INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING PLANNING SNAPSHOT 5: NCHRP 08-36, Task 120 – Incorporating Transportation Operations with Planning MAY 2015 Funded through the NCHRP 8‑36 Research Series, these snapshots are designed to tell you a little about the current state of a specific planning practice of interest today. Beyond Traffic – Linking Operations and Planning To better understand how agencies are currently integrating planning and operations functions, a survey of state DOTs and regional planning organizations was distributed on behalf of SCOP, AMPO, and NARC. 22 state DOTs and 58 MPOs responded – providing the insights and information shared here. State DOT MPO and Regional WHAT TRENDS WILL IMPACT FUTURE PLANNING FOR OPERATIONS? 91% 95% 73% 59% 59% 100% 100% 86% 79% 64% 77% 91% 55% 55% 36% 55% 59% 50% 50% 32% Availability of real-time data Tech advances (ITS, Connected Vehicles, etc.) Attention to freight movement Need for congestion reduction Private-sector innovation State DOT Large MPOs (1,000K+) Mid-Size MPOs (200K-999K) Small MPOs (50K-199K) Other Trends 9 Population growth 9 National VMT decrease 9 Alternative fuel vehicles 9 Land use development trends 9 Funding at state and national level 9 Climate change and emissions reductions 9 MAP-21 and other performance requirements
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INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING
PLANNING SNAPSHOT 5:
NCHRP 08-36, Task 120 – Incorporating Transportation Operations with Planning
MAY 2015Funded through the NCHRP 8‑36 Research Series, these snapshots are designed to tell
you a little about the current state of a specific planning practice of interest today.
For more information about this NCHRP effort and to view additional snapshots please visit www.planningsnapshots.camsys.com.
Acknowledgment of Sponsorship This work was sponsored by the American Association of State Highway and Transportation Officials (AASHTO), in cooperation with the Federal Highway Administration, and conducted in the National Cooperative Highway Research Program (NCHRP) Project 08‑36, Task 120, which is administered by the Transportation Research Board of the National Academies.
Disclaimer The opinions and conclusions expressed or implied are those of the research agency that performed the research and are not necessarily those of the Transportation Research Board or its sponsors. The information contained in this document was taken directly from the submission of the author(s). This document is not a report of the Transportation Research Board or of the National Research Council.
Beyond Traffic – Linking Operations and PlanningTo better understand how agencies are currently integrating planning and operations functions, a survey of state DOTs and regional planning organizations was distributed on behalf of SCOP, AMPO, and NARC. 22 state DOTs and 58 MPOs responded – providing the insights and information shared here.
State DOTMPO and Regional
WHAT TRENDS WILL IMPACT FUTURE PLANNING FOR OPERATIONS?
91%95%
73%
59% 59%
100% 100%
86%
79%
64%
77%
91%
55% 55%
36%
55%59%
50% 50%
32%
Availability ofreal-time data
Tech advances(ITS, ConnectedVehicles, etc.)
Attentionto freight
movement
Need forcongestionreduction
Private-sectorinnovation
State DOT Large MPOs (1,000K+)Mid-Size MPOs (200K-999K) Small MPOs (50K-199K)
Other Trends 9 Population growth
9 National VMT decrease
9 Alternative fuel vehicles
9 Land use development trends
9 Funding at state and national level
9Climate change and emissions reductions
9MAP-21 and other performance requirements
PLANNING SNAPSHOT 5:INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING
HOW DO PLANNING AND OPERATIONS INFLUENCE EACH OTHER?
HOW IS OPERATIONS INCORPORATED INTO THE PLANNING PROCESS?
Operations 9 Identifies potential low-cost solutions rather than reconstruction recommendations.
9 Focus on evaluating operations during project and program development.
9 Plans are fluid to adapt to operational changes.
9 Real-time traffic info has changed the long-range planning solution set.
Planning 9O&M strategies can meet transportation goals given funding constrains.
9 Collects data and influences selection of performance measures.
9 Inclusion of diverse stakeholders in planning leads to awareness of operational challenges.
9 Directly influences investment priorities.
Operations 9 Planning influences available funding opportunities for operations.
9 Planning assesses current and projected needs to identify operational issues.
9 Corridor plans facilitate implementation of regional operations initiatives.
9 Integral to ITS program development.
9 Exploring automated vehicle technologies.
Planning 9 Public input in planning process has greatly impacted operations.
9 Planning influences type of data collected by operations.
9 Identifies congestion and safety problems.
9 Strategically analyzes potential operational improvements.
9 Identifies need for regional operations center.
93%
57%
93%
64%
57%
36%
43%
0%
91%
77%
68%
32%27%
18%
9%5%
77%
68%
27%32%
14%
5%
0%
14%
73%
55%
64% 64%
41%
59%
45%
0%
LRTP Corridorplans
RegionalITS/Ops
Safetyplans
TSM&Oplan
Incidentmanagement
plan
Incidentmanagement performance
measures
Notincorporated
MPO (1,000k+) MPO (200k-999k) MPO (50k-199k)State DOT
NCHRP 08-36, Task 120 – Incorporating Transportation Operations with Planning
No (86%)
Yes (14%)
No(59%)
Yes(36%)
MPO
State DOT
BEST PRACTICES ENGAGING STAKEHOLDERS IN OPERATIONS PLANNING
ACTIVE IN CONNECTED VEHICLE IN IT IAT IVES?
HOW TO BETTER LINK PLANNING AND OPERATIONS
9 Education on operational strategies and how to evaluate them
9 Need champions for TSM&O at decision-making levels
9 Need more examples of successful implementation
9 More grants targeting operations
9 Better communications between silos
9 Having strong TSM&O component in LRTP is vital
9 Must include O&M costs when project budgeting
9 FHWA’s Planning for Operations model provides structure
9 Agencies must be required to be linked
9 Before a new capital project is funded, must show that TSM&O is unfeasible alternative
9 Engage traffic operations engineers early in planning processes
9 Data sharing
9 Co-locate and cross-pollinate divisions and offices
64%
41%
55%
36%
17%14%
45%
26%
Social Media TDM programs Include newplanning
stakeholders
Engage freightindustry reps
State DOT MPO
INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING PLANNING SNAPSHOT 5:
INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING
OPERATIONS PERFORMANCE MEASURES IN PLANS
TOOLS USED TO INTEGRATE OPERATIONS INTO PLANNING AGENCY ACCESS TO OPERATIONS DATA
18%
64%59%
23% 27%
State DOTs
16%
78%
33%
10% 5%
MPOs
Sketchplanning
Regionaldemand
forecasting
Microsimor mesosim
Deterministicand traffic
optimizationtools
Other
Sketchplanning
Regionaldemand
forecasting
Microsimor mesosim
Deterministicand traffic
optimizationtools
Other
29%
33%
38%
State DOT
Insufficient
Moderatelysufficient
Sufficient
32%
41%
27%
MPOs
SPECIFIC MEASURES INCLUDE:
9 Vehicle hours of delay
9 Transit flows
9 Fatality rate
9 Travel time reduction
9 Automated signal measures
9 Throughput
9 Volume/Capacity ratios
9 Bottleneck queue length
9 Time to clear lane blockage
9 Weather-induced delays19%
10%
22%
9%
10%
29%
57%
55%
18%
14%
14%
41%
45%
59%
36%
64%
Not in plans
Other
Freight operations
Work zones
Weather
Incidents
Arterial performance
Travel time reliability
State DOTMPO
INCORPORATING TRANSPORTATION OPERATIONS WITH PLANNING
NCHRP 08-36, Task 120 – Incorporating Transportation Operations with Planning
INNOVATIVE PRACTICES IN PLANNING AND OPERATIONS
9Caltrans Districts are in the process of reorganizing business practices for planning and operations functions. The purpose is to provide the institutional collaboration needed to more effectively deliver improved multimodal system management planning and operational improvements. Regional Concepts of Operations are being developed by some Districts as multi-agency partnerships that have the potential to focus discussion and action around system management planning issues.
9 Penn DOT worked closely with Carnegie Mellon University to complete a Connected and Autonomous Vehicles 2040 Vision. This effort looked at the implications of connected and autonomous vehicles on the management and operation of the State’s surface transportation system. The report explores the impacts of connected and autonomous vehicles on design and investment decisions, communication devices investment, real-time data usage, existing infrastructure, workforce training needs, driver licensing, and freight flow.
9Over the last two years, the New Jersey DOT established a “complete team” – or a planning/operations collaborative construct that is modeled after FHWA’s “Getting More by Working Together” Reference Manual. The group meets quarterly and includes the State DOT, MPOs, transit and other agencies, and the Regional FHWA office. Following FHWA’s Planning for Operations model helps to provide structure and guidance.
9 The Delaware Valley Regional Planning Commission’s (DVRPC) Transportation Operations Task Force and Goods Movement Task Force hold joint quarterly meetings. The DVRPC’s Incident Management Task Force includes operations staff from DOT’s, toll authorities, state police, ports, and emergency management in the planning process.
9 The Atlanta Regional Commission (ARC) adopted a Regional Thoroughfare Network (RTN), a prioritized group of nonfreeway facilities that will help provide focus for current and future TSM&O investment. Both GDOT initiatives and ARC’s focus on the RTN have caused the planning process to evolve and be more accountable for mobility and safety from a systematic stand point. TSM&O has become a “go to” investment strategy in the Atlanta Metro region, largely due to GDOT’s stance on deploying more technology.
9Caltrans uses macrosimulation models such as FREQ, and is testing a new macrosimulation operations analysis tool developed by UC Berkeley called Tools for Operations Planning (TOPL). TOPL is also planned for use as a real-time system management decision support tool. Information on TOPL can be found at http://www.path.berkeley.edu/research/traffic-operations/tools-operational-planning-topl.
9On a systemwide level, the South Jersey TPO makes extensive use of archived operations data provided by the University of Maryland’s Vehicle Probe Project (VPP). On a project and/or corridor level, we have the SYNCHRO microsimulation model to measure the impact on delay of different signal timing plans.
9 In Montana, planning and operations are tied in the long-range plan as a consideration of project prioritization. In support of these planning goals, we use pre-NEPA corridor studies to consider operation needs early in the planning process – prior to nominating projects.
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