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Louisiana DOTD 5-YearITS Strategic Business Plan

October 5, 2010

DOTD ITS Strategic Business Plan

October 5, 2010 Page 1

Table of Contents

1.0 Introduction .......................................................................................................................................... 3

2.0 Strategic Plan ........................................................................................................................................ 5

2.1 ITS Deployment ........................................................................................................................ 5

2.2 TMC Operations ....................................................................................................................... 9

2.3 ITS Maintenance ..................................................................................................................... 11

2.4 ITS Systems ............................................................................................................................ 13

2.5 Roadway Safety Incident Program .......................................................................................... 15

2.6 Traffic Incident Management ................................................................................................. 16

2.7 Traveler Information .............................................................................................................. 17

2.8 Traffic Engineering ................................................................................................................. 19

2.9 Partnering .............................................................................................................................. 21

2.10 Public Outreach ...................................................................................................................... 23

3.0 Business Plan ....................................................................................................................................... 25

4.0 Cost Estimates ..................................................................................................................................... 31

5.0 Performance Measures ....................................................................................................................... 35

6.0 Beyond the Year 2015 ............................................................................................................................ 36

Acknowledgements ........................................................................................................................................ 38

Table of Figures

Figure 1 Approximate ITS Deployment

Figure 2 ITS Communications Infrastructure

Figure 3 Potential TMC Operations Performance Measures

Figure 4 Potential ITS Maintenance Performance Measures



Acronyms

ATMS Advanced Traffic Management Systems

AVL Automated Vehicle Location

BCR Benefit Cost Ratio

CAD Computer Aided Dispatch

CCTV Closed Circuit Television

DMS Dynamic Message Sign

EOC Emergency Operations Center

FHWA Federal Highway Administration

GIS Geographic Information Systems

GPS Global Positioning System

ITS Intelligent Transportation Systems

DOTD (DOTD) Louisiana Department of Transportation and Development

LSP Louisiana State Police

MOT Maintenance of Traffic

MOU Memorandum of Understanding

MTBF Mean Time Between Failures

NTCIP National Transportation Communications for ITS Protocol

PTZ Pan/Tilt/Zoom

PM/CM Preventive Maintenance / Corrective Maintenance

O-D Origin and Destination

O&M Operations and Maintenance

QPL Qualified Product List

RFP Request For Proposal

RSIP Roadway Safety Incident Program (Formerly MAP)

RWIS Roadway Weather Information Systems

SOP Standard Operating Procedures

TIM Traffic Incident Management

TMC Transportation Management Center

TSM&O Transportation System Management & Operations

UPS Uninterruptible Power Supply

VD Vehicle Detector

VII Vehicle Infrastructure Integration



1.0 IntroductionOver the past decade, the Louisiana Department ofTransportation and Development (DOTD) Section56 has made significant investments in IntelligentTransportation Systems (ITS) to improve theoperations of the state’s transportation systems aswell as facilitate Louisiana’s unique needs forhurricane related emergency evacuation.

In March 2000, DOTD prepared the Louisiana ITSBusiness Plan to develop a long-term strategicvision and program of projects to integrate ITSapplications into its surface transportationplanning, operation, and management activities.The Plan identified the requirements forcoordinating, planning, integrating, funding, anddeploying a statewide program of ITS initiatives toimprove the safety and efficiency of the state’sexisting and planned transportation network. Inaddition, the “Louisiana Statewide ITSImplementation & Telecommunications Plan” wasprepared to achieve the following vision:

Major traveler delays on freeways and majorarterial routes will be minimized through rapiddetection, response, and clearance of allreported incidents.

Citizens will be able to reach safe locationsduring emergency evacuations sooner throughthe continuous monitoring and managementof traffic and communication of best routeinformation to evacuees.

Travelers will be able to avoid delays onfreeways and major arterial routes through theavailability of accurate information on workzone, construction area, and incident locationsin a wide variety of ways, both pre-trip and en-route.

Travelers will be able to make informeddecisions about trip need, time, route, andmode because they will be able to accessaccurate information about current trafficconditions and public transit options.

Accidents in work zone areas and at high-accident locations will be reduced throughadvance warnings and effective speed controlmeasures through additional DMS installations.

Traveler delay on major arterial routes will beminimized through use of traffic signal controlstrategies that respond to changing trafficconditions.

Louisiana’s industry will realize lowertransportation costs.

Quality of life will be improved because travelwill become more predictable and lessstressful.

The goals of this ITS Strategic Business Plan werecontinued from the “Louisiana Statewide ITSImplementation & Telecommunications Plan”(2003) as follows:

Improved Transportation Network Safety

Improved Traffic Management

Reduced Non-Recurring Congestion

Effective Dissemination of Traffic Information

Improved Emergency Management

More Efficient Modal Utilization

Improved Administrative Efficiency,Operational Safety, and Productivity forCommercial Vehicles

The purpose of this ITS Strategic Business Plan is toprovide guidance on the direction of the ITSProgram over the next five years (2011 – 2015).For the purposes of the current development ofthe ITS Strategic Business Plan, the above visionand business plan goals are considered appropriateand remain the same. The contents of this reportinclude the following:

1. Introduction - Discussion of the backgroundand purpose of the ITS Strategic Business Planand its contents.

2. Strategic Plan - Development of a visionreflecting the desired status of the ITS programin the year 2015. This vision addresses eachfacet of the program including: ITSdeployment; TMC operations; ITSmaintenance; ITS systems; motorist safetypatrols; traffic incident management; travelerinformation; traffic engineering; partnering;and public outreach.



3. Business Plan - The Business Plan providesfuture initiatives for each of the abovecategories on a year-by-year basis (i.e., 2011 –2015).

4. Cost Estimates - Cost estimates are providedfor each significant component listed in thebusiness plan in terms of initial costs andannual costs of operations and maintenance.Activities to be conducted by staff are notincluded in the analysis.

5. Performance Management - Performancemeasures are developed to track the progressand effectiveness of the ITS program on anannual basis.

6. Beyond the Year 2015 - A list of initiatives isprovided to position DOTD to continuouslyimprove the ITS program in preparing for thenext generation of transportation needs andtechnologies.

The methodology used in preparing this report wasbased on interactive workshops conducted withDOTD management, other agencies andconsultants as well as follow-up interviews withstakeholders.In summary, the “ITS Strategic Business Plan”provides specific initiatives on the projects,processes and strategies needed to achieve thevision and business goals of the DOTD ITS program.These initiatives will be incorporated into currentand future contracts, as well as work programupdates, then tracked on an annual basis to ensurethat they are being accomplished.



2.0 Strategic PlanThe ITS StrategicBusiness Planpresented in thisdocument wasdeveloped for afive-year timeperiod. This is inrecognition thatthe time framebeyond five years will be influenced by majorinitiatives and emerging technologies (e.g.,IntelliDrive); therefore, this Strategic Business Planwas developed to cover the years 2011 – 2015.

One of the most significant areas of the StrategicBusiness Plan is ITS deployment. It is impractical todeploy ITS technologies throughout the entirestate highway system. Return on investment in ITStechnologies is highest when they are deployedstrategically along critical highway segments ofprime importance to the State. These includeinterstates, freeways, expressways, and majorarterials which serve a large portion of the annualvehicle-miles traveled and annual freight flowswithin Louisiana. It also includes areas that:

Experience significant recurring and non-recurring congestion;

Experience a high number of crashes;

Serve as an evacuation route duringemergencies;

Serve as a major freight route within andthrough the state; and

Provide connections to intermodal facilities.

In establishing ITS priority corridors, the existingcommunications infrastructure and roadwayfunctional classification system were considered.

The strategic vision is presented in terms ofdescribing existing conditions and providing futureinitiatives to achieve the desired status of each keycomponent of the ITS program in the future (i.e.,2015). Specifically, these components include thefollowing: ITS deployment; TMC operations; ITSmaintenance; ITS systems; Roadway SafetyIncident Program (RSIP); traffic incident

management; traveler information; trafficengineering; partnering; and public outreach.

2.1 ITS DeploymentThis section summarizes the current ITSinfrastructure including Closed Circuit Television(CCTV) cameras, Dynamic Message Signs (DMS),Vehicle Detectors (VD), Roadway Safety IncidentProgram (RSIP), as well as communicationinfrastructure, and provides initiatives for futuredeployments.

The current ITS inventory has CCTV cameras, DMS,and VD located along the major roadwayssurrounding the metropolitan regions of BatonRouge, Shreveport, Lake Charles, Lafayette,Houma, Hammond, and New Orleans. Theinformation collected by these devices istransmitted to the statewide and/or the regionalTraffic Management Centers (TMC’s) to provideoperators a clear picture of traffic flow around theregion. There are over 180 CCTV cameras (PTZand Fixed), approximately 30 DMS’s, and over 120VD (DOTD and Traffic.com), which are distributedin the various regions as shown in the adjacenttable. These deployments were based on the 2000ITS Business Plan, which provided a long-termstrategic vision and program of projects to assistthe state in integrating ITS applications into itssurface transportation planning, operation andmanagement activities.

The ITS communications network infrastructure iscomprised of a combination of 21 Mbps leasedlines from AT&T, leased fiber optic cable (MCI,Qwest, and Detel), DOTD installed fiber optic cableand 155 Mbps microwave links. A full pageillustration of this graphic is located in Figure 2.

Figure 1 Approximate ITS DeploymentRegion CCTV DMS VD

Baton Rouge >100 8 >60

Shreveport >15 12 >70

Lake Charles >10 0 5Lafayette >50 7 15

Houma >15 2 12Hammond/North Shore >45 5 10

New Orleans >70 15 >20Total >305 >49 >125



Currently, the major ongoing ITS improvement isthe ITS Design-Build (Phases 1 and 2) project,which incorporates the installation ofcommunications infrastructure, CCTV cameras, VDand DMS’s from Baton Rouge to New Orleans andBaton Rouge to Lafayette.

Future Initiatives

The following initiatives are proposed in planningand deploying future ITS infrastructure to supportDOTD operations and the motoring public.

1. Determine the Appropriate Scale of ITS ScaleITS deployment based on a desired level ofservice to provide to the public. For example:

Develop minimum spacing criteria for ITSdevices to support the identification,verification, and response to incidents.

Define the minimum level of service to beprovided to customers and then have theprivate sector enter into an agreementwith the Department to provide addedvalue at no cost. Examples of this wouldbe travel times or data provided by aprivate entities.

2. ITS Master Plan Develop an overall visionof the “ultimate” ITS infrastructure build-out. This plan will be reviewed every five(5) years in conjunction with the ITSbusiness plan. This critical step identifiesthe ITS equipment required as well ascapital, operations and maintenance costsassociated with that equipment. This willsupport the annual budgeting of ITS fundsto complete the programs goals.

3. Deployment The following field deviceshave been identified by operations andplanning staff as the most critical devicesrequired in order of priority:

a. Expansion of the CCTV cameracoverage to interstates included withinthe largest cities such as Baton Rouge,New Orleans, Lafayette, andShreveport. Given that deployingadditional CCTV cameras andassociated communicationinfrastructure requires capitalinvestment, and that a 100% CCTV

coverage is cost-prohibitive andunnecessary, the expansion of theCCTV camera coverage is prioritizedbased upon the following threecriteria:

i. High crash locations thatinclude major impact on thecorridor(s);

ii. High levels of trafficcongestion; and

iii. Availability of fiber-opticcommunication networks

Phased implementation is recommendedwhere “near-term” includes interstate orstate roadways with existing fiber opticcommunications; “medium-term” includesstate roadways experiencing high levels oftraffic congestion but with some or nofiber-optic communications; and “long-term” includes state roadways with nofiber-optic communications.

b. Expansion of Dynamic Message Signsto provide extended coverage oftraveler information.



Figure 2 ITS Communications Infrastructure



This Strategic Plan expands upon theexisting system within the State byrecommending additional DMS atcritical locations identified along themajor interstates. The additional DMSwill assist drivers in making routechoices; alert them of travel times,delays, crashes and construction; andinform them of closed lanes, roadways,exit ramps, and emergencies.

DMS have been problematic as manydevices were provided by vendors whono longer support maintenance. DMSretrofits will continue with newer fullmatrix signs.

c. Expand the vehicle detection networkby deploying traffic sensors andacquire data from private sources (i.e.INRX) to effectively collect travel timesthroughout the State. Continue to usetraffic sensors to collect travel timeinformation on highways such as I-10,I-12, I-20, I-110, I-49, and LA-190 as wellas those highways where CCTV cameracoverage exists or is proposed.Providing a dense network of vehicledetectors is not needed or desired.Vehicle detectors will be located atstrategic or key locations rather thanproviding full coverage of the entireinterstate network.

Future TMC central software willcontinue to extract data from theTraffic.com server for all of their trafficsensors. The software will thencombine the Traffic.com data withother ITS sensors owned by DOTD.

d. Expand the ramp metering system inmajor cities (i.e., New Orleans andBaton Rouge), as appropriate, toimprove highway operations duringpeak periods.

e. The early deployment of the HighwayAdvisory Radio system produced alower quality and sometimes anineffective signal. DOTD willinvestigate the use of newer, more

reliable systems to expand the HARsystem. The previous RWIS systemsdeployed were not located in the most

ideal locations to produce relevantdata. DOTD will also investigatepotential expansion of the RWIS tomore suitable locations.

4. Mainstreaming ITS deployment will bemainstreamed as part of all design andconstruction projects, where applicable.Roadway and bridge construction projectswill be reviewed to determine if theinstallation of conduit as part ofconstruction would support the overall ITSdeployment program. Section 56 will takethe initiative to work with other sections tomainstream and recommend technologiessuitable for in the use in Smart Workzones. This would enable the ITS networkto be expanded more cost effectively byutilizing construction projects that mayalready include earth disturbance (lessexpensive conduit and pull boxinstallation), as well as higher quantities of



concrete (reduction in ITS foundationscosts). In summary, coordination withtypical highway and bridge projects willreduce the overall capital funding requiredfor ITS deployment.

5. Arterial Systems Signal systems that areintegral diversion routes to major interstateswill be reviewed and timing plans will beestablished to include coordination of arterialsignals and ramp metering during evacuations.Arterial DMS’s could be installed along theapproaches of each I-10, I-12, I-49, and I-20interchange to provide information tomotorists within major metropolitan areasencompassing these interstates.

By developing and implementing a MasterPlan, based on input received from planningand operations staff ,the ITS Division can betterdocument the benefits of strategic ITSdeployment throughout the State. Thisinformation can be utilized as a basis forfunding requests to complete the ultimatedeployment build-out as well as coveringoperations and maintenance of the system.

2.2 TMC OperationsThe existing Statewide TMC located in Baton Rougeand New Orleans Regional TMC both operate24hours per day, 7 days per week, 365 days per year.The Baton Rouge TMC is shared with theEmergency Operations Center. Regional TMC’s arelocated in Baton Rouge, New Orleans, Shreveport,and Houma. The regional TMC’s operate Monday– Friday, 6:00am – 10:00pm. The Statewide TMCtakes control of the regional TMC’s during nightsand weekends. The existing TMC’s are primarilyresponsible for the following functions:

Incident Management TMC operators areresponsible for receiving and collectingincident information; documenting, activatingand updating information into the 511software; dispatching RSIP vehicles if notalready on scene; notifying emergencyagencies and providing updates; postingmessages, updating messages and blankingDMS’s; sending and updating incident email

alert and twitter notifications; and locatingincidents via CCTV cameras.

RSIP Program Management TMC operatorsmonitor RSIP activity in terms of the eventactivities and motorists they are assisting. Thisencompasses information on RSIP schedules,abandoned vehicles, debris, and incidents,incidents with injuries and/or fatalities, missing/ malfunctioning equipment, RSIP accidentinvolvement and Maintenance of Traffic(MOT).

Emergency Management The TMC operator’srole prior to, during, and after an emergencyvaries based on the type and severity of theemergency. For example, during a hurricaneevent the TMC operators are responsible forcoordination with other DOTD sections, otheragencies, and emergency responders withinthe region.

Special Event Management TMC operators areresponsible for supporting special eventmanagement, including posting advancemessages on DMS’s and monitoring impactsalong roadways within the system.

Equipment Failure Monitoring The TMCoperations staff monitors the “health status”of the ITS equipment in the field. This includesmonitoring the status of CCTV cameras, DMS’s,vehicle detectors, and communications.Equipment failures are reported through the“trouble ticket” process.

Amber Alerts The TMC operator is responsiblefor posting Amber alerts in accordance withState policy.

Future Initiatives

The efficiency of TMC operations will improve,while realizing the potential of the Statewide ITSprogram, through implementation of the following:



1. Performance Measures As the TMC StandardOperating Procedures (SOP) are beingdeveloped, specific performance measuresshould be considered. Potential performancemeasures are presented in Figure 3.

2. Training A formalized training program will bedeveloped and implemented for new andexisting staff. The Standard OperatingProcedures (SOPs) will provide the basis for thetraining program. Trainees will utilize the SOPsin order to make the training more beneficialand interactive.

3. Certification The current TMC OperatorCertification Program will be enhanced basedon the SOPs and training manuals. Thisupdated certification program will be used toassess all the TMC staff’s knowledge of theirposition by conducting daily tests to identifyweakness and areas needing additionaltraining. Daily tests will be a comprehensiveopen book test to allow trainees to learn howto find information in both the training manualand SOPs. The final test will be cumulative andinclude observations to further identifyweaknesses and additional training needs.Once the training is complete, and all tests arepassed, a certification will be issued to theTMC Operators to recognize theiraccomplishment. Those not passing theexamination will be subject to additional

recurrent training, focusing on the topicsidentified as most challenging to them basedon their test results.

Operational Audits On a periodic basis,each position will continue to be auditedthrough visual observation, interviews withsupervisors and peer staff, and acomprehensive performance review. If theaudit reveals a weakness in the position’sperformance, recurrent training will befocused in that area(s). The results ofthese audits will be used as input toimprove SOPs, training and certificationprograms.

Documentation Updates Trainingmaterials will be updated to conform tochanges in SOPs, status of ITS deploymentand TMC policies. SOPs and trainingmaterials will then be updated toincorporate changes. Changes occurringbetween annual updates will bedocumented as part of an appendix, andthen subsequently incorporated in the SOPduring the next scheduled update. Thefindings and recommendations generatedby analysis of performance measures willbe considered in the updates of SOPs andtraining. For example, if quality control(e.g., error-to-event ratios) is consistently

Figure 3 - Potential TMC Operations Performance MeasuresPerformance Measure Definition Suggested Threshold

Quality Control Ratio of TMC Operator “errors-to-events” measuredmonthly for all operations staff. Potential errors relateto data entry, notifications, DMS’s messaging, servicepatrol dispatching, etc. Reference DOTD StandardOperating Procedures” for details on the methodology.

Less than 0.20 error-to-eventper month

DMS’s Usage Comparison of the number of travel lane(s) blockingevents that were potentially signable versus the actualnumber of events signed (monthly average).

More than 95%

Service Patrol Dispatching Monthly average for all travel lane blocking events Less than 2 minutes fromevent detection

Event Confirmation Monthly average for all travel lane blocking events Less than 2 minutes fromevent detection

DMS’s Messaging Monthly average for all travel lane blocking events Less than 5 minutes fromevent confirmation

Notifications Monthly average for all travel lane blocking events Less than 7 minutes fromevent confirmation



being reported above the threshold, thenthe training materials will be revisited todetermine what changes are necessary toachieve the targets.

Video Wall Video walls within the TMC’swill be assessed from an operationalperspective to determine how they can bemore efficiently utilized. This assessmentwill consider the needs of the operators tomanage the roadway network moreefficiently as well as provide other neededfunctions. For example, in addition todisplaying video images, the video wallmay display the health status of theequipment in the field; signal systeminformation along strategic corridors; RSIPvehicle locations in real-time; performancemeasure dashboards; incident data on astreaming ticker at the bottom (or top) ofthe video wall; etc.

Workstations In addition to the corefunctions provided at the computerconsoles, additional functionality may beconsidered by adding more workstations tosome or all consoles. Additional functionsmay include signal system monitoring;traffic simulation software; strategicroadway network maps with selected GISlayers (e.g., congestion level exceedingdesignated thresholds; speed profiles alongselected roadways; crash data; etc.). Thiswill enable the TMC operator to provide amore encompassing proactive trafficmanagement and incident managementfunctions.

CCTV Camera and DMS’s CCTV cameraswill be positioned to view congested andhigh incident locations by time of day. Thisinformation will be derived from thehistoric data collected and processed bythe TMC software. In addition, presetDMS’s messages may also be consideredfor these same locations to providemotorist advisories as default messages.

Signals System Operation Include themonitoring of the signal systems and rampmeters, and refresh the timings, along

strategic corridors as part of the operator’sdaily functions.

Stakeholders Outreach ITS Managementwill partner with other sections withinDOTD, as well as other agencies, tocommunicate how TMC operations cansupport their needs. For example, TMCoperations may support the constructionactivities, through the use of smart workzones, in monitoring the impacts related tothe closure of lanes and shoulders;construction diversion routes; compliancewith lane-closure permits; and messagingon portable DMS’s.

In summary, while the primary focus continues tobe on efficiency, the incident managementcapabilities of TMC operations will be leveraged toaddress the needs of DOTD in managing theroadways system more effectively in terms oftraffic safety, congestion, and mobility.Furthermore, the TMC operation’s span ofcommand and control will grow proportionatelywith other initiatives as they come on-line in thefuture (e.g., integrated corridor management).

2.3 ITS MaintenanceWhile the focus of the ITSprogram in the past hasbeen on deployment,there will be a shift inpriority in operating andmaintaining theequipment as the systemis built-out. This is



anticipated to be reflected in the resources andfunding that will be assigned to this component ofthe program versus implementation.

Based on current operations, at the start of eachTMC shift, the operators verify that the CCTVcameras are working and are up on the website. Inaddition, the Public Information Office receivescalls from the public indicating that CCTV camerasare not functioning on the website and will notifyITS staff of such failure. If there is a problem, TMCstaff performs a Level 1 triage to determine if theoutage is a hardware, communication,maintenance, or construction issue. DOTD staffspends a significant amount of time resolving theseissues and therefore needs a more automatedprocess. Furthermore, DMS and CCTV maintenanceissues continue to be problematic requiring retrofitof legacy equipment.

Currently, DOTD uses in-house staff to performlimited preventive maintenance (e.g., changefilters, pest control, etc.). Maintenance staffincludes 25 people distributed throughout the ninedistricts and central office. The existing ITSMaintenance annual budget is $2.5 million (60%hardware, 40% labor). The Department usesauthorized vendors with approvals ranging from$5,000 - $25,000 for equipment diagnosis andrepairs. No preventative or response maintenanceis provided by outside vendors.

Since most ITS equipment is not within the travellanes, the vendors do not need to utilize resources

for Maintenance of Traffic (MOT), which reducecosts to DOTD. If MOT is required, then it istypically provided by the DOTD or scheduled aspart of construction projects.

DOTD will be rolling out a new Asset ManagementSystem for the Department in the near-term. TheITS infrastructure will need to be populated intothis system to effectively track ITS equipment, (i.e.,bar-code scanning including make, model, andfirmware of equipment); a trouble ticket systemintegrated with a maintenance reporting system totrack reports of outages, frequency and quality ofrepair, etc. This system will replace thespreadsheets and Microsoft Access Database thatDOTD currently has in place and will have portableentry capability for field staff. ITS devices will belocated on a GIS maps for easy identification andexpansion of the system.

The proposed ITS Maintenance Plan will providethe foundation for sustaining the longevity of thedevices. A Request for Proposal (RFP) is beingdeveloped to retain an ITS MaintenanceConsultant. This is anticipated to be led by anEngineering Consultant, with support provided by aMaintenance Contractor(s), based on qualificationselection criteria to improve the quality of servicesand avoid “low bid” procurement.

Future Initiatives

The following initiatives are proposed to improvethe efficiency of ITS maintenance and the reliabilityof the Statewide ITS infrastructure.

Figure 4 - Potential ITS Maintenance Performance Measures

Performance Measure Definition Suggested ThresholdResponse Maintenance

TMC Control RoomEquipment Failures

Time to respond to Control Room staff request.Time to respond on-site.Time to repair equipment malfunction.

15 minutes1 hour4 hours

ITS Field Equipment Failures CCTV cameras, DMS’s, Communications.Vehicle detectors, HAR, RWIS.

24 hours72 hours

Preventive MaintenanceDMS’s DMS’s, controller, cabinet and support

equipment.6 month intervals

CCTV Camera CCTV camera, controller, cabinet, switch, monitor,and support equipment.

6 month intervals

Vehicle Detection Vehicle detector, controller, cabinet and supportequipment plus alignment.

6 month intervals

Communications Equipment Communications devices, controller, cabinet andsupport equipment.

6 month intervals



1. Performance Measures As the ITSMaintenance RFP is being developed, specificperformance measures will be considered.Figure 4 demonstrates a maintenance plan forthe overall ITS program.

2. As-Built Documentation Detailed as-builtdrawings will be developed and easilyaccessible for all ITS infrastructure. Section 56has already taken a first step in documentingthe communication interfaces for all of theirITS equipment as well as have cataloged theequipment within the TMC. It is recommendedthat each ITS field device will be identified byGPS coordinates.

3. Mobility Mobile testing labs will be used todiagnose, troubleshoot, and repair systemsremotely. Maintenance technicians will beginto use wireless internet access so they canaccess a web-based asset management systemfor downloading maintenance history as wellas documenting maintenance activities.

4. Obsolescence Management PlanObsolescence issues for ITS technology will beaddressed, particularly as it pertains tooutdated equipment which can be replacedwith significantly better and more cost-effective technology. The ObsolescenceManagement Plan will help control theincreasing annual cost of maintaining andreplacing legacy ITS equipment. This plan willdescribe retrofit and replacement optionsusing available replacement cost estimateinformation. The plan will also assign anumerical obsolescence risk ranking to all ITSequipment, based primarily on condition andavailability of replacement parts andassemblies. Systems and equipment units withthe worst rankings will receive higher priority.

The above strategies are anticipated to result in ahigher level of system availability throughimproved reliability as well as improved responseand repair times. Furthermore, cost efficiencieswill be realized through a rational ITS equipmentreplacement program.

2.4 ITS SystemsCurrent ITS Systems are comprised of four (4) maincomponents, including their communicationsinfrastructure and TMC device control as notedbelow:

Individual TMC Specific Software TMCoperators utilize a variety of software packagesvarying from the highly integratedManagement Information System forTransportation (MIST®) package which controlsvarious ITS devices to vendor specificequipment control packages. This approach,while facilitating timely and cost effectivedeployments, has led to some operationalinefficiency in the documentation of incidents,the sharing of historical incident informationfor forensic reviews of the actions taken, andthe development of statewide best practices.

Hybrid Communications Strategy Thecommunication system supporting TMC’s is aheterogeneous combination of microwave,fiber, and leased lines connections. Thiscondition, while supporting the short termneeds of the Department, will present achallenge in the deployment and utilization oflarger more centralized applications, center-to-center communications, and operationalstrategies. The network is incomplete from astatewide perspective. Several projectscurrently underway are attempting to closesome of the interconnection gaps within thenext five (5) years.

Decentralized Data Collection and StorageExisting TMC data is archived locally and isutilized by the local staff to analyze theireffectiveness as well as for training exercises.The vision of a centralized data repository ordata warehouse will be hampered by thecurrent communication network as well as thevarying data formats (low band width versushigh band width) utilized by the TMC controlsystems.

Future Initiatives

The following future initiatives are proposed toimprove the ITS Systems while supporting theStatewide ITS program.



1. Identify and Procure a Statewide ATMSSoftware Package Develop a Concept ofOperations based on targeted interviews withstakeholders to define and validate a set ofsystem level requirements, which will be usedas a baseline for a set of procurementdocuments (Concept of Operations, High-Levelfunctional requirements and a Request forProposal) of an ATMS system. Therequirements will define a system that isscalable to accommodate the differencesbetween local and regional TMC’s. Thesoftware package will also enable thestatewide control center to manage otherregional TMC’s during off hours or duringemergencies. Particular care will be affordedto the interface between the TMC’s andEmergency Operations Centers (EOC’s), and tothe integration of the existing field equipmentand operational toolsets. The system willsupport the processes and procedures whichwill facilitate the coordination of incidentresponses as well as the communication ofroadway statuses between the various TMC’sand the statewide center. The procurementevaluation process will be designed tomaximize the benefit to the state in terms ofqualifications, schedule, features delivered andcost.

2. Complete the CommunicationsInterconnection While continuing the five (5)year “Filling-in-the-Gaps” communicationdeployment program, based on design-buildprojects, reassess the communicationbandwidth requirements. The use of a newATMS, based on TMC center-to-centercommunication needs, and an ultimate ITSdeployment will require more bandwidth thancurrently available. This assessment needs tobe a pragmatic approach based on the qualityof video images required (whether streamingvideo or frame updates are needed), thenumber of CCTV camera images beingtransmitted through the network and theconnectivity of the Statewide and regionalTMC’s and outside agencies.

3. Creation of a State Wide Data WarehouseEvaluate the strategies to develop and

maintain a state wide warehouse fortransportation data. This warehouse wouldallow for the identification of trends in trafficparameters, as well as the analysis andcomparison of incident response histories anddata. While this repository would not yield anyimmediate results, the creation of a historicalbaseline, compared against future changes andplanning efforts, will prove to be valuable. Anacademic (e.g. LSU) partner will be identified toassist in the long term evaluation of the data,as well as assist in providing input for the datasets to be archived.

4. Video Distribution DOTD is currently under ano-cost contract with Trafficland for postingvideo on their web site. Other value addedinnovations will be explored as part of thevideo dissemination engineering effort,including streaming video, mobile phoneapplications, media sharing, and streamliningof manual processes. As part of this effort, thecosts of internal video distribution to all TMC’swill be reviewed as well as the potentialbenefit of directly distributing video to themedia, emergency responders, and the publicwill be determined.

5. Field Equipment Interface StandardizationEstablish a Qualified Product List (QPL) whichwould define the field equipment, and networkcomponents used in the deployment of ITS andassociated infrastructure. While this is not anew concept, the management of this listwould ease and minimize the risk associatedwith future deployments, upgrades, andenhancements. An additional benefit would bethe reduced investment in the size of spareparts inventories. It would also allow for thestaging of inventories at key locations aroundthe state by maintaining spare parts (switches,CCTV cameras, DMS’s modules) at regionalTMC facilities.

6. Create a Process to Perform Periodic SystemPerformance Audits Establish a series ofperformance measures for evaluating theoperational efficiency of the systems andnetworks. The process will track the systemavailability, the causes, and reactions tofailures, as well as the specific failures.



Utilizing such a process will identify theweaknesses in the system, the networkapproach, or implementation strategies andrecommend mitigation of the specific failures.This process will also help define strategieswhich work quickly and efficiently to identifyand alleviate errors or outages/failures ofequipment based on historical maintenancerecords. These strategies will then becomepart of a systems and network best practicesdocument and distributed to techniciansstatewide.

7. Identify and Utilize an Enhanced MaintenanceManagement Support Tool Once the statewide ATMS has been deployed, there are manyopportunities to enhance the knowledge ofand control over the equipment and processeswhich make up the statewide system. Atracking system would enable the identificationof multiple failures of the same device orcomponent, the identification of a bad lot ofspare parts, or just the identification of adevice or component which does not satisfythe physical environment in Louisiana. Thissystem will also assist in the management ofwarranties, maintenance contracts, andmaintenance contractors, by identifying whichcomponents are still under manufacturer’swarranty, which devices are under amaintenance contract and which contractor isresponsible for the repair. It will also assist inthe management of the service andmaintenance contract, by allowing for theidentification of like or similar devices whichcould or will be covered by the same contract.This system used in conjunction with theperformance audits previously mentionedwould allow for the evaluation of theperformance of a maintenance consultant.

In summary, the primary focus on the IT Systemswill continue to be on maximizing the efficiencyand capabilities of TMC operations. It is envisionedthat they will provide and support a consist processthrough the implementation and utilization of astandards based approach to all systems,hardware, and operations procedures.

2.5 Roadway Safety Incident ProgramThe Roadway Safety Incident Program (RSIP),formerly known as the Motorist Assistance Patrol(MAP) program provides free assistance tostranded motorists. There are several RSIP vehiclesstatewide, plus tow trucks and debris managementpick-up vehicles. The RSIP program began as anoutgrowth of major construction programs and isconcentrated on the interstate system.

RSIP vehicles currently provide an average 400-450 assists each week to stranded motorists inBaton Rouge (I-10, I-12 and I-110), Lake Charles (I-10), Shreveport-Bossier City (I-20) and New Orleans(I-10). These assists include the following:

Provide one gallon of fuel

Change a flat tire

Jump start car

Assist law enforcement with traffic control

Basic assistance to stranded vehicles

Provide the use of a cellular phone to makea local call for additional assistance ifneeded

Credit for the success of the program is largelyattributed to the RSIP patrollers, who must bequalified first responders, quick thinkers andcustomer-oriented. In addition to assisting withvehicle problems, these contracted employees areoften the first to arrive at the scene of an accident.

Future InitiativesA balanced mix of incident management andmotorist assistance will be established for the RSIPprogram, as defined in the following initiatives.

1. Integrate RSIP into a TrafficManagement/Incident Management Role RSIPoperations need to be better integrated intothe traffic management/incident managementcomponent ofthe overall ITSprogram.Drivers will betrained inincidentmanagement



and will be a key services provider to state andlocal police during the response to and clearingof incidents. Communications between TMC’sand RSIP patrollers can be enhanced byintegrating the Automated Vehicle Location(AVL) system into the ATMS software to moreefficiently track and deploy the nearestresponder to provide traffic managementduring an incident.

2. Include Incident Management Devices in RSIPVehicles The RSIP vehicles will continue toutilize electronic arrow boards and a sufficientnumber of traffic cones to effectively supporttraffic control during incident management aswell as motorist assistance. DOTD RSIPpatrollers will be required to possess aminimum level of Maintenance of Traffic(MOT) training on work zone safety andincident management.

3. Utilize Mobile Cameras for Incident VideoMobile CCTV cameras will be installed on allRSIP vehicles with flexible camera mounts tofacilitate the repositioning of the camerasoutside the vehicle. The vehicles can providewireless feeds to the TMC so operators canprovide support to RSIP personnel andresponders at an incident.

4. Performance Based Contract “Low bid”contracts for the RSIP program are currentlyutilized. Innovative procurements will be usedto address motorist assistance such as the useof performance based contracts for theprogram. For example, the RSIP provider’scompensation may be based on qualificationsof the team (drivers trained in incidentmanagement / traffic control), vehicle-milespatrolled, the number of incidents they aidduring traffic control, motorists they assist,timeliness of service provided, quality control,and frequent performance monitoring andreporting.

5. Investigate Private Sponsorship The RSIPprogram is very well received and is the mostvisible program by DOTD. Approximately$2.8M annually is spent on its RSIP program,which accounts for approximately 14% of theentire (Operations and Construction) annual

ITS budget. Similar programs throughout thecountry receive advertising/sponsoringrevenue from private industry, such asinsurance carriers (State Farm sponsors thePennsylvania Turnpike MAP and FloridaTurnpike Enterprise Road Rangers). This typeof sponsorship could be an example of publicprivate partnership that helps travelers andalso provides funding to enhance the RSIPprogram. A sponsorship contribution ofapproximately 5-10% could save the ITS sectionalmost $300,000 a year.

6. Review Existing RSIP Coverage Existingcoverage will be reviewed, and necessaryadjustments made, based on historicinformation of high incident locations.

7. Promotion The program needs to promoteitself as a free safety service provided byDOTD. It is recommended that larger andmore visible logos are placed on the vehiclesand television traffic reports mention the RSIPprogram is provided by DOTD.

2.6 Traffic Incident ManagementTraffic incidents cause approximately 25% of trafficcongestion, butcan be managedso thatcongestion isreduced. TrafficIncidentManagement isan important toolin lessening the impact of non-recurring congestionas well as providing for a safer environment fordrivers. Traffic Incident Management (TIM) is aplanned and coordinated process to detect,respond to, and remove traffic incidents andrestore traffic capacity as safely and quickly aspossible. This coordinated process involves anumber of public and private sector partners,including: Law Enforcement, Fire and Rescue,Emergency Medical Services, Transportation,Public Safety Communications, EmergencyManagement, Towing and Recovery, HazardousMaterials Contractors, and Traffic InformationMedia.



The “Instant Tow Dispatch” program, a pilotprogram in its very infant stage, will use municipalpolice to instantly dispatch a tow truck to respondto an incident. If there is no tow, the towingcompany receives a predetermined compensation.The “Heavy Duty Tow Incentive Program”, also inits infant stage, will provide financial incentives inclearing a major incident within 60 minutes. If thisis not achieved, then they are compensated attheir contractual rates without penalties. TMCoperators serve as the time keeper for tracking theincident clearance times. This program is intendedto be used for major incidents that close theroadway (e.g., truck roll-over), but not hazardousmaterials events or trucks that are stalled. DOTDanticipates six to ten of these types of incidents peryear.

While Memoranda of Understandings (MOU’s) area first step in developing improved workingrelationships among emergency responders, “face-to-face” communications is needed with keyemergency responder partners (e.g., municipalpolice) to obtain their buy-in and developmeaningful Joint Operating Policies. TIM includesregional teams in Baton Rouge, New Orleans,Shreveport, Houma, Lafayette and a Corridor TIMteam for the North Shore (I-12 Corridor). Thetypical agenda includes the following: DOTDupdate on construction activities (including laneclosures and proposed construction); RSIP report;TMC Operations report (e.g., # incidents, incidentlocations, time to open lanes); post incidentanalyses (2-3 per meeting); and pilot programupdates. Occasionally, a training component isadded as well as updates of pending legislation(e.g., removal of abandoned vehicle from threedays to one day; Open Roads Policy). While theTIM teams are active in Baton Rouge, New Orleans,Shreveport, and North Shore, a better model isneeded for the smaller regions (i.e., Lake Charles,Houma, Monroe, Lafayette, and Alexandria).

Future Initiatives

1. TIM Participation Municipal Law Enforcementwill be encouraged to increase theirparticipation in TIM meetings. A TIM TeamDVD will be prepared to support agencyoutreach to increase their participation.

2. On-site Support Assign a part-timerepresentative that rotates to each District toprovide on-site support during major incidents.This person would represent the Departmentin coordination with other emergencyresponders and to communicate with the TMCand Public Information Office. Typically, thePublic Information Office receives real-timeupdates on incidents from TMC Operations.

3. Quick Clearance Develop quick clearancepolicies in defining a maximum time thresholdto clear an incident.

4. Hazardous Materials Cleanup Louisiana StatePolice has a unit assigned to respond toincidents involving hazardous materials;however, cleanup is provided by others. TheRSIP will support this effort by providing trafficcontrol assistance.

5. Multi-agency After Action Reviews Multi-agency after action reviews will be coordinatedby DOTD and the Louisiana State Police. Thesereviews will be used to improve incidentresponse, management, and clearance amongthe various agencies.

6. Interagency Agreements An “Open RoadsPolicy”, MOU, and specific Joint OperatingPolicies will be developed to implementrevised procedures to improve TIMperformance measures.

7. Diversion Routes Diversion route signaltiming plans and DMS messages will bedeveloped and implemented during roadclosures.

8. Computer Assisted Dispatch 911 ComputerAssisted Dispatch systems will be integratedinto the Statewide ATMS Software wherepossible.

2.7 Traveler InformationTraveler informationdissemination is asignificant component ofan effective incidentmanagement program.Managing traffic flowthrough an incident area



includes directing and informing travelers, not onlywithin the immediate incident area or queue, butalso in approaching the highway. By informingmotorists via DMS’s, HAR, website, publicannouncements or through the media, of anincident or delay, motorists are given forewarningto modify their route to avoid delays. The resultingcapacity relief can significantly reduce congestionat the incident site, which in turn can result in amore efficient incident response and clearance.These efficiencies may lead to:

Improved emergency response times;

Lower carbon-monoxide emissions, whichpromote a greener environment;

Reduced number of secondary accidents; and

Reduced delays for commuter and freighttraffic.

DMS’s, HAR and websites have traditionally beenthe primary means of traveler informationdissemination by state and local agencies. Since2005, there has been tremendous growth inwireless internet, in-vehicle navigation devices, andsmart phones. Added to this, the emergence ofsocial networking technologies makes it possible todisseminate traveler information directly toindividuals. Nevertheless, these technologies haveyet to reach wide-spread market penetration tolevels where a majority of travelers are covered.Until this occurs, DMS’s will continue to serve asthe primary means of en-route informationdissemination.

Future Initiatives

This ITS Strategic Plan expands upon the existingsystem within the state by recommendingadditional DMS’s at locations along the criticalinterstates within the state. The additional DMS’swill assist drivers in making route choices, alertthem of travel times, delays, crashes andconstruction, and inform them of closed lanes,roadways, exit ramps, and emergencies.

1. Electronic Signs The DMS’s provides a varietyof message options, including travel time.However, due to the high cost of DMS’s, lessexpensive ground-mounted static signs withelectronic inserts are proposed for the critical

links to the Interstate roadways that arecurrently without DMS’s. Travel time signsalso address Section 1201 of SAFETEA-LUwhich requires the establishment of "a real-time system management informationprogram to provide, in all states, the capabilityto monitor, in real-time, the traffic, and travelconditions of the major highways of the UnitedStates and to share that information." Thesigns can provide motorists with the traveltimes to multiple destinations to allow betteren-route decisions.

In addition, travel time information could beposted on typical full matrix or 3-line DMS’s asdefault messages as well as to displaypictograms to simplify the conveyance ofcomplex messages to motorists. Data for thetravel times can either be collected throughthe use of existing vehicle detectors, orthrough private companies.

2. Enhanced Traveler Information System TheTraveler Information System will be advanced,through a public-private partnership, inaddressing the needs of travelers using themulti-modal transportation system throughoutthe state. This will focus on the following:

511 website The existing www.511la.orgwill be enhanced to provide real-timetraveler information such as an origin anddestination (O-D) summary page. Thisinformation will be in addition to theexisting data of traffic operating

conditions, on-going construction projects,incidents, and other planned/unplannedevents, weather conditions and videoimages already available to the public. TheO-D feature would be beneficial byhighlighting specific routes such as New



Orleans to Baton Rouge, as well as routeinformation to major destinations, such asairports and seaports to aid in the efficientmovement of goods throughout Louisiana.

Provide other multi-modal facilityinformation on the website such asbus/trolley car schedules, delays, andcancellations. This information can betransmitted through the DOTD existingTwitter information disseminationprogram.

Cost DOTD single banner advertising onthe 511 website or only on the suggestedO-D table to provide funding to help off-setthe cost of maintaining the site.Advertising from commercial truckingcompanies may be easible as they benefitfrom the O-D information and have anopportunity for exposure to the public orother transportation industry companies.

3. Arterial Travel Times Technology applicationswill continue to be researched and tested toprovide reliable travel times along arterials.Such technologies may include Bluetooth toprovide additional information to/fromvehicles or wireless in-pavement sensors, suchas magnetometer technology, that can helpprovide travel time with little infrastructurerequirements. Magnetometer technologytakes a vehicle magnetic “print” and tracks italong a roadway to provide travel times. These“prints” can also be utilized to collect volume,speed and lane occupancy data

The aforementioned strategies will provideusers of the statewide roadway systemaccurate, reliable, timely and usefulinformation to make informed decisions onalternateroutes, modesand scheduleswhile the 511system willprovide abroader rangeof servicesregarding thestatewide

multi-modal transportation system (buses,trains, trolley/surface cars, airports) using avariety of dissemination devices (e.g.,interactive voice response, media, web site,social networks, text alerts, etc.).

4. Traffic Channel A traffic channel, similar to theweather channel, will be explored to broadcasttraffic on television. This channel can be alocal public access channel that provides feedsfrom the ATMS flow maps of the variousregions in the state, as well as scrollinginformation from the 511 or Traffic.comsystems.

2.8 Traffic EngineeringAccording to the Texas Transportation Institute,approximately one-half of traffic congestion can beattributed to recurring (normal) traffic conditionsand half to non-recurring (incidents) conditions,both operational scenarios need to be addressedas part of a comprehensive ITS program. Thiscomponent of the ITS Strategic Business Plan isfocused on applying traditional traffic engineeringprinciples to proactively optimize traffic systemefficiency during recurring (i.e., normal) conditions.

The term traffic engineering encompasses a rangeof tactics developed to optimize traffic operationsand safety. Traffic engineers typically conductmany (if not all) of the following tasks to identify“hot spots’ in terms of traffic congestion andsafety, then analyze, recommend, test and applyappropriate operational and safety mitigationmeasures:

Field Studies Investigation of physical andoperational characteristics; peak periodanalyses; identification of geometric, roadway,signing / pavement striping and traffic controldeficiencies; identification of constraints thatmay impact constructability of improvements;etc.

Data Collection Traffic counts along highwaysegments; turning movement counts atselected intersections; travel time & delaystudies; condition and collision diagrams;queuing studies; vehicle gap studies; etc.

Analyses Level of service analyses; signal



warrant analyses; safety reviews; crashanalyses; intersection analyses; intersectiondelay studies; conflict analyses; pedestrianstudies; sight distance studies; safe curvespeed studies; speed zone studies; etc.

Mitigation Measures Development andassessment of mitigation measures thataddress traffic operational and safetydeficiencies.

Evaluations Benefit / cost analyses; before &after studies.

The ITS resources (e.g., CCTV cameras, DMS’s,vehicle detection, etc.) managed at the TMC’s canbe a valuable asset in enhancing theaforementioned functions. This will contribute tothe increased efficiency in conducting many ofthese tasks from the TMC, thereby reducing costsassociated with field studies.

Future Initiatives

The following initiatives are proposed inconducting traditional traffic engineering functionswithin the TMC to develop a closer workingrelationship between traffic engineers (proactivetraffic management) and ITS operations (incidentmanagement):

1. TMC Traffic Engineers A traffic engineer will beassigned to TMC’s to focus on trafficoperations and safety studies using real-timetraffic data and video. These off-line userswould utilize this data to identify criticalbottlenecks in the system that adverselyimpact traffic efficiency based upon day-to-dayobservations of traffic operations as well asutilizing the archived data to conduct capacityanalyses, simulation studies and safetyanalyses. This will enable traffic engineers tobe more efficient in the identification andanalyses of “hot spots”; development andanalyses of mitigation measures; conductingrequired data collection; and performingbefore and after analyses of implementedimprovements. Initially, a traffic engineer fromthe Districts will be assigned to split timebetween the TMC’s in Baton Rouge and NewOrleans. As the program evolves, additionaltraffic engineers may be added to provide

increased coverage in the Baton Rouge andNew Orleans TMC’s as well as part-timecoverage in the other TMC’s throughout thestate.

2. Decision Support System TMC operations staffwill develop and apply decision supportsystems that utilize archived data toautomatically predict “hot spot” locations;generate an array of potential solutions;analyze these solutions based on adoptedmeasures of effectiveness; and support therecommendation of the preferred strategy forimplementation. As an example, seasonalevents in Baton Rouge or New Orleansgenerate large volumes of traffic to and fromthe stadiums. Utilizing historic archived data,traffic engineers can analyze this data andimplement strategies with the TMC operationsstaff to determine alternatives to make trafficflow more efficient. Such strategies mayinclude signal retiming and the creation of anddissemination via DMS’s of “Best Routes” withtravel times to distribute traffic more evenly.

3. Congestion Management While the TMCoperators monitor the roadways, trafficengineers will analyze historical data oncongested segments of the highway system interms of travel speed, delay, volume, andoccupancy. They will utilize this information toanalyze and implement the appropriatecongestion mitigation measures based on off-line simulation analyses.

4. Work Zone Management Traffic engineers willmonitor work zones using CCTV cameras todetermine compliance with lane-closurepermits; to verify the accuracy and timelinessof messages posted on portable DMS’s; as wellas monitor smart work zone systems. Smartwork zone systems can be stand-alone or theymay supplement existing systems duringconstruction. They can also be used to morequickly detect incidents and better determinethe appropriate degree of response needed,thereby limiting the amount and duration ofadditional capacity restrictions. These systemsmay also be used to manage traffic alongdetour routes during full road closures inreconstruction projects.



5. Signal Timing Optimization Traffic signalsystem retiming and optimization is one of themost cost-effective traffic operationalimprovement strategies. The extent of benefitsrealized from traffic signal retiming depends onvarious factors including the quality of existingtiming plans, street network configuration, andtraffic patterns. For optimal performance,traffic signal timing plans will be updated atleast every three to five years, and possiblymore frequently depending on growth andchanges in traffic patterns. TMC operationsstaff will have the ability to modify signaltimings based on traffic simulations or basedon observations of problems identified usingCCTV cameras and detection data. This willenable signal timing adjustments to be madecloser to real-time.

6. Performance Measures TMC operations staffwill utilize adopted performance measures toproactively manage the highway network interms of mobility, congestion, and safety. Thiswill be performed using dashboards at theirworkstations that indicate the current versushistorical or typical conditions, as well asutilizing dashboards on the video wall, as partof their core functions.

7. Ramp Metering Ramp metering systems usetraffic signals at on-ramps to control the rate ofvehicles entering the freeway. The signals canbe set for different metering rates to optimizefreeway flow and minimize congestion. Signaltiming algorithms and real-time data frommainline video detectors are often used formore effective results. Traffic engineers willmonitor traffic delays and queuing impactsalong downstream roadways and signalizedintersections where ramp metering systemsare operational (i.e., Baton Rouge). TMCoperations need to be proactive to increasethe release rate for ramp meters, instead ofjust automatically flushing the queue, whenqueues extending beyond the length of theramp as well as to investigate motoristcomplaints.

Working together, traffic engineers, transportationplanners, transit operations staff, and ITS

operations staff from different sections / agenciescan share solutions in a data rich environment withaccess to CCTV cameras and vehicle detection data.Over time, this team can advance trafficengineering to the next level and provide thefoundation for true integrated corridormanagement systems. Subsequently, the workinggroup may provide a core team to operate andmaintain regional Transportation SystemManagement & Operations (TSM&O) networks.TSM&O strategies enable transportationpractitioners to provide higher levels of customerservice in the near-term without incurring the highcost associated with major infrastructure projects.(An example of TSM&O strategies include multi-State traveler information systems, electronictransit payment services, traffic signalcoordination, and traffic incident management.Multiple jurisdictions participating in an arterialemergency response team in the Phoenixmetropolitan region save time and money bycalling on the team to manage traffic during majorincidents.) In addition, operators are able to maketheir limited staff time and other resources gofurther by collaborating with planners and otheroperators to proactively address operations from aregional perspective. Transportation operationsimprovements made in one jurisdiction arereinforced by coordinated improvements inneighboring areas enabling travelers to moveseamlessly across the region without encountering,for example, inconsistent traveler information, tollcollection technologies, or traffic signal timing.

TMC operations would monitor the TSM&Osystem to identify system failures and networksegments approaching critical thresholds ofperformance measures. Mitigation measures willbe analyzed off-line, with the optimum strategyimplemented prior to exceeding the threshold.

2.9 PartneringThe full potential of the ITS program will berealized by how well DOTD partners with othersections, other agencies as well as the privatesector. Currently, DOTD has a proven track recordin partnering within their two TMC’s in BatonRouge and New Orleans.



The Regional TMC in Baton Rouge includes the EastBaton Rouge and City Parish Emergency OperationsCenter (e.g., local police, fire, rescue, Mayor’soffice) as the primary tenant and DOTD as thesecondary tenant. However, other than sharingthe same facility, there is little communication andrelationship-building between the EOC and TMCoperations staff.

Future Initiatives

The following initiatives are proposed to fosterrelationship-building in developing strongerpartnerships to leverage the Statewide ITSprogram.

1. Video-Sharing As the CCTV camera system isexpanded throughout the state, and ATMSdeployments are implemented by Section 56,video-sharing agreements will be developed.Video sharing will increase CCTV cameracoverage for each partner (police, EOC, DEP,media, etc.), thereby allowing each partner tooperate and manage their transportationsystems more efficiently and provide effectiveresponse to emergency situations. Videosharing will also allow greater ability by eachpartner to provide current and relevanttraveler information, and transportationperformance assessment.

2. Co-location Continue to explore benefitsassociated with co-location opportunities asnew TMC’s come on-line in the future. Co-location has the potential for providing moreeffective agency integration among traffic,transit, planning and law enforcement agenciesin managing recurring congestion as well asincidents within the region. Furthermore, co-located TMC facilities have been found tooperate more efficiently, facilitate exchange ofinformation among agencies and reducefunctional redundancy.

3. Fiber Sharing As the fiber opticcommunications system expands throughoutthe state, DOTD shall explore constructioncost-sharing agreements will outside agenciesto help reduce costs as well as provide systemredundancy. As an example, if DOTD isplanning on installing fiber optic cable along I-20, and there is interest from another agency

or private company (communications) to alsoinstall cabling, then DOTD shall reviewpotential cost sharing measures to reduce theirconstruction capital burden.

4. Diversion Routes As ITS and ATMSdeployments progress, an aggressive outreachprogram will be conducted with themetropolitan regions to obtain theirconcurrence in using designated arterials asdiversion routes during major incidents.

5. Team-Building Cross-training programs will beimplemented to provide operations staff abetter understanding of maintenance tasks andvice versa (maintenance staff understandingoperational tasks). Joint training will beconducted with State Police, TMC Operatorsand RSIP staff to discuss incident managementand the unified command and controlprocedures and process. Furthermore, arotation program is recommended within theTMC (i.e., Deployment, Maintenance, andOperations personnel), as well as with otherTMC’s throughout the state to share bestpractices during cross-operations exercises. Asan example, an ITS TMC operator in the NewOrleans RTMC would spend a day or so in theShreveport RTMC to share best practicesbetween the two (2) centers.

6. Service Provider TMC’s will become serviceproviders to other sections within DOTDincluding planning, design, construction andmaintenance as well as other agencies (e.g.,MPO). They can provide historical trafficinformation for future planning/design efforts,monitor construction, and work with trafficengineers to analyze roadway capacity andbetter diversion routes.

7. University Partnerships An ITS curriculummay be developed in partnership with auniversity to teach ITS from a practicalperspective. DOTD and consultants mayconsider teaching courses on various ITSsubject areas, including ITS planning, designand construction; ITS operations andmaintenance; IT / ITS systems; traffic incidentmanagement; and TMC’s. In addition,



internship programs will be encouraged withlocal universities.

8. Data Mining Develop standard formats forsharing TMC data with others (e.g., research,planning, design, construction, maintenance,etc.). ITS generated data would be useful inrunning traffic models during various timeperiods of the day (peak and off-peak);analyzing various incident managementstrategies; providing data for performancemanagement systems; providing traffic datafor roadway design projects; etc.

9. Mainstreaming Close coordination willcontinue to be maintained with DOTD roadwayand bridge design units to include conduit inroadway reconstruction projects for future ITSusage.

A working group between DOTD and othertransportation agencies / parishes will bedeveloped to create synergy in implementingand integrating a system of freeways andarterials. Initially, the working group may focuson small demonstration projects, and thengradually apply these successes inincrementally growing an Integrated CorridorManagement system along congestedcorridors. Quarterly meetings will beconducted at the management level betweenDOTD and their partners to discuss operationalissues and resolve disputes. A semi-annualstaff meeting will also be conducted at theplanning, operations & maintenance levels toimprove coordination and workingrelationships.

2.10 Public OutreachPublic outreach plays an important role ineducating travelers, other DOTD sections and otheragencies on how to use ITS as well as the benefitsderived from the program. Currently, the PublicInformation Office (PIO) conducts tours of theTMC’s; distributes ITS brochures; addressesinquiries and complaints from the public;coordinates media releases; and provides input inupdating the website. A marketing plan is beingdeveloped to improve promotion of the ITSprogram.

The ITS program receives the most attentionduring disaster events (e.g., hurricaneevacuations). The most visible components of theITS program, from the PIO perspective, are the 511service (i.e., particularlyCCTV camera images) andRSIP program.

The 511 program needsimprovement to bettermarket the availability ofCCTV camera images posted on the website and topresent the website information the public desiresin a user-friendly manner. Specifically, the publicdesires a reliable CCTV camera system, combinedwith an effective social networking (i.e., twitter)system, that provides accurate, useful and timelyinformation (e.g., travel times, accidents,construction advisories) so they can makeinformed decisions on alternate routes.

The RSIP service is one of the most popularprograms provided by DOTD. The program hasnoticeably reduced delays, which results inreduced traffic congestion and travel times. TheDepartment needs to promote this program moreeffectively to clearly indicate that it is a corebusiness function of DOTD and associate thebenefits of the program with the Department’sinvestment in this initiative. Motorists in a recentsurvey believe that the RSIP program is separatefrom the DOTD. Of those surveyed, most wereaware of the program but no data is available thatsupports that they are aware that DOTD isproviding the service.

Future Initiatives

Public outreach efforts will focus on servingexternal customers (e.g., traveling public, otheragencies) as well as internal customers (e.g., DOTDsections and staff). Specifically, the followingstrategies are recommended:

1. Web Site The site will be upgraded to enablethe public easier access to relevant informationby district rather than being integrated withother information relevant to technical users(e.g., planners, engineers, contractors). ITmanages the web site with input provided by



the Public Information Office. There arespecific SOPs guiding the format of the website and the information presented.

2. Speakers Bureau A Speakers Bureau will beestablished in making presentations to non-technical audiences (e.g., state legislators,municipalities, chambers of commerce, socialclubs, etc.). A standard presentation, andpossibly a short video (e.g., 2-3 minutes), willbe developed to support the presentationswith an invitation to subsequently tour theTMC.

3. Marketing Marketing of the benefits of the ITSprogram will use non-technical language inorder to engage the public and political leadersin better understanding, using and supportingthe program.

4. Customer Service Customer ServiceRepresentatives will be situated in the NewOrleans region to share project statusinformation; construction advisories; travelerinformation generated by the ITS program; aswell as providing guidance on how to betteruse ITS (e.g., text messages, twitter, etc.).

5. TMC Tours Standard TMC tours will beupgraded to display new ITS deployments andfeatures as they come on-line. These tours willbe formatted to address the interests of otheragency staff (e.g., technical and non-technical),other sections within DOTD as well as thegeneral public and other agencies.

6. Media Events Media events will be conductedin conjunction with the completion of majorITS deployments.

7. ITS Monitor Display An ITS monitor will beinstalled within the DOTD Building lobbies toprovide employees and visitors an opportunityto learn how ITS can benefit their jobfunctions, the projects they work on, as well astheir own travel needs. The monitor willdisplay video, current incidents, constructioninformation and travel times.

8. Diversion Routes Diversion and evacuationroutes will be shared with the public andmaintenance agencies to improve their

effectiveness during incident and emergencyevents.

9. Public Outreach Performance Quantitativemeasures will be developed and used to trackhow well public outreach is performing.

In summary, the above strategies will result in animproved awareness of the ITS program and how itcan be used by the traveling public to improvetheir travel choices and travel time reliability.



3.0 Business PlanThe Business Plan provides a series of recommended strategies to be implemented for each year during 2011 to 2015. These recommended strategiessupport the Strategic Plan presented in the previous section of this report.

2011 2012 2013 2014 2015ITS Deployment

Develop ITS “Build-Out”Master Plan as well as fiberoptic cable inventory plantand ITS StandardSpecifications and plans.

Twin Span approaches,Alexandria deployment,Lafayette gaps.

Monroe ITS Phase I,Shreveport Term (Phase 2b),Lake Charles, Baton Rouge,New Orleans Gaps,Statewide TMC and EOC.

Regional TMC’s Implement ITS Deploymentfor the balance of thestatewide system tocomplete the ITS “Build-Out”.

Coordinate with the Designand Construction Sections tomainstream ITSimprovements in roadway &bridge construction projects.

Continue fiber optic cableinventory plant and ITSStandard Specifications andplans.

Retain ITS CEI firm toconduct system acceptancetesting of ITS componentsmainstreamed into roadway& bridge constructionprojects.

Ensure that as-builts includeITS infrastructure inaccordance with standardformats consistent with datafields for asset managementsystem.

Transfer information fromITS as-builts to assetmanagement database.

Coordinate with localagencies to determine theappropriate signal systemswithin strategic corridors tobe integrated into TMCoperations.

Design appropriate signalsystems along arterialswithin strategic corridors inaccordance with the ITS“Build-Out” Plan.

Integrate appropriate signalsystems along arterialswithin strategic corridors inaccordance with the ITS“Build-Out” Plan.

Deploy the appropriate scaleof ITS technologies (i.e.,cameras, detection, DMS’s)along arterials withinstrategic corridors.

Continue to deploy theappropriate scale of ITStechnologies along arterialswithin strategic corridors.

TIM Phase III, DMS’sReplacement, TMC design.

Regional TMC’s andAdvertise/Maintain RSIPContract.

Develop a Master Plan andConOps for ground-mountedTravel Times Message Signs.

Procure & install travel timemessage signs based on apriority plan.

Continue to procure & installTravel Time Message Signsbased on a prioritized plan.(Continuation from originalyear)





TMC OperationsDefine, discuss and approveperformance measures to beused for TMC operations.

Establish baseline forperformance measures andbegin to track them.

Modify SOP manual toimprove performancemeasures that are notmeeting desired thresholds.

Modify training programsconsistent with revised SOPManual to improveperformance measures.

Re-evaluate performancemeasures to ensure that theyare consistent with currentgoals and objectives.

Formalize / documentexisting training programs toprovide consistency in TMCoperations throughout thestate.

Formalize existingcertification programs toprovide consistency in TMCoperations throughout thestate.

Develop on-line trainingprogram to provide refreshertraining on demand as wellas to provide orientation fornew operators.

Update training program toreflect lessons learned toimprove performancemeasures based on updatedSOP Manual.

Re-evaluate training programto reflect revised policies,procedures andaccommodation of new ITStechnologies.

Conduct independentoperational audits of existingTMC operations.

Implementrecommendations generatedby operational audits in theappropriate TMC’s.

Conduct best practicesworkshop with inputprovided by similar scaleTMC’s in other states.

Implement appropriaterecommendations generatedby the TMC Best PracticesWorkshop.

Conduct anotherindependent operationalaudit as part of a continuousimprovement program.

Conduct an assessment ofthe TMC video walls andworkstations to identifyimprovements needed tooptimize their effectiveness.

Identify and procureappropriate TMC equipmentto support the newStatewide ATMS software.

Coordinate with video walland workstation vendors toidentify state-of-the-artsolutions available toaddress operational needs.

Incrementally replaceoutdated video wall andworkstation equipment, asthey approach the end ofservice life, withrecommended technologies.

Develop a structuredprogram to ensureconsistency among theTMC’s throughout the statein terms of the layout anduse of video walls andworkstations.

ITS MaintenanceIssue ITS Maintenance RFPinclusive of performancemeasures for preventive andresponse maintenance.

Audit ITS Maintenanceconsultant to ensure thatthey are achievingperformance measures.

Develop corrective plan, inpartnership with the ITSMaintenance consultant, toaddress deficiencies.

Develop SOP Manual andTraining Program tocontinuously improve systemavailability.

Update ITS MaintenanceProgram to address newtechnologies and scale ofdeployment.

Develop or procure anEnhanced MaintenanceInformation ManagementSystem.

Populate the MaintenanceInformation ManagementSystem with currentequipment data.

Integrate the MaintenanceInformation ManagementSystem with the StatewideATMS Software.

Apply the MaintenanceInformation ManagementSystem to modify preventivemaintenance SOPs.

Apply MaintenanceInformation ManagementSystem to supportimplementation of theObsolescence Plan.



Conduct an assessment onhow maintenancetechnicians can be moreefficient in the field.Investigate use of VoIP tools.

Develop hardware andsoftware specifications toshare data and videobetween TMC andmaintenance techs in thefield.

Procure appropriatehardware and software formaintenance techs to sharedata and video between theTMC and field.

Develop mobile test labspecifications so thatmaintenance techs canperform more testing /repairs in the field.

Procure mobile test labs sothat maintenance techs canconduct more testing andrepairs in the field.

ITS SystemsProcure the Statewide ATMSSoftware and develop aConfiguration ManagementBoard.

Install the ATMS Software atthe Statewide and RegionalTMC to work out thesoftware and operationalbugs.

Develop a Software UsersGroup to track status of bugs/ fixes and to generaterequests for new softwaremodules.

Implement new softwaremodules approved by theConfiguration ManagementBoard.

Identify gaps in thestatewide communicationsinfrastructure to support theITS “Build-Out” Plan.

Incrementally “fill in thegaps” in building out thestatewide communicationsinfrastructure.

Continue to “fill in the gaps”in building out the statewidecommunicationsinfrastructure.



Develop a performancemeasurement dashboardsystem to apply to all ITSprograms throughout thestate.

Develop the framework for aStatewide TransportationData Warehouse.

Develop the ConOps andsystem architecture for thedata warehouse.

Coordinate with other DOTDsections and other agenciesto develop the datawarehouse.

Incrementally populate thedata warehouse with thepriority being TMCgenerated data.

Develop ConOps,requirements to implementa new video distributionsystem.

Implement a new videodistribution system anddevelop an obsolescenceplan.

Develop a DOTD “QualifiedProduct List” (QPL) forprocuring ITS and networkequipment.

Develop a test lab forcertifying ITS vendorproducts in accordance withthe QPL.

Implement the QPL for all ITSdeployment andmainstreamed projectsthroughout the state.

Procure a critical supply ofspare parts using the QPL inserving the regional ITSprograms.

Encourage new vendors,with new products, to beincluded on the QPL.



Traffic Incident ManagementTransition RSIP drivers tofocus more on incidentmanagement vs. motoristassists. Advertise/MaintainRSIP Contract.

Solicit sponsorships toaugment funding for RSIPprogram. Advertise/MaintainRSIP Contract. (ContinualContract)

Transition a portion of theRSIP vehicles to providemore incident managementtools and supplies.Advertise/Maintain RSIPContract. (ContinualContract)

Review incident data toadjust RSIP beats, schedulesand coverage areas, ifnecessary.Advertise/Maintain RSIPContract. (ContinualContract)

Continuously improve theefficiency of the RSIPprogram by assessingincident data.Advertise/Maintain RSIPContract. (ContinualContract)

Develop / implementperformance measures forRSIP Program.

Apply performance measuresto identify additional RSIPtraining needs (e.g., MOT,Work Zone Safety).

Develop / implement formaltraining program for RSIPoperators.

Develop / implementtraining to improvecommunications betweenRSIP operators and TMC’s.

Develop “Open RoadsPolicy”, MOU and specificJoint Operating Policies.Develop a multi-agency afteraction review process.

Develop performancemeasures to track incidentsby TIM partner.

Implement revisedprocedures to improveperformance measures.

Utilize an IncidentManagement Expert toobserve and critique majorincidents (road closures).

Improve procedures basedon findings by IncidentManagement Expert.

Encourage local police, fire /rescue to actively participatein TIM meetings.

Develop TIM Team DVD tosupport agency outreach.

Develop diversion routesignal timing plans andDMS’s messages.

Implement diversion routesignal timing plans andDMS’s messages.

Integrate 911 ComputerAssisted Dispatch systeminto Statewide ATMS.

Traveler Information

Conduct best practice surveyof other State DOTD travelerinformation websites.

Assess existing DOTDwebsite to identify travelerinformation improvements.

Modify DOTD website toaddress existing deficienciesand incorporate bestpractices.

Develop origin-destinationtable of real-time traveltimes between major nodesto post on website.

Begin to incorporate traveltimes along arterials withinstrategic corridors.

Seek partnerships withprivate sector to augmentexisting travel time datacollected by detectors.

Develop agreements withthe private sector in sharingtravel time data.

Develop and implement areliable travel time systemalong arterials in strategiccorridors.

Begin applying graphics aspart of messaging on DMS’sto simplify travelerinformation.

Seek interest in having theprivate sector use DOTD datato operate a Traffic Channel.



Traffic EngineeringAssign Traffic Engineer toTMC’s, splitting timebetween Baton Rouge andNew Orleans.

Identify traffic congestionand safety hot spots basedon video images anddetectors. Begin to developpredictive models toproactively identify hotspots.

Implement traffic mitigationmeasures and conductbefore & after analyses usingTMC video images anddetectors.

Begin to develop and utilizedecision support systems toproactively manage traffic ina near real-time mode.

Assign full-time TrafficEngineer to the Baton Rougeand New Orleans TMC’s.Assign another TrafficEngineer to rotate throughthe other TMC’s.

Develop performancemeasures to address trafficoperations and safety.

Collect baseline data to beapplied for traffic operationsand safety performancemeasures

Improve traffic operationsand safety based on reviewof performance data andTMC generated information.



Partnering

Conduct a study to identifypotential TMC co-locationpartners at DOTD TMC’s.

Develop ConOps to addressTMC co-locationopportunities and trade-offsof other partners.

Develop agreements toinclude other partners withinDOTD TMC’s, where feasible.

Develop a structuredapproach to partnering tomaximize the effectivenessof co-location.

Revisit the layout of theTMC, including systemhardware and software, tomaximize the effectivenessof co-location.

Conduct public outreachwith municipalities alongstrategic corridors aboututilizing arterials as part ofdiversion routes.

Identify public and privatesector partners to “fill in thegaps” in building out thestatewide communicationsinfrastructure.

Develop cost-sharing andmaintenance agreementswith public and privatesector partners forcommunications.

Continue to “fill in the gaps”in the communicationsystem, using public andprivate partnerships, whereappropriate.

Continue to “fill in the gaps”in the communicationsystem, using public andprivate partnerships, whereappropriate.

Develop agreements withmunicipalities along strategiccorridors to utilize arterialsas part of diversion routes.

Develop joint trainingprograms among TMCoperators, RSIP operators,and State Highway Patrolregarding IncidentManagement and MOT.

Implement joint trainingprograms among TMCoperators, RSIP operators,and State Highway Patrolregarding IncidentManagement and MOT.

Conduct annual refresherjoint training among TMCoperators, RSIP operators,and State Highway Patrolregarding IncidentManagement and MOT.





Develop ITS curriculum for auniversity course to betaught using DOTD ITS staff,consultants, and contractors.

Teach the ITS course atselected universitiesthroughout the state.Encourage interns toparticipate in TMCoperations.

Continue to teach the ITScourse on an annual basisand attract interns toconduct research at theTMC.

Continue to teach the ITScourse on an annual basisand attract interns toconduct research at theTMC.

Public OutreachDevelop a Speakers Bureauto make presentations tostate legislators,municipalities, etc.

Develop a standardpresentation to be deliveredas part of presentations.

Prepare a brief video to beused in presentations thatprovides an overview of theITS program.

Conduct media events atmajor milestones of ITSDeployment completions orTMC openings.

Develop metrics to be usedto track how well the publicoutreach program isperforming.

Develop standardized TMCtours to convey a consistentmessage across all TMC’s.

Install ITS monitor displaywithin DOTD Building lobbyas well as other facilities.



4.0 Cost EstimatesCost estimates were developed for the major business plan components in terms of initial costs and annual costs of operations and maintenance. Activities to beconducted by DOTD staff are not included in the analysis shown below. All costs are expressed in current dollars.

Cost EstimatesBusiness Plan Activity Initial Cost Annual Cost

ITS Deployment

Develop ITS “Build-Out” Plan $300,000 $0Develop procurement documents for ITS deployment projects $650,000Implementation of ITS deployments in Lake Charles and Baton Rouge (I-10) – 2011 $8,000,000Implementation of ITS deployments in Baton Rouge (I-10) / New Orleans Regional ITS (Twin Span) - 2012 $8,000,000Implementation of ITS deployments in Monroe/Lafayette/Alexandria – 2013 $8,000,000Implementation of ITS deployments in Shreveport and Fill-in Gaps Baton Rouge and New Orleans - 2014 $8,000,000Implementation of ITS deployments for balance of Statewide ITS “Build-Out” – 2015 $8,000,000Develop ITS standards for mainstreaming ITS as part of roadway & bridge projects $280,000Populate asset management system on completed ITS deployment projects $30,000Conduct study to determine appropriate signal systems to be integrated into TMC operations $50,000Design signal systems upgrades along strategic corridors to support ITS “Build-Out” Plan $500,000Integrate signal systems upgrades along strategic corridors to support ITS “Build-Out” Plan $500,000Deploy ITS technologies along arterials within strategic corridors $500,000Subtotals $41,130,000 $1,680,000ITS Engineering Consultant Retainer Contract $1,000,000ITS Construction Engineering & Inspection Consultant Retainer Contract $800,000Develop a master plan and ConOps for ground-mounted travel time message signs – 2012 $250,000Incrementally procure & install travel time message signs along the statewide network – 2013 - 2015 $500,000Subtotals $41,380,000 $3,980,000

TMC OperationsDefine performance measures and collect baseline data $100,000Modify SOPs and training programs to address performance measures $10,000Develop on-line training program $50,000Conduct independent audits of TMC operations $5,000Implement periodic upgrades to TMC video walls and workstations $10,000Subtotals $150,000 $25,000TMC Operations Consultant Retainer Contract $2,000,000Subtotals $150,000 $2,025,000



Business Plan Activity Initial Cost Annual CostITS MaintenanceDevelop ITS Maintenance SOP and Training Manual – 2014 $125,000Develop or procure an enhanced Maintenance Information Management System – 2012 $300,000Integrate the Maintenance Information Management System with Statewide ATMS Software – 2013 $65,000Develop Obsolescence Management Plan to replace outdated equipment – 2015 $75,000Develop hardware and software tools for maintenance techs to exchange data in the field - 2012 $100,000Procure mobile test labs so maintenance techs can conduct more testing & repairs in the field 2014-2015

$40,000

Subtotals $705,000ITS Maintenance Consultant Retainer Contract $1,000,000Subtotals $705,000 $1,000,000ITS SystemsProcure Statewide ATMS Software and install in Statewide TMC- 2011 $3,000,000Install Statewide ATMS Software in other TMC’s – 2012 $500,000Conduct ATMS Software Maintenance and provide upgrades as required $50,000Develop master plan for the build-out of the statewide communications network – 2011 $200,000Fill-in-the –gaps in the statewide communications network $400,000Develop a performance measurement dashboard system $200,000Develop the framework and ConOps for a Statewide Transportation Data Warehouse – 2012 $150,000Develop a DOTD “Qualified Product List” for procuring ITS and network equipment (Standardize Equip) –2011

$150,000 $15,000

Develop a DOTD test lab for certifying ITS vendor products in accordance with the QPL – 2015 $150,000Procure a critical supply of spare parts using the QPL in serving the regional ITS programs $50,000Subtotals $4,350,000 $515,000ITS Systems Integration Consultant Retainer Contract $250,000Subtotals $4,450,000 $765,000RSIP / Traffic Incident ManagementTransition a portion of RSIP vehicles to provide more incident management tools and supplies - 2013 $40,000 $40,000Develop formal training program for RSIP patrollers – 2012 $250,000Add RSIP vehicles to the statewide system in accordance with analysis of incident data $60,000Subtotals $290,000 $100,000RSIP Services Contract $1,800,000Subtotals $290,000 $1,900,000



Business Plan Activity Initial Cost Annual CostTraveler InformationDevelop and implement website upgrades to improve traveler information system – 2011 $50,000 $100,000Develop and implement a reliable travel time system along arterials in strategic corridors (Study) - 2011 $75,000Subtotals $125,000 $100,000PartneringConduct study, develop ConOps and prepare MOUs for TMC co-locations and video sharing (Study) –2014

$45,000

Conduct public outreach and develop agreements with municipalities for diversion routes - 2013 $50,000Develop and conduct joint training sessions among TMC operators, RSIP patrollers and LSP $20,000Develop and deliver an ITS course in collaboration with a university $50,000 $25,000Subtotals $145,000 $45,000Public OutreachDevelop a standard presentation, including a brief video, to support public outreach - 2012 $20,000Conduct media events at major ITS deployment milestones or TMC openings $5,000Install ITS monitor display within DOTD Building lobby as well as other facilities – 2013 $10,000OtherITS Infrastructure Management $600,000ITS Administration $685,000Special Projects $500,000Subtotals $1,758,000

A summary of the costs on a year-by-year basis, inclusive of existing costs plus costs of improvements is presented in the following table.



Summary of Costs by Year2011 2012 2013 2014 2015

ITS Deployment $12,100,000 $11,980,000 $11,480,000 $11,480,000 $11,480,000TMC Operations $2,020,000 $2,120,000 $2,100,000 $2,020,000 $2,020,000ITS Maintenance $1,000,000 $1,400,000 $1,065,000 $1,125,000 $1,075,000

ITS Systems $4,000,000 $1,405,000 $655,000 $655,000 $805,000RSIP / Traffic Incident

Management$1,900,000 $2,150,000 $1,940,000 $1,900,000 $1,900,000

Traveler Information $175,000 $300,000 $575,000 $575,000 $575,000Traffic Engineering $45,000 $45,000 $45,000 $45,000 $45,000

Partnering $45,000 $45,000 $95,000 $90,000 $45,000Public Outreach $50,000 $70,000 $60,000 $50,000 $50,000

Other Admin. $1,758,000 $1,758,000 $1,758,000 $1,758,000 $1,758,000Totals $23,093,000 $21,273,000 $19,773,000 $19,698,000 $19,753,000



5.0 Performance MeasuresPerformance measures are developed in order to track the progress and effectiveness of the ITS program on an annual basis. Performance measuresare converted to a letter grade (i.e., “A” highest, followed by “B”, etc.).

Performance Measure Metric A B C D F

ITS Deployment

% Completion of system build-out Actual # miles built per yr / Planned #miles built per yr

90 - 100 80 – 89 70 – 79 60 – 69 < 60

TMC OperationsBenefit / Cost Ratio BCR (Annual Analysis) > 15 10 - 15 6 - 9 1 - 5 < 1ITS MaintenanceSystem Reliability (Field Devices) % Time operational (ITS field devices) 98 - 100 96 – 97 91 – 95 85 – 90 < 85ITS SystemsSystem Reliability (TMC) % Time operational (TMC systems) 98 - 100 96 – 97 91 – 95 85 – 90 < 85Roadway Safety Incident ProgramIncident Management Quality Emergency responder survey (Scale of

1 to 10)> 9 8 - 9 7 - 8 6 - 7 < 6

Traffic Incident ManagementIncident Clearance Time Overall time to clear incidents

(minutes)< 30 31 - 40 41 - 50 51 - 60 > 60

Traveler InformationTravel Time Messaging on DMS’s % DMS’s posting travel times as default

messages90 - 100 80 - 89 70 - 79 60 - 69 < 60

Traffic EngineeringNo. Traffic Ops & Safety Projects No. traffic ops & safety projects

developed by TMC’s/yr> 12 10 - 12 8 - 9 6 - 7 < 6

PartneringNo. of public and private partners No. of partners collaborating with on a

daily basis> 4 3 2 1 0

Public OutreachSatisfaction with ITS Program Customer survey (Scale of 1 to 10) > 9 8 - 9 7 - 8 6 - 7 < 6



6.0 Beyond the Year 2015The focus of the ITS Strategic Business Plan is onthe years 2011 – 2015. Towards the end of thistime frame, the following initiatives arerecommended to continue to improve the programand prepare it for the next generation oftransportation needs and potential ITSapplications.

Integrated Corridor Management IntegratedCorridor Management is the coordination ofindividual network operations between parallelfacilities that creates an interconnected systemcapable of cross network travel management.For the purposes of this initiative, a corridor isdefined as a combination of discrete parallelsurface transportation networks (e.g., freeway,arterial, transit networks) that link the samemajor origins and destinations. It is definedoperationally rather than geographically ororganizationally. A coordinated effort betweennetworks along a corridor can effectivelymanage the total capacity of a corridor in away that will result in reduced congestion andincreased trip reliability. The strategiccorridors within the statewide network will beanalyzed to identify specific corridors forintegrated corridor management.Subsequently, master plans will be developedfor each of these corridors indicating specificneeds and how ITS will support those needs.

Managed Lanes Managed Lanes are highwayfacilities or a set of lanes where operationalstrategies are proactively implemented andmanaged in response to changing conditions.The managed lane concept is typically a"freeway-within-a-freeway" where a set oflanes within the freeway cross section isseparated from the general-purpose lanes. Thefacility incorporates a high degree ofoperational flexibility so that over timeoperations can be actively managed to respondto growth and changing needs. The operationof and demand on the facility is managed usinga combination of tools and techniques in orderto continuously achieve an optimal condition,such as free-flow speeds. The principalmanagement strategies can be categorized into

three groups: pricing, vehicle eligibility, andaccess control. Examples of operatingmanaged lane projects include high-occupancy vehicle (HOV) lanes, value pricedlanes, high-occupancy toll (HOT) lanes, orexclusive or special use lanes. The strategiccorridors within the statewide network willbe analyzed in identifying specific corridorsfor potential application of Managed Lanes.Subsequently, master plans will bedeveloped for each of these corridorsindicating specific needs and how ITS willsupport those needs.

Active Traffic Management Active TrafficManagement is the ability to dynamicallymanage recurrent and non-recurrentcongestion based on prevailing trafficconditions. By enacting strategies discussedin the working groups, the region can focuson trip reliability, it maximizes theeffectiveness and efficiency of the TMC. Itincreases throughput and safety through theuse of integrated systems with newtechnology, including the automation ofdynamic deployment such as automaticsignal timing changes and DMS messaging tooptimize performance quickly and withoutthe delay that occurs when operators mustdeploy operational strategies manually. Thiscongestion management strategy includesspeed harmonization, temporary shoulderuse, junction control, and dynamic signingand rerouting. The strategic corridors withinthe statewide network will be analyzed toidentify specific corridors for potentialapplication of Active Traffic Management.Subsequently, master plans will bedeveloped for each of these corridorsindicating specific needs and how ITS willsupport those needs.

IntelliDrive IntelliDrive is a multimodalinitiative that aims to enable safe,interoperable networked wirelesscommunications among vehicles, theinfrastructure, and passengers’ personalcommunications devices. IntelliDriveSMapplications provide connectivity: amongvehicles to enable crash prevention;



between vehicles and the infrastructure toenable safety, mobility, and environmentalbenefits; and among vehicles, infrastructure,and passengers’ wireless devices to providecontinuous real-time connectivity to all systemusers. As the nation-wide IntelliDrive programevolves, we will provide the needed ITSinfrastructure (e.g., roadside collection devices,communications) and systems to utilize andleverage these new technologies.

Multimodal ITS Applications Continue tofocus on the highway system, whileencouraging partnerships with othertransportation modes (e.g., transit, airports,seaports, multimodal centers) to build a smartstrategic multimodal network. Thesepartnerships will leverage the current ITSinfrastructure and systems in growing into amultimodal system. As a starting point, theNew Orleans RPC should address theintegration of multimodal traveler informationas part of the regional ITS architecture. This isparticularly important for the region as thereare large ships that impact the frequency andduration of bridge openings and freight trainsimpacting rail crossings. In addition, CCTVcameras mounted on long-span bridges willenable the viewing of large vesselsapproaching the bridge. Although diversionroutes are not practical, messaging ofanticipated delays may be considered.

Freight ITS Applications Traveler informationand 511 is primarily focused on commutersand travelers, it does not address the uniqueconstraints of the freight industry includingover height and over weight restrictions as wellas adequate rest stops along major interstates.

Electronic display monitors will be located atwelcome centers and rest areas to provideinformation on incidents, travel times,construction, and video images along thestate roadway system.

The focus beyond the year 2015 will continue toprovide a balance between deployment,operations, maintenance, system integration,and asset management.

Summary

The ITS Strategic Business Plan providesnumerous initiatives distributed over five years(i.e., 2011 – 2015) and over ten categories (i.e.,deployment; operations; maintenance; systems;roadway safety incident program; traffic incidentmanagement; traveler information; trafficengineering; partnering; and public outreach).The next steps in implementing this plan are thefollowing:

Executive Management EndorsementPresent the ITS Strategic Business Plan toDOTD Executive Management to obtainacceptance of the future initiatives andstrategies depicted in this plan.

Implementation Implement recommendedstrategies as part of existing and newcontracts.

Performance Assessment Trackperformance of the proposed initiatives aswell as the need for further refinement.

In summary, the ITS Strategic Business Planprovides a roadmap for achieving the ITS visionto support its business goals.



AcknowledgementsThe findings and future initiatives presented in this report were compiled based on input received fromnumerous individuals representing DOTD, and other agencies as well as consultants supporting theDepartment. Specifically, the following individuals are acknowledged:

DOTD

Stephen Glascock, ITS Director

Carryn Ferrrier, ITS Systems Integration Manager

Elizabeth Delaney, ITS Project Manager

Erik Smith, ITS Maintenance Manager

Pam Dixon, ITS Planning Manager

Amber Herbert, Public Affairs

Brendan Rush, Customer Service

Peter Allain, Traffic Engineering Administrator

Eric Kalivoda, DOTD – Interim Deputy Director

Rachel Lavergne, Systems Engineer

Other Agencies

John Broemmelsiek, Federal Highway Administration

Jeff Roesel, New Orleans Regional Planning Council

Tom Haysley, New Orleans Regional Planning Council

Consultants

Bob Edelstein, AECOM

Dan Corey, AECOM

Brian Keeler, AECOM

Adam Moncivaez, Telvent

Glen Graham, ABMB

Jonathan Fox, ABMB

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