TE Increased ability to develop systems integration
Systems analysis) documents, software development and
maintenance activities, electrical and
communications systems, networking - gaps
include computer modeling; forecasting;
accident analysis; application of different
models; analyzing capacity of traffic flow;
signal timing; safety and crash analysis;
operations; traffic flow; previously funded
graduate school for staff to facilitate this
learning
Professional Engineers (P.E.) S TE - positions that do engineering work and Legal compliance; individuals able to fill
have responsible charge positions and grow within organization
Project development/project S TE; Operations Management/ITS Increased ability to analyze, scope, do
management cost/benefit analysis and monitor projects -
e.g., signal projects, turn lanes, safety service
patrol; role likely to expand beyond financial
tracking of projects resulting in need for greater
expertise in project development and
management
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Internet protocol S Operations Management; some effect on Won't be able to keep up with equipment
communications Traffic Engineering; anyone who is vendors without this; this is a trend of
communicating on a wire from a computer to communication; technicians won't be able to
a field device could be affected by this troubleshoot problems; more reliance on
consultants and specialized staff
Knowledge management C&S TE - Signs and Pavement Marking Increased ability to close knowledge gap due to
upcoming retirements
AC/DC circuits/grounding S TE Increased skills in the areas of circuitry and
requirements, traffic control traffic control devices as well as grounding
devices requirements
Training in CADD (micro station); S TE - Traffic Signal Designers Without this, we will need to rely more on
design and drafting consultants to do design; won't be compatible
with L&D's and Structure & Bridge
VDOT emerging GIS applications S TE- Signs, Safety and Specifications; Traffic Increased efficiency in analysis; can help
Count identify problem patterns and crash locations;
assist with directional signing; better identify
top priority locations; help districts to prioritize
projects based on data
Traffic monitoring and data S TE - Traffic Count Program Increased ability to evaluate and use new
collection technologies and equipment/technology; previously Traffic Count
equipment employees went to NATMEC conference which
exposed them to networking opportunities that
could save time on trial and error of equipment
Emerging traffic data needs S TE, who provides this information to other TE equipped to provide current information to
data users including Pavement Design and inform performance of other divisions -
Bridge Materials and Bridge - e.g. weight data for
pavement design; one person can not manage
and review data on multiple sites; if they are
spending a lot of time evaluating new
technology, TE can not evaluate existing data;
understanding what the data user community
needs for their success is key to their success
Installation and inspection of S TE - Traffic Count Program Increased oversight of contractor who installs
traffic sensors equipment; may result in cost savings if there
is not a need to reinstall
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Need/Gap Type of Need Users/Workgroup Impact on Performance
Skills with GIS database analysis S TE - Congestion Management; Traffic Count; The traffic system is closely aligned with
and presentation of crash data users of the developed systems VDOT's road inventory system.
Understanding the Roadway Network System
(RNS), when appropriate in conjunction with its
development, will be key to migration of section
to that system
Ability to perform and relate S TE - specifically Congestion Management Can predict crash reduction that goes with
safety to operational analysis and Safety as they interface operational improvement
Understanding of the roadway S Operations Management; TE - specifically Now, RNS is in IT; needs to be in Operations
inventory system and data Congestion Management Management or IT in efforts to allow good data
related to the highway system
Traffic engineering principles S All levels of the organization and field staff Ability to analyze data and identify projects
(e.g. what are the worst locations); includes
fundamental highway capacity analysis and
basic traffic flow theories for field technicians to
similar training needs for our field
administrators; will become critical if not
implemented
Training in the highway safety S TE More of a push to have engineers obtain more
area statistical analysis training. Merging statistical
analyses capabilities with geographical
information systems will result in very powerful
analytical capabilities for VDOT; already
occurring in NOVA
Keeping projects on time C and S Engineering Technicians Quality in initial design will enable projects to
be completed without costly delays during
construction
Study design S TE - Safety Analysis Ensures analysis based on the right variables
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