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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. Goals of Environmental Scan National Best Practices in Traffic Operations Sketch Planning.

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Its sketch plans

ITS Sketch Plans

Best Practice – National Scan

presented toWisconsin Department of TransportationName

presented byChristopher Hedden and Kenny VoorhiesCambridge Systematics, Inc.

10/30/06


Goals of environmental scan national best practices in traffic operations sketch planning

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


Approach to scan

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


Responding agencies

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


Findings organization and project development processes

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


Findings organization and project development processes1

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


Findings performance data

FindingsPerformance Data

  • 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


Findings long range planning process

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


Findings sketch planning tools

FindingsSketch Planning Tools

Microsimulation – 31%

IDAS – 25%

PeMS/ITMS – 6%

Manual – 38%

  • 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


Findings sketch planning tools1

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


Findings barriers to sketch planning

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


Conclusions

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


Its sketch plans1

ITS Sketch Plans

Planning/Programming/Budget Scans

presented toWisconsin Department of TransportationName

presented byChristopher Hedden and Kenny VoorhiesCambridge Systematics, Inc.

10/30/06


Goal planning programming budget scan

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 internal buy-in by key decision/policy makers for BHO related projects.


Wisconsin department of transportation organizational structure

Wisconsin Department of Transportation Organizational Structure

Budget and Planning

Bureau of Equity and Environment Services

Bureau of Project Development

Bureau of Highway Operations

Bureau of Structures

Southeast Freeways Advisory Team

Southwest Region

Southeast Region

Northeast Region

North Central Region

Northwest Region

Division of Transportation Investment Management

Bureau of Planning and Economic Development

Bureau of State Highway Programs

Bureau of Transit, Local Roads, Rails, and Harbors

Bureau of Aeronautics

Bureau of Technical Services

Statewide Bureaus

Division of Transportation System Development

Regional Offices


Wisconsin department of transportation organizational structure1

Wisconsin Department of Transportation Organizational Structure

Budget and Planning

Bureau of Equity and Environment Services

Bureau of Project Development

Bureau of Highway Operations

Bureau of Structures

Southeast Freeways Advisory Team

Division of Transportation Investment Management

Bureau of Planning and Economic Development

Bureau of State Highway Programs

Bureau of Transit, Local Roads, Rails, and Harbors

Bureau of Aeronautics

Bureau of Technical Services

Statewide Bureaus

Division of Transportation System Development

Regional Offices

Southwest Region

Southeast Region

Northwest Region


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

Interviews


Initial findings

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


Where could operations its plug in

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)


Corridor management process

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


Corridor management process cont

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.


Its sketch plans

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Outside of Corridor Management Workgroup

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Restart Process

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Two Stages

Qualitative & Quantitative

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Stage One Factors (Quant)

Mobility

Functional Class/Corridor 2020 Designation

Year 2030 LOS

Truck ADT

Recreation Factor Group

Safety

Crash Rate

Crash Severity

Development Pressure

Population Projections by CVT to 2020

Land Conversion Rate by CVT from Ag/Vacant to Residential, Commercial, Manufacturing, 1990-2000

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Stage Two Factors (Qual)

Development Pressure

Regional/Statewide Significance of the Corridor

Community Issues

Planned Improvements

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Five Steps

Compile data and information about corridor

Create supporting documents and maps

Hold internal visioning meeting with representatives from various District business areas

Set up corridor steering committee

Document and distribute the corridor management vision

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Five Steps

Compile data and information about corridor

Create supporting documents and maps

Hold internal visioning meeting with representatives from various District business areas

Set up corridor steering committee

Document and distribute the corridor management vision

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Its sketch plans

Five Steps

Compile data and information about corridor

Create supporting documents and maps

Hold internal visioning meeting with representatives from various District business areas

Set up corridor steering committee

Document and distribute the corridor management vision

Step One – Compile Data

Systems Planning and Operations

Traffic

Maintenance

ITS

Project Development Section

Technical Services – Real Estate

Environmental Section

Utilities

Identify

Statewide Significant Corridors

(Connections 2030, SAMP)

Identify

District Priority Management Corridors for further developing a Corridor Management Vision

(Quantitative and Qualitative)

Develop a Corridor Management Vision

In creation of a vision, the same “factors” are used, however District Information will account for more details and regional/local issues. Community involvement would be part of thisstep.

Identify and select Strategies and Tools to achieve the Corridor Management Vision

Implement the Corridor Management Vision

Update and revise the Corridor Management Vision and Implementation Strategies as needed.


Concept to integrate its emerging

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


Its sketch plans

Corridor

Rankings

SPT

Criteria

Data

Meta etc.

Corridor Mmgt Process

FSOA


What should the spt not do

What should the SPT NOT Do?

  • Do not create a mechanism which prolongs the project development timeline


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