Planning and Implementing Multimodal, Integrated Corridor Management: Guidebook (2020) / Chapter Skim
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18 Chapter 4 - Planning for Integrated Corridor Management Overview This chapter describes a comprehensive approach to be followed in developing the concept and planning for an ICM project. The objectives of the planning phase are to coordinate across project partners and stakeholders and gather information necessary to define the desired ICM capabilities, corridor resources, and available corridor data to help inform the corridor boundaries and project needs assessment.
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19 (Source: NCHRP report 899 - Broadening Integrated Corridor Management Stakeholders) Figure 4.
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20 Table 7. Planning and Concept Phase Task Checklist Task Checklist 1.
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21 Task Checklist 8. Assess Benefits of the Planned ICM Deployment • Determine ICM analysis methodology.
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22 Potential Solutions Transportation System Dynamics A typical pitfall for ICM projects is that the underlying nature of the problem is not well known until the project under development. Often, only near the end of the project does the ICM team focus on which specific system is being managed and optimized.
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23 effort aimed at improving corridor performance. Figure 5 illustrates that to support the development and evaluation of complex, condition-dependent ICM response plans, a systematic analysis of data to identify a practical set of representative operational conditions is required.
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24 (Source: FHWA Scoping and Conducting Data-Driven 21st Century Transportation System Analyses) Figure 6.
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25 trips. For example, if a trip home from work takes so much longer than expected that changes to child care agreements are required, this often has direct and measurable financial consequences.
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26 • Relevant agencies and jurisdictions affiliated with the corridor (e.g., transit operators, local jurisdictions, emergency responder jurisdictions, maintenance divisions, parking facility operators) Selection of appropriate corridor limits is crucial to obtaining analysis results that are accurate and suitable for corridor prioritization, evaluation, and ranking purposes.
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27 (Source: FHWA Scoping and Conducting Data-Driven 21st Century Transportation System Analyses) Figure 7.
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28 deficiencies and gaps) and opportunities (e.g., availability of a supportive institutional, technical, logistical, and political context)
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29 (Source: FHWA Scoping and Conducting Data-Driven 21st Century Transportation System Analyses) Figure 9.
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30 Table 9. Summary of High-Level Active Traffic Management Screening Results for Eight Major Freeway Corridors in LA Criterion Assessment EX TE N TS Freeway I-210 I-210 I-710 I-105 I-405 I-405 I-405 I-5 Start SR 134 I-605 Ocean Bl Sepulveda I-605 I-110 I-105 I-605 End I-605 Padua Av Valley Bl I-605 I-110 I-105 US 101 SR 60 C O N D IT IO N S Congestion level High High High Very High High Very High Oversat.
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31 Major Issues and Challenges One challenge is task timing. Depending on the agency pursuing ICM, some opt to set goals and objectives ahead of engaging ICM partners, so that they guarantee the project aligns with the high-priority goals and objectives of their department.
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32 Table 10. ICM Goals and Objectives ICM Goal ICM Objectives Improving travel time • Provide alternative route and mode options • Enhance ITS (e.g., dynamic lane management, adaptive traffic signal control)
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33 Exchange of Data – There must be an exchange of data between agencies responding to an event with the managed corridor. At a minimum, this could be as simple as telephone calls discussing and agreeing to a response.
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34 Coordinated Response – For ICM to work properly, all agencies involved with the corridor's operations must coordinate their response to events. An agency that does not coordinate its response has the potential to negatively affect the corridor.
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35 Task 2 Checklist • Identify main goals for the potential ICM project. • Establish objectives to meet each goal.
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36 Operators Entities who would be best suited to evaluate the feasibility and benefit/disadvantage associated with each choice presented to travelers. Decision makers on this list should be responsible for designing the course of action to take in any ICM scenario.
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37 committees, advisory panels, or executive boards for each stakeholder group. They can also include higherlevel policy setting or policy-influencing entities and organizations that may be identified through the tracing of funding sources for each stakeholder group.
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38 (Source: NCHRP report 899 - Broadening Integrated Corridor Management Stakeholders) Figure 10.
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39 • Common participants to consider include state DOT transit groups, regional MPO transit planning groups, and transit agencies at the statewide, intercity, and regional levels. • Transit stakeholders may span several modes, including rail, bus, ferry, private shuttle, and streetcar.
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40 There are several major challenges to engaging potential partners. Sometimes stakeholders outside of organizations that are well versed in ITS/TSMO don't understand the benefits that ICM can offer them.
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41 Once the TMC staff sign off on the recommended response plan, existing infrastructure is optimized to disseminate pertinent traveler information to the public. The CMSs in the affected region, as well as other traveler information sources (e.g., 511)
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42 • Buy-in from influential stakeholder groups – Gaining buy-in from stakeholders can help ICM project leaders make a case for ICM in a region. Several ICM projects have encountered roadblocks related to the proposed strategies that may pose additional risk to bicyclists and pedestrians.
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43 By diverting roadway traffic to other facilities or modes, incident queues are reduced, which helps to minimize the potential for secondary incidents, allowing traffic flow to be restored more quickly. • Improve safety and equity in transportation operations – Traffic management strategies typically prioritize motorists above all others.
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44 • Use this list to have more informed conversations with potential stakeholders. • Work around the competing objectives or operational constraints that make it difficult to become more engaged in ICM.
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45 Type of Concern Concern Description TransitSpecific Operational Constraints Making a Case for ICM Detailed operational benefits of ICM and associated technologies (e.g., real-time vehicle occupancy counters) are not readily appreciated or well understood at transit agencies.
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46 Type of Concern Concern Description Competing Objectives Bicyclists and pedestrians are often more concerned about safety than about mobility, but ICM strategies often focus on mobility performance metrics first. Traffic diversion strategies to improve mobility for motorists can negatively impact the safety of local streets for bicyclists and pedestrians.
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47 level, and program-level) outlined in Task 3: Determine Potential Partners, in a format that follows the five levels of maturity in the ICM Capability Maturity Model (CMM)
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48 Table 13. Communication Strategies for Bicyclists and Pedestrians Decision Maker Type Level 1, Silo Level 2, Centralized Level 3, Partially Integrated Level 4, Multimodal Integrated Level 5, Multimodal Optimized End-User Arterial CMSs DOT websites (for planned closures)
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49 Decision Maker Type Level 1, Silo Level 2, Centralized Level 3, Partially Integrated Level 4, Multimodal Integrated Level 5, Multimodal Optimized Program- Level Attending existing freight, transit, incident responder, nonmotorized roadway user association, coalition meetings Leveraging existing relation- ships that other agencies have built (e.g., MPOs, chambers of commerce) Establishing internal DOT committees and advisory groups Developing freight, transit, incident responder, nonmotorized roadway user plans to build relationships and trust with the stakeholders Involving program-level decision makers in regional operations forums can help them understand the bigger ICM perspective, objectives, opportunities, and constraints Establishing a corridor coalition and formalizing information dissemination strategies to member agencies, emergency services, and the public Sharing operational responsibilities in a joint TMC (e.g., Niagara International Transportation Technology Coalition [NITTEC]
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50 Task 4 Checklist • Convince potential partners of the value of ICM. • Detail the potential benefits of ICM participation in terms of your audience's goals.
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51 incident responders. Incident responder stakeholders will sacrifice mobility goals to protect on-site responders from harm and provide the necessary aid to incident victims.
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52 Stakeholder Group Main Goals and Objectives Description encountering emergencies on the roadway, it helps to prevent secondary incidents, including incident responder injuries and deaths. Safe, Quick Incident Clearance TIM partners at the state, regional, and local levels are committed to achieving goals for traffic incident response and clearance times.
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53 Type of Strategy Strategy Description Leverage Goals of Existing Initiatives Internal agency initiatives associated with interagency collaboration and communication can be used as motivation and justification for involvement in ICM. Establish Ongoing ICM Funding Established sources of ongoing funds to support ICM can encourage stakeholders to commit resources and time of their own and can demonstrate that it is a long-term priority.
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54 Type of Strategy Strategy Description Trade Public Sector Data for Private Sector Data or Functionality Mobile app developers may not be interested in considering truck route considerations when providing rerouting guidance. However, DOTs have information that these mobile app developers desire (e.g., planned lane closures)
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55 Potential Solutions ICM Strategies to Consider The collection of strategies to address corridor needs is how the ICM concept begins to be developed. ICM teams can refer to example strategies listed in Table 16 for ideas of which strategies may help them achieve their ICM objectives.
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56 ICM Strategy Description Potential Benefits Speed Harmonization/ Variable Speed Limits (VSL) VSL is used to gradually slow traffic down ahead of a congested area to reduce the occurrence of traffic collisions, and attempts to set speed limits appropriately in the congested regions so that traffic continues to flow smoothly rather than deteriorating to less efficient stopand-go conditions.
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57 ICM Strategy Description Potential Benefits Predictive Traveler Information Travel time estimates are generated based on predicted (as opposed to recently observed) performance of the system, using models, expected incident clearance times, schedules of regional special events, etc.
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58 ICM Strategy Description Potential Benefits Maintenance and Construction Planning Planned events, such as anticipated lane and roadway closures for scheduled maintenance, can be considered by freight dispatchers and fleet managers when driver plans are developed each day, such that the trip performance and delivery impacts of those closures can be minimized. Long-term freight planning data can also be used as inputs for optimizing maintenance schedules, so that closures on peak freight routes and travel days can be minimized or anticipated and mitigated.
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59 ICM Strategy Description Potential Benefits Customer Trip Planning and Wayfinding Tools and information displays can be used to inform travelers about travel choices, such as bus routes or rail stations in the corridor that can serve commuters. Trip planning tools, most notably Google Transit, are widely used by transit riders to better understand transit options and schedules.
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60 ICM Strategy Description Potential Benefits Local Agency Coordination A common challenge associated with major incident response situations is quickly and effectively coordinating with local jurisdictions and agencies to address evolving conditions that require immediate attention (e.g., deactivating live electrical wires, alerting rail agencies of obstructions/conditions that could impact their operations, issuing evacuations)
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61 ICM Strategy Description Potential Benefits Expansion of Park and Ride Lots Expansion of park and ride lots within the corridor including adding capacity to existing lots, increasing the number of lots, and improving their ingress and egress to the freeways, adjacent transit stations, and local communities. These lots also have significant potential to attract pedestrian and bicycle users who will board transit or carpools.
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62 them (e.g., negotiate with stakeholders who own the data needed, install equipment to capture the necessary data, or purchase data from third-party data vendors) , or revise the ICM concept as needed.
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63 • Daily operations – The agencies with operational jurisdiction over the ICM corridor (e.g., State DOT, regional MPOs, and/or local DOTs) should take the lead in this scenario since they oversee monitoring freeway and arterial traffic flow, operating freeway and arterial field devices, and coordinating Freeway Service Patrol services.
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64 General Description Major or Minor Incident Affects Transit Vehicle. Incident Potentially Involves Vehicle Mechanical Failures, Passenger Medical Issues, Crash with a Motor Vehicle, etc.
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65 • Section 3, The Current System or Situation describes the current system or situation, how it is used currently, and its drawbacks and limitations. • Section 4, Justification for and Nature of Changes leads into the reasons for the proposed development, a discussion of the nature of the planned changes, and a justification for them.
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66 Potential Solutions ICM Performance Measures Performance measures are quantifiable metrics of how well the ICM system is progressing towards the adopted goals and objectives. As recommended in FHWA's Scoping and Conducting Data-Driven 21st Century Transportation System Analyses report9, early in the project, the ICM team should define performance measures that are in line with the project objectives, mitigation strategies under consideration, analysis scenarios, and operational conditions (shaped by the understanding of available data)
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67 NCHRP Document 97: Guide to Effective Freeway Performance Measurement10 is a resource that provides transportation engineers and planners assistance in developing and maintaining a comprehensive freeway performance monitoring program. Multiple aspects of freeway performance were considered, including congestion, mobility, safety, operational efficiency, ride quality, environmental, and customer satisfaction.
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68 Figure 12 reiterates the main objectives of several major stakeholder groups, as outlined in Task 2. For ICM projects that involve any of these stakeholder groups, it would be beneficial to include performance measures tied to these objectives, in addition to any selected from Figure 12.
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69 • Communications – Timeliness and reliability of incident information to incident responders, as well as the traveling public • Connectivity – Number of continuous miles of bicycle and pedestrian facilities, parking availability at transit facilities, parking demand at transit facilities • Equity – Travel times per mode, delays per mode, accidents/crashes per mode Task 7 Checklist • Identify performance metrics that are in line with the project objectives. • Identify data elements needed to evaluate each performance metric.
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70 by reducing the chance of very expensive missteps in implementation, streamlining the implementation process. As the ICM analysis continues in parallel with the ICM system development and design process, it is likely that new strategies, alternatives, and scenarios will emerge that will need to be evaluated within the analysis process; therefore, the flexibility to foresee and account for several iterations of analysis is critical.
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71 (Source: FHWA Traffic Analysis Tools Volume XIII: Integrated Corridor Management Analysis, Modeling, and Simulation Guide) Figure 13.
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72 Data Collection Table 19 shows an example of an at-a-glance high-level summary of the preliminary types of data anticipated to be required for the AMS. The Analysis Plan should also identify those individuals/ stakeholders responsible for compiling the data.
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73 Figure 14 presents a sample view of the cascading effect of corridor concentration in the various types of models. The ICM analysis effort helps illuminate which expectations are realistic, which may be unrealistic, and why.
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74 the region. For those performance measures with no established local value, national benefit valuations may be applied.
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75 number of ramps equipped, number of variable message sign locations, etc.) and added to the infrastructure costs to determine the total estimated cost of the deployment.
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76 Major Issues and Challenges Up to this point, ICM stakeholder engagement efforts have consisted mainly of informal discussions regarding needs and ICM strategy feasibility. Participating entities may seem committed to the ICM project, but there are no guarantees that they will carry out their roles and responsibilities once the ICM system is deployed.
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77 Institutional Agreements14 Institutional agreements govern how ICM stakeholders guide the strategic direction of the ICM deployment over time – including geographic boundaries, scope of actions, financial plan, stakeholder roster, and institutional form. These agreements focus on strategic ownership and delegation of responsibilities for the ICM system.
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78 In these cases, a lightweight approach to formal agreements may serve the ICM stakeholder community well for several years as the ICM solution develops from an early to a more advanced state. Operational Agreements Operational agreements govern the roles, responsibilities, limitations, and tactical interactions among ICM system operators engaged in real-time day-to-day decision-making within the corridor.
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79 on the strategic corridor vision – and the ability to react flexibly and efficiently to the challenge of corridor management. Ad Hoc Coordination (Early Model)
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80 • Ad hoc impact. The ad hoc nature of relationships implies that impact is similarly ad hoc – in some areas may be effective, but in other key areas may have no capability to address corridor issues because of a lack of existing trust relationships.
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81 • Durable Organizational Relationships. Roundtable participation/invitation is based on title, not the individual.
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82 endorsed or specifically chartered as a part of a more comprehensive ICM organizational form (e.g., as might be initiated in the Roundtable of Champions framework)
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83 management effort can be organized around the special events that drive unusually heavy demand patterns. These types of events are likely to impact a wide range of stakeholders, including incident management, transit, pedestrian/bike, and freight stakeholders.
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84 Weaknesses include the following: • Limits of the Playbook. In complex corridors, the number of plays needed in a playbook may grow large quickly.
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85 level of coordinated action and technical integration among ICM stakeholders. Note that the focus of this diagram is at the institutional level – the playbook is no longer the focus.
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86 Third-Party Operator (Advanced Model) This is the most advanced model and represents a level of coordinated action and formalized organizational form at a tier above all other frameworks discussed so far.
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87 Best applied for the following: • Stable Corridors and Short Windows. In an advanced state where corridor conditions and performance are extremely well known, it may be cost-effective to consider a third-party operator.
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88 seamless experience to the public through improved services such as traveler information, incident management, traffic signal operations, special event management, and transit management. Three of the eight Pioneer Sites (Dallas, Minneapolis, and San Diego)
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89 Task Checklist 4. Engage Potential Partners • Convince potential partners of the value of ICM.
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90 Task Checklist 10. Develop Plan for Implementation • Identify dependencies between ICMS projects to come up with an optimal project sequence.
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