Transcript WSDOT Sample of System Performance Measures

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
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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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Operating Efficiently: Overview
Getting the most out of the infrastructure we have
• 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.
Traffic
Management Center
Incident
Response Team
SR 167 HOT lanes
SR 167 HOT lanes
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WSDOT’s Performance Management Philosophy for all
Programs-including Operations
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
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
o Measuring System Productivity
•
The Challenge of Quantifying Operational Benefits
o Traffic Incident Management (TIM) Example
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Making a Case for Operational Strategies
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
observed during the year and the flow rate that occurs when vehicles travel below the maximum
throughput speeds (50 mph).
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Making a Case for Operational Strategies
Measuring and Communicating Lost Throughput Productivity
•
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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Articulating Economic Benefits
of Operational Strategies
New efforts for Operational Strategies:
Traffic Incident Management (TIM) Example
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
Key Performance Measures for Incident Response Teams*
*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)
Source: WSDOT Strategic Assessment Office
(http://www.wsdot.wa.gov/accountability/)
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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/)
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An “incident clearance time” based metric (WITS data only):
Average Incident Clearance Time
(Scene is Clear – no responders remaining)
(January 2001 – December 2011)
Annual average clearance time responded by the WSDOT IR program
2001 - 2011
Time in
minutes
35
33
30
25.6
25
18
20
17.1
17.6
17.3
16.1
15
13.4
13.4
2008
2009
12.6
12.6
2010
2011
10
5
0
2001
2002
2003
2004
2005
2006
2007
Source: WSDOT Strategic Assessment Office
(http://www.wsdot.wa.gov/accountability/)
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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%
on average when incident response personnel assisted with incident clear-up.
2. WSDOT Incident Response research (TRAC 761.1) suggests an average
incident
o with no lane closure costs $244 per minute of incident
o 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/)
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Quarterly Analysis of Economic Benefits*
of the TIM Program
* 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.
Source: WSDOT Strategic Assessment Office
(http://www.wsdot.wa.gov/accountability/)
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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/)
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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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New Opportunities-Measuring Benefits of Active Traffic
Management and Tolling Strategies……stay tuned!
Source: San Diego Union-Tribune, Dec. 15, 2010
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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-81FC676EE95C5EE9/0/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-B4BA1E858BBD710D/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-A798468948BEE80B/0/Maximizing_Highway_Capacity_PM_finalvsn.pdf
Contact Info:
Daniela Bremmer
Washington State Department of Transportation
Director, Strategic Assessment Office
360-705-7953 [email protected]
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