Measuring and Communicating the Effectiveness of Systems Operation - - PowerPoint PPT Presentation

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Measuring and Communicating the Effectiveness of Systems Operation - - PowerPoint PPT Presentation

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Measuring and Communicating the Effectiveness of Systems Operation Strategies Subcommittee for Systems Operation and Management Annual Meeting April 9-10, 2013; Phoenix, Arizona Daniela Bremmer WSDOT: Director, Strategic Assessment 1 Building

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Daniela Bremmer

WSDOT: Director, Strategic Assessment

Measuring and Communicating the Effectiveness of Systems Operation Strategies

Subcommittee for Systems Operation and Management

Annual Meeting April 9-10, 2013; Phoenix, Arizona 1

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Building of a Brand: Moving Washington- WSDOT’s strategy to address congestion

Improving the Performance of Our State’s Transportation Corridors by:

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SR 167 HOT lanes Incident Response Team Traffic Management Center

  • Intelligent Transportation Systems (ITS):

155 ramp meters, 106 real-time traveler information, 746 traffic cameras, 258 variable message boards, 7 traffic management centers.

  • Incident Response Teams:

Statewide IR teams responded to 44,492 incidents in

  • 2011. Average clearance time dropped from 33

minutes in 2001 to 12.6 minutes in 2011.

  • Signal Timing:

Signal optimization program monitors and adjusts up to 1000 traffic signals to save drivers thousands of hours in yearly traffic delay.

  • High occupancy vehicle (HOV) lanes:

WSDOT has completed 309 lane-miles of planned 320 lane-mile HOV system that is funded.

  • High occupancy toll (HOT) lanes:

Making HOV lanes more efficient.

Operating Efficiently: Overview Getting the most out of the infrastructure we have

SR 167 HOT lanes

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  • 1. Communicate clear, relevant and easy-to-understand measures and results

using Performance Journalism

  • 2. Demonstrate how programs contribute to agency and state priorities
  • 3. Monitor and analyze detailed program data
  • 4. Evaluate effectiveness (Before and After) of deployed strategies
  • 5. Hold regular problem-solving sessions –avoid silos
  • 6. Allocate resources based on strategies that work-performance based

investment decisions

  • 7. Indentify and target key audience groups
  • 8. Regularly report to governor, legislature, media and public on performance -

seek and create opportunities to report

WSDOT’s Performance Management Philosophy for all Programs-including Operations

Ask yourself- What operational metrics and data would convince you that your tax payer dollars are well spent?

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WSDOT Sample of System Performance Measures

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Traffic Operations Performance Measurement Opportunities and Challenges-Examples

  • The Challenge of Operational Strategies to fill the Productivity Gap
  • Measuring System Productivity
  • The Challenge of Quantifying Operational Benefits
  • Traffic Incident Management (TIM) Example

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Measuring and Communicating Lost Throughput Productivity

  • WSDOT monitors vehicle throughput at strategic locations on the central Puget Sound freeway system

using real-time data.

  • Throughput productivity is measured by the difference between the highest average five minute flow rate
  • bserved during the year and the flow rate that occurs when vehicles travel below the maximum

throughput speeds (50 mph).

Making a Case for Operational Strategies

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Measuring and Communicating Lost Throughput Productivity

Making a Case for Operational Strategies

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  • Lost throughput productivity measures the percentage of a highway’s vehicle throughput capacity

that is lost due to congestion in terms of vehicles per lane per hour.

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New efforts for Operational Strategies:

Traffic Incident Management (TIM) Example

Articulating Economic Benefits

  • f Operational Strategies

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WSDOT Incident Response Team arrive quickly to assist with traffic control and clean up. September 22, 2011.

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“Clearing Roads - Helping Drivers” Washington’s Incident Response (TIM) Program

*WSDOT and WSP work together and track many more TIM measures, for details please see:

Gray Notebook 48, pages 24-27, Gray Notebook 47, pages 17-19, Gray Notebook 46, pages 24-26 (http://wsdot.wa.gov/publications/fulltext/graynotebook/Dec12.pdf)

Key Performance Measures for Incident Response Teams*

Source: WSDOT Strategic Assessment Office (http://www.wsdot.wa.gov/accountability/) 10

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A “roadway clearance time” based metric: Over-90-minute Incident Analysis (WSDOT & WSP- GMAP)

Based on WSDOT and WSP-Joint Operations Policy Statement (JOPS)”clear blocking traffic incidents in 90 minutes or less” http://www.wsdot.wa.go v/Operations/IncidentR esponse/partnerships.h tm Source: WSDOT (http://www.wsdot.wa. gov/accountability/) 11

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An “incident clearance time” based metric (WITS data only):

(January 2001 – December 2011)

33 25.6 18 17.1 17.6 17.3 16.1 13.4 13.4 12.6 12.6

5 10 15 20 25 30 35 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Annual average clearance time responded by the WSDOT IR program

2001 - 2011

Time in minutes

Average Incident Clearance Time (Scene is Clear – no responders remaining)

Source: WSDOT Strategic Assessment Office (http://www.wsdot.wa.gov/accountability/) 12

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Quantifying Benefits of the Incident Response Program Safety Traveler Experience Delay /Congestion Reduction Economic Benefits

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Estimated Economic Benefits Delay Reduction - WITS data only

Baseline Assumptions: 1. Based on research performed by University of Maryland, Rice University, and Texas Transportation Institute incident-induced delay was reduced by about 25%

  • n average when incident response personnel assisted with incident clear-up.

2. WSDOT Incident Response research (TRAC 761.1) suggests an average incident

  • with no lane closure costs $244 per minute of incident
  • with lane closure costs $345 per minute of lane closure

In 2012, Q2, WSDOT response teams helped clear 11,292 incidents statewide (This represents approximately 65% of all WSP-CAD records) Economic benefits WSDOT’s Incident Response (IR) program responded to 11,292 incidents in the second quarter of 2012, saving travelers and businesses in Washington about $9.25 million by reducing the time and gas they would have wasted in travel delay due to congestion.

Source: WSDOT Strategic Assessment Office (http://www.wsdot.wa.gov/accountability/) 14

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Quarterly Analysis of Economic Benefits*

  • f the TIM Program

Source: WSDOT Strategic Assessment Office (http://www.wsdot.wa.gov/accountability/)

* The economic benefits for the TIM program are estimated as 25% of the cost of the incident induced delay. WSDOT’s program cost is $1.125 million per quarter.

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Estimated Benefits of “Secondary Crashes” Avoided*

(WSDOT assumptions)

Baseline Assumption: based on national case studies, the average secondary crash rate can be estimated at 20% (or more) of the primary number of incidents (FHWA) In Q2 2012, WSDOT response teams helped clear 11,292 incidents statewide (Approximately 65% of all WSP-CAD records) These proactive response actions helped avoid 2,258 secondary crashes (11,292*0.2 ) from occurring in Q2 2012 Economic benefits from secondary crashes avoided is $7.5 million (Assumptions include: Average clearance time for a secondary crash is 11.6 minutes and cost per minute of crash scene duration is $286; (2,258*11.6*$286 = $7.5M))

*Preliminary analysis in the 2012 Congestion Report;

Source: WSDOT Strategic Assessment Office (http://www.wsdot.wa.gov/accountability/) 16

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Combined Estimated Economic Benefits of the Incident Response Program

Quarterly Delay reductions: $9.25 million Secondary Crashes avoided : $7.50 million Total estimated quarterly economic savings/benefits: $16.75 million Quarterly Cost of Incident Response Program (WSDOT): $1.13 million Benefit Cost Ratio is approximately: 15 to 1

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Source: San Diego Union-Tribune, Dec. 15, 2010

New Opportunities-Measuring Benefits of Active Traffic Management and Tolling Strategies……stay tuned!

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Daniela Bremmer Washington State Department of Transportation Director, Strategic Assessment Office 360-705-7953 BremmeD@wsdot.wa.gov

Resources

  • Moving Washington Website: http://www.wsdot.wa.gov/movingwashington/
  • WSDOT’s Congestion Website: http://www.wsdot.wa.gov/Congestion/
  • WSDOT’s Accountability Website: http://www.wsdot.wa.gov/accountability/
  • Real Time Travel Times Website: http://www.wsdot.wa.gov/traffic/seattle/traveltimes/
  • Plan Your Commute– 95% Reliable Travel Times Website:

http://www.wsdot.wa.gov/Traffic/Seattle/TravelTimes/reliability/

  • WSDOT’s quarterly performance report: the Gray Notebook:

http://www.wsdot.wa.gov/Accountability/GrayNotebook/navigateGNB.htm

  • Performance Measurement at WSDOT, four page folio

http://www.wsdot.wa.gov/NR/rdonlyres/91089378-E709-49EF-AE42-AE80BC44A91C/0/TRB_Performance_Folio.pdf

  • WSDOT’s Strategic Plan: http://www.wsdot.wa.gov/Accountability/PerformanceReporting/StrategicPlan.htm
  • Performance Journalism: http://www.wsdot.wa.gov/NR/rdonlyres/685F6B37-9082-47DE-81FC-

676EE95C5EE9/0/Bridging_Gap_PJ_TRBprintedvsn.pdf

  • Making the Case for Funding: The WSDOT Experience (2008, Transportation Research Record)

http://www.wsdot.wa.gov/NR/rdonlyres/E5D34B36-6662-4464-B4BA- 1E858BBD710D/0/2007_TRB_Making_Case_Funding.pdf

  • Maximizing Highway System Capacity: Measuring and Communicating System Performance in an Evolving

Field–(2008, Transportation Research Forum) http://www.wsdot.wa.gov/NR/rdonlyres/5FF329ED-A840-4F8A-A798- 468948BEE80B/0/Maximizing_Highway_Capacity_PM_finalvsn.pdf

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