FDOT District 4 Executive Conference Room 3400 W. Commercial Blvd Fort Lauderdale, FL

Transcription

1 Regional Transportation Technical Advisory Committee (RTTAC) Transportation System Management & Operations (TSM&O) Subcommittee Meeting Agenda January 31, 2018, 1:30 PM FDOT District 4 Executive Conference Room 3400 W. Commercial Blvd Fort Lauderdale, FL 1:30 PM I. Call to Order / Introductions 1:35 PM II. Approval of September 28, 2017 Meeting Notes* 1:40 PM III. Integrated Corridor Management (ICM) o What, Why, and What s Next Melissa Ackert, Jill Capelli 2:00 PM IV. Regional Transportation Plan (RTP) and TSM&O o Overview and Approach Jessica Josselyn 2:10 PM V. Implementation Plan o TSM&O Projects in LRTPs TPO/MPO/TPA (Please bring list of your agency s projects in 2040 plan) o Regional Action Plan Priorities All (Please bring list of your agency s priorities) o Upcoming Grant Opportunities, including Advanced Transportation & Congestion Management Technologies Deployment (ATCMTD) Melissa Ackert 2:45 PM VI. Roundtable discussion o Project updates from attendees 2:55 PM VII. Other Business 3:00 PM VIII. Next TSM&O Subcommittee Meeting o March 29, 2018 (fourth Thursday) 3:00 PM IX. Adjournment *Action Item Call-in number available upon request to Karen Kiselewski, kkiselewski@camsys.com

2 Regional Transportation Technical Advisory Committee (RTTAC) TSM&O Subcommittee September 28, 2017 Meeting Notes The following is a summary of the RTTAC meeting held on September 28, MEETING TIME AND LOCATION Broward MPO Executive Conference Room, 10:00 am. MEETING ATTENDEES 1. Buffy Sanders, Broward MPO, sandersb@browardmpo.org 2. Paul Flavien, Broward MPO, flavienp@browardmpo.org 3. Mary Tery Vilches, Miami-Dade TPO, Maria.Vilches@MDTPO.org 4. Giri Jeediguanta, Palm Beach County, GJeedigu@pbcgov.org 5. Jonathan Roberson, BCT, jroberson@broward.org 6. Fred Stubbs, Palm Tran, FStubbs@pbcgov.org 7. Barbara Handrahan, SFRTA, handrahanb@sfrta.fl.gov 8. Autumn Young, FDOT D4, Autumn.Young@dot.state.fl.us 9. David Moore, FDOT D4, David.Moore3@dot.state.fl.us 10. Jessica Blum, FDOT D4, Jessica.blum@dot.state.fl.us 11. Jonathan Ford, FDOT D4, Jonathan.ford@dot.state.fl.us 12. Melissa Ackert, FDOT D4, Melissa.Ackert@dot.state.fl.us 13. Min-Tang Li, FDOT D4, Min-Tang.Li@dot.state.fl.us 14. Javier Rodriguez, FDOT D6, Javier.Rodriguez2@dot.state.fl.us 15. Yamilet Diaz, FDOT D6, Yamilet.Diaz@dot.state.fl.us 16. H Walker, FTE, holly.walker@dot.state.fl.us 17. Shelby Coke, Coke Consulting, scoke@cokeconsultingllc.com 18. Girish Kumar, HNTB, GKumar@HNTB.com 19. Karen Kiselewski, Cambridge Systematics, kkiselewski@camsys.com 20. Shanwen Liu, Cambridge Systematics, sliu@camsys.com

3 RTTAC TSM&O Subcommittee September 28, 2017 Meeting Notes Page 2 MEETING NOTES The following is a summary of the key points discussed at the meeting. The comments have been organized by agenda topic. I. Call to Order / Introductions Giri Jeedigunta called the meeting to order at 10:00 am. II. Approval of April 27, 2017 Meeting Notes The April 27, 2017 meeting notes approval was motioned by Melissa Ackert and seconded by Jonathan Ford. The notes were approved unanimously. III. TSM&O: Emergency Preparedness, Response, and Recovery Staff from different organizations shared their experiences in preparing for, operating during, and responding after Hurricane Irma. In summary, there were many successes in dealing with Hurricane Irma. Attendees also offered ideas for enhancements as indicated below: Successes What worked? o 100% operational within 48 hours o Smooth collaboration with partner agencies o Backup generators worked well o Pre-storm support to monitor evacuations o Digital message signs were useful to manually post evacuation and recovery information o Quickly (within hours) brought on additional road rangers, particularly for Keys o Prioritized repairs (lists available ahead of time) o Moved D6 skeleton crew to FTE TMC and managed from there o Controlled DMS signs remotely o NAP of America data center o Smooth coordination on transit: Palm Tran is part of EOC Team, coordinated and performed evacuations (over 800 people from Lake shelters were evacuated by Palm Tran with PBC Sherriff escort) o Reduce movements, trailer mounted, quick fixes o Survey (an ESRI/GIS-based tool) proved useful in documenting issues Learning Experiences What could be better? o Governor requested daily reports from FDOT, many local agencies were not staffed and could not supply desired information o VPN connections might have helped overcome o ICM would help make process easier, make easier for partners o During emergency EOC is in control and many requests were going directly to TMC instead, particularly for messaging o EOC/TMC (or VPN) connections would help to share access to cameras, blue toad, etc. o Prioritized repairs (lists of key intersections) o Making priority intersections generator ready, contractors were damaging equipment

4 RTTAC TSM&O Subcommittee September 28, 2017 Meeting Notes Page 3 o o o o o o o Easier request process for generators to agencies FDOT maintenance support rejected due to lack of familiarity, perhaps a JPA to provide funding to agencies so they can use to hire locally Road ranger fuel issues - may need a reserve Staging generators with security, such as adding cages Consider UPS backup, which could be viable option now Is there a role for TSM&O support staff, when functions shift to maintenance Consider pop up signals for small intersections, given successes of temporary stop signs IV. District 4 TSM&O Master Plan and Projects Karen Kiselewski made a presentation providing the group with an update on District 4 s TSM&O Master Plan, where recent work focused on: Project development: o Determine corridors o Identify project types o Prioritization o Implementation o Parties involved Consistency with statewide plan First Projects-Tentative work program The Broward MPO requested information about the identified projects for potential inclusion in long range transportation plans. V. Implementation Plan Karen Kiselewski made a presentation providing the group with an overview of the TSM&O Subcommittee s Implementation Guide. Portions of the guide were presented at previous meetings. This presentation provided final recommendations, with a focus on actions individual agencies and the Subcommittee as a whole should implement. The actions are grouped into two categories, collaboration and organization and network and projects. Approximately 40 initiatives or projects are listed for actions, in three timeframes short, medium and long term. Attendees agreed as part of the next steps to review the Implementation Guide and actions. Priorities and responsibilities will be discussed at the TSM&O Subcommittee meeting in January Melissa Ackert made a presentation providing the group with an overview of grant programs and funding opportunities, which included: Advanced Transportation and Congestion Management Technologies Deployment (ATCMTD) State Transportation Innovation Councils (STIC) Transportation Investment Generating Economic Recovery (TIGER) Infrastructure for Rebuilding America (INFRA) FTA 2016 Mobility on Demand (MOD) Attendees noted a desire to track grant programs and seek support from central office to make sure South Florida is not competing with other areas in Florida. The group decided to research

5 RTTAC TSM&O Subcommittee September 28, 2017 Meeting Notes Page 4 needs and opportunities associated with the ATCMTD grant in anticipation of submitting in the next round likely to be noticed in Spring/Summer VI. Tracking Performance Measures using Bluetooth Data - Shelby Coke, P.E., PTOE Shelby Coke made a presentation providing the group with an introduction of tracking performance measures using Bluetooth data, which included: The advantages of using Bluetooth data: precise for travel time and speed Travel time itself does not tell the full story Including the value of time as part of the mobility methodology is recommended Rank the operational cost per unit mile Corridors with frequent transit can be compared with corridors with less transit by focusing on the overall travel time and volume VII. Roundtable discussion i. SR-90/SW 8th Street Adaptive Signal Control Technology (ASCT) - Pilot Project Yamilet Diaz made a presentation providing the group with information about adaptive signal control technology implemented on SR-90/SW 8th Street. The presentation focused on: Arterial operations Before and after evaluation, including for FIU events Next steps VIII. Other Business None. IX. Next TSM&O Subcommittee Meeting The next subcommittee meeting will be tentatively scheduled for January 25, 2018 (fourth Thursday). Topics to include: grants and implementation action priorities and emphasis areas. X. Adjournment The meeting was adjourned at 11:45.

6 Transportation System Management and Operations (TSM&O) Implementation Actions 1 TSM&O Subcommittee 2 Initiative / Project Agency and public outreach Collaboration and Organization Action Agency Timeframe Partnership Continue to pursue regular opportunities to meet face-to-face e.g. quarterly All Ongoing Continue to reach out to partner agencies, elected officials and the public on TSM&O goals and developments to facilitate mainstreaming and ensure ongoing education, understanding and knowledge transfer to address elected official and staff turnover RTTAC lead, all agencies support Ongoing 3 Video feed sharing Develop a virtual self-service kiosk? SunGuide 1-3 years 4 Staff collaboration Cross-training of staff in different divisions or groups FDOT or County Team-building exercises between agencies to engage new staff, learn about TSM&O developments TMC lead and successes within different agencies, and go through example incident scenarios Ongoing 5 Staff awards Support awards / rewards / incentives for staff to work with other agencies All Ongoing 6 Agreements 7 Regional performance measures Monitor and assess need for agreements; develop interagency agreements where deemed necessary Performance Measures Develop agreed list of appropriate measures for use in Regional TSM&O performance monitoring and reporting 8 Target setting Develop targets required by FAST Act rules Integrated and accessible data Reporting of performance Elected officials education 13 Transportation agency education 14 Public education 15 Media outreach 16 Analysis of performance Collaboration with educational institutions RTTAC Subcommittee RTTAC Subcommittee RTTAC Subcommittee 1-3 years 1-3 yrs 1-3 yrs Collaborate on open and accessible data monitoring among agencies All Ongoing Develop and obtain consensus on methods and analytical tools for periodic reporting on performance and return on investment of TSM&O implementation projects. RTTAC Subcommittee lead FDOT D4 Issue periodic performance reports on operations of regional TSM&O strategies and projects RTTAC Ongoing Education Engage regional elected officials to inform and educate on TSM&O including program goals, needs and outcomes; focus is on support for funding for ongoing operations and maintenance Develop and conduct ongoing education program to inform partner transportation agencies on regional TSM&O program goals, actions and outcomes Develop and implement a program to inform and educate the general public on TSM&O including MPOs needs, program goals, and outcomes related to their daily travel. Work with media to share program goals and benefits; provide educational materials for various levels management, producers etc. Set up mechanisms for on-going information feeds to be included in media traffic reports. Continue to develop and enhance collaborations with regional universities to provide course-related information and teaching on TSM&O and to leverage their research abilities to enhance the regional FDOT TSM&O program MPOs and county transportation departments RTTAC lead, all agencies support FDOT Counties Ongoing 1-3 yrs 4-6 yrs Ongoing 1-3 yrs Ongoing Funding 17 Funding Sources Continue to identify and evaluate sources of funding for TSM&O operations and maintenance RTTAC lead 1-3 yrs 18 Pursue grants Seek grant opportunities, coordinate with MPOs and local governments within the region FDOT, Counties, MPOs Ongoing 19 Support Continue to educate the public and decision makers such as elected officials on the need for and educational efforts benefits of TSM&O, with the intent of supporting projects and project funding All 1-3 yrs 20 Prioritize projects Prioritize TSMO project to support needs in the region with limited resources All Ongoing Draft 12/21/17 1

7 21 22 Transportation System Management and Operations (TSM&O) Implementation Actions Identify a network of regional TSM&O corridors Prioritized regional corridor needs and opportunities 23 Priority criteria 24 Priority methodology Prioritized project 25 list 26 Regional Concept of Transportation Operations (RCTO) 27 Communications infrastructure 28 Vehicle detection Rail crossing 29 management Integrated corridor 30 management 31 Freeway management 32 Ramp metering 33 Arterial management 34 Initiative / Project Active traffic management 35 Transit management 36 Freight management 37 Predictive analytics Regular 38 monitoring of TSM&O program Regular reporting 39 on TSM&O program Accessible and 40 integrated data Network and Projects Action Agency Timeframe Corridors Develop and implement a methodology to identify a network of regional TSM&O corridors to meet the goals of the program Develop and implement a methodology to prioritize regional TSM&O corridors based on mobility and safety needs and implementation opportunities Prioritization Develop regional agency consensus on criteria to be used to prioritize TSM&O corridors, needs and projects Develop regional agency consensus on the analysis/computation methodology to be used to prioritize TSM&O corridors, needs and projects Maintain and update the regional TSM&O corridor and project priorities on a regular (annual) basis. Projects and Initiatives Continue to maintain and update the south Florida RCTO to support TSM&O and ITS project implementation, expansion and management Continue to increase implementation of ITS communications infrastructure including fiber optic cable along TSM&O strategic corridors to support device and project deployment, operations and communications Ensure adequacy of center-to-center interfaces between TMCs to facilitate coordinated operations during significant events or incidents Continue to increase vehicle detection capabilities throughout the region by deploying additional Bluetooth, Radar, and License Plate detection and other sensor technologies Deploy at-grade rail crossing management strategies and projects on priority corridors to address impacts of new and enhanced passenger services Complete ICM project in Broward County and roll out expansion to neighboring Miami-Dade and Palm Beach counties Continue to operate, expand coverage and increase elements of freeway management Include managed lanes freeway management as Express Lanes are expanded north on I-95 and implemented on other Interstate, Expressway and Turnpike corridors Implement ramp metering in Broward County with 95 Express northward expansion; deploying advanced software applications to manage individual ramps Plan for ramp metering in Palm Beach County Expand TSM&O arterial management networks within all the South Florida region to address recurring congestion as well as special generators and events, consistent with corridor and project priorities Continue to expand implementation of ATM strategies at appropriate locations and corridors throughout the region to meet specific subarea needs and goals Adaptive signal control monitor effectiveness of initial deployments and evaluate opportunities for additional implementations through the region. Deploy bus queue jump projects on appropriate corridors to improve schedule reliability and increase average travel speeds Research and evaluate next generation transit signal priority (TSP) including new standards for buses communicating with traffic signals Deploy freight management strategies and projects consistent with Regional Freight Plan, with a focus on managing congestion and incidents that impact access to and from seaports and airports Continue developing predictive analytics tools to mine real-time data to anticipate congestion and/or safety impacts from traffic or weather conditions or incidents with the goal of proactively warning travelers and suggesting options to minimize negative travel impacts Monitoring and Reporting Continue to conduct regular monitoring of the TSM&O program and investments to be able to illustrate the benefits and return on investment to the community Coordinate with, add to and expand weekly, monthly and, quarterly and annual reporting already being conducted by County Traffic Management Centers and FDOT Ensure availability and integration of data from expanded TSM&O deployments into current reporting structures RTTAC Subcommittee lead, All RTTAC Subcommittee lead, All RTTAC Subcommittee lead, All RTTAC Subcommittee RTTAC Subcommittee All All Counties, FDOT FDOT All All FDOT, Broward County Counties Counties, FDOT Palm Beach and Broward counties, FDOT Counties, FDOT FDOT All All All 1-3 yrs 1-3 yrs 1-3 yrs 1-3 yrs Ongoing Ongoing Ongoing Ongoing 1-3 yrs 1-3 yrs Ongoing 1-3 yrs 1-3 yrs Ongoing 1-3 yrs 4-6 yrs On-going Ongoing Ongoing Ongoing Draft 12/21/17 2

8 Transportation System Management and Operations (TSM&O) Implementation Project Implementation Guide prepared for Florida Department of Transportation prepared by August

9 Transportation System Management and Operations (TSM&O) Implementation ii

10 report Transportation System Management and Operations (TSM&O) Implementation Project Implementation Guide Prepared for use by the TSM&O Subcommittee for the Regional Transportation Technical Advisory Committee (RTTAC) of Southeast Florida Transportation Council (SEFTC) prepared for Florida Department of Transportation prepared by 2101 West Commercial Boulevard, Suite 3200 Fort Lauderdale, FL date August 2017

11

12 Transportation System Management and Operations (TSM&O) Implementation 1.0 Introduction TSM&O Program Background Need & Business Case Models for Implementation Master Plan Approach Corridor-based Approach Other Approaches Project Implementation Challenges and Opportunities Guide for Implementation Collaboration and Organization Partnerships Performance Measures Education Funding Network and Projects Corridors Prioritization Process Projects and Initiatives Monitoring and Reporting Integrated and Accessible Data Emerging Technologies Appendix A. Lessons from Local Implementation A.1 Introduction A.2 Approach A.3 Project Review Summary A.4 Conclusions Appendix B. Funding and Programming Protocol B.1 Introduction B.2 Funding and Programming Protocol B.3 Funds and Eligibility B.4 Gaps and Recommendations i

13

14 Transportation System Management and Operations (TSM&O) Implementation List of Tables Table 1. D4/D6 TSM&O Service Areas and Criteria... 6 Table 2. Summary for Paths to Success and Reasons for Elements On-Hold... 8 Table 3. Agencies Collaborating on TSM&O Table 4. Partner Agency Levels of Involvement in Project Life Cycle Table 5. Partnership Actions Table 6. Proposed South Florida TSM&O Performance Measures Table 7. Performance Measures Actions Table 8. Education Actions Table 9. Funding Actions Table 10. Corridors Actions: Table 11. Prioritization Actions Table 12. Projects and Initiatives Actions Table 13. Monitoring and Reporting Actions Table 14. Data Actions Table 15. Emerging Technologies Actions Table 16. Contact Person and Agency Table 17. Summary for Paths to Success and Reasons for Elements On-Hold Table 18. Summary of Projects Reviewed: TSM&O Elements Included Table 19. Summary of Projects Reviewed: TSM&O Elements On-Hold and Reasons Table 20. Federal Funds for TSM&O Projects Table 21. State Funds for TSM&O Projects Table 22. Local Funds for TSM&O Projects iii

15

16 Transportation System Management and Operations (TSM&O) Implementation List of Figures Figure 1. Dimensions for TSM&O Program Success... 4 Figure 2. Southeast Florida TSM&O Program Elements... 9 Figure 3. Eight Steps toward Project Implementation Figure 4. Systems Engineering Process Life Cycle Figure 5. Simplified Project Development Sequence Figure 6. FDOT Office Level of Involvement in Project Development Figure 7. TSM&O Funding and Programing Protocol Figure 8. Application of TSM&O to Transportation Facilities Figure 9. Shortlisted Studies Figure 10. Final Review Procedure Figure 11. TSM&O Funding and Programing Protocol Figure 12. Locally Imposed Motor Fuel Taxes ( /gal as of 2016) v

17

18 Transportation System Management and Operations (TSM&O) Implementation 1.0 Introduction Transportation Systems Management and Operations (TSM&O) 1 is a philosophy of operating/managing the transportation network with technology strategies and clear performance measures to optimize performance outcomes. TSM&O practices involve taking back the capacity lost to congestion, incidents, construction, weather, and traffic control delay. Due to increasing travel demands and limited resources and right-of-way, mobility and congestion issues cannot be fully addressed without actively implementing TSM&O solutions. The Florida Department of Transportation (FDOT) and partners are leveraging the existing Intelligent Transportation System/Advanced Transportation Management System (ITS/ATMS) network and capabilities to improve reliability, safety, and efficiency for all modes. This effort also supports technology enhancements as new solutions and opportunities come forward. What is TSM&O? Transportation Systems Management and Operations (TSM&O) is a philosophy of operating/managing the transportation network with technology strategies and clear performance measures to optimize performance outcomes. Examples are: Traffic Condition Monitoring Active Traffic Signal Management Incident Management and Road Rangers Transit Signal Priority and Queue Jump Managed Lanes SEFTC Subcommittee The Regional Transportation System Management & Operations (TSM&O) Subcommittee (the Subcommittee) of the Southeast Florida Transportation Council (SEFTC) was created in April 2015 in order to coordinate TSM&O projects within the region s planning processes and plans and to identify and promote program resources to be available to support project investments. This document is intended to summarize the activities undertaken by the Subcommittee since 2015 in researching opportunities for accelerated project implementation in the three-county region. These activities have focused on: Lessons from recent local studies incorporating TSM&O components 1 The Federal Highway Administration (FHWA) defines Transportation Systems Management and Operations (TSM&O) as "an integrated program to optimize the performance of existing multimodal infrastructure through implementation of systems, services, and projects to preserve capacity and improve the security, safety, and reliability of our transportation system. 1

19 Transportation System Management and Operations (TSM&O) Implementation Funding options for TSM&O project implementation Establishing goals and performance measures for the regional TSM&O implementation An action plan for enhancing regional TSM&O project implementation The remainder of the first section of this report documents the actions of the Subcommittee during 2016 and 2017 in reviewing existing conditions and needs in order to formulate a plan for more effective TSM&O implementation in future. The second section of the report lays out the framework for TSM&O project implementation in the region in future. 1.1 TSM&O Program Background TSM&O was initially envisioned within FDOT in After it was formally endorsed as a program in 2010, TSM&O has been actively developed and implemented across the state, aiming to optimize funding and to maximize existing transportation system safety, efficiency, and effectiveness through real-time monitoring and effective management. Consideration of TSM&O in planning and design is gaining in significance. As such, FDOT District 4 undertook a review of the district s TSM&O processes and procedures to identify ways to strengthen its state-of-practice and better incorporate TSM&O components in all project development phases. The review recommended that FDOT create a TSM&O Master Plan to help streamline TSM&O project development across offices. The Planning and Environmental Management Office (PLEMO) is leading and facilitating the effort for the Master Plan development with strong and dedicated support from the Office of Modal Development (OMD) and Traffic Operations (Traffic Ops) that are contributing via a core team and management steering committee. Florida TSM&O Strategic Plan FDOT s TSM&O program vision, mission, and goals are outlined in their 2017 Strategic Plan dated August 17, They are: VISION: TSM&O will increase the delivery rate of fatality-free and congestion-free transportation systems supporting the FDOT vision and Florida Transportation Plan goals. MISSION: To identify, prioritize, develop, implement, operate, maintain, and update TSM&O program strategies and measure their effectiveness for improved safety and mobility 2

20 Transportation System Management and Operations (TSM&O) Implementation 1.2 Need & Business Case The population of the Miami-Fort Lauderdale-West Palm Beach Metropolitan Statistical Area exceeded 6 million for the first time in It is the eighth most-populous metro area in the U.S. and includes Florida s three most populous counties. Revised Bureau of Economic and Business Research (BEBR) projections for the region anticipate more than 2 million additional people by 2045 fifty percent more growth than forecast five years ago. Benefits exceed Costs 7.5 Benefit-Cost Ratio, FDOT District 4 Intelligent Transportation Systems Program, Quarter The most recent Texas Transportation Institute Urban Mobility Report estimated the cost of congestion for South Florida at $4.4 billion over $1,100 per commuter. By contrast, current annual transportation capital investment in Broward and Palm Beach counties combined is approximately $1.8 billion. As the regional population grows and economic recovery continues, congestion is increasing while investment in roads is lagging at least partially due to land and right-of-way constraints. As the region s Metropolitan Planning Organizations work to balance mobility with livability, enhancement projects can lead to unintended consequences including displaced congestion. Ultimately, these conditions may lessen our region s ability to attract new industries and investment. TSM&O is seen nationally and locally as a promising strategy to address these challenges in the short-term and in a cost-effective manner. The District 4 Quarterly Performance Measures Report ( indicates a benefit-cost ratio exceeding 7.0 for each of the last three months of 2016 as a result of significant savings in traffic delay, fuel consumed and crashes avoided due to their active management program. TSM&O is technology- and data-driven through monitoring, detection, cameras, messaging, and other techniques. It is the pre-cursor and supporting framework for transportation Smart City initiatives and emerging technologies, such as automated and connected vehicles. 1.3 Models for Implementation The American Association of State Highway Transportation Officials (AASHTO) identifies six primary dimensions that represent features of transportation agencies and their activities critical to effective TSM&O implementation. Each dimension is further divided into three or four levels of progress from basic to optimized. Successful implementation requires that agencies aspire to develop their capabilities to the optimized level through 3

21 Transportation System Management and Operations (TSM&O) Implementation various coordinated activities with their partners. The dimensions are presented in the chart below. Figure 1. Dimensions for TSM&O Program Success Systems & Technology Performance Measurement Collaboration Regional architectures Measures definition Public safety agency collaboration Project systems engineering/testing and validation Data acquisition Local government/mpo/rtpa cooperation Standards/Interoperability Measures utilization Outsourcing/PPP Culture Organization/Workforce Business Processes Technical understanding Program status Planning Leadership/Championship Organizational structure Scoping Outreach Recruitment and retention Programming/Budgeting Program Status/Authorities Staff development Project Development/Procurement In Southeast Florida, agencies have followed different paths generally within the framework described above to identify TSM&O project opportunities and move towards their implementation. Examples are described below. All help to achieve TSM&O goals and objectives. It is appropriate for the Subcommittee to continue to coordinate and collaborate on these initiatives, sharing information and practices, and finding ways to leverage opportunities to improve regional mobility Master Plan Approach The Florida Department of Transportation District 4 has developed a Master Plan to guide the mainstreaming and efficient development of TSM&O projects in their five-county region. The first version of the plan (June 2017) focused on Broward and Palm Beach counties, and addressed the creation of a TSM&O Strategic Network where projects are most appropriate; the types of projects applicable for each location; a prioritization methodology and identification of projects that should be implemented first; and how projects should be developed, including stakeholder roles. 4

22 Transportation System Management and Operations (TSM&O) Implementation D4 TSM&O Goals and Objectives The D4 TSM&O Master Plan defines the following goal and objectives. Goal: Objectives: Provide a reliable and efficient transportation system for the movement of people and goods in a context sensitive manner. 1. Improve safety for all modes 2. Enhance travel reliability for all modes 3. Reduce delay for all modes Strategic Network The TSM&O Master Plan identifies a network of facilities where TSM&O strategies could be applied now and in the future, both short and longer term. The network includes FDOT s Strategic Intermodal System (SIS), and state, county and local arterials. The determination of the network was based on every day congestion and is based on traffic volume, bottleneck, signal density, crash density, and transit ridership data. FDOT will use the Strategic Network in TSM&O project development and allocating resources. Strategy Focus Areas Three types of service areas were analyzed for applicability to the TSM&O Strategic Network: traffic management, transit management, and safety and emergency management. Traffic Management develops systems to monitor traffic flow and roadway conditions, and provides congestion mitigation to improve the flow of traffic on the corridor or region, effectively taking back lost capacity. Transit Management refers to the development of systems to more efficiently manage fleets of transit vehicles or transit rail. Safety and Emergency Management provide rapid and effective response to incidents and emergencies. It includes systems to detect and verify incidents, along with coordinated agency response to the incidents. Example strategies for these service areas are provided in Table 1. 5

23 Transportation System Management and Operations (TSM&O) Implementation Table 1. D4/D6 TSM&O Service Areas and Criteria Service Area Needs Criteria Service Package Network Surveillance Emissions Monitoring and Management Traffic Probe Surveillance Standard Railroad Grade Crossing Traffic Management Volume/Capacity Ratio, Bottleneck, Signal Density Traffic Signal Control Traffic Metering HOV Lane Management Traffic Information Dissemination Regional Traffic Management Traffic Incident Management System Railroad Operations Coordination Parking Facility Management Regional Parking Management Reversible Lane Management Speed Warning and Enforcement Drawbridge Management Transportation Decision Support and Demand Management Roadway Closure Management Electronic Toll Collection Dynamic Roadway Warning Transit Management Transit Ridership Public Transport Vehicle Tracking Public Transport Fixed-Route Operations Demand Response Public Transport Operations Public Transport Fare Collection Management Public Transport Security Public Transport Fleet Management Multi-modal Coordination Public Transport Traveler Information Public Transport Signal Priority Public Transport Passenger Counting Safety & Emergency Management Crash Density Emergency Call-Taking and Dispatch Emergency Routing Mayday and Alarms Support Roadway Service Patrols Transportation Infrastructure Protection Wide-Area Alert Early Warning System Disaster Response and Recovery Evacuation and Reentry Management Disaster Traveler Information Intersection Safety Warning Intersection Collision Avoidance Project Identification and Prioritization Each segment (traffic break) of the TSM&O strategic network were prioritized based on individual scores related to traffic, safety, and transit. A scoring methodology was used, and segments with the highest combined needs for traffic, safety, and transit improvements received the highest priority. To establish project corridors, segments lower 6

24 Transportation System Management and Operations (TSM&O) Implementation scores were also considered if they filled gaps between segments with high priority scores or help form logical project limits (e.g. connect to the existing network). Adjustments based on connections to existing ATMS network, fiber optic coverage, and inputs from District 4 PLEMO, Traffic Operations, and Modal Development were made and projects classified in three groups. Corridor level projects that expand the existing ATMS network on major roadways and/or create fiber optic redundancy were given the highest priority as Group 1 projects. Other potential corridor level projects are in Group 2. Projects with relatively short extents are included in Group 3; they could be the candidates for push-button projects or local initiatives Corridor-based Approach FDOT District 6 which encompasses Miami-Dade and Monroe counties has identified TSM&O projects for implementation from planning and congestion management studies and by requesting and assembling candidates from local transportation operating agencies within their area including the county transportation/traffic engineering and public transportation agencies and cities. These are then aligned with programmed roadway improvement projects and with available funding in order to facilitate implementation. Miami-Dade County, for example, has identified ten corridors where arterial traffic management systems will be applied. The TSM&O strategies to be deployed are determined based on corridor needs and could range from monitoring to adaptive signal control and transit elements Other Approaches Other approaches for TSM&O implementation combine system and corridor approaches, with managed lanes an example. Managed lanes were successfully implemented in Miami- Dade County on I-95 as part of the 95 Express project in FDOT is expanding managed lanes northward and to other facilities, such as I-595, I-75, Florida s Turnpike, Palmetto Expressway (SR 826), and Dolphin Expressway (SR 836). To maximize benefits, the individual managed lane projects would be linked and interconnected to function and operate as a seamless regional network. A Regional Concept for Transportation Operations (RCTO) has been developed to develop and refine the roles and responsibilities of each agency and how the regional system will operate. The RCTO calls for close coordination, consensus building, clearly-defined goals and objectives and public outreach. Ultimately, the managed lane network must optimize the performance of the roadway corridors, enhance safety, meet the needs of customers, and reduce congestion regionally. The effort is intended to provide choices for the traveling public, increased trip reliability and additional travel options for Bus Rapid Transit (BRT) service along the network. 7

25 Transportation System Management and Operations (TSM&O) Implementation Another recent example is Broward MPO s Integrated Corridor Management (ICM) approach to manage the I-95 corridor in Broward County as a multimodal system and make operational decisions for the benefit of the corridor as a whole. Transportation corridors often contain underutilized capacity in the form of parallel roadways, singleoccupant vehicles, and transit services that could be better leveraged to improve person mobility and reduce congestion. Facilities and services on a corridor are often independently operated, and efforts to date to reduce congestion have focused on the optimization of the performance of individual assets. ICM will leverage the evolving TSM&O program, and emerging regional managed lanes network, to provide a higher level of operational integration among managed lanes, highway, and arterial management systems. This integration would enhance the ability to reroute traffic to alternative arterials or modes when there are congestion events (e.g., crashes, railroad grade crossings, special events etc.). Expansion of ICM into neighboring counties is a topic for consideration by partners and the Subcommittee. 1.4 Project Implementation Challenges and Opportunities While there have been several TSM&O projects successfully implemented in South Florida in the past several years, on both freeways and arterial streets, a number of obstacles and challenges have prevented a more widespread rollout of these highly effective strategies. In developing this guide for project implementation, the Subcommittee desired to learn from the experiences of TSM&O project implementation in South Florida over the past several years, and conducted a review of projects to identify both obstacles that prevented their implementation and paths to success. The memorandum included in Appendix A documents this work and findings. The paths to success and reasons for project elements ending up canceled or on-hold are summarized in Table 2. Table 2. Summary for Paths to Success and Reasons for Elements On-Hold Paths to Success Safety funding available Capital funding available Memoranda of Agreement (MOA) between FDOT and local agency for maintenance of devices Inter-county agreements (for projects at county boundaries) Desirable benefit-cost ratio Reasons for Elements On-Hold Lack of O&M funding Technical Difficulty Lack of community acceptance 8

26 Transportation System Management and Operations (TSM&O) Implementation 2.0 Guide for Implementation This guide for regional TSM&O implementation for Southeast Florida is focused on key steps and actions required for deployment of ITS field equipment, systems, policies, and practices to support successful system management and operations over the next ten years. Figure 2 shows the extent of TSM&O program elements that are the focus of the Subcommittee work to enhance and optimize the daily travel experience for South Florida s residents, visitors and business interests. Figure 2. Southeast Florida TSM&O Program Elements Program Elements Operations Roadway Elements Modal Elements Policy Development Mainstreaming Stakeholder Coordination Daily Events Integrated Corridor Managment Arterial Operations Transit Traffic Management/TMC Emergency/ Incident Managment Work Zones Data Management & Sharing Freeway Operations Freight Traveller Information Vehicle Safety / Connected vehicles Performance Measurement Information Systems Communications Systems Ramp Metering Express Lanes Travel Demand Management The remainder of this section presents implementation plan guidance intended to advance the capability and coverage of these various elements, divided into two sections: Organization and Collaboration covering programmatic efforts required from partners, and Network and Projects covering more physical aspects of project deployment 9

27 Transportation System Management and Operations (TSM&O) Implementation Eight essential steps toward project implementation, identified from national research and best practices and shown in Figure 3 below could serve as an outline for key actions and focus areas for the RTTAC TSM&O Subcommittee ongoing efforts and progress will be required in each of these areas to lay the foundation for an effective TSM&O program to serve the region s travelers given the rapid developments taking place in this field of transportation. Figure 3. Eight Steps toward Project Implementation Research Funding Define the problem Outreach/ Collaboration Identify options Recommend solutions Demonstration Pilots Project Deployment Construction Operation & Monitoring 2.1 Collaboration and Organization Collaboration is at the heart of TSM&O: the concept is a classic example of the whole being equal to more than the sum of the parts. Transportation and partner agencies in Southeast Florida have already been collaborating closely and effectively on TSM&O in the past, and will continue to do so. The challenge for the Subcommittee is to revisit approaches to collaboration (organization) to ensure partnering is happening in the most effective way given on-going changes in several aspects of the field including travel demand, technologies, funding, agency staffing and others. Organization of an effective on-going TSM&O collaborative is best served by a semiflexible framework that provides the ability to respond to constantly changing conditions described above. The SEFTC RTTAC TSM&O Subcommittee appears to be an appropriate way to do so. 10

28 Transportation System Management and Operations (TSM&O) Implementation Partnerships If collaboration is the heard of TSM&O, the key to collaboration is the relationships between agencies. Table 3 below maps the agencies that have been collaborating to move people and goods more effectively in the region, organized into Federal, State/Regional, County and City groupings. Table 3. Agencies Collaborating on TSM&O TSM&O Federal State/Regional County Local FHWA FDOT Emergency Management Cities FTA FHP Sheriff Police FAA FDLE Traffic Engineering Events NWS SFRTA Transit News Media Seaports Airports The partnerships between these agencies rely on non-formalized cooperation between professionals who use a variety of different methods to communicate (for example phone, text, ) depending on the issue at hand most commonly a significant incident on the interstate. Joint funding of the Broward regional traffic management center is an example of a TSM&O partnership Process and Procedures The process to develop a TSM&O project is a complex iterative one that occurs at a few different levels and follows the nationally recognized Systems Engineering Master Plan process (see V diagram in Figure 4 below). 11

29 Transportation System Management and Operations (TSM&O) Implementation Figure 4. Systems Engineering Process Life Cycle Source: FDOT/D6 D4 Regional ITS Architecture. Figure 5 below is an attempt to represent a simplified linear process from planning through development and operation and is consistent with the FDOT TSM&O 2017 Strategic Plan. While the process appears linear, it is a cycle with monitoring linking back to the planning phase. The Subcommittee agencies and participants should be involved throughout this process for both system-level and project level development efforts, ensuring common goals and desired outcomes are represented. Figure 5. Simplified Project Development Sequence Planning Preliminary Engineering Plans, Specs & Estimates Construction Project Acceptance Operations & Maintenance & Monitoring 12

30 Transportation System Management and Operations (TSM&O) Implementation Responsibilities Within FDOT, different offices have differing levels of anticipated involvement in TSM&O projects as indicated in Figure 6 below. Figure 6. FDOT Office Level of Involvement in Project Development Source: FDOT D5 TSM&O Implementation Plan Table 4 provides a generalized view of agencies in the South Florida region and their levels of involvement in the TSM&O project development cycle. Each agency is engaged in all activities and may support or lead specific areas. 13

31 Transportation System Management and Operations (TSM&O) Implementation Table 4. Partner Agency Levels of Involvement in Project Life Cycle Planning Project Development Operations & Maintenance System Planning Planning Study Concept Development Design Construction Testing Operations Monitoring Maintenance SFRTA SUPPORT ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED MPOs LEAD SUPPORT SUPPORT ENGAGED ENGAGED ENGAGED ENGAGED SUPPORT ENGAGED County Traffic SUPPORT LEAD LEAD SUPPORT LEAD LEAD LEAD LEAD LEAD County Transit SUPPORT SUPPORT SUPPORT ENGAGED ENGAGED ENGAGED SUPPORT ENGAGED ENGAGED Cities* ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED ENGAGED FDOT D4 D6 SUPPORT LEAD LEAD LEAD LEAD LEAD LEAD SUPPORT SUPPORT * City of Boca Raton role would fit under County Traffic NOTE: Funding is an area of responsibility shared by all agencies. 14

32 Transportation System Management and Operations (TSM&O) Implementation Agreements Agreements are currently in place between the Counties, FDOT and a few other agencies for the operation of the regional traffic management centers (RTMCs) in Palm Beach, Broward and Miami-Dade counties. Currently, the Broward Traffic Management Center (TMC) manages freeways and arterial streets with relatively few written agreements in place, and supplements those with several verbal hand-shake agreements. In many instances, this flexibility works well for all partners and relies on personal working relationships between the transportation professionals representing the different agencies. It is recommended that these informal agreements continue to be relied upon as appropriate in the future, minimizing unnecessary administrative burden. Some examples of current written agreements that support cooperation between partner agencies are: Traffic Signal Maintenance Compensation Agreement (TSMCA) - signal maintenance agreements between FDOT and local governments, typically counties. Lease or resource sharing agreements Open Roads policy with Florida Highway Patrol Fiber sharing agreement with Florida s Turnpike When developing projects, project related agreements required by the Regional ITS architecture include: Memorandum of Understanding Interagency Agreement Intergovernmental Agreement Operational Agreement Funding Agreement Master Agreements Table 5 below identifies key actions relating to the various areas of partnership described above, including process and procedures, responsibilities, and operating agreements: 15

33 Transportation System Management and Operations (TSM&O) Implementation Table 5. Partnership Actions Initiative / Project Action Agency Timeframe 1. TSM&O Subcommittee Continue to pursue regular opportunities to meet faceto-face e.g. quarterly All Ongoing 2. Agency and public outreach Continue to reach out to partner agencies, elected officials and the public on TSM&O goals and developments to facilitate mainstreaming and ensure ongoing education, understanding and knowledge transfer to address elected official and staff turnover RTTAC lead, all agencies support Ongoing 3. Video feed sharing Develop a virtual self-service kiosk? SunGuide 1-3 years 4. Staff collaboration Cross-training of staff in different divisions or groups Team-building exercises between agencies to engage new staff, learn about TSM&O developments and successes within different agencies, and go through example incident scenarios FDOT or County TMC lead Ongoing 5. Staff awards Support awards / rewards / incentives for staff to work with other agencies 6. Agreements Monitor and assess need for agreements; develop interagency agreements where deemed necessary All RTTAC Subcommittee Ongoing 1-3 years Performance Measures Performance measures are an important and necessary way for agencies to confirm whether their TSM&O strategies are contributing towards a more effective and reliable transportation system, and to gauge the benefits of project implementation relative to costs incurred. Table 6 below identifies the proposed performance measures for the South Florida regional TSM&O program. The responsibility for data collection, analysis and performance reporting is indicated in the final column marked R ; a key is provided below. FDOT currently collects and analyzes data that covers the majority of the measures proposed. 16

34 Transportation System Management and Operations (TSM&O) Implementation Table 6. Proposed South Florida TSM&O Performance Measures Service Area Performance Metric Goal R TSM&O Program System Benefit/Cost Report program benefit/cost ratio F System reliability Maintain or increase up-time reliability C Traffic Management Travel time reliability Reduce Planning Time Index or peak period PTI F Throughput Increase travel throughput, applies to all modes F Transit & Freight On-time Performance Improve schedule adherence T Truck TTR Reduce Truck PTI or peak period PTI F Safety & Emergency Management Roadway clearance time Maintain or reduce roadway clearance times F Bold = FDOT State and District targets in development R = Responsibility: F = FDOT, C = County or City; T = Transit Table 7. Performance Measures Actions Initiative / Project Action Agency Timeframe 7. Regional performance measures Develop agreed list of appropriate measures for use in Regional TSM&O performance monitoring and reporting RTTAC Subcommittee 1-3 yrs 8. Target setting Develop targets required by FAST Act rules RTTAC Subcommittee 1-3 yrs 9. Integrated and accessible data Collaborate on open and accessible data monitoring among agencies All Ongoing 10. Analysis of performance Develop and obtain consensus on methods and analytical tools for periodic reporting on performance and return on investment of TSM&O implementation projects. RTTAC Subcommittee lead FDOT D4 Ongoing 11. Reporting of performance Issue periodic performance reports on operations of regional TSM&O strategies and projects RTTAC Ongoing Education As South Florida continues to grow in population and density within its geographic constraints, TSM&O offers some of the best and most cost-effective opportunities to enhance travel experience for residents and visitors: mainstreaming TSM&O projects at different agency levels will continue to be important to receive the support and funding required for this relatively low-cost high-return strategy. Informing people at all levels of the need, goals and impacts of the TSM&O program continues to be a very important need. Compared with major capital investment transportation infrastructure, TSM&O tends to be poorly recognized and understood by the general public and by community decision 17

35 Transportation System Management and Operations (TSM&O) Implementation makers and elected officials. It is incumbent on the transportation industry to showcase TSM&O success stories within the region. Some examples include: The Road Ranger program that helps rapidly clear minor incidents such as stalled vehicles Pro-active event management such as downtown West Palm Beach and Boca Raton Table 8. Education Actions Initiative / Project Action Agency Timeframe 12. Elected officials education Engage regional elected officials to inform and educate on TSM&O including program goals, needs and outcomes; focus is on support for funding for ongoing operations and maintenance MPOs and county transportation departments 1-3 yrs 13. Transportation agency education Develop and conduct ongoing education program to inform partner transportation agencies on regional TSM&O program goals, actions and outcomes RTTAC Subcommittee lead All 4-6 yrs 14. Public education Develop and implement a program to inform and educate the general public on TSM&O including needs, program goals, and outcomes related to their daily travel. 15. Media outreach Work with media to share program goals and benefits; provide educational materials for various levels management, producers etc. Set up mechanisms for on-going information feeds to be included in media traffic reports. MPOs FDOT Counties Ongoing 1-3 yrs 16. Collaboration with educational institutions Continue to develop and enhance collaborations with regional universities to provide course-related information and teaching on TSM&O and to leverage their research abilities to enhance the regional TSM&O program FDOT Ongoing Funding Recent TSM&O studies as well as feedback from Subcommittee members have suggested that funding availability is a key factor in determining whether TSM&O recommendations can be moved forward to project deployment. As such, a funding guidance is developed for engineers and planners for funding all phases (planning, construction, operation, maintenance) of TSM&O projects. The information is provided in Appendix B. TSM&O projects are usually identified by transportation stakeholders through a coordinated review of the region s mobility, safety, and transit needs. Once a project has been identified, it is evaluated similar to other transportation projects in the region. M/TPOs and FDOT Districts will work together to prioritize these projects based on regionwide 18

36 Transportation System Management and Operations (TSM&O) Implementation transportation needs and resources. Funding availability is a key factor in determining whether a TSM&O project can be moved forward to programming in the Transportation Improvement Program (TIP) or FDOT s Work Program (WP). Depending on the project, funding can come from federal, state or local sources. As funds are made available, FDOT and M/TPOs will coordinate and decide how funds will be allocated and also coordinate with local agencies for support from local funds. It is also important to secure operation and maintenance funds for a TSM&O project at early stage. A common practice is FDOT helps in the planning, design, and deployment/building phases of arterial TSM&O projects while local agencies are responsible for the operations and maintenance. Figure 7 shows the steps graphically. Figure 7. TSM&O Funding and Programing Protocol TSM&O projects identified. M/TPOs and FDOT Districts work together to prioritize projects based on regionwide transportation needs and resources. FDOT, M/TPOs, and local agencies coordinate to identify funding for planning, construction, operation, and maintenance. M/TPOs and FDOT program projects in TIP/WP. Table 9. Funding Actions Initiative / Project Action Agency Timeframe 17. Funding Sources Continue to identify and evaluate sources of funding for TSM&O operations and maintenance RTTAC Subcommittee lead 1-3 yrs 18. Pursue grants Seek grant opportunities, coordinate with MPOs and local governments within the region FDOT Counties MPOs Ongoing 19. Support educational efforts Continue to educate the public and decision makers such as elected officials on the need for and benefits of TSM&O, with the intent of supporting projects and project funding All 1-3 yrs 20. Prioritize projects Prioritize TSMO project to support needs in the region with limited resources All Ongoing 19

37 Transportation System Management and Operations (TSM&O) Implementation 2.2 Network and Projects The continued expansion both geographical and functional of the TSM&O network is a necessity to maintain travel mobility in South Florida, and a common priority of all partner members of the Subcommittee. This goal includes the deployment of additional ITS devices on currently instrumented road segments and on new segments throughout the region allowing for expanded monitoring and active operation of the transportation network. Application to Transportation Facilities Figure 8 attempts to illustrate the application of TSM&O strategies to different facility types, as grouped by travel mode and by the level of access (also related to travel speed) of the facility. It reflects the complexities of TSM&O and is not meant to be comprehensive of all modes or facility types. Figure 8. Application of TSM&O to Transportation Facilities Corridors Corridors are the framework of the TSM&O system, and consist of the primary arteries used by South Florida s residents, visitors and business people to move around the region on a daily basis. The interstates and expressways are the obvious regional corridors, followed by the South Florida Rail Corridor (Tri-Rail) and Florida East Coast (FEC) railroad, soon to provide Brightline intercity rail service, and, particularly for east-west travel, major arterial roadways. 20

38 Transportation System Management and Operations (TSM&O) Implementation Particularly these roadway corridors currently operate at-capacity so that minor incidents quickly cause major backups that can take hours to disperse, and have a serious negative impact on people s commutes and the movement of goods through the region. The whole concept of TSM&O is focused on actively managing these corridors to optimize daily operating capacity, and to react as quickly as possible to incidents in order to restore capacity and maintain mobility. For regional travel, RCTO (described above) as a system of managed lanes and Integrated Corridor Management (ICM) are key TSM&O elements. ICM is the ultimate deployment of the concept, such that freeways and arterials are jointly managed to allow the transfer of capacity from one facility to one or more parallel or alternate routes in the event of an incident blocking one facility. Continue monitoring and management at all levels are necessities for the regional system to function well. Table 10. Corridors Actions: Initiative / Project Action Agency Timeframe 21. Identify a network of regional TSM&O corridors Develop and implement a methodology to identify a network of regional TSM&O corridors to meet the goals of the program RTTAC Subcommittee lead All 1-3 yrs 22. Prioritized regional corridor needs and opportunities Develop and implement a methodology to prioritize regional TSM&O corridors based on mobility and safety needs and implementation opportunities RTTAC Subcommittee lead All 1-3 yrs Prioritization Process The regional needs for TSM&O investments far exceed the available funding, requiring a defensible quantitative methodology for establishing relative priorities between projects. FDOT District 4 established the strategic TSM&O network for Broward and Palm Beach counties using five criteria to address the areas of traffic congestion, transit and safety, as listed below: Volume/Capacity Ratio, Bottlenecks, and Signal Density Transit Ridership Crash Density These may continue to serve as a foundation for establishing priorities among regional corridors and projects in the TSM&O program, and can perhaps be supplemented by 21

39 Transportation System Management and Operations (TSM&O) Implementation additional criteria as needed. Key actions for the regional TSM&O Subcommittee are summarized below: Table 11. Prioritization Actions Initiative / Project Action Agency Timeframe 23. Priority criteria Develop regional agency consensus on criteria to be used to prioritize TSM&O corridors, needs and projects RTTAC Subcommittee lead All 1-3 yrs 24. Priority methodology Develop regional agency consensus on the analysis/computation methodology to be used to prioritize TSM&O corridors, needs and projects RTTAC Subcommittee 1-3 yrs 25. Prioritized project list Maintain and update the regional TSM&O corridor and project priorities on a regular (annual) basis. RTTAC Subcommittee Ongoing Projects and Initiatives This section addresses the key to broad regional TSM&O implementation the projects that will be developed and deployed to enhance travel efficiency and safety for all users using active management strategies. Table 12. Projects and Initiatives Actions Initiative / Project Action Agency Timeframe 26. Regional Concept of Transportation Operations (RCTO) Continue to maintain and update the south Florida RCTO to support TSM&O and ITS project implementation, expansion and management All Ongoing 27. Communications infrastructure Continue to increase implementation of ITS communications infrastructure including fiber optic cable along TSM&O strategic corridors to support device and project deployment, operations and communications All Ongoing Ensure adequacy of center-to-center interfaces between TMCs to facilitate coordinated operations during significant events or incidents 28. Vehicle detection Continue to increase vehicle detection capabilities throughout the region by deploying additional Bluetooth, Radar, and License Plate detection and other sensor technologies Counties FDOT Ongoing 29. Rail crossing management Deploy at-grade rail crossing management strategies and projects on priority corridors to address impacts of Brightline service (anticipated Summer 2017) FDOT 1-3 yrs 30. Integrated corridor management Complete ICM project in Broward County and roll out expansion to neighboring Miami-Dade and Palm Beach counties All 1-3 yrs 22

40 Transportation System Management and Operations (TSM&O) Implementation Initiative / Project Action Agency Timeframe 31. Freeway management Continue to operate, expand coverage and increase elements of freeway management All Ongoing Include managed lanes freeway management as Express Lanes are expanded north on I-95 and implemented on other Interstate, Expressway and Turnpike corridors 32. Ramp metering Implement ramp metering in Broward County with 95 Express northward expansion; deploying advanced software applications to manage individual ramps Plan for ramp metering in Palm Beach County FDOT Broward County 1-3 yrs 33. Arterial management Expand TSM&O arterial management networks within all the South Florida region to address recurring congestion as well as special generators and events, consistent with corridor and project priorities Counties FDOT 1-3 yrs 34. Active traffic management Continue to expand implementation of ATM strategies at appropriate locations and corridors throughout the region to meet specific subarea needs and goals Counties FDOT Ongoing Adaptive signal control monitor effectiveness of initial deployments and evaluate opportunities for additional implementations through the region. 35. Transit management Deploy bus queue jump projects on appropriate corridors to improve schedule reliability and increase average travel speeds Palm Beach and Broward counties 1-3 yrs Research and evaluate next generation transit signal priority (TSP) including new standards for buses communicating with traffic signals FDOT 4-6 yrs 36. Freight management Deploy freight management strategies and projects consistent with Regional Freight Plan, with a focus on managing congestion and incidents that impact access to and from seaports and airports Counties FDOT 4-6 yrs 37. Predictive analytics Continue developing predictive analytics tools to mine real-time data to anticipate congestion and/or safety impacts from traffic or weather conditions or incidents with the goal of proactively warning travelers and suggesting options to minimize negative travel impacts FDOT On-going Monitoring and Reporting The performance measures outline addressed in Sec and Table 6 identify the metrics to be used to report on performance of the investments in various TSM&O program elements. With the projects, instruments, sensors and other devices in place, it is necessary that the stakeholders commit to ongoing and consistent monitoring of the ITS and TSM&O networks, producing regular reports. This is already effectively done via SunGuide and the Palm Beach and Broward traffic management centers (through monthly, quarterly and annual reporting), so the need is for data and reporting from expanded TSM&O deployments to be integrated into current reporting structures, with expansion to address any new Performance Measures agreed to by the Subcommittee. 23

41 Transportation System Management and Operations (TSM&O) Implementation Table 13. Monitoring and Reporting Actions Initiative / Project Action Agency Timeframe 38. Regular monitoring of TSM&O program Continue to conduct regular monitoring of the TSM&O program and investments to be able to illustrate the benefits and return on investment to the community All Ongoing 39. Regular reporting on TSM&O program Coordinate with, add to and expand weekly, monthly and, quarterly and annual reporting already being conducted by County Traffic Management Centers and FDOT All Ongoing 40. Accessible and integrated data Ensure availability and integration of data from expanded TSM&O deployments into current reporting structures All Ongoing Integrated and Accessible Data A key component to TSM&O strategies is an accurate understanding of traffic network conditions currently, but also in terms of past trends. Historical traffic data provides agencies with information on traffic patterns that can be improved by other TSM&O strategies and real-time information gives agencies the opportunity to make changes to traffic control systems immediately in the case of incidents or other impacts. To leverage the most utility from transportation data, it must be integrated across the system and accessible to operators as well as planners and policy makers. The emergence of third party data sources, information tools and applications make it increasingly important for data to be made accessible. Partners and stakeholders can take advantage of this new landscape of data and apps by ensuring high quality data is captured from traffic systems and made available to various providers and the public through common data feeds. The most commonly requested access to information is for video feeds. This currently consumes a large amount of time of TMC staff. 24

42 Transportation System Management and Operations (TSM&O) Implementation Table 14. Data Actions Initiative / Project Action Agency Timeframe 41. Video feed access Develop an access portal or hub to facilitate requests for video feeds FDOT 1-3 yrs 42. SunGuide data sharing Coordinate with SunGuide to periodically review the type and range of potential data from existing and planned ITS infrastructure, identify data archiving projects and work to implement ITS network feeds to store data in the data archive FDOT 1-3 yrs 43. Performance reporting data Develop automated data feeds for performance reporting All Ongoing 44. Data visualization Develop data visualization formats and methods to address the needs of partners and the public and to support educational activities RTTAC Subcommittee lead All 4-6 yrs Emerging Technologies Smart Cities, Ride-hail or Transportation Network Companies (TNCs), Autonomous and Connected Vehicles (ACV s), and Electric Vehicles represent some of the emerging technologies that transportation agencies must prepare for and react to in operating their networks. Currently standards for these emerging technologies are still being developed, however Subcommittee partners should continue to engage in these standards discussions and begin developing policies and projects that will ensure the continued capabilities and relevance current systems (e.g. upgrading signal controller CPU s). Discussions of emerging technologies should incorporate FHWA and AASHTO recommendations, and identify private partnerships with information and software service providers, educational institutions, automobile manufacturers for the mutual benefit of the traveling public and all stakeholder parties. 25

43 Transportation System Management and Operations (TSM&O) Implementation Table 15. Emerging Technologies Actions Initiative / Project Action Agency Timeframe 45. Technology roundtable Assuming each agency continues to conduct on-going research into key device and communications developments, a once- or twice-a-year roundtable should be held to share key findings on technology developments to ensure agencies benefit from each other s findings All Ongoing 46. Connected and autonomous vehicles policies Identify policy and technical issues, the role of public agencies, new partnerships, and early adoption opportunities to future proof and accelerate C-AV implementation FDOT 1-3 yrs 47. Connected and autonomous vehicles implementation project Assuming that connected vehicles technologies will be widely adopted within 10 years (2027), local agencies will have to implement road-side units (RSUs, cost ±$5,000) at nearly 4,500 signals in three counties, connected by fiber-optic cable to traffic management centers. The Subcommittee should identify pilot implementation projects in each county, together with required funding, and coordinate with State and Federal agencies on the software and management systems required for an operational system. All 4-6 yrs 48. Integration with mobile applications Continue to monitor industry trends in use of mobile applications such as Waze and enhance or develop methods for feeding and sharing data and information to that market e.g. opportunities to push re-routing suggestions in the event of a major incident FDOT 4-6 yrs 49. Smart Cities opportunities Monitor project implementation and funding opportunities through Smart Cities programs and include promising projects in TSM&O development program. Jointly define a structure for project implementation. Reach out to nontransportation partners and agencies to identify shared interests and collaboration opportunities for Smart Cities deployment RTTAC Subcommittee 4-6 yrs 26

44 Appendix A. Lessons from Local Implementation Appendix A. Lessons from Local Implementation A.1 Introduction The South Florida Regional Transportation System Management & Operations (TSM&O) Subcommittee was created in April 2015 in order to coordinate TSM&O projects within the region s planning processes and plans and to identify and promote program resources to be available to support project investments. This technical memorandum provides an overview of an initial task overseen by the Subcommittee. The first task included the following series of task activities: Create an overview of recently completed studies and their TSM&O recommendations Studies should be considered throughout the Palm Beach, Broward and Miami-Dade area including up to three MPO Studies, up to three Planning Studies and up to three Safety Studies Identify where the recommendations stand, if they are moving forward, and identify reasons for success or failure This technical memorandum focused on documenting our approach and findings for this task. A.2 Approach In order to find the best practices for TSM&O elements, available documents (reports, plans, research, and presentations) were reviewed and phone interviews were conducted with local transportation agencies in Palm Beach, Broward and Miami-Dade counties regarding studies that included TSM&O-specific elements. It should be noted that this review was not comprehensive and several agencies are still in the early stages of developing and including TSM&O plans, so that detailed documentation was sometimes not available to the study team when this project review task was conducted. The study team conducted this task following three steps: Search the available documentation (Internet research, outreach by to local agencies by and phone interviews). 27

45 Appendix A. Lessons from Local Implementation Scrutinize, evaluate and shortlist the studies for final review. Identify target information in the shortlisted studies and prepare summaries. Outreach to Identify Candidate Projects The study team conducted an extensive Internet search and contacted people in local agencies for status updates and any available documents. Table 16 summarizes the list of people and agencies contacted. Table 16. Contact Person and Agency Contact Person Agency Contact Person Agency Javier Rodriguez FDOT Gregor Senger FDOT Melissa Ackert FDOT Giridhar Jeedigunta Palm Beach County Anson Sonnett FDOT Yujing Xie FDOT Satya Pinapaka FDOT Misleidys Leon FDOT Girish Kumar HNTB Baoying Wang FDOT Phil Miller Miami-Dade MPO Buffy Sanders Broward MPO Kevin Fischer Palm Beach MPO Luke Lambert Palm Beach MPO Wilson Fernandez Miami-Dade MPO Review and Shortlist of Studies The study team identified approximately 17 projects throughout Palm Beach, Broward and Miami-Dade counties, and subsequently conducted a review and selection process to shortlist nine studies for further review and summary, and presentation to the Regional TSM&O committee. The selected studies are shown in Figure 9. 28

46 Appendix A. Lessons from Local Implementation Figure 9. Shortlisted Studies Summarize TSM&O Study Findings In the third step of the project review, the study team followed the procedure shown in Figure 10 for each study to identify and summarize key information regarding the success in development of TSM&O projects locally, or reasons for their lack of further development and implementation. Figure 10. Final Review Procedure 29

47 Appendix A. Lessons from Local Implementation A.3 Project Review Summary For each project included in the review phase of this task, key project information is presented below, including a summary of the recommendations, and findings on the implementation status of TSM&O elements. Summary tables are attached in the section below that contains key project information including the study limits in each case. MPO Studies Northlake Boulevard from Military Trail to Federal Highway This project was part of FDOT District Four ATMS Phase Three. The project included a resolution to approve a Memorandum of Agreement with the Florida Department of Transportation (FDOT) for Palm Beach County to assume maintenance of the Adaptive Traffic Control System. Findings: The project work included the design, furnishing, installing, integrating, and testing of ATCS hardware and software needed at each signal controller and at the Palm Beach County Vista Center traffic management center (TMC). University Drive Mobility Improvements Planning Study The purpose of this study was to identify and evaluate short, mid and long-term mobility, congestion management, livability and transit options for the study area in central Broward County. Findings: Some TSM&O elements including signal retiming and optimization and ATMS devices were carried into the design phase and are proceeding to implementation. TSM&O elements including Enhanced Traveler Information, TSP and Queue Jumps are on hold. Reasons for project elements remaining on-hold and not proceeding to construction include lack of operations and maintenance (O&M) funding and technical challenges. Flagler Street Enhanced Bus Service Study This plan builds on prior bus corridor studies in Miami-Dade County to implement enhanced bus service (EBS) along the Flagler Street corridor together with improved passenger amenities. 30

48 Appendix A. Lessons from Local Implementation Findings: Improvement alternatives incorporating TSM&O under evaluation and consideration included transit signal prioritization and queue jump/queue bypass lanes to reduce bus delays in congestion. Additionally, enhanced fare collection and passenger advisory signs (on-board and in-station) were considered. The TSM&O elements identified are still under consideration as the alternatives analysis proceeds for this corridor. Planning Studies Glades Road Planning Study FDOT conducted a Project Development and Environment (PD&E) Study to evaluate roadway and multimodal improvements in order to meet future transportation demands along the SR 808 (Glades Road) corridor in Palm Beach County. As part of the Glades Road PD&E Study, a series of alternatives were developed to address future capacity and multimodal needs along the Glades Road corridor. The project included evaluating No-Build and Build scenarios including a low cost Transportation System Management (TSM) Alternative. Findings: Elements in the low-cost TSM Alternative that have been carried into design stage include signal retiming and optimization, and ATMS devices. ATMS devices were recommended for installation at the following intersections: Lyons Road, Boca Lakes Road, Golf Course Road, Encina Lane, and Powerline Road. Transit elements including TSP and Queue Jump Lanes and Signals were eliminated due to the additional Right of Way acquisition needed, and a lack of transit operations funding and community acceptance. SR7 Multimodal Improvements Corridor Study The purpose of this study was to enhance the transit passenger, bicycle, and pedestrian experience, identify congestion and safety improvements, develop short-term improvements that could be carried out immediately, identify longer-term improvements for project development, and meet the requirements of environmental regulations. Findings: TSM&O elements recommended in this study including ITS communication devices/fiber interconnect, cabinet upgrades, cameras placement and signal masts were carried into the design stage. 31

49 Appendix A. Lessons from Local Implementation Other elements including enhanced bus service, enhanced incident and emergency management, travel information system, adaptive signal timing, virtual freeway operation (VFO), and ATMS devices failed to move forward since O&M funding was not approved by Broward County. US27 PD&E Study The purpose of this study was to evaluate environmentally feasible preliminary engineering alternatives to provide overall traffic operation improvements along the study corridor. Findings: All of the TSM&O elements recommended in this study including signal timing and optimization, ATMS devices (ADMS, CCTV, MVDS, TTS), and a traveler information system were carried into the design stage. Eligible funding sources from the District s Rapid Incident Scene Clearance Program contributed to the success of TSM&O recommendations. Safety Studies SR809/Military Trail from Lake Worth Rd to South of SR-80/Southern Boulevard FDOT recommended deployment of ATMS Infrastructure on the study segment of Military Trail in order to improve traffic operations and safety. Findings: TSM&O elements recommended in this study including signal retiming and optimization were carried into the design stage. ATMS devices (CCTVs, MVDS, DMS, Trailblazer signs) were placed on-hold. Due to the doubling of construction costs, the project no longer qualified for safety funds and the project was halted. Stirling Road Safety Study Stirling Road is one of the critical east-west transportation corridors in Broward County. The purpose of this project was to improve east-west mobility and safety for all users. Findings: TSM&O elements recommended in this study including signal retiming and optimization and ATMS devices were carried into the design stage. 32

50 Appendix A. Lessons from Local Implementation Enhanced Traveler information, TSP and Queue Jumps were excluded from further consideration due to a lack of O&M funding and technical challenges. SR5/S. Dixie Highway FDOT aimed to identify improvements to mitigate fixed object/run-off the road crashes by performing a Design Review Study for SR5/South Dixie Highway. The purpose of this study was to develop conceptual recommendations for improving safety of the study segment. Findings: All TSM&O elements recommended in this study including signal timing and optimization were carried into the design stage. Eligible safety funding sources and desirable Benefit-Cost ratio contributed to the success of TSM&O recommendations. A.4 Conclusions The study team shortlisted nine South Florida studies in three categories that included TSM&O recommendations, and carefully reviewed each to identify project elements that proceeded into design and implementation and those that were placed on-hold or did not proceed. The team identified reasons for the success of those elements that proceeded, and obstacles that prevented TSM&O elements from proceeding to implementation in other cases. The paths to success and reasons for project elements ending up canceled or on-hold can be summarized as following: Table 17. Summary for Paths to Success and Reasons for Elements On-Hold Paths to Success Safety funding available Capital funding available Memoranda of Agreement (MOA) between FDOT and local agency for maintenance of devices Inter-county agreements (for projects at county boundaries) Desirable benefit-cost ratio Reasons for Elements On-Hold Lack of O&M funding Technical Difficulty Lack of community acceptance 33

51 Appendix A. Lessons from Local Implementation Table 18. Summary of Projects Reviewed: TSM&O Elements Included Study Information RECOMMENDED TSM&O Elements Category County Study Name Project Limit Length (mi) Signal Retiming and Optimization ATMS Monitoring/Data Collection Devices (ADMS, CCTV, MVDS, TTS) Adaptive Traffic Control System (ATCS) Incident Management Traveler information Transit Signal Prority (TSP) Queue Jump Lanes and Signals Planning Study Safety Study MPO Study PB Glades Rd SR-7 to US Br SR-7 Sample to Glades 6.5 MD US 27 Krome Ave to NW 79th Ave 11 PB Military Trail Lake Worth Rd to SR Br Stirling Road University Dr to SR MD SR 5/S.Dixie Highway SW 37th Avenue to Ponce de 0.4 PB Northlake Blvd Military Trail to US Br University Drive Countyline to Sample 20.5 MD Flagler Street Enhanced Flager Street 17 34

52 Appendix A. Lessons from Local Implementation Table 19. Summary of Projects Reviewed: TSM&O Elements On-Hold and Reasons Study Information ON HOLD TSM&O Elements Hold Reasons Category County Study Name Project Limit Length (mi) Signal Retiming and Optimization ATMS Monitoring/Data Collection Devices (ADMS, CCTV, MVDS, TTS) Adaptive Traffic Control System (ATCS) Incident Management Traveler information Transit Signal Prority (TSP) Queue Jump Lanes and Signals O&M Funds Techinical Difficulty Community Acceptance Capital Funds Right of Way (ROW) Others Planning Study Safety Study MPO Study PB Glades Rd SR-7 to US Br SR-7 Sample to Glades 6.5 MD US 27 Krome Ave to NW 79th Ave 11 PB Military Trail Lake Worth Rd to SR Br Stirling Road University Dr to SR MD SR 5/S.Dixie Highway SW 37th Avenue to Ponce de 0.4 PB Northlake Blvd Military Trail to US Br University Drive Countyline to Sample 20.5 MD Flagler Street Enhanced Flager Street 17 35

53 Appendix B. Funding and Programming Protocol Appendix B. Funding and Programming Protocol B.1 Introduction Transportation Systems Management and Operations (TSM&O) is a philosophy of operating and managing a transportation network with technology strategies and clear performance measures to optimize performance outcomes. Traditionally, TSM&O has not been integrated into the region s transportation planning process. Due to increasing travel demands and limited resources and right-of-way, mobility and congestion issues cannot be fully addressed without actively implementing TSM&O solutions. The need for a streamlined guidance and support to promote TSM&O projects has been widely recognized by transportation agencies and partners in the Southeast Florida region. Initiated by the Florida Department of Transportation (FDOT) and endorsed by the Southeast Florida Transportation Council (SEFTC), the Regional TSM&O Subcommittee was created in The purpose of the Regional TSM&O Subcommittee is to promote inclusion of TSM&O considerations in all development cycle phases of the region s transportation planning process and to coordinate program resources to support TSM&O projects. Recent TSM&O studies as well as feedback from subcommittee members have suggested that funding availability is a key factor in determining whether TSM&O recommendations can be moved forward to project deployment. As such, a funding guidance is developed for engineers and planners for funding all phases (planning, construction, operation, maintenance) of TSM&O projects. The funding guidance consists of three parts. Section 2.0 describes a funding and programing protocol based on FDOT Work Program (WP) guidance, Regional ITS Architecture, current practice in the State and Districts, existing maintenance agreements, and rules for local support. Section 3.0 provides details of federal, state, and local funds, as well as their eligibilities and requirements to be applied to TSM&O projects. Section 4.0 identifies gaps and summarizes recommendations for funding TSM&O. B.2 Funding and Programming Protocol The funding and programing protocol is built on reviews of the Regional ITS Architecture, FDOT work program guidance, current practice in the State and Districts, funding rules and agreements among FDOT, Metropolitan/Transportation Planning Organizations (M/TPOs), and local agencies. In developing the funding protocol, FDOT Central Office, District 2, 4, 5, 6, and local agencies were contacted to better understand their TSM&O funding approaches. 36

54 Appendix B. Funding and Programming Protocol TSM&O projects are usually identified by transportation stakeholders through a coordinated review of the region s traffic, safety, and transit needs. The District 4/District 6 Regional ITS Architecture (RITSA) identifies the stakeholders involved in implementing a TSM&O solution, including FDOT Districts, M/TPOs, Florida's Turnpike Enterprise, transit authorities, local government engineering and traffic departments, or other local agencies. FDOT has been leading the effort to identify and deploy ITS/TSM&O projects in the Southeast Florida Region. The statewide Ten-Year ITS Cost Feasible Plan (CFP) is the main guidance for ITS projects on the five major limited-access corridors in the Florida Intrastate Highway System (FIHS): I-4, I-10, I-75, I-95, and Florida's Turnpike. ITS/TSM&O projects in the CFP are identified by FDOT's District Offices in cooperation with and Florida's Turnpike Enterprise. In addition to the ITS CFP, the Florida s Strategic Intermodal System Plan (SIS) also recommends ITS/TSM&O strategies as part of projects with statewide and interregional significance. TSM&O strategies are also actively implemented on arterials. Starting in October 2012, FDOT District 4 launched several arterial management pilot projects in Palm Beach County and Broward County. TSM&O projects on arterials may be proposed by FDOT s District Offices, local agencies, or M/TPOs. Once a TSM&O project has been identified, it needs to be evaluated similar to other transportation projects in the region. M/TPOs and FDOT Districts will work together to prioritize these projects based on regionwide transportation needs and resources. Funding availability is a key factor in determining whether a TSM&O project can be moved forward to programming in the Transportation Improvement Program (TIP) or FDOT s Work Program (WP). Depending on the project, funding can come from federal, state or local sources. As funds are made available, FDOT and M/TPOs will coordinate and decide how funds will be allocated. M/TPOs usually make recommendations regarding surface transportation, congestion mitigation, air quality and federal transit projects. FDOT and M/TPOs work together to fund major transportation projects with federal and state funds. FDOT and M/TPOs also coordinate with local agencies for support from local funds. ITS/TSM&O projects on the five major limited-access corridors (I-4, I-10, I-75, I-95, and Florida's Turnpike) are usually funded by the statewide ITS Set Aside Funds (DITS). ITS/TSM&O projects on SIS corridors may also be eligible for DITS if they meet certain requirements. Through ITS CFP, SIS Plan, and in coordination with regional partners, FDOT has built a mature active management system on Interstate highways and SIS corridors, along with various TSM&O components, such as network surveillance and 37

55 Appendix B. Funding and Programming Protocol adaptive signal control, data collection and archiving, ramp signals, and transit automatic vehicle location systems. It is also important to secure operation and maintenance funds for a TSM&O project at early stage. A proportion of DITS fund is set aside each year for operation and maintenance of eligible TSM&O projects by an allocation formula. However, the set-aside DITS fund is often insufficient. Other state funds and toll revenues are frequently used to supplement DITS to fund TSM&O operations and maintenance. For example, District In- House Production Support has been used to fund Transportation Management Center staffing. Comparing with those on interstates or SIS corridors, TSM&O projects on arterials are generally rely upon inter-agency collaboration; TSM&O projects and associated communications network may be proposed, planned for, designed, built, operated, and maintained by FDOT s District Offices, local agencies, or M/TPOs. A common practice is FDOT helps in the planning, design, and deployment/building phases of arterial TSM&O projects while local agencies are responsible for the operations and maintenance. Signal operation and maintenance agreements are often used to outline responsibilities among FDOT and local agencies. DDR and DIH are currently the main state funding sources for operations and maintenance of projects on arterials. However, state funds are constrained and the competition for them is fierce. There are opportunities of using federal funding (STBG, NHPP, and CMAQC) for TSM&O operations, which have not been fully exercised. As such, a close coordination between FDOT and M/TPO is important for allocating federal funds for arterial TSM&O projects, especially on operations. 38

56 Appendix B. Funding and Programming Protocol Figure 11. TSM&O Funding and Programing Protocol TSM&O projects identified by FDOT, M/TPOs, or local agencies. M/TPOs and FDOT Districts work together to prioritize projects based on regionwide transportation needs and resources. FDOT, M/TPOs, and local agencies coordinate to identify funding for planning, construction, operation, and maintenance. M/TPOs and FDOT program projects in TIP/WP 39

57 Appendix B. Funding and Programming Protocol B.3 Funds and Eligibility This section summarizes federal, state, and local funding options as well as their eligibilities and requirements for applying to various phases of TSM&O projects. Due to competing demands, the amount of an eligible fund available for TSM&O may be small. Therefore, a combination of several funds are usually needed to provide sufficient support for a TSM&O project s four categories/phases: planning, construction, operation, and maintenance. More information about programming can be found in FDOT Work Program Instructions 2. B.3.1 Federal Funds Table 20. Federal Funds for TSM&O Projects Federal Funding Program Surface Transportation Block Grant Program (STBG) Eligible Facilities May not be on local roads or rural minor collectors Planning & Design Capital & Construction Operations Maintenance National Highway Performance Program (NHPP) Congestion Mitigation and Air Quality Program (CMAQ) Highway Safety Improvement Program (HSIP) National Highway System All Public Roads 3 All Public Roads Source: Fixing America's Surface Transportation (FAST) Act, FHWA. Surface Transportation Block Grant Program (STBG) The Surface Transportation Block Grant Program (STBG), previously known as Surface Transportation Program (STP), is a flexible Federal-aid highway program to provide funding for addressing State and local transportation needs. In general, STBG projects may not be used on a road functionally classified as a local road or a rural minor collector unless the road is on a Federal-aid highway system, with a few exceptions. 2 Fiscal year Work Program Instructions: 3 Public Road: Any road under the jurisdiction of and maintained by a public authority (federal, state, county, town or township, local government, or instrumentality thereof) and open to public travel. (FHWA) 40

58 Appendix B. Funding and Programming Protocol Both capital and operating cost of TSM&O projects may be eligible for STBG. Examples of eligible activities as describe in [FAST Act 1109(a), 23 U.S.C. 133(c)] include: Infrastructure-based capital improvements for intelligent transportation systems, including the installation of vehicle-to-infrastructure communication equipment; Operational improvements 4 and capital and operating costs 5 for traffic monitoring, management, and control facilities and programs. Projects and strategies designed to support congestion pricing, including electronic toll collection and travel demand management strategies and programs. National Highway Performance Program (NHPP) The FAST Act National Highway Performance Program (NHPP) continues its general terms under MAP-21. NHPP provides support for the construction of new facilities on National Highway System (NHS) as well as projects to ensure investments meet their performance targets that were established in a State's asset management plan for the NHS. Projects generally need to be located on the National Highway System to be eligible for HNPP, with a few exceptions, as describe in [FAST Act 1106; 23 U.S.C. 119]. Both capital and operating cost of TSM&O projects may be eligible for NHPP. Examples of eligible activities include: Infrastructure-based intelligent transportation systems capital improvements, including the installation of vehicle-to-infrastructure communication equipment. Capital and operating costs for traffic and traveler information monitoring, management, and control facilities and programs. 4 The term operational improvement (A) means (i) a capital improvement for installation of traffic surveillance and control equipment, computerized signal systems, motorist information systems, integrated traffic control systems, incident management programs, and transportation demand management facilities, strategies, and programs, and (ii) such other capital improvements to public roads as the Secretary may designate, by regulation; and(b) does not include resurfacing, restoring, or rehabilitating improvements, construction of additional lanes, interchanges, and grade separations, and construction of a new facility on a new location (23 U.S.C. 101(a)(18)). 5 The term operating costs includes labor costs, administrative costs, costs of utilities and rent, and other costs associated with the continuous operation of traffic control, such as integrated traffic control systems, incident management programs, and traffic control centers (23 U.S.C. 101(a)(18)). 41

59 Appendix B. Funding and Programming Protocol Operational improvements on National Highway System 6 (NHS) or a Federal-aid highway 7 not on the NHS, and construction of a transit project eligible for assistance under chapter 53 of Title 49, U.S.C., if: (i) The highway project or transit project is in the same corridor as, and in proximity to, a fully access-controlled highway on the NHS; (ii) The construction or improvements will reduce delays or produce travel time savings on the fully access-controlled highway described in clause (i) and improve regional traffic flow; and (iii) The construction or improvements are more cost-effective, as determined by benefit-cost analysis, than an improvement to the fully access-controlled highway on the NHS. [FAST Act 1106; 23 U.S.C. 119] Congestion Mitigation and Air Quality Program (CMAQ) 8 The CMAQ program under Fast Act continues to provide a flexible funding source to State and local governments for transportation projects and programs to help meet the requirements of the Clean Air Act. [FAST Act 1114; 23 U.S.C. 149].The CMAQ funds may be used for a transportation project or program that is likely to contribute to the attainment or maintenance of a national ambient air quality standard. Capital, operational, and maintenance cost of ITS/TSM&O projects may be eligible for CMAQ. Examples of eligible activities are: Establishment or operation of a traffic monitoring, management, and control facility, including the installation of advance truck stop electrification systems; Projects that improve traffic flow, including projects to improve signalization, construct high occupancy vehicle (HOV) lanes, improve intersections, add turning lanes, improve TSMO strategies that mitigate congestion and improve air quality, and implement ITS and other CMAQ-eligible projects, including projects to improve incident and emergency response or improve mobility, such as real-time traffic, transit, and multimodal traveler information; 6 National Highway System, per FAST ACT all principle arterials. 7 Federal-Aid Highway: the Federal-Aid Highway Program supports State highway systems by providing financial assistance for the construction, maintenance and operations of the Nation's 3.9 million-mile highway network, including the Interstate Highway System, primary highways and secondary local roads. ( 8 Funding in the Southeast Florida is minimal because the region s air quality is in attainment. 42

60 Appendix B. Funding and Programming Protocol Project or program involves the purchase of integrated, interoperable emergency communications equipment; Project or program shifts traffic demand to nonpeak hours or other transportation modes, increases vehicle occupancy rates, or otherwise reduces demand for roads through such means as telecommuting, ridesharing, car sharing, alternative work hours, and pricing. The Act specifically makes eligible the installation of vehicle-to-infrastructure communications equipment. [ FAST Act 1114; 23 U.S.C. 149] Highway Safety Improvement Program (HSIP) The Highway Safety Improvement Program (HSIP) continues to provide funding for project that aim at reducing traffic fatalities and serious injuries on all public roads 9, including non- State-owned public roads and roads on tribal lands. The HSIP requires that HSIP funds be used for safety projects that are consistent with the State s strategic highway safety plan (SHSP) and that correct or improve a hazardous road location or feature or address a highway safety problem. [FAST Act 1113; 23 U.S.C. 148] In contrast to the non-exhaustive eligibility list under MAP-21, the FAST Act limits HSIP eligibility to only those listed in statute most of which are infrastructure-safety related. Operation and maintenance cost of TSM&O projects are not eligible for NSIP. Examples of eligible activities include: Installation of a priority control system for emergency vehicles at signalized intersections. Installation of vehicle-to-infrastructure communication equipment. Installation of a traffic control or other warning device at a location with high crash potential. Pedestrian hybrid beacons. The FAST Act continues the prohibition on the use of HSIP funds for the purchase, operation, or maintenance of an automated traffic enforcement system (except in a school zone). [FAST Act 1401] 9 Public Road: Any road under the jurisdiction of and maintained by a public authority (federal, state, county, town or township, local government, or instrumentality thereof) and open to public travel. (FHWA) 43

61 Appendix B. Funding and Programming Protocol Construction and operational improvements on high risk rural roads. [ FAST Act 1113; 23 U.S.C. 148] B.3.2 State Funds Table 21. State Funds for TSM&O Projects State Funding Program Eligible Facilities Planning and Design Capital / Construction Operations Maintenance Statewide ITS Set Aside Funds (DTIS) District Dedicated Revenue (DDR) State Primary Fund for Highways and Public Transit (DS) Unrestricted State Primary (D) Statewide Primary Matching Funds for Inter/Intrastate Highways (DI) State In House Product Support (DIH) State Highway System (in ITS plan or on SIS) State Highway System State Highway System State Highway System State Highway System State Highway System Advance Construction Funds (ACNP, ACCM, ACSA, ACSU) Toll Revenue State Highway System Interstates, Turnpike, Expressways Source: Work Program Instruction, FDOT District 4. Statewide ITS Set Aside Funds (DITS) In 2002 FDOT developed the Ten-Year ITS Cost Feasible Plan (CFP) to help deployment of ITS projects on the five major limited-access corridors in the Florida Intrastate Highway System (FIHS): I-4, I-10, I-75, I-95, and Florida's Turnpike. The plan requires FDOT to set aside at least $25 million of the statewide strategic intermodal system (SIS) funds annually as the statewide ITS Set Aside Funds (DITS) for capital, operations and periodic maintenance cost of ITS projects along these major corridors. Although the CFP focuses on deploying ITS on the five major limited-access corridors (I-4, I-10, I-75, I-95, and Florida's Turnpike), ITS/TSM&O projects on other freeways, highways or arterials may be eligible for the statewide ITS set aside funds if 44

62 Appendix B. Funding and Programming Protocol (1) they are on a SIS corridor, and (2) they are part of the Quick Fix Improvement Program or they are considered to improve capacity. The Work Program Instructions listed the following examples of eligible projects: Capital projects: constructing ITS infrastructure, installing ITS devices, acquisition of software, construction of traffic management centers (TMCs), regional transportation management centers (RTMCs), deployment of information systems to support advanced traveler information (ATIS) and innovative technology deployment (ITD) formerly known as commercial vehicle information systems and networks (CVISN), construction of communications infrastructure, systems engineering, ITS architecture, construction inspection, testing and acceptance activities, and evaluations of ITS deployments. Operation contracts: contracts to operate TMCs and any contracts for service needed for incident management, providing traveler information services, or general services for ITS program management. Periodic maintenance: including major ITS upgrades or equipment replacement projects. However, routine maintenance activities, which include everyday occurrence of hardware replacement of field devices, TMC equipment, communication equipment, or software maintenance, are not eligible for the DITS funds and should be funded with district maintenance funds. District Dedicated Revenue (DDR) The district dedicated revenue, statutorily know as the State Comprehensive Enhanced Transportation Systems Tax, is collected pursuant to Chapter FS 10 and allocated to the district. It is required that the DDR fund be spent in the district, and to the maximum extent feasible, in the county where the fund was collected. The DDR fund may be used to support planning and design, capital or construction, operations, and maintenance cost of ITS projects on the state highway system. State Primary Matching Fund for Highways and Public Transit (DS/DPTO) Florida Statutes Section (3) requires a minimum of 15% of all state revenues deposited into the State Transportation Trust Fund be committed to Public Transportation 10 Florida Statutes, Chapter ( 45

63 Appendix B. Funding and Programming Protocol programs and the remainder for any legitimate state transportation purpose. The DS fund may be used to support planning and design, capital or construction, and operations cost of ITS projects on the state highway system. Unrestricted State Primary (D) Unrestricted State Primary funds can be used to support projects on the state highway system. The D fund may be used to support planning and design, capital or construction, operations, and maintenance cost of ITS projects. ITS routine maintenance (M&O contract) projects may be funded by D fund. Statewide Inter/Intrastate Highways (DI) Statewide Inter/Intrastate Highways fund is usually applied to projects on the Inter/Intrastate highways for planning, construction, and operation. District In House Product Support (DIH) The DIH fund support manpower and related program components which directly support project needs. DIH is eligible for preliminary engineering, R/W support, construction engineering inspection, materials testing, and traffic operations estimated direct costs which are not funded with federal aid or other funds. Toll Revenues According to the District 4 Work Program Instructions, turnpike revenues and expressway revenues can be used to fund ITS projects on turnpike and expressway facilities respectively. These projected will be included in the Ten Year ITS Cost Feasible Plan. In addition, toll revenues collected on express lanes can also be used for transportation improvement projects on interstates. Advance Construction Funds (ACNP, ACCM, ACSA, ACSU) The advance construction (AC) funds in Title 23, Section 115 allow states to start a project without sufficient Federal-aid obligation authority to cover the Federal share of project costs, and convert an advance-constructed project to a Federal-aid project and receiving subsequent reimbursements when the sufficient obligation authority becomes available in the future. The AC funds enable a state to conserve obligation authority and maintain flexibility in its transportation funding program. The AC funds are eligible for planning and design, capital or construction, and operations cost of ITS projects. 46

64 Appendix B. Funding and Programming Protocol Grant opportunities FHWA provide various grants for TSM&O pilot projects in the Southeast Florida Region to support initiatives and demonstrate benefits. Projects funded by grants include adaptive signal control system pilot project in Palm Beach County, Adaptive Signal Control Technology (ASCT) Pilot Project in Miami-Dade County, ICM planning, and TSMO capability maturity model work. B.3.3 Local Funds Table 22. Local Funds for TSM&O Projects Eligible Facilities Planning & Design Capital & Construction Operations Maintenance Fuel Tax All Public Roads Sales Tax/Surtax All Public Roads Signal Operation & Maintenance Agreement All Public Roads Impact Fee All Public Roads Mobility Fee All Public Roads General Revenue All Public Roads Tax Increment Financing (TIF) / Community Redevelopment Agencies (CRA) All Public Roads Public Private Partnership All Public Roads Downtown Development Authority (DDA) / Special District Transportation Management Association (TMA) All Public Roads All Public Roads Parking and Other Fees All Public Roads Fuel Taxes Fuel taxes are major sources for local governments to fund transportation projects. The initiation was originally driven by local government s needs to raise more revenue for the expansion and improvement of their transportation systems. There are two fuel taxes in Florida that can be used exclusively for transportation needs: Ninth-Cent Fuel Tax and 47

65 Appendix B. Funding and Programming Protocol Local Option Fuel Tax. Broward and Palm Beach Counties impose 12 cents, while Miami- Dade County only imposes 10 cents of optional tax. The Ninth-Cent Fuel Tax was first authorized in 1972 by s , Florida Statutes, allowing a county s governing body to impose one cent tax per gallon fuel in addition to the 8 cents state fuel tax at that time. Originally, the Ninth-Cent Fuel Tax had to be approved by the electorate in a countywide referendum. In 1993, the Legislature allowed it to be imposed by any county, regardless of its size, by an extraordinary (a majority plus one) vote of the county s Board of Commissioners, without holding a referendum. The counties may share the proceeds of the tax with municipalities in whatever proportion agreed upon. In Florida, 53 out of 67 counties have implemented the Ninth-Cent Fuel Tax. These proceeds may be used to fund transportation expenditures including: Public transportation operations and maintenance. Roadway and right-of-way maintenance and equipment and structures used primarily for the storage and maintenance of such equipment. Roadway and right-of-way drainage. Street lighting installation, operation, maintenance, and repair. Traffic signs, traffic engineering, signalization, and pavement markings, installation, operation, maintenance, and repair. Bridge maintenance and operation. Debt service and current expenditures for transportation capital projects in the foregoing program areas, including construction or reconstruction of roads and sidewalks. (Section (7), Florida Statutes). The Local Option Gas Tax (LOGT) was first established in 1983, allowing the county to impose one to six cents per gallon tax on both motor fuel and diesel by a majority vote of the county commissioners or a county-wide referendum initiated by either the county commission or municipalities representing more than 50% of the county's population. The second LOGT authorized in 1993 provides counties the option of imposing another 1 cent to 5 cents on each gallon of motor fuel sold, which allows counties to levy a tax of up to 11 cents on each gallons of gasoline, while the rate for diesel remained standard in every county at 6 cents per gallon. The authorization needs to be approved by an extraordinary vote of the county commission or a county-wide referendum initiated by the commission. The proceeds of the tax must be shared with municipalities. The tax may be used to fund transportation expenditures as described in Florida Statutes Section (7)., In 48

66 Appendix B. Funding and Programming Protocol addition to the Ninth-cent Fuel Tax, there are currently 67 counties in Florida have implemented a Local Option Fuel Tax, among which 26 have imposed the maximum of 11 cents per gallon Local Option Fuel Tax, including Palm Beach and Broward County. Figure 12. Locally Imposed Motor Fuel Taxes ( /gal as of 2016) Source: FDOT, Florida s Transportation Tax Sources. Discretionary Sales Surtaxes Provided for by s (1) F.S., the Discretionary Sales Surtax is another major transportation revenue source for local government. The state has been sharing its power to levy sales taxes with lower level of government since Since then, many types of local option taxes have been established, among which two have been frequently used for transportation needs: the Charter County and Regional Transportation System (Sales) Surtax and the Local Government Infrastructure Surtax. The Charter County and Regional Transportation System (Sales) Surtax may be levied at a rate of up to 1% of the taxable transaction 11 to fund fixed guideway rapid transit system. This tax was originally driven by the need to fund the Dade Area Rapid Transit (DART) system in Several revisions have been enacted by legislature since then to broaden 11 The tax does not apply to single item sales amounts above $5,000 or to fuel sales taxes, and must be approved by countywide referendum. 49