Good afternoon. My name is Denise and I will be your conference operator today. At this time I would like to welcome everyone to the planning for operations webinar. All lines have been placed on mute to prevent any background noise. If you should need assistance during the call is start there on a telephone keypad and an operator will come back to assist two. Thank you Ms. Stephanie Trainer you may begin your conference. Hello and welcome to the NTOC webinar for statewide opportunities for integrating operations, safety and multimodal planning. This the first presentation in the National Transportation Operations Coalition's planning for operations webinar series sponsored by the Federal Highway Administration. I will be giving a brief introduction to the environment before it during the session over to our first speaker. We have added a new feature to this webinar series. You cannot hear the audio to the webinar through your computer or over the phone whatever works best for you. If you wish to hear it over the computer you would need to have your computer speakers turned on. And if for some reason you cannot hear through your computer speakers you may call into the phone line. Today's seminar will last approximately one hour and a half with approximately 60 minutes allocated for the presenters and the final 30 minutes for question and answer. Please devised that are seminar is being recorded. During the presentation if you think of a question you can type it into the smaller textbook of the chat area on the left side of your screen. Please make sure that you send your question to everyone rather than just the presenters. The presenters will be unable to answer questions during the presentation but the speakers will address some of those questions typed into the chat box during the question-and-answer session during the last 30 minutes of the webinar. A file containing the audiovisual portion of the seminar will be posted to the NTOC website then the last week next week . I would bet that address into the top ops shortly. Attendees will be notified of the availability of the of the presentation and the recording of close captioning of the seminar. We could you to direct others in your office office were not able to ask of the seven are to access it online. The presentation used today are available for download of the file download box on the left side of your screen. To download a file like on your mouse the name of the father you would like to download and then click the bottom at the bottom of the download box this is it to my computer. And it to start our first two speakers will be Eagan Smith of its HW AAA Michael Grant of a CF. Eagan Smith is a community planner with the office of planning environment and realty of the photo Highway ministration. Mr. Smith has over two decades of experience in transportation engineering. Mr. Smith is a registered professional engineer and a professional traffic operations engineer and his educational experience includes a bachelor of science in civil engineering, a master mentioning a traffic engineering a master of science and technology management. Mr. Smith is currently on FHWA planning oversight and stewardship team and act as the head office planning liaison for eight FHWA division offices. And this capacity he revived support for these division offices on issues related to planning and the planning regulations. Mr. Smith also provides a overall support in a specific planning areas of the congestion management process, operations, IT S. and planning for operations and performance-based planning. Our second speaker will be Mr. Michael Grant. Is a principal at ICF with over 18 years of experience in transportation planning, the environment and operations. His work focuses on advancing sustainable transportation decision-making with emphasis on transportation demand management and other strategies to improve air quality and reduce greenhouse gas emissions. For the past seven years has been supporting FHWA and FTA on efforts to advance planning for operation including development of several guidebooks, technical assistance materials and training courses for state duties and metropolitan planning organizations. Prior to consulting he worked at the Maryland State administration and the US Department of Education. You can would like to start us off? Thank you Stephanie. Welcome to the statewide opportunities for integrating operations of safety and multimodal planning desk reference webinar. My name is Eagan Smith and I'm at the office of planning environment and realty. This effort is an extension of the statewide opportunities for Lincoln planning and operations which was developed to a raise awareness of the benefits and opportunities to coordinate and planning and operations activities within the state DOT's. This new effort goes further to address safety and develop comprehensive descriptions of opportunities to demonstrate the linkages between planning and management and operations and safety at the state level. But first, on the behalf of the Federal Highway administration of the planning office of operations, office of safety as well as the Federal transit administration, I would like to welcome the participants to the seminar. This seminar and the reference manual that provides the foundation for the seminar were a product of the joint partnership between Federal Highway administration and the FTA and the work of several stakeholders from state Department of Transportation across the country and active participation and support from the American Association of State Highway and transportation officials. The agenda is as follows. First I will illustrate why we should integrate operations of safety and multimodal planning. Then we will present the reference manual and the opportunities presented. Followed by three best practice presentations from representatives called in the manual. And finally a question-and-answer period. The introductory segment is focused on why integrate operations and safety into their multimodal planning process? Essentially why should participants want to use this document? Why integration? Simply to present more efficient and economical solutions to today's transportation issues by presenting several opportunities to utilize by practitioners. Traditionally transportation planning and programming have focused largely on increasing system capacity to meet travel demand. However with current funding limitations and less support from our major capacity development, Elaine Miles and transit construction needed to accommodate anticipated demand will no longer be addressed by traditional means. Also new infrastructure takes a long time to planning constructs and it can be disruptive to communities. Considering these issues in addition as this chart illustrates, whether half of congestion experienced by travelers is caused by a vent such as weather conditions, work zones, special events and major incidents and emergencies. This indicates that in addition to addressing capacity issues, non-recurring congestion must be addressed as well. It makes system performance more efficient and to address safety. And integrated approach between multimodal planning, safety and operations presents an opportunity to address their closely related safety and operations issues currently faced in our transportation systems. When operations and safety issues and strategies are considered comprehensively, along with the capacity additions, the mobility security, safety and reliability of the multimodal transportation system can be enhanced more quickly, and of course affectively. Here are some examples. Traffic incident management can decrease into the duration. Road weather information system can reduce travel or delay and lower crash rates. Electronic toll collection can yield substantial savings on travel time. And a transit signal priority can result in a savings and transit running time more reliable transit schedule. Integration of operations safety and multimodal transportation planning offers great potential for budget stretch towards limited dollars, maximize the value of their investment and achieve positive outcomes for the transportation system. These benefits can be systemwide and enable more effective decision-making in the, more efficient use of resources, produce more effective solutions , increase reliability of the overall transportation system, provide more multimodal options, thereby increasing support for economic vitality and allowing for the preservation and the protection of the environment . And increasing traveler delay and crashes injuries and fatalities within the transportation network. Several key challenges in realizing an effective integration process. Long-range planning has traditionally been concerned with the education of needed infrastructure and less frequently and corporate considerations of operational improvements. This document points up to opportunities where alternative solutions can be used to address transportation needs. The program within the state, transportation improvement program relies on funding programs that are often difficult for operations personnel to understand. Investigative collaboration opportunities opens up the various avenues for federal aid funding for operations. When operations are safety work is performed, it is often targeted to specific locations. Without assist system perspective or incorporation of a long-term systemwide planning calls on objectives. While focusing on long-term systemwide goals objectives and strategies, the strategies implemented can have very far-reaching impacts. Another issue is large agencies often have difficulty making connections across different functional areas. By exploring these collaborative efforts, resource sharing and other positive outcomes can be achieved. So efforts to integrate operations safety and planning should recognize these challenges and consider ways to overcome them. There is no simple fix, but there are a range of opportunities that can be explored. Integration of operations safety and multimodal planning with an estate to duty requires leadership from executives and managers to foster an environment within the organization that supports greater integration . Having high-level management an elected official support is important to create an environment for advanced integration efforts . At the executive level, even a simple statement of intent provides support for advanced integration. Sets and policies and strategies towards implementations through agency-wide plans will move the agency further along this path. Experience suggests that having a champion of high level in the agency and decision-maker support is often critical. However it also requires anticipation among staff at all levels within the organization work Now I will hand it over to Michael to get into the some of the details of the reference manual. Okay. Think you Eagan. This is Michael Grant with ITM for international and we have a great treasure working with the Federal Highway administration and the states to develop this reference manual with support from Dell can incorporated. I'm going to provide just some brief highlights of the reference manual itself work the purpose of the manual is really designed to help support state DOT's and managers and staff to integrate operations of safety and multimodal planning. There have been a number of efforts, several Federal Highway administration has supported over several years the Metropolitan planning for operations. And this effort in this reference manual is assigned specifically to address some of the state DOT issues and statewide issues associated with integrating these issues. It is designed for state DOT's and it also provides guidance on how state DOT's can partner with other agencies such as Metropolitan planning organization, transit agencies and local jurisdictions to more effectively integrate these considerations. Is also designed to provide practical information to help address implementation of opportunities. And the reference manual itself provides a number of case examples as well as toolkits and other resources to help state DOT's get started. The reference manual was developed starting in 2008 building on a previous document called statewide opportunities for working planning and opportunities a primary..Primer document provided some highlights of how I've the statewide level, there can be opportunities to link planning and operations. This reference I know those on that effort by bringing in safety considerations as well and also was meant to provide more detail in terms of specific opportunities and provide practical resources as a reference manual. Over a period or in late 2008 to 2010, the development involved a pure exchange workshop with 12 DOT state representatives solve of Omar in this webinar today. We also use that input correctly from the state DOT is to help shape the structure of the reference manual to identify specific opportunities and to organize it so that it would be most practical and hopefully helpful to states across the country. We also had a number of virtual peer exchange workshop that were held throughout 2009 to gather input from other states to help make this a practical resource. As a result of that effort, the document itself is organized in three main sections. Following an introduction, there is a section number two that talks about creating an environment for integrating operations safety and multimodal planning. This section reviews of some broad level opportunities that are crosscutting in supporting integration of these issues. The following sections 3 through six then are focused on different levels of opportunities , ranging from statewide opportunities to regional to court or and subarea level to project level. And it is organized this way so that people who are involved in either planning or operations are safety issues focus on different levels, whether it is project development or statewide policy and planning, can turn to the reference manual and look for specific opportunities and different relevant sections. The document also has some appendices that provide self-assessment checklists as well as resources in terms of different plans that could be used to identify opportunities for integration. And regardless of key opportunities and themes, we see that tilting relationships and integrating teams is a key theme across all of these areas. As in any large organization that can be silos in terms of different types of functions that are being undertaken. And traditionally, for instance if operations is a much more near-term focus on dealing with the day-to-day management and operations of the system, whereas planning has a long-term focus. And so looking at how you integrate and involve operations and safety specialists and others and planning and involve planners and thinking about operations and all of these integrated relationships is an important theme that comes across. We also see some important themes in terms of data collection and sharing. Certainly there is a lot of operations data that is being collected through real-time traffic management and traveler data collection. That could potentially be used by planners as well as safety specialists. Using performance measures and analysis tools is also a key consideration. The development of performance measures that address operations and safety and different multimodal planning concerns help us to focus attention on those issues I can draw together different considerations that go into investment decision-making. And finally, we see some key themes and linking planning and programming. Funding of projects and programs is critical so that you not only have good planning, whether through strategic Highway safety plan or the statewide long-range plan, but then implementing goes in to programs and projects. And finally, having some management and political supporter having a champion either within the agency or with the decision-makers to understand the important role of for instance operational improvements. That is important to integrating that into the overall planning process. The reference manual itself is organized into six sections I mentioned earlier. But it's not intended to be read from cover to cover. The user is advised to select appropriate sections based on their role within the state DOT and then look at specific opportunities that are identified within those sections. The user can also look at self-assessment checklists let a been developed that survived some insight into thinking about current activities in areas where there may be some potential opportunities for increased integration or increased benefits through some of these opportunities. And then wave ICs are to share the information. There is some good information about benefits and challenges to integration. And then working with others to help implement these opportunities. This is slide show is the outline for the document itself. As you can see within each section, for instance under state wide level opportunities, there are a number of individual opportunities that are identified. And at the end of each section is a self-assessment checklist that can be used. Either as a starting point, somebody can go to that section up front to say well what are some of the issues and where do we assess ourselves to look at different opportunities. Or alternatively, you can go through the different opportunities sections and then go to the checklist at the end to get some more thoughts on where there are some opportunities for working with others. The document itself is organized with what we call fact sheets. Basically for each opportunity , we describe what that opportunity is. The document identifies some of the benefits, the challenges, who is involved in the implementation of these opportunities and some recommended implementation steps. It should be noted that the steps will vary quite a bit from state DOT to state DOT. So the information is intended to provide some ideas on how to implement the opportunity, but it's not intended to be prescriptive or implied it every state should follow the same procedures. The case studies for example provide some good insights into how some specific states have implemented these types of opportunities. And other slide I've highlighted a few examples. Actually today we are going to hear from Elizabeth Briel from the Florida DOT about their transportation system and management operations program . And we are going to hear from two other state DOT is from Ohio and North Carolina about some of the specific opportunities and issues. So these are just listed to give you some idea of some of the specific examples that you can find in the reference manual. The reference manual in addition to case studies also provides some toolkit, will we are calling toolkit, which provides some specific ideas that users can take away from the document. So the toolkit for instance provide some specific information on performance measures that could be considered in planning that relate to operations and safety issues. We also have some toolkit ideas that talk about , within the strategic Highway safety plan, what kind of operations related strategies can support safety. And there are a range of these toolkits throughout the reference manual. So I will just briefly introduce a couple of the opportunities that are identified in each of these four levels and then we'll hear from our three state DOT speakers. At the statewide level. This is the level that deals more with broad statewide planning and policy development. We have identified through this process, the state of identified a range of different opportunities. These kind of form of flow starting with developing statewide goals that include operations and safety as well as other multimodal learning objectives, to then using performance measures and targets that address those issues, collecting data and monitoring system performance, and then developing strategies and programs to support those established goals and objectives. There a specific opportunities that talk about taking advantage of the strategic Highway safety plan as well as opportunities such as developing operations or IDS plans. And incorporating operations and safety intermodal plants such as transit plans, free plans and other related plans. So that in the planning structure there, all of these issues are addressed. And then finally, linking statewide planning efforts for fiscal programming. So Dave is going to talk a little bit about North Carolina's efforts. We also have other examples example Pearland DOT has an annual attainment report on transportation system performance which includes measures related to safety as well as operations. Including measures such as cost savings to the traveling public due to incident management. So you can see from these examples some different opportunities at the proud state wide level. At the regional level, we also see opportunities and states working with MPO's as well as regional partners in developing regional initiatives and programs. For instance there is an example in the Kansas City region , with the Missouri and Kansas DOT is working with Native American regional Council on the Kansas City Scout program. Which is a program that is operationally focused and has benefits in terms of congestion as well as potential safety benefits. Does have examples of looking at data sharing or state DOT data from IDS systems are shared with MPO's and used to help support regional transportation planning. As well as integration with looking at Native American tribes, rural areas and federal lands. At the corridor level we see some related opportunities with using operations and safety data and tools within corridor studies. Looking at operations and safety strategies within corridor plans. And within corridor wide system management plans, looking at how the system operates including those safety, operational performance and multimodal system performance as it relates to transit and other options. And finally at the project level we see opportunities to integrate operations and safety in the project level planning as well as looking at the issues like transportation demand management strategies , work is on management, safety related and traffic management strategies during project construction. So with that I think that -- here is a link to the reference manual. I think we will also have a link there that folks can go to and with that I will turn back to Stephanie to introduce her state DOT speakers. Thank you Michael. And the rest of the manual is actually available in the file share box in the lower left-hand side of the window if people want to download it right now. Our next speaker will be Elizabeth be real. Of Miss Elizabeth are you works for the Florida Department of transportation is the state traffic operations engineer. She's the statewide IT as program manager. Program areas include the plummet of the 511 services in the state of Florida, Krishna this undyed software to be used in the transportation management centers in Florida and centers to census technology linking Florida technology management centers in order to share video and data. Is very a overseas to her bachelors in engineering and her Masters in engineering she's also a graduate of the certified public manager program is a registered are fresh engineer in the state of Florida. Does or 18 years of engineering expanse the Florida Department of Transportation and is the chairperson for the Florida Department of transportation task team on transportation systems management and operation. This is a cross functional group of approximately 15 people looking into how to elevate the importance of operating their transportation system and infrastructure in a more efficient manner in addition to integrating planning safety and operations. Elizabeth I will turn this over to you. Thank you for the presentation. Here in Florida, in an effort to better integrate operations with many of the functional areas such as planning and safety, we have traded a new program called transportation systems management and operations. This first or next slide is the definition and it is a link the definition but it comes from the Federal Highway website. It says it is an integrated program to optimize the performance of existing multimodal infrastructure through implementation of systems, services and projects to preserve capacity and improve the safety, security and reliability of our transportation system. Big mouthful. But if you look carefully you'll see that some of these words are highlighted. So emphasis is on those words that are highlighted. At the program to optimize the performance of an existing infrastructure, a multimodal infrastructure , through implementation of services and systems because we want to preserve capacity and improve the safety and reliability of our transportation system. Began opened up earlier today and he said one of my favorite mantras. We cannot build our way out of congestion. Here in Florida even if we have the money to build around congestion, we have run out of land. So just have to look for other more efficient more effective ways of managing our congestion. And what we focused on is making better use of existing infrastructure that we have. With TSM and though that's how we hope to achieve it. So that is TSM and oh and a nutshell. If you take nothing else, take that. It's about making better use of the infrastructure and assets that we have because we can no longer afford to build anything else. The next statement of the next slide is a working definition. Is more basic level definition of what we view as TSM and all. And it is a new program within the department of transportation. It is very much about actively managing our network. We have a multimodal network they would have to actively manage. So it's very much based on performance measures. You need to measure what you're doing is that you know if you need to improve are not. We do because want to deliver positive safety outcomes to the traveling public in Florida. Some of the benefits of TSM and no are listed here. The first one is key. It is about making the most of the infrastructure we already have. It fosters improved coordination between planning, but in safety, between operations and MPO's. We have these silos and we work with in his larger agencies, so TSM and no is cost cutting. It makes us reach out and talk to these other agencies of these other functional areas within our agency to improve the quality of service we provide to our traveling public. We also foster better into the management. It helps us improve our travel time reliability and it's aimed at improving her work flow through the work zones. One of the last bullet to have is cost savings and that is really really important. Because we look at the price of delivering a brand-new roadway either asphalt or concrete, or you look at operational strategies, you look at the cost, your operational strategy traditionally are a lot more cost effective. So we can implement more operational strategies, then that's much better for our purse or pocket books. Or wallets. How did we create this program? Will back in 2008, we created a statewide task team. We chose one representative from each as DOT district and we have eight districts total. But we also wanted to reach out to other functional areas such as panning and maintenance. And we selected this group were very very careful about not just picking operational based people. I mean that's pitching to the choir. We don't need to talk to operational people about the benefits of operations. So meta-big effort to reach out to other people. People from planning offices, people from maintenance, because we want them to understand that operations is a key part of this puzzle. It's a key piece. And we want them to remember it and use it as an option. We also have established a leadership team with in the last year and I wanted to make mention that in the manual that Michael was describing, there is a mention of that manual, and he talked about himself, but creating multifunctional teams. This is in effect a we have created. Multifunctional teams the pin is the different perspective. So the leadership team is composed of five different members of the executive leadership within DOT with very high level folks who have also some of the high-level managers to give us guidance. Yes were going in the right direction, no your not going in the rejection, maybe need to look at this. So when he that endorsement from our leadership that tells us that what we are doing is the right thing. And thank goodness that DOT leadership has bought into this provided is very good get guidance on what we should be looking at next. Integrating the program. How do you integrate a program into an agency that is as large as DOT and is established as the DOT is? So we have done is we have established periodic meetings into these meetings we established are created a business plan and a strategic plan and a dashboard that measures performance measures because that helps us got our progress. If you want to go from step eight is Debbie, or from prostate the path P., then you need a map. And these documents, this do to this time, the strategic plan in this performance measures dashboard these are the roadmaps the guide is for alternate destination. And one other thing that we thought was very very critical was incorporating TSM and though into policies and procedures. We identified about 30 policies and procedures -- 30 to 40 policies and procedures that we figured we could incorporate or make mention of TSM O. into them. This is the documents the guide the day-to-day decisions of the work in the department. So a better way to mainstream it within the department, to make it part of the fabric of the department, then to embed it into existing policies and procedures that when you go about doing your day-to-day business, oh by the way, I need to evaluate the operational strategies and see how I can use them as a tool in my toolbox. So we are working on that now and how to incorporate TSM O. into these policies and procedures. We run into some challenges as any successful or relevant or important venture always does. It always runs into some challenges in one of the first ones that we have had to battle with is a perception that transportation system management and operations is just IDS rebranded with a different name. But what I keep telling folks is TSM O. or transportation system management and operations is an umbrella. And all this other functional areas fall underneath that umbrella. And areas that can benefit tremendously from TSM all, and IDS is just one of them. We can benefit tremendously from TSM all . We say other areas such as our work is on management, such as freight management, arterial management, as recipients of the benefits from transportation system management and operations. So when they tell me it is IDS rebranded, no it's not. Because it's about getting to planning, and getting to design come and making sure that as these folks to their daily work, that they realize and operations is a big part of this puzzle and has to be considered. Another challenge will run into, but we are our to doing this, and that's possible quite a few areas, in some form or aspect of TSM O. is being done. But maybe it is done piecemeal and so we're looking at more of an integrated approach where it is done department-wide as opposed to just piecemeal in certain areas. Another challenge with had is to just look over or tackle, is how will it look like in my district ? The state of Florida is very diverse. We have some very very urban areas such as Miami and Fort Lauderdale and was very very rural areas such as the northern panhandle of Florida. And TSM O. is not like a cookie-cutter approach that is going to look the same way everywhere. So I'll areas such as Miami have implemented express lands in a been very successful with express lands and signaling, we don't ever see that happening in the northern part of estate because we are just a lot more world in that area. So on have to explain to others rural areas that maybe we need to be looking into more interagency coordination about that FTO DVD with CDs and counties to figure out a way to make the read time the signals and the court orders to make traffic flow better. So what I want Joe to take away also that TSM O.'s not cookie-cutter and it will not look the same across the state, because different areas have different needs and different top traffic problems and different congestion levels. So that is the challenge that we have had to take into consideration here in Florida also. I would like to showcase two of our areas that I consider leaders within the transportation system management and operations efforts. And their district for which is the Fort Lauderdale area and District 6 which is the Miami area. They have very very active transportation system management and operation system and programs in place. And a district for you see this tape partnering with the county, Broward County to build ATMS projects. But have different strengths and they leverage the strengths to produce a better quality project. In the district for we also have the planning and design offices within the DOT making sure that there is active traffic management solutions that are considered both in value engineering studies and in PD and he. So again, let's make sure that operations is front and foremost when we are looking at solutions. It's nice to poor some asphalt and concrete and that might solve some problems in some places, but some operations solutions can have a lasting impact when put in the right cases. Miami also has rap signaling and managed lane projects that are being considered an PNE studies. So get a consideration in area based projects were we just don't have the right-of-way and want to build the capacity. So then last couple of slides will talk about how TSM O. will be implemented or how we envision it being implemented across the state and all different functional areas. Within all departments I like to see the policies and procedures modified so they become ingrained in what we do on a day-to-day basis. That TSM O. is made a part of what we do and part of our culture. Within PG&E are project project development and environmental. We are looking at how claiming BC ratios are net present value assessments of all projects. Said that if we have BC ratios for all projects, we can use that to make financial decisions as to what is the best project for me, where do I get the best bang for my buck. We like to think that TSM O. will be considered in every single project, again the operations would play a key role in maybe being a solution to that problem. And within other areas, our next slide talks about planning. Are empty Osier in Florida have a big pull. That have a lot of influence on what projects the Department advances. So a lot of education has to go into making that the MPO's know that operations projects are a solution. They are not the entire solution, but it just might work on those areas where you have some conflicts and the funding of the budget is not there. So education of MPO's to make sure that there Rod into the system operations concept. With the design we want to make sure that as roads are being designed, that those operational aspects are considered and that there else during construction so that we have smoother long-term operations and the maintenance of the facility. At the end, somebody is going to have to inherit a road that there is a going to have to operate or maintain. To want to make sure that the operational aspects of been considered. That their shoulders that are wide enough to accommodate road ranger service patrols, for instant management, just all those other operational aspects of their taken into account, so that long-term operations are just easier. Within construction will get real-time traffic management during all construction phases. And within operations, we would like to have networks that are both freeway and arterial that are truly managed. That we are performance measures identified in that we take them to heart and really make that effort to improve everyday improve the level of service that we provide to the traveling public. And again in maintenance, we have companies out there who deploy sensors to maintain our infrastructure to monitor the health of the bridges. We want to make sure that the bridges are maintained and in good condition. And not have to have a major emergency is for this to come in to the forefront. I like the close, this is my last slide, and I wanted to emphasize that outside of TSM O. transportation system management and operations, with had other opportunities to be working with other partners. The first one I wanted to highlight was the work we are doing with planning. We have both selected trouble timer liabilities a very key performance measure within the department. So we worked together as a group, and we are doing it to different approaches, but at least we coordinate set each party knows what the other party is doing. And in reference to trouble timer liabilities a key performance measure. And the last why did I wanted to talk about was a coordination, project that we are working with planning, the planning officer safety office on a traffic data archiving system. IDS components or IDS devices produce a large amount, rich quantities of data. The planning office also has a very very robust planning and data systems, and safety also. So there's a lot of data that has a lot of value to people. So we are working on creating an archive that will have all this data we want to partner together so that one will fill in the database is created that it is win-win for the consultants you need this data for the researchers who have a use for this data. But it is not just about operations what we needed what we have, to but reaching out to other parties in making decisions from a financial standpoint and creating systems that we can all benefit from. That concludes my presentation. On transportation system management and operations. Thank you. Thank you Elizabeth. Our next presentation will be from Michelle may. Michelle may is the highway safety program manager for Ohio DOT. Show my holds a bachelor's degree in journalism from Ohio State University and has them been a member of the Ohio Department of transportation for more than 22 years serving a communication program management roles. This may currently oversees old DOT $72 million highway safety program which provides technical expertise and funding to states and local governments to reduce a high crash and severe crash locations statewide. I want to remind all of our participants that if you have any questions please type them into the chat box and will be able to answer those after the presentation. Michelle account is overdue. Great thank you. My role today is just to give everyone a brief overview of how Ohio is integrated safety and operations into its a strategic highway safety plan. Over the last couple of years we have been able to develop a lot of low-cost strategies that address those safety and congestion. That's if I can get this to work. There we go. Our obsession with safety and congestion kind of goes back to 2002. And in 2002, we decided we were going to map our safety and congestion problem. And so what we did was we overlaid all of our high crash and congested locations on a map and what we found was actually quite striking. We found that about 42% of all of our freeway crashes occur on just 12% of our freeway network and that 90% of our non-freeway crashes occur on just 2% of the non-freeway system. And from there we decided that if we could focus on strategies and some investments on just 14% of our network, that we could have a tremendous effect on both safety and congestion. Nona came time to develop our strategic highway safety pin and 2006, we decided that we were going to further build on that connection by carving out some very specific roles for operations and are SHSP. Now from our standpoint, that SHSP was a great tool to make congestion and operations as to why priority. The SH SB makes a lot of activities eligible for safety funds, were maybe they weren't thought of in that way in the past. It's a great tool to track investments across many organizations at all levels of government. And it is also the tool to evaluate a lot of the outcomes. Now there are a couple of ways that you can incorporate operations into the SHSP and have done in two ways. Number one, you can you can make it its own emphasis areas. And the state of Ohio our fifth of this is area is actually focused on reducing incident and congestion related crashes. As a part of that, our state traffic engineer, Dave Holstein, actually chairs the subcommittee for that emphasis area and as such, you track the trends, you develop strategies, he makes investments, and you track the implementation. He then reports to a statewide committee of multiple agencies that oversee the strategic highway safety plan and as he is developing strategies and he needs funding for investment, he can go to the committee and request those funds. So one of the first things we did in this emphasis area, was we did a historical analysis of all of our works and crashes. And again what we found was fairly startling. We found that when we had work zones present on our major highways, that we typically saw as 60 to 70% increase in crash rates. In addition, through that historic analysis, we were able to pinpoint some specific areas that we could work on, including nighttime work zones, speeding and ingress and egress of construction equipment into and out of the works on. And that helped us to develop some of our earliest strategies. No terms of some of our strategies, one of the biggest as we did was we developed a near real-time works on crash analysis program. And so every year, we sit down with their district offices and we identify some of our major works on the cost the state, those works over we think we are going to have a problem with congestion and crashes. And we mark them for real-time or near real-time crash data collection. We were but the law-enforcement agencies in the area to collect crash reports on a daily or biweekly basis. And then we also work with our Governor. highway safety office, so we can funnel enforcement grants to law-enforcement officers, so that they can patrol those works owners to try to encourage safer driving behavior and speed. And all of us collectively allows us to monitor the situation and to act quickly when we think we are seeing a spike in crashes. And addition to all of this monitoring, it is also led to some dramatic changes and how we design our work sounds. And over the years we have been able to make them a lot safer. And so by looking at our historical chart cash data, we have been able to pinpoint some areas for improvement including improving the site distance, and on ramps where we had a total with works on crashes. We have done some things with minimum cross-sections. We have included planets in our construction jobs the dictate where contractors can enter and exit the zone so that we are doing so in areas that are safest for everyone. We have done a lot to improve nighttime delineation and we have also improved a lot of our signs and pavement marking requirements a so that they are safer for motorcycles. Collectively, for strategic highway safety plan another efforts of the department, we have seen some fairly dramatic to kind of works on crashes. If go back to 2001, you can see that about in that year we had about 8000 works on crashes across the state compared with 2009 where we got down to around 5100. All of this is quite remarkable we think in terms of the dollar amount awarded each year. And 2001, we were out awarded about a $900 million construction program compared to $1.5 billion program in 2009. So good collectively, we think these types of efforts are making a difference. At Is also part of think of the strategic highway safety plan is a tool to make safety dollars available for operational improvements, maybe it was that you hadn't thought of before. And so one example is back in 2007, we had a major construction project planned in the Dayton area . It was anticipated that we were going to have a lot of congestion and crashes, and unfortunately we had a freeway management system management plan for build but not the 2010. To those 2 Digit Hwy. safety plan in our enhanced interaction with our highway stuff, we were able to some how we safety improvement dollars to pre-deploy some of those FMS elements during the constructions that we can get a minimal amount of traffic surveillance and data collection , so that we can again monitor work sounds, provide information to the public and respond quickly we needed to. And then the second we with embedded operations and are SH SB is another emphasis areas. Instead of Ohio, and a section crashes in the reduction of intersection crashes is a major component. Is a part of that, we've actually developed a couple of programs including programs focused on improving systematic signal or signal timing and analysis. As a part of the program, what we do each year as we identify our high cash contest -- congested arterial quarters. And the way offer turnkey services to our districts and our local governments. This turnkey service, once you sign on, allows us to do equipment inspections, traffic counts, we will develop timing plans , we'll into those timing plans. And we will develop designs for signal equipment upgrades and coordination as well as fund some of those equipment upgrades as part of the program. Again with the goal of improving both congestion and safety. The program has been in effect for about three years. And for about $40,000 investment in each area, we typically see between a 5 to 20% reduction in travel time and a 15 to 20% reduction in crashes. We have probably done about 25 court orders over the years. And this year we've had sent to do a competent to review of the program. In this area we have also built on a by working with our traffic operations of stuff. This year where using about $3 million in HS IP funds to upgrade our statement in signal equipment with the goal of standardizing across the state and establishing remote communications that we can detect problems in the field and make adjustments as needed. Another way we have done it and address to signal timing improvement is through our motorcycle and bicycle emphasis area of the plan. A couple of years ago, the biking community came to us with the legislation where they were going to basically pass legislation that would allow them to procedure a red light of the signal did not attack them. Without those really bad idea, because we are to have a red light running problem with the state as we vowed to work with the biking community to develop alternative solutions that are SH SB. As a result of that effort, we do have done two important things. Number one, we've changed the signal design the state of Ohio. Any state or federal signal project now has to spike from a loop detection design or video detection and we have also developed a single point of contact so that if people have problems with existing signals, the can contacting us , we will work with the maintaining agency to make adjustments in the signal and if need be, perhaps up them upgrade the equipment. And then finally we have also used the operations of staff and very nontraditional way through SH SB. At the 2006 and 2009, we actually dedicated our operations staff of the counties agreed to dedicate about 6% of the man-hours to safety improvements. Some of the improvements were improvements that we dictated , such as adding a barrier reflectors to guard rail, addressing shoulder drop-offs, doubling up our signage at high-speed approaches and I again signposted linear is designs across the state. And those materials were paid for through the SH IP. In addition we encourage them that as they were out there maintaining our highways, but if this on safety improvements that could be made, that they should go ahead and do them, and then contact us at the needed funding. Here again we build on a lot of those efforts, and this year a lot of our operations staff is actually dedicated some time to helping us up grade sign it should on high cash curves across the state. This year they're going to take a sign package that was developed by our traffic engineering staff and using materials from our site shop, they're going to install upgraded signage that we hope will reduce crashes of these curves. And again finally, the point of all this is just to say that the strategic highway safety plan can be a great tool to focus investment on operations. It allows you to may get a priority , it allows you to use safety funding toward operations in ways you may not have thought of before, and it is a great tool to track implementation across agencies. So that concludes my presentation. Thank you. Thanks Michelle. Our next presentation is from David Wasserman of North Carolina DOT . David is a graduate of North Carolina State University and has worked at the mosque Alana department of transportation since 1997. During his tenure at North Carolina DOT, David is work with the multiple it's and planning organizations in the Raleigh Durham area, develop long-range plans and spearheaded the implementation of the strategic highway corridors initiative. David has managed a bit of all of multiple court or study throughout the state of the seven which include both a long-range component and operations based short-range component. Most recently, David was engaged full-time and North Carolina DOT's transformation effort to improve efficiency within the organization, specifically developing departments future implementation process of developing new approaches to standard mobility and North Carolina. David currently resides in the office working on processes. David now has over two. Thank you. Afternoon. I'm going to share with you today on how North Carolina strategic prioritization process and how to incorporate safety operations a multimodal component. We have a three-part strategic prioritization process. The first up is really to score the projects. I would prioritize those projects using data, local input and multimodal characteristics.'s and I will get into the characteristics of these in a minute. The second one is really to strategized our self investment strategy. Where would we like to spend the money? To do this would pacify the rank project that was Gordon step one into different but buckets based on the mode of transportation, the goal of the project, whether it is a project to improve mobility, with a the project is to improve our infrastructure health, for safety . And the tier classification of the roadway. We have three different eras and North Carolina State way regional, sub regional, I will get to that here in a minute. Once the projects are classified into the bucket, we then conduct of scenario or trade-off analysis the DOT upper management in our external partners such as the and POs in our POs. To do this we use what we call a performance level service to help us measure our expected return on investment. In other words, for but a certain amount of dollars into one bucket, here is the expected return on investment we can expect to receive. And other words, we will expect the components of this piece of infrastructure to operate with the level of service a letter grade a through F. And in this analysis, our second step to strategized, the only concern we have is the total pie. How do we want to divide up the total pie. And no Carolina that can be aware from $5-$10 billion depending on the number of years that we are looking at. The third step then is really taking that outputs and outcomes from are raking process and investment strategy to actually program the projects. This is where we develop our best EIP and this is where we actually can apply the constraints for our funding, such as bridge funding, to be spent on the project. Each different area the state has to receive a certain set amount of money and so forth. At the end of the day with then can compare that this is what would like to do with their money but this is where we have to spend her money due to these constraints. So today I'm going to focus on the first step. The scoring a prior registration process. And really those three components, the data side, the local input side and the multimodal characteristics. And this is a little bit more detail, we will certainly get into some numbers here. But generally speaking, each project is scored based on account of it -- combination of quantitative data, local input a multimodal point. And projects are classified as either mobility or modernization. We have separate processes to focus on safety projects, such as guard rail a rumble strips, or preservation projects such as resurfacing or rehabilitation of around way. So today what I'm going to focus on a strict the mobility of modernization. And we classify mobility projects as those that a fiscal are operating capacity to the roadway network, such as a widening project, project under the new location, might be a system signal project, a ramp metering are accessing the project or even ICS project. Monitorization projects are primarily to bring the roadway up to a certain design standard. MIB on increasing the length will with, might be adding or widening shoulders etc., are even bringing a road with up to interstate standards. The local input into this project is based on how the MPO and RPO ranks the process using their own local methodology and how our division ranks a project. And they use the local knowledge of the area. And North Carolina we have 14 divisions which equates to districts and other states. With those 14 divisions have a very good knowledge of the needs of the area and they provide that to the ranking of the projects. And then the multimodal component , the multimodal point of based on the characteristics included in each project and we will get into the details of that towards the end. Well I mentioned that the projects are scored on quantitative data. In the slide lists the seven different data points . We focus on congestion, which is based on volume a capacity ratio and 80 T. Safety is based on crashers, pavement, pavement condition rating, we have a benefit cost component work we also look at economic competitiveness of the value added in terms of dollars on the project. We look at the lane width and the shoulder width of the project as well. And you can see on the right, the checkbox indicates which criteria are included in both the mobility projects going at the modernization projects going. -- Scoring . This slide shows the way to the quantitative data and the local input. I can projects are classified by the roadway tier they are located on. You have three tiers and North Carolina, you have your statewide tier which are your interstate another primary major routes. You have your regional tier witches consists of the nonmajor primary routes. And then we have essentially what would call our sub regional tiers which are our state maintained County roads. And efficacy, the higher the tier, the more did data address the score. So on our statewide tier for example, 70% of the projects course based on data and like 30% makes up the local input side. On the fifth of the your sub regional tier which is mainly local access needs, 30% is course based on data and the other 70% local input and local knowledge. The situation is very similar for her mother modernization projects , again the higher the tier the greater the percentage of the score based on data. The only difference between the modernization of the mobility scoring system, is that there are different criteria between the two. Focusing on a little more detail in each of the different criteria here. Starting first with congestion, we will get into the actual calculations here. And what you see on the top of each slide of the same percentages that I just illustrated in the previous slide. So here are congestion scores are based on your existing volume to capacity ratio which makes up 60% of this component. Then we have your existing traffic volume along that section of roadway and that makes up 40%. Where using the latest ADT numbers. We have a capacity program here the looks of the capacity of all the roadways and North Carolina, somewhat similar to what is used in Florida. The we the to help the scoring. Your safety scores based on a critical crash rate, crashed entity, and crash severity. The higher the score indicates that there is worse performance, higher number of crashes along the roadway. And moving right along, you pavement condition essentially is 100 pavement rating, we is her latest surveys and this case is based on 2010, again the higher the score indicating the worst the pavement condition is out there. And the pavement condition is not just taste on roughness, it's also the cracking, and the actual condition of the roadway as well. The next component takes the focus on our benefit cost component. And essentially, it really is a troubled time benefit cost, because that's what the benefits are based on. In the travel time savings, the benefits are based on the travel time savings, but the project is expected to provide. And the way that we currently calculate this is we as today's volumes within the project. Imagine today if the project were in place today, what would your expected travel time savings be versus the current conditions. Will multiply that savings times the volume times 30 years to come up with a rough 30 or approximate savings. However in the future, we do plan to use a statewide travel demand model which we are currently developing. Next criteria I will talk a minute about is about economic competitiveness. And to do this, we as a tool called traitors by the group for ERG and we assist them estimate the product they're expected to provide. The primary input into to it is that we are using is the travel time savings as a result of previous calculations and the output from try this is essentially the jobs created, the wages increased and the overall increase in productivity to the region. Essentially the economic value added by the project. One important point in our analysis is that we don't include prospective development. Again, we don't exclude include contention our development is expected to occur as a result of the project . And the reason we don't do that is because we are prioritizing projects across the state, currently we are looking at over 1200 projects. Is very difficult to do , not every area looks at land use, not every area has its own. So the purposes of prioritization, we decided to have a nice level playing field and not include prospective work into the development. However the tool does allow for the capability. And just a quick aside here, as part of our agreement with ERG , again the owners of judges, they have allowed MPO's and RPO's and North Carolina to use the tool for small additional fee. So we are partnering with them to allow the MPO's and RPO's to do their own analysis of it. They can look at development of the so choose. Continuing back on what the criteria. This briefly touch on lane width. And essentially, what we are doing is measuring the difference between what is out there today and the DOD design standard. And the standard is based on the actual agreement. And while we are measuring the efficiency there are the need, does not necessarily mean we are going to be building the project of those design standards. It may be other constraints that exist as such as in the mountains, you have your building a road with the side of the mountain are along the coast a lot of canals and waterways they have to work with and work around. Again shoulder was, is very similar to lane width in fact the only thing the change between the two sides is the name of the site. Again we are comparing the current roadway deficiencies do with the DOT design standard is. Briefly touch on the local input into this process. The way works is that each MPO or RPO and division receives an equal number of points they have 1300 points. They can choose to divide those points up to rank the projects among two different ways. They can use the top 25 methodology . And if the other 100% is expose 92 other down to four, that equals 1300 points. They can use the top 25 approach, very simple is very easy to comprehend. Or similarly they can take the 1300 projects and spread them out amongst any , or however many project they like using the criteria you see on your right. The max for hundred points per project a minimum of four. Getting into the multimodal scoring. And this works for both modernization and mobility projects. Projects can receive bonus points depending on whether the incorporate multimodal characteristics. These projects , the projects which will serve more people will receive a greater number of points. So for example if a project has HOV or HRT lives, there is light rail within the right-of-way , the project will receive eight additional bonus points. If a project provides a direct connection to transportation terminal such as airport, seaport, military base, the project will receive a five points. And the projects that incorporate design features which allow pedestrians and bicyclists stay could manage of a project to benefit as well, those projects would receive three points. In theory if you have a project that meets all three of these criteria, the project could receive up to the total number of points in which case it would be 14. Or excuse me 16. So that is North Carolina's prior position process in a nutshell. I would be happy to take any questions after the presentation. A great thank you David. At this point we are going to open up the question-and-answer and we will do this is there is a chat box which has now expanded the folks should not be able to see. But if you have anymore it -- as some folks of art he entered questions and we will start those. And if you have more questions you can answer them there. You should put it on the tab for everyone. And I think our first question is actually for Elizabeth that the Florida DOT. And one participant wants to know does the Florida DOT collect bicycle and pedestrian exposure data volume? To answer the question, the safety folks that have informed me that it is not collected on a systematic form. At it is a systematic program to collect that data. There were some surveys that were done about 14 years ago as a priority research project, and currently MPO's and some individual DOT projects have the data. As part of planning and monitoring activities. So there is some data. But it is not a systematic or consistent program. Michelle the next question is for you. For Ohio is the construction cost versus crash is a systemwide or just the 14% of the system? It was a systemwide. The original charge of 14% of the roadway network, that is just the baseline that we took in 2002, the kind approved the connection between the two. And then I will jump one that is bull for both Elizabeth and David. Are the performance measures cost referenced over the various performance management systems? For the taking that solution with ranking, the safety or congestion management systems quest ? And then after LAN is there any integration with the performance management system? A I will start off this is Elizabeth from Florida. The performance measures, they are cross referenced in DOT. In the department of transportation in Florida, we report what we call the FTC or the Florida transportation, a commission they are in oversight board. So we report our performance measures to them. We kind of like as a were poor card kind of thing, in addition to that we also report to our own internal folks through an internal system called PB views. But what we try to harness is that the performance measures are consistent , the same from one side to the other. Because you don't want to give different performance measures with different numbers the paint different pictures. So they are cross-referenced and they are to the extent possible, the same information, the same data, so that we paint the same picture. This is David. We use a similar performance measures and are raking process and our performance management system. The may not be identical, but they're very close. We do try to coordinate the two so we are using the same set of data. Elizabeth the next question is for you. How our funding that to implement TSM oh actions in Florida DOT? Right now for the Florida Department of transportation, and the TSM oh program, a we are an educational phase. We are preparing strategic plans, we are doing business plans. We are meeting with people to introduce the concept of transportation management systems operation and management of what it could mean to them and how would impact them. So a lot of what we are doing at this current stage is administrative and procedural. Changes to policies and procedures, so we have not yet had to tackle that issue. But it is on our radar that we will at some point need to meet with our management, our executive leadership, to request a funding source to be able to address some of these projects. So we are currently setting the foundations and making the case to then make the request for the funding. So we are not at that stage yet if that answers the question. And a second question for you Elizabeth is how are your new TSM oh office linked to activities with MPO's? The creation of this new transportation management and operation system program has not really changed the dynamic with the link that exists between the original original district offices and the MPO's. We still see those individual district offices as the liaisons to the individual MPO's. And we would hope that they would continue to talk to the MPO's and they themselves educate the MPO's about transportation system management and operations and the potential for operational projects to assist in any problems. The central office and the TSM oh program but I'm ahead of at this point, we are there to serve in the capacity of assistants if we need to provide a higher level presentation or additional assistance. But we do expect the links that have been there, the relationships that have been there before, but in the districts in the MPO's, to continue. David the next question is for you. How do you rank projects to ensure at 12 mobility opportunities provided to all? The North Carolina approach does not seem to consider the population makes input mode selection. It seems only highways on the radar. Cannot be true? What I focused on today was to be the highway side. And after LAN other six different modes of transportation, highway, pedestrian, bicycle, rail, ferry and aviation. Will work with each of those groups over the past two years to develop their own separate prioritization process. So while there is different prior decision processes for each mode, but it comes down to the second step which I talked about at the beginning of my presentation about how to divide up the pie. That is really where we get into how much money she we put towards bicycle and pedestrian projects. How much money she would put towards public transportation etc. We found out is very very difficult to really truly compare how a project to a rail project a bicycle or did it the same project or so forth. So that's what we have the separate split where we come together is when we divide up the pie. And the second question for you David, does travel time benefit cost calculation include incident or other nonrecurring delay savings that might result from operational projects? At this time the travel time benefit is tricky based on recurring congestion. However in the future, we might be looking at using travel time index. We just have not gotten to the point for our data sets robust enough to do that. Is there question, how long have you been using quantum taters system for project prioritization? How many prioritization cycles? We are currently in the middle of our second prioritization process. We do this process every two years. So we have done it the first time, it was a had a fewer criteria, but it was very well received. And actually this time through our recent legislative session, has helped us hope the department a lot to prove that we can use data and numbers to actually drive the project decisions in the project funding versus politics. Elizabeth we had a follow on to the original question for you about bicycle and pedestrian exposure data. Was wondering if you are not actively collecting the data, then how can you measure safety? The safety office has other criteria or other performance measures for safety. Does, because I'm not in the safety office, I don't know them exactly. I could not tell them or tell this participant which other criteria there is for measuring safety. So if she can have my contact information and we can just exchange some e-mails I can forward her to the correct person. But the safety office does have a series the performance measures that they monitor and report, I just don't know which ones and how they address that the ones about pedestrian and cyclist exposure data. Folks we have more questions a web a bit more time to continue to answer during this question and answer period. Egan, this one is directed to you at the federal level. Is this effort tied to the ADD I'm initiative? -- ATDM Initiative. No at this point it is not tied directly to the ATDM initiative however we have been working with the folks who are responsible for that initiative and that information will be tied in with we roll out a series of workshops to address the statewide opportunities the best reference. That should be coming out pretty soon. Do you folks have any more questions? We have a little bit more time still. That's let the wheels turn a bit. The contact information for all the presenters is included on the side that believes. And those presentations can be downloaded now from the file sure window in the lower left-hand corner. And the presentations will also be made available when the webcast is posted in about a week or so. And that is the link that is up higher up in the box. We don't have anymore questions. I guess we will finish up for today. To wrap up the webcast I would like to give you some information on the national transportation operations coalition or NTOC. You see the number of our organizations at NTOC. We encourage you to go to the NTOC website that is listed on the following slide to find out more about the organization. The NTOC website contains information about upcoming webcasts. The set also contains a webcast archive page for the slides in recordings of previous talking operations webcasts. Will have the recording is let's to for today's webinar up within one week. And Jesse also has two discussion forums, one focusing on high level or strategic issues in the other focusing on IDS deployment and lessons learned. You can also sign up on the website for the NTOC newsletter that comes by e-mail twice monthly. And I encourage you, if you'd be interested, there is the next NTOC funding for operations webinar will be about forming interagency agreements for regional transportation operations. The webinar will be on August 16 from 1 PM to 2:30 PM for the same time slot two weeks from now. You are all there is a URL link on the slide four to register. The same think that we would've gone to two were disturbed this webcast as well. With that, that includes today's NTOC talking operations webinar. I like to say thank you to our presenters and for all of you to for participating. We hope they from this informative and injured the rest of your day. This country is today conference call. You may now disconnect. (end)