# Presentation: 538756

## ITS America Annual MeetingSession 38Managing and Operating the Transportation System

**Christine M. Johnson**

##  “During my tenure as Secretary of Transportation, the benchmark of success for ITS will be the deployment of Intelligent Transportation Systems.”

	Secretary Norman Mineta, ITS America National Summit, April 18, 2001 

- 	Secretary Norman Mineta, ITS America National Summit, April 18, 2001

**Notes:**
At a recent keynote address at the 10 year program plan Summit,  Secretary Mineta challenged us with turning our attention to even more aggressive deployment.

During my tenure as Secretary of Transportation, the benchmark of success for ITS will be the deployment of Intelligent Transportation Systems.”
Secretary Norman Mineta, ITS America National Summit, April 18, 2001

## “Never before in this century, except during the two world wars, has the country’s transportation system been as stressed as it is now” – Washington Post 5/15/01

***No longer a big city problem-Congestion******in small areas grew 300%***

**“*****Never before in this century, except during the two world wars, has the country’s transportation system been as stressed as it is now”***** ****– *****Washington Post 5/15/01***

**Vehicle travel  up 72%****Road Miles, up 1%****1980-1998**

**Notes:**
His challenge is timely. A recent article in the Washington post said that our transportation system has not seen so much congestion stress since World War II.

This chart tells the story.

From 1980 to 1998, vehicle travel increased 72 percent while road capacity increased a little over 1 percent. 

## Preferred Improvements

**Preferred Improvements**

***Percentage of “Great Help” responses shown***

***2/3s of all responses called for improved****** operations!***

**Notes:**
But interestingly, the American public isn’t clamoring for building more roads.  When asked in a nation-wide survey what would  improve  traffic flow in their community – 2/3s of the responses were operations solutions many of which are underpinned with ITS infrastructure.

So the force is with us, right?. . . 

## Congestion Ahead 

- Congestion Ahead

**No Kidding!**
**So what am I supposed to do now!**

**Notes:**
Let’s go back to Secretary Mineta's challenge to us.  His symbol of the current state of ITS deployment is the overhead message sign   “Congestion Ahead”.

“The challenge now is to deploy the systems so that there is enough information to say something more than: ‘Congestion ahead’.  Wouldn't it be great if, instead, that electronic sign told you:  ‘Take exit 34.  Left on Main.  Go three miles.  Re-enter highway.’  Now, that is an intelligent transportation solution.”

I believe that this symbol is uniquely appropriate to our discussion today
It is both indicative of our success 
And the challenges we face ahead

## Metropolitan Travel Management 

**Metropolitan Travel Management**** **

**50 Metro TOCs**

**2255 VMS signs on Freeways and Arterials in 78 metro**** ****areas**

**25% of large city transit with AVL**

**75% Toll Roads w/ETC**

**Notes:**
Success.... in that we have made substantial strides in deploying ITS

Measured by Number of installations

Or number of capital projects – such as new TOCs,  or number of Freeway management systems

(There are a total of 1799 permanent VMS signs deployed in the 78 metro 
areas on Freeways and 456 on Arterials. (Source: Oak Ridge Labs)

## The new challenge: Turning  ITS Projects into  Services 

**Using ITS**
**  ****to operate the system**
**    ****for better efficiency**
**       ****greater safety**
**          ****more productivity**

**Delivering on the Promise**

**Notes:**
But the challenge of tomorrow -- indeed the challenge that the Secretary has given us in the symbol of the “congestion ahead” sign is  turning these ITS projects into SERVICES to the customer

Delivering on the promise of ITS

## From a project based culture.....

**From a project based culture****.....**

**Notes:**
While we have “miles to go” in terms of deploying the ITS infrastructure in some respects the  building  the infrastructure is the  easier  of the challenges.
Why – because it fits in with the culture.  The surface transportation industry,  particularly the highway industry, is a “project” culture. It is one that is organized to  plan, design, and build  PROJECTS, and then carry out other PROJECTS to rehabilitate them.
Success tends to be measured in ribbon cuttings, the number of projects completed and more recently the structural condition of those projects.

## Slide 9

**Notes:**
So even though ITS was not a traditional project,  it was a project that could be planned, designed and built.

Problem was, they had to be operated!  And that stretches the underpinning organizational fabric of  the culture! That is like asking the construction company that built the shopping center, to now run it.  That construction company isn’t organized, staffed or even financed in a way that would allow it to do that –  and in many respects neither are we!

## To  a “Core Mission”

**To  a “Core Mission”**

**From “not my primary mission”**

**Notes:**
Indeed, while many organizations in a metropolitan area AFFECT the way the system operates

Few if any actually have the operation of the system as a CORE MISSION.  Where they are accountable for the way the system  as a whole operated  TODAY

So the next  challenge of  ITS deployment is not only laying down the ITS infrastructure it is also developing the institutions and culture that is accountable for operating the system.

## Take Back The Road

**Incidents**

**Special Events**

**Weather**

**Work Zones**

**Take Back The Road**

**4 Lanes of Highway**

**Demand Management using ITS effectively adds capacity**

**Operations**

**At least I called ahead and delayed the meeting**

**And tell the customer !!**

**Notes:**
Operating it to take back the capacity that the numerous disruptions steal from the roadway every day.

Operating it to give the customer back some control,  and some choices in a very stressed transit and roadway system.

Operating it to make it safer.

## Many areas have pulled it off...

**If only for a few days.**

- Super Bowl

- PGA Championship

- Political National Conventions

- NASCAR

**Notes:**
In fact  is there are  many instances where we pull together and operate the system at what might be called – peak performance  -- Those special events where the mayor or governor believe that their political reputation (or that of the city or state) is on the line.

What’s the difference?  Often for the first time operations becomes  if only for that special event,  a  “Do Whatever It Takes” mission.  Some construction  may be necessary – but the primary load is borne by some kind of transportation operations group that is accountable making the system work – everyday, 24/7.

Those task forces  bring together everyone that can make a difference in making the system work – under a variety of scenarios:  surge loads, terrorism, traffic accidents, adverse weather.  State and local traffic engineers, public safety officials, parking, towing, weather response teams and others who are part of the solution. 

They became a team working hand in glove with constant communications – And they generally succeed!   

## Slide 13

**Notes:**
Having looked at where we do it well we  concluded there are at least  6 elements necessary
1.  ITS infrastructure
2.  Raising the Bar of  individual operations activities -- weather response
      incident management,  signal control
3.  Integrated Planning, Execution and  Accountability
4.  Performance Measures, tools and data
Communication with the customer 
AND VERY IMPORTANT!
6. Spending the Money it Takes -- Operations is not a low cost alternative  to capital investment any more than system preservation is!

## So What are 

- we doing
-  in each of these
-  areas?

## With IT’S A --developing ITS Infrastructure requirements.

**What minimum information should we expect from a  21st Century highway?**

**With IT’S A --developing ITS Infrastructure requirements****.**

**Notes:**
First – real time systems management is not possible without a comprehensive “surveillance” system that delivers information on speed, volume, weather and has some capability to remotely monitor response to incidents and disasters.

We are working with 3 ITSA committees to see if we can develop appropriate specifications to become a part of what we define as a “functional” highway or bridge.

## Peak Performance Raising the Bar

***Designed to help agencies and regions ******diagnose****** where they can improve system management and operations***
**Signal Timing?**
**Incidence response co-ordination?**
**Better weather response?**
** **

**Operation****s**

**Self Assessment**

**Operations Self Assessment**

**Notes:**
Second – Besides updating numerous guide books, we have designed a self assessment tool to help agencies diagnose where they should focus attention in improving the operations of their particular system.

## Peak Performance  Integration

**Architecture Rule **
- The Long Range Plan for Operations
- Required in 4 years
- Brings right players to table
**Workshop on Regional Operating Organizations**
**Sept 18th-19th -  Atlanta**

**Notes:**
Third -- We believe that the planning that will be required for developing regional architecture can catalyze  forming a table with the right players to begin regular planning for operations.

## Peak Performance MeasuresTravel Time Reliability

- 1-week snapshot example
- Day-to-day comparison:  Same trip/same time

- Reliable:  3 of 5 days or 60%

**Notes:**
Fourth.    Measures for accountability

In this last year we have collected several months of continuous freeway data from 10 cities and developed three possible system reliability measures we believe people can relate to – such as a buffer index.  How much extra time do I have to add to my trip planning to account for system reliability?

## Peak Performance  Communicate with Customer

-   **511 – DOT a ****	****phone call ****	****away**

**At least I called ahead and delayed the meeting**

**511 will force integrated accountability**

**AASHTO Steering Committee**
**Model Deployment**
**Guidelines**
**Planning Grants**

**Peak Performance****  ****Communicate with Customer**

**Notes:**
Fifth -- Open lines of communication to the customer.    Nearly everyone has a phone and soon everyone will have an easy-to-remember telephone number to call to get current information on traffic and transit.

Further reinforcing accountability for operations.

## Peak Performance Spend the Money

**Launched Survey**** -- **Are we spending enough?  Does operations compete well?

**Baseline data**
- States - flat 5- 6%
- Cities have grown from 3% to  nearly 7%

**Cities**

**States**

**Operations is not a low cost alternative it is essential!**

**Notes:**
Sixth, Operations takes money!   It is not a low cost option to capital spending anymore than systems preservation is an alternative to adding capacity.   We’ve started to track what agencies are spending and to try to get some factual data on
          1.  Are we spending enough?
          2.  How much does it cost?
          3.  Do operations expenditures compete well in the existing capital oriented decision making process?

## National Dialogue on Operations

**National Dialogue on Operations**

**Public Safety Initiative**

**Regional Meetings**

**Association Dialogues**

**Agendas**

**Agendas**

**Agenda**

**Operations in Planning**

**Agenda**

**Operations Summit**

**Aashto**

**ITE**

**AMPO**

**ITS 10 Yr Plan**

**Get involved! **

**www.ops.fhwa.dot.gov/nat_dialogue.htm**

**Notes:**
All this is part of a National Dialogue to raise awareness of the need to develop an operations mission  if we are going to effectively use technology to take on congestion.  The easiest way to get involved is thru the e-dialogue at: www.ops.fhwa.dot.gov/nat_dialogue.htm

## Condition

- Condition & Performance  Report

**Overall the system is**
** ****operating at a 65%**
** ****reliability**

**Condition**

**But not system performance**

**Notes:**
Isn’t it interesting that  we report on as a nation in great detail, periodically, to Congress on the condition of the nation’s infrastructure but we say virtually  nothing on how well the system performs – in terms of serving the customer on a daily basis.  

While we have numerous measures of  highway infrastructure condition  -- we have few if any measures of system performance.