MAKING WORK ZONES WORK BETTER BY LINKING PLANNING and OPERATIONS Steven Gayle, Chair FHWA Working...
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Transcript of MAKING WORK ZONES WORK BETTER BY LINKING PLANNING and OPERATIONS Steven Gayle, Chair FHWA Working...
MAKING WORK MAKING WORK ZONES ZONES
WORK BETTERWORK BETTER BY LINKINGBY LINKING
PLANNING and PLANNING and OPERATIONSOPERATIONS
MAKING WORK MAKING WORK ZONES ZONES
WORK BETTERWORK BETTER BY LINKINGBY LINKING
PLANNING and PLANNING and OPERATIONSOPERATIONS
Steven Gayle, Chair
FHWA Working Group on Linking Planning and Operations
Linking Planning and Operations Working Group
THE WORKING GROUPTHE WORKING GROUPSteven Gayle, ChairPublic Agencies:
MPOs State DOTs Municipalities Transit Authorities Law Enforcement FHWA and FTA
Associations AASHTO APTA AMPO ITE PTI
Linking Planning and Operations Working Group
THE WORKING GROUPTHE WORKING GROUPMet three times, concluding in December 2001Focus:
Understand the perspective of planning agenciesUnderstand the perspective of operating agenciesSynthesize those perspectivesAssist in development of FHWA guidanceTransition to TRB Subcommittee
Linking Planning and Operations Working Group
THE ISSUETHE ISSUE
How do we plan, construct, operate, and maintain a regional transportation system that meets or exceeds our customers’ expectations for safe and reliable travel?
Linking Planning and Operations Working Group
WORKING DEFINITIONWORKING DEFINITION Effective management of transportation
systems maximizes system performance through a coordinated and integrated decision making approach to construction, operation, preservation, construction, operation, preservation, and maintenanceand maintenance of transportation facilities, with the goal of providing safe, efficient, and reliable transportation to all users.
Linking Planning and Operations Working Group
WHAT IS PLANNING’S ROLE?WHAT IS PLANNING’S ROLE?
Planning integrates potentially disparate activities and directs the investment of public funds.MPOs incorporate multi-jurisdictional and multi-modal thinking.
Linking Planning and Operations Working Group
BARRIERS FOR PLANNERS
BARRIERS FOR PLANNERS
The “project culture” mindsetThe “project culture” mindset
Fragmented institutions: no one is in chargeFragmented institutions: no one is in charge
Planners, decision makers lack operations Planners, decision makers lack operations vocabulary vocabulary
MPOs don’t own transportation assetsMPOs don’t own transportation assets
Planning analysis tools may not reflect Planning analysis tools may not reflect operationsoperations
Planners already have a full platePlanners already have a full plate
Linking Planning and Operations Working Group
BARRIERS FOR OPERATORS
BARRIERS FOR OPERATORS
Agencies have internal stovepipes Agencies have internal stovepipes which separate planning and which separate planning and operations.operations.
Business procedures (budgeting, Business procedures (budgeting, procurement) work against multi-procurement) work against multi-agency cooperation.agency cooperation.
Operators don’t see the relationship Operators don’t see the relationship of planning to their “24/7” culture.of planning to their “24/7” culture.
Linking Planning and Operations Working Group
BARRIERS FOR OTHER AGENCIES
BARRIERS FOR OTHER AGENCIES
Stakeholders not directly involved in transportation (enforcement, public safety, media) don’t speak the language.
Law enforcement and public safety have very different performance measures.
Linking Planning and Operations Working Group
PRESSURE TO ACTPRESSURE TO ACTPublic is demanding greater accountability and credibility: if the “project” approach does not improve their daily travel, they expect other solutions.Crisis response (Olympics, natural disasters) has demonstrated to the public that operations can work, and regions can overcome institutional fragmentation.
Linking Planning and Operations Working Group
WHAT ABOUT WORK ZONES?
WHAT ABOUT WORK ZONES?
Work zones, both short and long term, are high on the public’s list of negatives. They want us to “get in, get out, stay out”.
Linking Planning and Operations Working Group
WHAT IS PLANNING’S ROLE?
WHAT IS PLANNING’S ROLE?
Understand the customer’s Understand the customer’s perspective, and apply planning perspective, and apply planning techniques to minimize disruption:techniques to minimize disruption:
Asset managementAsset management
Capital program developmentCapital program development
Interjurisdictional coordinationInterjurisdictional coordination
Stakeholder involvementStakeholder involvement
Linking Planning and Operations Working Group
WHAT IS PLANNING’S ROLE?WHAT IS PLANNING’S ROLE?
Asset Management: Life cycle implications of project choices:
“You just paved this road 5 years ago. Why are doing it again?”
Coordination of capital programs:“Why did you pave the road last year, then close it again this year to fix the bridge?”
Linking Planning and Operations Working Group
WHAT IS PLANNING’S ROLE?
WHAT IS PLANNING’S ROLE?
Coordinate construction schedules within and between jurisdictions
“Why did you start construction on the detour route 6 months before the main route was reopened?”
Ensure participation of stakeholders “Why didn’t you tell the transit authority
that you would be working on a bus route?”
Linking Planning and Operations Working Group
HOW DO WE GET THERE?
HOW DO WE GET THERE?
Inter-disciplinary education: Planners need to learn the language of operationsOperations/traffic engineers need to learn the value that planning bringsPublic safety agencies need to understand how they fit in
Linking Planning and Operations Working Group
THOUGHTS ABOUT LINKAGES…THOUGHTS ABOUT LINKAGES…
The Working Group identified tools The Working Group identified tools to develop the linkage between to develop the linkage between planning and operations, including planning and operations, including those that are:those that are:
Performance-basedPerformance-based Product-basedProduct-based Structural/institutionalStructural/institutional Resource-basedResource-based
Linking Planning and Operations Working Group
WHERE DO WE GO WHERE DO WE GO FROM HERE?FROM HERE?
WHERE DO WE GO WHERE DO WE GO FROM HERE?FROM HERE?
Consider how TEA-3 Consider how TEA-3 reauthorization can facilitate the reauthorization can facilitate the linkagelinkage
Disseminate good practiceDisseminate good practice
And just start And just start
talking locally…talking locally…