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Managing Traffic Congestion: Can Operations Make A Difference? A National Perspective

ITE Annual Meeting Orlando, Florida August 2, 2004 . Managing Traffic Congestion: Can Operations Make A Difference? A National Perspective. Jeffrey F. Paniati Associate Administrator for Operations Federal Highway Administration. Presentation Outline. Congestion Trends

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Managing Traffic Congestion: Can Operations Make A Difference? A National Perspective

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  1. ITE Annual Meeting Orlando, Florida August 2, 2004 Managing Traffic Congestion: Can Operations Make A Difference?A National Perspective Jeffrey F. Paniati Associate Administrator for Operations Federal Highway Administration

  2. Presentation Outline • Congestion Trends • Importance of Reliability • Examples of Aggressive Operations Strategies to Improve System Reliability

  3. Congestion is Getting Worse

  4. Sources of Congestion

  5. Performance Measurement from the Customers Perspective - ReliabilityTravel Time Index and Buffer Index by Time-of-Day Index Value or Congested Travel (1.0=100%) Travel Time Index 2.40 Buffer Index On time 95% 2.20 2.00 Unreliable travel conditions Travel Time Reliability -- Reduce the Gap 1.80 1.60 1.40 1.20 1.00 0:00 2:00 4:00 6:00 8:00 10:00 12:00 14:00 16:00 18:00 20:00 22:00 0:00 Time of Day (Average Weekdays Only)

  6. Making Travel More Reliable Has Multiple Benefits • Reducing the effects of events (e.g., traffic incidents, WZs, weather) • Provides “double” congestion relief: • More predictable (less variable travel), AND • Lower overall delay • Improves safety • Duration of motorist exposure to unsafe conditions reduced • Saves fuel • Reduces emissions • Unreliable trips valued at a premium by users • 2-6X the average for commuters • Higher value for freight, especially JIT

  7. Examples of Aggressive Operations Strategies to Improve System Reliability • Traffic Incident Management • Work Zone Management • Traveler Information

  8. Traffic Incident Management Aggressive: • Formal regional program with mutual agreements. • Defined performance goals. • Integrated on-scene activity. Typical: • Informal, personality-dependent programs. • Agency culture and priorities drive on-scene operations. • Incompatible communications systems.

  9. Integrated On-Scene Operations Seattle, WA • Joint Operations Policy Statement • WSDOT and WSP • 90 Minute Clearance Goal

  10. Work Zone Safety and Mobility Aggressive: • Real time traveler information on web sites. • Shorter construction duration and traveler exposure to work zones. • Using ITS applications to improve safety and mobility in work zones. Typical: • Only general construction information on web sites. • Limited use of innovative construction and contracting strategies designed to reduce project duration. • Minor application of ITS technologies to improve work zone performance.

  11. Albuquerque “Big I” Work Zone ITS New Mexico used ITS to reduce traffic incident clearance time from 45 minutes in the past to 25 minutes during the project. ITS Control Center Coordination with Emergency Services

  12. Traveler Information Aggressive: • Travel times and incident information on DMS. • High quality 511 services, including ubiquitous metropolitan implementation. • High quality, easily accessible, and understandable information on websites. Typical: • DMS blank, limited information (e.g., “Congestion Ahead”). • No 511 service. • Out-of-date information on websites.

  13. San Antonio

  14. “Final Word” • Can Operations Make a Difference – YES! • What will it take ….. • A Comprehensive set of strategies • Ownership by all regional stakeholders • Public, businesses, and agencies • Aggressively Operate the Transportation System • Proactively and Regionally • Focus on Addressing System Reliability

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