Advancing Metropolitan 

Planning for Operations 

A Desk Reference 

The Building Blocks of a Model Transportation

Plan Incorporating Operations
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FHWA-HOP-10-027

Advancing Metropolitan Planning for Operations: The Building Blocks of a 

Model Transportation Plan Incorporating Operations - A Desk Reference

Mr. Richard E. Backlund, Federal Highway Administration, COTM

This publication is a resource designed to enable transportation planners and their planning partners to build a transportation 

plan that includes operations objectives, performance measures, and strategies that are relevant to their region, that reflect the 

community’s values and constraints, and that move the region in a direction of improved mobility and safety. It offers practitioners 

a menu of options for incorporating operations into their plans through an organized collection of sample operations objectives 

and performance measures. It also features excerpts from a model metropolitan transportation plan, illustrating the results of an 

objectives-driven, performance-based approach to planning for operations. 

Science Applications International Corporation (SAIC)

8301 Greensboro Drive

McLean, VA 22102

Kittelson & Associates, Inc. ICF International, Inc.

610 SW Alder St, Suite 700 9300 Lee Highway

Portland, Oregon 97205 Fairfax, VA 22031

United States Department of Transportation

Federal Highway Administration

1200 New Jersey Ave., SE

Washington, DC 20590

Phillip Worth (KAI), Jocelyn Bauer (SAIC), Michael Grant (ICF), Jessica Josselyn (KAI), Terence Plaskon (ICF), Mario Candia-Martinez (KAI), Brian Chandler (SAIC), Michael C. Smith 

(SAIC), Beth Wemple (KAI), Elizabeth Wallis (ICF), Anna Chavis (ICF), and Harrison Rue (ICF)

Metropolitan transportation planning, management and

operations, operations objectives, performance measures, 

model plan, safety, reliability, efficiency, transit, freeway, 

arterial. 

No restrictions.

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April 2010

DTFH61-06-D-00005

HOP

2. Government Accession No. 3. Recipient’s Catalog No.

October 2008 – April 2010
The development of this Desk Reference greatly benefited from the contributions of practitioners from 

metropolitan planning organizations, State departments of transportation and transit agencies. FHWA, FTA, 

and authors acknowledge the individuals who provided input through workshops or interviews: 

Kip Billings, Wasatch Front Regional Council, Utah

Jack Boda, San Diego Association of Governments, California

Byron Comati, Southeastern Pennsylvania Transportation Authority

Dean Gustafson, Virginia Department of Transportation

Jason Gutting, Michigan Department of Transportation

Eric Hill, METROPLAN Orlando, Florida

Dan Moore, Rogue Valley Council of Governments, Oregon

Rita Morocoima-Black, Champaign County Regional Planning Commission, Illinois

Koorosh Olyai, Dallas Area Rapid Transit, Texas

Richard Perrin, Genesee Transportation Council, New York

Deena Platman, Metro, Oregon

Joseph J. Quinty, South Florida Regional Transportation Authority

Charlie Reiter, Rochester Olmsted Council of Governments, Minnesota

MaryAnn Waldinger, Community Planning Association of Southwest Idaho

John Ward, Delaware Valley Regional Planning Commission, Pennsylvania

Lance Wilber, Anchorage Metropolitan Area Transportation Solutions, Alaska

Acknowledgements
In Reply Refer To: 

HOTM-1

Dear Colleague,

The Federal Highway Administration’s (FHWA) Office of Planning, Environment, and Realty, 

Office of Operations, the Federal Transit Administration’s (FTA) Office of Planning and 

Environment, along with professionals in the planning and operations communities nationwide, 

are pleased to present three significant new products that work together to advance an outcomesdriven, performance-based approach in the area of Planning for Operations. These three products, 

“Advancing Metropolitan Planning for Operations: An Objectives-Driven, Performance-Based 

Approach – A Guidebook,” “Advancing Metropolitan Planning for Operations: The Building 

Blocks of a Model Transportation Plan Incorporating Operations – A Desk Reference,” and 

“Statewide Opportunities for Integrating Operations, Safety, and Multimodal Planning: A 

Reference Manual” have been developed to act as a companion package of documents and reflect 

the strong continuing collaboration among FHWA, FTA, and professionals in the planning and 

operations communities nationwide. 

The Advancing Planning for Operations Guidebook provides an approach focused on 

operations outcomes that metropolitan area transportation planners and operators can utilize 

to advance performance-driven regional thinking for metropolitan areas. This Guidebook 

utilizes requirements for the Congestion Management Process (CMP) and Management and 

Operations that are contained in the Federal legislation, “Safe, Accountable, Flexible, Efficient 

Transportation Equity Act: A Legacy for Users” (SAFETEA-LU). 

The Model Transportation Plan Desk Reference is intended to be a “toolbox” document that 

provides to planners and operators types of possible operations objectives, with associated 

performance measures, data needs, and strategies, that a metropolitan area can utilize as a 

starting point towards advancing Planning for Operations in their area. In addition to providing 

types of operations objectives to advance, the document includes an illustrative plan to 

visually show “how the pieces fit together,” incorporating outcomes-driven operations into 

the metropolitan planning process. This document was developed in close collaboration with 

a number of metropolitan planning organizations (MPOs) from across the country and it is 

intended to be an easily accessible reference document. 

The Statewide Opportunities Reference Manual is designed to assist managers and staff within 

State DOTs to integrate their functions and to partner with other agencies, such as metropolitan 

planning organizations (MPOs), transit agencies, and local jurisdictions to more effectively 

integrate operations, safety, and planning. Specifically, this manual is designed as a “how to” 

reference that provides practical information on implementing these opportunities, and case 
study examples with “toolkits” to help get started. This document also expands the focus of 

integration to include planning, operations, and safety in a multimodal context. This document 

was developed working closely with the support of a number of State DOT organizations, as well 

as AASHTO, to create a product that is intended to be a readily accessible resource document for 

promoting this Statewide collaboration.

Each of these three documents can be viewed electronically by visiting our U.S. DOT website on 

Planning for Operations at “http://www.plan4operations.dot.gov.” On this website one can also 

find additional associated resources for advancing an outcomes-driven, performance-based approach as part of the Planning for Operations program. 

We look forward to receiving your feedback, reactions, and experiences in implementing this 

concept and utilizing these resources. Please direct any comments, questions, and suggestions to 

any of the following members of our staff:

Richard E. Backlund at richard.backlund@dot.gov, 202-366-8333;

Egan Smith at egan.smith@dot.gov, 202-366-6072; or

John Sprowls at john.sprowls@dot.gov, 202-366-5362.

Sincerely yours,
Executive Summary .................................................................................................................................................... viii

Desk Reference User’s Guide....................................................................................................................................... ix

1.0 Introduction ........................................................................................................................................................... 1

1.1 Planning for Operations in the Metropolitan Transportation Plan.....................................................................................1

1.2 An Objectives-Driven, Performance-Based Approach...............................................................................................................1

1.3 Getting Started With the Approach.......................................................................................................................................................2

1.4 Purpose of the Desk Reference ................................................................................................................................................................4

2.0 Developing Operations Objectives.................................................................................................................... 5

2.1 Outcome-Based and Activity-Based Operations Objectives.................................................................................................5

2.2 Characteristics of Operations Objectives...........................................................................................................................................5

2.3 Scope of Operations Objectives..............................................................................................................................................................6

2.4 Connecting Operations Objectives.......................................................................................................................................................7

2.5 Using Objectives to Identify and Select M&O Strategies.........................................................................................................9

3.0 Menu of Operations Objective .........................................................................................................................10

3.1 Menu Structure and Definitions...........................................................................................................................................................10

3.2 Reference Tables.............................................................................................................................................................................................13

3.2.1 Cross-Reference Table................................................................................................................................................................14

3.2.2 Objectives Summary Table.....................................................................................................................................................19

3.3 Fact Sheets.........................................................................................................................................................................................................36

3.3.1 System Efficiency..........................................................................................................................................................................37

3.3.2 System Reliability..........................................................................................................................................................................46

3.3.3 System Options.............................................................................................................................................................................52

3.3.4 Arterial Management.................................................................................................................................................................57

3.3.5 Emergency/Incident Management..................................................................................................................................63

3.3.6 Freeway Management..............................................................................................................................................................73

3.3.7 Freight Management.................................................................................................................................................................80

3.3.8 Special Event Management...................................................................................................................................................86

3.3.9 Transit Operations and Management .............................................................................................................................92

3.3.10 Travel Demand Management............................................................................................................................................100

3.3.11 Travel Weather Management ............................................................................................................................................107

3.3.12 Traveler Information ................................................................................................................................................................112

3.3.13 Work Zone Management.....................................................................................................................................................116

4.0 Model Metropolitan Transportation Plan.....................................................................................................122

4.1 One Size Does Not Fit All........................................................................................................................................................................122

4.2 Model Plan Overview...............................................................................................................................................................................122

4.3 Model Plan Excerpts..................................................................................................................................................................................123

5.0 References and Resources ...............................................................................................................................145

Contents
vi | Advancing Metropolitan Planning for Operations

Acronyms

CMF Crash Modification Factor

CMP Congestion Management Process

DOT Department of Transportation

ETC Electronic Toll Collector

FHWA Federal Highway Administration

FTA Federal Transit Administration

ITS Intelligent Transportation System

HOT High Occupancy/Toll

HOV High Occupancy Vehicle

HSM Highway Safety Manual: 1st Edition

LOS Level of Service

M&O Management and Operations

MPO Metropolitan Planning Organization

MTP Metropolitan Transportation Plan

SAFETEA-LU Safe, Accountable, Flexible, Efficient Transportation Equity Act – A Legacy for Users

SOV Single Occupancy Vehicle

SMART Specific, Measurable, Agreed, Realistic, Time-Bound

TIP Transportation Improvement Program

TMC Transportation Management Center

TSM&O Transportation Systems Management and Operations

TTI Travel Time Index

VMT Vehicle Miles Travelled
Advancing Metropolitan Planning for Operations | vii

Advancing Metropolitan Planning for Operations: The 

Building Blocks of a Model Transportation Plan Incorporating 

Operations - A Desk Reference is a resource designed to 

enable transportation planners and their planning partners 

to build a transportation plan that includes operations 

objectives, performance measures, and strategies that are 

relevant to their region, that reflect the community’s values 

and constraints, and that move the region in a direction 

of improved mobility and safety. It offers practitioners a 

menu of options for incorporating operations into their 

plans through an organized collection of sample operations 

objectives and performance measures. It also features 

excerpts from a model metropolitan transportation plan, 

illustrating the results of an objectives-driven, performancebased approach to planning for operations. Succinct 

commentary on the excerpts ensures a clear understanding 

of the benefits and applications of each element presented.

This reference is a companion to the Federal Highway 

Administration (FHWA) and Federal Transit Administration 

(FTA) resource, Advancing Metropolitan Planning for 

Operations: An Objectives-Driven, Performance-Based 

Approach - A Guidebook.1

 The guidebook introduces 

the objectives-driven, performance-based approach 

to planning for operations and how to use this 

approach while this desk reference supplies the reader 

with tangible examples of operations objectives and 

associated performance measures that can be tailored 

for a specific region or pulled directly into a metropolitan 

transportation plan (MTP). The resources are provided to 

assist metropolitan planning organizations (MPOs) and their 

planning partners in addressing the Federal requirements to 

include “operational and management strategies to improve 

the performance of existing transportation facilities” in 

the MTP and “promote efficient system management and 

operation.”2

 The collection of operations objectives and 

the model plan excerpts can be used to inspire discussion 

among operations planning partners as they work to 

develop their own operations objectives and a plan that 

reflects this approach. 

This is not a document that needs to be read from cover to 

cover for the full benefit. The reader is encouraged to use 

the table of contents and reference tables in Section 3.2 to 

locate information of interest. Section 1, Introduction, 

Executive Summary

and Section 2, Developing Operations Objectives, offer 

background to the desk reference and the objectivesdriven, performance-based approach. These sections are 

helpful in orienting the reader to the information found in 

the remainder of the document.

Section 3, Menu of Operations Objectives, is for the 

reader interested in creating operations objectives and 

performance measures to be included in the MTP or other 

planning documents. This section contains cross-reference 

tables to locate operations objectives related to a specific 

interest. Following the table is a collection of information 

sheets that hold operations objectives and their associated 

performance measures, data needs, management and 

operations (M&O) strategies, and a sampling of safety 

benefits. The information sheets are organized according 

to desired system performance outcomes (e.g., efficiency, 

reliability, quality) and operations areas (e.g., arterial 

management, work zones, incident and emergency 

management). Each sheet gives one or more operations 

objectives focused on a specific topic, such as "System 

Efficiency: Extent of Congestion." Performance measures 

needed to assess progress toward those objectives are 

given along with a list of anticipated data needs. Potential 

data resources or necessary partners are listed as well as a 

short description of M&O strategies that may be considered 

in achieving the objectives. Finally, safety benefits that 

result from achieving the operations objectives may be 

described.

Readers are encouraged to consult Section 4, Model 

Metropolitan Transportation Plan, when developing 

or updating a plan. This model reflects the use of an 

objectives-driven, performance-based approach to 

planning for operations and its effects on the content 

and focus of the MTP. Sections of a plan offer an 

illustration of how a plan incorporates this approach while 

acknowledging that no single format will fit all regions. 

Excerpts of this plan have been tailored for three levels of 

operations planning: basic, advancing, and comprehensive. 

This will allow readers from a range of regions to find useful 

examples.

Finally, Section 5, References and Resources, gives the 

readers a list of other sources on which to rely for additional 

information or assistance.

1 U.S. Department of Transportation, Federal Highway Administration and Federal Transit Administration, Advancing Metropolitan Planning for Operations: An 

Objectives-Driven, Performance-Based Approach - A Guidebook, Publication No. FHWA-HOP-10-026, http://www.plan4operations.dot.gov/.

2 “Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU),” Section 6001(i), 2005.
viii | Advancing Metropolitan Planning for Operations

• Emergency/Incident Management

• Freeway Management

• Freight Management

• Special Event Management

• Transit Operations and Management

• Travel Demand Management

• Travel Weather Management

• Traveler Information

• Work Zone Management

Section 4

Model Metropolitan Transportation Plan: Provides excerpts 

from a model metropolitan transportation plan (MTP) 

to illustrate what operations-related elements of a plan 

could look like when developed with an objectives-driven, 

performance-based approach. 

Section 5

References and Resources: Lists other sources on which to 

rely for additional information or assistance. 

The remainder of the user’s guide will lead you to specific 

sections of the desk reference based on your purpose for 

going to this tool. On the next page are a list of reasons for 

going to the desk reference and descriptions of how to use 

the tool based on those reasons. 

Desk Reference User's Guide

This desk reference is meant to assist you, the reader, 

in cultivating an objectives-driven, performance-based 

approach to planning for operations in your region. This 

quick user’s guide will help you in accomplishing your goals 

as you turn to this desk reference. 

The desk reference is organized into five sections:

Section 1

Introduction: Provides a quick overview of the objectivesdriven, performance-based approach to planning for 

operations. 

Section 2

Developing Operations Objectives: Gives the fundamentals 

of developing operations objectives, a cornerstone of the 

objectives-driven, performance-based approach.

Section 3

Menu of Operations Objectives: Offers the reader 

numerous examples of operations objectives and their 

associated performance measures, data needs, and other 

related information. The operations objectives are displayed 

in reference tables and on one- to two-page “fact sheets.” 

The objectives are organized in the following categories:

• System Efficiency 

• System Reliability

• System Options 

• Arterial Management 
Advancing Metropolitan Planning for Operations | ix

Purpose for Going to the Desk 

Reference Recommended Actions

Answer the question “What is an objectives-driven, 

performance-based approach?”

Read Section 1.2.

Get ideas for operations objectives to be included 

in the MTP (or supporting operations planning 

documents).

Go to Objectives Summary Table on page 19. This table 

lists all operations objectives found in the fact sheets.

Find an operations objective for a specific operations 

area such as traveler information. 

Go to Cross-Reference Table on page 14. Look for 

a column heading matching the operations area of 

interest and look up the fact sheets corresponding to 

that operations area.

Find operations objectives for a specific mode such as 

transit.

Go to Cross-Reference Table on page 14. Look for 

a column heading matching the mode of interest 

and look up the fact sheets corresponding to that 

operations area. 

Learn what performance measures and data would be 

needed to track an operations objective.

Find the operations objective in Objectives Summary 

Table on page 19 and then go to the fact sheet 

containing the operations objective. 

Find potential M&O strategies to help improve 

transportation system efficiency, reliability, or options.

Examine the M&O strategies listed on fact sheets in 

the category of system efficiency, reliability, or options. 

Refer to Cross-Reference Table on page 14 and look for 

operations objective fact sheets that correspond to the 

system outcome category of interest.

See an example of how to shape the operations-related 

portions of the MTP to incorporate selected operations 

objectives and performance measures. 

Read Section 4 to see excerpts of a model plan 

incorporating operations objectives.

Introduction

Advancing Metropolitan Planning for Operations | 1 

1.1 Planning for Operations in the 

Metropolitan Transportation Plan

As concern grows about the overall performance of 

our transportation system, metropolitan planning 

organizations (MPOs) around the country increasingly 

see operational improvements as serving an important 

role in addressing regional transportation challenges. In 

most urban areas, traffic congestion now occurs more 

frequently throughout the day and on more roadways 

than in the past. Funding for major new highway and 

transit capacity projects is limited, and the time it takes to 

plan and construct new infrastructure means that it can 

be years or decades to realize their effects. At the same 

time, much of the traffic delay on roadways is caused by 

incidents, weather conditions, special events, and other 

factors that require more immediate solutions and are not 

solved solely through transportation infrastructure. Effective 

transportation solutions are needed to remain competitive 

in a global economy, address climate change, and meet 

transportation system user expectations. The public is 

increasingly calling for greater government transparency, 

travel options, and information to make travel decisions.

Transportation system management and operations (M&O) 

strategies are designed to optimize the performance of the 

transportation system. They allow for a more immediate 

response to traveler concerns than capacity projects 

offer while improving the reliability, security, and safety of 

the multimodal transportation system. While operations 

strategies focus primarily on improving system efficiency, 

reliability, and options, these strategies often have 

important safety benefits as well. For instance, improving 

operations through better work zone management, 

weather information, and traveler information can help to 

reduce crashes and improve safety. Since incidents are a 

major source of non-recurring delay, strategies to improve 

system operations can include safety strategies that reduce 

crashes.

Traditionally, the metropolitan transportation planning 

process has not focused significant attention on 

transportation operations. Given the challenges facing the 

transportation system, the availability of new technologies, 

and public expectations, planning for operations is 

increasingly being recognized as an important element 

1.0 Introduction

of the metropolitan transportation planning process. 

Moreover, the Safe, Accountable, Flexible, Efficient 

Transportation Equity Act: A Legacy for Users (SAFETEA-LU) 

specifically requires that metropolitan transportation plans 

(MTP) include “operational and management strategies 

to improve the performance of existing transportation 

facilities to relieve vehicular congestion and maximize the 

safety and mobility of people and goods.”3 Addressing 

these challenges requires a new way of doing business — a 

strategic and informed approach to planning for operations.

1.2 An Objectives-Driven, 

Performance-Based Approach

The Federal Highway Administration (FHWA) and the 

Federal Transit Administration (FTA) promote the use of 

an objectives-driven, performance-based approach to 

planning for operations as an effective way to integrate 

operations in the MTP. The resource, Advancing Metropolitan 

Planning for Operations: An Objectives-Driven, PerformanceBased Approach - A Guidebook 4 describes a recommended 

approach for shifting from a project-based approach 

focused on addressing problems to an objectives-driven, 

performance-based approach. The recommended 

approach focuses on working toward desired system 

performance outcomes rather than just responding to 

problems. This approach recognizes that what is measured 

matters in decisionmaking, and setting specific, measurable 

performance objectives will facilitate incorporating 

operations strategies into the MTP. An objectives-driven, 

performance-based approach, therefore, is recommended 

as a means to meet Federal transportation planning 

requirements for including “operational and management 

strategies to improve the performance of existing 

transportation facilities” in the MTP and promoting “efficient 

system management and operation.”5

A key element of this approach is developing 

operations objectives that state what a region plans to 

achieve regarding the operational performance of the 

transportation system. Operations objectives are included 

in the MTP and guide incorporating operations into the 

plan and transportation improvement program (TIP). These 

objectives provide specific, measurable, agreed-upon 

statements of system performance that can be tracked on 

the regional level and inform cyclical investment decisions. 

3 “Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU),” Section 6001(i), 2005.

4 U.S. Department of Transportation, Federal Highway Administration and Federal Transit Administration, Advancing Metropolitan Planning for Operations: An 

Objectives-Driven, Performance-Based Approach - A Guidebook, Publication No. FHWA-HOP-10-026, http://www.plan4operations.dot.gov/.

5 “Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU),” Section 6001(i), 2005.
Introduction

2 | Advancing Metropolitan Planning for Operations

A plan developed using an objectives-driven, performancebased approach for operations provides a direct connection 

between operations objectives and project selection. 

The objectives may relate to issues such as recurring and 

non-recurring congestion, access to traveler information, 

emergency response time, incident management 

coordination, and transit operations, among others. 

An objectives-driven, performance-based approach 

to planning for operations within a metropolitan area 

includes the elements in the following list, conducted in 

collaboration among planners, transportation providers, 

operators, and other stakeholders.

• Regional Goals. Establish one or more goals that focus on 

efficiently managing and operating the transportation 

system (in response to Federal requirements).

• Operations Objectives. Develop operations objectives — 

specific, measurable statements of performance — to 

include in the MTP that will lead to accomplishing the 

goal or goals.

• Performance Measures. Using a systematic approach, 

develop performance measures, analyze transportation 

performance issues, and recommend M&O strategies.

• M&O Strategies. Select M&O strategies within fiscal 

constraints to meet operations objectives for inclusion in 

the MTP and TIP.

• Investment and Implementation. Implement strategies, 

including program investments, collaborative activities, 

and projects.

• Monitoring and Evaluation. Monitor and evaluate the 

effectiveness of implemented strategies and track 

progress toward meeting operations objectives. 

1.3 Getting Started with the 

Approach

Using an objectives-driven, performance-based approach 

to plan for operations can seem daunting to MPOs that are 

just beginning to incorporate operations into their planning 

process. Taking small steps toward building this approach 

can help make it accessible. 

Engage Operating Agencies in Your Region

A first step in the approach is simply to bring together 

operating agency managers to begin a dialogue about 

improving system performance in the region. Operating 

agencies are typically already at the MPO table and 

involved in the transportation planning process. However, 

it is important to engage day-to-day operating agency 

managers from a systems operations perspective and not 

simply as advocates for capital projects. Developing an 

interagency committee that focuses on improving regional 

management and operations that meets regularly has been 

an effective technique used by several MPOs to engage 

operators in addressing regional operations. MPOs can 

use this forum to determine system performance priorities 

in the region, operations objectives, data availability, and 

funding opportunities. 

CMP uses this

approach with a focus

on congestion

Figure 1. An Objectives-Driven, Performance-Based Approach to Planning for Operations
Introduction

Advancing Metropolitan Planning for Operations | 3 

Raise Visibility and Support of Operations among 

Decisionmakers in the Region

In preparing decisionmakers to commit to operations 

objectives, it is necessary to first raise their awareness of 

both system performance issues in the region and the value 

of operational improvements. In some regions, this has 

been done through presentations to the MPO board and 

managing operating agency management. Other regions 

have used fliers and brochures to highlight the benefits that 

operational improvements bring at a relatively low cost and 

in a short timeframe. 

Develop One or More Goals that Focus on the Desired 

Operational Performance of the Transportation 

System

Establish one or more goals that focus on efficiently 

managing and operating the transportation system to 

be included in the MTP. The goals provide a basis for 

developing the operations objectives and should reflect 

input from operators in the region. A goal is a broad 

statement that describes a desired end state. In the 

metropolitan transportation planning process, goals stem 

from the values inherent in the region’s vision. The goals 

may be created during the development or update of the 

MTP or in anticipation of the next update cycle. 

Develop a Small Number of Simple Operations 

Objectives

Based on the identified operations goals, work with 

operators in the region to develop a small number of 

operations objectives that accurately reflect what the region 

would like to achieve and that stakeholders believe can 

be achieved within a certain timeframe. These operations 

objectives may start out as vague and then grow in 

specificity as the iterative process to define and refine 

the operations objectives advances. As the operations 

objectives become more precise, performance measures 

should be selected to provide adequate information to 

planners, operators, and decisionmakers on progress 

toward achieving the identified objectives. Throughout this 

process, it is vital that the agencies necessary for achieving 

the objectives be committed to realizing them. 

Forming the Operations Objectives

• Initially focus on what to improve, such as delay or 

clearance time. Developing an objective around 

an important issue in the region — something that 

decisionmakers and the public care deeply about — will 

aid in getting buy-in and commitment to the objective.

• Select the area and time of focus, such as regionally 

significant arterials during peak hours.

• Identify what data is currently being collected in the 

region and may be available for tracking the objectives. 

Based on this information, make the operations objectives 

more specific and link them to performance measures.

• As fiscal constraints are applied while developing the 

MTP or as resources available from other sources become 

known, revisit the operations objectives to ensure 

feasibility.

• Collect baseline data for performance measures. 

Performance targets can be introduced into the 

operations objectives or adjusted with an understanding 

of baseline performance. 

Use Operations Objectives to Identify and Select 

M&O Strategies for MTP and TIP

Once operations objectives have been decided upon, it is 

vital that they be used to influence the selection of projects 

and programs. In collaboration with operators in the region, 

M&O strategies should be identified and fully defined within 

the MTP that help to achieve the operations objectives. In 

selecting projects for funding, the ability to contribute to 

achieving the operations objectives should be included 

as a significant prioritization factor. The capability of the 

MPO to determine the impact of projects on the operations 

objectives may begin at a rudimentary level and become 

more comprehensive over time as the MPO improves its 

data resources and analytical tools.6

Collect Data on Selected Performance Measures to 

Monitor and Report Progress toward Objectives

Based on resource availability among the MPO and the 

collaborating operating agencies, a regular schedule for 

collecting data on each performance measure should be 

established. The difficulty of this element depends on 

the selection of operations objectives. Monitoring system 

performance should be sufficient to detect progress 

toward the region’s operations objectives. Both to inform 

collaborating partners and decisionmakers as well as to 

maintain their interest, the results of the performance 

monitoring should be regularly reported, whether as a 

simple memo distributed to the participating agencies and 

MPO board or a glossy, full-color publication for the public. 

This information should be used to adjust investments or 

operations objectives that are no longer appropriate or 

beneficial.

6 See Federal Highway Administration, “Applying Analysis Tools in Planning for Operations,” (draft brochure) for more information.
Introduction

4 | Advancing Metropolitan Planning for Operations

1.4 Purpose of the Desk Reference

This desk reference is designed as a practical resource for 

MPOs and their partners — including State departments 

of transportation (DOT), transit agencies, and local 

governments — to advance operations in the metropolitan 

transportation planning process. It recognizes the 

wide diversity of MPOs in terms of size, growth, and 

congestion issues. Consequently, it is designed with 

flexibility in mind. The information contained in this 

document should help support efforts in small, medium, 

and large regions to incorporate operations objectives 

suitable to their unique circumstances and needs in their 

MTPs. This document should be used as a companion 

to the guidebook, Advancing Metropolitan Planning for 

Operations: An Objectives-Driven, Performance-Based 

Approach - A Guidebook. The guidebook describes how to 

use the objectives-driven, performance-based approach 

to integrate operations into the metropolitan planning 

process. This desk reference gives practitioners tangible 

examples of operations objectives that can be drawn from, 

in whole or in part, to develop MTPs. Additionally, the desk 

reference contains excerpts from a fictitious model plan 

showing how an MTP would incorporate operations using 

operations objectives and performance measures. 

This desk reference contains the following sections:

Section 1, Introduction. An overview of the objectivesdriven, performance-based approach is provided in this 

section. It also features ideas for getting started with 

implementing the approach for regions that are just 

beginning to incorporate operations into their metropolitan 

planning process.

Section 2, Developing Operations Objectives. This 

section provides a brief background on characteristics 

of operations objectives and provides a hierarchy for 

considering and developing operations objectives that 

might be included in an MTP. 

Section 3, Menu of Operations Objectives. This 

section provides a set of sample operations objectives 

and associated performance measures and data needs 

organized by desired system outcomes and management 

and operations area. Reference tables are available in the 

beginning of the section to allow readers to find operations 

objectives based on their particular interest. Following 

the tables, are one- to two-page information sheets (fact 

sheets) that group together similar objectives under each 

category. The sheets contain sample operations objectives, 

performance measures, data required, and sample M&O 

strategies that may be considered to meet the objectives. 

In addition, any known safety benefits that may be realized 

by reaching the operations objectives on the sheet are 

highlighted.

Section 4, Model Transportation Plan. This section 

of the desk reference provides examples from a model 

metropolitan transportation plan that illustrate the 

integration of operations using the objectives-driven, 

performance-based approach. Examples of applying the 

approach from a basic, advancing, and comprehensive level 

are given to provide readers with a stronger understanding 

of how the approach may affect their MTPs. 

Section 5, References and Resources. The document 

ends with information on additional references and 

resources to help in advancing operations in the 

metropolitan transportation planning process. 
Developing

Objectives

Advancing Metropolitan Planning for Operations | 5 

2.0 Developing Operations Objectives 

Operations objectives and their associated performance 

measures are the focal point for integrating operations 

into the planning process. They are contained in the MTP 

and guide the discussion about operations in the region. 

While goals relate to the overall vision or desired end-result, 

operations objectives are specific and measurable. Unlike 

goals, progress toward an operations objective and its 

achievement can be evaluated with performance measures.

Regional goals reflect the region’s values and vision for the 

future, and operations objectives should be developed 

to support one or more regional goals. This ensures that 

projects developed based on operations objectives are 

responding to the explicit values and overall goals for 

the region. Operations objectives describe what needs 

to occur to accomplish a regional goal. The operations 

objectives state what a region plans to achieve concerning 

the operational performance of the transportation system 

and help to determine what strategies and investments to 

include in the MTP. 

Operations objectives typically place a focus on issues 

of congestion, reliability, safety and security, incident 

management, and work zone management, among 

other issues. Operations objectives aim to “optimize the 

performance of existing [and planned] infrastructure 

through the implementation of multimodal and intermodal, 

cross-jurisdictional systems, services, and projects designed 

to preserve capacity and improve security, safety, and 

reliability of the transportation system.”7

2.1 Outcome-Based and ActivityBased Operations Objectives

The operations objectives contained in Section 3 range 

from objectives that focus on high-level outcomes, such 

as system reliability, to objectives that focus on low-level 

operations activities, such as signal timing. Operations 

objectives span a continuum between outcome-oriented 

(higher order) to activity-oriented (lower order) objectives. 

While there is not a strict boundary between the two 

primary orientations, most fit within one label or the other. 

Given that the fundamental purpose of M&O strategies is to 

improve the transportation system, operations objectives 

that guide operations throughout the plan are preferably 

described in terms of those system performance outcomes 

experienced by users. Aspects of system performance 

experienced by the user include travel times, travel time 

reliability, and access to traveler information. The public 

cares about these measures, and, in many regions, data 

may be available to develop specific outcome-based 

operations objectives. Regions also may develop operations 

objectives that are activity-based and support desired 

system performance outcomes. Planners may find that the 

activity-based objectives are more appropriate for guiding 

the development of specific sections of the MTP or for use 

in supporting documents such as the regional concept for 

transportation operations. All lower level, activity-oriented 

operations objectives should support an existing outcomeoriented operations objective, providing a simple check to 

make sure that operations activities are performed in pursuit 

of a system performance outcome.

By establishing one or more activity-based objectives for 

each outcome-based objective, planners and operators 

further define how each outcome-based objective can be 

accomplished. Planners and operators can develop specific 

M&O strategies or actions to support the objectives and, 

in turn, the goals by examining how the activity-based 

objectives can be accomplished.

2.2 Characteristics of Operations 

Objectives

By creating specific, measurable objectives for operations, 

regions can use these operations objectives for making 

investment decisions as well as tracking progress. 

An operations objective should have the SMART 

characteristics defined below:

• Specific. The objective provides sufficient specificity (e.g., 

decrease travel time delay) to guide formulating viable 

approaches to achieving the objective without dictating 

the approach.

• Measurable. The objective facilitates quantitative 

evaluation (e.g., by 10 percent), saying how many or how 

much should be accomplished. Tracking progress against 

the objective enables an assessment of the effectiveness 

of an action or set of actions.

• Agreed. Planners, operators, and relevant planning 

participants come to a consensus on a common objective. 

This is most effective when the planning process involves 

a wide range of stakeholders to facilitate regional 

collaboration and coordination.

7 Excerpted from the definition of transportation systems management and operations (TSM&O) in the SAFETEA-LU Technical Corrections Act of 2008 that 

amended Section 101(a) of Title 23 U.S.C.
6 | Advancing Metropolitan Planning for Operations

Developing

Objectives

• Realistic. The objective can reasonably be accomplished 

within the limitations of resources and other demands. 

The objective may require substantial coordination, 

collaboration, and investment to achieve. Because 

determining the realism of the objective cannot occur 

until after strategies and costs are defined, the objective 

may need to be adjusted to be achievable.

• Time-Bound. The objective identifies a timeframe within 

which it will be achieved (e.g., within 5 years).

By selecting a performance target as part of the operations 

objective, regions make decisions knowing the degree 

of improvement they are striving for rather than just the 

direction of improvement. For example, the objective of 

“decrease travel time delay” conveys direction (“decrease”) 

but does not indicate the desired degree of improvement. 

The objective “decrease travel time delay by 10 percent 

within 5 years” gives the region a specific and measurable 

target to reach. 

It is common for metropolitan transportation plans to have 

more general objectives relating to the performance of the 

transportation system, such as, “Relieve congestion on the 

freeway and arterial systems in the region.” This example 

objective provides the direction—to relieve congestion—

but does not express to what degree it must be relieved to 

be met. 

To make this objective SMART, it must define congestion 

in measurable terms. One measure used for congestion 

is the travel time index that compares travel during peak 

periods to travel at free flow or the posted speed limit. In 

addition, the objective needs a performance target for the 

region, such as a 0.10-point reduction in the index. The 

objective also must establish the timeframe in which it must 

be accomplished. Establishing a realistic objective and 

reaching agreement on it must be done within the context 

of the region and the participating organizations. Using the 

SMART characteristics as a guide, the general operations 

objective, “Relieve congestion on the freeway and arterial 

systems in the region” can be transformed into a SMART 

objective: “Reduce the regional average travel time index on 

freeways and arterials in the region by 0.10 points within 10 

years.”

Incorporating SMART operations objectives into the MTP 

provides the opportunity for decisionmakers to invest in 

near-term, relatively low-cost operations strategies that 

provide immediate improvements to the transportation 

system. These can complement longer-term improvement 

strategies that may require time to study and fund. Thus, it 

would be appropriate for an operations objective to have 

a timeframe that is shorter than the horizon year of the 

MTP. The cyclical updates required of these plans provide 

the logical opportunities to determine if adjustments are 

needed to the timeframe or degree of the objective and 

help determine whether different or additional actions are 

appropriate. 

2.3 Scope of Operations Objectives

An operations objective is the product of many decisions. 

As mentioned in the previous section, those who draft the 

objective must decide on what they want to improve or 

maintain, the direction of that improvement (e.g., increase), 

the degree of improvement desired (e.g., by 25 percent), 

and the timeframe for reaching the objective (e.g., within 10 

years). 

In determining what to improve, several dimensions often 

come into consideration. These dimensions determine 

the scope of the operations objective. One or more of the 

following dimensions may need to be addressed while 

developing or refining the objective. In using the menu 

of objectives in the next section, the dimensions of the 

objective can be tailored to specific needs of the region.

• Area. This dimension defines the spatial aspect of the 

objective. What is the geographic area of focus? Does 

the objective aim to make improvements for the entire 

region, urban centers, corridors, freight-significant 

highways, work zones near major activity centers in the 

region, or another area? 

• Time. What are the time periods of interest for 

operational improvements? Is there a focus on peak 

periods, off-peak periods, weekdays, during certain 

events, or other times? Frequently, operations objectives 

aim to make improvements during all time periods. 

• Mode and Facility Type. Is the objective mode-neutral 

or does it target one or more specific modes such as 

walking, bicycling, public transit, or facility types such as 

highways/arterials, rails, or local connectors?

• User Type. Is there a particular transportation system 

user type that is the focus of this operations objective? 

Does the objective center on freight companies, singleoccupancy vehicle drivers, transit-only travelers, or 

others?

While defining operations objectives, developers must 

consider how best to measure progress toward the 

objective because this impacts how the objective is stated 

and, subsequently, the improvements that are made. This 

process includes considerations such as whether the 

improvements are measured per person, per vehicle, per 

facility, or for the total population. Does the region want to 

improve the average performance or make strides toward 

reducing the worst performance? These are strategic 

decisions that must be made when developing operations 

objectives. 

In the menu of objectives in Section 3, the scope of the 

objective can be adjusted along these dimensions to fit a 

region’s specific needs.
Developing

Objectives

Advancing Metropolitan Planning for Operations | 7 

2.4 Connecting Operations Objectives

Using the structure of a tree to develop operations 

objectives and ensure that the supporting connections exist 

is a common technique in strategic planning and systems 

analysis. The method of developing an objectives tree is 

more fully described in other resources,8 but an example 

can be found in Figure 2, which illustrates the parts of an 

objectives tree. For the sake of brevity, the operations 

objectives are not written as full SMART objectives in the 

figure.

The objectives tree concept can be put to use in developing 

a logical set of operations objectives and in understanding 

the necessary connections between goals, operations 

objectives, and management and operations strategies. 

An objective tree illustrates the logical hierarchy that exists 

between outcome-based objectives and activity-based 

objectives. It can be used to connect regional goals to 

objectives and objectives to M&O strategies. It is also 

helpful in thinking through the interactions between 

operations objectives. 

An objectives tree begins with a broad goal or high-order 

objective relating to the performance of the transportation 

system. This objective answers the question, “What do 

we ultimately want to achieve?” Examples may focus on 

improved system reliability, efficiency, system options, or 

high service quality. In the example shown in Figure 2, the 

tree begins with the broad goal, “Improve system reliability.” 

Based on that goal, the higher-order, outcome-based 

objective, “Reduce nonrecurring delay” was formed. This is 

how the region aims to achieve its goal of improving system 

reliability. From this high-order objective, the developers 

form more specific and detailed operations objectives 

that answer the question, “How can this objective be 

accomplished?” These detailed or lower order objectives 

are then linked to the higher order objective. This process 

is repeated for each goal or high-order objective until 

the developers reach the point where the lower order 

operations objectives can be acted upon. These are 

typically activity-oriented operations objectives that can 

be readily addressed through one or more M&O strategies. 

Lower order operations objectives connected to a higher 

operations objective answer the question of how that 

higher objective can be accomplished. Similarly, the higher 

operations objective answers the question of why the 

lower objective should be accomplished. M&O strategies 

can be placed below each of the lowest objectives in the 

tree to indicate which strategies are needed to accomplish 

those objectives. In Figure 2, the M&O strategy of “Organize 

additional regional coordinated incident response teams 

to cover six more corridors” stems from one of the activitybased objectives.

Regions can select which operations objectives in the 

objectives tree are most important to be included in the 

MTP or other planning documents. Outcome-oriented 

objectives such as those that may be near the top of an 

objectives tree are used to guide the operations elements 

of the entire plan. Activity-based objectives are used 

in specific sections to guide the development of M&O 

strategies.

8 See J. Gibson and W. Scherer, (W. Gibson, ed.), How to Do Systems Analysis, “Chapter 3: Goal Development,” (Hoboken, NJ: Wiley & Sons, 2007).
8 | Advancing Metropolitan Planning for Operations

Developing

Objectives

Figure 2. Example of an Objectives Tree

Regional GoalsOutcome-OrientedOperations ObjectivesActivity-BasedOperations ObjectivesManagement and Operations Strategies

Improve Work Zone

Management

Improve Special

Event Management

Improve Transportation 

Incident Management

Improve Travel

Weather Management

Improve Emergency 

Management

BROADER, OUTCOME-BASED ACTION-ORIENTED ILED, TA DE

Improve System Reliability

Reduce Non-Recurring Delay

Per Person

Reduce Unscheduled

Non-Recurring Delay

Per Person

Reduce Scheduled

Non-Recurring Delay

Per Person

Reduce Time to

Post a Traveler Alert 

on Dynamic Message Signs

Increase Number of Traffic

Signals Equipped with

Emergency Vehicle Preemption

and Transit Signal Priority

Increase the Number of Corridors 

in the Region Covered by Regional

Coordinated Incident Response Teams

Organize Additional Regional

Coordinated Incident Response

Teams to Cover 6 More Corridors
Developing

Objectives

Advancing Metropolitan Planning for Operations | 9 

2.5 Using Objectives to Identify and 

Select M&O Strategies

Operations objectives are used within the regional 

transportation planning process to help select strategies 

that will be included in the MTP and corresponding TIP. This 

occurs through a systematic process in which objectives 

lead to performance measures, data collection and analysis, 

and identification and prioritization of strategies. Each 

of the sample objectives in Section 3 identifies sample 

performance measures; anticipated data needs, data 

resources, and partners; and M&O strategies to consider.9

Specifically, developing operations objectives leads to 

performance measures that can be used to assess and track 

regional system performance. These regional performance 

measures can be tracked and forecasted under various 

plan scenarios. By identifying specific and measurable 

performance outcomes, operations objectives also can 

lead to developing performance measures at a micro level, 

such as to determine the performance of corridors, road 

segments, intersections, or transit routes. For instance, while 

an operations objective might include a specific target for 

regional delay, different thresholds can be used to define 

unacceptable delay within the region based on location 

(e.g., urban or suburban), facility type (e.g., freeway, highoccupancy vehicle [HOV] lane, transit route, arterial), and 

time period (e.g., peak commute periods, periods of special 

events). 

Data are needed to use performance measures. 

Consequently, collecting data for performance measures 

is a key step in the planning process. Limitations in data 

are often a concern in selecting performance measures, 

particularly since MPOs typically are not responsible for 

operating the transportation system. However, many types 

of data currently are being collected by MPOs (e.g., census 

data on journeys to work, population, traffic counts, travel 

times). A wealth of data is being collected by transportation 

system operators, such as transit agencies, State DOTs, local 

transportation agencies, and toll authorities. It particular, 

intelligent transportation systems (ITS), such as toll tag 

readers, video detector systems, and traffic management 

systems, offer the opportunity for more detailed data to 

be used in planning, enabling analysis of issues such as 

variations in travel speeds. MPOs can team with agencies to 

collect and use the data. 

An analysis of system- and corridor-level deficiencies (e.g., 

problems in specific parts of the region and corridors, times 

of year, or types of trips) and financial constraints should be 

used to help identify and select specific M&O strategies to 

include in the MTP and TIP. The assessment should consider 

cost-effectiveness in meeting operations objectives along 

with co-benefits, such as improved safety, and ability to 

support other regional goals. Analysis tools, such as sketch 

planning tools, travel demand forecasting model postprocessors, and simulation modeling may be used to help 

forecast system deficiencies and analyze the potential 

benefits of operations strategies. 

It is important to recognize that M&O strategies may be 

implemented as individual programs or projects, such as a 

regional incident management system, traveler information 

system, or transit smart card. They also can be implemented 

as part of transportation preservation projects, safety 

projects, or capacity improvements. For instance, as part of 

any new highway expansion, it may be useful to consider 

the role of transportation pricing, HOV lanes, flexible design 

to accommodate concurrent flows of traffic, or demand 

management programs.

9 The specific strategies to be included within a plan should be based on analysis of the conditions in each metropolitan area.
10 | Advancing Metropolitan Planning for Operations

MenU

Structure 

and 

Definitions

3.1 Menu Structure and Definitions

The objectives in the menu have been organized into two 

main areas: system outcomes and transportation systems 

management and operations (TSM&O) areas. 

Operations objectives in the area of system outcomes tend 

to be high-level, cross-cutting, and outcome-oriented as 

opposed to activity-based. They are typically mode-neutral. 

The three categories describing system outcomes were 

chosen based on three major attributes that users of the 

transportation system expect. 

The operations objectives under the TSM&O areas are 

generally focused on one operational aspect of the system 

such as arterial management. They include both outcomebased objectives (e.g., reduce delay on arterials) and activitybased objectives (e.g., reduce time between incident 

verification and posting traveler alert). Operations objectives 

within the TSM&O areas support the achievement of one 

or more high-level objectives for system outcomes such as 

efficiency, reliability, or options.

The operations objectives under system outcomes have 

been subdivided into these three categories: 

• System Efficiency 

• System Reliability

• System Options 

Under the TSM&O areas, the operations objectives have 

been subdivided into the following ten categories: 

• Arterial Management 

• Emergency/Incident Management

• Freeway Management

• Freight Management

• Special Event Management

• Transit Operations and Management

• Travel Demand Management

• Travel Weather Management

• Traveler Information

• Work Zone Management

The following provides the definition used in this desk 

reference for each of the categories, as well as information 

regarding what types of objectives are referenced under 

each section.

3.0 Menu of Operations Objectives

System Efficiency. Efficiency is defined as maximizing 

the benefits of the transportation system to the user 

while minimizing user costs. Costs to consider include 

additional travel time, monetary costs, travel distance, and 

fuel consumption. Operations objectives in the category of 

efficiency focus on minimizing costs and managing several 

aspects to congestion: extent, duration, and intensity. The 

sample objective categories cover: 

• Extent of Congestion

• Duration of Congestion

• Intensity of Congestion

• Travel Time

• Delay

• Energy Consumption 

• Cost of Congestion

• Vehicle Miles of Travel

• Trip Connectivity

System Reliability. A reliable transportation system can be 

defined as one that provides the users with a consistent and 

predictable travel time. While reliability could be expanded 

beyond travel time to cost, comfort, route, and mode 

availability, those aspects are more appropriately handled 

in other sections of the menu. Categories of operations 

objectives in this section include:

• Non-Recurring Delay

• Travel Time Buffer Index

• Planning Time Index

• Travel Time 95th/90th Percentile

• Variability

• Transit On-time Performance

System Options. System options refers to the user’s 

ability to select a mode of travel from among many that 

are available to make a trip within a given timeframe, for 

a specific purpose, and/or via a certain route. Availability 

and utilization of multimodal options, such as transit, 

ridesharing, bicycling, and walking can be important 

components of a regional strategy to reduce traffic 

congestion and improve the operation of the transportation 

system. The sample objective categories cover: 

• Mode Share

• Transit Use

• Transit Compared to Auto Travel Time
Advancing Metropolitan Planning for Operations | 11 

Menu 

Structure 

and 

Definitions

• Bicycle and Pedestrian Accessibility and Efficiency

• Modal Options for Individuals with Disabilities

Arterial Management. Arterial management is the 

management of arterial facilities in a manner that provides 

users with a safe, efficient, and reliable trip. The sample 

objective categories cover:

• Delay

• Access Management

• Reliability 

• Traffic Monitoring and Data Collection

• Traffic Signal Management

Emergency / Incident Management. Emergency 

management is designed to provide users with a safe 

and efficient transportation system during an emergency 

situation. Incident management is defined as verifying, 

responding to, and clearing traffic incidents in a manner 

that provides transportation system users with the least 

disruption. The sample objective categories cover:

• Incident Duration

• Person Hours of Delay

• Evacuation Times

• Customer Satisfaction

• Traveler Information

• Inter-Agency Coordination

• Training

• Use of Technology

Freeway Management. Freeway management is the 

implementation of policies, strategies, and technologies to 

improve freeway performance. The over-riding objectives 

of freeway management programs include minimizing 

congestion (and its side effects), improving safety, and 

enhancing overall mobility. The sample objective categories 

cover:

• Efficiency

• Reliability

• Managed Lanes 

• HOV Lanes

• Pricing and Tolling

• Ramp Management

• Transportation Management Centers

Freight Management. Freight management is the effective 

management of the system for freight transportation. 

The goal of freight transportation is to move goods safely, 

efficiently, and reliably throughout the region. This may 

range from satisfying the customer (e.g., freight shippers, 

receivers, and carriers) to actual travel time on the system. 

The sample objective categories cover: 

• Customer Satisfaction

• Travel Time Delay

• Travel Time Reliability

• Border-Crossing

• Intermodal Facilities

• Detours and Routing

Special Event Management. Special event management 

provides users with a safe and efficiently managed 

transportation system during a planned special event. The 

sample objective categories cover:

• Entry/Exit Travel Times

• Mode Shift from Single Occupancy Vehicle (SOV)

• Traveler Information

• Parking Management

• Multi-Agency Coordination and Training

• Use of Technology

Transit Operations and Management. Transit operations 

and management is the operation and management of the 

transit system in a safe and efficient manner. The sample 

objective categories cover:

• Service Directness

• Loading Standards

• Traveler Information 

• Customer Service/Safety

• Line-Haul Transit

• Transit Signal Priority

• Automated Fare Collection

• Park-and-Ride Support

Travel Demand Management. Travel demand 

management is defined as providing users with effective 

travel choices to shift or reduce the demand for travel 

in congested conditions. Travel demand management 

oversees two types of travel: commute travel and travel 

associated with tourism, emergencies, special events, 

shopping, etc. The objective categories in the menu cover:

• Auto Commuter Trip Reduction Programs

• Commuter Shuttle Service

• Carpool/Vanpool

• Walking/Bicycling

• Parking Management

• Marketing
12 | Advancing Metropolitan Planning for Operations

MenU

Structure 

and 

Definitions

Travel Weather Management. Travel weather 

management focuses on providing users with a safe and 

efficient transportation system during and after weather 

events. The sample objective categories cover:

• Clearing Time

• Detours for Impacted Roadways

• Disseminating Information

• Road Weather Information System Coverage

• Signal Timing Plans

Traveler Information. Traveler information is designed to 

provide transportation system users with the information 

they need to choose the safest and most efficient mode 

and route of travel. The sample objective categories cover:

• Information Dissemination

• Trip Planning Tools

• Data Collection and Sharing on Travel Conditions

• Customer Satisfaction

Work Zone Management. Work zone management 

involves organizing and operating areas impacted by road 

or rail construction to minimize traffic delays, maintain 

safety for workers as well as travelers, and accomplish the 

work efficiently.10 The sample objective categories cover:

• Travel Time Delay

• Extent of Congestion

• Travel Time Reliability

• Construction Coordination

• Traveler Information

• Customer Satisfaction

10 U.S. Department of Transportation, FHWA Work Zone Mobility and Safety Program, http://www.ops.fhwa.dot.gov/wz/.
Advancing Metropolitan Planning for Operations | 13 

Reference Tables

3.2 Reference Tables

The operations objectives have been summarized in two 

table formats so users may quickly and efficiently find 

operations objectives of interest. The first, a cross-reference 

table, summarizes all the objective categories in the far 

left column while distinguishing different attributes that 

may be associated with each category, as summarized in 

the top row of the table. Each category listed in the left 

column of the table represents a single fact sheet. The 

purpose of the cross-reference table is to summarize where 

one fact sheet’s objectives may overlap with another 

fact sheet’s objectives. This allows users to quickly find 

outcome- and activity-based objectives related to their area 

of interest without having to read the entire menu section. 

For example, objectives related to System Efficiency are 

applicable to a majority of the individual TSM&O areas, so 

users are recommended not only to look under System 

Efficiency but also to review the TSM&O categories that are 

cross-referenced. In addition, many MPOs have staff that 

focus on specific modes; therefore, the table has efficiently 

summarized objectives by mode. Only fact sheet categories 

are summarized in the cross-reference table. Specific 

objectives are listed in the second summary table described 

below.

The second table, the objectives summary table, serves 

as a table of contents for the objectives listed within each 

fact sheet. The second table allows readers to quickly view 

what sample objectives are listed within the menu without 

needing to look through all fact sheets. This table is valuable 

for staff that 1) need to briefly share with other staff the 

menu of the objectives for MTP development or 2) often 

reference the document’s menu for specific objectives.
14 | Advancing Metropolitan Planning for Operations

Reference Tables

Objective Fact Sheet Category, 

Title, and Page Number

System 

Benefits 

to Users

Modes Potentially Affected 

by Objective Being 

Considered

TSM&O Areas Potentially Used to Achieve 

Objectives

Efficiency

Reliability

Options

Auto

Transit

Freight

Pedestrian/Bicycle

Vanpool/Carpool

Ferry

Arterial

Emergency/ 

Incident

Freeway

Freight 

Special Event

Transit

Travel Demand

Travel Weather 

Traveler 

Information

Work Zone

System Efficiency

Extent of Congestion 37 X X X X X X X X X X

Duration of Congestion 38 X X X X X X X X X X

Intensity of Congestion 39 X X X X X X X X X X X

Travel Time 40 X X X X X X X X X X X X

Delay 41 X X X X X X X X X X X X

Energy Consumption 42 X X X X X X X X X X X X X X X X

Cost of Congestion 43 X X X X X X X X X X X X X X X X

Vehicle Miles of Travel 44 X X X X X X X X X X

Trip Connectivity 45 X X X X X X X X

System Reliability

Non-recurring Delay 46 X X X X X X X X X X X X X X

Travel Time Buffer Index 47 X X X X X X X X X X X X

Planning Time Index 48 X X X X X X X X X X X X X X X X

Travel Time 95th/90th Percentile 49 X X X X X X X X X X X X

Variability 50 X X X X X X X X X X X X X X

Transit On-Time Performance 51 X X X X X X X X X

System Options

Mode Share 52 X X X X X X X X X

Transit Use 53 X X X X X X X X X

Travel Time- Transit Compared to Auto 54 X X X X X X X

Bicycle and Pedestrian Accessibility and Efficiency 55 X X X

Modal Options for Individuals with Disabilities 56 X X X

3.2.1 Cross-Reference Table
Advancing Metropolitan Planning for Operations | 15 

Reference Tables

Objective Fact Sheet Category, 

Title, and Page Number

System 

Benefits 

to Users

Modes Potentially Affected 

by Objective Being 

Considered

TSM&O Areas Potentially Used to Achieve 

Objectives

Efficiency

Reliability

Options

Auto

Transit

Freight

Pedestrian/Bicycle

Vanpool/Carpool

Ferry

Arterial

Emergency/ 

Incident

Freeway

Freight 

Special Event

Transit

Travel Demand

Travel Weather 

Traveler 

Information

Work Zone

Arterial Management

Delay 57 X X X X X X X X

Access Management 58 X X X X X X X

Reliability 59 X X X X X X X

Traffic Monitoring & Data Collection 60 X X X X X X X X X X X

Traffic Signal Management 61 X X X X X X X X

Emergency/Incident Management

Incident Duration 63 X X X X X X X X X X X X X X

Person Hours of Delay 65 X X X X X X X X X X X X X

Evacuation Times 66 X X X X X X X X X X X X

Customer Satisfaction 67 X X X X X X X X X

Traveler Information 68 X X X X X X X X X X X X X

Inter-Agency Coordination 69 X X X X X X X X X

Training 71 X X X X X X X X X

Use of Technology 72 X X X X X X X X X X X X X X X

Freeway Management

Efficiency 73 X X X X X X X X

Reliability 74 X X X X X X X X X

Managed Lanes 75 X X X X X X X X X X

HOV Lanes 76 X X X X X X X X X X

Pricing and Tolling 77 X X X X X X X X X X

Ramp Management 78 X X X X X X X X

Transportation Management Centers 79 X X X X X X X X X X X
16 | Advancing Metropolitan Planning for Operations

Reference Tables

Objective Fact Sheet Category, 

Title, and Page Number

System 

Benefits 

to Users

Modes Potentially Affected 

by Objective Being 

Considered

TSM&O Areas Potentially Used to Achieve 

Objectives

Efficiency

Reliability

Options

Auto

Transit

Freight

Pedestrian/Bicycle

Vanpool/Carpool

Ferry

Arterial

Emergency/ 

Incident

Freeway

Freight 

Special Event

Transit

Travel Demand

Travel Weather 

Traveler 

Information

Work Zone

Freight Management

Customer Satisfaction 80 X X X X X X X X X X X

Travel Time Delay 81 X X X X X X X X X X X X

Travel Time Reliability 82 X X X X X X X X X X

Border-Crossing 83 X X X X

Intermodal Facilities 84 X X X X

Detours and Routing 85 X X X

Special Event Management

Entry/Exit Travel Times 86 X X X X X X X X X X X X

Mode Shift from Single Occupancy Vehicles (SOV) 87 X X X X X X X X X X X X

Traveler Information 88 X X X X X X X X X X X X X X

Parking Management 89 X X X X

Multi-Agency Coordination and Training 90 X X X X X X X X

Use of Technology 91 X X X X X X X X X X X X X X

Transit Operations and Management

Service Directness 92 X X X X

Loading Standards 93 X X X X

Traveler Information 94 X X X X X X X X

Customer Service/Safety 95 X X X X

Line-Haul Transit 96 X X X X X X X

Transit Signal Priority 97 X X X X X X

Automated Fare Collection 98 X X X X X

Park-and-Ride Support 99 X X X X X
Advancing Metropolitan Planning for Operations | 17 

Reference Tables

Objective Fact Sheet Category, 

Title, and Page Number

System 

Benefits 

to Users

Modes Potentially Affected 

by Objective Being 

Considered

TSM&O Areas Potentially Used to Achieve 

Objectives

Efficiency

Reliability

Options

Auto

Transit

Freight

Pedestrian/Bicycle

Vanpool/Carpool

Ferry

Arterial

Emergency/ 

Incident

Freeway

Freight 

Special Event

Transit

Travel Demand

Travel Weather 

Traveler 

Information

Work Zone

Travel Demand Management

Auto Commuter Trip Reduction Programs 100 X X X X X X X X X

Commuter Shuttle Service 101 X X X X X X X

Carpool/Vanpool 102 X X X X

Walking/Bicycling 103 X X X

Parking Management 104 X X X X X X

Marketing 106 X X X X X X X X X

Travel Weather Management

Clearing Time 107 X X X X X X X X X X X X X

Detours for Impacted Roadways 108 X X X X X X X X X X

Disseminating Information 109 X X X X X X X X X X X X X X

Road Weather Information System Coverage 110 X X X X X X X X X X X X X

Signal Timing Plans 111 X X X X X X X X X X

Traveler Information

Information Dissemination 112 X X X X X X X X X X X

Trip Planning Tools 113 X X X X X X X X X X X X

Data Collection & Sharing on Travel Conditions 114 X X X X X X X X X X X X X

Customer Satisfaction 115 X X X X X X X X X
18 | Advancing Metropolitan Planning for Operations

Reference Tables

Objective Fact Sheet Category, 

Title, and Page Number

System 

Benefits 

to Users

Modes Potentially Affected 

by Objective Being 

Considered

TSM&O Areas Potentially Used to Achieve 

Objectives

Efficiency

Reliability

Options

Auto

Transit

Freight

Pedestrian/Bicycle

Vanpool/Carpool

Ferry

Arterial

Emergency/ 

Incident

Freeway

Freight 

Special Event

Transit

Travel Demand

Travel Weather 

Traveler 

Information

Work Zone

Work Zone Management

Travel Time Delay 116 X X X X X X X X X X X X X

Extent of Congestion 117 X X X X X X X X X X X X X

Travel Time Reliability 118 X X X X X X X X X X X X X

Construction Coordination 119 X X X X X X X X X X X X X

Traveler Information 120 X X X X X X X X X X X X X X

Customer Satisfaction 121 X X X X X X X X X X X X X
Advancing Metropolitan Planning for Operations | 19 

Reference Tables

System Efficiency

Fact Sheet Title/Page Number Operations Objective

Extent of Congestion / 37 • Reduce the percentage of facility miles (highway, arterial, rail, etc.) 

experiencing recurring congestion during the peak period by X percent 

by year Y.

• Maintain the rate of growth in facility miles experiencing recurring 

congestion as less than the population growth rate (or employment 

growth rate).

• Reduce the share of major intersections operating at LOS Z by X percent 

by year Y.

Duration of Congestion / 38 • Reduce the daily hours of recurring congestion on major freeways from 

X to Y by year Z.

• Reduce the number of hours per day that the top 20 most congested 

roadways experience recurring congestion by X percent by year Y.

Intensity of Congestion (Travel Time 

Index) / 39 • Reduce the regional average travel time index by X percent per year.

Travel Time / 40 • Annual rate of change in regional average commute travel time will not 

exceed regional rate of population growth through year Y.

• Improve average travel time during peak periods by X percent by year Y.

Delay / 41 • Reduce hours of delay per capita by X percent by year Y.

• Reduce hours of delay per driver by X percent by year Y.

Energy Consumption / 42 • Reduce total energy consumption per capita for transportation by X 

percent by year Y.

• Reduce total fuel consumption per capita for transportation by X 

percent by year Y.

• Reduce excess fuel consumed due to congestion by X percent by 2020.

Cost of Congestion / 43 • Reduce the annual monetary cost of congestion per capita for the next Y 

years by X percentage each year.

Vehicle Miles Travel / 44 • Reduce vehicle miles traveled per capita by X percent by year Y.

Trip Connectivity / 45 • Reduce door-to-door trip time by X percent by year Y.

• Reduce cost of transfer fees paid by X percent by year Y.

3.2.2 Objectives Summary Table
20 | Advancing Metropolitan Planning for Operations

Reference Tables

System Reliability

Fact Sheet Title/Page Number Operations Objective

Non-Recurring Delay /46 • Reduce total person hours of delay (or travel-time delay per capita) by 

time period (peak, off-peak) caused by:

 (Option 1) scheduled events, work zones, or system maintenance by X 

hours in Y years.

 (Option 2) unscheduled disruptions to travel by X hours in Y years.

 (Option 3) all transient events such as traffic incidents, special events, 

and work zones by X hours in Y years.

Travel Time Buffer Index / 47 • Decrease the buffer index for (specific travel routes) by X percent over 

the next Y years.

• Decrease the average buffer index for (multiple routes or trips) by X 

percent over Y years.

• Reduce the average buffer time needed to arrive on-time for 95 percent 

of trips on (specified routes) by X minutes over Y years.

Planning Time Index / 48 • Reduce the average planning time index for (specific routes in region) 

by X (no units) over the next Y years. 

• Reduce the average planning time for (specific routes in region) by X 

minutes over the next Y years.

Travel Time 95th/90th Percentile / 49 • Reduce the average of the 90th (or 95th) percentile travel times for (a 

group of specific travel routes or trips in the region) by X minutes in Y 

years. 

• Reduce the 90th (or 95th) percentile travel time for each route selected 

by X percent over Y years.

Variability / 50 • Reduce the variability of travel time on specified routes by X percent 

during peak and off-peak periods by year Y.

Transit On-time Performance / 51 • Improve average on-time performance for specified transit routes/

facilities by X percent within Y years.
Advancing Metropolitan Planning for Operations | 21 

Reference Tables

System Options

Fact Sheet Title/Page Number Operations Objective

Mode Share / 52 • Reduce per capita single occupancy vehicle commute trip rate by X 

percent in Y years.

• Increase alternative (non-SOV) mode share for all trips by X percent 

within the next Y years.

• Increase active (bicycle/pedestrian) mode share by X percent by year Y.

• Reduce SOV vehicle trips by X percent through travel demand 

management strategies (e.g., employer or residential rideshare) by year 

Y.

• Achieve X percent alternative (non-SOV) mode share in transit station 

communities (or other areas) by year Y.

Transit Use / 53 • Increase transit mode share by X percent by year Y.

• Increase transit mode share by X percent by year Y during peak periods.

• Increase average transit load factor by X percent by year Y.

• Increase passenger miles traveled per capita on transit by X percent by 

year Y.

Travel Time—Transit Compared to 

Auto / 54

• Reduce the travel time differential between transit and auto during peak 

periods by X percent per year for Y years.

• Maintain a travel time differential between transit and auto during peak 

periods of X percent for Y years.

• Improve average transit travel time compared to auto in major corridors 

by X minutes per year for Y years.

Bicycle and Pedestrian Accessibility 

and Efficiency / 55

• Decrease average delay for pedestrians and bicyclists on primary ped/

bike routes by X percent in Y years.

• Increase the share of roadways with bicycle lanes to X by year Y.

• Increase system completeness for bicyclists and pedestrians by X 

percent within Y years.

• Increase the number of intersections with pedestrian features 

(countdown pedestrian signal heads, painted crosswalks, etc.) to X 

percent by year Y.

• Increase average pedestrian (or bicyclist) comfort level by X points in Y 

years.

Modal Options for Individuals with 

Disabilities / 56

• Increase the percent of intersections with ADA (Americans with 

Disabilities Act) provisions to X percent by year Y.

• Increase the availability of transit to individuals with disabilities by X 

percent by year Y.

• Increase the percent of transit stops with ADA (Americans with 

Disabilities Act) provisions to X percent by year Y.
22 | Advancing Metropolitan Planning for Operations

Reference Tables

Arterial Management

Fact Sheet Title/Page Number Operations Objective

Delay /57 • Decrease the seconds of control delay per vehicle on arterial roads by 

X percent in Y years. (Control delay is defined as the portion of the total 

delay attributed to traffic signal operation for signalized intersections.)

• Increase the miles of arterials in the region operating at level of service 

(LOS) Z by X percent in Y years.

Access Management / 58 • Maintain a distance of X feet between intersections on major arterials in 

the region for the next Y years.

• Reduce driveway access by X percent on major arterials for all new 

developments for the next Y years.

Reliability / 59 • Reduce buffer index on arterials during peak and off-peak periods by X 

percent in Y years.

• Reduce delay associated with incidents on arterials by X percent by year 

Y. 

[See section on System Reliability for additional information on Buffer Index, 

planning index, and other measures]

Traffic Monitoring and Data

Collection / 60

• Number of field data collection studies performed every Y and X years 

on major and minor signalized arterials, respectively.

• X percent of intersections in the region are equipped and operating with 

traffic signals that enable real-time monitoring and management of 

traffic flows by year Y.

• X percent of major and minor arterials are equipped with and operating 

with arterial link traffic data detection stations (or appropriate 

technology) per Z distance by year Y.

• X percent of major and minor arterials are equipped with and operating 

with closed circuit television (CCTV) cameras per Z distance by year Y.

Traffic Signal Management / 61 • Maintain a program of evaluating X percent of signals for retiming every 

Y years.

• Increase the number of intersections running in a coordinated, closedloop, or adaptive system by X percent in Y years.

• Special timing plans are available for use during freeway incidents, 

roadway construction activities, or other special events for X miles of 

arterials in the region by year Y.

• Crash data for all arterials in the region is reviewed every X years to 

determine if signal adjustments can be made to address a safety issue. 
Advancing Metropolitan Planning for Operations | 23 

Reference Tables

Emergency/Incident Management

Fact Sheet Title/Page Number Operations Objective

Incident Duration / 63 Discovery and Verification Time

• Reduce mean incident notification time (defined as the time between 

the first agency’s awareness of an incident and the time to notify 

needed response agencies) by X percent over Y years (i.e., through 

"Motorist Assist" roving patrol programs, reduction of inaccurate 

verifications, etc.).

Notification and Response Time

• Reduce mean time for needed responders to arrive on-scene after 

notification by X percent over Y years.

Time to Clear Incident and Resume Traffic Flow

• Reduce mean incident clearance time per incident by X percent over Y 

years. (Defined as the time between awareness of an incident and the 

time the last responder has left the scene.)

• Reduce mean roadway clearance time per incident by X percent over 

Y years. (Defined as the time between awareness of an incident and 

restoration of lanes to full operational status.)

• Reduce mean time of incident duration (from awareness of incident 

to resumed traffic flow) on transit services and arterial and expressway 

facilities by X percent in Y years.

Person Hours of Delay / 65 • Reduce the person hours (or vehicle hours) of total delay associated with 

traffic incidents by X percent over Y years.

Evacuation Times / 66 • Reduce the per capita time to evacuate Z persons in the region by X 

percent over Y years.

Customer Satisfaction / 67 • Increase customer satisfaction with the region’s incident management 

by X percent over Y years.

Traveler Information / 68 • Reduce time between incident/emergency verification and posting a 

traveler alert to traveler information outlets (e.g., variable message signs, 

agency website, 511 system) by X minutes in Y years.

• Increase number of repeat visitors to traveler information website (or 

511 system) by X percent in Y years.

• Reduce the time between recovery from incident and removal of 

traveler alerts for that incident. 
24 | Advancing Metropolitan Planning for Operations

Reference Tables

Emergency/Incident Management

Fact Sheet Title/Page Number Operations Objective

Inter-Agency Coordination / 69 • Increase percentage of incident management agencies in the region 

that (participate in a multi-modal information exchange network, 

use interoperable voice communications, participate in a regional 

coordinated incident response team, etc.) by X percent in Y years.

• Increase the number of corridors in the region covered by regional 

coordinated incident response teams by X percent in Y years.

• Hold at least X multi-agency after-action review meetings each year 

with attendance from at least Y percent of the agencies involved in the 

response to an incident.

• At least X percent of transportation operating agencies have a plan 

in place for a representative to be at the local or State Emergency 

Operations Center (EOC) to coordinate strategic activities and response 

planning for transportation during emergencies by year Y.

Training / 71 • Conduct X joint training exercises among operators and emergency 

responders in the region by year Y.

• By Y (year), X percent of staff in region with incident management 

responsibilities will have completed the National Incident Management 

System (NIMS) Training and at least X percent of transportation 

responders in the region are familiar with the incident command 

structure (ICS).

Use of Technology / 72 • Increase number of ITS-related assets (e.g., roadside cameras, dynamic 

message signs, vehicle speed detectors) in use for incident and 

emergency detection/response by X in Y years.

• Increase number of regional road miles covered by ITS-related assets 

(e.g., roadside cameras, dynamic message signs, vehicle speed 

detectors) in use for incident detection/response by X percent in Y years.

• Increase number of traffic signals equipped with emergency vehicle 

preemption by X percent in Y years.
Advancing Metropolitan Planning for Operations | 25 

Reference Tables

Freeway Management

Fact Sheet Title/Page Number Operations Objective

Efficiency / 73 • Reduce the number of person hours (or vehicle hours) of delay 

experienced by travelers on the freeway system.

• Reduce the share of freeway miles at level of service (LOS) X by Y by year 

Z.

[See section on efficiency-related objectives for others that apply to freeways]

Reliability / 74 • Reduce buffer index on the freeway system during peak and off-peak 

periods by X percent in Y years.

• Reduce delay associated with incidents on the freeway system by X 

percent by year Y.

[See section on system reliability for additional information on buffer index, 

planning index, and other measures]

Managed Lanes / 75 • Increase the miles of managed lanes in the region from X to Y by year Z. 

• Provide options for reliable travel times for certain types of travel (e.g., 

transit, carpool, truck, etc.) on at least X percent of the freeway network 

by year Y. 

• Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) operate at no 

less than X mph during their hours of operation. 

• Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) operate with 

a volume of at least X vehicles per hour.

• Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) carry a 

throughput of at least Y persons per hour.

HOV Lanes / 76 • Increase the number of HOV lane miles from X to Y by year Z.

• Provide options for reliable travel times for carpools and transit on at 

least X percent of the freeway network by year Y. 

• Ensure that all HOV lanes operate at no less than X mph during their 

hours of operation. 

• Ensure that all HOV lanes operate with a volume of at least X vehicles 

per hour.

• Ensure that all HOV lanes carry a throughput of at least Y persons per 

hour.

• Increase the average vehicle occupancy rate in HOV lanes to X by year Y.

• Increase the compliance rate for HOV lanes to X percent by year Y. 
26 | Advancing Metropolitan Planning for Operations

Reference Tables

Freeway Management

Fact Sheet Title/Page Number Operations Objective

Pricing and Tolling / 77 • Increase the percentage of users carrying electronic toll collection (ETC) 

transponders by X percent by year Y.

• Increase the share of toll roadways and bridges that are using variable 

pricing (e.g., congestion pricing) to X percent by year Y.

• Increase the share of freeways that are priced to X percent by year Y.

Ramp Management / 78 • Increase the percent of freeway interchanges operating at LOS Z or 

higher during peak periods by X percent by year Y.

• Reduce the number of congestion-inducing incidents occurring at 

freeway ramps by X percent by year Y.

• Increase the number freeway ramps currently metered by X percent by 

year Y.

Transportation Management

Centers / 79

• Increase the level of transportation management center (TMC) field 

hardware (cameras, variable message signs, electronic toll tag readers, 

ITS applications, etc.) by X percent by year Y.

• Increase the hours of TMC operation and level of staffing done by X 

percent by year Y.

• Increase the percent of regional transportation system monitored by the 

TMC for real-time performance by X percentage points.
Advancing Metropolitan Planning for Operations | 27 

Reference Tables

Freight Management

Fact Sheet Title/Page Number Operations Objective

Customer Satisfaction / 80 • Increase ratings for customer satisfaction with freight mobility in the 

region among shippers, receivers, and carriers by X percent in Y years.

Travel Time Delay / 81 • Increase the mobility index (defined below) by X percent in Y years.

• Decrease the annual average travel time index for freight by X points in 

Y years.

• Decrease point-to-point travel times on selected freight-significant 

highways by Y minutes within Y years.

• Decrease hours of delay per 1,000 vehicle miles traveled on selected 

freight-significant highways by X percent in Y years.

Travel Time Reliability / 82 • Reduce buffer index on regional freight routes during peak and off-peak 

periods by X percent in Y years. (See System Reliability for additional 

information on buffer index.)

Border Crossing / 83 • Decrease average crossing times at international borders by X minutes 

for each border in the region over Y years. 

• Increase the use of electronic credentialing to X percent of weigh 

stations and border crossings by year Y.

Intermodal Facilities / 84 • Reduce the frequency of delays per month at intermodal facilities by X 

percent in Y years.

• Reduce the average duration of delays per month at intermodal facilities 

by X percent in Y years.

Detours and Routing / 85 • X percent of freeway and major arterial detours can accommodate 

commercial vehicles by year Y.

• Provide freight operators with traveler alerts and alternate routes in 

the case of incidents, special events, weather, construction, and severe 

congestion at choke points on X percent of freight-significant routes by 

year Y.
28 | Advancing Metropolitan Planning for Operations

Reference Tables

Special Event Management

Fact Sheet Title/Page Number Operations Objective

Entry/Exit Travel Times / 86 • Reduce average travel time into and out of the event by X percent in Y 

years.

• Reduce average time to clear event's exiting queue by X percent in Y 

years.

• Reduce non-special event VMT in the event area during events by X 

percent in Y years.

• Reduce buffer time index for travelers to multiple similar special events 

by X percent in Y years. 

Mode Shift from Single Occupancy 

Vehicles / 87

• Decrease the percent of special event attendees traveling to the event in 

single-occupancy vehicles by X percent in Y years.

• Increase the percent of special event attendees using park & ride lots by 

X percent in Y years.

• Increase the percent of special events with dedicated shuttle service by 

X percent in Y years.

Traveler Information / 88 • Increase the methods of effectively disseminating special event 

information to travelers by X percent in Y years (e.g., media releases, 

highway advisory radio, dynamic message signs, commercial AM and 

FM radio).

• Increase the percentage of planned special events (with attendance 

above Z) with information on anticipated and actual travel conditions 

being disseminated to the traveling public at least X hours prior to the 

event. 

Parking Management / 89 • Increase the number of special events that use shared parking facilities 

(e.g., parking lots of nearby businesses or organizations) by X percent in 

Y years. 

• Increase the use of flexible pricing mechanisms near special event 

locations on X percent of parking spaces in Y years.

• Increase on-street parking restrictions on X percent of widely used 

routes during special events in Y years. 

• Decrease the time spent clearing special event venue parking lots of 

vehicles by X percent in Y years following each event.
Advancing Metropolitan Planning for Operations | 29 

Reference Tables

Special Event Management

Fact Sheet Title/Page Number Operations Objective

Multi-Agency Coordination and 

Training / 90

• Increase the percentage of special event stakeholder agencies 

participating in a regional event management team to X percent by year 

Y.

• Increase the number of agencies with special event management 

responsibilities that use interoperable communications by X percent in 

Y years.

• Increase the percentage of special events that include a pre-event and 

post-event briefing by X percent in Y years.

• Increase the number of special event-related exercises performed 

among stakeholders by X percent in Y years.

Use of Technology / 91 • Increase the percent of major special events using ITS-related assets 

(e.g., roadside cameras, dynamic message signs, vehicle speed 

detectors) to detect and manage special event entry/exit bottlenecks 

and incidents by X percent in Y years.

• Implement special event traffic signal timing plans at X percent of major 

special events each year beginning in year Y. 
30 | Advancing Metropolitan Planning for Operations

Reference Tables

Transit Operations and Management

Fact Sheet Title/Page Number Operations Objective

Service Directness / 92 • At least X percent of trips can be made with no more than Y transfers.

• Scheduled transfer times between routes should be no longer than X 

minutes.

Loading Standards / 93 • Load factors for (route type) routes at each route's busiest point should 

not exceed X on any vehicle (or on the average vehicle) during peak/

off-peak periods.

• Passenger loads on (route type) routes at each route's busiest point 

should not exceed X passengers on any vehicle (or on average) during 

the hour during peak/off-peak periods

• No more than X standees should be present at each route's busiest point 

on any vehicle (or on the average vehicle) during peak/off-peak periods.

• No passenger will have to stand for more than X minutes during their 

journey.

Traveler Information / 94 • Equip X shelters/platforms with real-time arrival displays annually. 

• Increase the number of web-based trip planner requests each year by X 

percent.

• All stops have up-to-date schedule information available within X days 

of schedule changes.

• Transit traveler information is available in the region via 511 web and 

phone service by year Y.

• Install Wi-Fi service on X number of routes annually.

Customer Service/Safety / 95 • Decrease by X percent on an annual basis the number of complaints per 

1,000 boarding passengers.

• Increase the number of closed circuit television (CCTV) cameras installed 

by X percent in Y years on platforms, park-n-ride lots, vehicles, and other 

transit facilities.

• Increase customer service and personal safety ratings by X percent 

within Y years.

• Decrease the number of reported personal safety incidents by X percent 

within Y years.

Line-Haul Transit / 96 • Improve average travel speeds by X percent for specified line-haul 

transit routes every Y years. 

• Improve average on-time performance for specified line-haul transit 

routes by X percent annually.

• Provide line-haul transit travel times equal to or less than average auto 

travel times on same corridors/parallel corridors for X number of routes 

over Y years.
Advancing Metropolitan Planning for Operations | 31 

Reference Tables

Transit Operations and Management

Fact Sheet Title/Page Number Operations Objective

Transit Signal Priority / 97 • Increase implementation of transit signal priority strategies on X number 

of routes (or X number of intersections) over the next Y years.

• Decrease system-wide signal delay on transit routes by X percent per 

year.

• Decrease delay by X percent per year by increasing the use of queue 

jumping and automated vehicle location.

Automated Fare Collection / 98 • Implement an automated fare collection system in Y years for X percent 

of transit providers in the region.

• Integrate X additional modes/services into an automated fare collection 

system by Y years.

• Increase use of system by X percent per year. 

• Increase by X percentage points, every Y years, the percent of transfers 

performed with automated fare cards.

Park-and-Ride Support / 99 • Increase traveler awareness of park-and-ride lots by X percent within Y 

years. 

• Increase pedestrian and bicycle access to park-and-ride lots by X percent 

within Y years.

• Increase the number of automobile and bicycle spaces by X percent 

within Y years for lots currently experiencing X percent utilization.
32 | Advancing Metropolitan Planning for Operations

Reference Tables

Travel Demand Management

Fact Sheet Title/Page Number Operations Objective

Auto Commuter Trip Reduction 

Programs / 100

• Increase the percent of major employers (employers with a number of 

employees greater than Z at least Z employees) actively participating in 

transportation demand management programs by X percent within Y 

years.

• Reduce commuter vehicle miles traveled (VMT) per regional job by X 

percent in Y years.

Commuter Shuttle Service / 101 • Annually promote shuttle service between X major activity centers and 

major destinations that are not already accommodated within 1/4 mile 

by other transit services.

Carpool/Vanpool / 102 • Increase the number of carpools by X percent over the next Y years.

• Increase use of vanpools by X percent over the next Y years.

• Provide carpool/vanpool matching and ridesharing information 

resources and services by year Y.

• Reduce trips per year in region by X percent through carpools/vanpools.

• Create and share regional carpool/vanpool database with Z number of 

employers per year.

Walking/Bicycling / 103 • Increase the number of travelers commuting via walking and/or 

bicycling by X percent over Y years.

• Annually update bicycle/pedestrian map for accuracy.

• Increase the number of available tools for travelers that incorporate a 

bicycle/pedestrian component by X percent by year Y.

Parking Management / 104 • Implement shared parking for X communities every Y years.

• Implement parking pricing for X communities every Y years.

• Install parking meters along X corridors by year Y in the urban core/

transit supportive areas.

• Increase the number of residents/commuters receiving information on 

parking pricing and availability within Y years.

• Increase park-and-ride lot capacity by X percent over Y years.

• Biannually increase preferred parking spaces for carpool/vanpool 

participants within downtown, at special events, and among major 

employers by X percent within Y years.

Marketing / 106 • Develop and provide travel option services to X identified communities 

and audiences within Y years.

• Construct visitor information centers in X communities by year Y.

• Create a transportation access guide, which provides concise directions 

to reach destinations by alternative modes (transit, walking, bike, etc.) by 

year Y.

• Develop and enhance (e.g., through ease of navigation techniques) X 

number of web-based traveler information tools.
Advancing Metropolitan Planning for Operations | 33 

Reference Tables

Travel Weather Management

Fact Sheet Title/Page Number Operations Objective

Clearing Time / 107 • Reduce average time to complete clearing (choose mode, hierarchy of 

facilities, or subarea of region) of weather-related debris on (interstates, 

freeways, expressways, all roads, main tracks, and main sidewalks, etc.) 

after weather impact by X percent in Y years. 

• Reduce average time to complete clearing (interstates, freeways, 

expressways, all roads, main tracks, and main sidewalks) of weatherrelated debris after weather impact by X percent in Y years. 

Detours for Impacted Roadways / 108 • Increase by X percent of significant travel routes covered by weatherrelated diversion plans by year Y. 

• Increase the percent of agencies that have adopted multi-agency 

weather-related transportation operations plans and that are involved in 

transportation operations during weather events to X percent by year Y.

Disseminating Information / 109 • Reduce time to alert travelers of travel weather impacts (using 

variable message signs, 511, road weather information systems, public 

information broadcasts, the agency’s website, Web 2.0 technologies, 

etc.) by X (time period or percent) in Y years.

Road Weather Information System 

Coverage / 110

• Increase the percent of major road network (or transit network or 

regional bicycle network) covered by weather sensors or a road weather 

information system (RWIS) by X percent in Y years as defined by an RWIS 

station within Z miles.

Signal Timing Plans / 111 • Special timing plans are available for use during inclement weather 

conditions for X miles of arterials in the region by year Y.
34 | Advancing Metropolitan Planning for Operations

Reference Tables

Traveler Information

Fact Sheet Title/Page Number Operations Objective

Information Dissemination / 112 • Increase number of 511 calls per year by X percent in Y years.

• Increase number of visitors to traveler information website per year by X 

percent in Y years.

• Increase number of users of notifications for traveler information (e.g., 

e-mail, text message) by X percent in Y years.

• Increase number of Web 2.0 (e.g., Twitter, Facebook) followers by X 

percent in Y months.

• Increase the accuracy and completeness of traveler information posted 

(on variable message signs, websites, and/or web 2.0 technologies) by 

reducing the number of incomplete and inaccurate reports by X percent 

in Y years.

Trip Planning Tools / 113 • Enhance regional multimodal trip planning tools to X data sources by 

year Y.

• Increase the ease of use of trip planning tools by X percent by year Y.

• Increase the number of uses of multimodal trip planning tools by X 

percent by year Y. 

Data Collection and Sharing on Travel 

Conditions / 114

• Increase the percent of the transportation system in which travel 

conditions can be detected remotely via CCTV, speed detectors, etc. to X 

percent by Y year.

• Increase the percent of transportation facilities whose owners share 

their traveler information with other agencies in the region to X percent 

by Y year.

• Increase the percent of modes in the region that share their traveler 

information with other modes in the region to 100 percent by Y year. 

Customer Satisfaction / 115 • Increase customer satisfaction ratings for the timeliness, accuracy, and 

usefulness of traveler information in the region by W, X, and Z percent, 

respectively, over Y years.
Advancing Metropolitan Planning for Operations | 35 

Reference Tables

Work Zone Management

Fact Sheet Title/Page Number Operations Objective

Travel Time Delay / 116 • Reduce the person hours (or vehicle hours) of total delay associated with 

work zones by X percent over Y years.

• Increase the rate of on-time completion of construction projects to X 

percent within Y years.

• Increase the percent of construction projects that employ night/off-peak 

work zones by X percent in Y years.

Extent of Congestion / 117 • Reduce the percent of vehicles traveling through work zone that are 

queued by X percent in Y years.

• Reduce the average and maximum length of queues, when present, by 

X percent over Y years.

• Reduce the average time duration (in minutes) of queue length greater 

than some threshold (e.g., 0.5 mile) by X percent in Y years.

Travel Time Reliability / 118 • Reduce vehicle-hours of total delay in work zones caused by incidents 

(e.g., traffic crashes within or near the work zone).

Construction Coordination / 119 • Increase the number of capital projects reviewed for regional 

construction coordination by X percent in Y years. 

• Decrease the number of work zones on parallel routes/along the same 

corridor by X percent in Y years.

• Establish a work zone management system within X years to facilitate 

coordination of work zones in the region.

Traveler Information / 120 • Provide traveler information regarding work zones using variable 

message signs (VMS), 511, traveler information websites, and/or Web 

2.0 technologies for at least X percent of work zones on major arterials, 

freeways, and transit routes over the next Y years. 

• Provide travelers with information on multimodal alternatives to avoid 

work zones for at least X percent of work zones on major arterials, 

freeways, and transit routes over the next Y years. 

• Provide work zone information (for upcoming and ongoing construction 

projects) to all impacted businesses, or tenants of business centers, with 

X employees or more by year Y. 

Customer Satisfaction / 121 • Increase customer satisfaction with region’s work zone management by 

X percent over Y years.
36 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

3.3 Fact Sheets

This section contains fact sheets for the following 

categories (defined in Section 3.1):

1. System Efficiency 

2. System Reliability

3. System Options 

4. Arterial Management

5. Emergency/Incident Management

6. Freeway Management

7. Freight Management

8. Special Event Management

9. Transit Operations and Management

10. Travel Demand Management

11. Travel Weather Management

12. Traveler Information

13. Work Zone Management

Each fact sheet contains the following information:

•	 Category title

•	 General description 

•	 Operations objectives 

•	 Performance measures 

•	 Anticipated data needs

•	 Data resources and partners

•	 M&O strategies to consider

•	 Safety-related impacts

Safety Background Information

Three sources were researched to identify statistically 

sound, agreed-upon safety impact information. The 

three sources referenced for this desk reference were:

•	 Transportation Research Board, National Cooperative 

Highway Research Program, NCHRP 17-36: Production 

of the First Edition Highway Safety Manual (HSM). 

•	 U.S. Department of Transportation, FHWA, Desktop 

Reference for Crash Reduction Factors, September 2008. 

Publication Number FHWA-SA-08-011. Available 

at: http://safety.fhwa.dot.gov/tools/crf/desk_ref_

sept2008/. 

•	 Transportation Research Board, National Cooperative 

Highway Research Program (NCHRP), Report 500, 

Volumes 1 – 17, Guidance for Implementation of the 

AASHTO Strategic Highway Safety Plan, 2003-2005. 

Available at http://safety.transportation.org/guides.

aspx. 

The related safety impacts cited in this document are 

select examples, and do not constitute a comprehensive 

overview and listing. Example M&O strategies within the 

three sources were only selected for those actions which 

produced a sound trend or a specific crash modification 

factor. Crash modification factors and associated error 

estimates are sited when available in the safety-related 

impacts section of the fact sheets. A crash modification 

factor (CMF) is a multiplicative factor used to compute 

the expected number of crashes after implementing 

a given treatment (countermeasure) at a specific site. 

For example, an intersection is experiencing 100 angle 

crashes per year. If an agency applies a countermeasure 

that has a crash modification factor of 0.80 for angle 

crashes, then the agency can expect to see 80 angle 

crashes per year following the implementation of 

the countermeasure (100 x 0.80 = 80). Most crash 

modification factors are stated with standard errors. The 

standard error can be used to estimate the confidence 

interval of the crash modification factor. To estimate 

the range of the potential change in crash frequency 

with a 95th percentile confidence interval, multiply 

the standard error by two and add and subtract this 

value to/from the crash modification factor. So if a 

crash modification factor of 0.80 has a standard error 

of 0.1, the range of the crash modification factor is 0.60 

(0.80 – 2x0.10) to 1.0 (0.80 + 2x0.10). This means that 

an agency can be 95% confident that the treatment will 

result in up to a 40 percent reduction in crashes.11

11 For more information on crash modification factors and standard error, see the FHWA crash modification factor Clearinghouse 2009, at 

http://www.cmfclearinghouse.org.
Advancing Metropolitan Planning for Operations | 37

3.3.1 

Fact 

Sheets

Operations 

Objectives

•	 Reduce the percentage of facility miles (highway, arterial, rail, etc.) experiencing 

recurring congestion during the peak period by X percent by year Y.

•	 Maintain the rate of growth in facility miles experiencing recurring congestion as less 

than the population growth rate (or employment growth rate).

•	 Reduce the share of major intersections operating at LOS Z by X percent by year Y.

Performance 

Measures

•	 Percent of lane-miles (or rail) operating at LOS F or V/C > 1.0 

•	 Percent of intersections operating at LOS F or V/C > 1.0 

•	 Rate of increase in facility miles operating at LOS F or V/C > 1.0

•	 Population growth rate.

Anticipated Data 

Needs

•	 Hourly volume data (e.g., traffic counts); inventory of facilities (number of lanes, presence/

frequency of signals/intersections, etc.); calculations or estimates of capacity.

•	 Population, average vehicle control delay.

Data Resources 

and Partners

•	 Annual count programs, planning studies, engineering studies, and traffic impact studies.

•	 GIS or other database of system inventory.

•	 State DOTs, transit agencies, MPOs, regional planning councils, highway districts, cities, 

counties, and traffic management centers.

M&O Strategies 

to Consider

Strategies designed to reduce recurring congestion, such as traffic signal coordination and 

travel demand strategies that encourage shifts in travel mode, time, or route.

Safety-related 

Impacts

Select examples of M&O strategies associated with recurring congestion and their safety 

impacts include:

•	 Convert a four-leg intersection into two T-intersections: The crash modification factor for 

this treatment is between 0.75 and 1.35 depending on the crash severity and distribution of 

traffic entering the intersection. Source: HSM, First Edition.

•	 Install turn and bypass lanes: The crash modification factor for this treatment is between 0.95 

and 0.47 depending on the crash severity and crash type. Source: FHWA Desktop Reference for 

Crash Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the expected number of crashes following implementation of a treatment.

General Description

The intent of these objectives is to manage the proportion of the transportation system that experiences recurring 

congestion (the spatial extent of congestion). Common expressions of recurring congestion are volume-to-capacity (V/C) 

ratio and level of service (LOS), which is measured in terms of travel speed or delay.

System Efficiency: Extent of Congestion 3.3.1
38 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives focus on managing the duration of recurring congestion (roadway or intersection) on the transportation 

system. The duration of recurring congestion represents the length of time that a facility is congested. Common 

expressions of recurring congestion are volume-to-capacity (V/C) ratio and level of service (LOS), which is measured in 

terms of travel speed or delay.

System Efficiency: Duration of Congestion

Operations 

Objectives

•	 Reduce the daily hours of recurring congestion on major freeways from X to Y by year Z.

•	 Reduce the number of hours per day that the top 20 most congested roadways 

experience recurring congestion by X percent by year Y.

Performance 

Measures

•	 Hours per day at LOS F or V/C > 1.0 (or other threshold).

Anticipated Data 

Needs

•	 Hourly traffic volume data (e.g., traffic counts); inventory of facilities (number of lanes, 

presence/frequency of signals/intersections, etc.); calculations or estimates of capacity.

Data Resources 

and Partners

•	 ITS data (continuous traffic counters), traffic count programs, studies.

•	 GIS or other database of system inventory.

•	 State DOTs, regional planning councils, MPOs, highway districts, cities, counties, and traffic 

management centers.

M&O Strategies 

to Consider

Strategies designed to reduce recurring congestion, such as traffic signal coordination; travel 

demand strategies that encourage shifts in travel mode, time, or route; and congestion pricing 

strategies that encourage shifts to off-peak periods.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Remove unwarranted signals: The safety impact for this countermeasure is the potential for 

decreasing frequency of collisions. Targets for this action are signalized intersections where 

traffic volumes and safety records do not warrant a traffic signal. This action also includes 

potential to eliminate excessive delay and disobedience of traffic signal and decrease use of 

inappropriate routes to avoid signal. Right angle crashes may increase after removal. Source: 

NCHRP 500 Volume 12 (effectiveness categorized as “proven”).

•	 Modify access point density: The safety impact of reducing the number of access points is 

the potential reduction in both injury and non-injury crash frequency as well as angle and 

sideswipe collisions at intersections and mid-block areas. Source: HSM, First Edition.
Advancing Metropolitan Planning for Operations | 39

Fact 

Sheets

General Description

This objective focuses on managing the intensity of traffic congestion experienced by the traveling public. Congestion 

is measured using a travel time index, which compares travel conditions in the peak period to travel conditions during 

free-flow or posted speed limit conditions. For instance, a travel time index of 1.30 indicates that travel typically takes 

30 percent longer in the peak period than during the off-peak period. The objectives focus on the actual experience of 

travelers and can be multimodal if transit travel time is included in the measure.

System Efficiency: Intensity of Congestion 

(Travel Time Index)

Operations 

Objectives

•	 Reduce the regional average travel time index by X percent per year.

Performance 

Measures

•	 Travel time index (the average travel time during the peak period, using congested speeds, 

divided by the off-peak period travel time, using posted or free-flow speeds).

Anticipated Data 

Needs

•	 Travel speed data during peak and off-peak periods across a network of facilities (freeways, 

highways, arterials, light-rail tranist, BRT, bus routes, etc.).

Data Resources 

and Partners

•	 ITS data (continuous measurements of traffic speed), speed studies.

•	 State DOTs, regional planning councils, MPOs, highway districts, cities, counties, and traffic 

management centers.

M&O Strategies 

to Consider

Strategies designed to reduce recurring peak period congestion, such as traffic signal 

coordination; and travel demand strategies that encourage shifts in travel mode, time, or route. 

If the objective includes transit, strategies could include transit signal priority.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Remove unwarranted signals: The safety impact for this countermeasure is the potential for 

decreasing the frequency of collisions. Targets for this action are signalized intersections 

where traffic volumes and safety records do not warrant a traffic signal. This action also 

includes the potential to eliminate excessive delay and disobedience of traffic signals and 

decrease the use of inappropriate routes to avoid signals. Right angle crashes may increase 

after removal. Source: NCHRP 500 Volume 12 (effectiveness categorized as “proven”).
40 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives focus on reducing travel time experienced by travelers. Travel time is a measure of the average time spent 

in travel, reflecting both travel speeds and distances. Total travel time is calculated as the sum of individual segment time 

multiplied by the number of people experiencing that time. The objectives can be multimodal if they account for transit 

travel time.

System Efficiency: Travel Time

Operations 

Objectives

•	 Annual rate of change in regional average commute travel time will not exceed regional 

rate of population growth through year Y.

•	 Improve average travel time during peak periods by X percent by year Y.

Performance 

Measures

•	 Average commute trip travel time (minutes).

•	 Average travel time during peak periods (minutes).

Anticipated Data 

Needs

•	 Peak period and free flow travel time or speeds.

•	 Person travel along links (e.g., vehicle volume multiplied by vehicle occupancy).

•	 Trip length.

Data Resources 

and Partners

•	 Providers of travel data, including speeds and volumes, such as State DOTs, cities, counties, 

and traffic management centers.

•	 Transit agencies, which can provide transit travel time or speed data and passenger counts.

M&O Strategies 

to Consider

Strategies designed to reduce recurring peak period congestion, such as traffic signal 

coordination, and travel demand strategies that encourage shifts in travel mode, time, or route. 

If the objective includes transit, strategies could include transit signal priority.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable “Accident Ahead” warning signs: The crash modification factor for this 

treatment is 0.56 with a standard error of 0.2. Therefore the range of the crash modification 

factor is 0.96 to 0.16. Source: HSM, First Edition.

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore, the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes, the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the expected number of crashes following implementation of a treatment.
Advancing Metropolitan Planning for Operations | 41

Fact 

Sheets

General Description

These objectives focus on reducing the delay in travel experienced by travelers. Delay is a measure of “excess travel time” 

caused by congestion (i.e., in comparison to free flow time or relative to the posted speed limit). Traffic delay per capita 

measures are more mode neutral than traffic delay per driver or per vehicle measures (i.e., focuses on the experiences of 

the entire population, not just drivers).

System Efficiency: Delay

Operations 

Objectives

•	 Reduce hours of delay per capita by X percent by year Y.

•	 Reduce hours of delay per driver by X percent by year Y.

Performance 

Measures

•	 Hours of delay per capita or per driver.

Anticipated Data 

Needs

•	 Peak period and free-flow travel time or speeds.

•	 Person travel along links (e.g., vehicle volume multiplied by vehicle occupancy).

Data Resources 

and Partners

•	 Providers of travel data, including speeds and volumes, such as State DOTs, cities, counties, 

and traffic management centers.

•	 Transit agencies, which can provide transit travel time or speed data and passenger counts.

M&O Strategies 

to Consider

Strategies designed to reduce recurring peak-period congestion, such as traffic signal 

coordination, and travel demand strategies that encourage shifts in travel mode, time, or route. 

If the objective includes transit, strategies could include transit signal priority.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable “Accident Ahead” warning signs: The crash modification factor for this 

treatment is 0.56 with a standard error of 0.2. Therefore the range of the crash modification 

factor is 0.96 to 0.16. Source: HSM, First Edition.

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore, the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

•	 Convert exclusive leading protected to exclusive lagging: The crash modification factor for 

this treatment is 0.85 with a standard error of 0.19 for all crashes. Therefore, the range of the 

crash modification factor is 1.23 to 0.47. For left-turn crashes the crash modification factor is 

0.51 with a standard error of 0.54. Therefore, the range of the crash modification factor is 1.59 

to 0.0. Source: FHWA Desktop Reference for Crash Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the expected number of crashes following implementation of a treatment.
42 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives focus on reducing total energy consumed for purposes of transportation. Energy consumption 

reflects both the amount of travel and fuel efficiency. “Excess” energy consumption specifically focuses on the excess 

fuel consumed due to congestion (i.e., in comparison to free-flow conditions). Objectives that address total energy 

consumption may more effectively account for energy savings of increasing bicycling, walking, and transit, compared to 

measures that focus solely on excess fuel consumption associated with traffic congestion. 

System Efficiency: Energy Consumption

Operations 

Objectives

•	 Reduce total energy consumption per capita for transportation by X percent by year Y.

•	 Reduce total fuel consumption per capita for transportation by X percent by year Y.

•	 Reduce excess fuel consumed due to congestion by X percent by 2020.

Performance 

Measures

•	 Total energy consumed per capita for transportation.

•	 Total fuel consumed per capita for transportation.

•	 Excess fuel consumed (total or per capita).

Anticipated Data 

Needs

•	 Regional population, vehicle miles traveled, and average vehicle fuel economy, or regional 

fuel sales data.

•	 Transit vehicle energy use and ridership. 

•	 Hours of excess delay and fuel economy associated with delay.

Data Resources 

and Partners

•	 Partners include State taxation, economic development, vital records, and transit agencies, 

and transportation departments. Fuel sales associations can provide data on total fuel sold.

•	 Excess fuel requires regional measures of total delay, which typically come from partners 

such as State and local DOTs, ITS managers, or traffic management center operators.

M&O Strategies 

to Consider

Strategies designed to reduce congestion and single occupancy vehicle trips, such as traffic 

signal coordination and incident management; travel demand strategies that encourage shifts 

in travel mode, time, or route; and congestion pricing strategies that encourage shifts to offpeak periods.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Signal coordination: The potential safety impacts from implementing these strategies include 

decreasing intersection crash rates, reducing rear-end conflicts, and reducing crashes during 

permitted turning movements at signalized intersections. Source: NCHRP 500 Volume 12 

(effectiveness categorized as “proven”).
Advancing Metropolitan Planning for Operations | 43

Fact 

Sheets

General Description

These objectives focus on reducing the annual monetary cost of congestion, which can be measured based on wasted 

time and fuel, increased vehicle operating costs, increased accidents, and costs of pollution. 

System Efficiency: Cost of Congestion

Operations 

Objectives

•	 Reduce the annual monetary cost of congestion per capita for the next Y years by X 

percent each year.

Performance 

Measures

•	 Cost (in dollars) of congestion or delay per capita.

Anticipated Data 

Needs

•	 Peak period and free-flow travel time or speeds.

•	 Traveler volumes, auto/transit occupancy (by link, if determining delay for a sub-network).

•	 Costs per delay time (i.e., all of the cost components including wasted time, fuel, vehicle 

operating costs, pollution, and incidents).

Data Resources 

and Partners

•	 Providers of travel data, including speeds and volumes, such as State DOTs, cities, counties, 

and traffic management centers.

•	 Transit agencies that can provide transit travel time or speed data and passenger counts.

•	 Can utilize a benefit-cost analysis tool, such as STEAM.12

M&O Strategies 

to Consider

Strategies designed to reduce peak period congestion as well as unexpected delay, such as 

traffic signal coordination and traffic incident management; and travel demand strategies that 

encourage shifts in travel mode, time, or route. If the objective includes transit, strategies could 

include transit signal priority.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

12 For more information go to the U.S. Department of Transportation, Surface Transportation Efficiency Analysis Model (STEAM) page:

http://www.fhwa.dot.gov/steam. 
44 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The intent of this objective is to reduce the amount of vehicle miles traveled (VMT ) by users of the transportation system. 

Comparisons of performance are best facilitated by associating the VMT with the population that generates them (per 

capita).

System Efficiency: Vehicle Miles Travel

Operations 

Objectives

•	 Reduce vehicle miles traveled per capita by X percent by year Y.

Performance 

Measures

•	 Average VMT per capita per day, per week, or per year.

Anticipated Data 

Needs

•	 Traffic volumes by facility and segment.

•	 System inventory that provides lane-miles of facilities, by segment.

•	 VMT may be estimated based on travel monitoring programs (e.g., the Highway Performance 

Monitoring System).

•	 Survey data, such as the Nationwide Household Travel Survey or local surveys may also be 

used to address VMT and trip lengths for different types of trips.

Data Resources 

and Partners

•	 Providers of system inventory information and traffic data, such as State and local DOTs.

M&O Strategies 

to Consider

M&O strategies that focus on managing travel demand through trip elimination (e.g., 

telecommuting), trip chaining (e.g., combining trips to reduce trip lengths), mode shifts (e.g., 

shifts from driving alone to transit, bicycling, and walking), increasing vehicle occupancy, as 

well as land-use strategies. Transit strategies that make transit trips faster and more reliable 

likely will also encourage shifts from driving to transit.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 45

Fact 

Sheets

General Description

The intent of these objectives is to improve the efficiency of intra- and intermodal connectivity on trips taken by the 

traveling public in terms of providing an alternative to the single occupancy vehicle trip. Optimization of trip connectivity 

is indicated by cost and travel time.

System Efficiency: Trip Connectivity

Operations 

Objectives

•	 Reduce door-to-door trip time by X percent by year Y.

•	 Reduce cost of transfer fees paid by X percent by year Y.

Performance 

Measures

•	 Average door-to-door trip time.

•	 Average cost of transfers.

Anticipated Data 

Needs

•	 Survey data of traveler behavior including average door-to-door trip time.

•	 Transfer cost data from transit providers.

Data Resources 

and Partners

•	 Agencies conducting traveler behavior surveys, such as transit agencies, MPOs, and State and 

local DOTs.

•	 Transit agencies for transfer data.

M&O Strategies 

to Consider

Strategies include those designed to improve trip connectivity focus on the end-user: the 

traveling public. Transfers of trips should be minimized and fare payments should be seamless.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
46 | Advancing Metropolitan Planning for Operations

3.3.2 

Fact 

Sheets

General Description

This set of objectives aims at decreasing non-recurring delay—travel time delay caused by transient events as opposed 

to delay caused by geometric limitations or a lack of capacity. These objectives focus on non-recurring delay due to 

scheduled disruptions and unscheduled disruptions to travel. 

System Reliability: Non-Recurring Delay

Operations 

Objectives

•	 Reduce total person hours of delay (or travel-time delay per capita) by time period (peak, 

off-peak) caused by:

r (Option 1) scheduled events, work zones, or system maintenance by X hours in Y 

years.

r (Option 2) unscheduled disruptions to travel X hours in Y years.

r (Option 3) all transient events such as traffic incidents, special events, and work 

zones X hours in Y years.

Performance 

Measures

•	 Travel time delay per capita during scheduled and/or unscheduled disruptions to travel.

•	 Total person hours of delay during (or travel time delay per capita) during

r (Option 1) scheduled events, work zones, or system maintenance by X hours in Y years.

r (Option 2) unscheduled disruptions to travel X hours in Y years.

r (Option 3) all transient events such as traffic incidents, special events, and work zones X 

hours in Y years.

Anticipated Data 

Needs

•	 Travel time by person or vehicle during transient events such as traffic incidents, special 

events, and work zones.

Data Resources 

and Partners

•	 Travel time data during transient events may be difficult to collect, particularly during 

unscheduled events such as incidents and severe weather. Public safety organizations are 

likely needed to assist in identifying the locations and times of traffic incidents. Road and 

track maintenance staff will be needed to identify upcoming work. Data on travel times 

during unscheduled events may need to be extracted after collection from ongoing traveltime data based on the time and location of events. The National Weather Service may also 

need to be involved in identifying times and locations of severe weather that may have 

impacted travel.

M&O Strategies 

to Consider

Strategies to reduce non-recurring delay include those that focus on reducing the delay caused 

by incidents, work zones, special events, and other transient events that affect traffic flow. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

3.3.2
Advancing Metropolitan Planning for Operations | 47

Fact 

Sheets

General Description

Objectives in the area of travel time reliability aim to reduce the variability in travel time so that transportation system 

users experience a consistent and predictable trip time. Unexpected delay is reduced for people and goods. This sheet 

focuses on the buffer time index, which reflects the amount of extra time that travelers need to add to their average travel 

time to account for non-recurring delay.

System Reliability: Travel Time Buffer Index

Operations 

Objectives

•	 Decrease the buffer index for (specific travel routes) by X percent over the next Y years.

•	 Decrease the average buffer index for (multiple routes or trips) by X percent over Y years.

•	 Reduce the average buffer time needed to arrive on-time for 95 percent of trips on 

(specified routes) by X minutes over Y years.

Performance 

Measures13

•	 The buffer index represents the extra time (buffer) most travelers add to their average travel 

time when planning trips. This is the extra time between the average travel time and nearworst case travel time (95th percentile). The buffer index is stated as a percentage of the 

average travel time.

•	 Average buffer index or buffer time can be calculated using miles traveled as a weighting 

factor.

•	 Buffer time = 95th percentile travel time (min) – average travel time (min).

Anticipated Data 

Needs

•	 Travel time by segment of the transportation system that is of interest.

Data Resources 

and Partners

•	 Travel time estimates can be calculated using probe vehicles, continuous point-based 

detectors, periodic special studies, or simulation.14 Partners may include State and local DOTs, 

transit agencies, highway districts, tolling authorities, and other agencies responsible for 

managing, operating, or coordinating transportation facilities and services.

M&O Strategies 

to Consider

Strategies for increasing travel time reliability are those activities that aim to improve nonrecurring delay such as traffic incident management, work zone management, or special events 

management.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

13 U.S. Department of Transportation, FHWA, Monitoring Urban Freeways in 2003: Current Conditions and Trends from Archived Operations Data, FHWAHOP-05-018 (Washington, DC: December 2004). http://mobility.tamu.edu/mmp/FHWA-HOP-05-018/data.stm. Accessed on October 20, 2009.

14 U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time, December 2005. 

http://www.ops.fhwa.dot.gov/publications/tt_reliability/TTR_Report.htm. Accessed on October 20, 2009. 

Buffer Index (%) =

95th percentile travel time 

(minutes)

average travel time 

(minutes)

average travel time 

(minutes)

—
48 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

Objectives in the area of travel time reliability aim to reduce the variability in travel time so that transportation system 

users experience a consistent and predictable trip time. Unexpected delay is reduced for people and goods. This sheet 

focuses on the planning time index. This reflects the amount of extra time that travelers need to add to free-flow (or 

posted speed limit) travel time in order to arrive on-time in almost all situations. The planning time index takes into 

account both recurring and non-recurring sources of delay.

System Reliability: Planning Time Index

Operations 

Objectives

•	 Reduce the average planning time index for (specific routes in region) by X points over 

the next Y years. 

•	 Reduce the average planning time for (specific routes in region) by X minutes over the 

next Y years.

Performance 

Measures

•	 The planning time index represents the time that must be added to travel time at free-flow 

speeds or the posted speed limit to ensure on time arrivals for 95 percent of the trips.

•	 Planning time = 95th percentile travel time (minutes) – Travel time at free-flow speed or 

posted speed limit.

•	 Average planning time index or planning time can be computed using a weighted average 

over person miles traveled. 

Anticipated Data 

Needs

•	 Travel time. 

Data Resources 

and Partners

•	 Travel time estimates can be calculated using probe vehicles, continuous point-based 

detectors, periodic special studies, or simulation.15 

M&O Strategies 

to Consider

Those that aim to reduce both recurring and non-recurring delay: HOV/HOT lanes, ramp 

metering, single occupancy vehicles, transit, traffic incident management, work zone 

management, special events management. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

15 U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time, December 2005. 

http://www.ops.fhwa.dot.gov/publications/tt_reliability/TTR_Report.htm. Accessed on October 20, 2009. 

Planning time Index =

95th percentile travel time 

(minutes)

Travel time at free flow

speed or posted speed

limit (minutes)
Advancing Metropolitan Planning for Operations | 49

Fact 

Sheets

General Description

These objectives focus on reducing the 90th or 95th percentile travel time for one or more routes or trips in the region. The 

90th or 95th percentile travel time represents one of the worst travel times for that route or trip because it indicates that 

90 – 95 percent of travel times for that route are shorter than the 90th or 95th percentile travel time.

System Reliability: 

Travel Time 90th/95th Percentile

Operations 

Objectives

•	 Reduce the average of the 90th (or 95th) percentile travel times for (a group of specific 

travel routes or trips in the region) by X minutes in Y years. 

•	 Reduce the 90th (or 95th) percentile travel times for each route selected by X percent 

over Y years.

Performance 

Measures

•	 95th or 90th percentile travel times for selected routes.

Anticipated Data 

Needs

•	 Travel time.

Data Resources 

and Partners

•	 Travel time estimates can be calculated using probe vehicles, continuous point-based 

detectors, periodic special studies, or simulation.16

M&O Strategies 

to Consider

Travel times that are in the top 5 to 10 percent of duration for a given route are likely caused by 

significant, non-recurring events such as major traffic incidents, system maintenance failures, 

severe weather, and work zones that significantly reduce available capacity. Strategies to 

consider would be those that work to prevent the more extreme events or reduce the impact to 

travelers through traveler information. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

16 U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time, December 2005. 

http://www.ops.fhwa.dot.gov/publications/tt_reliability/TTR_Report.htm. Accessed on October 20, 2009. 
50 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

Objectives in this section focus on improving travel time reliability by trying to reduce the variability of travel time.

System Reliability: Variability

Operations 

Objectives

•	 Reduce the variability of travel time on specified routes by X percent during peak and offpeak periods by year Y.

Performance 

Measures

•	 Variance of travel time. Variance is the sum of the squared deviations from the mean. This 

can also be calculated as the standard deviation of travel time. Standard deviation is the 

square root of variance. 

Anticipated Data 

Needs

•	 Travel time.

Data Resources 

and Partners

•	 Travel time estimates can be calculated using probe vehicles, continuous point-based 

detectors, periodic special studies, or simulation.17 Travel time may be collected by the owner 

of the facility such as the State DOT or city/county DOT. 

M&O Strategies 

to Consider

Strategies for reducing variance in travel time include those activities that aim to reduce delay 

caused by transient events such as incidents, work zones, special events, etc. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

17 U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time, December 2005. 

http://www.ops.fhwa.dot.gov/publications/tt_reliability/TTR_Report.htm. Accessed on October 20, 2009. 
Advancing Metropolitan Planning for Operations | 51

Fact 

Sheets

General Description

These objectives focus on travel time reliability for transit users as measured by on-time performance. There is often a 

tolerance interval for on-time performance such that if a transit vehicle arrives at a stop within X minutes of scheduled 

arrival and does not depart from that stop more than Y minutes after scheduled departure time, it is considered on-time.

System Reliability: Transit On-Time Performance

Operations 

Objectives

•	 Improve average on-time performance for specified transit routes/facilities by X percent 

within Y years.

Performance 

Measures

•	 On-time performance of transit.

Anticipated Data 

Needs

•	 Arrival and departure times (if different) from a select number of stops on transit facilities of 

interest. 

Data Resources 

and Partners

•	 The data would primarily come from transit operators.

M&O Strategies 

to Consider

Improvements to transit on-time performance may be achieved through reducing recurring and 

non-recurring delay on transit routes by implementing transit signal preemption, designated 

lanes for transit, and electronic fare collection. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
52 | Advancing Metropolitan Planning for Operations

3.3.3 

Fact 

Sheets

General Description

These objectives seek to increase the share of modes used other than the single occupancy vehicle to improve the overall 

efficiency of the transportation system.

System Options: Mode Share

Operations 

Objectives

•	 Reduce per capita single occupancy vehicle commute trip rate by X percent in Y years.

•	 Increase alternative (non-single occupancy vehicle) mode share for all trips by X percent 

within the next Y years.

•	 Increase active (bicycle/pedestrian) mode share by X percent by year Y.

•	 Reduce single occupancy vehicle vehicle trips by X percent through travel demand 

management strategies (e.g., employer or residential rideshare) by year Y.

•	 Achieve X percent alternative (non-single occupancy vehicle) mode share in transit 

station communities (or other areas) by year Y.

Performance 

Measures

•	 Single occupancy vehicle commute trips per capita.

•	 Share of employees walking, biking, telecommuting, carpooling/vanpooling, riding transit, 

driving alone.

•	 Share of trips by each mode of travel.

•	 Percent of all trips made using alternative modes in transit station communities. 

Anticipated Data 

Needs

•	 Survey data, such as the Census Journey to Work Survey or other mode share surveys.

•	 Employer surveys of employee commuting patterns.

•	 Household surveys of travel behaviors including mode choice, frequency of trip making, and 

vehicle occupancy.

Data Resources 

and Partners

•	 Employers, transportation management associations, travel demand management programs, 

transit agencies, State and local DOTs, commuters, non-auto advocacy groups, and research 

firms.

M&O Strategies 

to Consider

M&O strategies to encourage the use of other modes include travel demand management 

strategies, parking management, and congestion pricing strategies. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.

3.3.3
Advancing Metropolitan Planning for Operations | 53

Fact 

Sheets

General Description

The primary intent of these objectives is to increase the use of transit for trips taken or transit mode share so as to reduce 

single occupancy vehicle use and improve overall system efficiency; they may also address the efficiency of transit services 

in terms of the number of occupied seats per bus or train.

System Options: Transit Use

Operations 

Objectives

•	 Increase transit mode share by X percent by year Y.

•	 Increase transit mode share by X percent by year Y during peak periods.

•	 Increase average transit load factor by X percent by year Y.

•	 Increase passenger miles traveled per capita on transit by X percent by year Y.

Performance 

Measures

•	 Percent of all trips made by transit.

•	 Percent of all peak-period trips made by transit.

•	 Number of riders on transit units per trip.

•	 Number of passenger miles traveled per capita.

Anticipated Data 

Needs

•	 Travel behavior survey data.

•	 Public transit system data (e.g. number of tickets purchased, number of trips made, 

passenger travel data for trip length).

Data Resources 

and Partners

•	 Survey participants and local transit providers.

M&O Strategies 

to Consider

M&O strategies to increase the use of transit over single occupancy vehicle travel include 

marketing, rider incentive programs, electronic fare card systems, increased transit travel time 

efficiency and reliability, and ease of use.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
54 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives focus on improving the travel time (or speed) of public transit in comparison to average auto travel times 

(or speeds). The objective is designed to advance efficient transit operations and make transit more competitive with the 

auto to persuade system users to use transit as opposed to single occupancy vehicles.

System Options: Travel Time – 

Transit Compared to Auto

Operations 

Objectives

•	 Reduce the travel time differential between transit and auto during peak periods by X 

percent per year for Y years.

•	 Maintain a travel time differential between transit and auto during peak periods of X 

percent for Y years.

•	 Improve average transit travel time compared to auto in major corridors by X minutes per 

year for Y years.

Performance 

Measures

•	 Transit to auto travel time differential for a given period (daily, hourly, or peak hours), on a 

given portion of the system (system wide, by facility type, or by corridor).

Anticipated Data 

Needs

•	 Transit travel time performance, average auto speeds or auto travel times.

Data Resources 

and Partners

•	 Transit on-time performance records, measured travel speeds on key facilities; probes in 

traffic streams, and permanent traffic recorders that collect speed data.

•	 State and local DOTs, transit agencies, traffic management centers, ITS operators.

M&O Strategies 

to Consider

Strategies designed to increase transit speeds, such as bus rapid transit, HOV lanes that buses 

can use, queue jump lanes at signalized intersections, and transit signal priority. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install shoulder bus lanes: The crash modification factor for this treatment is between 0.92 

and 0.14 depending on crash severity and crash type. Source: FHWA Desktop Reference for Crash 

Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
Advancing Metropolitan Planning for Operations | 55

Fact 

Sheets

General Description

The objectives in this section focus on improving the accessibility and efficiency of bicycle and pedestrian modes to offer 

travelers feasible and attractive travel options. 

System Options: 

Bicycle and Pedestrian Accessibility and Efficiency

Operations 

Objectives

•	 Decrease average delay for pedestrians and bicyclists on primary ped/bike routes by X 

percent in Y years.

•	 Increase the share of roadways with bicycle lanes to X by year Y.

•	 Increase system completeness for bicyclists and pedestrians by X percent within Y years.

•	 Increase the number of intersections with pedestrian features (countdown pedestrian 

signal heads, painted crosswalks, etc.) to X percent by year Y.

•	 Increase average pedestrian (or bicyclist) comfort level by X points in Y years.

Performance 

Measures

•	 Average delay for pedestrians and bicyclists on primary ped/bike routes.

•	 Percent of roadways with bicycle and pedestrian facilities. 

•	 The percentage of intersections with pedestrian features.

•	 Average pedestrian (or bicyclist) comfort level as measured by survey.

Anticipated Data 

Needs

•	 Wait time for pedestrians and bicyclists at intersections or path blockages.

•	 An inventory of bicycle and pedestrian facilities. 

•	 Survey information on pedestrian (or bicyclist) comfort level.

Data Resources 

and Partners

•	 State and local DOTs, counties, cities, highway districts.

M&O Strategies 

to Consider

Pedestrian countdown signals, bicycle lanes, signage, crossing signals where bicycles cross 

major roadways. 

Safety-related 

Impacts

Select examples of associated M&O strategies, and their safety impacts include:

•	 Provide a sidewalk or shoulder: The safety impact is a potential reduction in collisions with 

pedestrians. Source: HSM, First Edition.

•	 Install raised pedestrian crosswalks: The safety impact is a potential to reduce vehicle 

operating speeds Source: HSM, First Edition.

•	 Re-stripe roadway to provide bicycle lane: The safety impact is no evidence of increased 

conflicts between curb lane vehicles and bicycles. Source: HSM, First Edition.
56 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this sheet focus on increasing modal options for individuals with disabilities. 

System Options: 

Modal Options for Individuals with Disabilities

Operations 

Objectives

•	 Increase the percent of intersections with ADA (Americans with Disabilities Act) 

provisions to X percent by year Y.

•	 Increase the availability of transit to individuals with disabilities by X percent by year Y.

•	 Increase the percent of transit stops with ADA provisions to X percent by year Y.

Performance 

Measures

•	 The percent of intersections with ADA provisions.

•	 The percent of individuals with disabilities that can access transit. 

•	 The percent of transit stops with ADA provisions.

Anticipated Data 

Needs

•	 The number of intersection with and without ADA provisions.

•	 The number of individuals with disabilities that can access transit. 

•	 The number of transit stops with and without ADA provisions.

Data Resources 

and Partners

•	 State and local DOTs, transit agencies.

M&O Strategies 

to Consider

Planning, programming, and constructing ADA improvements at intersections. Expanding 

paratransit service and purchasing transit vehicles with low-floor boarding capabilities and 

other accommodations for individuals with disabilities. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 57

3.3.4 

Fact 

Sheets

General Description

These objectives seek to address delay experienced on arterials. Arterial roads primarily serve through traffic and provide 

access to abutting properties as a secondary function. 

Arterial Management: Delay 3.3.4

Operations 

Objectives

•	 Decrease the seconds of control delay per vehicle on arterial roads by X percent in Y 

years. (Control delay is defined as the portion of the total delay attributed to traffic signal 

operation for signalized intersections).

•	 Increase the miles of arterials in the region operating at level of service (LOS) Z by X 

percent in Y years.

Performance 

Measures

•	 Control delay seconds per vehicle.

•	 Percent of arterial miles in region operating at LOS Z.

Anticipated Data 

Needs

•	 Travel times on arterials near traffic signals.

•	 Speed, volume/capacity or other measures of level of service.

Data Resources 

and Partners

•	 Partner agencies that operate and maintain arterials in the region.

M&O Strategies 

to Consider

M&O strategies designed to address the management of traffic on arterial roads typically include a 

blend of outreach, guidance, training, and research to advance four major types of strategies: traffic 

signal improvements, advanced traffic signal control, traffic monitoring, and access management.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Modify access point density: The safety impact of reducing the number of access points is the 

potential reduction in injury and non-injury crash frequency, as well as angle and sideswipe 

collisions at intersections and mid-block areas. Source: HSM, First Edition.

•	 Remove unwarranted signals: The safety impact of this treatment is the potential for 

decreasing the frequency of collisions. Targets for this action are signalized intersections 

where traffic volumes and safety records do not warrant a traffic signal. This action also 

includes the potential to eliminate excessive delay and disobedience to traffic signals and 

decreases the use of inappropriate routes to avoid signals. Right angle crashes may increase 

after signal removal. Source: NCHRP 500 Volume 12 (effectiveness categorized as”proven”).

•	 Provide a right-turn lane: The crash modification factor (crash modification factor) for this 

treatment for all crashes at stop-controlled intersections is a 0.86 with a standard error of 

0.06. Therefore the range of the crash modification factor is 0.98 to 0.74. Relating to all 

crashes at signalized intersections, the crash modification factor for this treatment is 0.96 

with a standard error of 0.02. Therefore the range of the crash modification factor is 1.00 to 

0.92.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
58 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives seek to address access management issues experienced on arterials to improve the flow of traffic, reduce 

crashes, and reduce congestion. 

Arterial Management: Access Management

Operations 

Objectives

•	 Maintain a distance of X feet between intersections on major arterials in the region for 

the next Y years.

•	 Reduce driveway access by X percent on major arterials for all new developments for the 

next Y years. 

Performance 

Measures

•	 Distance between intersections on major arterials in the region.

•	 Percent driveway access on major arterials for new developments.

Anticipated Data 

Needs

•	 Distance between intersections.

•	 Driveway access for new developments on major arterials.

Data Resources 

and Partners

•	 Partner agencies that approve new developments, and operate and maintain arterials in the 

region.

M&O Strategies 

to Consider

M&O strategies designed to address access management on arterials can be outlined in an 

access management plan and include access spacing, driveway spacing, dedicated left- and 

right-turn lanes, roundabouts, two-way left-turn lanes, and non-traversable, raised medians. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Modify access point density: The safety impact of reducing the number of access points is 

a potential reduction in both injury and non-injury crash frequency as well as angle and 

sideswipe collisions at intersections and mid-block areas. Source: HSM, First Edition.
Advancing Metropolitan Planning for Operations | 59

Fact 

Sheets

General Description

These objectives aim to reduce the variability in travel time on arterials so that users experience a more consistent and 

predictable trip time.

Arterial Management: Reliability

Operations 

Objectives

•	 Reduce buffer index on arterials during peak and off-peak periods by X percent in Y years.

•	 Reduce delay associated with incidents on arterials by X percent by year Y.

[See section on System Reliability for additional information on buffer index, planning 

index, and other measures.]

Performance 

Measures

•	 The buffer index (represents the extra time (“buffer”) travelers add to their average travel 

time when planning trips in order to arrive on-time 95 percent of the time).

•	 Hours of delay associated with incidents.

Anticipated Data 

Needs

•	 Travel time (daily figures, to calculate 95 percentile travel time).

•	 Crash data.

Data Resources 

and Partners

•	 Providers of travel data on freeways, including State DOTs or transportation management 

centers.

M&O Strategies 

to Consider

Strategies include traffic incident management, work zone management, special events 

management, and traveler information. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore, the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes, the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
60 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives focus on developing or improving traffic monitoring and data collection on arterials that is necessary for 

managing arterials through signalization or traveler information. 

Arterial Management: 

Traffic Monitoring and Data Collection

Operations 

Objectives

•	 Field data collection is conducted either through floating car studies or other methods 

at least once every Y years on major signalized arterials and X years on minor signalized 

arterials.

•	 X percent of intersections in the region are equipped and operating with traffic signals 

that enable real-time monitoring and management of traffic flows by year Y.

•	 X percent of major and minor arterials are equipped and operating with arterial link 

traffic data detection stations (or appropriate technology) per Z distance by year Y.

•	 X percent of major and minor arterials are equipped and operating with closed circuit 

television (CCTV) cameras per Z distance by year Y.

Performance 

Measures

•	 Number of field data collection studies performed every Y and X years on major and minor 

signalized arterials, respectively.

•	 Percent of intersections in the region equipped and operating with traffic signals that enable 

real-time monitoring and management of traffic flows.

•	 Percent of major and minor arterials equipped and operating with arterial link traffic data 

detection stations (or appropriate technology) per Z distance.

•	 Percent of major and minor arterials equipped and operating with closed circuit television 

(CCTV) cameras per Z distance.

Anticipated Data 

Needs

•	 Number of field studies performed on signalized arterials.

•	 Traffic signal capabilities inventory.

•	 Arterial link traffic data detection station inventory.

•	 CCTV camera inventory.

Data Resources 

and Partners

•	 Partner agencies that operate traffic signals in the region.

M&O Strategies 

to Consider

M&O strategies directly follow from the objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 61

Fact 

Sheets

General Description

These objectives improve the management of traffic signal systems through advanced technology, increased reviews, and 

planning.

Arterial Management: Traffic Signal Management

Operations 

Objectives18

•	 Maintain a program of evaluating X percent of signals for retiming every Y years.

•	 Increase the number of intersections running in a coordinated, closed-loop, or adaptive 

system by X percent in Y years.

•	 Special timing plans are available for use during freeway incidents, roadway construction 

activities, or other special events for X miles of arterials in the region by year Y.

•	 Crash data for all arterials in the region is reviewed every X years to determine if signal 

adjustments can be made to address a safety issue. 

Performance 

Measures

•	 Number of traffic signals evaluated for retiming.

•	 Number of intersections running in a coordinated, closed-loop, or adaptive system.

•	 Number of miles of arterials that have at least one special timing plan for incidents, 

construction, or events.

•	 Number of years between reviews of crash data on all arterials for possible signal timing 

impacts.

Anticipated Data 

Needs

•	 Reports from operating agencies on signal retiming, signal capabilities, special timing plans, 

and crash data reviews. 

Data Resources 

and Partners

•	 Partner agencies that operate arterials in the region and police departments that maintain 

traffic crash records. 

M&O Strategies 

to Consider

M&O strategies directly follow from the objectives.

18 Some operations objectives have been derived from the 2007 National Traffic Signal Report Card - Technical Report by the National Transportation Operations 

Coalition.
62 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Convert exclusive leading protected to exclusive lagging: The crash modification factor for 

this treatment is 0.85 with a standard error of 0.19 for all crashes. Therefore, the range of the 

crash modification factor is 1.23 to 0.47. For left-turn crashes, the crash modification factor is 

0.51 with a standard error of 0.54. Therefore, the range of the crash modification factor is 1.59 

to 0.0. Source: FHWA Desktop Reference for Crash Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.

•	 Provide actuated control: The safety impact is apparent reduction in some crash types. 

Source: HSM, First Edition.

•	 Signal coordination: The safety impact includes the potential for decreasing intersection 

crash rates, rear-end conflicts, and crashes during permitted turning movements at signalized 

intersections. Source: NCHRP 500 Volume 12 (effectiveness categorized as “proven”).
Advancing Metropolitan Planning for Operations | 63

3.3.5 

Fact 

Sheets

General Description

This set of objectives focuses on reducing the duration of incidents on the transportation system. Three different 

categories are covered: Discovery and verification time, notification and response time, and clearance time. Verification 

includes determining the incident location and gathering sufficient information to enable an appropriate response.19

Emergency/Incident Management: 

Incident Duration 3.3.5

Operations 

Objectives

Discovery and Verification Time

•	 Reduce mean incident notification time (defined as the time between the first agency’s 

awareness of an incident and the time to notify needed response agencies) by X 

percent over Y years (i.e., through “Motorist Assist” roving patrol programs, reduction of 

inaccurate verifications, etc.).

Notification and Response Time

•	 Reduce mean time for needed responders to arrive on-scene after notification by X 

percent over Y years.

Time to Clear Incident and Resume Traffic Flow

•	 Reduce mean incident clearance time per incident by X percent over Y years. (Defined as 

the time between awareness of an incident and the time the last responder has left the 

scene.)

•	 Reduce mean roadway clearance time per incident by X percent over Y years. (Defined as 

the time between awareness of an incident and restoration of lanes to full operational 

status.)

•	 Reduce mean time of incident duration (from awareness of incident to resumed traffic 

flow) on transit services and arterial and expressway facilities by X percent in Y years.

Performance 

Measures

•	 Average incident notification time of necessary response agencies.

•	 Mean time for needed responders to arrive on-scene after notification.

•	 Mean incident clearance time per incident.

•	 Mean roadway clearance time per incident.

•	 Mean time of incident duration. 

Anticipated Data 

Needs

•	 For each incident of interest in the region, incident notification time and on-scene arrival 

time. 

•	 Data needed for these measures include the time of the awareness of an incident and one 

or more of the following pieces of data: the time the last responder left the scene, the time 

when all lanes were re-opened, and the time when traffic returned to full operational status.

19 See http://www.transportation.org/sites/ntimc/docs/Anatomy%20of%20a%20Traffic%20Incident.pdf for information on the stages of traffic incident 

management.
64 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

Data Resources 

and Partners

•	 Data would need to be tracked by the incident responders or operators at a traffic 

management center or emergency operations center with access to video of the scene. The 

partners needed for these measures would be all incident responders willing to support the 

objectives.

M&O Strategies 

to Consider

M&O strategies to consider in improving detection and verification of incidents include 

enhancing inter-agency voice and data communications systems, expanding the use of roving 

patrols, and CCTV cameras.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Employ emergency vehicle preemption: The safety impact is the potential for decreasing 

response times. Reviews of systems in several cities show a decrease in response times 

ranging from 14 to 50 percent. Source: NCHRP 500 Volume 12 (effectiveness categorized as 

“proven”).

•	 Install emergency vehicle preemption systems: The crash modification factor for this 

treatment is 0.30 for all crashes. Source: FHWA Desktop Reference for Crash Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
Advancing Metropolitan Planning for Operations | 65

Fact 

Sheets

General Description

The intent is to reduce person hours of delay due to traffic incidents. 

Emergency/Incident Management: 

Person Hours of Delay

Operations 

Objectives

•	 Reduce the person hours (or vehicle hours) of total delay associated with traffic incidents 

by X percent over Y years.

Performance 

Measures

•	 Person hours (or vehicle hours) of delay associated with traffic incidents.

Anticipated Data 

Needs

•	 Total travel time in person hours (or vehicle hours) of travel impacted by incidents.

•	 Total travel time in person hours (or vehicle hours) of travel during free flow conditions.

Data Resources 

and Partners

•	 Due to the unpredictable nature of traffic incidents, travel time may need to be collected, 

stored, and then analyzed after incident times and locations are obtained. Partners needed 

include public safety agencies and departments of transportation. 

M&O Strategies 

to Consider

Regions can reduce travel time delay due to incidents by shortening incident clearance time 

and providing travelers with information to avoid the incident area. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable “Accident Ahead” warning signs: The crash modification factor for this 

treatment is 0.56 with a standard error of 0.2. Therefore the range of the crash modification 

factor is 0.96 to 0.16. Source: HSM, First Edition.

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore, the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes, the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
66 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This objective provides a focus on the safety and efficiency of emergency evacuation via surface transportation. The 

objective emphasizes per capita time to evacuate and allows for evaluation of large and small events involving large and 

small geographic areas and/or numbers of people.

Emergency/Incident Management: 

Evacuation Times

Operations 

Objectives

•	 Reduce the per capita time to evacuate Z persons in the region by X percent over Y years.

Performance 

Measures

•	 Per capita time to evacuate.

Anticipated Data 

Needs

•	 Time to evacuate region (or subarea).

Data Resources 

and Partners

•	 Data would likely need to be collected by emergency command staff and involve 

communication and coordination with field staff from all agencies involved with the 

evacuation.

•	 Emergency responders, police, fire, public safety, U.S. Transportation Security Administration, 

local and State DOTs, and public officials.

M&O Strategies 

to Consider

M&O strategies for improving evacuation time in an emergency situation include interagency 

coordination and communication, responder training, and traffic engineering strategies (e.g., 

contraflow lanes).

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Employ emergency vehicle preemption: The safety impact for this technology is the potential 

for decreasing response times. Reviews of systems in several cities show a decrease in 

response times ranging from 14 to 50 percent. Source: NCHRP 500 Volume 12 (effectiveness 

categorized as “proven”).
Advancing Metropolitan Planning for Operations | 67

Fact 

Sheets

General Description

The intent is to improve customer satisfaction with incident management in the region.

Emergency/Incident Management: 

Customer Satisfaction

Operations 

Objectives

•	 Increase customer satisfaction with the region’s incident management by X percent over 

Y years.

Performance 

Measures

•	 Percentage of customers satisfied with region’s incident management practices. 

Anticipated Data 

Needs

•	 Customer satisfaction surveys.

Data Resources 

and Partners

•	 This data would be gathered through surveys among transportation system users that had 

been using the system during the time of an incident.

M&O Strategies 

to Consider

M&O strategies to consider for improving customer satisfaction with TIM include extensive 

traveler information during incidents and reducing the duration of the incident.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
68 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This section contains objectives that focus on providing travelers with accurate, timely, and actionable information about 

incidents and emergencies. 

Emergency/Incident Management: 

Traveler Information

Operations 

Objectives

•	 Reduce time between incident/emergency verification and posting a traveler alert to 

traveler information outlets (e.g., variable message signs, agency website, 511 system) by 

X minutes in Y years.

•	 Increase number of repeat visitors to traveler information website (or 511 system) by X 

percent in Y years.

•	 Reduce the time between recovery from incident and removal of traveler alerts for that 

incident.

Performance 

Measures

•	 Time to alert motorists of an incident/emergency.

•	 Number of repeat visitors to traveler information website (or 511 system).

•	 Time between recovery from incident and removal of traveler alerts.

Anticipated Data 

Needs

•	 Data needed for these measures include the time of incident verification and variable 

message sign (VMS) posting, 511 entry, traveler information website log of the number of 

visitors, and the time of transportation system recovery and travel alert removal.

Data Resources 

and Partners

•	 Data on the time of incident recovery could be collected by TMC operators with video of 

incident scene or through continuous collection of traffic speeds. Partners would need to 

include agencies that manage traveler information websites, VMS, and emergency operations 

centers. Public safety partners may be needed for information on incident verification time.

M&O Strategies 

to Consider

M&O strategies to consider include training on disseminating traveler information on incidents 

as well as deploying and managing VMS and websites.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable “Accident Ahead” warning signs: The crash modification factor for this 

treatment is 0.56 with a standard error of 0.2. Therefore, the range of the crash modification 

factor is 0.96 to 0.16. Source: HSM, First Edition.

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore ,the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes, the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
Advancing Metropolitan Planning for Operations | 69

Fact 

Sheets

General Description

This section contains objectives that focus on increasing coordination and communication between agencies with 

responsibilities for traffic incident management. 

Emergency/Incident Management: 

Inter-Agency Coordination

Operations 

Objectives

•	 Increase percentage of incident management agencies in the region that (participate in 

a multi-modal information exchange network, use interoperable voice communications, 

participate in a regional coordinated incident response team, etc.) by X percent in Y years.

•	 Increase the number of corridors in the region covered by regional coordinated incident 

response teams by X percent in Y years.

•	 Hold at least X multi-agency after-action review meetings each year with attendance 

from at least Y percent of the agencies involved in the response to an incident.

•	 At least X percent of transportation operating agencies have a plan in place for a 

representative to be at the local or State Emergency Operations Center (EOC) to 

coordinate strategic activities and response planning for transportation during 

emergencies by year Y.

Performance 

Measures

•	 Percentage of incident management agencies in region participating in multi-modal 

information exchange network. 

•	 Number of agencies in the region with interoperable voice communications.

•	 Number of participating agencies in a regional coordinated incident response team. 

•	 Number of TIM corridors in the region covered by regional coordinated incident response 

teams.

•	 Number of multi-agency after-action reviews per year.

•	 Percentage of responding agencies participating in after-action review.

•	 X percent of transportation operating agencies that have a plan in place for a representative 

to be at the local (city or county) EOC or State EOC to coordinate strategic activities and 

response planning for transportation during emergencies.

Anticipated Data 

Needs

•	 Data needed for these measures include the number of agencies participating in a regional 

incident management program or activity, the number of corridors covered by a regional 

incident management team, and the number of after-action reviews held. Also needed is the 

number of transportation operating agencies in the region and the number that have a plan 

in place for a representative to be at an EOC.
70 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

Data Resources 

and Partners

•	 This data can be collected by observation of emergency/incident management programs or 

asking TIM and other emergency management agencies to self-report. 

M&O Strategies 

to Consider

The M&O strategies to consider are inherent in these objectives. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 71

Fact 

Sheets

General Description

This section contains objectives that focus on training incident management staff. 

Emergency/Incident Management: Training

Operations 

Objectives

•	 Conduct X joint training exercises among operators and emergency responders in the 

region by year Y.

•	 By Y (year), X percent of staff in region with incident management responsibilities will 

have completed the National Incident Management System (NIMS) Training and at 

least X percent of transportation responders in the region are familiar with the incident 

command structure (ICS).

Performance 

Measures

•	 Number of joint training exercises conducted among operators and emergency responders.

•	 Percent of staff having completed NIMS training and percent of transportation responders 

familiar with ICS.

Anticipated Data 

Needs

•	 The number of joint training exercises conducted in the region among operators and 

emergency responders

•	 The number of staff within each agency in the region that have incident management 

responsibilities as well as the number of staff that have completed the NIMS training.

•	 The number of transportation responder staff in the region familiar with ICS.

Data Resources 

and Partners

•	 A simple count of incident management staff and those that completed NIMS training would 

need to be collected from each TIM agency in the region. A survey or self-assessment could 

be used on a regional level for ICS familiarity. 

M&O Strategies 

to Consider

M&O strategies to consider would include making the NIMS training widely available to all 

relevant staff in the region.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
72 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This section contains objectives that focus on deploying technology needed to support traffic incident management. 

Emergency/Incident Management: Use of Technology

Operations 

Objectives

•	 Increase number of ITS-related assets (e.g., roadside cameras, dynamic message signs, 

vehicle speed detectors) in use for incident and emergency detection/response by X in Y 

years.

•	 Increase number of regional road miles covered by ITS-related assets (e.g., roadside 

cameras, dynamic message signs, vehicle speed detectors) in use for incident detection/

response by X percent in Y years.

•	 Increase number of traffic signals equipped with emergency vehicle preemption by X 

percent in Y years.

Performance 

Measures

•	 Number of ITS-related assets in use for incident detection.

•	 Number of regional roadway miles covered by ITS-related assets in use for incident detection.

•	 Number of traffic signals equipped with emergency vehicle preemption.

Anticipated Data 

Needs

•	 The data needed for technology deployment objectives is simply a count of the assets 

deployed for TIM.

Data Resources 

and Partners

•	 Only data needed is a count of technology deployed.

M&O Strategies 

to Consider

The M&O strategies to consider are inherent in the objectives. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 73

3.3.6 

Fact 

Sheets

General Description

These objectives seek to address the overall efficiency of the freeway system, and address issues such as delay experience 

on freeways and the extent, duration, and intensity of congestion. 

Freeway Management: Efficiency 3.3.6

Operations 

Objectives

•	 Reduce the number of person hours (or vehicle hours) of delay experienced by travelers 

on the freeway system.

•	 Reduce the share of freeway miles at level of service (LOS) X by Y by year Z.

[See section on Efficiency-related objectives for others that apply to freeways]

Performance 

Measures

•	 Hours of delay (vehicle-hours or person-hours).

•	 Hours of delay per capita or driver.

•	 Miles at LOS or V/C > 1.0 (or other threshold).

Anticipated Data 

Needs

•	 Peak period and free flow travel time or speeds.

•	 Person travel along links (e.g., vehicle volume multiplied by vehicle occupancy).

Data Resources 

and Partners

•	 Providers of travel data on freeways, including State DOTs or transportation management 

centers.

M&O Strategies 

to Consider

Strategies include managed lanes, ramp management, use of shoulder lanes during peak 

periods, traveler information, and other strategies to improve freeway throughput and manage 

demand and traffic flow.

Safety-related 

Impacts

Select examples of associated M&O strategies, and their safety impacts include:

•	 Install changeable “Accident Ahead” warning signs: The crash modification factor for this 

treatment is 0.56 with a standard error of 0.2. Therefore, the range of the crash modification 

factor is 0.96 to 0.16. Source: HSM, First Edition.

•	 Install changeable fog warning signs: Safety impact includes the potential for a reduction in 

crashes during fog conditions on freeways. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
74 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

These objectives aim to reduce the variability in travel time on the freeway system so that users experience a more 

consistent and predictable trip time.

Freeway Management: Reliability

Operations 

Objectives

•	 Reduce buffer index on the freeway system during peak and off-peak periods by X 

percent in Y years.

•	 Reduce delay associated with incidents on the freeway system by X percent by year Y.

[See section on System Reliability for additional information on buffer index, planning 

index, and other measures.]

Performance 

Measures

•	 The buffer index (represents the extra time (“buffer”) travelers add to their average travel 

time when planning trips in order to arrive on-time 95 percent of the time).

•	 Hours of delay associated with incidents.

Anticipated Data 

Needs

•	 Travel time (daily figures, to calculate 95 percentile travel time).

•	 Crash data.

Data Resources 

and Partners

•	 Providers of travel data on freeways, including State DOTs or transportation management 

centers.

M&O Strategies 

to Consider

Strategies include managed lanes, incident management, work zone management, special 

events management, and traveler information. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable ”Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non injury crashes the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
Advancing Metropolitan Planning for Operations | 75

Fact 

Sheets

General Description

The objectives in this category focus on increasing the availability of or improving the operation of managed lanes. 

Managed lanes are intended to keep traffic flowing through techniques such as time-of-day restrictions, vehicle type 

restrictions (e.g., high occupancy vehicle (HOV) lanes and truck-only toll ways), and/or pricing (charging motorists for 

access, e.g., high occupancy toll (HOT ) lanes). 

Freeway Management: Managed Lanes

Operations 

Objectives

•	 Increase the miles of managed lanes in the region from X to Y by year Z. 

•	 Provide options for reliable travel times for certain types of travel (e.g., transit, carpools, 

trucks, etc.) on at least X percent of the freeway network by year Y. 

•	 Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) operate at no less than X mph 

during their hours of operation. 

•	 Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) operate with a volume of at 

least X vehicles per hour.

•	 Ensure that all managed lanes (e.g., HOV lanes, HOT lanes) carry a throughput of at least 

Y persons per hour.

Performance 

Measures

•	 Miles of managed lanes.

•	 Share of freeway network with managed lanes (by class of traveler).

•	 Average speeds in managed lanes.

•	 Vehicle volumes in managed lanes.

•	 Passenger volumes in managed lanes.

Anticipated Data 

Needs

•	 System information (e.g., miles of managed lanes).

•	 Speed and/or volume data from ITS systems, transponders, etc.

Data Resources 

and Partners

•	 Providers of travel data, including State DOTs, transit agencies, cities, counties, or 

transportation management centers.

M&O Strategies 

to Consider

M&O strategies designed to offer time savings to various classes of road users could include 

truck only lanes, high occupancy vehicle (HOV) lanes, and high occupancy toll (HOT lanes), and 

could be established as contraflow or reversible lanes. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install shoulder bus lanes: The crash modification factor for this treatment is between 0.92 

and 0.14 depending on crash severity and crash type. Source: FHWA Desktop Reference for Crash 

Reduction Factors, 2008.

Note: The existing number of crashes is multiplied by the crash modification factor to 

determine the number of crashes following implementation of a treatment.
76 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this category focus on increasing the availability of or improving the operation of high occupancy 

vehicle (HOV) lanes. HOV lanes are intended to provide a faster and more reliable travel time for carpools, vanpools, and 

buses, thereby encouraging higher levels of ridesharing and transit use. 

Freeway Management: HOV Lanes

Operations 

Objectives

•	 Increase the number of HOV lane miles from X to Y by year Z.

•	 Provide options for reliable travel times for carpools and transit on at least X percent of 

the freeway network by year Y. 

•	 Ensure that all HOV lanes operate at no less than X mph during their hours of operation. 

•	 Ensure that all HOV lanes operate with a volume of at least X vehicles per hour.

•	 Ensure that all HOV lanes carry a throughput of at least Y persons per hour.

•	 Increase the average vehicle occupancy rate in HOV lanes to X by year Y.

•	 Increase the compliance rate for HOV lanes to X percent by year Y. 

Performance 

Measures

•	 Total number of HOV lane miles in a region.

•	 Share of freeway network with HOV lanes.

•	 Minimum and average speeds in HOV lanes. 

•	 Vehicle volume and persons per hour per lane. 

•	 Percent of vehicles violating HOV restrictions.

Anticipated Data 

Needs

•	 System information (e.g., miles of managed lanes).

•	 Speed and/or volume data from ITS systems, transponders, speed studies, etc.

•	 Vehicle violation data from law enforcement.

Data Resources 

and Partners

•	 Providers of travel data, such as State DOTs, cities, counties, or transportation management 

centers.

•	 Law enforcement, which may provide information on HOV violations recorded.

M&O Strategies 

to Consider

M&O strategies to consider include identification of under-performing HOV lanes, consideration 

of peak-hour operation only, HOV bypass lanes at ramp meters, and access to park-and-ride 

facilities that provide a location for individuals to transfer from single occupant vehicles to a 

high-occupancy mode of travel.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 77

Fact 

Sheets

General Description

The objectives in this section focus on use of pricing to manage demand, such as by charging a premium to users who 

want to drive during peak periods. 

Freeway Management: Pricing and Tolling

Operations 

Objectives

•	 Increase the percentage of users carrying electronic toll collection (ETC) transponders by 

X percent by year Y.

•	 Increase the share of toll roadways and bridges that are using variable pricing (e.g., 

congestion pricing) to X percent by year Y.

•	 Increase the share of freeways that are priced to X percent by year Y.

Performance 

Measures

•	 Percentage of drivers with ETC transponders.

•	 Share of toll roads and bridges using variable pricing.

•	 Lane miles that are priced.

Anticipated Data 

Needs

•	 Total number of users (annually) with ETC transponders.

•	 System information (e.g., miles of priced facilities).

Data Resources 

and Partners

•	 Providers of travel data, such as State DOTs, cities, counties, or transportation management 

centers.

M&O Strategies 

to Consider

M&O strategies to consider include dynamic/congestion pricing, electronic toll collection, and 

automated enforcement.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
78 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this section focus on the application of control devices, such as traffic signals, signing, and gates, to 

regulate the number of vehicles entering or leaving the freeway in order to achieve operational objectives.

Freeway Management: Ramp Management

Operations 

Objectives

•	 Increase the percent of freeway interchanges operating at LOS Z or higher during peak 

periods by X percent by year Y.

•	 Reduce the number of congestion-inducing incidents occurring at freeway ramps by X 

percent by year Y.

•	 Increase the number freeway ramps currently metered by X percent by year Y.

Performance 

Measures

•	 Percent of interchanges operating at LOS Z or above during peak periods (per year).

•	 Total number of congestion-inducing incidents at freeway interchanges during peak period 

(per year).

•	 Total number of ramp meters (by year of installation).

Anticipated Data 

Needs

•	 Traffic volume and level of service data (e.g., traffic counts) at selected interchanges.

•	 Total number of congestion-related incidents at selected interchanges.

•	 Number of freeway ramp meters and year of installation.

Data Resources 

and Partners

•	 Providers of travel data, including traffic volumes and incidents, such as State DOTs, cities, 

counties, and transportation management centers.

M&O Strategies 

to Consider

Ramp management strategies typically encompass ramp metering, ramp closure, special use 

treatments (e.g., HOV, special events, etc.), and ramp terminal treatments.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 79

Fact 

Sheets

General Description

The objectives in this section focus on monitoring the operation of the freeway system and initiating control strategies 

that effect changes in the operation of the network.

Freeway Management: 

Transportation Management Centers

Operations 

Objectives

•	 Increase the level of transportation management center (TMC) field hardware (cameras, 

variable message signs, electronic toll tag readers, ITS applications, etc.) by X percent by 

year Y.

•	 Increase the hours of TMC operation and level of staffing by X percent by year Y.

•	 Increase the percent of regional transportation system monitored by the TMC for realtime performance.

Performance 

Measures

•	 Total amount of TMC equipment.

•	 Number of hours of TMC operation and number of staff serving the TMC.

•	 Percent of regional transportation system monitored by the TMC for real-time performance.

Anticipated Data 

Needs

•	 TMC operational data (e.g., level of performance monitoring, number of events managed, 

level of services provided to aid motorists, etc.).

Data Resources 

and Partners

•	 Transportation management center and transportation agency partners.

M&O Strategies 

to Consider

Strategies include managing the operation of the transportation system by communicating 

travel condition information, making necessary modifications to traffic and transit control 

systems, and directing response activities.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
80 | Advancing Metropolitan Planning for Operations

3.3.7 

Fact 

Sheets

General Description

The intent of this objective is to improve freight shippers’, receivers’, and carriers’ satisfaction with freight mobility in the 

region. 

Freight Management: Customer Satisfaction 3.3.7

Operations 

Objectives

•	 Increase ratings for customer satisfaction with freight mobility in the region among 

shippers, receivers, and carriers by X percent in Y years.

Performance 

Measures

•	 Percentage of customers satisfied with region’s freight management practices.

Anticipated Data 

Needs

•	 Customer satisfaction surveys.

Data Resources 

and Partners

•	 This data would be gathered through surveys among users and providers of the region’s 

freight-related transportation system.

M&O Strategies 

to Consider

M&O strategies to consider for improving customer satisfaction with freight management 

include infrastructure and technology improvements. Additional strategies include providing 

rest areas and services for long-haul truckers. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 81

Fact 

Sheets

General Description

The objectives in this section focus on reducing travel-time delay for regional freight transportation.

Freight Management: Travel Time Delay

Operations 

Objectives

•	 Increase the mobility index (defined below) by X percent in Y years.

•	 Decrease the annual average travel time index for freight by X points in Y years.

•	 Decrease point-to-point travel times on selected freight-significant highways by Y 

minutes within Y years.

•	 Decrease hours of delay per 1,000 vehicle miles traveled on selected freight-significant 

highways by X percent in Y years.

Performance 

Measures

•	 Mobility index for system users defined as [Ton-miles of travel] / [Vehicle-miles of travel * 

Average speed].20

•	 Travel time index: ratio of observed average travel time to free-flow travel time.

•	 Point-to-point travel times on selected freight-significant highways. 

•	 Hours of delay per 1,000 vehicle miles on selected freight-significant highways.

Anticipated Data 

Needs

•	 Ton-miles of travel for freight, vehicles-miles of travel for freight, and average speed (can be 

derived from travel time, if necessary).

•	 Observed travel time and free-flow travel time.

•	 Point-to-point travel time on selected freight-significant facilities.

•	 Average travel time and traffic volumes on selected freight-significant facilities.

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for operation of the roadways and/

or freight operators responsible for operation of the vehicles (e.g., trucks, trains).

•	 State and local DOTs, freight carriers. 

M&O Strategies 

to Consider

Regions can reduce travel time delay for freight by increasing traveler information across the 

region, weigh-in-motion weigh stations, travel demand management programs, and freightonly lanes.

Safety-related 

Impacts

Select example of associated M&O strategies, and its safety impacts include:

•	 Modify access point density: The safety impact of reducing the number of access points is 

potential reduction in injury and non-injury crash frequency, as well as angle and sideswipe 

collisions at intersections and mid-block areas. Source: HSM, First Edition.

20 Transportation Research Board, NCHRP, NCHRP Report 606: Forecasting Statewide Freight Toolkit, (Washington, DC: 2008). Available at: 

http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_rpt_606.pdf, last accessed February 25, 2010. 
82 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

Objectives in the area of travel-time reliability for freight aim to reduce the variability in travel time so that users 

experience a consistent and predictable trip time for the movement of goods on the surface transportation system. 

Freight Management: Travel Time Reliability

Operations 

Objectives

•	 Reduce buffer index on regional freight routes during peak and off-peak periods by X 

percent in Y years. 

[See System Reliability for additional information on buffer index.]

Performance 

Measures21

Buffer index on regional freight routes during peak and off-peak period.

The buffer index represents the extra time (buffer) freight travelers add to their average travel 

time when planning trips. This is the extra time between the average travel time and nearworst case travel time (95th percentile), whereas the planning time index represents the extra 

time between the free-flow travel time and the near-worst case travel time (95th percentile). 

The buffer index is stated as a percentage of the average travel time. 

Anticipated Data 

Needs

•	 Travel time during peak and off-peak periods on freight routes.

Data Resources 

and Partners

•	 Travel time estimates directly calculated from continuous probe vehicle data, estimates 

from continuous point-based detector data, data collected in periodic special studies, or 

estimation created through simulation.2 2

M&O Strategies 

to Consider

Strategies to consider include traveler information, road weather management practices, quick 

clearance of incidents, truck-only lanes and truck-only toll facilities. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Modify access point density: The safety impact of reducing the number of access points is 

potential reduction in injury and non-injury crash frequency, as well as angle and sideswipe 

collisions at intersections and mid-block areas. Source: HSM, First Edition.

21 U.S. Department of Transportation, FHWA, Monitoring Urban Freeways in 2003: Current Conditions and Trends from Archived Operations Data. Texas 

Transportation Institute: December 2004. http://mobility.tamu.edu/mmp/FHWA-HOP-05-018/data.stm

22 U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time, December 2005. 

http://www.ops.fhwa.dot.gov/publications/tt_reliability/TTR_Report.htm. Accessed on October 20, 2009. 

Buffer Index (%) =

95th percentile travel time 

(minutes)

average travel time 

(minutes)

average travel time 

(minutes)

—
Advancing Metropolitan Planning for Operations | 83

Fact 

Sheets

General Description

The intent of this objective is to reduce travel time delay at international border crossings for freight transportation in the 

region.

Freight Management: Border Crossing

Operations 

Objectives

•	 Decrease average crossing times at international borders by X minutes for each border in 

the region over Y years. 

•	 Increase the use of electronic credentialing to X percent of weigh stations and border 

crossings by year Y.

Performance 

Measures

•	 Average border crossing time for freight at international borders per year.

•	 Percent of weigh stations and border crossings in the region that use electronic credentialing.

Anticipated Data 

Needs

•	 Time between freight vehicle entering border area to the time freight vehicle exits border 

area.

•	 Count of weigh stations and border crossings using electronic credentialing.

Data Resources 

and Partners

•	 Potential data resources are trucking companies that use trucks equipped with AVL. Potential 

partners include the U.S. Customs Service and other agencies operating at the border.

M&O Strategies 

to Consider

M&O strategies to consider include the use of commercial vehicle information systems and 

networks (CVISN) and traveler information to alert commercial vehicle drivers of delays at 

borders and possible alternatives. Additional strategies include installation, maintenance, and 

training in the use of electronic credentialing and dynamic pricing. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
84 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The intent is to reduce the frequency and duration of delays at intermodal facilities where goods can transfer between 

modes. 

Freight Management: Intermodal Facilities

Operations 

Objectives

•	 Reduce the frequency of delays per month at intermodal facilities by X percent in Y years.

•	 Reduce the average duration of delays per month at intermodal facilities by X percent in 

Y years.

Performance 

Measures

•	 Frequency of delays per month at intermodal facilities where a delay is defined as an addition 

of Z minutes to free flow conditions.

•	 Average duration of delays per month at intermodal facilities.

Anticipated Data 

Needs

•	 Travel time of goods through intermodal facilities in the region. 

Data Resources 

and Partners

•	 Freight carriers and port authorities would be potential sources of data and partners in 

measuring performance.

M&O Strategies 

to Consider

Strategies include on-site weight-in-motion facilities at intermodal hubs, automated inspection 

technology, pre-sorting of containers by complexity of inspection, and other logistical actions.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 85

Fact 

Sheets

General Description

The intent is to reduce the impact on freight when detours and re-routing is necessary due to incidents, emergencies, 

events, construction, weather, or choke points. 

Freight Management: Detours and Routing

Operations 

Objectives

•	 X percent of freeway and major arterial detours can accommodate commercial vehicles 

by year Y.

•	 Provide freight operators with traveler alerts and alternate routes in the case of incidents, 

special events, weather, construction, and severe congestion at choke points on X percent 

of freight-significant routes by year Y. 

Performance 

Measures

•	 Percent of detours of freeways and major arterials that can accommodate commercial 

vehicles.

•	 Percent of freight-significant routes where traveler alerts and alternate route information 

is provided in the case of incidents, special events, weather, construction, and severe 

congestion at choke points.

Anticipated Data 

Needs

•	 Number of detours accommodating commercial vehicles.

•	 Freight traveler information coverage. 

Data Resources 

and Partners

•	 State DOTs, local DOTs, freight carriers, port authorities would be potential sources of data 

and partners in measuring performance.

M&O Strategies 

to Consider

Strategies include detection of incidents/congestion and dissemination of traveler alerts and 

detours. Strategies also include developing region-wide map of potential freight detours.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
86 | Advancing Metropolitan Planning for Operations

3.3.8 

Fact 

Sheets

General Description

The objectives in this category focus on reducing the travel time for entering and exiting a special event. This section 

includes related objectives such as customer satisfaction of event management, event clearance, and the reliability of 

travel time to events. 

Special Event Management: 

Entry/Exit Travel Times 3.3.8

Operations 

Objectives

•	 Reduce average travel time into and out of the event by X percent in Y years.

•	 Reduce average time to clear event’s exiting queue by X percent in Y years.

•	 Reduce non-special event VMT in the event area during events by X percent in Y years.

•	 Reduce buffer time index for travelers to multiple similar special events by X percent in Y 

years. 

Performance 

Measures

•	 Average travel time to selected special events from a set of locations in the area over a year.

•	 Average travel time away from selected special events to a set of locations over a year.

•	 Average time to clear event’s exiting queue by year per event.

•	 Non-special event VMT in the event area during events over a year.

•	 Buffer time index for travelers to multiple similar special events. 

Anticipated Data 

Needs

•	 Travel time to and from a set of special events. 

•	 Time to clear an event’s exiting queue in terms of vehicles as well as people exiting via 

transit, walking, or biking.

•	 Vehicle miles traveled for vehicles not associated with special event. 

Data Resources 

and Partners

•	 Example methods of obtaining travel times include probes in the traffic stream (MAC reader 

technology, AVL technology on transit vehicles, CCTV surveillance, etc.), speed sensors and 

segment lengths, and intercept surveys of arriving event patrons.

•	 Non-special event VMT would likely be recorded for key facilities providing access to the 

event. Facility operators (DOTs, transit agencies, etc.) would collect counts at key locations 

that allow differentiation between event and non-event traffic.

•	 Agencies that may be involved in collecting data would include highway, arterial, and transit 

facility operators, signal system operators, public safety officials, parking authorities, and 

special event management staff.

M&O Strategies 

to Consider

Travel demand management strategies such as efforts in encouraging transit, car pooling, 

biking, walking, and other non-single occupancy vehicle modes of transportation, provide ways 

to improve entry and exit travel times to events. Other strategies include creating a special 

event signalization or special event management plan, traffic/parking management staff 

training, traveler information, and route management for event and non-event traffic.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 87

Fact 

Sheets

General Description

The intent is to minimize the use of single-occupancy vehicles by special event attendees by encouraging the use of other 

modes.

Special Event Management: Mode Shift from Single 

Occupancy Vehicle

Operations 

Objectives

•	 Decrease the percent of special event attendees traveling to the event in singleoccupancy vehicles by X percent in Y years.

•	 Increase the percent of special event attendees using park & ride lots by X percent in Y 

years.

•	 Increase the percent of special events with dedicated shuttle service by X percent in Y 

years.

Performance 

Measures

•	 Percent of special event attendees using single occupancy vehicles each year for selected 

events.

•	 Percent of special event attendees utilizing park & ride lots each year for selected events.

•	 Percent of special events with dedicated shuttle service for selected events during a 1-year 

period.

Anticipated Data 

Needs

•	 Number of special event attendees and number of single occupancy vehicles arriving at 

event.

•	 Number of special event attendees and number of attendees using park & ride lots for a 

sample of events.

•	 Number of special events in region and number of events with dedicated shuttle service.

Data Resources 

and Partners

•	 The data resources needed include counts at special events for single occupancy vehicles 

and the number of people using park & ride lots. Estimates for park & ride lots could be 

developed though automatic passenger counters (or manual counts) on park & ride lot 

shuttles.

•	 Special event managers and park & ride operators would be the key partners for these 

objectives.

M&O Strategies 

to Consider

Strategies include park and ride lots, shuttle service, restricting parking availability, and pricing 

as well as locating special events at sites that are accessible to transit, walking, and biking.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
88 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this sheet focus on the use of traveler information to manage the movement of people and goods into 

and out of special events safely and efficiently.

Special Event Management: Traveler Information

Operations 

Objectives

•	 Increase the methods of effectively disseminating special event information to travelers 

by X percent in Y years (e.g., media releases, highway advisory radio, dynamic message 

signs, commercial AM and FM radio).

•	 Increase the percentage of planned special events (with attendance above Z) with 

information on anticipated and actual travel conditions being disseminated to the 

traveling public at least X hours prior to the event. 

Performance 

Measures

•	 Number of effective methods to disseminate special event information to travelers.

•	 Percent of special events with expected attendance over Z that traveler information is 

disseminated at least X hours prior to the event.

Anticipated Data 

Needs

•	 A count of the available traveler information dissemination channels.

•	 A count of major special events with and without the dissemination of traveler information 

ahead of the event.

Data Resources 

and Partners

•	 Data could be collected through surveys of special event management agencies on methods 

used for information dissemination and the use of traveler information at major events.

M&O Strategies 

to Consider

Strategies include the range of communication techniques to support traveler information 

for special events as well as creating a special event signalization plan or a special event 

management plan with components on disseminating traveler information. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 89

Fact 

Sheets

General Description

The objectives in this sheet focus on the use of parking management during special events to encourage a more efficient 

use of existing parking facilities and to improve the quality of service for users.

Special Event Management: Parking Management

Operations 

Objectives

•	 Increase the number of special events that use shared parking facilities (e.g., parking lots 

of nearby businesses or organizations) by X percent in Y years. 

•	 Increase the use of flexible pricing mechanisms near special event locations on X percent 

of parking spaces in Y years.

•	 Increase on-street parking restrictions on X percent of widely used routes during special 

events in Y years. 

•	 Decrease the time spent clearing special event venue parking lots of vehicles by X percent 

in Y years following each event.

Performance 

Measures

•	 Number of special events that use shared parking facilities. 

•	 Percent of parking spaces near special event locations that use flexible pricing mechanisms.

•	 Percent of routes widely used during planned special events with on-street parking 

restrictions. 

•	 Percent decrease in time to clear parking lots. 

Anticipated Data 

Needs

•	 A count of special events using shared use parking facilities 

•	 Count of parking spaces near special event locations with and without flexible pricing 

mechanisms.

•	 Determination of the most widely used routes during special events and count of those 

routes with on-street parking restrictions. 

•	 Time to clear special event parking lots following each special event.

Data Resources 

and Partners

•	 Staff time or technology would be needed to count the number of available parking spaces, 

assess widely used commuter routes during special events, and record clearance time for 

parking lots after events.

M&O Strategies 

to Consider

Strategies include shared parking with nearby facilities, priced parking, transportation demand 

management, and park and ride. These strategies could be outlined within a special event 

management plan. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
90 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This section contains objectives that focus on efforts to improve multi-agency collaboration and training for special event 

management. 

Special Event Management: 

Multi-Agency Coordination and Training

Operations 

Objectives

•	 Increase the percentage of special event stakeholder agencies participating in a regional 

event management team to X percent by year Y.

•	 Increase the number of agencies with special event management responsibilities that use 

interoperable communications by X percent in Y years.

•	 Increase the percentage of special events that include a pre-event and post-event 

briefing by X percent in Y years.

•	 Increase the number of special event-related exercises performed among stakeholders by 

X percent in Y years.

Performance 

Measures

•	 Percent of stakeholder agencies participating agencies in a regional special event 

management team.

•	 Number of agencies special event management responsibilities using interoperable 

communications.

•	 Percent of special events that include a pre-event and post-event briefing.

•	 Number of special event-related exercises performed among stakeholders.

Anticipated Data 

Needs

•	 The number of special event management stakeholder agencies and, of them, the number 

that participate each year in a regional event management team.

•	 A count of special events with pre- and post-event briefings, number of special eventrelated exercises, and number of special event management agencies using interoperable 

communication systems.

Data Resources 

and Partners

•	 The data for these objectives would need to come from the agencies involved in special event 

management. It could be gathered through phone calls or surveys of these agencies.

M&O Strategies 

to Consider

M&O strategies to consider include developing a special event management plan with 

components on multi-agency coordination and training efforts.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 91

Fact 

Sheets

General Description

The objective in this section focuses on deploying and using technology to improve special event management.

Special Event Management: Use of Technology

Operations 

Objectives

•	 Increase the percent of major special events using ITS-related assets (e.g., roadside 

cameras, dynamic message signs, vehicle speed detectors) to detect and manage special 

event entry/exit bottlenecks and incidents by X percent in Y years.

•	 Implement special event traffic signal timing plans at X percent of major special events 

each year beginning in year Y.

Performance 

Measures

•	 Percent of special events using ITS-related assets to detect and manage incidents/

bottlenecks at entry/exit routes of the events.

•	 Percent of major special events each year in which a special event traffic signal timing plan 

was implemented. 

Anticipated Data 

Needs

•	 Number of special events in the region and number of special events with ITS assets used for 

detecting/managing bottlenecks and incidents at entry/exit routes of events.

•	 Number of major special events where signal timing plans were and were not implemented.

Data Resources 

and Partners

•	 Data for this measure would need to come from special event managers who would 

potentially use ITS for monitoring travel and disseminating information.

•	 State and local DOTs, ITS operators, emergency responders, and special event managers who 

would need to coordinate event planning, routing, and information dissemination.

M&O Strategies 

to Consider

Strategies include ITS deployment to support special event management, developing a special 

event signalization plan or special event management plan that identifies areas of the system 

that could benefit from technology improvements to coordinate special events, special event 

management planning and coordination among regional partners, monitoring and response to 

special event-related incidents, post-event debriefs, and implementation improvements.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Convert exclusive leading protected to exclusive lagging: The crash modification factor for 

this treatment is 0.85 with a standard error of 0.19 for all crashes. Therefore, the range of the 

crash modification factor is 1.23 to 0.47. For left-turn crashes, the crash modification factor is 

0.51 with a standard error of 0.54. Therefore, the range of the crash modification factor is 1.59 

to 0.0. FHWA Desktop Reference for Crash Reduction Factors, 2008.

Note: A crash modification factor is multiplied by the existing number of crashes to 

determine the number of crashes following the implementation of a treatment.
92 | Advancing Metropolitan Planning for Operations

3.3.9 

Fact 

Sheets

General Description

This sheet contains objectives on improving transit service with limiting the number and time of transfers.

Transit Operations and Management: 

Service Directness 3.3.9

Operations 

Objectives

•	 At least X percent of trips can be made with no more than Y transfers.

•	 Scheduled transfer times between routes should be no longer than X minutes.

Performance 

Measures

•	 Percent of trips with no more than Y transfers.

•	 Scheduled transfer times between routes.

Anticipated Data 

Needs

•	 Transit trip origin and destination data is needed.

•	 Scheduled arrival and departure times at transfer points between routes.

Data Resources 

and Partners

•	 The data resources will likely come from transit schedules and transit rider surveys for origin 

and destinations.

M&O Strategies 

to Consider

M&O strategies to minimize the number of transfers rely on the determination of transit trip 

characteristics, which allows transit routes to be adjusted to reduce the number of transfers.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 93

Fact 

Sheets

General Description

This sheet contains objectives on improving transit loading standards.

Transit Operations and Management: 

Loading Standards

Operations 

Objectives

•	 Load factors for (route type) routes at each route’s busiest point should not exceed X on 

any vehicle (or on the average vehicle) during peak/off-peak periods.

•	 Passenger loads on (route type) routes at each route’s busiest point should not exceed X 

passengers on any vehicle (or on average) during the hour during peak/off-peak periods

•	 No more than X standees should be present at each route’s busiest point on any vehicle 

(or on the average vehicle) during peak/off-peak periods.

•	 No passenger will have to stand for more than X minutes during their journey.

Performance 

Measures

•	 Load factor.

•	 Maximum passenger loads.

•	 Maximum standees.

•	 Duration of standee time.

Anticipated Data 

Needs

•	 Transit ridership data is required. 

•	 Passenger standing time.

Data Resources 

and Partners

•	 The transit agency is the key partner for these objectives. 

M&O Strategies 

to Consider

M&O strategies include strategic infrastructure improvements to match with the busiest points 

along transit routes.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
94 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This sheet contains objectives on improving passenger shelters/platforms and amenities.

Transit Operations and Management: 

Traveler Information

Operations 

Objectives

•	 Equip X shelters/platforms with real-time arrival displays annually. 

•	 Increase the number of web-based trip planner requests each year by X percent.

•	 All stops have up-to-date schedule information available within X days of schedule 

changes.

•	 Transit traveler information is available in the region via 511 web and phone service by 

year Y.

•	 Install Wi-Fi service on X number of routes annually.

Performance 

Measures

•	 Number of shelters/platforms equipped with real-time arrival displays per year.

•	 Number of web-based trip planner requests per year.

•	 Percent of stops with up-to-date schedule information available within X days of schedule 

changes. 

•	 Availability of transit traveler information on 511 web and phone service.

•	 The number of routes in which Wi-Fi service was installed.

Anticipated Data 

Needs

•	 Count of shelters/platforms with arrival displays.

•	 Web page usage statistics for trip planning requests. 

•	 Count of stops with up-to-date schedule information (within a specified timeframe).

•	 Inclusion of transit traveler information on 511 services.

•	 Count of routes in which Wi-Fi service was installed per year.

Data Resources 

and Partners

•	 The transit agency is the key partner for this objective. 

M&O Strategies 

to Consider

M&O strategies are inherent in the objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 95

Fact 

Sheets

General Description

The objectives in this section focus on improving transit customer service, improving personal safety (e.g. reducing crime 

on transit vehicles that affects customer perceptions of safety), and improving security related to reducing vandalism and 

graffiti in a region. 

Transit Operations and Management: 

Customer Service/Safety

Operations 

Objectives

•	 Decrease by X percent on an annual basis the number of complaints per 1,000 boarding 

passengers.

•	 Increase the number of closed circuit television (CCTV) cameras installed by X percent in Y 

years on platforms, park-n-ride lots, vehicles, and other transit facilities.

•	 Increase customer service and personal safety ratings by X percent within Y years.

•	 Decrease the number of personal safety incidents by X percent within Y years.

Performance 

Measures

•	 Complaint rate. 

•	 Number of CCTV cameras on platforms, park-n-ride lots, vehicles, and other transit facilities. 

•	 Personal safety and customer service ratings. 

•	 Number of reported personal safety incidents.

Anticipated Data 

Needs

•	 Count of complaints made by customers to transit agencies and number of total transit 

boardings by agency.

•	 Count of CCTV cameras on transit property.

•	 Customer satisfaction survey evaluating safety and customer service.

•	 Transit boardings.

•	 Reported number of safety incidents. 

Data Resources 

and Partners

•	 This data would be provided by the transit agencies in the region.

M&O Strategies 

to Consider

M&O strategies to improve customer service and safety could involve additional police/security 

staff around transit stations, improved staff/security training, better information about vehicle 

arrivals, and more frequent cleaning of transit vehicles and facilities.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
96 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this section focus on improving line-haul transit service in a region.

Transit Operations and Management: Line-Haul Transit

Operations 

Objectives

•	 Improve average travel speeds by X percent for specified line-haul transit routes every Y 

years. 

•	 Improve average on-time performance for specified line-haul transit routes by X percent 

annually.

•	 Provide line-haul transit travel times equal to or less than average auto travel times on 

same corridors/parallel corridors for X number of routes over Y years.

Performance 

Measures

•	 Average line-haul transit travel speeds for specified line-haul transit routes. 

•	 Average line-haul transit on-time performance for specified line-haul transit routes. 

•	 Number of line-haul transit routes operating with travel times equal to or less than average 

auto travel times on same corridors/parallel corridors.

Anticipated Data 

Needs

•	 Travel speeds of transit vehicles for specified line-haul transit routes.

•	 Percent of on-time arrivals/departures for specified line-haul transit routes.

•	 Average travel time for transit vehicles on specified line-haul transit routes and average auto 

travel time for same corridor or parallel corridor.

Data Resources 

and Partners

•	 This data would be provided by the transit agencies and the MPO in the region.

M&O Strategies 

to Consider

M&O strategies to improve line-haul transit service could include making improvements to 

existing infrastructure (stations/platforms, exclusive bus lanes, etc.), vehicles, fare collection 

systems, and scheduling. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 97

Fact 

Sheets

General Description

The objectives in this section focus on implementation of transit signal priority systems to improve transit performance 

and reliability in a region. 

Transit Operations and Management: 

Transit Signal Priority

Operations 

Objectives

•	 Increase implementation of transit signal priority strategies on X number of routes (or X 

number of intersections) over the next Y years.

•	 Decrease system-wide signal delay on transit routes by X percent per year.

•	 Decrease delay by X percent per year by increasing the use of queue jumping and 

automated vehicle location.

Performance 

Measures

•	 Number of transit routes/intersections equipped with transit signal priority capability.

•	 System-wide signalized stop delay on transit routes.

•	 Travel time delay on routes with queue jumping and automated vehicle location in use.

Anticipated Data 

Needs

•	 Count of transit routes/intersections with transit signal priority capabilities.

•	 AVL data with location and travel time delay.

•	 Signal operations/green time reports.

Data Resources 

and Partners

•	 This data would be provided by the transit agencies and traffic signal operating agencies in 

the region.

M&O Strategies 

to Consider

M&O strategies to increase transit signal priority implementation could involve identification 

and prioritization of routes or transit corridors that are candidates for implementing 

transit signal priority systems. Another strategy may include collaboration with the traffic 

management agency to leverage transit signal priority implementation with traffic signal 

system upgrades. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
98 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this section focus on implementing and integrating automated fare collection in a region. 

Transit Operations and Management: 

Automated Fare Collection

Operations 

Objectives

•	 Implement an automated fare collection system in Y years for X percent of transit 

providers in the region.

•	 Integrate X additional modes/services into automated fare collection system by Y years.

•	 Increase use of system by X percent per year. 

•	 Increase by X percentage points, every Y years, the percent of transfers performed with 

automated fare cards.

Performance 

Measures

•	 Percent of transit providers using the region’s automated fare collection system.

•	 Number of additional modes/service integrated into the fare collection system.

•	 Percent of fares collected using automated fare collection. 

•	 Percent of total transfers performed with automated fare cards.

Anticipated Data 

Needs

•	 Number of transit providers and additional modes/services implementing automated fare 

collection system.

•	 Farebox data – number of fares collected through automated system.

•	 Number of transfers performed using automated fare card.

Data Resources 

and Partners

•	 This data would be provided by the transit agencies in the region.

M&O Strategies 

to Consider

M&O strategies to increase implementation and utilization of automated fare collection could 

involve integrating the system across multiple modes or services, implementing a consistent 

system with other connecting transit services, and implementing a marketing campaign to 

increase awareness and utilization.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 99

Fact 

Sheets

General Description

The objectives in this section focus on improving knowledge of, and support for, park-and-ride lot connections to transit 

service in a region.

Transit Operations and Management: 

Park-and-Ride Support

Operations 

Objectives

•	 Increase traveler awareness of park-and-ride lots by X percent within Y years. 

•	 Increase pedestrian and bicycle access to park-and-ride lots by X percent within Y years.

•	 Increase the number of automobile and bicycle spaces by X percent within Y years for lots 

currently experiencing X percent utilization.

Performance 

Measures

•	 Number of users aware of park-and-ride lots in their region. 

•	 Percent of park-and-ride areas with pedestrian and bicycle access. 

•	 Number of auto/bicycle spaces at the park-and-ride lots.

Anticipated Data 

Needs

•	 Customer survey measuring knowledge of regional park and ride lots.

•	 Number of secure bicycle storage areas.

•	 Number of bicycle routes.

•	 Number of crosswalks.

•	 Number of park-and-ride lots meeting ADA standards.

•	 Parking utilization studies for bicycle and auto spaces.

Data Resources 

and Partners

•	 Data would need to be collected by transit agencies to determine amenities of the park-andride lots. 

•	 Partners needed include departments of transportation, intermodal facility operators, and 

transit agencies to coordinate the expansion of park-and-ride lots, bicycle, and pedestrian 

facilities.

M&O Strategies 

to Consider

Strategies to consider include those that make park-and-ride lots easier to use with 

technologies such as electronic payment systems and park and ride space finders. Additionally, 

strategies that increase transit use would also increase park-and-ride lot use.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
100 | Advancing Metropolitan Planning for Operations

3.3.10

Fact 

Sheets

General Description

The objectives in this sheet focus on commuter trip reduction programs for employers.

Travel Demand Management: 

Auto Commuter Trip Reduction Programs 3.3.10

Operations 

Objectives

•	 Increase the percentage of major employers (employers with at least Z employees) 

actively participating in transportation demand management programs by X percent 

within Y years.

•	 Reduce commuter vehicle miles traveled (VMT) per regional job by X percent in Y years.

Performance 

Measures

•	 Percent of major employers with active TDM programs.

•	 Commuter VMT per regional employee.

Anticipated Data 

Needs

•	 Number of major employers with and without active TDM programs.

•	 Number of regional employees and total commute VMT.

Data Resources 

and Partners

•	 Department of Labor, Transportation Management Associations, Business Licensing Bureaus.

•	 Travel behavior surveys for commute mode choice, US Census Bureau.

M&O Strategies 

to Consider

M&O strategies include guaranteed ride home program; commuter financial incentives (parking 

cash out and transit allowances); alternative scheduling (flextime and compressed work 

weeks); telework; bicycle parking and changing facilities at major employer locations; worksite 

amenities such as on-site childcare, restaurants, and shops to reduce the need to drive for 

errands; company travel reimbursement policies for bicycle or transit mileage for business trips; 

company vehicles to eliminate the need for employees to drive to work in order to have their 

cars for business travel; proximate commuting, which allows employees to shift to worksites 

that are closest to their home (for employers who have multiple work locations, such as banks 

and other large organizations); worksite locations that reflect location-efficient development 

principles; and employer strategies to encourage bicycling and walking, including safe and 

secure storage for bicycles and shower and locker facilities.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 101

Fact 

Sheets

General Description

The objective in this sheet focuses on promoting commuter shuttle services. 

Travel Demand Management: 

Commuter Shuttle Service

Operations 

Objectives

•	 Annually promote shuttle service between X major activity centers and major 

destinations that are not already accommodated within 1/4 mile by other transit services.

Performance 

Measures

•	 Percent of residents in region receiving marketing material on shuttle service opportunities.

Anticipated Data 

Needs

•	 Shuttle service and transit route maps.

•	 Count of residents in applicable areas receiving shuttle marketing materials.

Data Resources 

and Partners

•	 Employers, transportation management associations, travel demand management programs, 

transit agencies, and State and local DOTs.

M&O Strategies 

to Consider

The M&O strategy is inherent in the objective.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
102 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this sheet focus on carpool and vanpool travel. 

Travel Demand Management: Carpool/Vanpool

Operations 

Objectives

•	 Increase the number of carpools by X percent over the next Y years.

•	 Increase use of vanpools by X percent over the next Y years.

•	 Provide carpool/vanpool matching and ridesharing information services by year Y.

•	 Reduce trips per year in region by X percent through carpools/vanpools.

•	 Create and share regional carpool/vanpool database with Z number of employers per 

year.

Performance 

Measures

•	 Share of household trips by each mode of travel.

•	 Number of trips in region.

•	 Availability of carpool/vanpool matching and ridesharing information services.

•	 Number of employers with access to regional carpool/vanpool database. 

Anticipated Data 

Needs

•	 Mode share and total trips in region.

•	 Count of employers with access to regional carpool/vanpool database.

Data Resources 

and Partners

•	 Survey data, such as the Census Journey to Work Survey or other mode share surveys.

•	 Employer surveys of employee commuting patterns.

•	 Household surveys of travel behaviors including mode choice, frequency of trip making and 

vehicle occupancy.

•	 Partners include employers, transportation management associations, travel demand 

management programs, transit agencies, State and local DOTs, Commuters, non-auto 

advocacy groups, and research firms.

M&O Strategies 

to Consider

The M&O strategy is inherent in the objective.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 103

Fact 

Sheets

General Description

The objectives in this sheet focus on walking and bicycling incentives. 

Travel Demand Management: Walking/Bicycling

Operations 

Objectives

•	 Increase the number of travelers commuting via walking and/or bicycling by X percent 

over Y years.

•	 Annually update bicycle/pedestrian map for accuracy.

•	 Increase the number of available tools for travelers that incorporate a bicycle/pedestrian 

component by X percent by year Y.

Performance 

Measures

•	 Number of travelers commuting via walking and/or bicycling.

•	 Number of months since the last update of the bicycle/pedestrian map.

•	 Number of traveler tools with a bicycle/pedestrian component.

Anticipated Data 

Needs

•	 Count of commuters walking and/or bicycling.

•	 Date of bicycle/pedestrian map update.

•	 Count of traveler tools with a bicycle/pedestrian component.

Data Resources 

and Partners

•	 Employers, transportation management associations, travel demand management programs, 

transit agencies, and State and local DOTs.

•	 Commuters, non-auto advocacy groups, research firms.

M&O Strategies 

to Consider

The M&O strategies are inherent in the objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
104 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this sheet focus on managing parking in support of managing travel demand. 

Travel Demand Management: Parking Management

Operations 

Objectives

•	 Implement shared parking for X communities every Y years.

•	 Implement parking pricing for X communities every Y years.

•	 Install parking meters along X corridors by year Y in the urban core/transit supportive 

areas.

•	 Increase the number of residents/commuters receiving information on parking pricing 

and availability within Y years.

•	 Increase park-and-ride lot capacity by X percent over Y years.

•	 Biannually increase preferred parking spaces for carpool/vanpool participants within 

downtown, at special events, and among major employers by X percent within Y years.

Performance 

Measures

•	 Number of communities with shared parking.

•	 Number of communities with priced parking stalls.

•	 Number of corridors in urban core/transit supportive areas with parking meters.

•	 Number of residents/commuters receiving information on parking pricing and availability.

•	 Capacity of park & ride lots. 

•	 Number of preferred parking spaces for carpool/vanpool participants.

Anticipated Data 

Needs

•	 Count of communities with shared parking and priced parking stalls.

•	 Count of corridors with parking meters.

•	 Count of residents/commuters exposed to parking information.

•	 Park-and-ride lot capacity data.

•	 Count of preferred parking spaces.

Data Resources 

and Partners

•	 Employers, county/city staff, transit agencies, and special event managers.
Advancing Metropolitan Planning for Operations | 105

Fact 

Sheets

M&O Strategies 

to Consider

M&O strategies are inherent in the objectives.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Prohibit on-street parking: The crash modification factor for this treatment is 0.58 with a 

standard error of 0.08 for all crashes. Therefore, the range of the crash modification factor is 

0.74 to 0.42. For injury crashes, the crash modification factor is 0.78 with a standard error 

of 0.05. Therefore the range of the crash modification factor is 0.88 to 0.68. Source: HSM, First 

Edition.

•	 Convert free to regulated parking: The crash modification factor for this treatment is 0.94 

with a standard error of 0.08 for injury crashes. Therefore, the range of the crash modification 

factor is 1.10 to 0.78. For non-injury crashes, the crash modification factor is 0.81 with a 

standard error of 0.05. Therefore the range of the crash modification factor is 0.91 to 0.71. 

Source: HSM, First Edition.

•	 Implement time-limited parking restrictions: The crash modification factor for this treatment 

is 0.89 with a standard error of 0.06 for all crashes. Therefore, the range of the crash 

modification factor is 1.01 to 0.77. For parking-related crashes, the crash modification factor 

is 0.21 with a standard error of 0.09. Therefore the range of the crash modification factor is 

0.39 to 0.03. Source: HSM, First Edition.

Note: A crash modification factor is multiplied by the existing number of crashes to 

determine the number of crashes following the implementation of a treatment.
106 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The objectives in this sheet focus on using marketing and communications to manage demand for travel.

Travel Demand Management: Marketing

Operations 

Objectives

•	 Develop and provide travel option services to X identified communities and audiences 

within Y years.

•	 Construct visitor information centers in X communities by year Y.

•	 Create a transportation access guide, which provides concise directions to reach 

destinations by alternative modes (transit, walking, bike, etc.) by year Y.

•	 Develop and enhance (e.g., through ease of navigation techniques) X number of webbased traveler information tools.

Performance 

Measures

•	 Number of communities receiving travel option services.

•	 Number of communities in which visitor information centers are constructed.

•	 Implementation of transportation access guide.

•	 Number of web-based traveler information tools developed or enhanced.

Anticipated Data 

Needs

•	 Count of communities with travel option services and visitor information centers.

•	 Count of web-based traveler information tools.

Data Resources 

and Partners

•	 Employers, transportation management associations, travel demand management programs, 

transit agencies, and State and local DOTs.

M&O Strategies 

to Consider

M&O strategies are inherent in objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 107

3.3.11

Fact 

Sheets

General Description

The intent is to improve the time needed to clear the transportation system of weather-related debris (fallen limbs and 

trees, snow and ice, power lines and poles, etc.) so that safe and efficient travel can resume.

Travel Weather Management: 

Clearance Time (Weather-Related Debris) 3.3.11

Operations 

Objectives

•	 Reduce average time to complete clearing (mode, hierarchy of facilities, or subarea of 

region) of weather-related debris after weather impact by X percent in Y years. 

•	 Reduce average time to complete clearing (interstates, freeways, expressways, all roads, 

main tracks, and main sidewalks) of weather-related debris after weather impact by X 

percent in Y years.

Performance 

Measures

•	 Average time to clear selected surface transportation facilities of weather-related debris after 

weather impact.

Anticipated Data 

Needs

•	 The data needed for this objective would be the time in which the transportation facility 

surface has been impacted by the debris and the time required to clear selected facilities and 

restore them to full operation.

Data Resources 

and Partners

•	 Data needed for this performance measure would come from road or rail weather sensors, 

observations from meteorologists, or road maintenance staff on the roads. Data on the time 

to clear would need to be obtained from road maintenance managers and staff.

M&O Strategies 

to Consider

M&O strategies to consider in the quick clearance of roads impacted by weather would include 

pre-positioned debris removal vehicles, collaboration with weather forecasting services, 

dissemination of weather information to travelers, and preventative techniques such as 

spreading de-icing material prior to storm.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Raise standards for winter maintenance: The crash modification factor for this treatment 

is 0.89 with a standard error of 0.02 for all crashes. Therefore, the range of the crash 

modification factor is 0.93 to 0.85. For non-injury crashes, the crash modification factor is 

0.73 with a standard error of 0.02. Therefore, the range of the crash modification factor is 0.77 

to 0.69. Source: HSM, First Edition.

Note: A crash modification factor is multiplied by the existing number of crashes to 

determine the number of crashes following the implementation of a treatment.

•	 Raise the state of preparedness for winter maintenance: Appears to have no effect on crash 

frequency. Source: HSM, First Edition. 

•	 Apply preventive chemical anti-icing during entire winter season: The safety impact is 

potential reduction in injury crashes. Source: HSM, First Edition.
108 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This category addresses making improvements in helping travelers avoid sections of roadway that are dangerous and 

would cause them substantial delay.

Travel Weather Management: 

Detours for Impacted Roadways

Operations 

Objectives

•	 Increase by X percent the number of significant travel routes covered by weather-related 

diversion plans by year Y. 

•	 Increase the percent of agencies that have adopted multi-agency weather-related 

transportation operations plans and that are involved in transportation operations 

during weather events to X percent by year Y. 

Performance 

Measures

•	 Percent of significant travel routes covered by weather-related diversion plans. 

•	 Percent of agencies involved in transportation operations during weather events that have 

adopted multi-agency, weather-related transportation operations plans.

Anticipated Data 

Needs

•	 Number of weather-related division plans.

•	 Total number of agencies involved in transportation operations during weather events and 

the number of those agencies that have adopted multi-agency diversion plans. 

Data Resources 

and Partners

•	 Partners needed for collecting data would be the operators (including public safety) of the 

impacted roads and owners of the diversion plans.

M&O Strategies 

to Consider

Successfully developing plans for alternate routes during weather events requires significant 

preparations and collaboration between jurisdictions and modes. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 109

Fact 

Sheets

General Description

The objectives in this category focus on getting relevant information to travelers as soon as possible regarding the impact 

of weather on travel in the region.

Travel Weather Management: 

Disseminating Information

Operations 

Objectives

•	 Reduce time to alert travelers of travel weather impacts (using variable message signs, 

511, road weather information systems, public information broadcasts, the agency’s 

website, Web 2.0 technologies, etc.) by X (time period or percent) in Y years.

Performance 

Measures

•	 Time from beginning of weather event to posting of traveler information on (variable 

message signs, 511, Road Weather Information Systems, public information broadcasts etc.).

•	 Time from beginning of weather event to posting of traveler information on agency website.

Anticipated Data 

Needs

•	 Data required for these performance measures include the time of the start of a weather 

event and the time in which information is given to the traveler by various methods (variable 

message signs, 511, road weather information systems, public information broadcasts, 

agency website).

Data Resources 

and Partners

•	 Partners needed to collect this data would include those with information on the timing and 

trajectory of weather events such as the National Weather Service, transportation agencies 

(DOTs, transit agencies, ports, etc.), and broadcasters that disseminate traveler information 

using different technologies.

M&O Strategies 

to Consider

M&O strategies include variable message signs on key corridors, 511 systems, road weather 

information systems, agency websites, and communication links with broadcasters.

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Install changeable fog warnings signs: The safety impact is the potential for a reduction in 

crashes during fog conditions on freeways. Source: HSM, First Edition.
110 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

The intent is to increase coverage of the road system with weather sensors and communications systems. This approach 

can be applied to the transit system and has the potential for application to regional bicycle facilities.

Travel Weather Management: 

Road Weather Information System Coverage

Operations 

Objectives

•	 Increase the percent of major road network (or transit network or regional bicycle 

network) covered by weather sensors or a road weather information system (RWIS) by X 

percent in Y years as defined by an RWIS station within Z miles.

Performance 

Measures

•	 Percent of major road (transit or bicycle) network within Z miles of an RWIS station.

Anticipated Data 

Needs

•	 Data needed for this performance measure would be the deployment locations of each RWIS 

station in the region and location and length of major road (transit or bicycle) network.

Data Resources 

and Partners

•	 Partners needed for this data would be the agencies responsible for deployment of the 

RWIS stations and those responsible for maintaining an inventory of the roadway (transit 

or bicycle) network. This information is often stored in GIS or other mapping database, in a 

central data repository for sharing with all public agencies and public broadcasting groups 

involved with weather information dissemination.

M&O Strategies 

to Consider

Strategies include maintaining and sharing current information on the extent of the system 

(roadway, transit, bicycle), the location of weather sensors, the sharing of weather data, the 

installation of additional sensors, and the sharing of operational actions related to a weather 

event.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 111

Fact 

Sheets

General Description

The intent is to improve the management of traffic signal systems during inclement weather conditions.

Travel Weather Management: Signal Timing Plans

Operations 

Objectives

•	 Special timing plans are available for use during inclement weather conditions for X miles 

of arterials in the region by year Y.

Performance 

Measures

•	 Number of miles of arterials that have at least one special timing plan for inclement weather 

events.

Anticipated Data 

Needs

•	 Reports from operating agencies on signal retiming, signal capabilities, and special timing 

plans.

Data Resources 

and Partners

•	 Partner agencies that operate arterials in the region. 

M&O Strategies 

to Consider

M&O strategies directly flow from the objectives.

Safety-related 

Impacts

No known safety benefit.
112 | Advancing Metropolitan Planning for Operations

3.3.12

Fact 

Sheets

General Description

This sheet contains objectives for improving the delivery of traveler information to the public, businesses, and other users 

of the transportation system.

Traveler Information: 

Information Dissemination 3.3.12

Operations 

Objectives

•	 Increase number of 511 calls per year by X percent in Y years.

•	 Increase number of visitors to traveler information website per year by X percent in Y 

years.

•	 Increase number of users of notifications for traveler information (e.g., e-mail, text 

message) by X percent in Y years.

•	 Increase number of Web 2.0 (e.g., Twitter, Facebook) followers by X percent in Y months.

•	 Increase the accuracy and completeness of traveler information posted (on variable 

message signs, websites, and/or web 2.0 technologies) by reducing the number of 

incomplete and inaccurate reports by X percent in Y years.

Performance 

Measures

•	 Number of 511 calls per year.

•	 Number of visitors to traveler information website per year.

•	 Number of users of notifications for traveler information (e.g., e-mail, text message) per year.

•	 Number of Web 2.0 (e.g., Twitter, Facebook) followers.

•	 Number of complaints received from system users about inaccurate or missing information. 

Anticipated Data 

Needs

•	 Data for these performance measures would be a count of users for the traveler information 

dissemination channels.

•	 Number of customer complaints regarding incomplete or inaccurate traveler information. 

Data Resources 

and Partners

•	 This data would be gathered through call logs, website logs, and other systems that record 

information on its access history or membership. 

M&O Strategies 

to Consider

M&O strategies to improve information dissemination include polling target audiences to 

determine the more effective ways to reach them with information and providing accurate, 

timely, and useful information.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 113

Fact 

Sheets

General Description

The objectives in this section focus on promoting system awareness among users so they have direct knowledge and 

awareness of current and forecasted system operating and safety conditions, route choices, and mode choices. 

Traveler Information: Trip Planning Tools

Operations 

Objectives

•	 Enhance regional multimodal trip planning tools to X data sources by year Y.

•	 Increase the ease of use of trip planning tools by X percent by year Y.

•	 Increase the number of uses of multimodal trip planning tools by X percent by year Y. 

Performance 

Measures

•	 The number of data sources providing information for multi-modal trip planning tools.

•	 Trip planning tools ease of use rating.

•	 Number of uses of trip planning tools. 

Anticipated Data 

Needs

•	 Identification of all multimodal trip planning tools and their data sources.

•	 Trip planning tool ease-of-use rating obtained by customer survey.

•	 Number of uses of trip planning tools.

Data Resources 

and Partners

•	 All operating agencies within the region.

M&O Strategies 

to Consider

M&O strategy is inherent in objective.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
114 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

This sheet contains objectives on improving the detection of travel conditions by operators and sharing traveler 

information between jurisdictions and modes.

Traveler Information: 

Data Collection and Sharing on Travel Conditions

Operations 

Objectives

•	 Increase the percent of the transportation system in which travel conditions can be 

detected remotely via CCTV, speed detectors, etc. to X percent by Y year.

•	 Increase the percent of transportation facilities whose owners share their traveler 

information with other agencies in the region to X percent by Y year.

•	 Increase the percent of modes in the region that share their traveler information with 

other modes in the region to 100 percent by Y year. 

Performance 

Measures

•	 Percent of the transportation system in which travel conditions can be detected remotely via 

CCTV, speed detectors, etc.

•	 Percent of transportation facilities whose owners share their traveler information with other 

agencies in the region.

•	 Percent of modes in the region that share their traveler information with other modes. 

Anticipated Data 

Needs

•	 Number of miles of roads or rails that are covered by remote detection. 

•	 Number of the transportation facilities in the region. 

•	 Count of jurisdictions sharing traveler information with other agencies in the region. 

•	 Count of modes in the region sharing traveler information with other modes. 

Data Resources 

and Partners

•	 The data for these performance measures would come from querying each of the 

transportation facility owners/operators in the region on their detection systems and 

information sharing practices.

M&O Strategies 

to Consider

The M&O strategies to consider are inherent in the objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 115

Fact 

Sheets

General Description

The objective in this sheet focuses on improving customer satisfaction with the timeliness, accuracy, and usefulness of 

traveler information in the region. 

Traveler Information: Customer Satisfaction

Operations 

Objectives

•	 Increase customer satisfaction rating of the timeliness, accuracy, and usefulness of 

traveler information in the region by W, X, and Z percent, respectively, over Y years.

Performance 

Measures

•	 Customer satisfaction ratings of timeliness, accuracy, and usefulness of traveler information.

Anticipated Data 

Needs

•	 Customer ratings of traveler information per year.

Data Resources 

and Partners

•	 This data would be gathered through surveys among the public and businesses that use the 

transportation system to move goods and deliver services.

M&O Strategies 

to Consider

M&O strategies to improve customer satisfaction with traveler information include increasing 

the detection of travel conditions, improving multi-agency, multi-modal sharing of travel data, 

and relying on convenient, accessible means of information distribution such as cell phones 

and websites. 

Safety-related 

Impacts

Select examples of associated M&O strategies, and their safety impacts include:

•	 Install changeable “Queue Ahead” warning signs: The crash modification factor for this 

treatment is 0.84 with a standard error of 0.1 for rear-end injury crashes. Therefore, the range 

of the crash modification factor is 1.04 to 0.64. For rear-end non-injury crashes, the crash 

modification factor is 0.84 with a standard error of 0.2. Therefore, the range of the crash 

modification factor is 1.24 to 0.44. Source: HSM, First Edition.

Note: A crash modification factor is multiplied by the existing number of crashes to 

determine the number of crashes following the implementation of a treatment.
116 | Advancing Metropolitan Planning for Operations

3.3.13

Fact 

Sheets

General Description

The objectives in this section focus on reducing travel time delay for travelers within work zones in the region. 

Work Zone Management: Travel Time Delay 3.3.13

Operations 

Objectives

•	 Reduce the person hours (or vehicle hours) of total delay associated with work zones by X 

percent over Y years.

•	 Increase the rate of on-time completion of construction projects to X percent within Y 

years.

•	 Increase the percentage of construction projects that employ night/ off-peak work zones 

by X percent in Y years.

Performance 

Measures

•	 Person hours (or vehicle hours) of delay associated with work zones.

•	 Percent of construction projects completed on-time according to established schedule.

•	 Percent of construction project employing night /off-peak work zones.

Anticipated Data 

Needs

•	 Total travel time in person hours (or vehicle hours) of travel impacted by work zones.

•	 Traffic volume in select work zones.

•	 Travel times in select work zones.

•	 Length of work zones.

•	 Number of constructions projects employing night/ off-peak work zones.

•	 Number of construction projects completed on time.

•	 Total travel time in person hours (or vehicle hours) of travel during free-flow conditions.

•	 Similar data (volume, times, length) of work zones during non-work time periods.

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for maintanance and operation of 

the roadways.

•	 Partners needed include public safety, departments of transportation, contractors, and utility 

companies. 

M&O Strategies 

to Consider

Regions can reduce travel time delay in work zones by shortening lane closure time 

(particularly during high-traffic hours) and providing travelers with ahead-of-time and realtime information to avoid the work zone. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 117

Fact 

Sheets

General Description

The objectives in this section focus on reducing the extent of congestion for travelers within work zones in the region. 

Work Zone Management: Extent of Congestion

Operations 

Objectives

•	 Reduce the percentage of vehicles traveling through work zones that are queued by X 

percent in Y years.

•	 Reduce the average and maximum length of queues, when present, by X percent over Y 

years.

•	 Reduce the average time duration (in minutes) of queue length greater than some 

threshold (e.g., 0.5 mile) by X percent in Y years.

Performance 

Measures

•	 Percentage of vehicles experiencing queuing in work zones.

•	 Length of average and maximum queues in work zones.

•	 Average duration in minutes of queue length greater than X miles.

Anticipated Data 

Needs

•	 Number of vehicles traveling through work zones.

•	 Number of vehicles traveling through work zones experiencing queuing.

•	 Average and maximum length of work zones.

•	 Duration of queue length greater than X miles.

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for operation of the roadways.

•	 Partners needed include public safety, departments of transportation, contractors, and utility 

companies. 

M&O Strategies 

to Consider

Regions can reduce the extent of congestion in work zones by shortening lane closure time 

(particularly during high-traffic hours) and providing travelers with advance notice and realtime information to avoid the work zone. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Use crossover closure: There is a potential negative safety impact of using this strategy: there 

is an increased likelihood of severe crashes and head-on collisions. Source: HSM, First Edition.

•	 Use single lane closure: There is a potential negative safety impact of using this strategy: 

there is an increased likelihood in all crash types, particularly fixed object crashes. Source: 

HSM, First Edition.
118 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

Objectives in the area of travel time reliability in work zones aim to reduce the variability in travel time so that 

transportation system users experience a consistent and predictable trip time. 

Work Zone Management: Travel Time Reliability

Operations 

Objectives

•	 Reduce vehicle-hours of total delay in work zones caused by incidents (e.g., traffic crashes 

within or near the work zone).

Performance 

Measures

•	 Vehicle-hours of delay due to incidents related to work zones.

Anticipated Data 

Needs

•	 Traffic volume through work zones.

•	 Hours of incident-related delay in work zones.

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for operation of the roadways.

•	 Partners needed include public safety, departments of transportation, contractors, and utility 

companies.

M&O Strategies 

to Consider

Regions can improve travel time reliability in work zones by shortening lane closure time 

(particularly during high-traffic hours) and providing travelers with advance notice and realtime information to avoid the work zone. Proper temporary traffic control devices and practices 

minimize the opportunity for crashes, and therefore shortening the incident-related delay in 

work zones.

Safety-related 

Impacts

A select example of an associated M&O strategies, and its safety impacts include:

•	 Use dynamic message signs in work zones: The safety impact is potential speed reduction in 

congested flow conditions, but not during uncongested flow. Source: NCHRP 500 Volume 17.
Advancing Metropolitan Planning for Operations | 119

Fact 

Sheets

General Description

Objectives in the area of construction coordination in work zones aim to reduce the potential overlap in construction 

projects so that transportation system users are not burdened with significant increases in travel time due to multiple 

construction projects along the same or parallel routes or corridors. 

Work Zone Management: 

Construction Coordination

Operations 

Objectives

•	 Increase the number of capital projects reviewed for regional construction coordination 

by X percent in Y years. 

•	 Decrease the number of work zones on parallel routes/along the same corridor by X 

percent in Y years.

•	 Establish a work zone management system within X years to facilitate coordination of 

work zones in the region.

Performance 

Measures

•	 Percent of capital projects whose project schedules have been reviewed.

•	 Percent of work zones on parallel routes/along the same corridor.

•	 Presence of an established work zone management system. 

Anticipated Data 

Needs

•	 Capital projects submitted for review.

•	 Capital project anticipated and actual schedules.

•	 Map of work zones along area maps.

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for maintenance and operation of 

the roadways.

•	 Partners needed include public safety, departments of transportation, contractors, and utility 

companies.

M&O Strategies 

to Consider

M&O strategies are implied in the operations objectives.

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
120 | Advancing Metropolitan Planning for Operations

Fact 

Sheets

General Description

Objectives in the area of traveler information for work zones aim to inform transportation system users of ongoing work 

zones along routes and corridors in order to reduce the impacts of travel-time delay on travelers. 

Work Zone Management: Traveler Information 

Operations 

Objectives

•	 Provide traveler information regarding work zones using variable message signs (VMS), 

511, traveler information websites, and/or Web 2.0 technologies for at least X percent of 

work zones on major arterials, freeways, and transit routes over the next Y years. 

•	 Provide travelers with information on multimodal alternatives to avoid work zones for 

at least X percent of work zones on major arterials, freeways, and transit routes over the 

next Y years. 

•	 Provide work zone information (for upcoming and ongoing construction projects) to all 

impacted businesses or tenants of business centers with X employees or more by year Y. 

Performance 

Measures

•	 Percent of work zones on major arterials, freeways, and transit routes for which traveler 

information is available via variable message signs (VMS), 511, traveler information websites, 

and/or Web 2.0 technologies.

•	 Percent of work zones on major arterials, freeways, and transit routes for which information 

on multimodal alternatives to avoid work zones is available to travelers.

•	 Number of impacted businesses or tenants of business centers of X employees or more 

receiving work zone information (for upcoming and ongoing construction projects).

Anticipated Data 

Needs

•	 Availability of traveler information for work zones (including multimodal travel alternatives). 

Data Resources 

and Partners

•	 Data would need to be collected by agencies responsible for the maintenance and operation 

of roads and transit routes. 

M&O Strategies 

to Consider

M&O strategies are implied in the operations objectives. 

Safety-related 

Impacts

Direct safety impacts not identified within referenced safety documents.
Advancing Metropolitan Planning for Operations | 121

Fact 

Sheets

General Description

The objectives in this section focus on improving customer satisfaction with work zone management in the region. 

Work Zone Management: Customer Satisfaction

Operations 

Objectives

•	 Increase customer satisfaction with region’s work zone management by X percent over Y 

years.

Performance 

Measures

•	 Percentage of customers satisfied with region’s work zone management practices.

Anticipated Data 

Needs

•	 Customer satisfaction surveys.

Data Resources 

and Partners

•	 This data would be gathered through surveys among transportation system users who had 

used the system while an active work zone was in place. 

M&O Strategies 

to Consider

M&O strategies to consider when looking to improve customer satisfaction with work zones 

include extensive traveler information in advance of the work zone and minimizing the effect 

on travelers during periods when work zones are active. 

Safety-related 

Impacts

Select examples of associated M&O strategies and their safety impacts include:

•	 Use dynamic message signs in work zones: The safety impact is potential speed reduction in 

congested flow conditions, but not during uncongested flow. Source: NCHRP 500 Volume 17.
122 | Advancing Metropolitan Planning for Operations

Model 

Plan

4.0 Model Metropolitan Transportation Plan

4.1 One Size Does Not Fit All

The purpose of this section is to provide a sample (or 

model) metropolitan transportation plan (MTP) that 

illustrates the effect of applying the objectives-driven, 

performance-based approach (simply, “the approach”) for 

operations. The approach complements or enhances the 

metropolitan transportation planning process, rather than 

replacing it. The model plan is neither a real nor a complete 

document; it is an assembly of excerpts intended to provide 

insight to the benefit derived from applying the approach, 

with an emphasis on operations.

Each metropolitan planning organization (MPO) operates 

in a unique circumstance with varying State land-use 

laws, regional congestion and air quality issues, staffing 

and funding constraints, extent of multiple-agency 

collaboration, and commonality of vision, making a single 

model plan impractical. Fortunately, all MPOs take similar 

steps in the MTP development process to address these 

unique circumstances: goals lead to objectives, objectives 

lead to evaluation criteria (or performance measures), 

performance measures inform the selection of programs 

and projects, and funding facilitates the feasibility and 

timing of implementation. Thus, it is possible to illustrate 

the effect of applying the approach through model plan 

excerpts that follow these steps. To uncover how the 

approach is integrated into the process, the sample is 

outlined as transparently as possible using a systematic 

approach similar to the steps in a congestion management 

process (for more information on the systematic approach, 

refer to Advancing Metropolitan Planning for Operations: 

An Objectives-Driven, Performance-Based Approach - A 

Guidebook.23

Currently, some MPOs are making significant strides toward 

integrating operations into their MTPs, while others have 

only begun to consider operations. MPOs have found that 

a number of factors affect their ability to fully incorporate 

operations using operations objectives and performance 

measures. These factors include revenue and cost, data 

availability, staff capabilities and resources, and partnerships. 

These factors influence the level at which an MPO can 

integrate operations. Because of this, the model plan 

represents different levels at which operations may 

be incorporated by covering basic, advancing, and 

comprehensive levels of integration. Many MPOs may 

be limited to a basic level of integration, but should find 

value from considering ways to advance their operations 

effort over time. Even MPOs that are comprehensive in 

their integration of operations into the planning approach 

should find value in reviewing the model plan and the 

examples offered at each level.

4.2 Model Plan Overview

Purpose

The intent of this section is not to dictate how MPOs should 

organize, format, or prepare their plan. Instead, the model 

plan illustrates how the approach affects who is involved 

in the planning process, how operations can help achieve 

regional outcomes (goals), and the value derived from 

applying measurable objectives to the decisionmaking and 

implementation phases of the planning process. Section 4.3 

includes excerpts drawn from two chapters of the model 

plan: “Goals and Objectives” and “System Management and 

Operations.” In addition to these two sample chapters, the 

example MTP table of contents illustrates how the two 

sample chapters fit into the entire MTP framework. 

Excerpt Description and Framework

Excerpts from key chapters of the model plan demonstrate 

the effect of integrating operations into that component of 

the overall plan. The primary text in the excerpts addresses 

an MPO that is functioning at an advanced planning for 

operations level (not basic or comprehensive). However, 

recognizing that MPOs throughout the country function at 

different levels, call-out boxes within the excerpts provide 

scaled examples to reflect the ability or intent to implement 

a basic, advancing, or comprehensive operations approach. 

Excerpts from key chapters illustrate the approach 

application as if it were an authentic MTP section. They 

enable the reader to understand what is included in the 

excerpt (the content), how the approach/process was 

prepared, and why it was prepared (i.e., its importance). 

Graphics and tables are included in the excerpts to best 

explain and visualize the approach application. In addition, 

qualifying text in text boxes describe to the reader the 

details about the excerpt. Because MTPs do not include 

the technical details on how the MPO reached its final 

decisions, the text boxes enable the reader to understand 

how an MTP gets from the beginning to the end in the 

approach application. Setup and closing text provided in 

certain sections of the sample chapters lets the reader know 

that a new excerpt is beginning and what its purpose is or, 

conversely, lets a reader know that an excerpt has ended.

23 U.S. Department of Transportation, Federal Highway Administration and Federal Transit Administration, Advancing Metropolitan Planning for Operations: An 

Objectives-Driven, Performance-Based Approach - A Guidebook, Publication No. FHWA-HOP-10-026, available at: http://www.plan4operations.dot.gov/.
Model 

Plan

Advancing Metropolitan Planning for Operations | 123

4.3 Model Plan Excerpts

The following excerpt shows an example MTP table of contents. The chapters highlighted in darker text will be provided as 

excerpts in the following sections.

Metropolitan Transportation Plan Table of Contents

Chapter 1 Vision

Chapter 2 Goals and Objectives

Chapter 3 Financial Snapshot

Chapter 4 System Preservation and Maintenance

Chapter 5 System Management and Operations

Chapter 6 System Integration

Chapter 7 System Expansion

Chapter 8 Appendices
124 | Advancing Metropolitan Planning for Operations

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The following sample chapter, “Goals and Objectives,” is intended to show the reader how the approach is incorporated in the 

early stage of the MTP development process where goals and outcome-based objectives are identified. Goals and objectives that 

emphasize operational characteristics are of particular interest in this chapter and are highlighted in red. Excerpts for the balance 

of the model plan flow directly from these highlighted goals and objectives.

Text in the excerpt is color-coded. Grey text is provided for context, establishing the topic discussed in the MTP chapter. Black text 

illustrates the results of the MPO having applied the objectives-driven, performance-based approach for operations during the 

MTP development process. 

Chapter 2 — Goals and Objectives

Regional Goals

The Region has established a clear vision and is now prepared to construct goals and objectives that 

guide actions to achieve the vision. Coupled with the regional vision, the MPO’s mission is empowered 

by Federal and State authorization and fueled by the partnerships of public agencies and private 

stakeholders in the region. Therefore, the following goals listed reflect the union of vision, mission, 

authorization, and partnership.

Goal 1: Provide an efficient and reliable transportation system

Goal 2: Support planned economic growth

Goal 3: Encourage vital communities and efficient land uses

Goal 4: Preserve and secure the transportation system

Goal 5: Reduce environmental impacts

Goal 6: Promote human health and safety

Goal 7: Expand affordable, effective transportation choices

Goal 8: Provide effective communications to inform travel decisions

This set of regional goals derives from carefully considering the plans and goals of each partner 

responsible for planning, delivering, operating, and maintaining the regional transportation system and 

ensuring the safety and security of the traveling public. The MTP will present an integrated approach to 

achieving the regional goals in close coordination with the unique goals of each regional partner.

Goals 1, 7, and 8 have strong connections 

to the SAFETEA-LU planning factor of 

promoting efficient system management 

and operations. This planning factor 

serves as the foundation for integrating 

operations into the MTP process.
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Coordination of Regional Activities

Achieving these goals requires a great many activities to be undertaken by a number of public 

agencies, private owners and operators, and not-for-profit associations, subsequently referred to as the 

regional partners. The regional partners have considered their various activities and grouped them into 

categories for ease of communication and coordination. Table 1 summarizes the four activity categories 

and the regional goals they support. This simple tool provides substantial guidance for considering the 

impact any one set of activities has on the effort to attain the regional goals. To that end, the entire MTP 

is organized around these categories.

This set of regional goals derives from carefully considering the plans and goals of each partner 

responsible for planning, delivering, operating, and maintaining the regional transportation system and 

ensuring the safety and security of the traveling public. The MTP will present an integrated approach to 

achieving the regional goals in close coordination with the unique goals of each regional partner.

Activity Category Goal 

1

Goal 

2

Goal 

3

Goal 

4

Goal 

5

Goal 

6

Goal 

7

Goal 

8

System Preservation 

and Maintenance X X X X X

System Management 

and Operations X X X X X X

System Integration X X X X X X

System Expansion X X X X X

Regional Objectives

Regional objectives reflect commitments by the regional partners to achieving the regional goals.

Regional stakeholders declared sustainability as the core of the regional vision and the MPO board has 

emphasized efficiency as an overarching strategy to reach the vision. Goal 1, Provide an efficient and 

reliable transportation system, captures this strategy and all five activity categories support it. Thus, all 

regional partners can contribute to improving system efficiency and creating a more sustainable region.

Various technical and policy committees of the MPO, in close coordination with the regional partners, 

worked to develop a broad set of objectives that relate directly to the transportation system outcomes 

expressed in the regional goals. The objectives development process included direct input from 

transportation providers, operators, users, and policy makers. Listed below is a resulting set of regional 

objectives specific to each regional goal. 

A small number of outcome-based 

operations objectives provide the 

foundation for fully integrating 

operations with the MTP process. 

Decisionmakers and staff are able to 

trace plans and actions back to these 

objectives and the goals they support.
126 | Advancing Metropolitan Planning for Operations

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Goal 1 Provide an efficient and reliable 

transportation system 

Objective 1.1 addresses efficiency, while 

Objective 1.2 addresses reliability. These are 

defining characteristics of the multimodal 

transportation system and, as noted above, cut 

across all categories of activities (as summarized 

in Table 1) undertaken by the MPO and its 

regional partners. Both objectives focus on peakperiod conditions in an effort to deal directly 

with the adverse impacts of recurring and 

nonrecurring delays during the most congested 

conditions.

Goal 2: Support planned economic growth

Goal 3: Encourage vital communities and efficient land uses 

Goal 4: Preserve and secure the transportation system

Goal 5: Reduce environmental impacts

Goal 6: Promote human health and safety

Recognizing that MPOs incorporating operations into MTPs function at variable levels, multiple objective examples are shown. Scaled 

examples reflect the ability or intent to implement a basic, advancing, and comprehensive operations approach.

Examples for Outcome-Based Objectives at Different Capability Levels for

Goal 1 — Efficiency and Reliability

Objective Basic Capabilities Advancing Capabilities Comprehensive Capabilities

1.1 Reduce vehicle miles 

traveled per capita by 10 

percent in 10 years and 

25 percent in 20 years.

Improve the average travel time 

during peak periods by 20 percent 

within 10 years and maintain at 

that level for the subsequent 10 

years.

Improve the average travel time per 

person during peak periods for all 

major modes by 20 percent within 10 

years and maintain at that level for the 

remaining 10 years.

1.2 Reduce delay on major 

arterials by 3 percent per 

year.

Reduce the variability of travel 

time during peak periods by 15 

percent within 10 years and 25 

percent within 20 years.

Reduce the variability of travel time 

per person during peak periods for all 

major modes by 15 percent within 10 

years and 25 percent within 20 years.

To see related performance measures and data needs for the varying levels, please refer to the relevant fact sheets for the objectives 

identified in the table above.

Goal 1

Provide an efficient and reliable transportation 

system

Objective 1.1 — Efficiency 

Improve the average travel time during peak 

periods by 20 percent within 10 years and 

maintain at that level for the subsequent 10 years.

Objective 1.2 — Reliability 

Reduce the variability of travel time during peak 

periods by 15 percent within 10 years and 25 

percent within 20 years.
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Goal 7 Expand affordable, effective transportation choices

The regional partners have concluded that providing affordable, effective transportation options is 

critical to ensuring the quality of life and economic vitality expected by citizens and employers. 

The intent of Goal 7 is to provide a range of choices that fit the context of the area (neighborhoods, 

centers, districts, and corridors) and serve the needs of users traveling within and between these 

areas. In addition, it is understood that the perceived cost and a multitude of other factors that relate 

to the quality or effectiveness of the trip often influence the choice of transportation options. Among 

these factors are safety, security, reliability, 

accessibility, duration, comfort, and convenience. 

The following objectives work in combination to 

achieve this goal.

Goal 7

Expand affordable and effective transportation 

choices

Objective 7.1 — Choices

Increase non-single occupancy vehicle (SOV) 

mode share for all trips by 20 percent every 5 

years.

Objective 7.2 — Effectiveness 

Reduce the auto-to-transit travel time differential 

on major corridors by 15 percent over 5 years 

and maintain for the subsequent 10 years.

The primary objectives that serve Goals 2 

through 6 are not likely to have operations 

as a central feature. Therefore, the model 

plan does not attempt to demonstrate such 

a connection. Nonetheless, operations can 

serve a supporting role in achieving these 

goals. For example, efficiencies provided to 

the transportation system through improved 

operations are understood to support 

economic growth, evoke a sense of vitality, 

reduce emissions, promote human health, 

and improve safety.

Examples for Outcome-Based Objectives at Different Capability Levels for Goal 7 — Choices

Objective Basic Capabilities Advancing Capabilities Comprehensive Capabilities

7.1 Reduce per capita SOV 

commute trip rate by 5 

percent every 5 years.

Increase non-SOV mode share 

for all trips by 20 percent every 5 

years.

Achieve a 50 percent non-SOV mode 

share in transit station communities by 

2025.

7.2 Improve non-SOV travel 

times by 25 percent over 

the next 10 years.

Reduce the auto-to-transit traveltime differential on major corridors 

by 15 percent over 5 years and 

maintain for the subsequent 10 

years.

Reduce the travel time differential 

between transit and auto during peak 

periods by 5 percent per year for 10 

years and maintain thereafter.

To see related performance measures and data needs for the varying levels, please refer to the relevant fact sheets for the objectives 

identified in the table above.
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Goal 8 Provide effective communications to inform travel decisions

The effectiveness of the transportation system can be linked directly to the quality and extent of 

information that is available to users of the system, which in turn depends upon communications by 

transportation providers. There is broad regional support for continually improving and expanding 

effective communications to support the achievement of all other regional goals and the complementary 

plans of public agencies, service providers, emergency responders, and other regional partners. Equally 

important is the support the MPO and all regional partners can provide to transportation users as they 

decide whether, when, how, and by what route to travel. Objective 8.1 identifies regional outcomes for 

effective communications among all regional partners and to all users of the regional transportation 

system, respectively.

Goal 8

Provide effective communications to inform 

travel decisions

Objective 8.1 — Communication

Expand the capability to provide real-time travel 

condition information by 3 percent per year.

Examples for Outcome-Based Objectives at Different Capability Levels for

Goal 8 — Communication

Objective Basic Capabilities Advancing Capabilities Comprehensive Capabilities

8.1 Increase the availability 

of traveler information 

regarding alternative 

travel options during 

system disruptions by 25 

percent in 5 years.

Expand the capability to provide 

real-time travel condition 

information by 3 percent per year.

At least 95 percent of travelers by 

2025 are aware of significant delays, 

hazardous travel conditions, and 

alternative routes in time to affect 

travel decisions.

To see related performance measures and data needs for the varying levels, please refer to the relevant fact sheets for the objectives 

identified in the table above.
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If this were a full MTP example, the following chapters would be detailed and incorporated into the plan per the table of contents. Not 

being operations related, these chapters will not be shown as excerpts in this sample plan.

Chapter 3 — Financial Snapshot

Chapter 4 — System Preservation and Maintenance

The following sample chapter, “System Management and Operations,” is intended to show the reader how the approach is 

incorporated in the planning for operations stage of the MTP development process. During this process, specific strategies are selected 

to move the region in the direction of achieving the desired outcomes and goals from a system operations perspective. Because this 

entire chapter focuses on operations, text coloring is not used.

Chapter 5 — System Management and Operations

Management and Operations Overview

Regional Operations History

To incorporate the approach, an understanding of the starting point is necessary. In this example, the 

history of operations in the region has been established.

The regional system management and operations chapter is a critical element of the regional MTP that 

we developed in cooperation with our Regional Technical Operations Task Force (RTOTF), which 

consists of traffic, transit, and emergency management operators in the region. It is based on a number 

of previous planning efforts, including the following:

• Our Region’s Intelligent Transportation Systems (ITS) Master Plan 

• Our Region’s Congestion Management Process

• DOT’s Regional Operations Plan (ROP) 

• DOT’s ITS Investment Strategy: 10-Year Program

• Our Region’s ITS Regional Architecture.

The ITS Master Plan was the first major effort focusing solely on ITS technology that formulated a 

regional policy among transportation operations personnel. This MTP update takes a broader view, 

placing greater emphasis on planning and coordination as well as emerging ITS technologies. With 

regional operations as a critical element for the success of our system, this MTP will ensure that 

funding is a priority for this area of transportation.

This chapter of the MTP consists of six major components. The Management and Operations Overview 

provides the context and motivation for management and operations in the region. Operations 

Goals reviews operations-oriented goals that were established in Chapter 2 of the MTP. Operations 

Objectives and Performance Measures outlines the specific operational outcomes we hope to achieve 

as a region, with the identification of performance measures and data needs. M&O Strategies and 

Implementation establishes the solutions the region will implement to best achieve our desired 

operational outcomes and how they may be implemented (including financial considerations). 

Monitoring described an ongoing effort to regularly monitor progress toward the operations objectives, 

report the results, and evaluate activities for reaching those objectives. Programs, Partners, and 

Responsibilities presents ongoing programs, the partners in the program, and their respective 

responsibilities to ensure accountability.

Regional Operations Purpose

Transportation operations is not simply moving people and goods; it applies a combination of 

technology, robust planning, improved preparedness, and extensive interagency and intra-agency 

coordination, as follows:
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• Technology Technology is the backbone of transportation operations. It utilizes advanced 

technologies: computers, communications, electronics, and control systems to improve the 

efficiency and safety of the surface transportation system. Real-time surveillance systems 

monitor transportation facilities identifying unusual conditions that need immediate action, 

whether it is a bus running behind schedule or a crash on the Schuylkill Expressway. 

Technology enables transportation operations centers to impart accurate up-to-date travel 

information to the public, or to adjust traffic signal timings to handle a surge of traffic from 

a closed expressway. It enables first responders to overcome interoperability communication 

issues among themselves and with transportation personnel. Deploying technology also saves 

agencies money by automating functions like highway toll and transit fare collection.

• Planning When an incident temporarily closes a highway or disrupts transit service, it 

is already too late to plan a response. Detour routes, traffic control points, signing, and 

potential response resources should be identified in advance. Agency and personnel roles and 

responsibilities also have to be pre-defined.

• Preparedness This involves conducting training courses and table top exercises so that 

personnel can be fully prepared to respond to a highway or transit incident. It also involves 

pre-deploying traffic management equipment so that portable VMS or accident investigation 

equipment for emergency responders will arrive in a timely manner, and not have to be 

transported across the region. Emergency service patrols offer immediate on-scene resources 

to mitigate minor incidents and provide traffic support in larger ones.

• Coordination Operationally, the region is very fragmented, with three departments of 

transportation, three state police departments, multiple toll authorities and transit agencies, 

and hundreds of local police and fire departments. Institutional coordination, whether at 

the scene of an incident, between transportation operations centers, or across jurisdictions 

or modes, is a major undertaking. Incident command structures must be established, and 

situational information disseminated. On-going coordination is required to make sure 

everything runs smoothly, and to correct problems that periodically occur.

...

Transportation operations has unique funding and implementation requirements. While Intelligent 

Transportation Systems (ITS) projects are like other major transportation capital investments, in that 

they can be funded through the region’s Transportation Improvement Program (TIP); they are unlike 

highway projects in that there is substantial maintenance and operations costs associated with them. 

Hardware, software, and communication devices have to be continually maintained and updated to 

remain consistent with the latest IT technology standards. Ultimately, operations and maintenance 

(O&M) costs can exceed the initial capital investment.

Many transportation operations initiatives are programmatic, for example funding service contracts, 

vehicles and equipment, and training programs. In many instances, non-traditional transportation 

stakeholders like police or fire departments will be the primary beneficiary of these programs. How to 

fund these types of programs, whether to use federal transportation monies, state funds, toll monies, 

or even Department of Homeland Security funding, is unclear. As transportation agencies evolve from 

a design-build culture to an operations culture, decisions on how to fund, operate, and maintain these 

types of programs need to be resolved.

The following text is an excerpt from the Delaware Valley Regional Planning Commission’s Transportation Operations Master Plan.24 

This gives a comprehensive overview regarding the strategic importance of operations planning. This information helps paint the 

picture on the different elements of a successful, objectives-driven, performance-based approach. See

http://www.dvrpc.org/operations/Masterplan.htm to access the complete plan.

24 Delaware Valley Regional Planning Commission’s Transportation Operations Master Plan (July 2009). Available at http://www.dvrpc.org/operations/Masterplan.htm
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Operations in the MTP Framework

All the transportation elements within this plan were prepared in coordination with one another. System 

management and operations, as shown in Figure 1, is one of eight strategic factors our region must plan 

for as required by the Federal government. 

Partners and Process

This MTP was prepared 

under the framework 

of an objectives-driven, 

performance-based 

approach. From start to 

finish, multiple agencies 

within our region 

collaborated to produce a 

coordinated plan with a set 

of agreed-upon strategies 

selected to achieve 

our desired goals and 

objectives. The regional 

partners, committees, and 

task forces that helped 

produce the outcomes 

identified within include 

the following:

• MTP Steering Committee. The MTP Steering Committee is a regional group focused on 

ensuring the coordination and collaboration across disciplines and agencies throughout 

our region. This group is charged with ensuring that the final adopted MTP is an agreed to, 

consistent, comprehensive, and objective plan.

• Regional Technical Operations Task Force (RTOTF). This committee was formed to ensure 

the technical accuracy and soundness in the planning for the regional operations process. 

The committee consists of traffic, transit, and emergency management operations. Meeting 

monthly throughout the process, this group helped prepare an agreed to, objective plan to 

meet our region’s goals. The task force has the following subtask forces:

 Transit Management and Operations Subtask Force 

 Incident Management Subtask Force 

 Work Zone Subtask Force 

 Arterial Management Subtask Force.

* Required for TMAs

+ Required for nonattainment and maintenance areas

Metropolitan

Transportation

Plan

Environment,

Energy, and

Quality of Life

System PreservationAccessibility 

& Mobility

Security

Safety

Economic

Vitality

Multimodal

Connectivity

Efficient

System

Management

and Operation

M&O

Air Quality Conformity+

Consistency with ITS Architecture Congestion Management Process (CMP)*

Environmental Justice ADA, Title VI,

State & Tribal Agencies

Consultation with Federal

E

,

lected Officials Coordination with Local

and Local Transportation Agencies

Coordination with State Partic pi ation Plan

Fiscal Constra ni t

Figure 3. M&O and CMP in the Context of Metropolitan Transportation Planning Requirements

Committees, task forces, sub-committees, and subtask 

forces are essential to developing an objectives-driven, 

performance-based approach plan. By coordinating 

and collaborating, these groups will build the plan 

on technically sound procedures that are realistic 

and feasible for the specific region the MTP is being 

prepared for. Having these committees and task 

forces also creates a sense of trust for decisionmakers 

that the strategies being considered are the most 

appropriate ones.
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The RTOTF went through a rigorous process throughout the development of the operations plan, 

including testing, refining, and revising the objectives, performance measures, strategies, and 

monitoring techniques to match our region’s desired outcomes (while keeping in mind current 

limitations such as revenue and data sources). This was an iterative process that the regional partners 

undertook to produce a set of defensible, objective, transparent, agreed-upon regional M&O strategies.

Operations Goals

As summarized in Chapter 2, the Region has 

established eight goals to direct and guide how 

our region plans its transportation system, three 

of which directly influence the operations of the 

network. The main themes of the goals include 

Efficiency and Reliability, Communications, 

and Choices. The Region derived this set of 

regional goals from careful consideration of the 

plans and goals of each partner responsible for 

planning, delivering, operating, and maintaining 

the regional transportation system and ensuring 

the safety and security of the traveling public. The remaining sections within this chapter will present 

an integrated approach to achieving the regional goals in close coordination with the unique goals of 

each regional partner. Achieving these goals requires a number of public agencies, private owners and 

operators, and not-for-profit associations undertaking many activities.

Operations Objectives and Performance Measures

Regional operations objectives reflect commitments, by 

one or more of the regional partners, for achieving the 

regional goals. Regional stakeholders declared sustainability 

as the core of the regional vision and the MPO board 

has emphasized efficiency, reliability, options, and 

communication as the overarching strategies to reach the 

vision.

Various technical and policy committees of the MPO, in close coordination with the regional partners, 

worked to develop a broad set of objectives that relate directly to the transportation system outcomes 

expressed in the regional goals. The objectives development process included direct input from 

transportation providers, operators, users, and policy makers. The following sections summarize the 

resulting set of regional objectives specific to each regional goal. 

Through the process of identifying and evaluating congestion areas in our region, the objectives 

became more refined and specific.

Goal 1

Provide an Efficient and Reliable Transportation 

System.

Goal 7 

Expand Affordable, Effective Transportation 

Choices.

Goal 8 

Provide Effective Communications to Inform 

Travel Decisions.

For the remainder of this example plan 

excerpt, only Goal 1, Provide an Efficient and 

Reliable Transportation System, will be shown 

with the application of the objectives-driven 

performance-based approach; however, if this 

were a full plan example, all three goals would 

be carried throughout the entire chapter.

A small number of outcome-based operations 

objectives provide the foundation for fully 

integrating operations with the MTP process. 

Decisionmakers and staff are able to trace plans 

and actions back to these objectives and the 

goals they support.
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Examples for Outcome-Based Objectives at Different Capability Levels

for Goal 1 — Efficiency and Reliability (from Chapter 2)

Objective Basic Capabilities Advancing Capabilities Comprehensive Capabilities

1.1 Reduce vehicle miles 

traveled per capita by 10 

percent in 10 years and 

25 percent in 20 years.

Improve the average travel time 

during peak periods by 20 percent 

within 10 years and maintain at 

that level for the subsequent 10 

years.

Improve the average travel time per 

person during peak periods for all 

major modes by 20 percent within 10 

years and maintain at that level for the 

remaining 10 years.

1.2 Reduce delay on major 

arterials by 3 percent per 

year.

Reduce the variability of travel 

time during peak periods by 15 

percent within 10 years and 25 

percent within 20 years.

Reduce the variability of travel time 

per person during peak periods for all 

major modes by 15 percent within 10 

years and 25 percent within 20 years.

Outcome-Based Objectives

The RTOTF has identified outcome-based objectives for each operations-related goal. Each objective 

is specific and measurable to ensure that progress may be tracked over time. In addition, each objective 

was tested and refined to select realistic and achievable targets and timelines.

To achieve Goal 1, the regional partners created outcome-based objectives for both efficiency and 

reliability. 

Efficiency 

To address efficiency specifically, the RTOTF 

identified an objective focused on improving 

travel time during peak periods. Peak-period 

travel time has been significantly affected during 

the past 5 years because of significant growth. 

The region has chosen an aggressive objective 

to reverse this historical trend. Peak period 

travel has a tremendous effect on our economy, 

bringing people to and from destinations. 

Based on historical data and projections, the 

region believes that a 20 percent improvement 

in travel time during the next 10 years is an 

achievable target and timeline. Subsequent to 

the 10-year timeline, the region has assumed that 

maintaining the improvement is the most feasible 

and practical.

Reliability

To address reliability specifically, the RTOTF identified an objective focused on reducing the 

variability of travel time during peak periods at varying levels during the next 25 years. Although it is 

expected that population and employment growth will be occurring throughout the northeastern and 

southwestern portions of our region, the system needs to perform consistently for users to plan their 

travel appropriately. As efficiency improves over time, the region projects that the variability in travel 

time will diminish. Based on historical data and projections, the region believes that a 15 percent 

reduction in variability within 10 years and 25 percent within 20 years is an achievable target and 

timeline.

Goal 1

Provide an Efficient and Reliable Transportation 

System.

Objective 1.1 — Efficiency 

Improve the average travel time during peak 

periods by 20 percent within 10 years and 

maintain at that level for the subsequent 10 

years..

Objective 1.2 — Reliability

Reduce the variability of travel time during peak 

periods by 15 percent within 10 years and 25 

percent within 20 years.
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The remainder of this section would give an overview of how and why the additional outcome-based objectives were developed 

for Goal 7 and Goal 8.

Performance Measures and Data Needs25

The RTOTF collectively identified the following associated performance measures and data needs for 

each outcome-based objective identified under Goals 1, 7, and 8. It established performance measures 

to identify and evaluate recurring and nonrecurring congestion. It evaluated potential performance 

measures, weighing their strengths and weaknesses in terms of their applicability to the unique 

characteristics of the planning area. These measures will enable the region to track and see that it is 

meeting our regional goals and objectives.

In our region, the individual cities and counties currently undertake data collection efforts. They collect 

traffic volume and crash data consistently and comprehensively across the region. They are collecting 

ITS-related data currently on all principal arterial roadways in the region and 65 percent of major 

arterial roadways. Through the MTP update process, the region continues to update the data collection 

efforts through new technology while maintaining consistency. Additional coverage also is sought 

throughout the region. When possible, the RTOTF will continue using existing data sources. Currently, 

the statewide annual reporting system is a higher-level analysis source. In addition to that report, the 

region references congested corridor studies being conducted routinely throughout the region each 

year. These data sources help the RTOTF identify and prioritize areas within the region where the best 

progress can be made through operation-related strategies.

Objective Performance Measure Data Needs

Objective 1.1

Improve the average travel 

time during peak periods by 

20 percent within 10 years and 

maintain at that level for the 

subsequent 10 years.

• Average travel time per 

day during peak periods 

(minutes)

• Peak period and free-flow 

travel time or speeds

Person travel along links 

(e.g., vehicle volume X 

vehicle occupancy) 

Objective 1.2

Reduce the variability of travel 

time during peak periods by 15 

percent within 10 years and 25 

percent within 20 years.

• Variance in travel time • Travel time

25 Text under the Performance Measures and Data Needs section was derived from the Metroplan Orlando 2030 Long Range Transportation Plan, “Technical 

 Document #5: Congestion Management Process.” Their document gives a comprehensive overview of performance measure identification and selection. See 

 http://www.metroplanorlando.com/site/lrtp/reports.asp to access the complete technical document.
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The remainder of this section would give a summary of the performance measures and data needs for Goal 7 and Goal 8.

Activity-Based Objectives

Our region has identified eight activity-based objectives for the areas of reliability, efficiency, choices, 

and communications. The RTOTF and subtask forces tested and refined the objectives to create a 

system of measures and activities that will achieve our ultimate goals. Below is an overview of the 

activities.

Efficiency 

The RTOTF identified two activity-based 

objectives related to the efficiency outcome. 

They agreed unanimously on the two identified 

activities as realistic and achievable given the 

ongoing activities throughout the region related 

to traffic signal retiming programs and automated 

fare collection visions. With the achievement 

of these two objectives, the target of travel-time 

improvements by 20 percent may be achieved.

Reliability

The RTOTF identified two activity-based 

objectives related to the reliability outcome. 

They agreed unanimously on the two identified 

activities as realistic and achievable given the 

ongoing activities throughout the region related 

to incident management programs and work zone 

management discussions. With the achievement 

of these two objectives, the target of reducing 

travel time variability by 15 percent and 25 

percent may be achieved.

Objective 1.1 — Efficiency

Improve the average travel time during peak 

periods by 20 percent within 10 years and 

maintain at that level for the subsequent 10 years.

Objective 1.1.1

Evaluate and retime 95 percent of the traffic 

signals in the region (if needed) at least once 

every 3 years.

Objective 1.1.2

Implement a single, region-wide automated fare 

collection system within 5 years that enables 

transit users to pay electronically for transit fare 

on all transit services with the same card.

Objective 1.2 — Reliability 

Reduce the variability of travel time during peak 

periods by 15 percent within 10 years and 25 

percent within 20 years.

Objective 1.2.1 

Reduce the mean clearance time per incident by 

25 percent in 5 years. (Clearance time defined as 

the time between awareness of an incident and 

restoration of lanes to full operational status.)

Objective 1.2.2 

Reduce the average and maximum length of 

queues, when present, by 20 percent over 7 years.
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Examples for Outcome-Based Objectives at Different Capability Levels

for Goal 1 — Efficiency and Reliability (from Chapter 2)

Objective Basic Capabilities Advancing Capabilities Comprehensive Capabilities

1.1.1 Increase the number of 

intersections running in a 

coordinated, closed-loop, 

or adaptive system by 10 

percent in 5 years and 15 

percent in 10 years.

Evaluate and retime 95 percent 

of the traffic signals in the region 

(if needed) at least once every 3 

years.

Special timing plans are available for 

use during freeway incidents, roadway 

construction activities, or other special 

events for 55 percent of arterial miles 

in the region in 5 years and updated 

annually for the subsequent 10 years.

1.1.2 Within 5 years, at least 75 

percent of transit trips 

can be made with no 

more than two transfers. 

Implement a single, region-wide 

automated fare collection system 

within 5 years that enables transit 

users to pay electronically for 

transit fare on all transit services 

with the same card.

Increase the routes meeting 

performance targets by 5 percent 

annually.

1.2.1 Increase percentage 

of incidents initially 

discovered and verified 

by Motorist Assist roving 

patrols by 10 percent in 

5 years.

Reduce the mean clearance time 

per incident by 25 percent in 5 

years. 

Reduce the person hours (or vehicle 

hours) of delay associated with traffic 

incidents by 15 percent within 10 years 

and 20 percent the subsequent 10 

years.

1.2.2 Reduce the percentage 

of vehicles traveling 

through work zones that 

are queued by 5 percent 

in 5 years.

Reduce the average and 

maximum length of queues, when 

present, by 20 percent over 7 

years.

Reduce the average time duration (in 

minutes) of queue length greater than 

0.5 miles by 15 percent in 10 years.

To see related performance measures and data needs for the varying levels, please refer to the relevant fact sheets for the 

objectives identified in the table above.

The remainder of this section would give an overview of how and why the additional activity-based objectives were developed for 

Goal 7 and Goal 8.

Performance Measures and Data Needs

Similar to the process described for outcome-based objectives, the regional partners collectively 

identified the following associated performance measures and data needs for each activity-based 

objective. Performance measures were established to identify and evaluate recurring and nonrecurring 

congestion. Many potential performance measures were evaluated, weighing their strengths and 

weaknesses in terms of their applicability to the unique characteristics of the planning area. These 

measures will enable the region to track and see that our regional goals and objectives are being met. 

The RTOTF strategically chose performance measures that would solely depend on existing data. A 

very minor set of performance measures will require additional data collection procedures.
Model 

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Advancing Metropolitan Planning for Operations | 137

Objective Performance Measure Data Needs

Objective 1.1.1

Evaluate and retime 95 percent 

of the traffic signals in the 

region are at least once every 3 

years.

• Number of traffic signals 

retimed

• Reports from operating 

agencies on signal 

retiming, signal 

capabilities, special 

timing plans, and crash 

data reviews

Objective 1.1.2

Implement a single, regionwide automated fare collection 

system within 5 years that 

allows transit users to pay 

electronically for transit fare 

on all transit services with the 

same card.

• Percentage of fares using 

automated fare collection

• Farebox data

Objective 1.2.1

Reduce the mean clearance time 

per incident by 25 percent in 5 

years. 

• Mean incident clearance 

time per incident

• The time of incident 

awareness and one or 

more of the following 

pieces of data: the time 

the last responder left the 

scene, the time when all 

lanes were reopened, the 

time when traffic returned 

to normal flow

Objective 1.2.2

Reduce the average and 

maximum length of queues, 

when present, by 20 percent 

over 7 years.

• Percentage of vehicles 

experiencing queuing in 

work zones

• Length of average and 

maximum queues in work 

zones

• Average duration in 

minutes of queue length 

greater than X miles

• Number of vehicles 

traveling through work 

zones

• Number of vehicles 

traveling through work 

zones experiencing 

queuing

• Average and maximum 

length of work zones

• Duration of queue length 

greater than X miles

If this were a complete MTP, the remainder of this section would give a summary of the performance measures and data needs for 

goals 7 and 8.
138 | Advancing Metropolitan Planning for Operations

Model 

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M&O Strategies and Implementation

To meet the region’s goals and associated objectives, management and operations strategies were 

identified for implementation. The strategies identified cut across multiple modes, agencies, and 

geographic locations in the region. The intent is that, with these identified strategies implemented, the 

region’s targets and timelines may be achieved through close coordination, collaboration, and technical 

excellence. Performance measures associated with each objective have been used to ensure that the 

selected strategies and improvements result in the quantitative benefits within each objective. 

Improvement and Cost Feasibility26

For the selection of appropriate improvement strategies, cost is a major contributing factor. Cost 

is typically one of the main factors as to whether or not strategies are feasible. Other factors also 

affecting feasibility that the RTOTF considered include the availability of right-of-way, technology 

infrastructure, environmental constraints, social constraints, and others. 

Types of M&O Strategies

The following categories of strategies, or combinations of strategies, were considered for each area:

• Demand management measures, including growth management and congestion pricing.

• Traffic operational improvements.

• Public transportation improvements.

• ITS technologies as related to the regional ITS architecture.

• Where necessary, additional system capacity.

Based on specific characteristics of each congested area in the region, the anticipated strategy benefits, 

project viability, cost, and potential funding sources available, the RTOTF selected the following set of 

strategies relating to each objective. 

26 Text under the Improvement and Cost Feasibility as well as the Types of M&O Strategies sections is derived from the Metroplan Orlando 2030 Long Range

 Transportation Plan, “Technical Document #5: Congestion Management Process.” See http://www.metroplanorlando.com/site/lrtp/reports.asp to access the

 complete technical document.
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Advancing Metropolitan Planning for Operations | 139

Provide an Efficient and Reliable Transportation System

Objectives Strategies Priority

Objective 1.1 — Efficiency

Improve the average travel time 

during peak periods by 20 percent 

within 10 years and maintain at that 

level for the remaining 10 years.

Implement and finance the following 

programs annually in the TIP: 

Arterial Management and Transit 

Management and Operations.

High

Objective 1.1.1 — Arterial 

Management

Evaluate and retime 95 percent of the 

traffic signals in the region (if needed) 

at least once every 3 years.

Implement program and finances for 

signal retiming every 3 years.

Medium

Objective 1.1.2 — Transit M&O

Implement a single region-wide 

automated fare collection system 

within 5 years that allows transit users 

to pay electronically for transit fare on 

all transit services with the same card.

• Involve integrating the system 

across multiple modes or 

services.

• Implement a consistent system 

with other connecting transit 

services.

• Implement a marketing 

campaign to increase awareness 

and use.

High

Objective 1.2 — Reliability

Reduce the variability of travel time 

during peak periods by 15 percent 

within 10 years and 25 percent within 

20 years.

Implement and finance the following 

programs annually in the TIP: 

Incident Management and Work Zone 

Management.

High

Objective 1.2.1 — Incident 

Management

Reduce the mean clearance time per 

incident by 25 percent in 5 years. 

• Responder training.

• Quick clearance laws.

• Towing agreements .

• Traveler information to reduce 

delay during incidents.

High

Objective 1.2.2 — Work Zone 

Management

Reduce the average and maximum 

length of queues, when present, by 20 

percent over 7 years.

• Shorten lane closure time 

(particularly during high-traffic 

hours).

• Provide travelers with advance 

notice and real-time information 

to avoid the work zone.

Medium

If this were a complete MTP, the remainder of this section would give a summary of the strategies and their priority levels for Goal 

7 and Goal 8.
140 | Advancing Metropolitan Planning for Operations

Model 

Plan

Monitoring 

With adoption of this MTP, it is the region’s obligation to monitor and track progress of our system’s 

efficiency, reliability, communications, and choices. The RTOTF has reached consensus on its specific 

targets and timelines and the MTP Steering Committee is committed to working together to ensure 

that our region moves forward economically. This monitoring effort will occur annually with results 

documented in our region’s Annual Performance Monitoring report. Through the development of this 

MTP update, transit operators, traffic operators, and emergency incident responders have committed 

to collecting, summarizing, and analyzing the generated data needed to indicate if targets have been 

achieved. As time progresses and monitoring is performed, the RTOTF will assess the need for 

adjustments to the initial set of specific objectives and strategies. This intermittent assessment of the 

performance of implemented strategies represents the shift from a project-based solution solving 

process to an outcome-based solution process.

Programs, Partners, and Responsibilities

Management and operations strategies identified herein will be included in the TIP or in the funding 

programs of partnering agencies. This step is critical to ensure that funding mechanisms are in place 

for the regional operations component of our transportation system. Currently, management- and 

operations-related improvement strategies in our MTP have been allocated $2 million per year.

A set of four programs have been identified to ensure our region’s objectives may be achieved. Two 

of the programs, incident management and arterial management, were established under the last MTP 

update. Two new programs, transit management and operations and work zone management, were 

created under this MTP update to assist us in making our system successful.
Model 

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Advancing Metropolitan Planning for Operations | 141

Provide an Efficient and Reliable Transportation System

Outcome-Based Objectives

Performance Measures

Activity-Based Objectives

Performance Measures Strategies

Improve the average travel time during peak periods by 20 percent within 10 years and maintain at that level for the remaining 10 years.

Average peakperiod travel time per day (minutes)

Evaluate and retime 95 percent of the traffic signals in the region (if needed) at least once every 3 years.

Number of traffic signals retimed

Implement program and finances for signal retiming every 3 years

Implement a single region-wide automated fare collection system within 5 years that allows transit users to pay electronically for transit fare on all transit services with the same card.

Percentage of fares using automated fare collection

Involve integrating the system across multiple modes or servicesImplement a consistent system with other connecting transit servicesImplement a marketing campaign to increase awareness and use

Reduce the variability of travel time during peak periods by 15 percent within 10 years and 25 percent within 20 years.

Variance of travel time

Reduce the mean clearance time per incident by 25 percent in 5 years. 

Mean incident clearance time per incident

Responder trainingQuick clearance lawsTowing agreements Traveler information to reduce delay during incidents

Reduce the average and maximum length of queues, when present, by 20 percent over 7 years.

Percentage of vehicles experiencing queuing in work zonesLength of average and maximum queues in work zonesAverage duration in minutes of queue length greater than X miles

Shorten lane closure time (particularly during high-traffic hours) Provide travelers with advance notice and real-time information to avoid the work zone
142 | Advancing Metropolitan Planning for Operations

Model 

Plan

Incident Management

Twenty-five percent of traffic congestion in large urban areas is because of traffic incidents ranging 

from flat tires to overturned tractor-trailers. These unforeseen events cause havoc, making commuters 

late, affecting truck deliveries, and ultimately making the region less competitive economically. 

Incident management is a multi-step process involving incident detection and verification, 

emergency responder response, management of on-site emergency personnel, traffic 

management, clearance of vehicles and debris, and recovery to normal traffic flow. It 

involves diverse technical skills and an assortment of different organizational entities. 

Incident management programs have to be sensitive to all phases of incident management 

and the institutional relationships, many of which are outside the purview of the traditional 

transportation planning and funding processes.27

Arterial Management

In general, highways do not operate in isolation; they are usually part of larger travel 

corridors with parallel arterials, passenger rail lines, and bus routes. From a holistic 

perspective, the goal is to optimize travel in the whole corridor, not just expressways. 

Accomplishing this requires deploying ITS resources throughout the corridor and across 

modes. If traffic signals are optimized, parallel arterials can help relieve overcrowded 

expressways. Strategically located VMS at decision points can inform motorists of travel 

choices — what are the travel times via expressway versus arterials, or when is the next 

train arriving.28

Transit Management and Operations

Transit management programs include upgrading transit management centers and traveler information 

and fare collection systems, and implementing security technology. There is a broad range of ITS 

technology routinely incorporated into transit projects. New buses and rail vehicles, for example, 

typically come with diagnostic sensors and passenger information displays. 

Work Zone Management

When a highway agency establishes a work zone,

“...regardless of whether it is temporary maintenance activity or a long-term construction 

project, adequate precautions must be taken to warn motorists about changes in traffic 

patterns and potential bottlenecks. It is vital to minimize traffic delays and protect the 

safety of construction workers and motorists. Work zone plans and measures should be 

commensurate with the size and duration of the job and traffic volumes on the affected 

highway. Federal work zone regulations have enshrined these principals. Emerging 

technology is complementing these efforts, with portable devices to issue alerts and 

warnings to reckless drivers.

Departments of transportation and other highway operators routinely develop maintenance 

traffic plans for construction projects and maintenance activities. Work zone traffic 

management elevates the level of planning and resources for projects that impact 

The program description excerpts shown below were taken directly from the Delaware Valley Regional Planning Commission’s 

Transportation Operations Master Plan (July 2009). Their Master Plan gives more detailed descriptions of the programs than an 

MTP covering multiple elements would entail. For the additional program details visit

http://www.dvrpc.org/operations/Masterplan.htm.

27 Delaware Valley Regional Planning Commission’s Transportation Operations Master Plan (July 2009). Available at http://www.dvrpc.org/operations/Masterplan.htm

28 Ibid.
Model 

Plan

Advancing Metropolitan Planning for Operations | 143

expressways and high volume arterials. Depending upon the type of facility, duration of 

project, and impact on traffic, work zone initiatives may lead to formation of work zone 

management teams, pre-deployment of permanent or temporary CCTV cameras and speed 

detectors, and installation of warning devices and intrusion sensors.”29

Programs Responsible Partners

Incident Management • County operators 

• Municipality operators

• Emergency responders

Arterial Management • State operators

• County operators

• Municipality operators

• Transit operators

Work Zone Management • County operators

• State operators

Transit Management and Operations • Transit operators

• County operators

• Municipality operators

29 Delaware Valley Regional Planning Commission’s Transportation Operations Master Plan (July 2009). Available at http://www.dvrpc.org/operations/Masterplan.htm
144 | Advancing Metropolitan Planning for Operations

Model 

Plan

In a complete MTP example, an objectives tree summary would be prepared for Goal 7 and Goal 8.

If this were a full MTP example, the following chapters would be incorporated into the plan per the Table of Contents. Not being 

operations related, the following chapters will not be shown as excerpts in this sample plan:

Chapter 6 — System Integration

Chapter 7 — System Expansion

Chapter 8 — Appendices Goal

Provide an Efficient,

ReliableTransportation System

Outcome

Objectives

Improve the average travel 

time during peak periods 

by 20 percent within 10 

years and maintain at that 

level for the remaining 10 

years.

Reduce the variability of 

travel time during peak 

periods by 15 percent 

within 10 years and 25 

percent within 20 years.

Activity Objectives

Evaluate and 

retime 95 

percent of the 

traffic signals 

in the region (if 

needed) at least 

once every 3 

years.

Implement a single regionwide automated fare 

collection system within 

5 years that allows transit 

users to pay electronically 

for transit fare on all transit 

services with the same 

card.

Reduce the mean clearance 

time per incident by 

25 percent in 5 years. 

(Clearance time defined 

as the time between 

awareness of an incident 

and restoration of lanes to 

full operational status.)

Reduce the 

average and 

maximum 

length of 

queues, when 

present, by 20 

percent over 7 

years.

Strategies

Implement 

program and 

finances for 

signal retiming 

every 3 years

Involve integrating the 

system across multiple 

modes or services

Implement a consistent 

system with other 

connecting transit services

Implement a marketing 

campaign to increase 

awareness and use.

Responder training

Quick clearance laws

Towing agreements 

Traveler information to 

reduce delays during 

incidents

Shorten lane 

closure time 

(particularly 

during hightraffic hours) 

Provide 

travelers with 

advance notice 

and real-time 

information to 

avoid the work 

zone

Programs

Arterial 

Management

Transit Management and 

Operations

Incident Management Work Zone 

Management
References &

Resources

Advancing Metropolitan Planning for Operations | 145

5.0 References and Resources

Planning for Operations Resources

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Transportation Operations Coalition Seminar Talking Operations Webinar, February 22, 2006. Available at:

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Basore, Lt. Brian and Lt. Paul Behm, “Kansas Speedway Traffic Management,” Presentation, 2007. Available at:

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Gibson, J. and Scherer, W. (W. Gibson, ed.), How to Do Systems Analysis, “Chapter 3: Goal Development,” (Hoboken, NJ: Wiley & 

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Missouri Department of Transportation, “MoDOT Tracker” Website. Available at:

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National Center for Atmospheric Research (NCAR) Research Applications Laboratory, “L. Surface Transportation Weather” 

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National Traffic Incident Management Coalition, “Benefits of Traffic Incident Management,” 2006. Available at:

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National Transportation Operations Coalition, Performance Measurement Initiative – Final Report, July 2005. Available at: www.

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Texas Transportation Institute, Operations-Oriented Performance Measures for Freeway Management Systems: Year 1 Report, April 

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Transportation Research Board, “Glossary of Regional Transportation Systems Management and Operations Terms,” 

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Transportation Research Board, “Freeway Management During Emergencies and Evacuations,“ Freeway Operations 

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VA. Available at: http://www.ofcm.gov/wist/3NSTWSP-Summary-Report-Final.pdf, last accessed February 26, 2010. 

U.S. Department of Transportation, FHWA, Applying Analysis Tools in Planning for Operations, FHWA-HOP-10-001 (Washington, 

DC: 2009). Available at: http://www.ops.fhwa.dot.gov/publications/fhwahop10001/index.htm, last accessed February 25, 2010. 

U.S Department of Transportation, “Clarus Initiative: A National Surface Transportation Weather Observing and Forecasting 

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U.S. Department of Transportation, FHWA, The Collaborative Advantage: Realizing the Tangible Benefits of Regional Transportation 
146 | Advancing Metropolitan Planning for Operations

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Resources

Operations Collaboration A Reference Manual, FHWA-HOP-08-001 (Washington, DC: 2007). Available at:

http://www.ops.fhwa.dot.gov/publications/benefits_guide/index.htm, last accessed February 25, 2010. 

U.S. Department of Transportation, FHWA, Coordinated Freeway and Arterial Operations Handbook, FHWA-HRT-06-095 

(Washington, DC: 2006). Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/06095.pdf, last accessed February 

26, 2010. 

U.S. Department of Transportation, FHWA/FTA, An Interim Guidebook on the Congestion Management Process in Metropolitan 

Transportation Planning, FHWA-HOP-08-008 (Washington, DC: 2008). Available at:

http://www.ops.fhwa.dot.gov/publications/cmpguidebook/index.htm, last accessed February 25, 2010. 

U.S. Department of Transportation, FHWA/FTA, Management & Operations in the Metropolitan Transportation Plan: A Guidebook 

for Creating an Objectives-Driven, Performance-Based Approach Interim Draft, FHWA-HOP-08-007 (Washington, DC: 2007). 

Available at: http://www.ops.fhwa.dot.gov/publications/moguidebook/index.htm, last accessed February 25, 2010. 

U.S Department of Transportation and American Transportation Research Institute, “Measuring Travel Time in FreightSignificant Corridors,” FHWA-HOP-05-036 (Washington, DC: 2005). Available at:

http://ops.fhwa.dot.gov/freight/documents/travel_time_flyer.pdf, last accessed February 26, 2010.

U.S. Department of Transportation, FHWA, Monitoring Urban Freeways in 2003: Current Conditions and Trends from Archived 

Operations Data (Texas Transportation Institute: 2004). Available at: http://mobility.tamu.edu/mmp/FHWA-HOP-05-018/data.stm, 

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U.S. Department of Transportation, FHWA, “Planned Special Events: Checklists for Practitioners,“ FHWA-HOP-06-113 

(Washington, DC: 2006). Available at: http://ops.fhwa.dot.gov/Publications/psechecklists/, last accessed February 26, 2010. 

U.S. Department of Transportation, FHWA, Regional Concept for Transportation Operations: The Blueprint for Action - A Primer, 

FHWA-HOP-07-122 (Washington, DC: 2007). Available at: http://www.ops.fhwa.dot.gov/publications/rctoprimer/index.htm, last 

accessed December 6, 2009. 

U.S. Department of Transportation, FHWA, Regional Transportation Operations Collaboration and Coordination – A Primer for 

Working Together to Improve Transportation Safety, Reliability, and Security, FHWA-OP-03-008 (Washington, DC: 2003). Available 

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U.S. Department of Transportation, FHWA, Travel Time Reliability: Making It There On Time, All The Time (Washington, DC: 2006). 

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2009.

U.S. Department of Transportation, FHWA, “Work Zone Mobility and Safety Program” Website. Available at:

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Victoria Transport Policy Institute, “Performance Evaluation Practical Indicators For Evaluating Progress Toward Planning 

Objectives,” TDM Encyclopedia, January 2010. Available at: http://www.vtpi.org/tdm/tdm131.htm, last accessed February 25, 

2010. 
References &

Resources

Advancing Metropolitan Planning for Operations | 147

MPO Planning Documents

Anchorage Metropolitan Area Transportation Solutions, Anchorage Bowl 2025 Long-Range Transportation Plan with 2027 

Revisions (Anchorage, AK: April 2007). Available at: http://www.muni.org/Departments/traffic/AMATS/Pages/LRTP.aspx, last 

accessed March 1, 2010.

Atlanta Regional Commission, Envision6, 2030 Regional Transportation Plan (Atlanta, GA: September 2007). Available at: http://

www.atlantaregional.com/transportation/regional-transportation-plan, last accessed March 1, 2010.

Champaign County Regional Planning Commission, Long Range Transportation Plan 2025 (Urbana, IL: December 2004). 

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Delaware Valley Regional Planning Commission, Transportation Operations Master Plan (July 2009). Available at:

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Transportation Research Board, National Cooperative Highway Research Program, NCHRP 17-36: First Edition Highway Safety 

Manual (HSM), In Production. 

Transportation Research Board, National Cooperative Highway Research Program (NCHRP), Report 500, Volumes 1 – 17, 

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U.S. Department of Transportation, FHWA, Desktop Reference for Crash Reduction Factors, September 2008. Publication 

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Federal Highway Administration

Federal Transit Administration

U.S. Department of Transportation

1200 New Jersey Avenue SE

Washington, DC 20590

Toll-Free “Help Line” 866-367-7487

www.ops.fhwa.dot.gov

Publication No.: FHWA-HOP-10-027