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Lesson 10 integrated corridor management

Lima Saft, PhD, PE, PMP

CIV E 580 Spring 2019

Vision for Transportation System Management

Multimodal Integration and Performance Based Management

Traveler Information

Arterial Management

Freeway Management

Transit Management

Electronic Payment System

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My Team are the Intelligent Transportation Systems Group.

We are a $150million dollar program to date program; charged with allocation of funds to the Strategically Identified Investment Areas of;

Multimodal Integration and Performance Based Management

Traveler Information

Arterial Management

Freeway Management

Transit Management, and

Electronic Payment Systems.

Our team is also responsible for Planning, Executing and Operating projects and programs until they have been successfully transitioned into our Partners daily operational capabilities.

ITS performs regular updates that coincide with the existing two and four year planning cycles established as the bedrock of the SANDAG MPO responsibility.

These updates, and the organizational structure identified on the previous slide, give us as a team, unprecedented access to forming long-term working relationships with our stakeholders in the 18 Cities and Agencies that exist within the San Diego Region.

Incident Management

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Let’s just suppose that you are driving a semi pulling a grader. … and you are having a bad day. Or maybe you are having a good day and the driver of the Prius who just cut you off is having a bad day. Doesn’t matter. You swerve and end up on the train tracks in the median of the 210. General mayhem ensues. That is what we call an incident!

A main factor in Non-recurrent delay – and makes up nearly 50% of total delay

Special events and Incidents

What happens today? My experience is that the CHP takes over and traffic is directed from the freeway. - Basic

What happens when the parallel rail is also stopped?

Using – All Available Capacity

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This is what happens. Traffic Jamb. But what I see when I look at this picture is inefficiency and “OPPORTUNITY”

The opportunity to use all of the transportation system – all of the capacity in the corridor to move people and goods.

Strategic Assessment

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What are the ICM Network Assets:

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Express Lanes

DAR

Transit

Rapid Transit Station

Arterial Network

Main Lanes

Fast Forward: I-15 Integrated Corridor Management Project

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Suggested talking points:

The area we are talking about

ICM boundaries

Overview of pieces that are part of ICM

Relate to average Joe morning commute and what this project means for them

Corridor Ramp Metering –

Express/Manage Lanes System -

Direct Access Ramp System – BRT Route

BRT Transit Station –

Local Traffic Signal Coordination

Coordination of Local Traffic Signal with Ramp metering -

Our VISION

So the ICM project provides the opportunity to work with the corridor project partners (partners include Caltrans, MTS, NCTD, CHP, and the Cities of San Diego, Poway, and Escondido) to move toward a integrated corridor management implementation approach, and specifically allows to examine what needs to happen (next) after the Express Lanes project is delivered. The ICM Vision is to:

Provide the platform to pro-actively manage congestion via multiple transportation systems as a unified/single network

Provide transportation choices to improve mobility – to give travelers the ability to make seamless and convenient shifts among modes and among the corridor’s networks to complete their trips, including shifts between the arterial, transit and freeway networks and between the freeway’s general purpose lanes and its managed lanes.

Improve and maximize capacity to improve efficiency, operations, and management of as a unified/an system/or corridor.

And the project will provide the institutional platform for managing, operating, and maintaining mobility along the corridor as an INTEGRATED Corridor MANAGEMENT unified/transportation network.

ICM Toolbox

ICM is about management of a corridor

Management implies planning for, and responding to, what is happening across ALL networks

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Suggested talking points:

- Slightly more detail about the back end of ICM- again, very high level, relate it to commuters and the services they use

Why ICM – looking at ways to improve what we have – what are some strategies out here that we can apply to maximize the use of this multi-agency-multi-modal facilities – with known facts that we will never build ourselfs out of congestion – having to maximize our local dollars much more as we see state and federal funding challenges -

Initiated by a federal initiative/grant – we are two agencies in the nation that implemented an ICM concept

So what ICM does – when you are driving along a freeway segment or local arterial or taking transit etc..each of those individual modes in the past

What ICM does – we build interfaces so each of those systems can talk the same language – performance from not an individual mode but performance from a corridor or network perspective –

And now that they are talking in a coordinated manner it allows our regional and local partners to better be aware of what is going on not only in their modes but around them – so we can make better operational and management decisions…

Highlight some of the assets..on diagram

System was turned on Spring last year – went through some through operational real field testing since then still going on – here just to provide you with an update and highlight of next steps.

Overall ICM Strategies

Implement Active Traffic Management (ATM):

First in the nation real-time multimodal response and control (DSS System)

Proactively manage multiple modes through and along the corridor

En-route traveler information (CMS Signs, 511 San Diego mobile app)

Pre‐trip traveler information (511 San Diego mobile app, 511 phone system)

Signal coordination on local roadways with freeway ramp metering

Transit rerouting

Dynamic rerouting – November 2015

Corridor ramp metering – November 2015

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Our VISION

Provide the platform to pro-actively manage congestion via multiple transportation systems as a unified/single network

Improve and maximize capacity to improve efficiency, operations, and management of as a unified/an system/or corridor.

And the project will provide the institutional platform for managing, operating, and maintaining mobility along the corridor as an INTEGRATED Corridor MANAGEMENT unified/transportation network.

Predict

Propose

Control

Monitor

Evaluate

Travel Time

477 hours saved per daily peak period

250,000 to 350,000 person-hours saved per year

Reliability of Travel Time

Improves by 11.2 percent

Fuel Consumption

325,000 gallons of fuel saved annually

Emissions

3,057 tons of emissions saved annually

ICM produces a 10-year benefit of $94 million

*US DOT Intelligent Transportation Systems data

Integrated Corridor Management Benefits*

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Unique facility in the U.S.

“Freeway within a freeway”

20 miles long

10 general purpose lanes

4 reconfigurable lanes

Multiple entry/exit points and Direct Access Ramps

Integrated with new BRT service

Smart Parking

ICM Corridor

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Corridor Overview

Corridor characteristics

Many activity generators

LOS F predominates in peak hours – many bottlenecks

Heavy CVO traffic

Riverside County commuters

3 segments: South, Mid, North as shown here

High ITS investment

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Operational Characteristics

>250,000 vehicles/day

5 choke points each, both northbound & southbound

Significant congestion in the North segment during AM peak and in the Mid segment during PM peak

Congestion aggravated by ML construction and CVO traffic

I-15 Reversible Lanes have significantly reduced congestion in the south of corridor

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Institutional Environment

Rich history of partnerships, coordination, and cooperation among stakeholders

Freeway

Implementation of FSP

Roles & responsibilities for Managed Lanes (ML) Project

Arterials

Development of Regional Arterial Management System (RAMS)

Transit

Regional passes/fare integration – Compass Card

Schedule coordination

Cross-Agency

Corridor Directors

Cities and County Transportation Advisory Committee (CTAC)

San Diego Regional Traffic Engineers’ Council (SANTEC)

511 traveler information services

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Problem Definition: Institutional

Multiple Modes

Multiple Jurisdictions

Core Understanding Only

Lack of Operational Visibility

Limited Procedural Awareness

Desire to cooperate, but lacked vehicle

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July, 2008

http://www.its.dot.gov/icms/

The next three slides just provide a more detail and schematic layout of the corridor which include those key arterials paralleling the corridor, along with existing/planned system equipment assets.

Priority ICM Strategy Areas

Share/Distribute Information

Pre-trip traveler information

Enroute traveler information

Junctions/Interfaces Improvement

Transit signal priority

Freeway ramp meters/arterial traffic signals coordination

Bus rapid transit

Accommodate/Promote Network Shifts

Modify ramp metering rates

Congestion pricing for managed lanes

Capacity/Demand Management (Short-Term)

Modify HOV restrictions

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Institutional Path: Vision to Implementation

Concept Development and Draft Reqs. – Partnership Commitment

Advanced Modelling & Simulation – Operational and Management Guidance

Stage 1

Phase 2

Stage 3

Phase 3

Corridor Management and Operations in Practice

Beyond

Common Vision – Management/Operations – Day to Day Operations

Implementing Vision

MOUs

Management Framework

Technical Memorandum

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Technical Path: Vision to Development

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The Solution Proposed

Performance

Data Warehouse

Corridor Visualization

Data Integration / Fusion Engine

Response Plan Evaluation Engine

Real-Time Network Prediction

Automation Workflow Engine

Business Rules Engine

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ICMS Data Stores (includes Library of a-priori plans)

RSDS/RAC

iNet

(GUI, Response Plans)

Data Hub Servers

PeMS

aPeMS

tPeMS

Aimsun Online

(Real-Time Simulation and Predictive Analysis)

Learning/Feedback

Enhancements to serve as the corridor performance management element of DSS

511

Interfacing Systems (Context Diagram)

System Services

ICM System Components

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ICMS Core Process

Inventory + Prediction

Business

Rules

Engine

Recommended

Response

Plan

Event Response

Suite

{0.00, -13.28, 11.14, 1.19, 7.81, 2.2}

Corridor MOE

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Response Plan Analysis Tool

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Baseline Establishment: Understanding Response Plans

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What ICM Will Do

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Suggested talking points:

- Example of a real life ICM deployment and what it meant for people who took the suggested detour

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This another example – actual activation included the use of traffic signals using Kearny Villa Road with one Ramp Meter – May 2015 - this was associated with recurring congestion

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In this other - with actual plan being implemented in the field - this was more associated with recurring congestion and not incident - performance conditions-change in demand in the facility met the threshold - and thus triggering a response plans - performance based

Decision Point Signs

Confirmation Signs

Alternate Route Signs

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Suggested talking points:

49 signs

Sign locations

Provide a few examples of alternate routes, where the first message would be, where you would get off/on – customize to group you’re talking to

So What is Happening Now?

SANDAG; Caltrans; cities of San Diego, Poway, and Escondido; NCTD; and MTS are working together

ICM system allows partners to address congestion in real-time, holistically under ‘normal’ and incident conditions

Alternate route signs are being installed on surface streets along the I-15 corridor to reroute motorists in the event of major incidents

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Suggested talking points:

- Emphasis on the surface street signs and that they’ll be seeing them/how they should use them/pay attention to the changeable message signs on the freeway

ICM Team Efforts Lead To Development of I-15 Director Level Management Team

Long term corridor management vision

Assess and analyze corridor management strategies

Make actionable recommendations

The vision The team will carry out a multi-modal platform that places emphasis on corridor performance monitoring and management to optimize overall corridor operations in an on-going basis and identify near-term, cost-effective solutions to get the most out of our transportation system. Efforts will serve as model for other corridors.

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Suggested talking points:

The area we are talking about

ICM boundaries

Overview of pieces that are part of ICM

Relate to average Joe morning commute and what this project means for them

Corridor Ramp Metering –

Express/Manage Lanes System -

Direct Access Ramp System – BRT Route

BRT Transit Station –

Local Traffic Signal Coordination

Coordination of Local Traffic Signal with Ramp metering -

I-15 Management Team’s Goals and Objectives

Optimize/Maintain

Trip Reliability

Minimize Person

Delay

Maximize Person

Throughput

Enhance Corridor Management Operations

Maximize Non-SOV Mode Share

Maximize Efficiency in the Express Lanes

Maximize Transit Service Performance

Measures of Effectiveness (MOEs) and Accurate Data Collection

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System is triggered: 1-2 times a month

Automatic adjustment of signals and ramp meters

Decrease in travel times: 3-9%

Increase in Travel Speed: 2-10%

Diversion to the Arterials (passive): 9-20%

Expect % Diversion to go up with Active Re-routing

Travel time reliability: ~ 90%

Performance Since ICM activation (April 2014)

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Over 20K Responses Plans

Over 2000K Events

Continued Work with I-15 ICM Team for ICM System Monitoring (System Performance and System Enhancements) –

Establishing System Procedures for Major Event

Signal Subsystem Transition

Ramp Metering 2070 Firmware

DSS Modeling Upgrades

Assessment of Corridor Score Algorithm

On-going system maintenance

ICM Highlights: System Operations Continues

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On-going performance monitoring

The implementation of the ICM concept is a key

Using Lessons Learned from the I-15 ICM project for other corridors

In the Region: the update to San Diego Forward. It includes the completion of the next ICM Concept of Operations Reports three additional corridors

What’s Next?

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The documentation and evaluation of events and noted benefits are continuously tracked and are expected to be an ongoing effort for the ICM program.

The implementation of the ICM concept is a key - Transportation System Management and Operations (TSMO) strategy that focuses on maintaining the greatest mobility benefits through the application of innovative technologies that maximize network efficiencies across modes.

The I-15 ICM project augments the region’s long standing commitment to collaboration and demonstrates the region’s ability to develop and implement innovative solutions for addressing congestion.

The update to San Diego Forward: The Regional Plan, which would be adopted in late 2019, anticipates the completion of the next ICM Concept of Operations Reports that would identify and expand on the ICM concept for up to three corridors. Concept of Operations Report is an important first step in the overall process to plan and implement an ICM project, starting with the establishment of the institutional and technical partnerships that will be required for successfully working together to achieve a common and unified vision for managing all modes as a single corridor regardless of jurisdictional / institutional boundaries

Lessons Learned: Institutional

Follow Foundational Documents

Consider Effort as a PATH with Time with your partners as the most valuable resource: Allows for presence-validation-understanding – perspective

Operational Respectfulness/Constraints

Individual and Group Discussions are Key

Apply Existing and Traditional Principles

We Don’t Know What We Don’t Know

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Requirements WALKTHROUGH

Lessons Learned: Technical

Apply Technical Platform “V” Path

Conduct a Requirements Walkthrough: Keep them honest!

Explain Individually, Discuss as a Group: Requirements must be traced back to the original objectives, strategies and needs. Focus the group on where those requirements come from, and listen for where requirements are needed to provide the balance in approach.

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Requirements WALKTHROUGH:

Apply Technical Platform “V” Path

Conduct a Requirements Walkthrough: Keep them honest!

Require Performance: make certain your requirements specify the Inputs | Functional Requirements | Outputs, but also ensure that key Performance metrics are a required. Vendors won’t come up with these on their own.

Data Requirements Extensive: Formatting | Size | Level of Integration

Require Performance: make certain your requirements specify the Inputs | Functional Requirements | Outputs, but also ensure that key Performance metrics are a required.

System Monitoring – Maintenance: Maintain project objectives | System Performance | System Enhancements etc.., relevant.

Lessons Learned: Technical

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Data

Format

TMDD

Not designed for Webservices interoperability.

optional fields often left unpopulated

Not designed for simulation and traffic operational measures of effectiveness. Required extensions for additional fields to be added. Not a trivial task.

Size – System generates Gigabytes of data each day

Initial sensor data gaps (Freeways are well covered but not arterials)

Respect: At no time did we think the ICM solution we were delivering understood traffic or traffic control systems better than the local operator. Our operators manage the local peak conditions extremely well.

Agility: At the outset, we asked “if [condition-A] happens, how quickly can you or your system account for an abnormal increase in demand by changing the way it operates?”

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Respect: At the outset, we recognized that our operators are using tools that are VERY good at using the tools they have to manage a single intersection or ramp.

They are so good at this, they have promised to maintain a certain level of service throughout their jurisdictional boundary during the peak.

This respect I speak of was built out of an understading that when faced with a-typical demand created by exogenous factors more applicable to the CORRIDOR, they are constrained by tools that are static, slow, not designed to manage multiple groupings of those ASSETS on the fly. In other words, they are not very agile should the NORMAL DAY not be today.

Awareness: On a regular occurrence, we asked “Why does it work that way, and if it’s impacting another mode or jurisdiction, what can you do?”

Constraints: Our Operators plan for the peak, and communicate how they intend to handle that reoccurring local peak through formal documentation (Circulation Plan) submitted to Council. Adhere to these guidelines, and support your Operator.

Lessons Learned: Technical

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In terms of Awareness, we also realized through the concept development phase that our Operators are busy with many other activities other than Traffic Signal or RAMP meter timing, and as such, are unable to or unwilling to sit at the desk all day everyday – just incase an abnormal peak comes along. Mostly, however, this was a common philosophy because the truth is that they are limited in the scope of changes that can be made “on-the-fly” with TIME-OF-DAY operational environments.

The system we developed with our partners also paid due respect to our LOCALLY elected officials, by ensuring that they new way of doing business did not break the promises that our Local Stakeholders had established in Circulation Plans, or put throughput at a premium over safety by utilizing routes near schools at times when children were most likely to be present.

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“Caltrans is dedicated to the ICM project because it is critical to enhancing the livability of I-15 commuters. The project’s success is due to collaborative, strategic partnerships of local, regional, and state agencies working in concert towards the common goal of providing network efficiency and reliability.”

Cory Binns, PE

Chief Deputy District Director

Caltrans District 11

“MTS bus dispatchers can effectively manage all local and commuter services in the I-15 corridor by using the ICM interface. Because the interface is comprehensive and includes current and predicted traffic, cameras, incidents, and other corridor information in real-time, we can manage our routing dynamically to get our passengers to their destinations in the quickest and most efficient way possible.”

Devin Braun

Manager of Transportation Communication & Technology

MTS

Integrated Corridor Management

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Write a one-page essay on the feasibility of implementing ICM on a specific transportation corridor in San Diego County (except for I-15 already discussed here). Include the list of stakeholders, what are the components that need to exist and/or be deployed (geographical, technical, operational), and why do you think it should be a top priority.

Individual work, plagiarism (from on-line sources or your classmates) will result in 0 credit at a minimum

Submit via Turnitin in Word Format – Due May 1.

Homework #9

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DateTuesday, June 30, 2015Event ID:853963

SUMMARY

31039Score:6.6@3:04 PM

BeginEndDurationSeverityDirPost MileRoadwayEvent LocationDescription

2:34 PM3:30 PM55mins,51secMajorNB23.9I-15 NRancho Bernardo Rd.

Congestion on North I-15 near Rancho

Bernardo Rd. Consider alternate route.

<<Insert Image Capture of Response Plan Activation E-mail>>

Traffic Signals

Ramp Meters

CMS

I-15 North at JSO Camino Del Norte

511 Message:

Response Plan ID:

Congestion on north I-15 near Rancho Bernardo Rd. Consider alternate routes

inlcuding Exit at Ted Williams to Pomerado North and re-enter at Pomerado on

ramp.

Data along the response plan generated arterial route shows a clear increase in

vehicle flow. This increase in flow, however, shows no negative impact on the

speeds or travel times, as is demonstrated by INRIX data along Ted Williams

Pkwy and Pomerado Rd. Travel time remains relatively consistent to normal

day operations for that route. Reasons behind a lack of improvement in travel

time along the route could be attributed to weather conditions (rain and

thunderstorms) during that time frame. Heavy rainfal began approximately

around 2:30pm which is when the event was generated. Event did not trigger

until 3pm, however, once congestion had accumulated along the I-15 North.

Notes:

Response Plan Map