Management and Use of Data for Transportation Performance Management: Guide for Practitioners (2019) / Chapter Skim
Currently Skimming:
Pages 64-133
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 64... ...
Cases
|
From page 65... ...
Introduction • Foundation • Reporting • Insight • Cases Case A Arizona DOT Long-Range Plan Investment Trade-offs Like many states, Arizona has a gap between the transportation needs of its growing population and funding available to pay for those needs. Consequently, Arizona DOT (ADOT)
|
From page 66... ...
Introduction • Foundation • Reporting • Insight • Cases Overview Arizona's LRSTP four-step planning process relied equally on data, public engagement, and use of multi-objective decision analysis (MODA) software.
|
From page 67... ...
Introduction • Foundation • Reporting • Insight • Cases provided a baseline indicator of the potential investment trade-offs Arizona faces: highway revenue forecasts suggested that $23 billion would be available over the 2040 Plan's 25-year time horizon compared to $53 billion in highway needs. Statewide transportation system goals and performance outcome measures.
|
From page 68... ...
Introduction • Foundation • Reporting • Insight • Cases performance trade-offs in real time as users moved funding from one investment area to another. The MODA software was customized with Arizona-specific "performance curve" algorithms for each investment need category, including preservation, modernization, and capacity.1 The curves show how a rise or fall in spending changes performance outcomes.
|
From page 69... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 4) by providing a sense of different stakeholders' priorities for use of ADOT resources and the projected performance outcomes associated with them.
|
From page 70... ...
Introduction • Foundation • Reporting • Insight • Cases • Taking advantage of available data sets and tools. HPMS, NBIAS, HERS-ST, and asset management systems were used to create projections of future performance under varying investment levels.
|
From page 71... ...
Introduction • Foundation • Reporting • Insight • Cases investment options and served as the basis for criteria weighting. This was either because they were not comfortable with some of the comparisons (e.g., how can you compare preservation and safety)
|
From page 72... ...
Introduction • Foundation • Reporting • Insight • Cases Case B Caltrans State Highway System Management Plan Caltrans developed an integrated State Highway System Management Plan (SHSMP) that summarizes conditions of existing transportation assets, communicates funding needs, and details projected funding levels.
|
From page 73... ...
Introduction • Foundation • Reporting • Insight • Cases Overview At Caltrans, capital projects to preserve, rehabilitate, or replace existing transportation assets are included in the State Highway Operations and Protection Program (SHOPP)
|
From page 74... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 5. Caltrans SHSMP.
|
From page 75... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 6. A SHSMP summary sheet with sections labeled.
|
From page 76... ...
Introduction • Foundation • Reporting • Insight • Cases Insight: Analyze & Use, Present & Communicate Data A critical step in developing the integrated SHSMP was establishing a common approach to characterizing asset conditions and investment needs across investment areas and asset types. This was needed both to help communicate the plan and to standardize the analysis approach to allow for meaningful comparisons across the different areas.
|
From page 77... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 7. Example representation of good/fair/poor condition and predicted deterioration.
|
From page 78... ...
Introduction • Foundation • Reporting • Insight • Cases Success Factors • Alignment between analysis and available data. The investment categories in Caltrans' SHOPP and maintenance programs are well defined, and in many cases they are aligned with specific asset classes.
|
From page 79... ...
Introduction • Foundation • Reporting • Insight • Cases Case C Florida DOT Transportation Data Portal Open data portals have been developed at the federal, state, and local levels.
|
From page 80... ...
Introduction • Foundation • Reporting • Insight • Cases Overview maps; develop new web/mobile applications, and more." FDOT's available transportation data includes everything from GIS shapefiles describing transportation facilities, aerial photography, documents, manuals, realtime and historical traffic counts, summary statistics, interactive web applications, assets, software, and much more. They created a data portal that meets the needs of multiple stakeholders, including internal employees, those doing business with FDOT, and the public.
|
From page 81... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 8. FDOT's transportation data portal provides links to many FDOT data resources across different business units.
|
From page 82... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 9. A screenshot of Florida's Aerial Photo Lookup System.
|
From page 83... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 10. In addition to raw data sets, FDOT makes many data exploration websites available to the public.
|
From page 84... ...
Introduction • Foundation • Reporting • Insight • Cases Challenges & Lessons Agency buy-in. Not every business unit initially thought that providing all of their data online was a good idea.
|
From page 85... ...
Introduction • Foundation • Reporting • Insight • Cases Case D I-95 Corridor Coalition Probe Vehicle Data Procurement In 2007, the I-95 Corridor Coalition issued an innovative, multistate request for proposals (RFP) for purchase of private-sector, probe-based travel time.
|
From page 86... ...
Introduction • Foundation • Reporting • Insight • Cases Overview Most agencies write RFPs for data from the private sector in a vacuum. They may forget to talk to other stakeholders in their own agency -- procuring the data for a single use only.
|
From page 87... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 11. I-95 Corridor Coalition's Vehicle Probe Project.
|
From page 88... ...
Introduction • Foundation • Reporting • Insight • Cases traveler information, and make data-informed decisions with respect to spending and construction. Because the public sector did a good job setting clear expectations from the beginning, 3rd party data providers saw a marked improvement in their relationship with the public sector.
|
From page 89... ...
Introduction • Foundation • Reporting • Insight • Cases Challenges & Lessons Disparate needs across agencies. Each agency may have different priorities or focus areas depending on their geography -- urban versus rural nature -- or modes and types of traffic traversing their networks.
|
From page 90... ...
Introduction • Foundation • Reporting • Insight • Cases Case E Maryland State Highway Administration's Incident After Action Reviews Many agencies conduct after action reviews (AARs) for major incidents.
|
From page 91... ...
Introduction • Foundation • Reporting • Insight • Cases Overview The most mature transportation operations agencies conduct weekly AARs on all types and categories of events in order to build teams, enhance communication, and continually improve. Some agencies use a manual tracking process -- operators and responders fill out paper forms to document AARs.
|
From page 92... ...
Introduction • Foundation • Reporting • Insight • Cases Incident data are then combined with data from ITS devices [Dynamic Message Signs (DMS) , Closed Caption Television (CCTV)
|
From page 93... ...
Introduction • Foundation • Reporting • Insight • Cases This timeline includes every event recorded during the incident, including when responders were notified about the incident, when they arrived, and when they departed. It includes communication logs, DMS activations, queue buildups, photos and videos of the event, and indications of which lanes were blocked over time.
|
From page 94... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 14. Animated maps.
|
From page 95... ...
Introduction • Foundation • Reporting • Insight • Cases Heat maps then help the agency understand if this location is a high-crash location (Figure 16)
|
From page 96... ...
Introduction • Foundation • Reporting • Insight • Cases Finally, user delay cost graphics (Figure 18) help the agency visualize the social financial cost of the delays.
|
From page 97... ...
Introduction • Foundation • Reporting • Insight • Cases helped convince the responder community to change its policies for blocking lanes and move more toward a stronger quick-clearance mentality. Success Factors • Specifying and obtaining the right data.
|
From page 98... ...
Introduction • Foundation • Reporting • Insight • Cases Case F MATOC Regional Operations Evaluation Following experiences from the 9/11 attacks and other major incidents, transportation officials from Maryland, Virginia, the District of Columbia, and the Washington Metropolitan Area Transit Authority (WMATA) committed to share and coordinate their transportation systems' conditions and information management during regional incidents.
|
From page 99... ...
Introduction • Foundation • Reporting • Insight • Cases Reporting: Store & Manage, Share Data Through MATOC, transportation agencies from Maryland, Virginia, and the District of Columbia realized that they could benefit from coordinating not only during significant events, but also to support their day-to-day operational needs. MATOC integrates disparate agency systems and policies to support real-time coordination and information dissemination.
|
From page 100... ...
Introduction • Foundation • Reporting • Insight • Cases This is a conservative estimate and does not include the costs of secondary incident reduction. The positive ROI stemmed primarily from enhanced real-time data sharing among agencies.
|
From page 101... ...
Introduction • Foundation • Reporting • Insight • Cases sharing in improving safety and mobility in the region. Presenting a benefit-cost ratio of 10:1 for participating agencies convinced the decision makers to continue to invest in the program and tailor it to the needs of the region as it continues to grow and change.
|
From page 102... ...
Introduction • Foundation • Reporting • Insight • Cases Case G Creating a Team of Data Experts to Support TPM at the Mid-America Regional Council Mid-America Regional Council (MARC) is the eightcounty, bi-state Kansas City Region's Metropolitan Planning Organization (MPO)
|
From page 103... ...
Introduction • Foundation • Reporting • Insight • Cases Foundation: Specify & Define Data Prioritizing data sets for automation. With the ever-growing importance of data in mind, MARC created a data coordination committee charged with improving agency-wide governance and administration for data management.
|
From page 104... ...
Introduction • Foundation • Reporting • Insight • Cases repurposed two open positions, including a GIS specialist and a demographer, into data developer positions capable of creating and managing systematic workflows for data gathering and organization . While GIS and demographics support needs still exist at MARC, advances in mapping software and web data tools have reduced the amount of time required for these tasks, and MARC concluded it no longer needed fulltime employees for those specific functions.
|
From page 105... ...
Introduction • Foundation • Reporting • Insight • Cases end interfaces that greatly simplify the process of querying them to extract the information MARC needs. This has resulted in MARC being able to dedicate more time toward reviewing and analyzing the data.
|
From page 106... ...
Introduction • Foundation • Reporting • Insight • Cases good understanding of how the data is to be used so that they can develop the proper systems to acquire and organize the data. • Automation of routine processes.
|
From page 107... ...
Introduction • Foundation • Reporting • Insight • Cases Case H New Jersey DOT Project Assessment Reporting Motivated by a desire to be more open in communicating the reason for selecting projects and describing the impacts of projects, the New Jersey Department of Transportation (NJDOT) began to develop the capabilities to analyze individual projects, quantify impacts, and communicate those impacts in a meaningful, reproducible, and easily understandable way.
|
From page 108... ...
Introduction • Foundation • Reporting • Insight • Cases Foundation: Specify & Define Data The data for this initiative came from INRIX (for speeds and travel times) and NJDOT (for incident, event, and construction location data)
|
From page 109... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 22. Top 10 bottleneck locations -- state and authority roadways.
|
From page 110... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 23. Congestion scans depict congestion before and after the completion of a project on the Garden State Parkway.
|
From page 111... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 24. Before-and-after performance from the Garden State Parkway signal removal project.
|
From page 112... ...
Introduction • Foundation • Reporting • Insight • Cases Insight: Analyze & Use, Present & Communicate Data Simply providing a set of graphs, maps, and charts from the analytics tools is not sufficient. The agency must write a narrative around the results that interprets the results, points out meaningful observations, and tells the "why" within the performance report.
|
From page 113... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 27. NJDOT Project Assessment Summary Pamphlet -- Part 2.
|
From page 114... ...
Introduction • Foundation • Reporting • Insight • Cases • Powerful data visualizations that make data interpretation easy • A champion within the agency that takes the time to learn to use the data/tools • Trust in the data and tools (which comes from having a relatively open system that fully documents how data is interpreted and how calculations are made) Challenges & Lessons • Making the adjustments needed to transition from prior methodologies that relied heavily on modeling and simulation to a new methodology that is based on actual data • Building confidence in the new data and methodologies on the part of both technical staff and agency leadership • Concern that new transparency could potentially show that some projects may not have had the desired impact NJDOT was able to overcome these challenges because of the open lines of communication from those conducting the work up to senior leadership.
|
From page 115... ...
Introduction • Foundation • Reporting • Insight • Cases Case I Ohio DOT Winter Performance Management Ohio has spent significant time developing and operationalizing their Transportation System Management and Operations (TSMO) Dashboard, which includes 20 performance measures.
|
From page 116... ...
Introduction • Foundation • Reporting • Insight • Cases Foundation: Specify & Define, Obtain Data In order to effectively manage operations and winter weather response, ODOT collects speed data along impacted corridors prior to, during, and after snowstorms. In the past, ODOT used traditional static sensors to collect speed information, but with emergence of 3rd-party-provided speed data, ODOT has been able to collect speed data statewide at a much more granular level.
|
From page 117... ...
Introduction • Foundation • Reporting • Insight • Cases Insight: Analyze & Use Data To view speed information and calculate the recovery period, ODOT has several tools at its disposal. First, they have ability to analyze data using traditional tools and techniques, such as Microsoft Excel and database queries.
|
From page 118... ...
Introduction • Foundation • Reporting • Insight • Cases leveraged existing RWIS data to evaluate roadway conditions (like salinity content, surface temperature, etc.) and a combination of CCTV and speed information (from probe data providers and sensors)
|
From page 119... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 30. Dashboard resource view.
|
From page 120... ...
Introduction • Foundation • Reporting • Insight • Cases Challenges & Lessons Defining scope of measure's effectiveness. As ODOT makes progress in improving recovery periods, they have internally discussed implementation of the same measure during the storm.
|
From page 121... ...
Introduction • Foundation • Reporting • Insight • Cases Case J Pennsylvania DOT's Statewide Transportation Operations Data Warehousing Business Plan The Pennsylvania Department of Transportation (PennDOT) has taken a holistic approach to data planning -- involving all possible stakeholders -- to try to improve the agency's data capabilities while reducing costs.
|
From page 122... ...
Introduction • Foundation • Reporting • Insight • Cases Overview Every agency generates transportation-related data and must store those data in a way that enables easy access and management. All too often, agencies collect data in silos.
|
From page 123... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 31. Early PA STODW system concept.
|
From page 124... ...
Introduction • Foundation • Reporting • Insight • Cases • Establish a PA STODW architecture that is open, receptive and adaptable; is consistent with developing national standards; provides opportunities for private/public partnerships; and encourages and supports interagency cooperation. • Develop and integrate traffic monitoring, traffic surveillance and incident reporting, roadway and roadside equipment, and environmental information throughout Pennsylvania, as appropriate.
|
From page 125... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 32. The STODW deployment alternatives concepts.
|
From page 126... ...
Introduction • Foundation • Reporting • Insight • Cases Challenges & Lessons Conflicting priorities. While nearly everyone in the agency (including many external stakeholders)
|
From page 127... ...
Introduction • Foundation • Reporting • Insight • Cases Case K Virginia DOT's Pavement Monitoring Program The Virginia Department of Transportation's (VDOT's) pavement management systems and tools were developed to provide network-level needs assessment and maintenance prioritization support, as well as project-level insights to guide detailed project development and delivery.
|
From page 128... ...
Introduction • Foundation • Reporting • Insight • Cases Overview VDOT has a well-established pavement management methodology that includes annual pavement condition collection and needs assessment, establishment of statewide pavement condition targets, and a performance-based budgeting process. VDOT's Central Office Maintenance Division has responsibility for data collection and analysis; districts have primary responsibility for pavement maintenance, rehabilitation, and reconstruction project selection and development.
|
From page 129... ...
Introduction • Foundation • Reporting • Insight • Cases Baseline Paving Targets Paving targets are based on the same analysis results used to establish the baseline performance targets, however they identify the total lane miles to be paved within each of VDOT's four treatment categories: Preventative Maintenance (PM) , Corrective Maintenance (CM)
|
From page 130... ...
Introduction • Foundation • Reporting • Insight • Cases ultimately constructed. Currently, this process requires pen-and-paper data collection in the field, followed by manual update of the PMS.
|
From page 131... ...
Introduction • Foundation • Reporting • Insight • Cases Figure 33. Sample pavement monitoring report.
|
From page 132... ...
Introduction • Foundation • Reporting • Insight • Cases performance goals for the Interstate system, however, the primary system will underperform if current plans are not improved. By reviewing the differences between planned and targeted paving by treatment category, the pavement manager should see that a reasonable explanation for the underperformance of the primary system is that the current maintenance program is overemphasizing RC at the expense of low cost, effective PM and CM treatments.
|
From page 133... ...
Introduction • Foundation • Reporting • Insight • Cases • Building report review into business processes. Pavement target monitoring analysis is integrated into the project development process through an easily consumed reporting format and in a way that is respectful of field decision makers' local experience and expertise.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.