ASCE Continuing Education Seminar

Orange County Branch

Transportation Technical Group

Intelligent Transportation Systems (ITS) Seminar

Caltrans District 7 Connected Corridors Pilot on I-210

November 13, 2015

Irvine, CA

Ali Zaghari, Deputy District Director, Operations

Caltrans District 7, Los Angeles

Agenda

Congestion Challenges and Existing Infrastructure Capabilities

Integrated Corridor Management – the Global Perspective

Introduction: Connected Corridors, Caltrans District 7, and the I-210 Pilot

The I-210 Pilot – Corridor Selection, Corridor Attributes, Objectives

Partnerships and Stakeholder Involvement

Institutional and Governance Issues

Investment and Funding Opportunities

Lessons Learned

2

Los Angeles: Region with Worst Traffic

• 6 out of 10 most congested freeways in CA located in LA county*(Routes 5, 405, 101, 60, 10, and 210)

• 4 worst bottlenecks are in Los Angeles• About 45% of all [traffic] delay statewide is experienced in Los Angeles

County • 80 Hours (Annual Hour Lost to Congestion per Motorist)**• $1,711 (Annual Cost of Lost Time and Wasted Fuel per Motorist)**

* California Department of Transportation "Mile Marker" performance report, February 2014** Texas A&M Transportation Institute, 2015 Urban Mobility Scorecard

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Los Angeles Congestion Problem (2nd in US)

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Source:

Texas A&M Transportation Institute,

2015 Urban Mobility Scorecard

Southern California 2035 Forecast

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Source: SCAG RTP/SCS Growth Forecast (Adopted April 2012)

Southern California

2035 Forecast for

Population &

Employment Growth

2008 2035 IncreasePopulation 17.9 22.1 23%Employment 7.7 9.4 22%

* by millions

Caltrans District 7 Infrastructure

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More than 550 HOV miles

1092 Ramp & Connector

Metering Systems

487 CCTV Cameras

1,188 Centerline Miles

128 Changeable Message Signs

19 Highway Advisory Radios

1281 Traffic Signals

500 miles of fiber optics

Surveillance System to monitor

roadway conditions

Ramp Metering to relieve

congestion

Changeable Message

Sign

Freeway Service

Patrol

Integrated Management Solutions

Successful Implementations (ITS, ATDM, and other Operational Strategies)

• The 42-mile loop; ramp metering, freeway surveillance and management in 1970s

• 1984 Summer Olympics

– Strong Coordination with local and regional agencies; Metro, LA County, LADOT, CHP, LAPD, LAC Sheriff

– Active Transportation and Demand Management

– Flexible/modified work hours in downtown and heavily event concentrated areas

– Truck and Auto Restrictions in Key locations

– Aggressive changes in Schedule of Delivery of Goods

• First state of the art LARTMC

• First Dynamic Lane Management on SHS

• First Corridor-wide Adaptive Ramp Metering

• Dynamic Corridor Congestion Management Project (in development)

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System Management or Mobility Pyramid

Transportation Investments have more impact if built

upon this foundation

• Emphasized since 2006

• RTP 2008 and 2012

• Bigger bang for the buck

The Global Perspective

California has been active in Integrated Corridor Management for many years

Definition of ICM includes transit, freight, non-motorized transport with all modes and partner

agencies working together to better manage the transportation system

ICM is at the forefront for Caltrans and is a focus of the Strategic Management Plan

Caltrans implemented a new mission and vision that emphasizes safety, sustainability, partnerships,

and performance metrics

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Mission and Vision

Caltrans Mission:

Provide a safe, sustainable, integrated, and efficient transportation system to enhance

California’s economy and livability.

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Caltrans Vision:

A performance-driven, transparent, and accountable

organization that values its people, resources and partners,

and meets new challenges through leadership, innovation, and

teamwork.

Transportation Systems Management and Operations

(TSM&O)

Caltrans is developing a comprehensive program to develop, implement and support

TSM&O throughout the organization.

The TSM&O program promotes and transforms Caltrans and its partners to a

performance-driven system management culture that allows us to actively manage and

operate the integrated, multimodal transportation system.

Statewide CMM to assist Caltrans Districts and partners to conduct self assessments and

determine path towards optimization.

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Connected Corridors; CT D7; the I-210 Pilot

Connected Corridors Program

A statewide ICM program that looks at an entire transportation system and all opportunities to move people and

goods in the most efficient manner possible—including freeways, arterials, transit, parking, travel demand

strategies, agency collaboration, and more—to ensure the greatest potential gains in operational performance

will be achieved.

Caltrans District 7

Selected for the first CC pilot with District 7, Division of Traffic Operations currently undergoing a reorganization

to support ICM and TSM&O products and services.

The I-210 Pilot

Interstate 210 with supporting arterials, transit and previous regional efforts was selected as the CC Pilot

location.

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I-210 Corridor Area

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Site Selection Factors

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Item Rating Notes

Geometry Excellent Several Parallel arterials in close proximity of I-210; freeway frontage streets in Pasadena

Jurisdictional Environment Good Possibility of doing pilot deployment within one or two cities

Freeway Traffic Detection Very Good Sensors on mainline and most ramps.

Arterial Traffic Detection Promising Many intersections already equipped with traffic sensors

Traffic Demand Patterns Very Good Westbound traffic during AM peak; eastbound traffic during PM peak, average % of trucks

Existing Freeway Control Excellent Existing HOV lanes; ramps and freeway interchanges metered

Existing Arterial Control Good Traffic responsive system already in place on some arterials, participation of key cities in IEN.

Existing Transit Services Very Good Metro Gold Line running parallel to I-210, in close proximity

Park-and-ride capabilities Uncertain Many existing facilities exhibit high occupancy rates

ICM Opportunities – Peak Hour Challenging, with high potential benefits

High congestion level on freeway; some arterials with limited extra capacities at some intersections; incident response needs; different traffic pattern on Fridays

Arterial Network

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CC I-210 Pilot Objectives

Improved real-time system monitoring capabilities through the utilization of emerging data

collection techniques, such as probe vehicle data collection capabilities

Improved incident response coordination

Improved ability to optimize corridor operations in real time

Enhanced ability to influence traffic patterns and travel demand through improved data

dissemination techniques

Implementation of improved traffic and demand management applications

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2.8 1.2 13.3 7.5

11.2 2.9 9.5

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In 2013 a total of approximately 6,000 incidents were reported within the project limits. (500 per month)

Major Incidents on I-210 (2009 – 2013)

2.3

3.2

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8.8 14.0

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0.0 – 5.0 hrs.

5.1 – 10.0 hrs.

10.1 – 23.9 hrs.

24.0 + hrs.

Operational Scenario

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEAD

ACCIDENT

AHEADFreeway CMS

DMS/TrailblazerACCIDENT

AHEAD

ACCIDENT

AHEAD

Adjust Upstream Ramp Meter

Adjust Downstream Ramp Meter

Adjust Signal Timing

Go 511

Stakeholder Involvement

Persistent Approach

Continue to engage stakeholders with regular meetings

Produce quarterly newsletter specifically with stakeholders in mind and update CC website

regularly

Solicit input and feedback on project documents, user needs, and requirements

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I-210 Pilot Stakeholders

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Institutional Challenges

Inter-agency trust needs to be built

Lead agency identification

Agencies have different priorities and/or different

technologies

Key personnel turnover

Agencies cannot agree on roles and

responsibilities; agreements not

signed

Stakeholders are not familiar with

each other

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Governance Challenges

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Caltrans historically organized in functional

units creating silos

Multiple jurisdictions managing

small pieces of larger corridor

ICM technologies still evolving, staff/agencies unfamiliar with process

Funding can be difficult to obtain

Overcoming Challenges

Project Charter established stakeholder roles and responsibilities (signed in June 2015)

Initial project champions at District 7 to show Caltrans leadership and commitment to CC

and Pilot

Multiple staff assigned to seek and secure funding; phase project to match available

funding

Regular meetings to build trust and consensus

District 7 reorganization to support corridor management, set an example to other CT

Districts

Hired Corridor Manager as long term champion

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District 7 Reorganization

Caltrans has embarked upon a reorganization of District 7’s Division of Traffic Operations to better support

corridor management

The new organizational structure currently being implemented moves the Division from functional to

geographically-based units

The primary goal is to create an organization that focuses on corridor and system management (TSM&O) and

addresses the following priorities:

Establish accountability for corridor performance,

Improve collaborative, multi-agency planning for operations,

Expand real-time active traffic management,

Provide cross-functional working and training opportunities for staff

Ensure responsiveness to internal and external partners.

Staff have already been promoted/reassigned

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District 7 Reorganization

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Investment and Funding Opportunities

Successes

$20 Million of State Highway Operation and Protection Program (SHOPP) funding secured for

freeway improvements

LA Metro board approved $6.45 million for arterial improvements

Stakeholders were actively involved in the application process and identified specific local

improvements

Challenges

Operations and Maintenance

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Lessons Learned

“Human ICM”

While the Connected Corridors Pilot is in development, using informal ‘human’ communications to

address incidents

The networking of people is the foundation for success

Initial and On-going Stakeholder Involvement

Actively sought stakeholders; conducted smaller, focused meetings to introduce project

Brought stakeholders on-board one at a time and built momentum

Continue engagement on a regular basis to maintain trust, energy

Involve stakeholders on small and large details alike to develop incremental consensus

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Thank You!

Questions?

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