presented to Wisconsin Department of Transportation Name presented by Christopher Hedden and Kenny Voorhies Cambridge Systematics, Inc. 10/30/06 ITS Sketch Plans Best Practice – National Scan
Presented to Wisconsin Department of Transportation Name presented by Christopher Hedden and Kenny Voorhies Cambridge Systematics, Inc. 10/30/06 ITS Sketch.
Jan 17, 2016
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
presented to
Wisconsin Department of Transportation Name
presented by
Christopher Hedden and Kenny Voorhies Cambridge Systematics, Inc.
10/30/06
ITS Sketch PlansBest Practice – National Scan
2
Goals of Environmental ScanNational Best Practices in Traffic Operations Sketch Planning
Obtain information from agencies conducting Operations Planning on:
• Methodologies used for Traffic Operations Sketch Planning
• Tools used in Traffic Operations Sketch Planning
• Lessons Learned, successes, failures
3
Approach to Scan
Developed list of interview questions
Developed list of potential interviewees
• Based on reputation for Operations Planning
• Input from FHWA, AASHTO SSOM
• Initial list of 13 DOTs and 6 MPOs
Contacted each interviewee to set up interview
• Some agencies declined or did not respond
Obtained information from 14 DOTs and 5 MPOs
4
Responding Agencies
DOTs
• Arizona, California, Illinois, Kansas,
Maryland, Michigan, Missouri,
Oregon, Pennsylvania,
Rhode Island, Utah, Tennessee,
Virginia, Washington
MPOS• Hampton Roads Regional Planning
District,
• Maricopa Association of Governments,
• Mid-America Regional Council,
• Portland Metro,
• Southeast Michigan Council of Governments
5
FindingsOrganization and Project Development Processes
Most DOTs conduct Operations Planning in Central Office, usually Traffic Operations Division
MPOs usually have one staff handle Operations
Five centralized DOTs, nine decentralized
Decentralized DOTs typically hand off design/construction to Districts/Regions
Planning Divisions usually don’t track projects after funding
6
FindingsOrganization and Project Development Processes
Most states and regions have an active an Operations/ITS Committee
• Considered to a valuable resource
• Champion for continued support
• Facilitator of coordinated activities
• Assist planners in obtaining funds
• Several models for committee composition and structure
7
All DOTs interviewed collect some operations data
Most states collect incident duration, TMC activity and traveler information data
Four states collect and archive travel time/speed data
Two states regularly collect customer satisfaction data
Eight states use performance data for planning
• Mostly congestion data to ID problems and solutions
FindingsPerformance Data
State DOTIncident Duration
(Outcome)
Travel Time/Reliability(Outcome)
Customer Satisfaction(Outcome)
TMC Activities(Output)
Traveler Information
(Output)
CalTrans
Illinois DOT
Maryland SHA
PennDOT
Rhode Island DOT
Utah DOT
Tennessee DOT
Washington State DOT
Virginia DOT
Arizona DOT
Missouri DOT
Kansas DOT
Oregon DOT
Michigan DOT
9
FindingsLong-Range Planning Process
All states have Long-Range Plans that state the need for efficient operations
Three states have specific operations targets or goals
Maryland and Washington State have specific incident clearance goals
10
FindingsSketch Planning Tools
CalTrans developed in-house tools (PeMS and ITMS)
Many states have used microsimulation for projects
Several states have used IDAS for projects
No formal adoption of tools found
PeMS/ITMS – 6%
Manual – 38%
IDAS – 25%
Microsimulation – 31%
11
FindingsSketch Planning Tools
Satisfaction with tools varies widely
Most states not using tools are not planning on adopting the use of tools
Most states had no opinion on the use of improved existing tools vs. new tools
12
FindingsBarriers to Sketch Planning
No consensus on barriers to operations planning
Most common responses:
• Lack of an operations culture within the agency
• Agencies are unable to articulate the benefits of operations projects
• Lack of trained operations personnel
• Lack of experience in using analytical tools
Best methods for obtaining information on tools:• In-person training
• Peer-to-peer meetings
• Webcasts
13
Conclusions
Review Operations Committee (Tech Advisory Committee) composition and structure, meet regularly
Start collecting and reporting available operations data
• Calculate benefits from performance data
Include operations in long and short range plan goals
Use appropriate tools for the appropriate type of project
presented to
Wisconsin Department of Transportation Name
presented by
Christopher Hedden and Kenny Voorhies Cambridge Systematics, Inc.
10/30/06
ITS Sketch PlansPlanning/Programming/Budget Scans
15
GoalPlanning/Programming/Budget Scan
Capture current WisDOT planning procedures
• Meta
• Current project evaluation methodology and criteria
Capture history and current program status
Central Office and Region focus
Develop internal WisDOT awareness, build momentum, and lead to Develop internal WisDOT awareness, build momentum, and lead to internal buy-in by key decision/policy makers for BHO related projects.internal buy-in by key decision/policy makers for BHO related projects.
11
11
11
11
110
110
110
13
13
13
13
13
13
13
13
13
13
13
13
133
133
133
133
133
139
147
153 153153
16
16
16
16
16
161161
169
17
17
17
173
180
182
19
190
191
212121
2121
21
22
22
22
22
22
22
23
23
23
23
23
23
25
25
25
25
26
26
26
26
27
27
27
27
27
27
27
27
27
29
29
29
29
29
29
2929
29
29
29
29
32
32
32
32
32
33
33
33
33
33
33
35
35
35
35
35
35
35
35
35
35
36
37
37
3939
40
40
4042
42
42
42
44
44
47
47
47
47
48
48
48
49
49
49
49
49
49
50
52
52
52
54
54
54
54
54
54
54
55
55
55
55
55
55
57
57
57
57
57
57
58
58
59
59
59
59
60
6060
60
60
60
60
64
6464
64 6464
64646464
64 64
66
67
67
67
67
69
70
70
7070
7070
7070
71
7171
73
73
73
73
73
73
73
76
76
77
77
7777
78
78
80
80
80
80
81 81
81 81
81
8282
82
82
82
83
86 86
92
92
93
93
93
93
95
95
95
95
97
97
10
10
10
10
10
1010
10
10
10 12
12
12
12
14
12
12
12
12
12
12
14
14
14
14
14
141
141
141
151
151
151
151
151
151
1818
18 18
18
18
2
2 2
2
41
41
41
41
41
45
45
45
45
45
45
45
45
45
45
51
51
51
51
51
51
51
51
51
51
53
53
53
53
53
53
53
53
53
61
61
63
63
63
63
63
63
63
88
8
88
8
8
8
43
43
94
43
43
90
90
90
90
90
90
90
94
94
94
94
94
94
94
16
Wisconsin Department of Transportation Organizational Structure
Division of Division of Transportation Transportation
Investment Investment ManagementManagement
Bureau of Planning and Bureau of Planning and Economic DevelopmentEconomic Development
Bureau of State Bureau of State Highway ProgramsHighway Programs
Bureau of Transit, Local Bureau of Transit, Local Roads, Rails, and HarborsRoads, Rails, and Harbors
Bureau of Bureau of AeronauticsAeronautics
Division of Division of Transportation Transportation
System System DevelopmentDevelopment
Budget Budget and and
PlanningPlanning
Southeast Southeast Freeways Freeways Advisory Advisory
TeamTeam
Statewide Statewide BureausBureaus
Bureau of Bureau of Project Project
DevelopmentDevelopment
Bureau of Bureau of StructuresStructures
Bureau of Bureau of Highway Highway
OperationsOperations
Bureau of Bureau of TechnicalTechnical Services Services
Regional Regional OfficesOffices
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northeast Northeast RegionRegion
North Central North Central RegionRegion
Northwest Northwest RegionRegion
Bureau of Bureau of Equity and Equity and
Environment Environment ServicesServices
Division of Division of Business Business
ManagementManagement
Bureau of Bureau of Business ServicesBusiness Services
Bureau of Information Bureau of Information Technology ServicesTechnology Services
Bureau of Human Bureau of Human Resource ServicesResource Services
Division of Division of Business Business
ManagementManagement
Bureau of Bureau of Business ServicesBusiness Services
Bureau of Information Bureau of Information Technology ServicesTechnology Services
Bureau of Human Bureau of Human Resource ServicesResource Services
Bureau of Bureau of Business ServicesBusiness Services
Bureau of Information Bureau of Information Technology ServicesTechnology Services
Bureau of Human Bureau of Human Resource ServicesResource Services
Division of Division of Motor VehiclesMotor Vehicles
Bureau of Bureau of Vehicle ServicesVehicle Services
Bureau of Bureau of Driver ServicesDriver Services
Bureau of Bureau of Field ServicesField Services
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northeast Northeast RegionRegion
North Central North Central RegionRegion
Northwest Northwest RegionRegion
Division of Division of Motor VehiclesMotor Vehicles
Bureau of Bureau of Vehicle ServicesVehicle Services
Bureau of Bureau of Driver ServicesDriver Services
Bureau of Bureau of Field ServicesField Services
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northeast Northeast RegionRegion
North Central North Central RegionRegion
Northwest Northwest RegionRegion
Division of Division of State PatrolState Patrol
Office Office of the of the
AcademyAcademy
Bureau of Bureau of CommunicationsCommunications
Bureau of Bureau of Transportation SafetyTransportation Safety
Bureau of Bureau of Field OperationsField Operations
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northeast Northeast RegionRegion
North Central North Central RegionRegion
Northwest Northwest RegionRegion
Division of Division of State PatrolState Patrol
Office Office of the of the
AcademyAcademy
Bureau of Bureau of CommunicationsCommunications
Bureau of Bureau of CommunicationsCommunications
Bureau of Bureau of Transportation SafetyTransportation Safety
Bureau of Bureau of Field OperationsField Operations
Bureau of Bureau of Field OperationsField Operations
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northeast Northeast RegionRegion
North Central North Central RegionRegion
Northwest Northwest RegionRegion
17
Wisconsin Department of Transportation Organizational Structure
Division of Division of Transportation Transportation
Investment Investment ManagementManagement
Bureau of Planning and Bureau of Planning and Economic DevelopmentEconomic Development
Bureau of State Bureau of State Highway ProgramsHighway Programs
Bureau of Transit, Local Bureau of Transit, Local Roads, Rails, and HarborsRoads, Rails, and Harbors
Bureau of Bureau of AeronauticsAeronautics
Division of Division of Transportation Transportation
System System DevelopmentDevelopment
Budget Budget and and
PlanningPlanning
Southeast Southeast Freeways Freeways Advisory Advisory
TeamTeam
Statewide Statewide BureausBureaus
Bureau of Bureau of Project Project
DevelopmentDevelopment
Bureau of Bureau of StructuresStructures
Bureau of Bureau of Highway Highway
OperationsOperations
Bureau of Bureau of TechnicalTechnical Services Services
Regional Regional OfficesOffices
Southwest Southwest RegionRegion
Southeast Southeast RegionRegion
Northwest Northwest RegionRegion
Bureau of Bureau of Equity and Equity and
Environment Environment ServicesServices
18
Interviews
DTIM
• Mark Wolfgram
Southeast
• Donna Brown
• Bob Anderson
Southwest
• John Vesperman
• Dan Pruess
Northwest
• Gary Bruner
Planning
• Aileen Switzer
• Jennifer Murphy
Budget
• Casey Newman
• Karl Kuecker
19
Initial Findings
Strong support for Operations/ITS
Criteria development seen as most critical step
• Statewide
Unanimous support for a mechanism by which Operations/ITS needs can be identified across the state
• Prioritized list
• Guidelines for design (field device density)
Operations/ITS needs to be reflected at the policy level
• System Preservation Theme
Need to address ongoing M&O costs
20
Where could Operations/ITS plug in?
Development Review Teams
• Majors only
Needs Identification Teams
• Improvement $
• Last two years of the planning window
Corridor Management
ACTT
• VE Process for Majors
Freeway System Operations Analysis (FSOA)
• Microsimulation based (PARAMICS)
21
Corridor Management Process
Change from a project only perspective to one that provides “vision” of a corridor
Coordinated approach to planning, development and operations that considers the system from a “corridor” perspective.
Include a consistent and coordinated application of various activities, strategies and tools to achieve a certain corridor management vision.
Intended as the “umbrella” process under which decisions are made
22
Corridor Management Process (cont.)
Consideration of facilities in its context
• Surrounding land uses
• Access management
• Need for or condition of adjacent facilities, etc.
A long-term perspective (Up to 30 years)
A multi-modal approach
Focus on preserving as well as improving the functionality
Intergovernmental and community coordination
Support and incorporation of the approach in the state’s long-range transportation plans.
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Outside of Corridor Management Workgroup
Restart Process
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
25
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Two StagesTwo Stages
Qualitative & QuantitativeQualitative & Quantitative
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Stage One Factors (Quant)Stage One Factors (Quant)
MobilityMobility
Functional Class/Corridor 2020 Functional Class/Corridor 2020 DesignationDesignationYear 2030 LOSYear 2030 LOSTruck ADTTruck ADTRecreation Factor GroupRecreation Factor Group
SafetySafety
Crash RateCrash RateCrash SeverityCrash Severity
Development PressureDevelopment Pressure
Population Projections by CVT to 2020Population Projections by CVT to 2020Land Conversion Rate by CVT from Ag/Vacant Land Conversion Rate by CVT from Ag/Vacant to Residential, Commercial, Manufacturing, to Residential, Commercial, Manufacturing, 1990-20001990-2000
27
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Stage Two Factors (Qual)Stage Two Factors (Qual)
Development PressureDevelopment Pressure
Regional/Statewide Significance of the Regional/Statewide Significance of the CorridorCorridor
Community IssuesCommunity Issues
Planned ImprovementsPlanned Improvements
28
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Five StepsFive Steps
Compile data and information about Compile data and information about corridorcorridor
Create supporting documents and mapsCreate supporting documents and maps
Hold internal visioning meeting with Hold internal visioning meeting with representatives from various District representatives from various District business areasbusiness areas
Set up corridor steering committeeSet up corridor steering committee
Document and distribute the corridor Document and distribute the corridor management visionmanagement vision
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Five StepsFive Steps
Compile data and information about Compile data and information about corridorcorridor
Create supporting documents and mapsCreate supporting documents and maps
Hold internal visioning meeting with Hold internal visioning meeting with representatives from various District representatives from various District business areasbusiness areas
Set up corridor steering committeeSet up corridor steering committee
Document and distribute the corridor Document and distribute the corridor management visionmanagement vision
30
IdentifyIdentifyDistrict Priority Management Corridors for further District Priority Management Corridors for further
developing a Corridor Management Visiondeveloping a Corridor Management Vision(Quantitative and Qualitative)(Quantitative and Qualitative)
IdentifyIdentifyStatewide Significant CorridorsStatewide Significant Corridors
(Connections 2030, SAMP)(Connections 2030, SAMP)
Develop a Corridor Management VisionDevelop a Corridor Management Vision
In creation of a vision, the same “factors” are used, however In creation of a vision, the same “factors” are used, however District Information will account for more details and District Information will account for more details and
regional/local issues. Community involvement would be part of regional/local issues. Community involvement would be part of
thisthis step.step.
Identify and select Strategies and Tools to Identify and select Strategies and Tools to achieve the Corridor Management Visionachieve the Corridor Management Vision
Implement the Corridor Management VisionImplement the Corridor Management Vision
Update and revise the Corridor Management Update and revise the Corridor Management Vision and Implementation Strategies as needed.Vision and Implementation Strategies as needed.
Five StepsFive Steps
Compile data and information about Compile data and information about corridorcorridor
Create supporting documents and mapsCreate supporting documents and maps
Hold internal visioning meeting with Hold internal visioning meeting with representatives from various District representatives from various District business areasbusiness areas
Set up corridor steering committeeSet up corridor steering committee
Document and distribute the corridor Document and distribute the corridor management visionmanagement vision
Step One – Compile DataStep One – Compile Data
Systems Planning and OperationsSystems Planning and Operations TrafficTraffic MaintenanceMaintenance ITSITS
Project Development SectionProject Development Section
Technical Services – Real EstateTechnical Services – Real Estate Environmental SectionEnvironmental Section UtilitiesUtilities
31
Concept to Integrate ITS Emerging
Including Operations/ITS in the LRTP - vision, corridor identification and analysis
Including Operation/ITS in Meta Manager logic
Strengthen TAC on the planning side
At the region level - use existing groups that combine planning and operations:
• Corridor Management
• Needs Identification Team
• Development Review Team
SPT
CorridorRankings
Corridor Mmgt
Process
FSOA
Criteria
Data
Meta etc.
33
What should the SPT NOT Do?
Do not create a mechanism which prolongs the project development timeline
Related Documents
![TOPOLOGICALLY SLICE KNOTS WITH NONTRIVIAL ...arXiv:1001.1538v3 [math.GT] 7 May 2011 TOPOLOGICALLY SLICE KNOTS WITH NONTRIVIAL ALEXANDER POLYNOMIAL MATTHEW HEDDEN, CHARLES LIVINGSTON,](https://static.cupdf.com/doc/110x72/5f8d8100ff950450d4784567/topologically-slice-knots-with-nontrivial-arxiv10011538v3-mathgt-7-may.jpg)
