1. Regional Operations Forum Work Zones
Accelerating solutions for highway safety, renewal, reliability, and capacity
Regional Operations Forum
Work Zones
It is recognized that transportation agencies can have a significant impact on travel reliability by having robust work zone management strategies.
This portion of the presentation will review work zones, the safety and mobility final rule and its requirements—specifically the need to develop a Transportation Management Plan (TMP).

2. Work Zone Challenges Construction worker and road user safety
Work zone (WZ) congestion and delay
Roadway capacity and speed reductions
Alternate routing and travel route availability
Day and nighttime condition awareness
Traffic pattern changes
Incident management
Key Message: Work zone safety and mobility is always an issue.
Background Information:
Mention that managing traffic in WZs is now more complex because much more of our work is on existing roads.
WZs and Operations – WZs usually reduce capacity. This makes it more difficult to handle traffic if anything happens, such as a crash or vehicle breakdown or poor weather, and makes response and access more difficult.

3. Types of Work Zones Five categories: Mobile Short duration
Short-term stationary
Intermediate-term stationary
Long-term
There are 5 categories of work zones (based on duration as defined in MUTCD), each defined based on the duration of their work.
The five categories of work duration and their time at a location shall be
Mobile is work that moves intermittently or continuously.
Short duration is work that occupies a location up to 1 hour.
Short-term stationary is daytime work that occupies a location for more than 1 hour within a single daylight period.
Intermediate-term stationary is work that occupies a location more than one daylight period up to3 days, or nighttime work lasting more than 1 hour.
Long-term stationary is work that occupies a location more than 3 days.
The key distinction within these categories is the duration of the work at a location. The various categories have implications as to how the work zone is established (set-up), the type of traffic control needed, and the amount of advance communication to the traveling public regarding the impacts.
Facilitator question to the group – From an operations standpoint, which of these is the most challenging? 3

4. Policies: Facilitators of WZ Management
Provides guidance/direction for work zone management
Systematic consideration of work zone impacts
All stages of project development
Addresses safety and mobility needs of travelers/ workers
Work Zone Safety and Mobility Rule
Can encourage use of specific strategies the agency has found effective, such as ITS
Key Message: It is critical to have policies in place to support work zone safety and mobility. These policies also support ITS in work zones.
Background Information: FHWA’s 2004 Final Rule on Work Zone and Mobility. States have developed work zone policies in response to the final rule.
Ask – How many are familiar with the Work Zone Safety and Mobility Rule, as well as their state’s policies in response to that rule?

5. Work Zone Safety and Mobility Final Rule
Established requirements for
Systematically addressing WZ safety and mobility
Develop strategies to manage impact on federal-aid highway projects
Published: September 2004
Effective date: October 2007
Required agencies to develop WZ policy
In an effort to help state DOTs and local agencies address work zone safety and mobility impacts in a consistent, systematic manner, FHWA issued the Work Zone Safety and Mobility Final Rule.
The Rule promotes the consideration and management of work zone safety and mobility through three main elements – the policy, process, and project elements. The policy element requires State Departments of Transportation (DOTs) and local transportation agencies to implement a policy for the systematic consideration and management of work zone impacts.
The Rule is focused on considering solutions that go beyond the immediate location of the work zone
Expand work zone management beyond traffic safety and control
Managr the transportation system
Address safety and mobility for all users (including pedestrians)
Different projects have different WZ management needs. For example, routine roadside maintenance work may not require the same level of WZ impacts considerations as that for a major bridge project.
As such, the type of TMP that will need to be developed will vary.

6. Examples of Work Zone Policies
Washington State DOT
Secretary’s Executive Order, February 2007
WSDOT must make “safety of workers and the traveling public our highest priority during roadway design, construction, maintenance, and related activities”
Sets out responsibilities
Utah DOT
Requires TMP
Establishes “Traffic Guidelines for Work Zone Safety and Mobility”
Key Message: A couple examples of State work zone safety and mobility policies.
Background Information: The FHWA work zone website has many more examples. WSDOT is an executive order with references to other documents. The Utah document is more self-contained.
Interactivity: Ask how many participants are familiar with the work zone safety and mobility policy in their state. (Participant poll?)

7. What is a TMP? Transportation Management Plan (TMP)
Design documents show how a project will be built
Shows how traffic will be managed during construction
Required on ALL federal-aid projects
Scalable to the type of project being considered
Considered a living document
What is a TMP?
First, TMP stands for Transportation Management Plan.
In simple terms, the TMP is the plan that the agency will use to manage transportation needs during construction (CN).
TMPs – mention that doing a good TMP is meant to avoid surprises
It is required on Federal-aid highway projects, no matter their size.
TMPs are scalable to the project. That means, the more complex the project, the more detailed the TMP should be.
The TMP should be considered as a living document. As the project progresses through various phases of construction, the TMP should be reviewed and updated to reflect any adjustments made while under construction.
It should be noted that the TMP is essentially about Transportation Management PLANNING (Process) and NOT just Transportation Management PLANS (documents).

8. TMP Development Process
FHWA Work Zone Mobility Final Rule
“Developing and Implementing Transportation Management Plans for Work Zones”
Note to facilitator – paraphrase this – intended to be quick walk through of key steps in the process.
Typical process is divided into three key phases – TMP development during planning and design, TMP implementation/monitoring, and evaluating effectiveness of the TMP.
Consider walking through the steps and asking where Ops folks see they can add the most value during this process.
Step 1 – Compile Project Material
Staff responsible for each stage of the project (planning, preliminary engineering, design, construction) begin by compiling available project materials such as
Project definition (project scope, roadway and traffic characteristics, other factors such as public outreach, community information, etc.).
Construction phasing/staging approaches and plans.
Preliminary work zone management strategies.
Preliminary cost estimates for strategy implementation (when available).
**Important objective – identify project issues/concerns
Collaborating with traffic engineering/operations and other technical specialists can help in developing the best combination of design, construction phasing/staging, and work zone management strategies. As more information and data become available, the management strategies and their costs should be refined.
Step 2 – Determine TMP Needs
The components of a TMP for a project are based on the expected work zone impacts of a project and whether the project is determined to be significant. Identification of significant projects should be
Based upon the agency's work zone policies and procedures, and the project's characteristics and anticipated work zone impacts.
Conducted as early as possible in the project delivery and development process.
Done in cooperation with FHWA.
Some of the key project characteristics that agencies may want to consider in their policies and procedures for significant projects include:
Type of project (new construction, major reconstruction, major rehabilitation, or bridge/pavement replacement).
Degree of roadway congestion at and near the project location.
Capacity reductions (lane, ramp, or facility closures).
Impacts on mobility through and within the project area.
Impacts on safety through and within the project/work zone impact area.
Impacts on local businesses and community.
Impacts from or on special events or due to seasonal variations (e.g., weather related, tourist traffic related).
Whether considerable detour and alternate routing will be necessary.
Whether feasible alternate routes are available.
Step 3 – Identify Stakeholders
This step involves the identification of stakeholders (internal and external). Stakeholders should represent different perspectives and will vary depending on the location and nature of the project. They might include internal agency staff from planning, design, safety, construction, operations, maintenance, public affairs, public transportation, pavement, bridge, as well as other technical specialists. External stakeholders may include other agencies, FHWA, transit, RR, freight, utility providers, businesses, or others that are relevant.
Step 4 – Develop TMP
The level of detail of the TMP during early planning is largely dependent upon the type of planning activity, the expected impacts of the project, and the availability of data. At a minimum, early planning should entail a qualitative exercise to list the potential impacts of a project, along with a list of potential management strategies and the expected costs of those management strategies. Work zone management strategies should be identified based on the project constraints, construction phasing/staging plan, type of work zone, and anticipated work zone impacts. Key point: It is critical that operations staff be involved in this step, so that operational issues can be considered and incorporated into the TMP strategies. **Other info on this step in the diagram is self-explanatory.
Step 5 – Update/Revise TMP
This step represents the iterative aspect of TMP development, wherein the TMP is updated or revised as the project progresses through its various developmental stages, and as more project-specific information becomes available. Remember – it is a living document.
Step 6 – Finalize Construction Phasing/Staging and TMP
FHWA encourages agencies to begin TMP development early in the project development process, so in many cases agencies will have begun TMP development prior to project letting, even for design-build projects. FHWA envisions that in cases where contractors will develop TMPs, the PS&Es are likely to contain the skeleton/outline of a TMP developed by the agency during its planning process and the provisions for completing TMP development under the contract.
Step 7 – Re-evaluate/Revise TMP
Step 8 – Implement TMP
The TMP is implemented. In some cases, components of the TMP may need to be implemented prior to construction (e.g., public relations campaign, improvements to detour routes).
Step 9 – TMP Monitoring
Monitoring the performance of the work zone and that of the TMP during the construction phase is important to see if the predicted impacts closely resemble the actual conditions in the field and if the strategies in the TMP are effective in managing the impacts. Examples of possible performance measures for TMP monitoring include volume, travel time, queue length, delay, number of incidents, incident response and clearance times, contractor incidents, community complaints, user costs, and cumulative impacts from adjacent construction activities.
Step 10 – Update/Revise TMP Based on Monitoring
If performance requirements are not met, the agency and/or contractor should revisit the TMP and consider alternate management strategies and/or phasing/staging approach(es) that meet the approval of the agency.
Step 11 – Post-Project TMP Evaluation
Evaluations of work zone TMP policies, processes, and procedures help to address and manage the safety and mobility impacts of work zones, particularly for significant projects and when performance-based contracting is used.
Which management strategies have proven to be either more or less effective in improving the safety and mobility of work zones?
Are there combinations of strategies that seem to work well?
Should TMP policies, processes, procedures, standards, and/or costs be adjusted based on what has been observed or measured?
Are the best decisions in planning, designing, implementing, monitoring, and assessing work zones being made?
This performance assessment may involve two tracks: 1) the overall TMP process and 2) actual field performance of the work zone and TMP.

9. Example TMP This is an example TMP for a significant project.
It contains a project description and the duration of construction. It also contains a listing of project contacts, stakeholders, and emergency contacts. Each section has the roles and responsibilities articulated.
The final section provides a list of transportation operations strategies that are to be implemented – these range from turn lane restrictions, increased fines, to the use of police officers.
What is not shown is the TTCP – which is contained in the plan set.

10. WZ Management Strategies
Traffic control
Contract incentives
Accelerated construction
Contraflow lanes
Demand management
Traveler information
The WZ management strategies
Overview of the range of WZ management strategies available (traffic control, contract incentives, accelerated construction, contraflowing lanes, demand management, traveler info, etc., etc.).  
Then, in addition to highlighting the strategies that significantly help TSM&O and reliability, and the moderator points out the need for the operations folks to engage with design folks to help ensure these types of strategies get considered during project development, especially for high-impact projects.

11. Opportunities for Coordination
TMPs require coordination with surrounding projects.
What happens when coordination doesn’t exist?
Now that we have discussed the TMP and its components, let’s take a few minutes to discuss the opportunities where coordination with other projects is important.
We all have examples of where we coordination between surrounding projects could have been better. As an example of this, let’s take a recent event that occurred in Virginia. It consisted of two of three bridges/tunnels to experience weekend closures for construction/major rehabilitation. The two bridges/tunnel facilities were closed in the same direction, meaning traffic desiring to head in one direction (say eastbound) was forced to use the only remaining bridge tunnel facility. The opposite direction in all three facilities was not impeded. What resulted from this shut down were people stuck in traffic for almost 7 hours, multiple crashes in the last remaining tunnel, motorists running out of gas, and even reports of people missing their wedding due to the traffic.
The headline on the press release says it all – Lessons Learned.

12. Work Zone ITS Traffic management systems Traveler information systems
Traditional traffic management
Monitoring
Signals
Ramp metering
Dynamic merge systems
Variable speed limit/active traffic management (ATM) systems
Traveler information systems
Incident management systems
Intrusion alarm systems
Automated speed enforcement/feedback systems
Key Message: Introduce the range of technology systems that can be applied to work zones.

13. Dynamic Merge Systems
Dynamic signs and devices control vehicle merging approaching lane closures
Changes lane use instructions based on current traffic conditions
Sensors determine congestion level or queue length
“Early” and “Late”
Key Message: Introduce dynamic lane merge systems
Background Information: Design and evaluation by MnDOT will be covered in examples.
**Too many slides on Dynamic Merge – can these be cut back?

14. Dynamic Early Merge Addition to standard traffic control
No passing zone at back of queue
Detected by temporary speed detection
Fixed no passing signs
Flashers indicate no passing zone
More orderly merge in advance of back of queue
Deter queue jumping
Easier to merge in free-flow
Prohibits passing once traffic reaches the back of queue
Series of “no passing when flashing” signs 16

15. Dynamic Late Merge Addition to standard traffic control
Easy trailer mounted DMS deployment
Fast adjustments
DMS active only when congested periods
Key Message: This illustrates the traffic management technique described earlier.
Background Information: Alternative layouts and messages considered. MnDOT finds this to be most effective.
Provides better utilization of lanes
Shortens the length of queue
Portable DMS activated when traffic exceeds threshold:
STOPPED TRAFFIC AHEAD
USE BOTH LANES
MERGE AHEAD.
Near taper, DMS message: MERGE HERE 17

16. 1st Sign – Approximately 3 miles upstream
Dynamic Late Merge
Key Message: Illustration of the signs farthest upstream.
1st Sign – Approximately 3 miles upstream 18

17. 2nd Sign - 1.5 miles from Taper
Dynamic Late Merge
Key Message: The middle set of signs.
2nd Sign miles from Taper 19

18. 3rd Sign – Located at Taper
Dynamic Late Merge
Key Message: The signs nearest the work zone, located at the beginning of the taper.
3rd Sign – Located at Taper 20

19. Variable Speed Limit
Provides ability to set speed limit based on work zone conditions
Type of work being done
Characteristics of work zone
Note there is a difference between a changeable speed limits and VSL.
Tomorrow we’ll have discussion about variable speed limits and their role to support Active Traffic Management applications. This is somewhat similar, but the major factor is the type of work being done and characteristics of the work zone, not necessarily prevailing speed of traffic. 21

20. New Mexico DOT ITS Benefits
The Big I Reconstruction project
NO FATALITIES
Reduced crashes and secondary crashes by 32%
Reduced incident management times from 45 to 25 min
Saved effort through automation
Reduced traffic through work zone
Key Message: Example of benefits for the New Mexico Big I reconstruction project. 23

21. Other Examples New Jersey I-295 Project I-93 in Salem, New Hampshire
Real-time travel times
I-93 in Salem, New Hampshire
Changeable message signs, sensors, cameras
Work zone travel conditions via the Internet
I-295 in Washington, DC
Real-time traffic information via Internet
Key Message: Many other examples of ITS in work zones exist. Here are three. Many others can be found on the FHWA website.
Background Information: Examples of the differences good WZ planning, design, and operations can make – importance of considering WZ maintenance of traffic (MOT) during project alternatives analysis, scheduling planning, design. MOT cannot be an afterthought done at the end once the design is almost done; it needs to be considered throughout project development. 24

22. Group Discussion
GROUP DISCUSSION – Each representative has approximately 5 minutes to provide an overview of whether their state has experienced such coordination issues, has ensured that this coordination exists, and any best practices they have implemented to address project coordination. This discussion can include how PI and TO are addressed in their TMPs.

23. Best Practices – New York City DOT Online Mapping
In October 2011, the New York City (NYC) DOT unveiled an online mapping system, a guidance manual, and incentives to help improve coordination among utility companies, contractors, and agencies to minimize the number of times streets are dug up, to reduce construction congestion and to extend the life of resurfacing projects. An executed agreement between NYC DOT and major utility companies provides for the monthly sharing of data regarding:
All active NYC DOT street excavation permits.
NYC DOT's list of "protected streets" (recently repaved/reconstructed streets that have a higher permitting fee and stricter restoration requirements if disturbed).
NYC DOT's roadway resurfacing schedule, short-term utility excavation needs, and long-term utility project schedules.
This information is shared via the city's public online map portal, NYCityMap, enabling utility companies or any other entity that performs street excavation work to find details on NYC DOT projects included in the city's 10-year Capital Budget, as well as more imminent NYC DOT and New York City Department of Environmental Protection capital projects currently in design or under construction. The Street Works Manual provides guidance on use of the mapping portal, as well as other processes and tools to further enhance advance planning and coordination of street work. It also provides information on construction permitting processes and increased monetary penalties for permit violations, intended to reduce the incidence of street work undertaken without permits, provide a stronger incentive for collaboration and coordination between city government and private-sector stakeholders that engage in work on city streets, and better facilitate public mobility and safety.

24. Best Practices – Oregon DOT Corridor-Level TMPs
Oregon Department of Transportation (ODOT) Corridor-Level Transportation Management Plans (TMPs)
As a result of the 10-year, $3 billion Oregon Transportation Investment Act (OTIA), a significant period of construction began in Oregon to repair/replace hundreds of bridges, pave and maintain city/county roads, improve/expand interchanges, add new capacity to highways, and remove freight bottlenecks. Keeping traffic and freight moving during this time was a priority, so the Oregon DOT (ODOT) instituted a statewide traffic mobility program to forecast, manage, and track potential mobility conflicts, resolve issues, and coordinate efforts. In the past, ODOT designed projects, then looked at traffic control, and then went to bid for construction. With the new approach, ODOT is considering mobility constraints up front, as it does for environmental issues. This way ODOT can design for issues, detours, and mobility.
Corridor-Level TMP. Developed for specific key freight and travel routes and address corridor management (including communication, coordination, and implementation), bridge construction scheduling and staging, and work zone traffic operations strategies at the corridor level. The primary purpose of Corridor-Level TMPs is to serve as the framework for corridor management, not to address all of the specific activities that may be required during the course of a project. Such activities are addressed within the Project-Level TMPs. The Corridor-Level TMPs define delay thresholds for each corridor. These thresholds apply to all projects combined in the corridor. Project and corridor delay are estimated using ODOT's work zone analysis tool. The calculated delay thresholds are an attempt to quantify the maximum delay that would be considered tolerable by the traveling public as a result of construction activities throughout the corridor. If the corridor delay threshold would be exceeded, a review of project schedules, staging, and traffic management strategies (like public information) will be conducted to determine if, and at what cost, the delays associated with the projects can be reduced. More information about delay thresholds is available in Chapter 6 of the ODOT Highway Mobility Operations Manual.

25. Best Practices – VDOT LCAMS
VDOT Lane Closure Advisory Management System (LCAMS)
(NOTE- attempting to obtain graphical image of LCAMS data entry screen)
LCAMS – LCAMS serves as an enhanced input tool, providing an opportunity to dynamically apply business logic to events that impact VDOT roadways, specifically pre-planned lane closures. The system assists VDOT in automating the largely manual process of monitoring lane closures, resolving conflicts, and exchanging information about lane closures within the Commonwealth. The application is an easy-to-use, map-based information management tool with calendar filters and reporting capabilities. LCAMS features form-based entry for entering lane closures (map click, mile markers, or cross streets) and prepares visual feedback, graphically mapping advisories to check for potential conflicts. This java-based software application is based off the VaTraffic development framework and is accessed through a standard web browser. LCAMS is built on a centralized database.

26. SHRP 2 Project R11
WISE Software (Work Zone Impact and Strategy Estimator software). Goals:
Document effective practices for executing highway renewal activities
Examples of agency and project org. designs
Develop new tools, techniques, and processes
Provide guidance for selecting tools, techniques, performance measures, and practices
Assess and develop training needs and materials
Project is complete with planning and operations modules
WISE, WORK ZONE IMPACT AND STRATEGY ESTIMATOR SOFTWARE (R11) Software to analyze the impacts on road users of multiple, concurrent work zones across a network or complex corridor.
This project had five objectives:
1. Identify and document effective practices for executing highway renewal activities as they affect the corridor and network level; 2. Identify instances and examples of the transportation agency and project organizational designs that are most and least compatible with these effective practices; 3. Identify and develop new dynamic tools, techniques, and processes to help public agencies execute highway renewal activities at the corridor and network levels and measure risks from the perspective of constructability, funding, economic/environmental/social constraints, and congestion and safety impacts; 4. Provide guidance for selecting appropriate tools, techniques, performance measures, and practices during project development; and 5. Assess and develop training needs and materials and knowledge transfer methods for implementation.

27. Recommended Resources
Work Zone Safety and Mobility Final Rule
Developing and Implementing Transportation Management Plans for Work Zones
Freeway Management Handbook
SHRP 2 did not have specific research related to Planned Events, but there are a few very good references available. Three of them were used extensively for this session. They are
Work Zone Safety and Mobility Final Rule
Developing and Implementing Transportation Management Plans for Work Zones
Freeway Management Handbook
Managing Travel for Planned Special Events
NHI Course : Freeway Management and Operations

28. Additional Resources
FHWA work zone website
National Work Zone Safety Information Clearinghouse
Work zone resources
Coordinating, Planning, and Managing the Effects of Roadway Construction with Technology
AASHTO’s ITS in work zones
Key Message: There are many other resources for ITS in work zones
Background Information: Here are a few that I thought were good resources. These provide a good spread of coverage of work zone issues and how ITS can address those issues. They can all be found on the FHWA work zone website.
Interactivity: Ask if participants have resources that they have found particularly useful. 31

29. Additional Resources
ITS Safety and Mobility Solutions: Improving Travel Through America's Work Zones
Minnesota Intelligent Work Zone Toolbox
Comparative Analysis Report: The Benefits of Using Intelligent Transportation Systems in Work Zones 32

30. Additional Resources Work Zone Operations Best Practice Guidebook
NCHRP Synthesis 379: Selection and Evaluation of Alternative Contracting Methods to Accelerate Project Completion
WSDOT ATM SOP: (section F covers ATM in work zones) 33

31. Homework Takeaways Follow the Work Zone Safety and Mobility Final Rule
Where does operations fit in TMP development within your agency?
Are you involved at the right level and stage?
If not, who can help to get you there?
What new capabilities, resources, or knowledge will help to benefit planned special event operations in your region?
Do cost management and recovery.