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pdf23 CFR 630 Subpart J
www.fhwa.dot.gov/workzones
FHWA-HOP-05-066
Developing and Implementing Transportation Management Plans for Work Zones
Office of Transportation Operations
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Developing and Implementing
Transportation Management Plans
for Work Zones
Notice
The Federal Highway Administration provides high-quality information to
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Developing and Implementing
Transportation Management Plans
for Work Zones
December 2005
U.S. Department of Transportation
Federal Highway Administration
Office of Operations
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
List of Acronyms
AASHTO – American Association of State Highway and Transportation Officials
AWIS – Automated Work Zone Information System
CBD – Commercial Business District
CCTV – Closed-Circuit Television
CFR – Code of Federal Regulations
CMS – Changeable Message Sign
COZEEP – Construction Zone Enforcement Enhancement Program
DOT – Department of Transportation
DTM – District Traffic Manager
FHWA – Federal Highway Administration
FR – Federal Register
HAR – Highway Advisory Radio
HCM – Highway Capacity Manual
HOV – High Occupancy Vehicle
ITS – Intelligent Transportation System(s)
MOT – Maintenance of Traffic
MUTCD – Manual on Uniform Traffic Control Devices
NEPA – National Environmental Policy Act
PI – Public Information
PLC – Permitted Lane Closure
PS&Es – Plans, Specifications, and Estimates
RE – Resident Engineer
TCP – Traffic Control Plan
TMA – Transportation Management Area
TMC – Transportation Management Center
TMP – Transportation Management Plan
TO – Transportation Operations
TTC – Temporary Traffic Control
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
Executive Summary
In September 2004, the Federal Highway Administration (FHWA) published updates to the
work zone regulations at 23 CFR 630 Subpart J. The updated Rule is referred to as the Work
Zone Safety and Mobility Rule (Rule) and applies to all State and local governments that
receive Federal-aid highway funding. Transportation agencies are required to comply with the
provisions of the Rule by October 12, 2007. The changes made to the regulations broaden the
former Rule to better address the work zone issues of today and the future.
Growing congestion on many roads, and an increasing need to perform rehabilitation and
reconstruction work on existing roads already carrying traffic, are some of the issues that have
lead to additional, more complex challenges to maintaining work zone safety and mobility.
To help address these issues, the Rule provides a decision-making framework that facilitates
comprehensive consideration of the broader safety and mobility impacts of work zones across
project development stages, and the adoption of additional strategies that help manage these
impacts during project implementation. At the heart of the Rule is a requirement for agencies to
develop an agency-level work zone safety and mobility policy. The policy is intended to support
systematic consideration and management of work zone impacts across all stages of project
development. Based on the policy, agencies will develop standard processes and procedures
to support implementation of the policy. These processes and procedures shall include the use
of work zone safety and operational data, work zone training, and work zone process reviews.
Agencies are also encouraged to develop procedures for work zone impacts assessment. The
third primary element of the Rule calls for the development of project-level procedures to
address the work zone impacts of individual projects. These project-level procedures include
identifying projects that an agency expects will cause a relatively high level of disruption
(referred to in the Rule as significant projects) and developing and implementing transportation
management plans (TMPs) for all projects.
To help transportation agencies understand and implement the provisions of the Rule, FHWA
has been developing four guidance documents. This Guide is designed to help transportation
agencies develop and implement TMPs. An overall Rule Implementation Guide provides a
general overview of the Rule and overarching guidance for implementing the provisions of the
Rule. Two additional technical guidance documents cover specific aspects of the Rule: work
zone public information and outreach strategies, and work zone impacts assessment. All four of
the guides include guidelines and sample approaches, examples from transportation agencies
using practices that relate to the Rule, and sources for more information. The examples help
illustrate that many transportation agencies already use some policies and practices that the
Rule either encourages or requires, and that there is more than one way to achieve compliance
with the Rule. While what these agencies are doing may not yet be fully compliant with the Rule,
their current practices still serve as good examples of how to work toward Rule implementation.
While the guides cover aspects of the Rule, they also contain information that can be useful
to agencies in all of their efforts to improve safety and mobility in and around work zones and
thereby support effective operations and management of our transportation system.
State and local transportation agencies and FHWA are partners in trying to bring about
improved work zone safety and mobility. Consistent with that partnership, the Rule advocates
a partnership between agencies and FHWA in Rule implementation and compliance. Staff
from the respective FHWA Division Offices, Resource Center, and Headquarters will work with
their agency counterparts to support implementation and compliance efforts. This guidance
document is one key element of that support.
ii
Contents of this Guide
A TMP lays out a set of coordinated transportation management strategies and describes how
they will be used to manage the work zone impacts of a road project. The scope, content, and
level of detail of a TMP may vary based on agency’s work zone policy and the anticipated work
zone impacts of the project. The intended audience for this Guide is the persons responsible
for developing TMPs. Depending on the agency’s processes and procedures, this may be
agency personnel and/or contractors. Persons responsible for TMP-related policy/procedure
development and revision, implementation, review, approval, and assessment will also benefit
from this Guide.
Section 1 of this Guide goes into more detail about the definition of a TMP; provides an
overview of why developing, implementing, and assessing TMPs is important; describes the
purpose of the Guide; and expands on the intended audience for the Guide. Section 1 also
describes how TMPs fit into the updated Rule.
Section 2 describes how and where a TMP fits into project-level processes and procedures. It
provides guidance and tips to support the development and use of TMPs and offers examples
of related practices currently in use by various transportation agencies. This section includes a
general TMP development process diagram that may be used as a starting point for agencies to
consider in developing TMP procedures and TMPs for specific projects.
Section 3 contains a list of the components that could be considered for inclusion in TMPs.
The components discussed include elements of the TMP document itself, as well as elements
for implementation and evaluation of the TMP. For each component, the Guide includes a
definition and a description of some of the key items and issues to consider. This section is
supported by Appendix A, which contains a TMP component checklist.
Section 4 describes various work zone management strategies. The strategies are grouped into
categories representing the three main TMP areas: temporary traffic control, public information,
and transportation operations. This section provides brief definitions for the strategies and
is supported by Appendix B, which contains information to help agencies determine when to
consider the strategies, pros/cons, and whether the strategies are likely to improve mobility
and/or safety.
The Guide closes with Section 5, which provides a number of examples and practices
describing how agencies are currently using TMPs. This section contains a table listing
resource information and web links to some examples of TMPs, TMP-related policies and
procedures, and other TMP practices.
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Table of Contents
List of Acronyms ..................................................................................................................... i
Executive Summary .............................................................................................................. ii
1.0 Introduction................................................................................................................................1-1
1.1 What is a TMP? ..................................................................................................................1-1
1.2 Why Develop and Implement TMPs?...............................................................................1-1
1.3 Purpose of this Document.................................................................................................1-3
1.4 Target Audience .................................................................................................................1-3
1.5 TMPs and the Work Zone Rule .........................................................................................1-3
1.6 Overview of Guidance Material for the Rule ...................................................................1-5
1.7 Key Terminology................................................................................................................1-6
2.0 Process for TMP Development, Implementation, and Assessment..................................... 2-1
2.1 How and When Should TMPs be Developed, Implemented, and Assessed?.............. 2-1
2.2 TMP Development, Implementation, and Assessment Process ................................... 2-1
2.2.1 TMP Development During Planning, Preliminary Engineering, and Design .... 2-3
2.2.2 TMP Implementation, Monitoring, and Revisions During Construction..........2-10
2.2.3 TMP Performance Assessment............................................................................ 2-11
2.3 Tips for an Effective TMP ................................................................................................2-12
3.0 Potential TMP Components..................................................................................................... 3-1
3.1 Introductory Material........................................................................................................ 3-3
3.2 Executive Summary ......................................................................................................... 3-3
3.3 TMP Roles and Responsibilities ...................................................................................... 3-3
3.4 Project Description............................................................................................................ 3-4
3.5 Existing and Future Conditions ....................................................................................... 3-5
3.6 Work Zone Impacts Assessment Report ......................................................................... 3-5
3.7 Selected Work Zone Impacts Management Strategies ................................................. 3-8
3.8 TMP Monitoring ................................................................................................................ 3-9
3.8.1 Monitoring Requirements..................................................................................... 3-9
3.8.2 Evaluation Report for the TMP ............................................................................. 3-9
3.9 Contingency Plans ...........................................................................................................3-10
3.10 TMP Implementation Costs.............................................................................................3-10
3.11 Special Considerations (As Needed).............................................................................. 3-11
3.12 Attachments (As Needed) ............................................................................................... 3-11
iv
4.0 Work Zone Impacts Management Strategies ........................................................................ 4-1
4.1 Temporary Traffic Control (TTC)...................................................................................... 4-4
4.1.1 Control Strategies.................................................................................................. 4-4
4.1.2 Traffic Control Devices .......................................................................................... 4-6
4.1.3 Project Coordination, Contracting, and Innovative Construction Strategies.... 4-8
4.2 Public Information (PI)...................................................................................................... 4-9
4.2.1 Public Awareness Strategies................................................................................4-10
4.2.2 Motorist Information Strategies ..........................................................................4-12
4.3 Transportation Operations (TO) ......................................................................................4-14
4.3.1 Demand Management Strategies .......................................................................4-14
4.3.2 Corridor/Network Management Strategies ........................................................4-15
4.3.3 Work Zone Safety Management Strategies........................................................4-17
4.3.4 Traffic/Incident Management and Enforcement Strategies.............................. 4-20
5.0 Current TMP Use, Examples, and Practices ........................................................................... 5-1
5.1 Current TMP Use............................................................................................................... 5-1
5.1.1 Current TMP Policies and Processes.................................................................... 5-1
5.1.2 Work Zone Impact Mitigation Strategies ............................................................. 5-5
5.1.3 TMP Development and Implementation Costs ................................................... 5-7
5.1.4 Conclusions and Lessons-Learned....................................................................... 5-8
5.1.5 Contact Information............................................................................................... 5-9
5.2 Examples and Practices.................................................................................................... 5-9
Appendix A – Transportation Management Plan Potential
Components Checklist.............................................................. Appendix A-1
Appendix B – Work Zone Management Strategies Matrix............................ Appendix B-1
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List of Tables
Table 3.1
Potential TMP Components................................................................................. 3-2
Table 4.1
Work Zone Management Strategies by Category ............................................. 4-2
Table 5.1
Resources for Examples and Best Practices .....................................................5-10
Table B.1
TMP Strategy Matrix – Mobility/Safety Improvement and
Considerations for Implementation...................................................Appendix B-1
List of Figures
Figure 2.1
A Process for TMP Development ........................................................................ 2-2
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
1.0 Introduction
1.1
What is a TMP?
A transportation management plan (TMP) lays out a set of coordinated transportation
management strategies and describes how they will be used to manage the work zone
impacts of a road project. Transportation management strategies for a work zone
include temporary traffic control measures and devices, public information and outreach,
and operational strategies such as travel demand management, signal retiming, and
traffic incident management. The scope, content, and level of detail of a TMP may vary
based on the State or local transportation agency’s1 work zone policy and the anticipated
work zone impacts of the project.
1.2
Why Develop and Implement TMPs?
Our highways are at an age where they require more reconstruction and repair, resulting
in more work zones. At the same time, highway traffic volumes and congestion are
increasing, with very little growth in road miles. As a result, more work is being done
on roadways with pre-existing high traffic demand, adding pressure on agencies and
contractors to compress schedules and sometimes perform work at night. Work zone
safety continues to be a concern, with more than 41,000 injuries and 1,028 fatalities in
work zones in 2003.2 Further, travelers are frustrated with the delays, unexpected road
conditions, and inconsistencies caused by work zones.
The above trends indicate a strong need for better management of the impacts of
road construction and maintenance projects. In September 2004, the Federal Highway
Administration (FHWA) published updates to the work zone regulations at 23 CFR
630 Subpart J. The updated Rule is referred to as the Work Zone Safety and Mobility
Rule (the Rule). One of the goals of the updated Rule is to expand work zone impacts
management beyond traffic safety and control by using transportation management
strategies, as applicable to the project. Inclusion of these strategies helps to reduce
traffic and mobility impacts, improve safety, and promote coordination within and
around the work zone. This will be accomplished through the development of TMPs.
TMPs are required by the Rule for all Federal-aid highway projects. Section 1.5 contains
a discussion on the Rule and how it addresses TMPs.
Work zone impacts and issues vary, so agencies need to develop and implement TMPs
that best serve the mobility and safety needs of their road users, highway workers,
businesses, and community. Projects anticipated to have greater work zone impacts
may warrant additional attention during the project delivery process and/or additional
funding for transportation management strategies to manage the impacts. Therefore, it
is important to have different types of TMPs for different projects based on the expected
levels of work zone impacts.
1
Hereinafter referred to as agency.
U.S. Department of Transportation, National Highway Traffic Safety Administration, Fatality Analysis Reporting System and
General Estimates System. Washington D.C., 2003.
2
1-1
“TMP – The use of a multi-faceted and multi-jurisdictional program of operational,
communications, and demand management strategies to maintain acceptable
levels of traffic flow during periods of construction activities. Typically, TMPs
consist of elements from each of the following areas: Public Information, Motorist
Information, Incident Management, Construction Strategies, Demand Management
Strategies, and Alternative Route Strategies. A TMP can be used for either single
projects or for coordination of multiple projects within a given area.”
Source: Ohio Department of Transportation (ODOT) policy on Traffic Management in Work Zones Interstate
and Other Freeways, Policy No. : 516-003(P), July 18, 2000. Available online in the Policy section of ODOT’s
web site. URL: http://www.dot.state.oh.us/Policy/516-003p.pdf (Accessed 09/08/05)
Some of the key benefits of a TMP are to help:
• Address the broader safety and mobility impacts of work zones at the corridor and
network levels.
• Promote more efficient and effective construction phasing and staging, minimize
contract duration, and control costs.
• Improve work zone safety for construction workers and the traveling public.
• Minimize the traffic and mobility impacts of a work zone.
• Improve public awareness.
• Minimize complaints from the traveling public and local businesses and communities.
• Minimize circulation, access, and mobility impacts to local communities and
businesses.
• Improve intra- and inter-agency coordination.
• Identify responsibilities and actions.
“TMPs would streamline the process through which road user impacts
due to work zones can be properly analyzed and addressed.”
Source: Quote from Jawad Paracha, Maryland State Highway Administration, used in
Transportation Management Plans for Work Zones Fact Sheet (FHWA-HOP-05-022),
URL: http://www.ops.fhwa.dot.gov/wz/resources/tmp_factsheet.pdf (Accessed 11/18/05)
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
1.3
Purpose of this Document
This document is a compendium of guidance material, available resources, and suggested
practices to help agencies develop, implement, and assess TMPs. Work zone objectives,
needs, and issues vary from project to project. Therefore, it is ultimately up to agencies to
establish procedures and implement TMPs that best serve the safety and mobility needs of the
traveling public, highway workers, businesses, and community. This Guide is not intended
to present the only possible approach to develop and implement TMPs. Rather, this Guide
sets forth some basic guiding principles and describes a general approach for developing,
implementing, and assessing TMPs in order to assist agencies with developing their own
procedures. This document also provides support to agencies in their efforts to implement the
recently updated work zone regulations in 23 CFR 630 Subpart J. Other guidance documents
related to the Rule are presented in Section 1.6.
1.4
Target Audience
The target audience for this document primarily includes the persons responsible for
developing TMPs. Depending on the agency’s processes and procedures, this may be
agency personnel and/or contractors. Persons responsible for TMP-related policy/procedure
development and revision, implementation, review, approval, and assessment will benefit
from this Guide. Agencies are encouraged to develop and implement the TMP in consultation
with the Federal Highway Administration (FHWA) and appropriate stakeholders, such as other
transportation agencies, law enforcement, railroad agencies/operators, transit providers,
freight movers, utility suppliers, emergency responders, schools, and business communities.
1.5
TMPs and the Work Zone Rule
The FHWA published the Work Zone Safety and Mobility Rule (the Rule) on September 9, 2004
in the Federal Register (69 FR 54562). The Rule updates and renames the former regulation
on “Traffic Safety in Highway and Street Work Zones” in 23 CFR 630 Subpart J. All State and
local governments that receive Federal-aid highway funding are affected by this updated Rule,
and are required to comply with its provisions no later than October 12, 2007. While the Rule
applies specifically to Federal-aid highway projects, agencies are encouraged to apply the
good practices that it fosters to other road projects as well.
The Rule updates and broadens the former regulation to address more of the current issues
affecting work zone safety and mobility by:
• Fostering systematic assessment of the work zone impacts of road projects and
development and implementation of transportation management strategies that help
manage these impacts.
• Expanding thinking beyond the project work zone itself to address corridor, network, and
regional issues while planning and designing road projects.
• Expanding work zone impacts management beyond traffic safety and control, to address
mobility in addition to safety, and to address the broader concepts of transportation
operations and public information.
• Advocating innovative thinking in work zone planning, design, and management, so as
to consider alternative/innovative design, construction, contracting, and transportation
management strategies.
1-3
An important provision of the Rule is the requirement to develop TMPs for all projects.
The former Rule required the development of traffic control plans (TCPs) for all road
projects. A TCP is a plan for handling traffic through a specific highway or street work
zone or project. The updated Rule expands the former TCP requirement to now require
the development and implementation of TMPs for all projects. TMPs must include traffic
control strategies, and may also include additional work zone management strategies
based upon the expected work zone impacts of a project. The specific requirements
associated with TMPs are in § 630.1012 of the Rule and are summarized as follows:
• The possible components that constitute a TMP are: the temporary traffic control (TTC)
plan3, the transportation operations (TO) component, and the public information (PI)
component. A TMP shall always contain a TTC plan, while the requirement for the TO
and PI components varies based on the project.
• The distinguishing factor in the TMP requirements for different projects is whether
a project is a significant project or not. Simply stated, a significant project is a project
that the agency expects will cause a relatively high level of disruption. The Rule
provides a more detailed definition of significant project, and specifically includes
certain projects on the Interstate system. Identifying significant projects is intended to
help agencies effectively develop appropriate TMPs.
What is a Significant Project?
Section 630.1010 of the Rule defines a significant project as one that, alone or
in combination with other concurrent projects nearby, is anticipated to cause
sustained work zone impacts that are greater than what is considered tolerable
based on State policy and/or engineering judgment. All Interstate system
projects within the boundaries of a designated Transportation Management Area
(TMA) that occupy a location for more than three days with either intermittent or
continuous lane closures shall be considered as significant projects.
• For significant projects, the TMP shall consist of a TTC plan as well as transportation
operations and public information components. A TTC plan addresses traffic
safety and control through the work zone. The TO component addresses sustained
operations and management of the work zone impact area, and the PI component
addresses communication with the public and concerned stakeholders.
• For projects that are not classified as significant projects, the TMP may consist only of
a TTC plan. However, agencies are encouraged to consider TO and PI issues for these
projects as well.
• A TTC plan shall be consistent with the provisions under Part 6 of the Manual
on Uniform Traffic Control Devices (MUTCD) and with the work zone hardware
recommendations in Chapter 9 of the American Association of State Highway and
Transportation Officials (AASHTO) Roadside Design Guide.4 The TTC plan may be
incorporated in the TMP by reference, such as reference to elements in the MUTCD
or approved standard agency plans or manuals. TTC plans may also be specifically
designed for individual projects. In developing and implementing the TTC plan,
the Rule requires that pre-existing roadside safety hardware be maintained at an
equivalent or better level than existed prior to project implementation.
A TTC plan is the term currently used by the Manual on Uniform Traffic Control Devices (MUTCD) for what is
commonly referred to as a TCP. The MUTCD is available at http://mutcd.fhwa.dot.gov.
3
1-4
MUTCD URL: http://mutcd.fhwa.dot.gov. Roadside Design Guide, Chapter 9 - Traffic Barriers, Traffic Control
Devices, and Other Safety Features for Work Zones, AASHTO, 2002, URL: https://bookstore.transportation.org/
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• Agencies should coordinate with appropriate stakeholders in developing a TMP.
• The provisions for a TMP shall be included in the project’s plans, specifications, and
estimates (PS&Es). The PS&Es shall either contain all the applicable elements of an
agency-developed TMP, or include provisions for a contractor to develop a TMP at
the most appropriate project phase, as applicable to the agency’s chosen contracting
methodology for the project. In the case of contractor-developed TMPs, it is expected
that the contractor would incorporate the minimum TMP requirements already
developed by the agency during the planning process. For example, the PS&Es for a
design-build project may include the skeleton for a TMP, as developed by the agency
in its planning process, and the provisions for completing TMP development under the
contract. The agency must approve contractor developed TMPs and they cannot be
implemented until approved.
• Pay item provisions for implementing the TMP shall be included in PS&Es, either
through method-based (pay items, lump sum, or combination) or performancebased specifications (performance criteria and standards). Examples of potential
performance criteria include number of crashes in the work zone, incident response or
clearance time, travel time through the work zone, delay, queue length, and/or traffic
volume.
• The agency and the contractor shall each designate a trained person at the projectlevel who has the primary responsibility and sufficient authority for implementing the
TMP. The designated personnel have to be appropriately trained (per § 630.1008(d) of
the Rule).
1.6
Overview of Guidance Material for the Rule
To help transportation agencies implement the provisions of the Rule, the FHWA has
developed a suite of guidance documents that address the following topics:
• Overall Rule Implementation. Provides an overview of the Rule and general guidance
for implementing the Rule, lays out fundamental principles, and presents agencies
with ideas for implementing the Rule’s provisions.
• Work Zone Impacts Assessment. Provides guidance on developing procedures to
assess work zone impacts of road projects.
• Work Zone Transportation Management Plans (TMPs). The guidance material
provided in this document addresses this topic.
• Work Zone Public Information and Outreach Strategies. Provides guidance
on developing communications strategies to inform affected audiences about
construction projects, their expected work zone impacts, and the changing conditions
on projects.
All Rule resources will be available on the FHWA work zone web site at
the following URL: http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
1-5
1.7
Key Terminology
The following list defines some of the key terminology used in this document:
• Mobility. For work zones, mobility pertains to moving road users efficiently through or
around a work zone area with a minimum delay compared to baseline travel when no
work zone is present, while not compromising the safety of highway workers or road
users. The commonly used performance measures for the assessment of mobility
include delay, speed, travel time and queue lengths.
• Safety. For work zones, safety refers to minimizing potential hazards to travelers and
highway workers in the vicinity of a work zone.
• Significant project. A significant project is one that, alone or in combination with
other concurrent projects nearby is anticipated to cause sustained work zone
impacts that are greater than what is considered tolerable based on agency policy
and engineering judgment. All Interstate system projects within the boundaries of
a designated Transportation Management Area (TMA)5 that occupy a location for
more than three days with either intermittent or continuous lane closures shall be
considered as significant projects.
• Work zone. The area of a roadway with construction, maintenance, or utility work
activities. A work zone is typically marked by signs, channelizing devices, barriers,
pavement markings, and/or work vehicles. It extends from the first warning sign or
high-intensity rotating, flashing, oscillating, or strobe lights on a vehicle to the END
ROAD WORK sign or the last TTC device.
• Work zone impacts. Deviation from normal range of transportation system mobility
and safety as a result of the presence of a work zone. The extent of the impacts may
vary based on factors such as road classification, area type, travel characteristics, type
of work, temporal factors, and project complexity.
23 U.S.C. 134 (i)(1)(A) & (B) requires the Secretary of Transportation to designate as a TMA each urbanized
area with a population of over 200,000 individuals. In addition, at the request of the Governor and metropolitan
planning organization (MPO) (or affected local officials), other areas may be officially designated as TMAs by the
Administrators of the FHWA and the FTA. The list of TMAs is contained in the July 8, 2002 Federal Register on pages
45173 to 45178 (http://frwebgate.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=2002_register&docid=02-16998-filed).
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2.0 Process for TMP Development,
Implementation, and Assessment
This section provides guidance on how and where a transportation management plan
(TMP) fits into the processes and procedures that are part of a typical project delivery
process for road projects. It provides guidance on policies and processes that support
the development and use of TMPs and also offers examples of related practices currently
in use by various State and local transportation agencies.1 This section concludes with
tips for effective TMPs.
2.1
How and When Should TMPs be Developed,
Implemented, and Assessed?
TMP development begins during systems planning and progresses through the design
phase of a project. Existing project development processes can provide valuable
information to guide TMP development. For example, the National Environmental Policy
Act (NEPA) process during project planning may be a key source of inputs or constraints
for the project. Developing the TMP will involve the identification of applicable
transportation management strategies to manage the impacts of the project. The costs
for the management strategies needs to be incorporated in early project estimates and
the budgeting process to ensure that funding is available for TMP implementation.
This is especially applicable to projects likely to have greater work zone impacts. The
TMP development process is iterative and evolves through project design. As the TMP
evolves, it is important to reassess the management strategies to confirm that the work
zone impacts are addressed and the necessary funding is available. The TMP may be reevaluated and revised prior to and during implementation and monitoring. Finally, both
project level and program level assessments of the TMP are recommended to evaluate
the effectiveness of the management strategies and improve TMP policies, processes,
and procedures.
2.2
TMP Development, Implementation, and
Assessment Process
According to the updated Rule (the Rule), TMPs are required for all Federal-aid highway
projects and consist of strategies to manage the work zone impacts of a project.
Figure 2.1 presents a general TMP development process diagram that may be used as
a starting point for agencies to consider when developing TMP procedures and TMPs
for specific projects. The example process in Figure 2.1 shows three types of TMPs
(Basic, Intermediate, and Major). Agencies may elect to develop a different number of
categories of TMPs than what is described here.
1
Hereinafter referred to as agencies.
2-1
Each of the eleven steps in the diagram is explained in the remainder of this section.
References to the expected work zone impacts of a project are made throughout the
steps. Additional information pertaining to the specifics of how work zone impacts may
be progressively assessed through each stage of project delivery/development can be
found in Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone
Safety and Mobility Impacts of Road Projects.2
PLANNING/DESIGN
Compile Project Material
1
Project Definition/Scope
Construction Staging Approaches
Preliminary Management Strategies
n
Technical
Specialists
Applicable
Policies
n
n
2
2
Determine TMP Needs – Significant Project?
Assess Expected Work Zone Impacts of Projects
No
a Basic TMP
b
Yes
Intermediate TMP
3
n
Identify Stakeholders
n
n
n
5
Prepare TTC Plan
Develop TMP – Intermediate or Major
n
Technical
Specialists
TTC, TO, PI
Develop TMP – Basic
4
Applicable
Policies
c Major TMP
TTC (TO, PI as Appropriate)
TTC
Analyze Work Zone Impacts
Draft Management Strategies
Estimate Implementation Costs
Solicit Review and Comments
CONSTRUCTION
n
Applicable
Policies/
Performance
Requirements
PERFORMANCE ASSESSMENT
n
Agency Approval of TMP
Stakeholder Buy-In
Agency Approval of TMP Revisions
Implementation Cost
8
9
n
Finalize Construction
Phasing/Staging and TMP
Re-evaluate/Revise TMP
(As needed)
7
n
6
Implement TMP
TMP Monitoring
Monitor Mobility, Safety, and Community Impacts,
and Management Strategy Effectiveness
11 Post-Project Evaluation
Policies and Procedures
Figure 2.1 A Process for TMP Development
2-2
2
Available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
2.2.1
TMP Development During Planning, Preliminary Engineering,
and Design
Two of the keys to a successful TMP are:
• Developing it as early as possible.
• Using a multidisciplinary approach.
Although a full TMP document is not developed until design, conducting some TMP
analyses during systems planning3 and preliminary engineering will help ensure that
the TMP development and implementation costs are included in the project budget. At
this early stage, more alternatives for addressing work zone impacts are available, so a
broader range of strategies can be chosen. Early TMP development will also help with
scheduling and coordinating projects to minimize the cumulative work zone impacts of
multiple projects along a corridor or in a region. This includes examining the adequacy
of detour or alternate routes and coordinating with the agencies responsible for those
routes. Another strategy available in the earlier stages of project development is to
consider work zone impacts in the evaluation and selection of design alternatives. For
some projects it may be possible to choose a design alternative that alleviates many
work zone impacts. These broader strategies cross various disciplines and highlight the
need for a multidisciplinary approach.
Steps towards TMP development that might occur during planning, preliminary
engineering, and design are described below. The steps to TMP development are
intended to work in an iterative manner where the level of detail progressively increases
from planning through preliminary engineering through design, as more project specific
information becomes available.
Step 1 – Compile Project Material
Staff responsible for each stage of the project (planning, preliminary engineering, design,
construction) begin by compiling available project materials such as:
• Project definition (project scope, roadway and traffic characteristics, other factors such
as public outreach, community information, etc.).
• Construction phasing/staging approaches and plans.
• Preliminary work zone management strategies.
• Preliminary cost estimates for strategy implementation (when available).
• Information from other projects in the corridor to evaluate the combined or cumulative
impact of the projects.
The planning or design team should work with traffic engineering/operations personnel
and other relevant technical specialists (such as right-of-way experts, pavement
engineers, environmental specialists, etc.) to obtain the project information and help
identify potential issues or concerns. This collaboration can help in developing the
best combination of design, construction phasing/staging, and work zone management
strategies. As more information and data become available, the management strategies
and their costs should be refined.
Systems planning is the stage of project delivery when short- and long-term transportation needs and deficiencies are
identified, and appropriate projects are recommended and programmed.
3
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Step 2 – Determine TMP Needs
The components of a TMP for a project are based on the expected work zone impacts of
a project and whether the project is determined to be significant. Section 1.7 provides
a definition of significant projects.
Identification of significant projects should be:
• Based upon the agency’s work zone policies and procedures, and the project’s
characteristics and anticipated work zone impacts.
• Conducted as early as possible in the project delivery and development process.
• Done in cooperation with FHWA.
Agencies may already have policies that lay out criteria and requirements for
significant projects. If no policies exist, agencies are encouraged to develop policies for
determining when a project is significant. The Rule is specific for one case: “Interstate
system projects within the boundaries of a designated Transportation Management
Area (TMA)4 that occupy a location for more than three days with either intermittent or
continuous lane closures shall be considered as significant projects.” Exceptions may be
requested from the FHWA if the agency can demonstrate that the project, or category of
projects, does not have sustained work zone impacts.
According to the California Department of Transportation’s (Caltrans) policy
guidance, “Significant traffic impact is 30 minutes above normal recurring traffic
delay on the existing facility or the delay threshold set by the District Traffic
Manager (DTM), whichever is less.”
Source: California Department of Transportation (Caltrans), Transportation Management Plan Guidelines,
July 1, 2001. Also available in the Caltrans Deputy Directive DD-60, Transportation Management Plans, June
2000, URL: http//www.valleyair.org/Workshops/postings/3-25-2002/caltrans/dd-60.pdf (Accessed 08/16/05)
Some of the key project characteristics that agencies may want to consider in their
policies and procedures for significant projects include:
• Type of project (new construction, major reconstruction, major rehabilitation, or
bridge/pavement replacement).
• Degree of roadway congestion at and near the project location.
• Capacity reductions (lane, ramp, or facility closures).
• Impacts on mobility through and within the project area.
• Impacts on safety through and within the project/work zone impact area.
• Impacts on local businesses and community.
• Impacts from or on special events or due to seasonal variations (e.g., weather related,
tourist traffic related).
• Whether considerable detour and alternate routing will be necessary.
• Whether feasible alternate routes are available.
23 U.S.C. 134 (i)(1)(A) & (B) requires the Secretary of Transportation to designate as a TMA each urbanized area with
a population of over 200,000 individuals. In addition, at the request of the Governor and metropolitan planning
organization (MPO) (or affected local officials), other areas may be officially designated as TMAs by the Administrators
of the FHWA and the FTA. The list of TMAs is contained in the July 8, 2002 Federal Register on pages 45173 to 45178
(http://frwebgate.access.gpo.gov/cgi-bin/getdoc.cgi?dbname=2002_register&docid=02-16998-filed).
4
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
More detailed guidance on assessing work zone impacts and identifying significant
projects can be found in Work Zone Impacts Assessment: An Approach to Assess and
Manage Work Zone Safety and Mobility Impacts of Road Projects, and Implementing
the Rule on Work Zone Safety and Mobility,5 respectively.
If a project is expected to be significant, the TMP will consist of a temporary traffic
control (TTC) plan, as well as a transportation operations (TO) component and a public
information (PI) component (Step 2c – Major TMP). A TTC plan addresses traffic
safety and control through the work zone. The TO component addresses sustained
operations and management of the work zone impact area, and the PI component
addresses communication with the public and other affected parties. If the project is
not classified as a significant project, the TMP will contain a TTC in all cases (Step 2a
– Basic TMP). Agencies are encouraged to consider TO and PI components for nonsignificant projects also, particularly those with moderate mobility or safety impacts
(Step 2b – Intermediate TMP).
Agencies may elect to develop multiple levels or categories of TMPs, different from
what is described here. The use of Basic, Intermediate, and Major TMP categories
described below is just one example of how an agency may implement this.
The California Department of Transportation (Caltrans) uses three levels of
TMPs: blanket TMP; minor TMP; and major TMP. See Section 5.1.1 for more
information.
Source: Transportation Management Plans Effectiveness Study, Robert Copp, Caltrans, TRB 2004 Annual
Meeting, Session 526: Work Zone Impacts – A New Frontier
Step 2a – Basic TMP (TTC)
Basic TMPs are typically applied on construction or maintenance projects with
minimal disruption to the traveling public and adjacent businesses and community.
These projects typically only involve the development of a TTC plan, often known as
a Traffic Control Plan (TCP) or Maintenance of Traffic (MOT) plan. TTC plans need to
be consistent with Part 6 (Temporary Traffic Control) of the Manual on Uniform Traffic
Control Devices (MUTCD), and with the work zone hardware recommendations in
Chapter 9 (Traffic Barriers, Traffic Control Devices, and Other Safety Features for Work
Zones) of the American Association of State Highway and Transportation Officials
(AASHTO) Roadside Design Guide. The Rule specifies that the TTC plan be:
• A reference to:
– Specific TTC elements in the MUTCD, or
– Approved standard TTC plans, or
– Agency TTC manual, or
• Be designed specifically for the project.
Agencies may decide to implement basic TMPs (TTCs) through the use of one- or twopage forms. These forms would provide information on the location and schedule of
the construction or maintenance project, plus what is traditionally done by agencies
for a TCP or MOT. For Basic TMPs, the next relevant step of the process is Step 4
– Develop TMP.
5
Both documents are available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
2-5
Step 2b – Intermediate TMP (TTC, and some optional TO and/or PI)
Intermediate TMPs can be used for construction or maintenance projects that are
anticipated to have more than minimal disruption, but have not been identified as
significant projects. For example, these projects may be expected to impact a moderate
number of travelers and have moderate public interest, such as single lane closures in
urban areas or commercial business districts (CBDs). Intermediate TMPs could include
more detailed work zone impacts analysis and management strategy information than
Basic TMPs, including some element of PI and/or TO strategies, as well as cost estimates.
Step 2c – Major TMP (TTC/TO/PI)
Major TMPs are intended for significant projects. These projects, such as multiple laneclosures or total closure of an important corridor in an urban area or CBD, typically have
moderate to high impacts on traffic and the local area and generate public interest. The
Rule requires that TMPs for significant projects consist of a TTC plan, and also address PI
and TO components. In addition to the TMP components required by the Rule, TMPs may
also contain cost estimates, coordination strategies between stakeholders, secondary
mitigation strategy(s), analysis of potential impacts on detour routes, and analysis of the
potential effects of the management strategies. The consideration and incorporation of
these additional items may help an agency develop and implement a TMP that effectively
manages the work zone impacts of the project, and serves the needs of the agency, the
traveling public, workers, and other parties affected by the project.
The California Department of Transportation (Caltrans) requires contingency plans
for all TMPs to “address specific actions that will be taken to restore or minimize
effects on traffic when congestion or delays exceed original estimates due to
unforeseen events such as work zone accidents, higher than predicted traffic
demand, or delayed lane closures.”
Source: Caltrans Deputy Directive DD-60, Transportation Management Plans, June 2000,
URL: http://www.valleyair.org/Workshops/postings/3-25-2002/caltrans/dd-60.pdf (Accessed 08/16/05)
Guidance for TMP components can be found in Section 3.0 of this document.
Step 3 – Identify Stakeholders
This step involves the identification of stakeholders (internal and external) that can
provide valuable input to the agency on what strategies to include in the TMP to
help manage the work zone impacts of a project. This is generally intended for the
development of intermediate and major TMPs. Stakeholders should represent different
perspectives and will vary depending on the location and nature of the project. These
varying perspectives can help the agency identify and consider a broader range of
concerns in deciding what to include in a major TMP.
Stakeholders may include internal agency staff from planning, design, safety,
construction, operations, maintenance, public affairs, public transportation, pavement,
bridge, as well as other technical specialists. External stakeholders may include local
government (county, city, regional), FHWA, public transportation providers, contractors,
regional transportation management centers (TMCs), railroad agencies/operators, freight
operators, enforcement agencies, utility providers, emergency services, freeway service
patrol, businesses, community groups, and schools.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
During summer 2002, Michigan DOT (MDOT) performed full surface reconstruction,
and repair, removal, or replacement of five bridges, on a 1.3-mile stretch of a busy
downtown freeway in Detroit (M-10). MDOT engineers planned to close the road
to expedite construction and improve safety for travelers and workers. During
planning for the full closure of M-10, MDOT worked with numerous stakeholders.
For example, MDOT project personnel met with local businesses, including
representatives from a large casino located near M-10. Based on stakeholder input,
MDOT decided to reduce the impact of traffic diversion by installing temporary signs
to guide traffic to the casino. Other casinos in the area expressed concern that more
signing would be available to the casino near the closed facility, so MDOT decided to
erect additional signing for the other casinos to maintain equity.
Source: Full Road Closure for Work Zone Operations: A Case Study. Accelerating Construction and Reducing
Crashes During the Rehabilitation of a Major Downtown Route: M-10 Lodge Freeway in Detroit, Michigan
(FHWA-HOP-05-013) 2004, URL: http://www.ops.fhwa.dot.gov/wz/construction/full_rd_closures.htm
(Accessed 07/20/05)
It is recommended that a TMP team made up of the key stakeholders be developed for
major TMP efforts to see the project through from design to final assessment. The TMP
team should vary depending on the project characteristics.
“[TMPs] bring all stakeholders into the discussions in advance, so
we can work out the best detour routes, signal retiming, and other
geometric improvements.”
Source: Quote from Thomas Notbohm, Wisconsin Department of Transportation, used in
Transportation Management Plans for Work Zones Fact Sheet (FHWA-HOP-05-022),
URL: http://www.ops.fhwa.dot.gov/wz/resources/tmp_factsheet.pdf (Accessed 11/18/05)
Step 4 – Develop TMP
The level of detail of the TMP during early planning is largely dependent upon the type
of planning activity, the expected impacts of the project, and the availability of data.
At a minimum, early planning should entail a qualitative exercise to list the potential
impacts of a project, along with a list of potential management strategies, and the
expected costs of those management strategies. Once this information is included in
transportation plans and programs, the appropriate funding may be allocated for work
zone impacts management, and the thinking and rationale that went into identification of
the management strategies can be carried over to the subsequent phases of the project.
The same is true for the preliminary engineering phase of a project, where the project
design team should work with other technical specialists, including construction, traffic
engineering, and public outreach/relations personnel to jointly identify the work zone
impacts issues that need to be accounted for.
Since construction phasing and staging greatly affect the safety and mobility of work
zones, it is important that designers/construction engineers who develop the construction
phasing and staging plans consult and appropriately involve safety experts, traffic
engineers, and other technical specialists in their processes. Some agencies have
2-7
expanded the scope of work to address infrastructure needs to accommodate
construction traffic or future projects (e.g., shoulder widening to accommodate
realigned lanes serves as a buffer after construction and may assist in later corridor
reconstruction/staging).
Often times, engineers develop the construction phasing/staging plans followed
by an appropriate TTC plan for the project. However, it would be beneficial if the
construction phasing/staging plans and TTC plans were developed hand-in-hand.
Transportation operations and management issues are often included in the plans,
specifications, and estimates (PS&E)6 late in the project development cycle, resulting
in project delays and increased costs. However, if TO and PI issues are considered
at the same time that construction phasing/staging and TTC issues are considered,
it may result in the development of a TMP that has synergy across its different
components. For example, on a particular corridor, it may be the case that a shoulder
closure is desired to construct a project; it may also be the case that the corridor
has a high crash history. The high crash history may prohibit the shoulder closure
option. However, if someone knowledgeable in traffic operations and management is
involved in the discussion of construction options, he/she could have mentioned that
an incident management plan with a tow-truck based incident response program could
be implemented as a TO management strategy to allow the shoulder to be closed for
construction.
The essence of the TMP development process lies in developing and evaluating
the best alternative combination of construction phasing/staging, project design
options, TTC plan, TO strategies, and PI strategies hand-in-hand with each other.
Work zone management strategies should be identified based on the project
constraints, construction phasing/staging plan, type of work zone, and anticipated
work zone impacts. Some agencies may use strict lane closure policies/strategies
or permissible lane closure times that must be followed. Other agencies may use
analysis tools to predict delays, queues, and impacts of detours on the city arterials of
various strategies. While many agencies would like to use more complex simulation
tools to analyze work zone impacts and management strategies in greater detail,
many end up using less sophisticated and less intensive tools such as QUEWZ and
QuickZone. Cost is often a constraint in the development of a TMP, particularly for
major construction projects affecting large portions of the transportation network,
business districts, and community.
Some agencies, such as New Jersey and Texas, are considering road user costs
in the overall costs for construction activities to capture the traveler delay costs
and potentially reduce construction time by using road user costs as an incentive
or disincentive in contracts.
Sources: New Jersey Department of Transportation, Road User Cost Manual, June 2001,
URL: http://www.state.nj.us/transportation/eng/documents/RUCM/#Introduction (Accessed 07/20/05)
Texas Transportation Institute, Texas Transportation Researcher, Volume 36, Number 2, 2000,
URL: http://tti.tamu.edu/researcher/v36n2/36_2.pdf (Accessed 07/20/05)
2-8
PS&E package typically includes a project’s plan sheets, standard and special specifications, general notes, special
provisions, cost estimate, and project agreements.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
QUEWZ and QuickZone are software programs designed for evaluating work
zones. Additional information on work zone analysis tools can be found in:
• The Work Zone & Traffic Analysis/Management section of the FHWA work zone web site, available at
http://ops.fhwa.dot.gov/wz/traffic_analysis.htm (Accessed 08/19/05)
• Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone Safety and Mobility
Impacts of Road Projects, available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
(Accessed 08/19/05)
For basic TMPs, the TMP development process will largely consist of developing a TTC
or MOT plan. The TTC or MOT plan shall be either a reference to specific TTC elements
in the MUTCD, approved standard TTC plans, agency transportation department TTC
manual, or can be designed specifically for the project.
Finally, the TMP needs to include appropriate pay item provisions for implementation,
either through method- or performance-based specifications.
Step 5 – Update/Revise TMP
This step represents the iterative aspect of TMP development, wherein the TMP is
updated or revised as the project progresses through its various developmental
stages, and as more project-specific information becomes available. The TMP may be
envisioned as a ‘dynamic document’ that is maintained and revised by the TMP team,
as necessary. This step also represents possible reclassification of a project as
significant or not significant.
Step 6 – Finalize Construction Phasing/Staging and TMP
The PS&Es shall include either all the applicable elements of a TMP, or the provisions for
a contractor to develop a TMP.7 FHWA encourages agencies to begin TMP development
early in the project development process, so in many cases agencies will have begun
TMP development prior to project letting, even for design-build projects. FHWA
envisions that in cases where contractors will develop TMPs, the PS&Es are likely to
contain the skeleton/outline of a TMP developed by the agency during its planning
process, and the provisions for completing TMP development under the contract.
For example, if an agency uses performance-based specifications for a project, the
performance requirements are laid out in the contract documents with the contractor
being responsible for developing a TMP (working from any agency-provided skeleton)
that best meets the performance specifications. TMPs are subject to agency approval,
with input from stakeholders, as appropriate. Once approved, the TMP and the phasing/
staging plans are finalized.
Depending upon the contracting and PS&E approach for a given project, agencies may choose to have contractors develop
the TMP prior to the start of work.
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2.2.2
TMP Implementation, Monitoring, and Revisions During
Construction
Step 7 – Re-evaluate/Revise TMP
If alternative construction phasing/staging plans or other management strategies have
been suggested, technical specialists from the contractor or agency need to review the
TMP to see if changes are needed. TMPs developed or revised during contracting or
construction are approved by the agency prior to implementation.
Step 8 – Implement TMP
The TMP is implemented. In some cases, components of the TMP may need to be
implemented prior to construction (e.g., public relations campaign, improvements to
detour routes, etc.).
Step 9 – TMP Monitoring
Monitoring the performance of the work zone and that of the TMP during the
construction phase is important to see if the predicted impacts closely resemble the
actual conditions in the field and if the strategies in the TMP are effective in managing
the impacts. Examples of possible performance measures for TMP monitoring include
volume, travel time, queue length, delay, number of incidents, incident response and
clearance times, contractor incidents, community complaints, user costs, and cumulative
impacts from adjacent construction activities. Performance monitoring requirements
and performance measures should be based on agency policies, standards, and
procedures, and should be included in the project contract documents when
appropriate. TMP monitoring and assessment are best written into the TMP during
TMP development, rather than devised after the fact. Work Zone Impacts Assessment:
An Approach to Assess and Manage Work Zone Safety and Mobility Impacts of Road
Projects8 contains examples and more information on monitoring work zone impacts
and management strategies during construction.
Step 10 – Update/Revise TMP Based on Monitoring
If performance requirements are not met, the agency and/or contractor should revisit the
TMP and consider alternate management strategies and/or phasing/staging approach(es)
that meet the approval of the agency.
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Available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
2.2.3
TMP Performance Assessment
Step 11 – Post-Project TMP Evaluation
Evaluations of work zone TMP policies, processes, and procedures aid in addressing
and managing the safety and mobility impacts of work zones, particularly for significant
projects and when performance-based contracting is used.
TMP performance assessment can aid in addressing the following concerns:
• Which management strategies have proven to be either more or less effective in
improving the safety and mobility of work zones?
• Are there combinations of strategies that seem to work well?
• Should TMP policies, processes, procedures, standards, and/or costs be adjusted
based on what has been observed or measured?
• Are the best decisions in planning, designing, implementing, monitoring, and
assessing work zones being made?
This performance assessment may involve two tracks: 1) the overall TMP process and
2) actual field performance of the work zone and TMP.
Following construction completion, it is a good idea, particularly for significant projects,
to prepare a short report that contains an evaluation of the TMP. The post-project
evaluation may include successes and failures, changes made to the TMP and results
of those changes, any feedback received from the public, actual measurements of
conditions versus what was predicted, cost for implementation of the strategies, and
suggested improvements. Section 630.1008(e) of the Rule requires agencies to perform
a process review at least every two years. This review may include the evaluation of
work zone data statewide and/or for randomly selected projects. The results of TMP
evaluations can be useful in the process reviews, and vice versa. Collecting, analyzing,
and synthesizing the findings from multiple projects can help in the development and
implementation of future TMPs.
Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone
Safety and Mobility Impacts of Road Projects9 provides guidance and information for
conducting a post-construction work zone performance assessment. It also contains
several examples of post-construction performance assessments.
Indiana DOT’s Design Manual Section 81-1.03(01) recommends that upon
completion of a project, the TMP team prepare a report identifying the successes
and failures of the TMP.
Source: Indiana Department of Transportation, Chapter 81 of the Indiana Design Manual, Transportation
Management Plans, URL: http://www.in.gov/dot/div/contracts/standards/dm/Part%208/Ch%2081/Ch81.pdf
(Accessed 8/16/05)
9
Available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
2-11
2.3
Tips for an Effective TMP
The following highlights some of the key tips for developing an effective TMP. These
tips can be used in coordination with the TMP development steps previously described
in this section.
• Involve all of the relevant stakeholders early in the process (e.g., operations,
construction, planning, design, safety, maintenance, public affairs, technical
specialists, FHWA, local transportation agencies, enforcement agencies, utility
providers, emergency services, local businesses, community groups, etc.).
• Consider potential transportation management strategies and their costs early in
planning and programming.
• Consider and develop management strategies for impacts beyond the physical
location of the work zone itself, for example, on adjacent roadways and on local
communities and businesses.
• Avoid limiting the number and/or type of transportation management strategies that
may be considered.
• Balance constructability and construction staging requirements with the work zone
management strategies.
• Estimate and budget for the development and implementation of the TMP early in the
project development process, and update as appropriate throughout the project. Cost
is often a constraint for the development of a TMP, particularly for major TMPs.
• Update the TMP, as needed, throughout project development and implementation.
The TMP is a ‘dynamic document’ that must be maintained and revised with changes
made by the project team.
• Monitor field conditions and use project logs during construction to identify potential
safety and mobility concerns within the work zone and on adjacent roadways, and
revise the TMP as necessary.
• Evaluate the effectiveness of TMPs after a project is constructed, and use lessons
learned to improve TMPs for future projects.
“Effective TMPs are ones that are developed early, and address both
the traffic control design and traffic operational components of the
work zone.”
Source: Quote from Steve Kite, North Carolina Department of Transportation, used in
Transportation Management Plans for Work Zones fact sheet (FHWA-HOP-05-022),
URL: http://www.ops.fhwa.dot.gov/wz/resources/tmp_factsheet.pdf (Accessed 11/18/05)
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
3.0 Potential TMP Components
This section contains a comprehensive list of the components that could be considered
for inclusion in transportation management plans (TMPs). This list is intended to serve
as guidance. The order, terminology, and inclusion of the components may vary by
agency and/or type of project. The level of detail of the TMP depends on whether
a project is classified as significant; agency policies, procedures, and guidelines; and
the potential work zone impacts of the project. While a State and local transportation
agency1 may include many of these components in a major TMP, it is not expected that
agencies would include many of them in a basic TMP. Most agencies have temporary
traffic control (TTC) plan policies and report procedures in place for basic TMPs, in
the form of traffic control plans (TCPs) or maintenance of traffic (MOT) plans.
TMP components may be described in other existing reports the agency has for
the project. For example, an agency may have a detailed project design report with
sections for geotechnical, bridge, drainage, and pavement. Many of the suggested
items outlined in Sections 3.1 through 3.5 are included in preliminary design reports.
In such cases, an agency may decide to include a summary of these items or
a reference to such items in the TMP for coordination purposes.
The components discussed in this section include elements of the TMP document
itself, as well as elements for implementation and evaluation of the TMP. A definition
and a description of some of the key items and issues to consider for each component
are provided. Most of the information is based on policies, procedures, guidance,
manuals, and practices from agencies currently implementing TMPs.
Table 3.1 summarizes some recommended components for agencies to consider
for their TMPs. The individual TMP components are described in more detail in the
subsections that follow the table. In addition, a TMP Component Checklist is provided
in Appendix A. This checklist may be used by agencies as a starting point to develop
their own checklists to assist preparers and reviewers of TMPs.
Minnesota DOT’s Traffic Engineering Manual contains a TMP checklist, which
focuses on traffic control considerations.
Source: Minnesota Department of Transportation, Traffic Engineering Manual (Chapter 8: Work Zone
Traffic Control), June 2000, URL: http://www.dot.state.mn.us/trafficeng/otepubl/tem/Chap-8-2000.pdf
(Accessed 07/21/05)
1
Hereinafter referred to as agencies.
3-1
TMP Component
Brief Description
1 Introductory Material
Cover page, Licensed Engineer stamp page (if required by the agency), table
of contents, list of figures, list of tables, list of abbreviations and symbols, and
terminology
2 Executive Summary
Overview of each of the TMP components
3 TMP Roles and
Responsibilities
TMP manager, stakeholders/review committee, approval contact(s), TMP
implementation task leaders (e.g., public information liaison, incident management
coordinator, etc.), TMP monitoring, and emergency contacts
4 Project Description
Information such as project type, project background, project area/corridor,
project goals and constraints, proposed construction staging, general schedule
and timeline, and related projects
5 Existing and Future
Conditions
For the project area, including data collection and modeling approach, existing
roadway characteristics (history, roadway classification, number of lanes,
geometrics, urban/suburban/rural), existing and historical traffic data (volumes,
speed, capacity, volume/capacity, percent trucks, queue length, peak traffic
hours), existing traffic operations (signal timing, traffic controls), incident and
crash data, local community and business concerns/issues, traffic growth rates
(for future construction dates), and traffic predictions during construction (volume,
delay, queue)
6 Work Zone Impacts
Assessment
Depending on the type of TMP, could just be a qualitative assessment of the
potential work zone impacts and the effect of the chosen management strategies;
or a detailed analysis of the same, or both
7 Work Zone Impacts
Management Strategies
For the mainline and detour routes by construction staging, including TTC
strategies, PI strategies, and TO strategies. Findings and recommendations
8 TMP Monitoring
Requirements
TMP monitoring requirements and what the evaluation report of the TMP
successes and failures should include
9 Contingency Plans
Potential problems and corrective actions to be taken, standby equipment or
personnel
10 TMP Implementation Costs
Itemized costs, cost responsibilities/sharing opportunities, and funding source(s)
11 Special Considerations
As needed
12 Attachments
As needed
Table 3.1 Potential TMP Components
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3.1
Introductory Material
This section contains introductory material for the report. Components may include:
• Cover page. The cover page should contain the title/project name, date, and the name
of the agency and/or person responsible for the report with contact information.
• Licensed Engineer stamp page (if necessary). This page would include the name
of the project, a statement that the TMP was developed under the direction of a
licensed engineer, and the signature, printed name, and license stamp of the engineer
responsible for the TMP development.
• Table of contents. The table of contents lists the sections and subsections of the
report with their page numbers.
• List of figures. This component lists the figures and page numbers in the report.
• List of tables. This lists the tables in the report.
• List of abbreviations and symbols. This lists repeated abbreviations and mathematical
symbols found in the report, in alphabetical order.
• Terminology. The terminology component describes the key technical terms found in
the report.
3.2
Executive Summary
The executive summary should contain a brief overview and summary of the project,
general approach, selected construction phasing and staging approach(es), anticipated
work zone impacts of the project, the chosen TMP strategies, cost estimate for the TMP,
links to locations of specific TMP components, and conclusions/recommendations for
the project.
3.3
TMP Roles and Responsibilities
The roles and responsibilities for the development, implementation, monitoring, and
evaluation of the TMP should be documented. This may include, but is not limited to:
• TMP manager. The person responsible for the overall development and
implementation of the TMP. The updated Rule (Rule) requires that both the agency
and the contractor designate a trained person at the project level who has the primary
responsibility and sufficient authority for implementation of the TMP (see Section 1.5
for more information on the Rule).
• Stakeholders/review committee. This committee provides input and information to
the TMP manager, and assists in the decision-making process. Depending on the type
and complexity of the project, the stakeholders committee may include the highway
patrol, police, city traffic engineers, business representatives, transit and school
representatives, as well as emergency and towing services.
• Approval contact(s). The person or persons, if any, who need to give final approval to
the TMP.
• TMP implementation task leaders. These are project engineers responsible for
implementing specific tasks recommended by the TMP (e.g., public information
liaison, incident management coordinator, etc.).
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• TMP monitors. TMP monitors conduct windshield surveys (observations based on
driving through the work zone) and site visits to assess firsthand the effectiveness of
the phasing and staging plans and TMP strategies. They inform the TMP manager
when strategies are not working according to plan.
• Emergency contacts. This lists the contact person(s) with each emergency service
agency, including police, fire, and ambulance.
The Indiana Department of Transportation’s Design Manual states that the
anticipated traffic impacts of a project will dictate the extent and nature of the TMP
team’s responsibilities.
Source: Indiana Department of Transportation, Chapter 81 of the Indiana Design Manual, Transportation
Management Plans, URL: http://www.in.gov/dot/div/contracts/standards/dm/Part%208/Ch%2081/Ch81.pdf
(Accessed 8/16/05)
3.4
Project Description
This component of the TMP presents the scope and definition of the project.
It may include:
• Project background. This includes a brief description of the project, its purpose, and
its developmental history. It may also include additional information related to the
project, roadway, or study area.
• Project type. The nature of the project, which may range from capital projects,
new construction, rehabilitation, major maintenance, to routine maintenance, is
identified here.
• Project area/corridor. This component describes physical extents of the construction
or maintenance work, as well as the estimated region(s) and corridor(s) that may
be affected by the proposed project. Using a map to show this information is
recommended.
• Project goals and constraints. A brief listing of the goals, benefits, and challenges that
are expected by this project.
• Proposed construction phasing/staging. This includes the project phasing, lane and/
or facility closure strategies, whether or not high-occupancy vehicle (HOV)/temporary
lanes/shoulders will be utilized for general traffic, ramps/interchanges closures,
construction strategy, closure hours, and duration. TTC plans should be provided in
separate diagrams.
• General schedule and timeline. The start and finish dates for the project and phasing
schedule (if appropriate), including all major milestones.
• Related projects. Other ongoing/planned projects in the vicinity of the project area
that may cause cumulative impacts to the region(s) and corridor(s).
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3.5
Existing and Future Conditions
This TMP component provides information on existing and anticipated future conditions
in the study area including traffic, safety, and business and community access. While the
level of detail will vary based on the project, it should consider:
• Data collection and modeling approach. A brief discussion on how existing traffic
data and information was obtained, and what approach was used to estimate future
conditions.
• Existing roadway characteristics. This includes a history of roadways in the study area,
roadway classification(s), number of lanes, geometrics, and urban/suburban/rural.
• Existing and historical traffic data. This includes measures such as volumes, speed,
capacity, volume to capacity ratio, percent trucks, queue length, peak traffic hours, and
through versus local traffic. If possible, historical traffic data should be within the last
two to three years.
• Existing traffic operations. This includes signal timing, delay, and traffic control types.
• Incident data. Where feasible, historical incident data including number and type of
crashes should be documented. The historical incident information should be current
and the number of prior years of data may vary according to the agency’s crash data
recording system. Usually crash data for the last three years are appropriate.
• Local community and business concerns/issues. Input from the community and
business representatives should be included and prioritized to address local concerns.
• Traffic growth rates (for future construction dates). A brief discussion on the growth
rates used for analysis, including the source and any assumption.
• Traffic predictions during construction (volume, delay, queue). Based on the existing
and historical data, traffic growth rates, and the modeling/estimating approach
used, estimates of traffic and safety during construction should be developed and
documented. Future estimates should be compared to the existing data.
3.6
Work Zone Impacts Assessment Report
Depending upon the type of TMP, the work zone impacts assessment component
may include:
• A qualitative assessment of the potential impacts of the work zone and those of the
chosen management strategies; or
• A quantitative analysis of the impacts of the work zone and those of the chosen
management strategies; or
• Both qualitative and quantitative assessments.
Detailed information regarding the work zone impacts assessment process is contained
in Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone Safety
and Mobility Impacts of Road Projects.2
2
Available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
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A work zone impacts assessment report may include:
• Qualitative summary of anticipated work zone impacts. This involves a brief
discussion on how the project is expected to impact its vicinity, including major
corridors, local streets, how traffic patterns are expected to change, and an estimate
on how traffic demand might change due to the project.
During the I-5 Interstate Bridge Trunnion Repair project in Washington State, it was
estimated that without a Traffic Management Plan (TMP) during the bridge closure
and if there was no diversion or cancellation of interstate trips, traffic backups at
the I-5 Interstate Bridge could have potentially extended 50 miles to the north and
40 miles to the south. As a result, a multi-jurisdiction, bi-State Traffic Management
Team worked cooperatively to develop a TMP to lessen the traffic impacts of the
northbound structure closure.
Source: Southwest Washington Regional Transportation Council, I-5 Interstate Bridge Trunnion Repair
Project Traffic Management Plan Report, Executive Summary, Final Draft, URL: http://www.rtc.wa.gov/
Studies/Archive/trunnion/tmpexec.htm#Mission (Accessed 07/21/05)
• Impacts assessment of alternative project design and management strategies (in
conjunction with each other). This is a discussion on how the project design and
mitigation efforts would impact the project area, how they would affect each other,
and how they might adversely impact specific areas, if any.
– Construction approach/phasing/staging strategies. This lists the benefits and costs
of the construction strategies, the expected duration, and expected delays resulting
from this strategy.
– Work zone impacts management strategies. Management strategies to be
implemented for the project, including temporary traffic control, public information,
and traffic operations strategies, may be listed here or in a subsequent section.
Section 3.7 of this document provides more detail on work zone management
strategies.
• Traffic analysis results (if applicable). This includes:
– Traffic analysis strategies. A brief description on how the expected future traffic
conditions were determined. Any traffic reduction factors or other parameters
assumed for the calculations should be documented.
– Identify measures of effectiveness. This lists the measures of effectiveness used for
the analysis, such as capacity, volume, queue, speed, travel time, diversion, safety,
noise, environmental, adequacy of detour routes, cost effectiveness, etc.
– Analysis tool selection methodology and justification. When applicable, list the
traffic analysis tools used. Include a brief methodology on how the tool was
selected, and criteria used to select the most appropriate tool. Various traffic
analysis tools are available for conducting this analysis including QuickZone,
QUEWZ, CORSIM, Highway Capacity Manual (HCM), other deterministic methods
and/or tools, travel demand models, and/or simulation models.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
More information on available software tools that support work zone impacts
analysis can be found at the following locations:
• The Work Zone & Traffic Analysis/Management section of the FHWA work zone web site, available at
http://ops.fhwa.dot.gov/wz/traffic_analysis.htm (Accessed 08/19/05)
• Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone Safety and Mobility
Impacts of Road Projects, available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
(Accessed 08/19/05)
– Analysis results. This involves a comparison between existing and future traffic
conditions and operations, with and without the TMP management strategies.
The need for traffic analysis within the TMP should be determined on a case-bycase basis. For significant projects, it is preferable to conduct a detailed analysis.
A qualitative and/or quantitative assessment of business and community impacts
should be included under the analysis results (e.g., access to residences and
businesses; access for pedestrians, bicyclists, and persons with disabilities;
emergency service impacts (fire, ambulance, police, hospitals); and school bus
operations, bus stops, or other transit services). In some cases, a qualitative
assessment, while valuable, may underestimate the potential severity of traffic
impacts to the community. A quantitative examination of traffic impacts to the local
community may be necessary for some projects. The potential community impacts
may be a significant driving factor in the project, resulting in changes to construction
phasing or staging and/or the use of several transportation management strategies
for mitigation. Seasonal impacts should also be considered.
For cost effectiveness, constructability needs to be balanced with the work zone
transportation management strategies in order to best serve the public, construction
workers, and agency. There may be more than one option for addressing safety and
mobility during construction. In order to decide which option is appropriate, the
benefits and costs of the transportation management strategies could be estimated
and compared. The cost evaluation may consider on-site costs (e.g., strategy, rightof-way, environmental, delay, safety, accessibility to businesses and community,
user costs) and detour costs, both capital and operating.
Designers should consider road user costs when determining the most appropriate
construction staging and final design. This should be done early in the design
process while there is still flexibility in the design. The optimal design will mitigate
or avoid disruptions before they can be created.
Source: New Jersey Department of Transportation, Road User Cost Manual, June 2001,
URL: http://www.state.nj.us/transportation/eng/documents/RUCM/#Introduction (Accessed 07/21/05)
3-7
• Selected alternative. Depending on the type of TMP required, the information
required for the selected alternative may range from a list referring to the MUTCD or
agency standards, to comprehensive plan sheets and special provisions. The level
of detail should be determined on a project-by-project basis. Where appropriate,
the construction approach/phasing/staging strategy should be provided on detailed
plan sheets with plans for accommodating traffic at each stage. The work zone
transportation management strategies should be documented on the plan sheets
where possible (e.g., geometric improvements, control devices, etc.). If not, the
strategies should be listed with text describing any restrictions, usage (duration, stage/
phase, etc.), or other considerations. The type, number, location, and timing for traffic
control devices should be listed for directing traffic through the work zone. Any work
schedule restrictions should be documented for each stage (e.g., night work, peak hour
restrictions, etc.).
3.7
Selected Work Zone Impacts Management
Strategies
Work zone impacts management strategies are intended to minimize traffic delays,
maintain or improve motorist and worker safety, and maintain access for businesses and
residents. For the TMP, work zone impact management strategies should be identified
for both the mainline and detour routes for the selected construction phasing/staging
approach(es). Where appropriate, the management strategies should be documented on
plan sheets. Agencies may elect to develop separate sections or plans specific to the PI
and/or TO strategies to distinguish them from the TTC strategies.
TTC, PI, and TO work zone management strategies that could be considered for the TMP
are defined in Section 4.0 of this document. Appendix B provides information helpful
for determining when the strategies should be considered, pros/cons, and whether the
strategies are likely to improve mobility and/or safety.
The work zone impacts management strategies component of the TMP also highlights
some of the key findings for the selected alternative, discusses feasibility, anticipated
traffic or safety concerns (e.g., specific roadways with long estimated queues,
accessibility issues, ability of the detour routes to handle diverted traffic), and any special
provisions or issues related to the work zone management.
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3.8
TMP Monitoring
3.8.1
Monitoring Requirements
Monitoring requirements for the TMP should be included in the TMP and be made
part of the construction contract. This should include or refer to any agency policies,
standards, requirements, and procedures for TMP implementation and monitoring. The
evaluation should consider both the performance of individual TMP strategies as well as
overall performance of the work zone and work zone impact area. This may include but
is not limited to:
• Verification of work zone setup.
• Identification and process for monitoring TMP performance (e.g., volume counts,
queue length, crashes, complaints and feedback, surveys, etc.).
• Tracking TMP implementation costs and comparing them to the budgeted costs.
• Approach for corrective action when TMP performance requirements are not met.
• Submission of alternative TMPs and the approval process.
• Who is responsible for each component of the TMP monitoring.
3.8.2
Evaluation Report for the TMP
The TMP should include reference to the development of an evaluation report upon
completion of construction to document lessons learned and provide recommendations
on how to improve the TMP process and/or modify guidelines.
Indiana DOT’s Design Manual recommends that the evaluation report include
the following:
• An overall statement reflecting the usefulness of the TMP.
• Where changes were necessary to correct oversights in the TMP.
• What changes were made to the original plan and if they were successful.
• Public reaction to the TMP.
• The average delay time encountered (e.g., average queues, slowdowns).
• Identification of the peak loading times.
• Frequency of legitimate complaints and the nature of the complaints.
• Types of crashes that occurred during construction.
• Suggested improvements or changes for similar future projects.
• What areas of the TMP were successfully implemented.
Source: Indiana Department of Transportation, Chapter 81 of the Indiana Design Manual, Transportation
Management Plans, URL: http://www.in.gov/dot/div/contracts/standards/dm/Part%208/Ch%2081/Ch81.pdf
(Accessed 8/16/05)
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3.9
Contingency Plans
The contingency plan component should specify activities that should be undertaken to
minimize traffic impacts when unexpected events occur in the work zone (e.g., crashes,
unforeseen traffic demand, inclement weather, etc.). The contractor’s contingency
plan should address activities under the contractor’s control within the work zone.
Contingency plans should be included in all TMPs.
The California Department of Transportation’s (Caltrans) Transportation
Management Plan Guidelines recommend that a TMP contingency plan should
include but not be limited to the following:
• Information that clearly defines trigger points which require lane closure
termination (i.e., inclement weather, length of traffic queue exceeds threshold).
• Decision tree with clearly defined lines of communication and authority.
• Specific duties of all participants during lane closure operations, such as,
coordination with law enforcement or local police, etc.
• Names, phone numbers and pager numbers for the TMP manager or their
designee, the resident engineer (RE), the maintenance superintendent, the
permit inspector, the on-site traffic advisor, law enforcement area commander(s),
appropriate local agency representatives, and other applicable personnel.
• Coordination strategy (and special agreements if applicable) between the TMP
manager, RE, on-site traffic advisor, maintenance, law enforcement, and local
agencies.
• Contractor’s contingency plan.
• Standby equipment, agency personnel, and availability of local agency personnel
for callout (typically requires a cooperative agreement).
• Development of contingencies based on maintaining minimum level of service or
performance standards.
Source: California Department of Transportation (Caltrans), Transportation Management Plan Guidelines,
July 1, 2001. Also available in the Caltrans Deputy Directive DD-60, Transportation Management Plans, June
2000, URL: http://www.valleyair.org/Workshops/postings/3-25-2002/caltrans/dd-60.pdf (Accessed 08/16/05)
3.10 TMP Implementation Costs
Estimating the work zone management strategy implementation costs of the TMP and
including these costs within the overall project cost is critical, as it may be difficult to
obtain additional funding at a later time. It potentially avoids under-allocation of funds.
Where feasible, the cost estimates for the various management strategies should be
itemized and documented in the TMP, with cost responsibilities, opportunities for sharing
or coordinating with other projects, and funding sources specified. TMP components
can be funded as part of the construction contract and/or in separate agreements.
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3.11 Special Considerations (As Needed)
Any special considerations related to the TMP could be identified under this
component. This could reiterate special provisions, highlight considerations that
may need to be included in contracting documents, identify work zone management
strategies that require implementation prior to construction (public information
meetings, brochures, web sites, rideshare programs, coordination with local agencies
for detour routes, etc.), etc.
3.12 Attachments (As Needed)
Appendices may be included in the TMP to include information that may be relevant or
of interest to the TMP implementer, TMP manager, the agency, or other stakeholders.
This could include, but is not limited to observed, historical, and/or estimated traffic
volumes, speeds, travel times, level-of-service, delay, crashes; maps; staging/phasing
plans; lane closure charts; detailed analysis methodology, assumptions, parameters
used; etc.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
4.0 Work Zone Impacts
Management Strategies
Many work zone impacts management strategies can be used to minimize traffic delays,
improve mobility, maintain or improve motorist and worker safety, complete roadwork
in a timely manner, and maintain access for businesses and residents. This section
briefly describes various work zone management strategies, grouped according to the
following categories:
• Temporary traffic control (TTC):
– Control strategies.
– Traffic control devices.
– Project coordination, contracting and innovative construction strategies.
• Public information (PI):
– Public awareness strategies.
– Motorist information strategies.
• Transportation operations (TO):
– Demand management strategies.
– Corridor/network management (traffic operations) strategies.
– Work zone safety management strategies.
– Traffic/incident management and enforcement strategies.
Table 4.1 presents various work zone management strategies by category. This set
of strategies is not meant to be all-inclusive, but offers a large number to consider,
as appropriate, in developing transportation management plans (TMPs). Individual
strategies may fit into multiple categories. For example, changeable message signs
(CMS) are a traffic control device defined in the Manual on Uniform Traffic Control
Devices (MUTCD), and thus are included in this category. However, they are also
frequently used for motorist information and are included in that category as well.
This section is intended to be a reference for selecting work zone management
strategies as described in Section 2.2.1, Step 4 and Section 3.7 of this document.
Agencies can look through Table 4.1 to get ideas for potential strategies, and then
refer to the rest of the chapter for more information as needed. This section provides
definitions for the strategies and is supported by Appendix B, which provides
information helpful for determining when the strategies should be considered, pros/
cons, and whether the strategies are likely to improve mobility and/or safety.
Several best practices associated with work zone management strategies can be
found on the FHWA Work Zone web site at http://www.fhwa.dot.gov/workzones
(Accessed 07/15/05). Benefits information for real-world applications and studies
for some of the transportation operations and public information strategies is
located in the Intelligent Transportation Systems (ITS) Joint Program Office
Benefits Database at http://www.benefitcost.its.dot.gov/its/benecost.nsf/
ByLink/BenefitsHome (Accessed 07/15/05).
4-1
See Appendix B for information helpful in determining when these strategies should be considered, pros and cons, and
whether the strategy tends to improve mobility, motorist safety, and/or worker safety.
1
4-2
A range of other safety devices are described in Part 6 of the Manual on Uniform Traffic Control Devices (MUTCD) and are
widely used to enhance safety and mobility in highway work zones. These devices, such as temporary traffic barriers and
crash cushions, are included in the Work Zone Safety Management Strategies category.
2
III. Transportation Operations (TO)
A. Demand
Management Strategies
IIIA1 Transit service
IIIA2
IIIA3
IIIA4
IIIA5
IIIA6
IIIA7
IIIA8
IIIA9
IIIA10
IIIA11
improvements
Transit incentives
Shuttle services
Ridesharing/carpooling
incentives
Park-and-ride promotion
High-occupancy vehicle
(HOV) lanes
Toll/congestion pricing
Ramp metering
Parking supply
management
Variable work hours
Telecommuting
B. Corridor/Network
Management Strategies
IIIB1 Signal timing/
IIIB2
IIIB3
IIIB4
IIIB5
IIIB6
IIIB7
IIIB8
IIIB9
IIIB10
IIIB11
IIIB12
IIIB13
IIIB14
IIIB15
coordination
improvements
Temporary traffic signals
Street/intersection
improvements
Bus turnouts
Turn restrictions
Parking restrictions
Truck/heavy vehicle
restrictions
Separate truck lanes
Reversible lanes
Dynamic lane closure
system
Ramp metering
Temporary suspension of
ramp metering
Ramp closures
Railroad crossings
controls
Coordination with
adjacent construction
site(s)
C. Work Zone Safety
Management Strategies
IIIC1 Speed limit
IIIC2
IIIC3
IIIC4
IIIC5
IIIC6
IIIC7
IIIC8
IIIC9
IIIC10
IIIC11
IIIC12
IIIC13
IIIC14
IIIC15
IIIC16
IIIC17
reduction/variable
speed limits
Temporary traffic signals
Temporary traffic barrier
Movable traffic barrier
systems
Crash-cushions
Temporary rumble strips
Intrusion alarms
Warning lights
Automated Flagger
Assistance Devices
(AFADs)
Project task force/
committee
Construction safety
supervisors/inspectors
Road safety audits
TMP monitor/inspection
team
Team meetings
Project on-site safety
training
Safety awards/incentives
Windshield surveys
D. Traffic/Incident
Management and
Enforcement Strategies
IIID1 ITS for traffic monitoring/
management
IIID2 Transportation
IIID3
IIID4
IIID5
IIID6
IIID7
IIID8
IIID9
IIID10
IIID11
IIID12
IIID13
IIID14
IIID15
IIID16
IIID17
IIID18
IIID19
management center
(TMC)
Surveillance (ClosedCircuit Television [CCTV],
loop detectors, lasers,
probe vehicles)
Helicopter for aerial
surveillance
Traffic screens
Call boxes
Mile-post markers
Tow/freeway service
patrol
Total station units
Photogrammetry
Coordination with media
Local detour routes
Contract support for
incident management
Incident/emergency
management coordinator
Incident/emergency
response plan
Dedicated (paid) police
enforcement
Cooperative police
enforcement
Automated enforcement
Increased penalties for
work zone violations
4-3
4.1
Temporary Traffic Control (TTC)
Temporary traffic control strategies, devices, and contracting/construction techniques
and coordination are used to facilitate traffic flow and safety through and around
work zones. Standards, guidance, and other information defining the proper use of
the traffic control strategies and devices are provided in Part 6 (Temporary Traffic
Control) of the MUTCD and Chapter 9 (Traffic Barriers, Traffic Control Devices, and
Other Safety Features for Work Zones) of the American Association of State Highway
and Transportation Officials (AASHTO) Roadside Design Guide. Information on
contracting and construction techniques is available from various references listed
throughout this report.
4.1.1
Control Strategies
This category includes various traffic control approaches used to accommodate road
users within the work zone or the adjoining corridor in an efficient and safe manner,
while providing adequate access to the roadway for the required construction,
maintenance, or utility work to be performed.
IA1.
Construction phasing/staging. Staging typically refers to how the contractor
will position the equipment and materials. Phasing refers to the sequencing
of the aspects of a project, completing portions of the project one part at
a time. The impacts of a work zone on traffic may be minimized by using
operationally-sensitive phasing and staging throughout the life of the project.
In Maine, the Department of Transportation has an agreement (constructability
review agreement) with Associated Contractors of Maine to assist the State
with developing construction-phasing options on selected high-risk projects.
This is done prior to letting the project.
Source: Maine Department of Transportation
The Oklahoma DOT (ODOT) provides for contractor participation in
constructability reviews for projects over $5 million by allowing all contractors
to review plans in advance of advertisement. This allows ODOT to incorporate
good design and construction ideas, prior to advertisement, which will result
in more economical and quicker projects. Such early review by contractors
also provides a way to detect errors overlooked in the design phase and allows
contractors additional time to become more familiar with the project, enabling
them to submit more accurate bids.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/
best/Default.htm (Accessed 08/18/05)
IA2.
4-4
Full roadway closures. This strategy involves complete closure of the roadway
for various time periods to minimize the duration of the project and improve
worker safety by reducing traffic conflicts. Full closures may be brief (e.g.,
intermittent, off-peak), short-term (e.g., night, weekend), or long-term (e.g.,
continuous for the duration of the project).
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
Information on the application and benefits of full road closure during
rehabilitation and construction for DOTs in Oregon, Kentucky, Michigan,
Ohio, Washington, and Delaware are available in a report and case studies at
http://ops.fhwa.dot.gov/wz/construction/full_rd_closures.htm (Accessed 07/15/05)
IA3.
Lane shifts or closures. Lane shifts or closures last for varying durations of time.
They may be intermittent, off-peak, night, weekend, for a single project phase,
or continuous for the duration of the project. This strategy involves multiple
approaches including:
- Reduced lane widths to maintain number of lanes (constriction). This
involves reducing the width of one or more lanes in order to maintain the
existing number of lanes on the facility while permitting work access to part of
the facility.
- Lane closures to provide worker safety. This strategy closes one or more
existing traffic lanes to accommodate work activities.
- Reduced shoulder width to maintain number of lanes. This involves reducing
the width of the inside and/or outside shoulder to maintain the existing number
of lanes on the facility while allowing access for the work activities to take place.
- Shoulder closures to provide worker safety. This strategy closes the shoulder
for use by the public, making it available to accommodate the work activities.
- Lane shift to shoulder/median to maintain number of lanes. This strategy
involves diverting traffic onto the shoulder, or a portion of the shoulder, for use
as a traffic lane.
IA4.
One-lane, two-way operation. One lane, two-way traffic control involves using one
lane for both directions of traffic, allowing work activities to occur in the other lane
that is now closed.
IA5.
Two-way traffic on one side of divided facility (crossover). This strategy involves
closing one side of a divided facility to permit the work to proceed without traffic
interference while both directions of traffic are accommodated on the opposing
side of the roadway.
IA6.
Reversible lanes. This strategy, also known as variable lanes or contra-flow lanes,
involves sharing lane(s) of travel to accommodate peak-period traffic flow. The
direction of travel in the shared lane varies by time of day or day of the week.
IA7.
Ramp closures/relocation. Ramp closure involves closing one or more ramps in or
near the work zone for specific time periods or construction phases to allow work
access or improve traffic flow on the mainline.
IA8.
Freeway-to-freeway interchange closures. This strategy involves closing one or
more freeway-to-freeway interchange connectors over a period of time.
IA9.
Night work. Work is performed at night (end of evening peak period to beginning
or morning peak period) to minimize work zone impacts on traffic and adjacent
businesses.
4-5
NCHRP Report 475 provides a process to help agencies determine whether to
perform nighttime construction or maintenance.
Source: National Cooperative Highway Research Program, Report 475, A Procedure for Assessing and
Planning Nighttime Highway Construction and Maintenance, 2002, URL: http://trb.org/publications/nchrp/
nchrp_rpt_475.pdf (Accessed 07/27/05)
IA10. Weekend work. Construction work (all or individual phases) is restricted to
weekend periods from the end of the Friday afternoon peak period to the
beginning of the Monday morning peak period.
IA11.
Work hour restrictions for peak travel. This involves restricting work hours
such that work that impacts traffic does not occur during periods of peak travel
demand and congestion (e.g., peak hours, holidays, special events).
IA12. Pedestrian/bicycle access improvements. This strategy involves providing
alternate facilities for bicyclists and pedestrians (including those with disabilities
in accordance with the Americans with Disabilities Act of 1990) in places where
the work zone impacts their accessibility.
IA13. Business access improvements. Some projects will have a direct impact
on businesses, particularly to accessibility. Accessibility improvements for
businesses may include signage or information to direct motorists to the
business(es) and/or relocation of access locations.
IA14. Off-site detours/use of alternate routes. This strategy involves re-routing some
or all traffic off of the roadway under construction and to other existing roadways.
4.1.2
Traffic Control Devices3
The MUTCD provides standards, guidelines, and other information pertaining to
installing, maintaining, and operating traffic control devices on streets and highways.
Part 6 of the MUTCD, “Temporary Traffic Control,” addresses safety, mobility, and
constructability issues in work zones, and is applicable to all types of highway work
from major construction on high-volume freeways to minor maintenance on residential
streets, and everything in-between. Traffic control devices and other safety devices used
for work zones include:
IB1.
Temporary signs. Several types of temporary signs can be used to provide
information to road users to enable safe and efficient travel through the work
zone or a detour. Temporary signs are an essential and integral part of temporary
traffic control, and are used in nearly all work zones. Accepted practices for work
zone signing are provided in the MUTCD, including Part 6 and various other
references. Temporary signs typically include the following types:
- Warning. These signs give notice to road users of a situation that may not be
readily apparent (e.g., speed reductions, road or lane narrows, etc.).
- Regulatory. Regulatory signs provide notice to road users of traffic laws or
regulations through the work zone (e.g., speed limits, fine notices, parking
restrictions, road closed, etc.).
A range of other safety devices are described in Part 6 of the Manual on Uniform Traffic Control Devices (MUTCD) and are
widely used to enhance safety and mobility in highway work zones. These devices, such as temporary traffic barriers and
crash cushions, are included in the Work Zone Safety Management Strategies category (Section 4.3.3).
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
- Guide/information. Advance signing and signing in and around the work
zone area are used to notify the motoring public of the work zone and/or offer
options for alternative routes. Signs may include dates and/or locations of
construction and/or closures. Detour signs direct motorists onto detour
routes, through the detour, and back to the route from which they were
detoured. Advance notice is required so that motorists have time to choose
an alternate route.
IB2.
Changeable message signs (CMS). Both fixed and portable changeable message
signs are highly effective in conveying work zone information to drivers,
especially when that information is subject to frequent change or it addresses
a short term or current situation or condition within the work zone. These signs
provide real time information to drivers concerning specific work operations,
traffic patterns, and other conditions in the work zone. These devices assist
drivers in avoiding conflicts and potential crashes as they travel through
the work zone.
IB3.
Arrow panels. Also referred to as arrow boards, arrow panels operating in
flashing or sequential mode are intended to aid motorists in navigating and
merging through and around the work zone.
IB4.
Channelizing devices. This strategy involves the use of channelizing devices such
as traffic cones, drums, barricades, or tubular markers for traffic control through
the work zone. The purpose is to define the intended travel path through the
work zone and delineate potential work zone hazards.
IB5.
Temporary pavement markings. Various types of temporary markings on
the pavement are available to define travel lanes and provide guidance and
information for the road user through the work zone.
IB6.
Flaggers and uniformed traffic control officers. Flaggers, and to a lesser extent
police or traffic control officers, are used to direct and control road user and
pedestrian traffic in work zones.
IB7.
Temporary traffic signals. This strategy involves the use of fixed or portable
temporary traffic signals to improve traffic flow through and near the work zone
and/or address safety concerns.
IB8.
Lighting devices. A wide range of lighting devices, listed in Part 6 of the MUTCD,
is available for use in work zones. Lighting strategies offer enhancement to
other work zone strategies by attracting attention to the devices and improving
delineation, particularly for adverse conditions. They can also be used for
improved worker safety and for guiding road users through a work zone,
particularly for night work.
General guidance for worker safety and visibility is provided in the FHWA
Office of Safety Worker Safety and Visibility Brochure, available at
http://safety.fhwa.dot.gov/wz/wzw5.htm (Accessed 07/15/05)
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4.1.3
IC1.
Project Coordination, Contracting, and Innovative
Construction Strategies
Project coordination. Project coordination strategies having the potential to
reduce mobility and safety impacts of work zone activities include:
- Coordination with other projects. This involves coordinating, sequencing,
and scheduling projects to minimize motorist delay and impacts to potentially
affected businesses and communities.
- Utilities coordination. This involves coordinating and scheduling utility work
both within the impacted work zone area and near the project to minimize
potential work disruptions or interruptions due to utility work, and reduce
overall construction duration. Coordination can also reduce the recurrence
of work zones by doing two jobs together. For example, the installation of a
communications conduit (for traffic management, ITS, etc.) along a highway
corridor may coincide with a pavement reconstruction project on that highway.
In Phoenix, Arizona, design and construction of city water and sewer lines within
the street right of way is done by the Street Transportation Department. Prior
to the implementation of this policy, each entity designed and constructed their
facilities in a separate project. This in effect resulted in the neighborhoods being
torn up on three separate occasions to construct the project. By bringing all work
under the Street Transportation Department, the work could all be accomplished
in one contract thereby saving time, money, increasing safety, and having less
impact and disruption to the community.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 08/19/05)
- Right-of-way coordination. Increased consideration of potential right-of-way
needs and issues may help reduce project delays and duration.
- Coordination with other transportation infrastructure. Coordination with nonhighway transportation facilities such as transit junctions, railroad crossings,
and intermodal facilities can help minimize traffic disruptions.
IC2.
Contracting strategies. These strategies typically involve contractual agreements
to reduce the project duration or traffic impacts including:
- Design-build. This strategy involves the use of one contract to design and
build the project thus reducing project duration by allowing construction to
begin prior to design completion.
- A+B bidding. A+B bidding encourages contractors to minimize construction
impacts by reducing construction time. Part A refers to the contractor’s bid
for the actual items of work, and Part B is the total of the number of days bid
to complete the project multiplied by the daily road user cost stipulated in the
contract. The combined values of the A and B portions determine the winning
bid. The contractor’s payment is based on both Part A and the actual number
of days used under Part B.
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- Incentive/disincentive clauses. This strategy involves the use of incentives and/
or disincentives in the construction contract to minimize construction duration.
- Lane rental. Lane rental involves a charge assessed to the contractor when
a portion of the roadway is obstructed and unavailable to traffic. The lane
rental charge can vary according to time of day, day of week, number of lanes
impacted, and duration. The contractor’s bid includes an estimate of the
number of hours that closures will be in place, with the actual payment to the
contractor based on the actual use of closures.
IC3.
4.2
Innovative construction techniques (precast members, rapid cure materials).
These strategies involve the use of special materials such as quick curing
concrete or precast items (e.g., culverts, bridge deck slabs, and pavement slabs)
to minimize the duration of construction or maintenance activities where traffic
restrictions need to be minimized (e.g., roadways with high volumes), and when
work activities need to be completed during night or weekend periods to allow
reopening travel lanes for normal weekday travel.
Public Information (PI)
The inclusion of a public information component in the TMP has the potential to reduce
work zone impacts by providing specific information concerning road projects to road
users and the community to alert them to potential impacts and available means to avoid
them, as well as more general information concerning appropriate driving and travel
behavior and travel options associated with the work zone. Early public involvement,
particularly by the impacted communities and businesses, in the development of the
TMP and keeping them informed throughout the project, is essential both to identify
potential impacts and to ensure that effective mitigation strategies are developed and
implemented. Coordination with the agency’s public information office will help to
ensure success, particularly for significant projects. These strategies include both public
awareness strategies and motorist information strategies.
“Based on our experience, public information is the TMP mitigation
strategy that gives us the ‘biggest bang for the buck’ – its effectiveness
is greater in urban areas, but still holds true in rural areas.”
Source: Quote from Robert Copp, California Department of Transportation, used in
Transportation Management Plans for Work Zones fact sheet (FHWA-HOP-05-022),
URL: http://www.ops.fhwa.dot.gov/wz/resources/tmp_factsheet.pdf (Accessed 11/18/05)
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4.2.1
Public Awareness Strategies
Public awareness strategies include various methods to educate and reach out to the
public, businesses, and the community concerning the road project and work zone:
IIA1.
Brochures and mailers. Brochures and mailers are printed material containing
project-related information such as advanced notice of the project’s start date,
schedules, pictures/graphics of the project, a description of the need for the
project, alternative routes, etc. These may be passed out to motorists at key
locations (e.g., large employers in the project area, rest stops, travel information
centers), via automobile associations, or mailed to affected businesses or
communities.
IIA2.
Press releases/media alerts. This strategy provides project-related information
to the news media, affected businesses, and other affected or interested parties
using print and/or electronic media.
At the project level, Arizona uses a Construction Project Public Information/Public
Relations Program where weekly newsletters are sent to the media, business,
local residents, and others who request to be included. The newsletters
typically provide information on project status, lane restrictions, ramp closures,
recommended detour routes, access to area businesses, and other work zone
traffic restrictions in effect for the next few weeks. This program is generally used
for very large projects in urban areas; however, it has also been used for some
rural projects.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 07/15/05)
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IIA3.
Paid advertisements. Paid announcements of an upcoming major project
may use newspaper, radio, and television ads, as well as billboards. Paid
advertisements can also be used for progress updates or to provide information
regarding major changes to the work zone configuration and management
approach.
IIA4.
Public information center. This is a facility typically located on or near the project
site that contains such materials as scale model displays, maps, brochures,
videos, etc. describing the project, its potential impacts, and available alternatives
to minimize the impacts.
IIA5.
Telephone hotline. This traveler information system provides traffic or travel
information for the work zone using a toll-free telephone number. It can include
prerecorded messages and/or real-time interactive request and response
information.
IIA6.
Planned lane closure web site. This strategy is typically not for one specific
project, but is usually implemented for an entire State, district, or geographic
region. The web page summarizes planned lane closures for public information,
listing the routes involved as well as the closure start and end dates, both in text
and graphical form.
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
IIA7.
Project web site. This traveler information system provides traffic or travel
information for the work zone via the web/Internet. It can include both long term
static information and/or real-time interactive information.
IIA8.
Public meetings/hearings. This strategy involves the presentation of project
information to the public, community, and/or businesses by public relations
staff, and solicitation of input concerning potential concerns, impacts, and
management strategies.
IIA9.
Community task forces. This strategy involves the development of community
task force(s), which includes various stakeholders from the community likely to
be impacted by the work zone (businesses, neighborhood groups, interested
individuals, public officials, or other representatives). Task forces can be a means
of both providing information and receiving input related to a road project.
IIA10. Coordination with media/schools/businesses/emergency services. This strategy
involves coordinating with various community, business, and media groups
that are likely to be impacted by the work zone, or that can disseminate needed
information. Examples of these groups include local/cable TV newsrooms,
schools and school districts, local major employers/businesses, and local
emergency services (fire, police, and ambulance). Various mechanisms such as
fax, e-mail, phone message, mailings, etc. can be established to communicate
project-related information including start dates, project schedules, significant
traffic pattern changes, and traffic crashes and incidents within the work zone.
IIA11. Work zone education and safety campaigns. This strategy involves improving
the awareness of motorists and/or increasing worker training in order to reduce
the number of fatalities and injuries in work zones. This can be accomplished
through brochures, web sites, media campaigns (radio, television), and videos.
IIA12. Work zone safety highway signs. This strategy involves the use of signs placed
strategically at work zone approaches to increase driver awareness to work zone
safety concerns.
IIA13. Rideshare promotions. This strategy involves the marketing of an existing
rideshare program or creation of a new program through signage,
advertisements, brochures, and events.
IIA14. Visual information (videos, slides, presentations) for meetings or for webbased dissemination. This involves the use of videos, slides, and presentations
to supplement public meetings, public information center displays, or press
releases.
The Tennessee Department of Transportation (TDOT) implemented a highway
work zone program designed to improve traffic flow and safety in construction
areas. The plan is called Merge Left.
Source: http://www.tdot.state.tn.us/news/2005/040405.htm (Accessed 07/15/05)
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4.2.2
Motorist Information Strategies
These strategies provide current and/or real-time information to road users regarding
the project work zone. Motorist information strategies include:
IIB1.
Traffic radio. Project-related information is disseminated via the regularly
scheduled traffic reports on commercial radio stations.
IIB2.
Changeable message signs (CMS). These are fixed or portable message boards
placed along roadways to notify road users of lane and road closures, work
activities, incidents, potential work zone hazards, queues and slowed or stopped
traffic ahead, and travel time or delay information, as well as alternate routes in
or around the work zone. CMS can be placed at key locations before potential
diversion points to give motorists an opportunity to divert to an alternate route
or take other appropriate measures based on the information provided. As
an enforcement tool, these signs can be used to inform drivers of speed limit
reductions and enforcement activities in a work zone.
IIB3.
Temporary motorist information signs. Temporary conventional signs mounted
in the ground, overhead, or on vehicles to provide traveler information to guide
motorists through the work zone and warn of potential hazards.
IIB4.
Dynamic speed message sign. This portable system can be mounted as a fixed
sign or located on a portable trailer. Radar measures the speed of approaching
vehicles, which is displayed on the sign along with or near the work zone speed
limit. The objective of this system is to enhance safety by reducing speeding and
speed variations.
IIB5.
Highway advisory radio (HAR). Longer, more detailed messages than can be
provided using signage may be necessary for some work zone situations. HAR
involves the dissemination of information to motorists while en route over widearea wireless communications directly to in-vehicle radios. Signs are used to
inform motorists of the radio frequency where the information is available.
Arkansas used an Automated Work Zone Information System (AWIS) in a rural
work zone involving a central system controller, two HAR, five traffic sensors,
five CMS, and two supplemental speed stations per lane closure. This system was
designed to manage speed variability approaching the work zone, and to provide
work zone information and delay times to travelers via CMS and HAR.
The objective was to reduce the number of rear-end and fatal crashes at the
site. An interview with the engineer responsible for overseeing the work zone
construction indicated that the AWIS appeared to prevent/reduce rear-end
collisions as long as traffic was not backed up past the CMSs.
Source: U.S. Department of Transportation, ITS Joint Program Office, Benefits Database, URL:
http://www.benefitcost.its.dot.gov/its/benecost.nsf/ByLink/BenefitsHome (Accessed 07/15/05)
IIB6.
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Extinguishable signs. Extinguishable signs are typically associated with highway
advisory radio (HAR) systems where the sign indicates how to obtain information
on roadway conditions (e.g., tune in to 1610 AM). These signs turn on and off
depending on when the HAR has a message available.
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
IIB7.
Highway information network (web-based). A highway information network is
a web site where multiple stakeholder groups can place information related to
the roadway. The web site is shared among the various stakeholder groups, each
with their own data storage areas (including control of functionality, security,
data quality, etc.).
IIB8.
511 traveler information systems (wireless, handhelds). This strategy provides
motorists with work zone-related information, static (e.g., project dates) and/or
real time (e.g., potential delays), using such technology as cell phones, pagers,
in-vehicle systems, and e-mail notifications.
IIB9.
Freight travel information. This strategy may be appropriate when there is a
moderate to high percentage of freight movement through the work zone. It
involves coordination with the freight community (trucking companies, truck
drivers, etc.) to identify work zone information considered useful (e.g., truck
restrictions, occurrences of incidents, planned closures, etc.) and development
of a mechanism to disseminate that information to freight stakeholders. The
information can be disseminated to central locations (e.g., via a fax or email
distribution list to trucking companies) or to truckers as they approach the work
zone (e.g., via CB communications tools such as the CB Wizard Alert System.)
The Wizard CB Alert System is a device that continuously broadcasts, over CB
radio, a message that warns approaching drivers of the work zone ahead. The
information can be broadcast over any selected CB channel, but since most
truckers listen to channel 19, broadcasting over that channel means truckers
generally have to take no action to receive the message.
The Smart Work Zone Deployment Initiative, a pooled-fund study in which
researchers investigate better ways of controlling traffic through work zones and
improving the safety and efficiency of traffic operations and highway work, has
completed several evaluations of the Wizard CB Alert System. The findings have
shown that truckers tend to find the system effective at alerting them to a work
zone ahead so they can be prepared for altered conditions, such as lane closures,
that may require them to change lanes or reduce speed.
Source: Smart Work Zone Deployment Initiative Pooled Fund Study, URL: http://www.ctre.iastate.edu/
smartwz/index.cfm (Accessed 10/3/05)
The Oregon Department of Transportation’s (ODOT) QuickFax service provides
commercial truckers with up-to-the-minute information on closures and traffic
delays on Oregon State highways. With this service, bulletins are faxed to
approximately 154 trucking companies and 30 truck stops to inform them of
immediate traffic delays related to incidents or weather. The service’s subscriber
base reaches truck stops as far away as Virginia, Nebraska, Wyoming, and
California, so truckers heading into Oregon from those locations can have advance
warning of any long-term road closures.
Source: U.S. Department of Transportation, Federal Highway Administration, “Fact Sheet 1 – Oregon’s
QuickFax Service”, URL: http://www.ops.fhwa.dot.gov/wz/practices/factsheets/factsheet1.htm
(Accessed 10/3/05)
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IIB10. Transportation management center (TMC). This strategy involves the use of
a TMC for coordinating and managing road user information dissemination
activities. Often an existing TMC for the region is utilized and may be staffed by
either contract staff and/or agency personnel. If the project is large and of long
duration, a project specific TMC may be established and operated to help manage
incidents and maintain traffic flow.
4.3
Transportation Operations (TO)
Transportation operations strategies are used to mitigate work zone impacts through
the use of improved transportation operations and management of the transportation
system. TO strategies typically include demand management, corridor/network
management, work zone safety management strategies, and traffic/incident management
and enforcement strategies.
4.3.1
Demand Management Strategies
Demand management strategies include a wide range of techniques intended to reduce
the volume of traffic traveling through the work zone by such means as diverting
travelers to alternate modes, shifting trips to off-peak hours, or shifting vehicles to
alternate routes. These strategies include:
IIIA1. Transit service improvements. Where appropriate, transit service improvements
may include the modification of transit schedules and/or routes, increases in
frequency, or the establishment of transit service in the corridor.
IIIA2. Transit incentives. Transit incentives include employer and/or traveler transit
subsidies and guaranteed ride home programs.
IIIA3. Shuttle services. Shuttles and charter buses can reduce traffic volumes through
a work zone if a sufficient number of users along the corridor are anticipated to
use the service.
IIIA4. Ridesharing/carpooling incentives. This strategy involves the use of rideshare/
carpool incentives to reduce the number of vehicles traveling through a work
zone. Incentives may include preferential parking for carpools, the addition of
mainline HOV lanes or bypass lanes on ramps, provision of vanpool vehicles, etc.
The Woodrow Wilson Bridge project in Virginia and Maryland developed
a program called “Bridge Bucks” which provides a $50 a month incentive to use
transportation alternatives for commuters affected by the construction. Bridge
Bucks can be applied to rail, bus, and organized vanpools.
Source: http://www.wilsonbridge.com/cms/cms-commuter-bb.htm (Accessed 07/15/05)
IIIA5. Park-and-ride promotion. This involves the creation, expansion, and/or promotion
(advertising) of park-and-ride lots to encourage ridesharing or transit use, thus
reducing the number of vehicles traveling through the work zone.
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IIIA6. High-occupancy vehicle (HOV) lanes. HOV lanes, also known as carpool lanes,
require two or more persons per vehicle for use (exceptions may include
motorcycles and/or low emission vehicles). HOV lanes are intended to provide
an incentive for carpooling.
IIIA7.
Toll/congestion pricing. Tolls involve fees paid by motorists to drive on
a particular roadway. Congestion pricing, or value pricing, is intended to
reduce peak-period vehicle trips through the use of higher tolls during
congested conditions.
IIIA8. Ramp metering. Ramp meters are traffic signals located on on-ramps or freeway
connectors to maintain safe and smooth freeway operations by controlling
the entry of vehicles onto the roadway. This strategy serves both to decrease
demand on a facility by controlling the entrance of vehicles, and to improve flow
by matching entering vehicles to gaps in the traffic stream.
IIIA9. Parking supply management. This strategy involves reducing traffic demand by
managing the parking supply typically through cost strategies.
IIIA10. Variable work hours. This strategy involves encouraging motorists who typically
travel through the work zone during periods of high demand to work variable
hours (off-peak) in order to reduce travel demand during peak periods.
IIIA11. Telecommuting. Telecommuting means working at home, or at a telecommuting
center near home, either full or part time. Motorists who normally travel through
the work zone would be encouraged to telecommute for the duration of the
project to reduce the demand.
4.3.2
Corridor/Network Management Strategies
This category includes strategies to optimize traffic flow through the work zone corridor
and adjacent roadways using various traffic operations techniques and technologies,
including:
IIIB1.
Signal timing/coordination improvements. This involves retiming traffic signals
to increase throughput of the roadway(s), improve traffic flow, and optimize
intersection capacity in and around the work zone.
IIIB2. Temporary traffic signals. The installation of temporary traffic signals can be
used to improve traffic flow through and near the work zone. At a corridor or
network level, using temporary traffic signals is more effective than stop signs
or flaggers for providing mobility through the work zone area. These temporary
traffic signals may also be coordinated with existing signals (see strategy IIIB1).
IIIB3. Street/intersection improvements. Improvements on streets and intersections
for the roadway and/or alternate routes may be necessary to provide increased
capacity to handle the traffic through the work zone or within the adjacent
corridor. This may include improvements to the mainline and intersections,
including roadway and/or shoulder widening and additional through and/or
turn lanes.
IIIB4. Bus turnouts. This involves the construction of bus stop areas that are recessed
from the travel lanes. This strategy may be helpful in work zones or on detour
routes with a high occurrence of bus traffic and stops.
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IIIB5. Turn restrictions. This involves restricting turn movements for driveways and/
or intersections to increase roadway capacity, reduce potential congestion and
delays, and improve safety. Restrictions may be applied during peak periods or
all day.
IIIB6. Parking restrictions. This strategy involves the elimination of parking in all or
part of the work zone and/or alternate routes, or parking restrictions during
work hours or peak traffic periods. Parking restrictions can be used to increase
capacity by converting the parking lane to an additional travel lane, reduce traffic
conflicts, or provide improved access to the work area.
IIIB7.
Truck/heavy vehicle restrictions. This strategy, which imposes restrictions on
truck travel through the work zone either during specific periods or at all times,
can increase passenger vehicle capacity of the roadway when a facility normally
has a high truck volume. When using this strategy, the requirements of 23 CFR
Part 658.11 (d) (1) and (g) must be followed.
IIIB8. Separate truck lanes. This strategy involves the provision of a separate truck lane
through the restricted use of an existing lane, use of the shoulder or median, or
construction of a new lane.
IIIB9. Reversible lanes. This strategy, also known as variable lanes or contra-flow lanes,
involves sharing lane(s) of travel to accommodate peak period traffic flow. The
direction of travel in the shared lane varies by time of day or day of the week.
IIIB10. Dynamic lane closure system. Also called dynamic lane merge system. This
system uses dynamic electronic signs and other special devices to control vehicle
merging at the approach to lane closures.
Intelligent Transportation Systems in Work Zones: A Case Study. Dynamic Lane
Merge System – Reducing Aggressive Driving and Optimizing Throughput at
Work Zone Merges in Michigan (FHWA-HOP-04-033) (2004) evaluates the use of
a dynamic lane merge (DLM) system.
Source: http://ops.fhwa.dot.gov/wz/technologies/michigan/index.htm (Accessed 07/15/05)
IIIB11. Ramp metering. Ramp meters are traffic signals located on on-ramps or freeway
connectors to maintain safe and smooth freeway operations by controlling
the entry of vehicles onto the roadway. This strategy serves both to decrease
demand on a facility by controlling the entrance of vehicles, and to improve flow
by matching entering vehicles to gaps in the traffic stream. Various strategies for
ramp metering include pre-set timing, traffic actuated (metering changes based
on mainline traffic), or centrally controlled. Ramp metering may be used during
peak periods or all day.
IIIB12. Temporary suspension of ramp metering. This strategy involves turning existing
ramp meters off during specific time periods or for the duration of the project.
IIIB13. Ramp closures. Ramp closure involves closing one or more ramps in or around
the work zone. The ramp closure may be necessary to provide work access
within the work space or can be used to improve traffic flow on the mainline.
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23 CFR Part 658, Truck Size and Weight, Route Designations – Length, Width and Weight Limitations,
URL: http://ecfr.gpoaccess.gov/cgi/t/text/text-idx?c=ecfr&sid=d29ba0f1f467909a35cf9e35171e60d2&rgn=div5&view=text&node=
23:1.0.1.7.32&idno=23
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IIIB14. Railroad crossings controls. When a rail crossing is located within a work
zone and/or on a detour or diversion route, traffic control improvements at the
crossing may become necessary for safety purposes, especially if work zone
delays and congestion have the potential to force vehicles to stop on the tracks
or between the crossing gates. Improvements may include advanced warning
signs, railroad crossing signs, pavement markings, flashing lights, gate arms,
flaggers or police officers, and possibly closure of the crossing to traffic during
work periods.
IIIB15. Coordination with adjacent construction site(s). This involves combining
or coordinating projects within a specific corridor to minimize the combined
impacts on the motoring public and community. Coordination typically involves
scheduling projects within a corridor to ensure that adequate capacity remains
available to accommodate the anticipated travel demand within the corridor
by not implementing work zones on adjacent or parallel highways at the same
time. This may entail communicating about the timing of lane closures and
occurrence of incidents, and coordinating diversion routes. It may also involve
the completion of needed capacity and safety improvements on a highway prior
to its use to carry traffic diverted or detoured from another project.
Oklahoma found that many adjacent and alternate routes were being
rehabilitated at the same time causing motorist delays. They are now making
efforts to coordinate State DOT, local government, utility construction, and
maintenance work.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 07/15/05)
4.3.3
Work Zone Safety Management Strategies
This category includes devices, features, and management procedures used to address
traffic safety concerns in work zones. Work zone safety management strategies include:
IIIC1.
Speed limit reduction/variable speed limits. A reduced speed limit may improve
traffic safety in a work zone and help protect workers. Speed limit reductions
may be implemented through an entire work zone, or only in active work areas or
adjacent to workers. Reduced speed limits may also be appropriate on detours
where traffic volumes and conflicts are increased.
Information on variable speed limit applications and safe speeds in work zones is
provided on the FHWA Office of Safety Speed Management web site, available at
http://safety.fhwa.dot.gov/speed_manage/index.htm (Accessed 08/19/05)
IIIC2. Temporary traffic signals. This involves the installation of temporary traffic
signals to address safety concerns. In some work zones, temporary traffic signals
can be used in place of traffic control officers or flaggers, which can increase
safety by removing these personnel from the roadway.
4-17
IIIC3. Temporary traffic barrier. Temporary traffic barriers provide positive physical
separation between travel lanes and the adjacent work space, or between opposing
travel lanes. Screens may be mounted on the top of temporary traffic barriers to
discourage gawking and reduce headlight glare.
IIIC4. Movable traffic barrier systems. This system consists of a mechanical transfer
machine, which quickly shifts temporary barrier laterally up to the full width of
a travel lane while both the transfer operation and traffic in the work zone are
protected. This system permits the rapid and safe reconfiguration of the traffic
barrier system, allowing daily opening and closing of lanes for reversible lane
operations and to provide additional space for the contractor to work during
off-peak conditions.
IIIC5. Crash-cushions. Also known as an impact attenuator, a crash cushion is a fixed
or mobile barrier used to protect a temporary hazard or prevent vehicle intrusion
into the workspace or other hazardous area. It works by gradually decelerating the
vehicle to a stop or by redirecting the vehicle away from the hazard.
IIIC6. Temporary rumble strips. Rumble strips are grooves or raised strips placed across
or adjacent to a travel lane to alert motorists to a change in roadway conditions, or
that they have strayed out of the travel lane.
The Ohio Department of Transportation uses rumble strips placed across the travel
lane(s) approaching a long-term work zone to alert motorists of the construction zone.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 07/15/05)
IIIC7.
Intrusion alarms. This strategy involves the use of various types of sensors to detect
vehicles that stray out of the travel lane approaching or adjacent to the workspace
and into the work area. When an intrusion is detected, a loud siren and/or flashing
lights provide a warning to workers.
IIIC8. Warning lights. Various types of warning lights, as described in the MUTCD, are
available to alert drivers and pedestrians and draw attention to critical signs,
channelizing devices, and other work zone features.
IIIC9. Automated Flagger Assistance Devices (AFADs). AFADs are portable traffic control
systems that assist a flagger operation for short-term lane closures, on two-lane
highways. For a typical flagging operation with AFADs, one or both flaggers can be
positioned a short distance away from the roadway and moving traffic. A flagger(s)
can operate an AFAD(s) by using a radio control unit or an attached cable.
IIIC10. Project task force/committee. This strategy creates a project task force/committee
to address safety and/or traffic control within the work zone and adjacent corridor.
IIIC11. Construction safety supervisor/inspectors. Daily inspection and supervision of
safety and/or traffic control operations is an integral part of project management,
and can be provided by various contractor and/or agency personnel, as appropriate
to their specific project responsibilities.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
IIIC12. Road safety audits. Road safety audits involve analysis of the future or existing
roadway by an independent expert on safety issues. It is a proactive way to
reduce crashes and identify potential safety hazards. Audits may be performed
during any stage of a road project, including planning, preliminary design,
detailed design, traffic control planning, construction, pre-opening, and on
existing roads.5
IIIC13. TMP monitor/inspection team. This strategy involves the establishment of
a team (or person) to monitor and inspect implementation and monitoring of
the work zone transportation management strategies.
IIIC14. Team meetings. This involves conducting project team meetings on a regular
basis to discuss TMP strategies, implementation, and monitoring, particularly
related to safety concerns.
IIIC15. Project on-site safety training. This strategy provides on-going safety training
to ensure that workers are familiar with safety procedures and specific risks
associated with the project, and to maintain a high level of safety awareness.
IIIC16. Safety awards/incentives. This strategy involves the use of awards or incentives
for innovations that reduce the safety impacts associated with the work zone.
Minnesota DOT has a Work Zone Safety Award Program for contractors and DOT
employees that recognizes contractors and public agency personnel who have
put forward outstanding work zone safety efforts on construction projects. This
program has resulted in a positive impact toward improving work zone worker
safety consciousness.
Source: FHWA Work Zone Best Practices Guidebook, April 2000, http://ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 07/15/05)
IIIC17. Windshield surveys. This strategy involves a designated DOT employee and/or
contractor driving through the work zone area to conduct a firsthand assessment
of safety and/or traffic flow. This strategy provides periodic assessments of
the effectiveness of project safety features.
Road Safety Audits and Road Safety Audits Review: Executive Summary. http://www.roadwaysafetyaudits.org/
executivesummary.pdf (Accessed 10/11/05).
5
4-19
4.3.4
Traffic/Incident Management and Enforcement Strategies
This category includes various strategies to manage work zone traffic operations. Work
zone traffic management strategies involve monitoring traffic conditions and making
adjustments to traffic operations based on changing conditions. Some of those changing
conditions involve traffic incidents, so this category also looks at management strategies
that have specific applicability to traffic incidents. These strategies involve improved
detection, verification, response, and clearance of crashes, mechanical failures, and other
incidents in work zones and on detour routes. This category also includes strategies to
provide adequate enforcement of traffic regulations in work zones. Strategies in this
area include:
IIID1. ITS for traffic monitoring/management. ITS can be used in work zones to identify
areas where traffic flow is impeded so that traveler information can be provided
and/or adjustments to the work zone can be made. A work zone ITS deployment
uses sensors to detect traffic conditions and can automatically feed this
information to motorist information outlets such as CMS and websites, or to a
TMC. Monitoring traffic cameras can help detect places where drivers are having
difficulty negotiating a work zone and then the layout can be adjusted.
IIID2. Transportation management center (TMC). This strategy involves the use of a
TMC for coordinating and managing traffic and incident management activities in
and around the work zone. Often an existing TMC for the region is used and may
be staffed by either contract staff and/or agency personnel. If the project is large
and of long duration, a project specific TMC may be established and operated to
help manage incidents and maintain traffic flow.
IIID3. Surveillance [Closed-Circuit Television (CCTV), loop detectors, lasers, probe
vehicles]. This strategy involves the use of surveillance equipment, such as
detector stations or cameras, to help identify traffic problems and to detect,
verify, and respond to incidents in the work zone.
IIID4. Helicopter for aerial surveillance. This involves the use of aerial surveillance to
identify and verify traffic problems and incidents.
IIID5. Traffic screens. Traffic screens help prevent driver distractions in work zones,
which can help to keep traffic moving and enhance safety. Screens may be
mounted on the top of temporary traffic barriers to discourage gawking and
reduce headlight glare.
IIID6. Call boxes. Temporary or permanent call boxes may be installed through
the work zone to provide motorists with a means to contact incident response
personnel, thus expediting the response and clearance times for crashes and
breakdowns.
IIID7.
4-20
Mile-post markers. Mile-post markers consist of a sign located in the median or
shoulder, which lists location information (direction, route, mile, and tenths of
a mile). Some areas may refer to these as location reference markers, since they
can be used to mark direction; route, bridge or overpass names; intersection
names; etc. in addition to mileage information.
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
IIID8. Tow/freeway service patrol. This strategy involves the use of dedicated or
on-site (or near site) towing services to reduce the time required to remove
vehicles involved in an incident (breakdown or crash). Towing service is almost
always contracted, while freeway service patrols might be contracted but are more
likely to be publicly operated.
IIID9. Total station units. This involves the use of survey equipment for documenting/
mapping major incidents (e.g., fatal crashes, HAZMAT conditions, etc.) in order to
reduce the clearance time. In some locations, total station units are being replaced
by laser measuring units.
IIID10. Photogrammetry. Photogrammetry involves the use of photos taken in the field
and computer software for documenting and measuring incident-related data (e.g.,
skid marks, vehicle location, etc.) which may reduce incident clearance times.
The Utah Highway Patrol has reduced their average clearance time from
an average of 60 to 90 minutes when total stations are used to 35 minutes with
photogrammetry.
Source: Texas Department of Transportation, Use of Photogrammetry for Investigation of Traffic Incident
Scenes, October 2000, URL: http://tti.tamu.edu/documents/4907-2.pdf (Accessed 08/18/05)
IIID11. Coordination with media. This strategy involves working with local news media to
publicize traffic delays, incidents, and incident management. Working with media
contacts in advance to establish procedures to be followed in the event of a major
delay or incident can facilitate the dissemination of specific information upon the
occurrence of a major delay or incident.
IIID12. Local detour routes. Advance identification and approval/authorization of local
detour routes is an especially useful strategy to address major traffic delays and
incidents, particularly for high volume and incident prone work zones.
IIID13. Contract support for incident management. This strategy provides additional
contract support for incident management and response beyond that available
from the construction contractor or within the agency. Contracts may include
entities such as police agencies, towing/recovery providers, engineering
consultants, or others, depending on the support needed for a project.
IIID14. Incident/emergency management coordinator. This strategy provides a designated
individual with overall responsibility for incident and emergency management
on a project. Responsibilities may include developing incident and/or emergency
response plans, overseeing implementation and monitoring of the work zone
management strategies, and overall management of incidents or emergencies.
IIID15. Incident/emergency response plan. This involves the development of a plan
with information needed to respond to an incident. This information typically
includes roles and responsibilities, response agencies, processes/procedures,
actions to take for various incident types and levels, contact information, alternate
routes, personnel and equipment information, staging area locations, and other
information as appropriate to the individual project.
4-21
IIID16. Dedicated (paid) police enforcement. This strategy provides police patrols in the
work zone under a contractual arrangement with the agency or contractor.
IIID17. Cooperative police enforcement. Cooperative enforcement is similar to dedicated
enforcement, except it is implemented through a cooperative agreement between
the police and agency.
IIID18. Automated enforcement. Automated enforcement involves the use of various
technologies such as radar, cameras, video, and sensors to detect and record
vehicle speed or traffic signal violations. When a vehicle speed exceeds
a specified threshold or a red signal violation occurs, the vehicle’s license plate
and/or driver are photographed. The citation with the photo(s) is then mailed to
the registered owner of the vehicle.
IIID19. Increased penalties for work zone violations. This strategy involves the
imposition of increased penalties for speeding or other violations in work zones.
Such penalties include increased fines, increased points, license suspension, and
even mandatory prison terms for serious violations.
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D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
5.0 Current TMP Use, Examples,
and Practices
5.1
Current TMP Use
This section presents an overview of findings from an investigation of the current use and
formats of transportation management plans (TMPs) based on interviews of four State
departments of transportation (DOTs) conducted in September and October 2004. The
four States interviewed were California, North Carolina, Ohio, and Wisconsin. In addition,
background literature reviews on current practices in other States were conducted. Indiana,
Maryland, and Washington were states identified through this literature review as having
some noteworthy policies, practices, or procedures related to TMP development and
implementation.
5.1.1
Current TMP Policies and Processes
In general, TMP policies, processes, and requirements are informal and rely mostly on
engineering judgment. Each State has some policy provisions for work zone planning and
management, but they differ in name, nature, and goal. In Maryland, work zone mitigation
efforts are detailed in the Maintenance of Traffic (MOT) reports, which are largely comprised
of the work zone temporary traffic control (TTC) plan. The objective of the MOT report is
to outline how to maintain traffic for the duration of construction. Indiana Department of
Transportation’s (INDOT) work zone impact management goal is for an “effective corridor,”
while California Department of Transportation (Caltrans) Deputy Directive Number 60
(DD-60) concerning work zone impacts strives to “manage delay and safety.” Ohio DOT’s
work zone mitigation policy calls for “Exception Reports” and TMPs whenever lane closure
restrictions may be violated by the project, with the priority being “minimizing crashes.”
Meanwhile, in Wisconsin the main priority is to “reduce construction duration.”
Despite these differences in specific goals, each agency is trying to manage work zone
impacts and some level of agency pre-construction planning effort exists. For simplicity
reasons, mitigation strategy reports developed by the different agencies will be referred to
as TMPs, although they might differ from the definition of TMP in the updated work zone
Rule (Rule).
TMP Policies and Methodology
Based upon the literature review, most States (other than those interviewed) do not have
TMP policies covering major work zone issues typically found during construction, nor
do they have guidelines to develop TMPs. Some of the interviewed States do mandate
that all construction or maintenance projects must be accompanied by a TMP, which may
range from a single-page datasheet to comprehensive reports. The following discussion
summarizes some of the processes.
California is one of the few States that has a specific policy on TMPs, and has spent years
improving it. In 1993, Caltrans developed their first version of a TMP guidelines document,
entitled the TMP Effectiveness Study.1 Since then, the Office of Operations within Caltrans
Headquarters continues to improve upon the guidelines, mainly using past experience.
Caltrans focused on improving guidelines on the most effective mitigation strategies in
the State of California. The most recent version of California’s TMP guidelines was
published in June 2001, with addendums on bicycle and pedestrian mitigation strategies
added in May 2004.
5-1
California policy states, “TMPs, including contingency plans, are required for all
construction, maintenance, encroachment permit, planned emergency restoration,
locally or specially-funded, or other activities on the State highway system. Where
several consecutive or linking projects or activities within a region or corridor create
cumulative needs for a TMP, the Department coordinates individual TMPs or develops
a single interregional TMP.” TMPs are considered early, during the project initiation or
planning stage. The project team includes a District Traffic Manager (DTM) or a TMP
manager to investigate the level of TMP needed for a project at hand. Caltrans has defined
a significant traffic impact as “30 minutes above normal recurring traffic delay on the
existing facility or the delay threshold set by the DTM, whichever is less.” In California, the
level of TMP may fall into three distinct categories:
• TTC Plan only/Blanket TMP. This is typically a one-page datasheet containing
information on the proposed construction project, including project description, limits,
dates, and duration. Permissible work hours are defined in lane requirement charts.
• Minor TMP. Projects that are considered for minor TMPs typically include those that
require additional work zone mitigation measures beyond a TTC plan, such as portable
or fixed changeable message signs (CMS) or the California Highway Patrol’s (CHP)
construction zone enforcement enhancement program (COZEEP).
• Major TMP. For major improvement projects, an extensive TMP that evaluates multiple
mitigation strategies, public outreach, and extended closure methods is needed. Major
TMPs typically require several months to prepare, and are developed for less than five
percent of all construction or maintenance projects at Caltrans.
Ohio Department of Transportation (ODOT) has developed a decision support
methodology in determining whether an “Exception Report” (a precursor to TMPs) is
required, based on past experience and in-house research efforts. First, the project
manager checks the ODOT Permitted Lane Closure (PLC)2 web application to determine
when and how many lanes can be closed on a segment of the freeway. (Every link of
the interstate and interstate look-alikes has defined closure times.) If the suggested
closure does not violate the PLC, the project may proceed. If the proposal violates the
PLC, then a QUEWZ3/ODOT spreadsheet analysis of queues is conducted. If for whatever
reason the proposal does not meet the PLC and the expected queues exceed the ODOT
policy maximums4, an exception request is made. The exception request provides
numerous alternatives that include discussions on queue impacts, construction costs,
and construction schedule. If this report is approved by the Traffic Operations Division
at the central office, the full TMP detailing public information strategies, traffic control
adjustments, and signing will follow during the detailed engineering phase.
INDOT currently has a TMP development guideline that may be “generally observed”
by its practitioners. In Indiana, a TMP is an overall strategy, beyond just a TTC, to
accommodate traffic during construction. It is intended to address all project impacts
throughout the corridor and region, not just the work zone.
California Department of Transportation, Traffic Management Plan Effectiveness Study, prepared by Wilbur Smith Associates,
May 1993. URL: http://www.its.dot.gov/JPODOCS/REPTS_TE/89V01!.PDF (Accessed 07/17/05).
1
2
URL: https://dotaw100.dot.state.oh.us/plcm/plcm_web.jsp (Accessed 07/17/05).
QUEWZ is a program designed for evaluation of freeway work zones but can be used for other highway types.
Traffic management approaches for work zones, such as single direction closures and crossovers, can be analyzed.
3
5-2
The Ohio Department of Transportation (ODOT) Maintenance of Traffic Policy sets allowable queue thresholds.
These thresholds are discussed in the Criteria and Thresholds section of this document on page 5-4.
4
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At the start of the preliminary engineering phase, the design team, with input from the district
traffic engineers, must decide whether or not a TMP is needed. Once determined,
a TMP development team consisting of designers, construction managers, traffic engineers,
and stakeholders are formed. The team prepares the TMP in parallel with the development
of the preliminary engineering designs. Construction staging and traffic impact issues
are considered as one, and in the end, the TMP is incorporated as part of the preliminary
engineering report.
During the construction phase, if a significant deviation from the TMP is desired by the
construction management team or the contractor, it must be reviewed and approved by
the TMP team. For larger projects, a TMP manager is typically appointed to coordinate
communications between the TMP and construction teams.
Maryland, North Carolina, and Wisconsin rely on past practice and various design manuals
for traffic-related mitigation strategies for work zones. The mitigation documentation must at
least include a TTC plan, which is required for all State- and Federally-funded projects.
Development and Implementation Timeline
Indiana, North Carolina, and Wisconsin DOTs believe that in order to develop sound
mitigation strategies, the traffic engineers should be an integral part of the design team
and consulted during the development of the construction phasing plan. Depending on
the complexity of the project, additional issues such as public information, alternate routes,
and incident management should also be discussed with the appropriate personnel and
stakeholders, as needed. Caltrans also emphasizes this, stressing that the TMP is a dynamic
document that is reviewed and modified throughout as necessary. Caltrans considers the
DTM and TMP Manager an integral part of the Project Development Team for capital projects.
In other States, the designers often begin the project scoping on their own, developing
the construction staging and phasing before sharing the construction plans with the traffic
division. In general, the TMP development process starts one or two years in advance of
the start of construction, typically during design or preliminary engineering. However, the
bulk of the effort is performed on different timelines at different agencies. North Carolina,
for example, prefers a simple preliminary analysis far in advance, but does not go into the
detailed analysis until three to six months prior to “letting,” or the beginning of construction.
In California, the districts are encouraged to plan and execute the TMP early for public
awareness (one to two years prior to start of construction). Ohio DOT develops MOT
scenarios early in project development and uses MOT viability as one of the decision criteria
in selecting the project design. The project is designed with the MOT criteria becoming more
detailed as the project progresses.
Analysis Tools
Many agencies, including Caltrans, are making an effort to use more advanced analysis
tools such as simulation for work zone impacts assessment. However, simulation costs
and time are barriers, since for the types of projects it has been used on it typically costs at
least $150,000 and takes several months to collect traffic data and build and calibrate the
simulation network. Most agencies rely on conventional analysis, although some California
and Wisconsin districts may use QuickZone.5 Indiana uses QUEWZ to “determine queues
and users costs that are associated with work zone lane closures.” Ohio incorporated QUEWZ
with their own thresholds and default values to determine whether or not an “Exception
Report” and TMP are necessary. Additional information on work zone analysis tools can be
found in Work Zone Impacts Assessment: An Approach to Assess and Manage Work Zone
Safety and Mobility Impacts of Road Projects.6
QuickZone compares the traffic impacts for work zone mitigation strategies and estimates the costs, traffic delays, and
potential backups associated with these impacts.
5
6
Available at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm
5-3
Organizational Structures and Stakeholders
The interviews and the literature review found that in most cases TMPs are developed
by the district traffic agencies, under the supervision of a DTM or a TMP manager. Other
agencies and/or stakeholders are involved during the TMP development process only if
necessary, often serving as sounding boards. While most agencies rely on the DTM (or its
equivalent) for engineering judgment, they can also contact their headquarters’ office of
operations (or its equivalent) for further review and counsel. Smaller districts have few
personnel responsible for traffic management, and often they perform dual roles in addition
to work zone planning and management.
In California, Washington, and North Carolina, TMPs are typically reviewed only by the DTM
or TMP manager, including those developed by consultants. Occasionally, the DTM or TMP
manager forwards complex TMPs to the agency headquarters for assistance – this is done
on a case-by-case basis. In Ohio, all “Exception Reports” must be submitted to the central
office for review – otherwise, no reporting is needed. In Wisconsin, the designers oversee
the work of the traffic team on the development of the TMP.
Criteria and Thresholds
Establishing reasonable performance criteria or thresholds for determining TMP
requirements is a policy decision each State has considered. As an example, some agencies
have set a maximum additional delay over and above normal operating conditions and use
engineering judgment. For example, Caltrans and Wisconsin DOT require that construction
or maintenance projects should not increase delay by more than 30 minutes above the
normal recurring traffic delay. Interviews with Caltrans traffic operations officials revealed
that in practice, this threshold is much stricter, typically set at 15-20 minutes. Any proposed
closures that fail to satisfy this threshold require approval from the District Lane Closure
Review Committee (DLCRC). The DLCRC decides when to submit lane closure requests
that are of an interregional, statewide, environmental, or otherwise sensitive nature to the
Headquarters Lane Closure Review Committee for their approval.
Ohio DOT’s decision support methodology employs a criterion that a queue length less than
0.75 mile is acceptable. Queues greater than 0.75 mile but less than 1.5 miles are acceptable
if the queue exceeds 0.75 mile for less than two hours. Queues longer than 0.75 mile for
more than two hours, or longer than 1.5 miles for any period of time, are unacceptable and
alternate strategies must be considered.
Engineering judgment is often used in selecting diversion or trip reduction rates. Major
construction or maintenance projects, with a reasonable public information campaign,
experience some level of trip reduction due to trip cancellations, rescheduling, or significant
detours. Many agencies prefer basing their TMPs on the worst-case scenario, where no
diversion takes place. In California, if the proposed project results in significant additional
delays and queues, the first option is to revisit the construction strategy. If queues and
delays continue to exceed the allowable threshold regardless of the staging option, the
DTM or TMP manager may take into account the effects of diversion, along with a stronger
emphasis on the public information campaign.
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Post-Project Evaluations
The States interviewed tend to rely on prepared templates, past TMPs, and anecdotal
information from past projects for the development of TMPs. In Indiana, detailed postproject evaluations are developed as TMP Final Reports, and they contain discussions on
the following:
• Overall statement on the usefulness of the TMP.
• Changes to the TMP during construction or implementation.
• Discussion on whether the changes were successful.
• Public reaction to the TMP.
• Average delay, queue length, and number of slowdowns encountered.
• Identification of the peak loading times.
• Frequency of legitimate complaints and their nature.
• Types of crashes that occurred during construction.
• Lessons-learned for future projects.
• Which mitigation strategies were most successful.
California and Ohio also have detailed post-project reviews of the overall project.
Included in this are the bid TMP implementation costs, which are archived and can
be used for future TMP developments. In addition, California has conducted research
focusing on public information strategies, since Caltrans officials believe these are most
effective for the cost.
5.1.2
Work Zone Impact Mitigation Strategies
This section describes some of the work zone impact management strategies
currently used by the interviewed agencies. The classifications and groupings of
the TMP components are those that are typically done by the States. The applicable
classifications of TMP components from the updated work zone Rule (i.e., TTC, PI, and
TO) have been identified within brackets for informational purposes.
Traffic Management Strategies
Some common methods used by agencies to reduce traffic in work zone areas are
listed below:
• Ramp closures (TTC, TO – Corridor/Network Management). Ohio, North Carolina, and
California DOTs have closed on-ramps in the corridor in urban work zones to reduce
traffic. Use of this strategy is selective and requires adequate alternate routes and
public information.
• Truck restrictions (TO – Corridor/Network Management). Ohio and California DOTs
have banned trucks in work zones in cases where there was a need to reduce truck
demand and when viable alternate routes exist. This depends on the predicted delay
and queue length, and input from the stakeholders.
5-5
• Public information (PI). According to Maryland, California, and Wisconsin, public
information is the best mitigation strategy that may lead to significant traffic
reductions. In rural work zones, Maryland and Wisconsin believe that public
information via portable CMS is the best work zone mitigation strategy. Washington
DOT has a comprehensive public information program for work zones called “Give
‘Em A Brake,” with goals of raising public awareness and improving workers’ safety.7
• Rerouting traffic (TTC – Off-Site Detours, TO). Work zone impact mitigation measures
on arterial streets in the affected corridor have been implemented as part of several
reconstruction projects, including traffic signal retiming, and intersection and roadway
improvements. These measures can facilitate traffic flow even when specific detour
routes are not established.
• Transit use and ridesharing (TO – Demand Management). Promoting public transit
alternatives is another common work zone mitigation technique for highly urbanized
areas with a good transit network. In some cases, services may be expanded
temporarily to reduce traffic in the affected corridor.
Lane Closure Strategies
Lane closure strategies (TTC) vary based on several factors (e.g., functional class,
geographic characteristics, scope/type of work, construction techniques, traffic demand,
etc.). Lane closures can range from the closure of a single lane up to full closure of
the road. In the case of full closures, all the lanes are closed in one or both directions,
and the traffic is detoured. Lane closure durations generally can be divided into four
categories:
1. Daytime off-peak only.
2. Nighttime only (10-hour closures).
3. Weekend closures (55 to 72 hours).
4. Continuous lane closure for the duration of one or more phases or the entire project.
Each State must balance the safety and operational criteria for the specific project when
selecting the most effective lane closure strategy. In North Carolina most construction
or maintenance work is performed at night, while trying to keep the maximum number
of ramps and lanes open. Washington DOT’s experience with full closures has been very
successful. The approach requires good coordination between the design and traffic
operations teams, as well as with local agencies and the public, but can be very effective
and efficient.
Wisconsin and California DOTs have flexible lane closure strategies. They use nighttime,
off-peak only, weekend, and continuous closure. With the continuous closure, the
objective is to reduce the project duration, as well as schedule the project at a time of
the year when the traffic volume is typically lower. California is encouraging the use of
continuous closures where adequate lead time for public notification is available and
the duration is compatible with the proposed construction or maintenance practices.
5-6
7
URL: http://www.wsdot.wa.gov/brake/, (Accessed 07/17/05).
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
Monitoring Strategies
Most of the interviewed States do not have set procedures to monitor the work zone
impacts of projects and the effectiveness of their work zone mitigation strategies.
In most cases, work zone and TMP monitoring is the responsibility of the construction
manager. However, on projects with greater impacts, there may be a concerted effort to
share the responsibility between the DTM and the construction manager, at least during the
early stages of construction. Many States rely on the following techniques for monitoring
purposes:
• Designated inspectors [TO – Work Zone Safety Management Strategies].
• Windshield surveys [TO – Work Zone Safety Management Strategies].
• Electronic surveillance [TO – Traffic/Incident Management and Enforcement].
• Incident management [TO – Traffic/Incident Management and Enforcement].
Most construction or maintenance projects in California with potentially significant traffic
impacts (as defined by Caltrans) have a monitoring program in place, at least during the
initial stages of the project. Some districts in California have designated construction traffic
managers that can assist in this effort. The Ohio DOT policy requires the project personnel
to monitor the queues and compare them against the expected queues generated by the
computer model. If the project-generated queues exceed the expected queue lengths, the
district must recommend corrective action and the Central Office staff will review the data
to determine the cause. The ODOT Central Office and the FHWA conduct field reviews
twice a year and watch for safety problems. The Ohio DOT also obtains work zone crash
reports (generally within two weeks) and compares them to historical crash trends before
the work zone in an effort to identify unexpected problems caused by the work zone and
make field changes, as necessary and appropriate.
5.1.3
TMP Development and Implementation Costs
Most of the States interviewed estimate the costs of TTC/TMP development and
implementation as a percentage of the construction project costs. Based on Wisconsin
DOT’s experience, for example, the development and implementation of a TMP could range
approximately from three to five percent of the total construction costs of the project.
TTC development costs of most projects in North Carolina range from approximately a
quarter to one-half-percent of the construction costs. North Carolina spends approximately
three to five percent of the construction costs to implement the TTC. Approximately
$15,000 to $40,000 is spent on typical traffic control designs for about 85 percent of the
reconstruction projects in North Carolina. A compilation of projects in the Caltrans’ TMP
Effectiveness Study8 indicated that the cost of a TMP ranges from four percent of the
construction cost to 30 percent, which amounted to TMP implementation costs ranging
from $250,000 to $30 million for these projects. More recent results reported in 2003 show
that TMP costs have ranged between one and 15 percent of the total project cost (from
$25,000 to $3.35 million).
While still in the process of developing TMP guidelines, Wisconsin DOT has recognized
the need for estimating the costs of TMP development and implementation based on road
user cost as opposed to a percentage of construction costs. In Maryland, road user costs
are not directly used, but the State applies certain strategies to balance between the cost of
construction and road user costs, such as contractor bonus/penalty for project timeliness,
contractor incentive/disincentive for performance efficiencies, readiness to prepare contract
addendums to counter significant problems, or combining several projects into one.
California Department of Transportation, Traffic Management Plan Effectiveness Study, prepared by Wilbur Smith
Associates, May 1993. URL: http://www.its.dot.gov/JPODOCS/REPTS_TE/89V01!.PDF (Accessed 07/17/05).
8
5-7
5.1.4
Conclusions and Lessons-Learned
Few States have formal TMP guidelines or policies in place. In most States currently
using TMPs, queue or delay threshold criteria and engineering judgment are applied
to determine whether a full TMP is required or not. Determining the extent of TMP
required, assigning TMP team responsibilities, and estimating TMP development and
implementation costs should be done during preliminary engineering or early design.
In practice, however the TMP development process often begins only six months prior to
the start of construction.
Some lessons learned and comments from the interviews include:
• TMP guidelines should not be restrictive. Project challenges vary greatly from one
to another, and these must be identified first before solutions are developed. TMP
guidelines should serve as a checklist to consider by practicing agencies.
• Early start. The design team, traffic operations division, and other relevant
stakeholders should meet as early as possible, to discuss the project design, staging,
and work zone mitigation strategies.
• Determining TMP level. Currently, most agencies rely on engineering judgment, but
a “quick-and-dirty” decision support tool similar to the one used in Ohio or another
approach may be used to assess TMP needs.
• Clear project scope. Concerning TMP development, implementation, and monitoring,
it is imperative to define roles and expectations clearly.
• Road user cost estimation. While most TMPs used today are budgeted as
a percentage or a portion of the overall project funding, perhaps actual costs and
road user costs should be considered. This is particularly useful for smaller projects
with large impacts.
• Mitigation strategy. Public information is considered to be one of the most effective
mitigation strategies. It works best in highly urbanized work zones, but still yields
effective results in rural areas.
• Balanced focus. Although the main purpose of TMPs is to support road construction
projects, work zone transportation management should be considered along with
construction issues, not after. Poorly planned construction or maintenance projects
may lead to crashes, motorists/worker injuries and fatalities, and/or excessive delays.
• Use of software. Simulation is often used for major projects with significant regional
impacts, but simpler queue and delay analysis software to determine the impacts of
the project are generally adequate for small to medium range projects.
• Urban areas more tolerant. Urban areas tend to be more tolerant of work zone
impacts, since urban commuters are more accustomed to congestion on a daily basis.
• Data may change over time. On many projects, particularly those that have been
shelved for some time, project design or traffic volumes may change after the
preparation of the plans, specifications, and estimates (PS&E) package. For this
reason, Caltrans requires its Project Manager to obtain DTM/TMP Manager signoff
right before the project is ready to list, or released for bid, rather than earlier in the
process. This helps make sure that traffic volumes are current and that the strategies
are compatible with the project design.
5-8
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
5.1.5
Contact Information
The following contains contact information for the individuals interviewed for
this section of the document.
California State Department of Transportation
Jacqui Yuke Ghezzi
Chief, Traffic Management Branch, Office of System Management Operations
Phone: (916) 651-9050
E-mail: [email protected]
Maryland Department of Transportation State Highway Administration
Jawad Paracha, P.E., P.T.O.E.
Traffic Policy & Management Team, Office of Traffic & Safety
Phone: (410) 787-5891
E-mail: [email protected]
North Carolina Department of Transportation
J. Stuart Bourne, P.E.
Work Zone Traffic Control Engineer
Phone: (919) 250-4159
E-mail: [email protected]
Steve Kite, P.E.
Work Zone Traffic Control Engineer
Phone: (919) 250-4159
E-mail: [email protected]
Ohio Department of Transportation
Dave Holstein
Office of Traffic Engineering
Phone: (614) 466-3601
E-mail: [email protected]
Wisconsin Department of Transportation
Tom Notbohm
Bureau of Highway Operations
Phone: (608) 266-0982
E-mail: [email protected]
5.2
Examples and Practices
Table 5.1 provides resource information and web links to some examples of TMPs,
TMP-related policies and procedures, and other TMP practices. It also lists references
used and literature reviewed related to TMPs.
5-9
Resource
URL
British Columbia Ministry of Transportation, Traffic
Management Guidelines for Work on Roadways,
September 2001
http://www.th.gov.bc.ca/publications/eng_
publications/geomet/traffic_mgmt_guidelines.
pdf (Accessed (07/17/05)
California Department of Transportation,
Transportation Management Plan Guidelines,
July 1, 2001
http://www.ntoctalks.com/icdn/caltrans_tmp/
final_guidelines_may_04.doc (Accessed 11/22/05)
California Department of Transportation, Deputy
Directive DD-60, Transportation Management
Plans, June 2000
http://www.valleyair.org/Workshops/postings/
3-25-2002/caltrans/dd-60.pdf (Accessed 07/17/05)
California Department of Transportation, Traffic
Management Plan Effectiveness Study, prepared
by Wilbur Smith Associates, May 1993
http://www.its.dot.gov/JPODOCS/REPTS_TE/89V01!.PDF
(Accessed 07/17/05)
Caltrans, Traffic Management Plan for the West
Approach Project
http://www.dot.ca.gov/dist4/safer/docs/tmp3.pdf
(Accessed 07/17/05)
Caltrans Presentation, Transportation
Management Plans: Effectiveness Study
Handouts, Rough Costs for TMP Strategies
http://www.ops.fhwa.dot.gov/wz/workshops/
accessible/Copp_Handouts.htm
(Accessed 07/17/05)
California State Department of Transportation and
California Highway Patrol (CHP) Construction Zone
Enhanced Enforcement Program (COZEEP)
http://www.agc-ca.org/services/safety/SB98-4.htm
(Accessed 07/17/05)
Colorado Department of Transportation,
Guidelines for Developing Traffic Incident
Management Plans for Work Zones,
September 2003
http://www.dot.state.co.us/Traffic_Manuals_
Guidelines/Incident_management_guidelines/
Incident_management_guidelines_20030919.pdf
(Accessed 08/18/05)
Connecticut Department of Transportation,
I-95 New Haven Harbor Crossing Corridor
Improvement Program, Construction Traffic
Management Plan
http://www.i95newhaven.com/making_commute/
construction.asp (Accessed 07/26/05)
Federal Register, 23 CFR 630 Subpart J,
September 9, 2004
http://www.ops.fhwa.dot.gov/wz/resources/
final_rule.htm (Accessed 07/17/05)
Illinois Department of Transportation, Chapter 13
of the Bureau of Design and Environmental
Manual, Work Zone Traffic Management Studies,
Traffic Management Analysis (TMA) Report,
December 2002
http://www.dot.state.il.us/desenv/BDE%20
Manual/BDE/pdf/chap13.pdf (Accessed 07/17/05)
Indiana Department of Transportation,
Chapter 81 of the Indiana Design Manual,
Transportation Management Plans
http://www.in.gov/dot/div/contracts/standards/dm/P
art%208/Ch%2081/Ch81.pdf
(Accessed 07/17/05)
Indiana Department of Transportation,
Chapter 82 of the Indiana Design Manual,
Traffic Control Plans/Design
http://www.in.gov/dot/div/contracts/standards/dm/P
art%208/Ch%2082/ch82.htm
(Accessed 07/17/05)
Table 5.1 Resources for Examples and Best Practices
5-10
Work Zone
Safety and Mobility
Rule and Guidance
4
TMP
Checklist
Work Zone
Transportation
Management
Strategies
4
4
4
4
4
4
TMP Policies/
TMP Team,
Guidelines/
Roles and
Content
Responsibilities
4
Work Zone
Safety
Programs
Work Zone
Cost
Effectiveness/
Evaluation
Example
TMPs
Other
Resources
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5-11
Resource
URL
Indiana Department of Transportation, Interstate
Highways Lane-Closure Policy, July 2003
http://www.state.in.us/dot/div/contracts/
standards/memos/0308-pc.pdf (Accessed 07/17/05)
Indiana Department of Transportation, Traffic
Control Plans Checklist
http://www.in.gov/dot/div/contracts/standards/
dm/Part%208/Ch%2082/figures/Fig%2082-7A.pdf
(Accessed 07/17/05)
Minnesota Department of Transportation, Chapter
8 of the Traffic Engineering Manual, Work Zone
Traffic Control, June 2000
http://www.dot.state.mn.us/trafficeng/otepubl/
tem/Chap-8-2000.pdf (Accessed 07/17/05)
National Cooperative Highway Research Program,
Report 475, A Procedure for Assessing and
Planning Nighttime Highway Construction and
Maintenance, 2002
http://gulliver.trb.org/publications/nchrp/
nchrp_rpt_475.pdf (Accessed 07/17/05)
National Cooperative Highway Research Program,
Report 476, Guidelines for Design and Operation
of Nighttime Traffic Control for Highway
Maintenance and Construction, 2002
http://trb.org/publications/nchrp/nchrp_rpt_476.pdf
(Accessed 07/17/05)
New Jersey Department of Transportation, Road
User Cost Manual, June 2001
http://www.state.nj.us/transportation/eng/
documents/RUCM/#Introduction
(Accessed 07/17/05)
New York State Department of Transportation,
New York State Police, and New York Thruway
Work Zone Safety Program, Operation Hard Hat
http://www.dot.state.ny.us/traffic/ohh/index.html
(Accessed 07/17/05)
Ohio Department of Transportation, Traffic
Management in Work Zones Interstate and Other
Freeways, Policy No.: 516-003(P), July 18, 2000
http://www.dot.state.oh.us/Policy/516-003p.pdf
(Accessed 07/17/05)
Oregon Department of Transportation, Traffic
Control Plans Design Manual, 2005
http://www.oregon.gov/ODOT/HWY/TRAFFIC/
Temp_Traffic_Control_Plans/PDF/TCP_Manual.pdf
(Accessed 07/17/05)
Southwest Washington Regional Transportation
Council, I-5 Interstate Bridge Trunnion Repair
Project Traffic Management Plan Report,
Executive Summary, Final Draft
http://www.rtc.wa.gov/Studies/Archive/trunnion/
tmpexec.htm#Mission,
http://www.rtc.wa.gov/Studies/Archive/trunnion/
tmpmap.htm (Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Full Road Closure for
Work Zone Operations: A Cross-Cutting Study,
August 2003
http://ops.fhwa.dot.gov/wz/resources/publications/
FullClosure/CrossCutting/its.htm/
(Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Intelligent
Transportation Systems in Work Zones: A CrossCutting Study, November 2002
http://www.itsdocs.fhwa.dot.gov/JPODOCS/
REPTS_TE/13600.html (Accessed 07/17/05)
Table 5.1 Resources for Examples and Best Practices (continued)
5-12
Work Zone
Safety and Mobility
Rule and Guidance
TMP Policies/
TMP Team,
Guidelines/
Roles and
Content
Responsibilities
TMP
Checklist
Work Zone
Transportation
Management
Strategies
Work Zone
Safety
Programs
Work Zone
Cost
Effectiveness/
Evaluation
Example
TMPs
Other
Resources
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5-13
Resource
URL
U.S. Department of Transportation, Federal
Highway Administration, Meeting the Customer’s
Needs for Mobility and Safety During
Construction and Maintenance Operations,
September 1998
http://www.fhwa.dot.gov/reports/bestprac.pdf
(Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, International Technology
Exchange Program, Methods and Procedures to
Reduce Motorist Delays in European Work Zones,
October 2000
http://safety.fhwa.dot.gov/wzipd_methods.htm
(Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Implementing the Rule
on Work Zone Safety and Mobility, 2005
http://www.ops.fhwa.dot.gov/wz/resources/
final_rule.htm (Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Work Zone Impacts
Assessment: An Approach to Assess and Manage
Work Zone Safety and Mobility Impacts of Road
Projects, 2005
http://www.ops.fhwa.dot.gov/wz/resources/
final_rule.htm (Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Work Zone Public
Information and Outreach Strategies, 2005
http://www.ops.fhwa.dot.gov/wz/resources/
final_rule.htm (Accessed 07/17/05)
U.S. Department of Transportation, Federal
Highway Administration, Work Zone Operations
Best Practices Guidebook, April 2000
http://www.ops.fhwa.dot.gov/wz/practices/best/
Default.htm (Accessed 07/17/05)
Washington State Department of Transportation,
Traffic Manual, Chapter 5, Work Zone Traffic
Control, Traffic Control Planning and Strategy
Checklist, August 1994
http://www.wsdot.wa.gov/fasc/Engineering
Publications/Manuals/Traffic.pdf
(Accessed 07/17/05)
Washington State Department of Transportation,
Give ‘em a Brake Campaign
http://www.wsdot.wa.gov/brake/
(Accessed 07/17/05)
Wisconsin Department of Transportation,
Facilities Development Manual, February 2003
https://trust.dot.state.wi.us/extntgtwy/fdm/11/
11-50-22.pdf (Note: Requires registration)
(Accessed 07/17/05)
4
4
Table 5.1 Resources for Examples and Best Practices (continued)
5-14
Work Zone
Safety and Mobility
Rule and Guidance
4
TMP Policies/
TMP Team,
Guidelines/
Roles and
Content
Responsibilities
TMP
Checklist
Work Zone
Transportation
Management
Strategies
Work Zone
Safety
Programs
Work Zone
Cost
Effectiveness/
Evaluation
Example
TMPs
Other
Resources
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
5-15
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
Appendix A – Transportation Management
Plan Potential Components
Checklist
The following checklist represents the possible transportation management plan (TMP)
components described in Section 3.0 of this document. Agencies may want to consider
developing something like this to assist preparers and reviewers of TMPs.
TMP Component
1
2
3
4
5
Introductory Material
n Cover page
n Licensed Engineer stamp page (if necessary)
n Table of contents
n List of figures
n List of tables
n List of abbreviations and symbols
n Terminology
Executive Summary
TMP Roles and Responsibilities
n TMP manager
n Stakeholders/review committee
n Approval contact(s)
n TMP implementation task leaders (e.g., public information liaison, incident management
coordinator, etc.)
n TMP monitors
n Emergency contacts
Project Description
n Project background
n Project type
n Project area/corridor
n Project goals and constraints
n Proposed construction phasing/staging
n General schedule and timeline
n Related projects
Existing and Future Conditions
n Data collection and modeling approach
n Existing roadway characteristics (history, roadway classification, number of lanes,
geometrics, urban/suburban/rural)
n Existing and historical traffic data (volumes, speed, capacity, volume to capacity ratio,
percent trucks, queue length, peak traffic hours)
n Existing traffic operations (signal timing, traffic controls)
n Incident and crash data
n Local community and business concerns/issues
n Traffic growth rates (for future construction dates)
n Traffic predictions during construction (volume, delay, queue)
Appendix A-1
TMP Component
6
7
8
9
10
11
12
Work Zone Impacts Assessment Report
n Qualitative summary of anticipated work zone impacts
n Impacts assessment of alternative project design and management strategies
(in conjunction with each other)
– Construction approach/phasing/staging strategies
– Work zone impacts management strategies
n Traffic analysis results (if applicable)
– Traffic analysis strategies
– Measures of effectiveness
– Analysis tool selection methodology and justification
– Analysis results
-- Traffic (volume, capacity, delay, queue, noise)
-- Safety
-- Adequacy of detour routes
-- Business/community impact
-- Seasonal impacts
-- Cost effectiveness/evaluation of alternatives
n Selected alternative
– Construction approach/phasing/staging strategy
– Work zone impacts management strategies
Selected Work Zone Impacts Management Strategies
n Temporary Traffic Control (TTC) strategies
– Control strategies
– Traffic control devices
– Project coordination, contracting, and innovation construction strategies
n Public Information (PI)
– Public awareness strategies
– Motorist information strategies
n Transportation Operations (TO)
– Demand management strategies
– Corridor/network management strategies
– Work zone safety management strategies
– Traffic/incident management and enforcement strategies
TMP Monitoring
n Monitoring requirements
n Evaluation report of successes and failures of TMP
Contingency Plans
n Trigger points
n Decision tree
n Contractor’s contingency plan
n Standby equipment or personnel
TMP Implementation Costs
n Itemized costs
n Cost responsibilities/sharing opportunities
n Funding source(s)
Special Considerations (As Needed)
Attachments (As Needed)
Appendix A-2
D EVELOPING AND I MPLEMENTING T RANSPORTATION M ANAGEMENT P LANS FOR W ORK Z ONES
Appendix B – Work Zone Management
Strategies Matrix
The information contained in this appendix is intended to support transportation agencies in the
selection of work zone management strategies described in Section 2.2.1, Step 4 and Section 3.7
of this document. For the various work zone impact management strategies described in Section
4.0 of this document, Table B.1 presents some guidance for which strategies are anticipated to
lead to an improvement in mobility or safety (motorist and worker), what project characteristics
may trigger a strategy for consideration, pros and cons associated with the strategy, and other
considerations. There may be exceptions; this is intended as guidance. The organization of the
matrix is based on a compendium of options table contained in Ohio DOT’s Policy No.: 516-003(P)
– Traffic Management in Work Zones Interstate and Other Freeways1 document.
Some of the typical project characteristics that should be considered when selecting work zone
impact management strategies for a project include:
• Facility type (freeway, highway).
• Area type (urban, rural).
• Project length.
• Project duration.
• Multiple construction stages/phasing.
• Traffic volume.
• Capacity reductions.
• Expected delay.
• Crash rate.
• Percentage of trucks.
• Available detour route(s).
• Available alternative travel modes.
• Community factors (public exposure, business impacts, and residential impacts).
Ohio Department of Transportation (ODOT) policy on Traffic Management in Work Zones Interstate and
Other Freeways, Policy No.: 516-003(P), July 18, 2000. Available online in the Policy section of ODOT’s web
site. URL: http://www.dot.state.oh.us/Policy/516-003p.pdf (Accessed 09/08/05).
1
Appendix B-1
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies
A. Control Strategies
IA1
Construction phasing/staging
IA2
Full roadway closures
Continuous (for a project phase or the
entire project)
4
n
4
n
n
n
n
n
Off-peak/night/weekend
4
4
n
n
n
Intermittent
4
4
n
n
n
n
n
IA3
Long project duration
Detour routes available
Project needs to be completed in
a compressed timeframe
Traffic volume through the project can be
accommodated on detour route(s)
Highway facilities
Short project length
Detour routes available
High traffic volumes
Low traffic volumes during work time period
Short project length
Short project duration
When work can be accomplished in short
periods of time
Low traffic volumes
Rural areas
Lane shifts or closures
Reduced lane widths to maintain
number of lanes (constriction)
Lane closures to provide worker
safety
4
n
n
4
n
n
Long project duration
High traffic volumes
When the remaining lanes provide
adequate capacity to handle the traffic
demand
Minor work with short duration
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation
Appendix B-2
Potential Pros
n
Less traffic impacts at each
construction phase
Potential Challenges
n
Longer project duration
Other Considerations
n
n
n
n
n
n
n
n
n
n
n
n
n
Faster construction
Easier, more efficient construction –
larger workspace with more flexibility
No traffic distractions
Safer for workers
Better construction (e.g., smoother
ride)
Public feedback often positive
Reduces need to set up and take
down traffic control
Faster construction
Less traffic impacts
Safer for workers
n
n
n
n
n
May increase cost to motorists
(time and fuel)
Accessibility to businesses and
residences
Motorists may get lost
May significantly impact local roadways
used for detours
Motorists may get lost
n
n
n
n
n
n
n
n
n
n
n
Can close as necessary for
construction purposes
Can maintain existing number of lanes
Easier design
Detour route may not be necessary
Ramps can remain open
n
Can result in large delays
n
n
n
n
n
n
n
Can reduce traffic capacity
May interfere with contractor access
Narrow lanes (may affect motorist
safety)
May take longer to construct
Barrier could still be required for some
drop-offs
n
n
n
n
n
n
Safer for workers
Can provide more work space
n
n
n
May interfere with contractor access
May sacrifice project quality
May cause delays
n
Adequate work areas
Extended periods of lane/ramp closures
expected
When schedule allows
Public information necessary
Signage and/or capacity improvements
to detour route(s) may be necessary
Need enough labor and materials
available for accelerated work
Public information necessary
Signage and/or capacity improvements
to detour route(s) may be necessary
Need to schedule around special events
Public information necessary
Detour route(s), with signage, may
be needed
Less width reductions may be needed if
the shoulder has adequate width and
structural adequacy
May not be feasible where traffic volumes
already approach or exceed the capacity
of the roadway
Sometimes difficult to obtain minimum
lane widths
Potential conflicts between width of
roadway and width needed for work
In conjunction with lane shift to shoulder
or median
Appendix B-3
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies (Continued)
A. Control Strategies (Continued)
IA3
Reduced shoulder width to maintain
number of lanes
4
n
n
Shoulder closure to provide worker
safety
Lane shift to shoulder/median to
maintain number of lanes
4
n
n
4
n
n
n
IA4
One-lane, two-way operation2
n
n
n
n
IA5
Two-way traffic on one side of divided
facility (crossover)
4
n
n
n
n
IA6
Reversible lanes
4
n
n
n
IA7
Ramp closures/relocation
4
4
Freeway-to-freeway interchange
closures
IA9
Night work
4
4
Enough shoulder space available
Minor work with short duration
High traffic volume
Enough shoulder space available
Where bridges can accommodate use
Highway type facilities
Rural areas
Short-term project covering a short distance
Traffic volume through the project is not high
Long project duration
Projects with multiple construction
stages/phasing
Concerns for worker safety
When detour routes and/or median or
shoulder is not available
Where there are capacity limitations and
no alternate routes
Significant directional peaking of traffic
Long project duration
n
Alternative ramps/routes available
Shorter construction period required
High traffic volumes
n
Alternative routes available
n
n
IA8
Enough shoulder space available
Minor work with short duration
n
n
Urban area
High traffic volume
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-4
This strategy is most often used when access must be maintained, there are no feasible diversion routes available, or
to avoid diverting traffic a long distance. Agencies are more likely to use this strategy out of necessity rather than to
bring about mobility and safety improvements.
2
Potential Pros
n
Traffic remains on routes
Potential Challenges
n
n
n
Traffic remains on routes
n
n
n
n
n
n
n
Traffic remains on routes
Low cost
Allows wider work area or maintains
capacity
Easy to set-up
n
n
n
n
n
May interfere with contractor access
May compromise safety
May interfere with contractor access
May affect motorist safety
No room for breakdowns
May interfere with contractor access
May compromise safety
No room for breakdowns
May damage the shoulder/median
May result in long delays
Other Considerations
n
n
n
n
n
n
n
n
n
Provides a more efficient work space
Can reduce construction period
Safer for workers
n
n
Additional cost to construct crossovers
and separations between opposing
traffic
Difficulty handling ramps
n
n
n
n
Accommodates peak traffic flow
n
n
n
n
n
n
n
n
Faster construction
Reduces mainline and cross road traffic
congestion
May simplify the work zone
Construction duration can be reduced
May simplify the work zone
n
n
n
n
n
May be labor intensive
Confusing to motorists
Cost of positive separation
Diverts congestion elsewhere
Increases cost to motorists
(time and fuel)
Motorists may get lost
May significantly affect facility capacity
Additional signage to route motorists
n
n
n
n
n
n
n
Maintains normal capacity during
the day
Fewer delays
n
n
n
n
May be less safe due to lighting
distractions, higher speeds, and
increased driver impairment
Costly for labor
Possible reduced quality of work
May extend project duration
n
n
n
n
In conjunction with lane shift to shoulder
or median
Avoid in high incident areas
May need to upgrade shoulder/median
Adequate structural capacity to carry
traffic mix (including heavy trucks) is
necessary
Flaggers or temporary/portable traffic
signals are typically used to control traffic
May be necessary to perform the work
Shoulders and/or lane width reductions
may be used to maintain an adequate
number of lanes
Positive separations are required
Where roadway geometry makes the
construction of crossovers practical
Best serves commuter traffic
For high speed roadways, a movable
barrier system or other form of positive
separation is typically used to separate
and direct traffic
Public information necessary
In conjunction with accelerated
construction/contracting techniques
Public information necessary
Where feasible to carry out work in nightly
increments
Where traffic controls can be reconfigured
on a nightly basis
Urban noise ordinances
Need enough resources and laborers
available for night work
Appendix B-5
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies (Continued)
A. Control Strategies (Continued)
IA10 Weekend work
4
n
n
IA11 Work hour restrictions for peak travel
4
n
n
n
n
IA12 Pedestrian/bicycle access
improvements
4
4
n
n
n
n
IA13 Business access improvements
4
n
n
n
IA14 Off-site detours/Use of alternate
routes
4
4
n
n
n
n
n
High traffic volume
Commuter traffic is significant
Urban areas
High traffic volume
Significant peaking of traffic
Where significant capacity reductions are
necessary
Long project duration
Significant pedestrian/bicyclist activities
Existing sidewalks traverse the work zone
A school route traverses the work zone
Long project duration
Where access to businesses may be reduced
Anticipated impacts to businesses
Where significant reduction in capacity is
necessary in one or both directions
When a full road closure is being used to
perform the roadwork
Long project duration
High traffic volume
Detour routes with capacity available
B. Traffic Control Devices3
IB1
Temporary signs
Warning
4
4
4
n
Regulatory
4
4
4
n
Guide/information
4
4
n
n
In a situation that may not be readily
apparent (e.g., speed reductions, road or
lane narrows, etc.)
When necessary to inform road users of
traffic laws or regulations
When off-site detours are being used
When advanced notice is necessary for road
users to choose an alternate route
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-6
A wide range of other safety devices are described in Part 6 of the Manual on Uniform Traffic Control Devices
(MUTCD) and are widely used to enhance safety and mobility in highway work zones. These devices, such as
temporary traffic barriers and crash cushions, are included in the Work Zone Safety Management Strategies category.
3
Potential Pros
n
n
Maintains normal capacity during
weekdays
Fewer delays
n
Maintains normal capacity during traffic
peak times
Fewer delays
n
Safer for pedestrians and bicyclists
n
n
n
n
n
Accessibility to businesses
Positive community relations
More efficient utilization of existing
transportation facilities
May reduce motorist delays
Potential Challenges
n
n
n
n
Reduces potential for incidents
Encourages reduced speeds
Reduces incident potential
Provides alternate route and work
zone information to road users
n
n
n
n
n
n
n
n
n
May extend project duration
Other Considerations
n
n
n
May extend project duration
Additional cost to build alternate
paths for pedestrians/bicyclists
n
n
n
Need to consider special events when
scheduling
Need enough resources and laborers
available for weekend work
Duration of work restrictions will vary by
location
Need local jurisdiction support
Improvements to the detour route may be
needed to accommodate the diverted
traffic including capacity and geometric
improvements, signal retiming and
coordination, signing and pavement
markings, parking restrictions, and CMS
to provide detour information
Additional cost
May require additional cost
May significantly impact roadways used
for detours
Motorists may get lost
May be ignored or missed by motorists
when much signage is present
May be ignored or missed by motorists
when much signage is present
May be ignored or missed by motorists
when much signage is present
Appendix B-7
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies (Continued)
B. Traffic Control Devices (Continued)
IB2
Changeable message signs (CMS)
4
4
n
n
n
IB3
Arrow panels
4
4
4
n
IB4
Channelizing devices
4
4
4
n
n
IB5
Temporary pavement markings
4
4
4
n
n
IB6
Flaggers and uniformed traffic control
officers
4
n
n
n
IB7
Temporary traffic signals
4
4
4
n
n
n
n
IB8
Lighting devices
4
4
n
n
n
When work zone information is subject to
frequent changes
Projects with multiple construction
stages/phasing
Detour routes with capacity available
Lane closures, particularly on high-speed
roadways
All work zone types
When changes to the road configuration or
potential hazards necessitate their use
Long project duration
When additional markings are necessary to
guide road users through the work zone
Low traffic volume projects
Rural areas
One-lane, two-way operations
Where the work zone operations disrupt normal
traffic patterns
One-lane, two-way operations
For longer-term projects
When additional capacity is needed
When night work is being conducted
Long project duration
High traffic volume
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-8
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
Effective way to communicate realtime information to road users
Allows road users to adjust travel
plans based on information
Draws special attention to key
information
Assists motorists in navigating and
merging through and around the
work zone
Effective method to alert motorists
of lane closures
Highly visible
Encourages smooth merging
behavior
Helps to direct road users through
the work zone
Delineates potential work zone
hazards
Easy to set-up
Provides guidance and information
for road users through the work zone
Helps to alert road users to
the presence of work operations
Helps improve ramp and/or detour
capacity
Improves traffic flow through and near
the work zone
Improves safety
Enhances visibility of devices and
delineations in the work zone
Improves worker safety
Guides road users through the work
zone particularly during night and
under adverse conditions
Potential Challenges
n
May be ignored or missed by motorists
when much signage is present
Additional cost
n
Additional cost
n
n
n
n
n
n
n
Used to supplement normal static work
zone signs
Needs a means of controlling/updating
signs, such as a TMC
Used to supplement conventional traffic
control devices
Errant vehicles are not prevented from
intruding beyond these devices
Visibility of the markings may be limited
by weather conditions and debris
Reduces safety for road workers
n
Changes traffic patterns on
the cross road
Cost
n
May be distracting to motorists
n
Other Considerations
n
Need to obliterate obsolete markings
to minimize possibility of misleading
road users
n
In conjunction with intermittent closure
n
Signal installation should be warranted
Appendix B-9
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies (Continued)
C. Project Coordination, Contracting and Innovative Construction Strategies
IC1
IC2
Project coordination
Coordination with other projects
4
n
May be beneficial to any project
Utilities coordination
4
n
May be beneficial to any project
Right-of-way coordination
4
n
May be beneficial to any project
Right-of-way coordination
4
n
May be beneficial to any project
4
n
Contracting Strategies
Design-build
n
A+B bidding
4
n
n
n
Incentive/disincentive clauses
4
n
n
n
n
n
High traffic volume
When project acceleration is desirable
High traffic volume
Where significant reduction in capacity is
anticipated
Projects with significant impacts to traffic
flow, businesses, and/or the community
High traffic volume
Where significant reduction in capacity is
anticipated
Projects with significant impacts to traffic
flow, businesses, and/or the community
When an out-of-service facility needs to be
replaced
No good alternate routes available
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-10
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
Reduces motorist delay
Minimizes impacts to potentially
affected businesses and communities
Reduces exposure time to road work
May increase efficiencies
Reduces construction duration and
delay
May reduce number of work zones
and exposure to road work
Reduces construction duration and
delay
Minimizes potential impacts on other
transportation facilities
Shorter project duration
Less traffic impacts
May reduce administrative costs
Provides a single point of contact
for design and construction issues
Allows for flexibility for innovative
designs, materials, and construction
techniques
Reduces construction time
Less traffic impacts
Potential Challenges
n
n
n
n
n
n
n
n
n
n
n
Reduces construction time
Less traffic impacts
Early project completion may result in
significant cost savings
n
n
May be difficult to identify potential
projects to coordinate with
May be difficult to identify potential
projects to coordinate with
May be difficult to identify
coordination opportunities
Other Considerations
n
n
n
Routine agency meetings may address
coordination at the project level,
corridor level, district region level, and
at the State level
Development of training, education,
and auditing standards for utility work
can further minimize traffic impacts
Considering right-of-way issues early
in project development can minimize
traffic impacts
May be difficult to identify
coordination opportunities
May pay more for the actual
construction
May pay more for the work
Potential for disagreement
Issues must be resolved quickly
Potential arguments for time extensions
Issues must be resolved quickly
n
n
If a project has significant issues with
utilities, time-based bidding may be
difficult; it may be possible to separate
that portion of the project
If a project has significant issues with
utilities, time-based bidding may be
difficult; it may be possible to separate
that portion of the project
Appendix B-11
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
I. Temporary Traffic Control (TTC) Strategies (Continued)
C. Project Coordination, Contracting and Innovative Construction Strategies (Continued)
IC2
Lane rental
4
n
n
n
n
IC3
Innovative construction techniques
(precast members, rapid cure
materials)
4
n
n
n
Urban area
High traffic volume
For paving freeways
No good alternate routes available
High traffic volume
Where traffic restrictions need to be
minimized
When work activities need to be completed
during night or weekend periods
II. Public Information (PI) Strategies
A. Public Awareness Strategies
IIA1 Brochures and mailers
4
4
4
n
n
n
n
n
n
IIA2 Press releases/media alerts
4
4
4
n
n
n
n
n
IIA3 Paid advertisements
4
4
4
n
n
n
n
Urban area
Long project duration
Alternate travel modes available
High public exposure
Significant business impacts
Significant residential impacts
Large projects
Projects with multiple phases/construction
stages
High public exposure
Significant business impacts
Significant residential impacts
Alternate routes available
High public exposure
Significant business impacts
Significant residential impacts
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-12
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
n
n
Less traffic impacts
Lanes only closed for short
periods, when truly needed
Potential Challenges
n
n
Other Considerations
Requires careful timekeeping
Potential for disagreements
Reduces construction time
Less traffic impacts
Condensed format of brochures lends
itself to brief, high-impact messages
Brochures have a relatively long shelf
life, which is useful for projects of long
duration
Low cost
Easy to distribute
Cost effective if it uses free publicity
to inform
Gives travelers advanced warning to
plan for delays or alternate routes
Covers a large or multi-jurisdictional
area
Reinforces public awareness of the
project
Can reach many people at one time
n
Information (e.g., dates of road closures)
may change and not be reflected in the
printed materials
Often targets local motorists only
n
Often targets local motorists only
n
n
n
n
n
Requires advanced planning
Additional cost
May only target local motorists
Newspaper readers may skip over ads
n
n
n
n
Used in conjunction with other elements
in the TMP
Most useful if it gives people
an alternative to driving alone through
the work zone – transit, ridesharing,
alternate route
For larger projects, announcements may
include project start ups, periodic
progress reports, and major traffic
pattern changes
Advance planning prior to the start of
construction is essential to develop and
schedule the needed advertisements
Appendix B-13
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
II. Public Information (PI) Strategies (Continued)
A. Public Awareness Strategies (Continued)
IIA4 Public information center
4
4
4
n
n
n
n
n
n
IIA5 Telephone hotline
4
4
4
n
n
n
n
n
n
IIA6 Planned lane closure web site
4
4
4
n
n
n
n
n
IIA7 Project web site
4
4
4
n
n
n
n
IIA8 Public meetings/hearings
4
4
4
n
n
n
n
IIA9 Community task forces
4
4
4
n
n
n
n
Urban area
Long project duration
Projects with multiple phases/construction
stages
High public exposure
Significant business impacts
Significant residential impacts
Urban area
Long project duration
Projects with multiple phases/construction
stages
Detour routes available
High public exposure
If frequent land and/or ramp closures are
expected
Long project duration
Projects with multiple phases/construction
stages
Detour routes available
High public exposure
Project includes lane closures
Urban area
Long project duration
High public exposure
Project and traffic information changes
frequently
Long project duration
High public exposure
Significant business impacts
Significant residential impacts
Long project duration
High public exposure
Significant business impacts
Significant residential impacts
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-14
Potential Pros
n
n
Single, centralized access point to
information about project
Provides direct access to information
and people to talk to about the project
Potential Challenges
n
Additional cost of staffing and leasing
office space and equipment
Other Considerations
n
n
n
n
n
n
n
n
n
n
Provides commuters with up-to-date
traffic/construction information and
demand management information
Information can be accessed whenever
it is needed
May be easy to update
Information can be posted for the
construction season
Single access point to find out all the
information for a particular project
May be easy to update
n
n
n
n
Pre-recorded messages may not contain
all the information that travelers need
Needs to be accurate information,
otherwise the information is not credible
The web site would need to be publicized
for people to use
Web site would need to be maintained
for effectiveness
n
n
n
n
n
n
n
n
n
Community and stakeholders can feel
informed and involved in the project
Opportunity to find out the information
that stakeholders need
Gets buy-in from different stakeholders
n
n
n
Stakeholders may feel frustrated if they
feel that their inputs were not considered
Requires coordination beforehand
May not be cost effective
n
n
Project is localized
Construction zone is near major activity
centers
Plan to have an information hotline
Center located near construction
Part of incident management
Can include prerecorded messages
and/or real time interactive response
information
This web site is usually done for the
entire region or State
Includes both static and/or real-time
interactive information
Audience needs to be made aware of
the web site
Cost will vary based on the complexity
of the site
Need to be wary of making “empty
promises”
Best if developed early in planning for
the project and continue meeting
through design, construction, and
project assessment
Appendix B-15
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
II. Public Information (PI) Strategies (Continued)
A. Public Awareness Strategies (Continued)
IIA10 Coordination with media/schools/
businesses/emergency services
4
4
4
n
n
n
n
n
IIA11 Work zone education and safety
campaigns
4
4
4
n
n
n
n
IIA12 Work zone safety highway signs
�
4
4
n
n
n
n
IIA13 Rideshare promotions
4
n
n
n
n
IIA14 Visual information (videos, slides,
presentations) for meetings and web
4
4
4
n
n
n
n
Long project duration
High crash rate
High public exposure
Significant business impacts
Significant residential impacts
High traffic volume
Long project duration
Projects with multiple phases/construction
stages
High crash rate
High traffic volume
Long project duration
Projects with multiple phases/construction
stages
High crash rate
Urban area
Long project duration
High expectation of delay
Where advantages to carpools exist (parking
cost reductions, HOV lanes, HOV bypass lanes)
Projects with multiple phases/construction
stages
High public exposure
Significant impact on businesses
Significant residential impacts
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-16
Potential Pros
n
n
n
n
n
n
n
n
n
n
Potential Challenges
Travelers at major activity centers can
plan in advance to take alternate routes
May reduce the number of fatalities
and injuries in work zones
Encourages general safety when
driving around work zones
Help travelers know what signs mean
and what resources there are for
advanced planning
Increases driver awareness to work
zone safety concerns
May encourage speed reduction
May reduce the number of vehicles
traveling through the work zone
Access to HOV lanes (if that exists)
May reduce delays
Increases community awareness and
understanding of the project
Other Considerations
n
Requires advanced planning and
coordination with these activity centers
Proximity to schools
n
Works with large employment centers
n
n
n
n
n
n
n
Results are harder to quantify
Highway signs should be maintained
– if there is no work zone, signs should
be taken down
Cost of promotion and initial
coordination effort
Need enough participation in order
to make a difference
Publicity needed for travelers to visit
the web site and view the visual
information
May be expensive to produce
n
n
n
Supports public meetings, information
center, or press releases
In conjunction with project or agency
web site
Requires preparation, up front planning
Appendix B-17
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
II. Public Information (PI) Strategies (Continued)
B. Motorist Information Strategies
IIB1 Traffic radio
4
4
4
n
n
n
n
n
IIB2 Changeable message signs (CMS)
4
4
4
n
n
n
IIB3 Temporary motorist information signs
4
4
4
n
IIB4 Dynamic speed message sign
��
4
4
n
IIB5 Highway advisory radio (HAR)
�4
4
n
n
n
n
n
Long project duration
Projects with multiple phases/construction
stages
Detour routes available
Alternate travel modes available
High public exposure
Projects with multiple phases/construction
stages
Alternate routes available
When work zone conditions are subject to
frequent or on-going changes (e.g., lane
and/or ramp closures expected)
All situations – Advanced warning/public
information and signage is generally always
beneficial
High crash rate
When longer, more detailed messages than
can be provided using signage are necessary
Alternate routes available
Long project duration
Projects with multiple phases/construction
stages
Frequent lane and/or ramp closures expected
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-18
Potential Pros
n
n
n
n
n
n
n
n
n
Can reach many commuters over
a wide area
Little to no cost
Targets people who are likely to
use the information
Provides real time information to
motorists
Gives public advance warning to make
decisions
Provides information to motorists
directly affected by the project
Provides information to motorists
Warns motorists of potential hazards
Potential Challenges
n
n
“Old” information is no longer useful
Needs to be accurate information,
otherwise the information is not
credible
Other Considerations
n
n
n
n
n
If project is delayed, sign is wrong
Enhances safety by reducing speeding
and speed variability
n
n
n
n
n
n
n
n
Provides current information directly to
motorists
Allows for longer, more detailed
messages regarding a work zone
incident
Promotes diversion of traffic to alternate
routes when appropriate
Traffic patterns may resume to normal
patterns more quickly
Easy to access
n
n
Limited range
Typically low utilization rates
n
n
n
n
Coverage more likely for major projects
Needs means of controlling/updating
messages, such as a TMC
Supports incident management
Need to keep information up to date and
useful
Need to keep information up to date
May not be effective without
enforcement
May not be effective over a long work
zone length and duration
Signs are used to inform road users of
the HAR radio
Information needs to be current/
real-time
Newer technologies based on in-vehicle
navigation systems and cell phones are
replacing HAR usage
Motorists may not be aware of the HAR
Appendix B-19
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
II. Public Information (PI) Strategies (Continued)
B. Motorist Information Strategies (Continued)
IIB6 Extinguishable signs
4
4
n
n
n
n
IIB7 Highway information network
(web-based)
IIB8 511 traveler information systems
(wireless, handhelds)
4
4
n
n
4
4
4
n
n
n
n
IIB9 Freight travel information
4
4
4
n
n
n
IIB10 Transportation management center
(TMC)
4
4
4
n
n
n
n
n
When HAR is available or proposed
Long project duration
Projects with multiple phases/construction
stages
Alternate routes available
Urban area
Long project duration
Urban area
Long project duration
Detour routes available
Alternate travel modes available
Urban area
Long project duration
Moderate to high percentage of trucks
traveling through the work zone
Project located on a freeway in an urban area
Long project duration
Projects with multiple phases/construction
stages
Delay highly expected for the project
High public exposure
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-20
Potential Pros
n
n
n
n
n
n
n
n
n
Makes motorists aware that current
information is available
Provides helpful information to
motorists in one place
Convenient way to share information
among stakeholders
Provides motorists with current
information
Information can be accessed
whenever it is needed
May be easy to update
Provides useful information to freight
stakeholders
May improve safety (e.g., reduce rear
end collisions) by raising awareness
before a work zone
Have access to real-time information
on traffic and incidents and relay that
to the traveling public through
different media outlets
Potential Challenges
n
n
n
n
n
n
n
Additional cost of maintenance
and operation
Requires advanced planning
Can be distracting to the driver
if used on the road
Road users must have these
personal devices
Additional cost of coordination
and disseminating information
to select group
Other Considerations
n
Used in conjunction with HAR
n
Information should be up-to-date
n
n
n
General public awareness of 511
is needed
Work with the freight community to find
out what information would be helpful
Can be provided to a central location
(e.g., trucking company) or to truckers
approaching work zone via CB radio
Costly to build and operate
Detectors may be difficult to
maintain while the work zone
is taking place
Appendix B-21
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies
A. Demand Management Strategies
IIIA1 Transit service improvements
4
n
n
IIIA2 Transit incentives
4
n
IIIA3 Shuttle services
4
n
n
n
IIIA4 Ridesharing/carpooling incentives
4
n
n
n
n
n
IIIA5 Park-and-ride promotion
4
n
n
n
n
n
IIIA6 High-occupancy vehicle (HOV) lanes
4
n
n
n
n
n
Transit exists with capacity and frequency
Where transit use is likely to be adequate to
make the improvements worthwhile
Where adequate transit routes and
frequencies exist that serve major origins
and destinations for motorists that would
normally drive through the work zone if
transit options were not available
Long project duration
High expectation for delay
Large amounts of similar origins and
destinations
Long project duration
High expectation for delay
Few or no alternate routes
Where ridesharing has the potential to reduce
travel volumes
Commuter traffic is significant
Long project duration
High expectation for delay
Alternative travel modes are available
Good parking sites are available
Commuter traffic is significant
Urban area
Long project duration
High traffic volume
High expectation for delay
Alternative travel modes are available
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-22
Potential Pros
n
n
n
Shifts some demand from highway
while it is under construction
Shifts some demand from highway
while it is under construction
Reduces vehicle trips and traffic in
the work zone
Potential Challenges
n
n
n
Requires advance planning and
coordination
Requires advance planning and
coordination
Can be costly
Other Considerations
n
n
n
n
n
May reduce vehicle trips and traffic
n
Need many people participating in
order for it to be cost effective
n
n
n
n
n
Can be very cost-effective to
commuters
May reduce the number of vehicles
traveling through the work zone
Better roadway efficiency (move
more people per lane)
n
n
n
n
Needs a high amount of similar origins
and destinations and/or incentives
Taking a lane for HOV is likely to be
controversial
n
n
In conjunction with transit incentives
In conjunction with transit service
improvements
Service would need to provide a benefit
in terms of reduced travel time, travel and
parking costs, etc. to attract users
Providing express shuttles from a few key
locations may increase use
In conjunction with HOV lanes and/or
parking management
Major activity and employment centers
exist and can be targeted
In conjunction with rideshare programs,
transit service available at lot, HOV lanes,
and/or parking management
Good promotion of program is needed
In conjunction with HOV bypass and ramp
metering, express transit, park and ride,
and other demand management
strategies
Enforcement needed
Appendix B-23
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
A. Demand Management Strategies (Continued)
IIIA7
Toll/congestion pricing
4
n
n
n
n
IIIA8 Ramp metering
4
4
n
n
n
IIIA9 Parking supply management
4
n
n
n
n
IIIA10 Variable work hours
4
n
n
n
n
n
IIIA11 Telecommuting
4
n
n
n
n
n
Project is on a freeway
High traffic volume
Long project duration
Significant reductions in capacity are
anticipated
Long project duration
Project is on a freeway
There are a number of entrance ramps near
the work zone
Urban area
Long project duration
Alternate travel modes are available
Limited supply of on-site and off-site
parking lots
Long project duration
High traffic volume
Employment and activity center along corridor
and alternate routes
Commuter traffic is significant
Significant traffic increases during peak hours
Urban area
High traffic volume
Long project duration
High expectation for delay
When significant reduction in capacity
anticipated
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-24
Potential Pros
n
n
n
Reduces peak-period vehicle trips
Maintains safe and smooth freeway
operations
Controls entrance of vehicles to
the roadway
Potential Challenges
n
n
n
n
Lane(s) will need to be temporarily set
aside
May cause vehicles to idle too long
May result in ramp queues on local
streets
Cost
Other Considerations
n
n
n
n
n
n
n
n
Cost-effective
Decreases single occupancy vehicle
use when implemented in
conjunction with other elements and
incentives
Distributes peak hour commuting
over longer time period, thereby
reducing travel demand during
the peak periods
Reduces vehicle trips
n
n
n
n
Difficult to implement unless the
responsible agency owns the lot and/or
parking supply is limited
Effort to convince employers of
the benefits
Effort to convince employers of
the benefits
May affect businesses, such as
restaurants that are near employment
centers
n
n
n
Enforcement needed
Queues onto local streets may cause
a problem depending on their extent
Can be used during peak periods or
continuously
Secondary effect of diverting traffic to
alternate routes
In conjunction with other demand
management strategies
Needs to be supported by businesses
and community
Needs to be supported by businesses
and community
Appendix B-25
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
B. Corridor/Network Management Strategies
IIIB1
Signal timing/coordination
improvements
4
4
n
n
n
IIIB2
Temporary traffic signals
4
4
4
n
n
n
n
n
IIIB3
Street/intersection improvements
4
4
n
n
n
IIIB4
Bus turnouts
4
4
n
n
IIIB5
Turn restrictions
4
4
n
n
n
n
IIIB6
Parking restrictions
4
n
n
n
n
n
Long project duration
High traffic volume
When additional capacity is needed through
the intersection in the work zone or on
nearby roadways during construction
Long project duration
High traffic volume
High expectation for delay
When safety needs to be improved for new
(temporary) turning movements through
the work zone
When additional capacity is needed
Long project duration
High expectation for delay
When work zone results in major congestion
that can be alleviated by street/intersection
improvements
Long project duration
High occurrence of bus traffic and stops
Long project duration
High expectation for delay
When turning vehicles are causing
unreasonable delays or crash potential in
the work zone
When the geometric design or the available
sight distance at the intersection does not
adequately provide for a safe turning
movement
Long project duration
When significant reduction in capacity
anticipated
When traffic demand at the location can be
reduced by parking restrictions
When parking spots can be converted to
an additional travel lane
When restricting parking spots can improve
work zone access and quicken work zone
activity
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-26
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
n
Increases throughput of the roadway
Improves traffic flow
Optimizes intersection capacity
Reduces frequent stops
Improves driver safety by smoothing
the flow through work zone
bottlenecks
Improves traffic flow through and
near the work zone
Helps achieve re-routing of traffic
from project location
Improves driver safety by separating
conflicting movements
Improves worker safety
Provides increased capacity
Improves motorist safety
Improves traffic flow and safety by
minimizing traffic conflicts
Simple, cost-effective
Increases roadway capacity
Reduces potential congestion and
delays
Improves safety
Simple, cost-effective solution
Increases roadway capacity
Reduces traffic conflicts
Quickens work zone activity by
improving access
Reduces duration of the work zone
Potential Challenges
n
n
n
n
n
n
n
n
n
n
n
n
Cost of estimating new saturation flow
rates and demand
Cost of signal design, placement, and
operation
Changes traffic patterns on cross-roads
Cost
Time to design and construct
Cost
Time to design and construct
Other Considerations
Estimating both potential demand and
capacity constrained volumes for
obtaining the optimal coordination
n
Signals should be warranted as per
the agency’s signal warrant
requirements
n
Need to plan ahead to complete these
before the main roadwork
n
Provision of gaps and sight distance for
the buses to re-enter the traffic stream
n
Additional delays for turning vehicles
Turning vehicles need to re-route
Affects local parking
Will need flaggers if parking is converted
to travel lane
Will need barricades if parking is closed,
requiring additional setup time and cost
n
n
n
Impact to local businesses must be
considered
May need to improve intersection
geometrics to accommodate additional
or relocated lanes
Can limit use to peak travel periods
Appendix B-27
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
B. Corridor/Network Management Strategies (Continued)
IIIB7 Truck/heavy vehicle restrictions
4
4
n
n
n
n
n
IIIB8
Separate truck lanes
4
4
n
n
n
n
n
IIIB9
Reversible lanes
�4
n
n
n
n
IIIB10 Dynamic lane closure system
�4
4
4
n
n
n
n
n
IIIB11 Ramp metering
�4
4
n
n
n
n
Projects with high truck volume
When significant reduction in capacity
anticipated
When the location has heavy truck traffic
but also has potential alternate truck routes
When capacity/safety concerns exist for
truck movements through work zone
Passenger cars are expected to be
significantly delayed due to truck traffic
Long-duration projects with high truck volume
High expectation for delay
When significant reduction in capacity
anticipated
When capacity/safety concerns exist for truck
movements through work zone
Passenger cars are expected to be
significantly delayed due to the trucks
(e.g., areas with major inclines)
Where there are capacity limitations in
the direction of travel and no alternate routes
Long project duration
Significant peaking of traffic
Commuter traffic is significant
Long project duration
Projects with multiple construction
stages/phasing
Moderate traffic volume and congestion
When needed capacity can be gained
When frequent lane closures are anticipated
Long project duration
During mainline paving of basic freeway lanes
where freeway demand needs to be metered
to control congestion
Project is on a freeway
There are a number of entrance ramps near
the work zone
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-28
Potential Pros
n
Improves passenger car flow through
the work zone by removing trucks from
the traffic stream
Potential Challenges
n
n
Provision of an alternate truck route
may adversely affect other traffic or
roads
Requires additional signage/
personnel to enforce truck restrictions
Other Considerations
n
n
n
n
n
Can increase capacity of the roadway
n
Requires additional signage/personnel
to enforce separate truck lane
n
n
n
n
Accommodates peak traffic flow
n
n
n
n
n
n
n
n
n
n
n
Enhances mobility and safety
Controls vehicle merging at
the approach
Reduces vehicle conflicts
Construction time can be reduced with
additional contractor area
Maintains safe and smooth freeway
operations
Controls entry of vehicles to
the roadway
Improves safety by matching gaps
between freeway and on-ramp vehicles
May help spread traffic to other roads
n
n
n
Safety concerns
Cost of positive separation and/or
additional pavement markings and signs
Confusing to infrequent road user
Cost of dynamic message signs or
other messaging devices is not
available in-house
May result in ramp queues backing onto
local streets
Cost
n
n
n
n
n
n
Availability and sustainability of alternate
routes for the trucks must be considered
Federal, State, and/or local ordinances
that govern truck traffic access must be
considered
Appropriate design and geometric
concerns related to trucks would need
to be addressed
Noise and business impacts from use
of detour route may need to be
considered
Design of the dedicated truck route
State and/or local ordinances that
govern truck traffic need to be
considered
If shoulder is used, may need to
improve it first
Works well with commuter traffic
For high speed roadways, a movable
barrier system or other form of positive
separation is typically used to separate
and direct traffic
Can be used in conjunction with
reversible lane
Potential impacts on local streets need
to considered before introducing ramp
metering
Various ramp metering strategies should
be considered
Can be used during peak periods or
continuously
Appendix B-29
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
B. Corridor/Network Management Strategies (Continued)
IIIB12 Temporary suspension of ramp
metering
4
IIIB13 Ramp closures
4
n
4
4
n
n
n
n
n
IIIB14 Railroad crossings controls
�
4
n
n
IIIB15 Coordination with adjacent
construction site(s)
�4
n
At the end of a detour where it is
advantageous to get traffic onto the freeway
quickly
High traffic volume
If accelerated construction at the ramps is
required
Where work zone activity requires work
space associated with the ramps
Where freeway volumes at the ramp location
have to be controlled
When alternate ramps/routes are available
close by
Long project duration
When work zone stops and delays have
potential of forcing vehicles to stop on
railroad tracks
Whenever multiple work zone projects are
in close proximity of each other or impact
the same region
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-30
Potential Pros
n
n
n
n
n
n
n
n
n
n
Simple, cost-effective solution for
improving traffic flow through
the detour
Cost-effective
Can pave/repair the full width of
the ramp
Better, faster construction
Can provide work access within
the work zone
May improve traffic flow on
the mainline
Reduces crossroad congestion
Easy to sign in rural areas
Enhances motorist safety
Enhances rail safety
Potential Challenges
n
n
n
n
n
Can lead to a potential downstream
freeway bottleneck
Potential impact to business and
community access
Blocks traffic pattern and forces
new traffic pattern
Moves congestion elsewhere
May have negative impact on local
streets in high density locations
Other Considerations
n
n
n
n
n
n
Cost
n
n
n
n
n
n
n
Minimizes the combined impacts on
road users
Potential for cost savings to road users,
community, and agency
Addresses the need to maintain
adequate capacity in the system
Evaluates the complete
city-wide street network for capacity
needs rather than individual work zones
Maintains system-wide mobility
n
n
Complexity of coordinating adjacent
work zones
Cost
n
n
n
Downstream freeway volumes must be
evaluated before suspending ramp
metering
It might affect motorist mobility
adversely
Impact to local businesses should be
considered
The strategy is inexpensive if only signs
are used but will cost more if alternate
route modifications are required
Adequate driver information signs and
clearly marked detour routes need to
be provided
Requires understanding on the traffic
dynamics of the specific location
State and/or local ordinances that
govern railroad traffic control
Accommodate anticipated travel
demand by not implementing work zones
on parallel highways or complementary
or alternate routes
Requires good communication within
and across various agencies
Some work, such as utility work, may be
done by other agencies
Appendix B-31
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
C. Work Zone Safety Management Strategies
IIIC1
Speed limit reduction/variable
speed limits
4
4
n
n
n
n
n
IIIC2
Temporary traffic signals
�4
4
4
n
n
n
n
n
n
IIIC3
Temporary traffic barrier
�
4
4
n
n
n
IIIC4
Movable traffic barrier systems
4�
4
4
n
n
n
n
n
n
n
n
Where significant reduction in capacity is
anticipated
When turning/merging conflicts exist that
cannot be otherwise resolved
When there are lane or shoulder closures,
traffic shifts, or other changes in geometry
On detours where traffic volumes and conflicts
are increased
When work is adjacent to the traffic lane
Long project duration
High traffic volume
When safety needs to be improved
(e.g., for temporary turning movements)
When additional capacity is needed on
a temporary basis during construction
When high delays are expected on
ramps/detour routes
One-lane, two-way operations
Long project duration
When long-term work zone activity is next to
the travel lanes
When high-speed opposing travel lanes are
present
Long project duration
Projects with multiple construction
stages/phasing
High traffic volume
When roadway capacity can be gained
Roadways with capacity limitations in
the direction of travel and no alternate routes
When repeated barrier shifts are needed
When frequent lane closures are anticipated
When reversible lanes are used
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-32
Potential Pros
n
Enhances motorist and
worker safety
Potential Challenges
n
n
Traffic mobility
Compliance with speed limit
reductions is often poor
Other Considerations
n
n
n
n
n
n
n
n
n
n
Improves worker safety by replacing
flaggers with temporary signals
Improves driver safety by separating
conflicting movements
May increase capacity
Enhances safety to workers by the
physical separation of the motorists
from work zone
Enhances motorist safety by physically
separating traffic traveling in opposite
directions
Rapid and safe reconfiguration of the
traffic barrier system
Can provide additional space for the
contractor to work
Enhances motorist safety by clearly
delineating direction of travel
n
n
n
Cost of signal design, placement,
and operation
Changes traffic patterns on crossroads
Barrier system reduces saturation
flow rates of travel lanes
n
n
n
n
n
n
Cost
Labor for movement of barrier
n
n
Additional enforcement and/or
increased penalties might be needed
for motorist compliance with the
reduced speed limits
Can be continuous, or intermittent
(e.g., only when workers are present)
Signals should be warranted as per
the agency’s signal warrant
requirements
May lead to re-routing of traffic from
project location
Temporary barrier usage should be based
on length of the work zone project,
volume and speeds in the location, and
agency practices
Screens may be mounted on the top of
temporary traffic barriers to discourage
gawking and reduce headlight glare
More effective when there is
a majority commuter traffic and/or
fluctuating demand on the roadway
Shift distance must be constant
Appendix B-33
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
C. Work Zone Safety Management Strategies (Continued)
IIIC5
Crash-cushions
�
4
4
n
n
n
n
IIIC6
Temporary rumble strips
4
4
n
n
n
n
n
IIIC7
Intrusion alarms
�
4
4
n
n
n
n
IIIC8
Warning lights
�
4
4
n
n
n
IIIC9
Automated Flagger Assistance
Devices (AFADs)
�
�
4
n
n
n
IIIC10 Project task force/committee
�
4�
4
n
n
n
n
n
Long project duration
High traffic volume
High crash rate
When temporary hazards (e.g., work zone
vehicles and other work zone-related
barriers) are in close proximity to motorists
Long project duration
High crash rate
When the work zone occurs on an open
stretch of highway where drivers may tend
to lose alertness
Where the traffic pattern has been changed
Where there is alternating one-way traffic
with a temporary traffic signal
Long project duration
High crash rate
In locations where worker safety is of
particular concern
Areas where sight distance is limited
(e.g., after curves)
Long project duration
High crash rate
Where attention needs to be drawn to critical
information that can lead to potentially severe
consequences if missed
High crash rate
Where flaggers are needed
Short-term lane closures
Long project duration
High public exposure/traffic volume
High business impacts
High residential impacts
In locations where worker and motorist safety
are of particular concern
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-34
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
Protects a temporary hazard
Prevents vehicle intrusion into the work
space
Significantly enhances safety of both
motorist and worker
Alerts motorists about the presence of
work zone
Alerts motorists to change in traffic
pattern
Wakens dozing or unalert drivers, who
are a cause of roadway and work zone
crashes
Provides workers with critical reaction
time needed to move out of harms way
Alerts motorists to critical information
that can increase both motorist and
worker safety
Improves worker safety by removing
worker from the roadway
Develops solutions to safety and traffic
flow issues
Improves worker and motorist safety
due to trained and responsible persons
in-charge
Potential Challenges
n
n
n
n
n
n
n
n
Cost
Space and labor for placement
Cost
Rumble strips are not as effective in
urban settings and are not appropriate
for residential areas because of the noise
Cost
Can startle the errant motorist and
also other adjacent vehicles
Cost
Space and labor for placement
Other Considerations
n
n
n
n
n
n
n
n
n
If cushion is struck frequently,
replacement and repair costs may be
significant
Pavement needs to be prepared for
laying rumble strips
Implementation of rumble strips must
be evaluated on a project-to-project
basis
Unreliable and/or frequent false
alarms may cause workers to ignore
the warning sounds
Must be used smartly so that motorists
will not ignore the lights
State and/or local ordinances that
govern signage must be considered
Cost
Cost of training
Team dynamics where no one takes
responsibility for a particular job
n
Team members must be assigned
specific tasks with specific objectives
to achieve overall safety during
the project
Appendix B-35
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
C. Work Zone Safety Management Strategies (Continued)
IIIC11 Construction safety
supervisors/inspectors
�
4�
4
n
n
n
IIIC12 Road safety audits
IIIC13 TMP monitor/inspection team
�
4�
4
4
4
4
n
n
n
n
n
IIIC14 Team meetings
�
4
4
n
n
IIIC15 Project on-site safety training
�
4
n
n
IIIC16 Safety awards/incentives
�
�4
4
n
n
IIIC17 Windshield surveys
�4
4�
4
n
n
Long project duration
In locations where worker and motorist safety
are of particular concern
May be applicable to any work zone
May be performed during any or all stages of
a project and on existing roads
Long project duration
Projects with multiple construction
stages/phasing
When congestion is a concern
In locations where worker and motorist safety
are of particular concern
Long project duration
Where large projects with complex traffic
conditions are present
Long project duration
In locations where worker and motorist safety
are of particular concern
Long project duration
In locations where worker and motorist safety
are of particular concern
Long project duration
In locations where worker and motorist safety
are of particular concern
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-36
Potential Pros
n
n
n
n
n
n
Improves worker and motorist safety
due to trained and responsible person
in-charge
Improves worker and motorist safety
due to upfront identification of potential
safety hazards for remediation
Improves worker and motorist safety
due to trained and responsible person
in-charge
Aids in identifying whether the TMP is
effective and if changes are needed to
improve safety and mobility
Provides useful data for improving future
TMPs
Improves worker and motorist safety
Potential Challenges
n
Cost of training
n
Cost and time to perform audit
n
Cost of training
n
Cost and time involved
Other Considerations
n
n
n
n
n
n
n
n
Improves worker safety due to the clear
understanding on safety procedures
and specific risks associated with
the project by all workers
Provides an alert work force that is
proactively weeding out safety problems
Identifies and addresses potential safety
deficiencies
Improves worker and motorist safety
due to the proactive approach of
identifying potential safety concerns
May lead to improved traffic flow
n
n
n
Cost of safety training for all personnel
Dissension among workers due to not
receiving awards
Cost and time to perform surveys
n
n
n
In larger projects more than one person
might be needed, while in smaller
projects the safety supervisor may have
other responsibilities
Team dynamics may be challenging
Meetings should be regularly held to be
effective
Such trainings must be conducted
periodically during the project life
Incentives and awards must be judged
in an acceptable, non-partial way
Such inspections are typically conducted
by designated agency staff in
cooperation with project staff
Appendix B-37
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
D. Traffic/Incident Management and Enforcement Strategies
IIID1 ITS for traffic
monitoring/management
4
4
4
n
n
n
n
n
n
n
n
IIID2
Transportation management
center (TMC)
4�
4
n
n
n
n
n
IIID3
Surveillance [Closed-Circuit
Televisions (CCTV), loop detectors,
lasers, probe vehicles]
�4
4�
n
n
Can be applicable to all situations–to convey
messages that communicate accurate, timely,
and pertinent information to motorists about
prevailing and anticipated traffic conditions
Long project duration
Presence of permanent ITS deployment
and/or TMC
High expected delay
Projects with multiple construction
stages/phasing
Available detour routes exist
Frequent lane and/or ramp closures expected
Existing and potential high incident locations
Urban area
Long project duration
Projects with multiple construction
stages/phasing
High expected delay
High public exposure/traffic volume
Long project duration
All situations–advanced warning/public
information and signage is generally
always beneficial
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-38
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
Provides real-time information to
motorists
Enables agency to manage the
transportation system in and around the
work zone in real-time
Provides road users with information to
divert or take other appropriate measures
in response to an incident
Informs drivers of speed limit reductions
and enforcement activities
Allows motorists to avoid hazards and
delays, and respond properly to changing
roadway conditions
Improves driver guidance and creates
safer operations
Provides centralized coordination and
management of incidents
Enhances safety and mobility by the use
of centralized approach to manage traffic
Verifies the presence of traffic problems
and incidents
Helps to determine appropriate response
to address an incident
Contributes to saving both motorist and
worker lives by aiding quick, appropriate
response from local incident response
agencies
Potential Challenges
n
n
Cost
Needs accurate and reliable
information that is dependable
Other Considerations
n
n
n
n
n
Cost
n
n
If project is delayed, sign is wrong
n
n
n
n
Needs means of communication to
transmit data; communication options
may be limited by geography or existing
infrastructure
Needs an existing or planned TMC or
the establishment of one—TMC can be
virtual/remote
Supports incident management
May reduce the impact on businesses
created by construction activities and
detours
Existing TMC is usually used and is
staffed by either contract staff and/or
agency personnel
Supports incident management
Needs existing, planned, or virtual TMC
Requires reliable and timely data
Used to provide road user information
Appendix B-39
Management Strategy
Mobility
Improvement
Motorist
Worker
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
D. Traffic/Incident Management and Enforcement Strategies (Continued)
IIID4
Helicopter for aerial surveillance
�4
4�
n
n
n
IIID5
Traffic Screens
�4
4�
4
n
n
n
n
IIID6 Call boxes
4
4
n
n
IIID7
Mile-post markers
�
4
n
n
IIID8
Tow/freeway service patrol
�4
4�
n
n
n
n
n
Long project duration
Projects with multiple construction
stages/phasing
Large, complex work zone project
High traffic volumes
When crash rate is high
When headlight glare needs to be reduced
When construction is immediately adjacent to
traffic
Rural/low-density highways where help is
not readily available
Where cell phone coverage is poor
Long project duration
May be applicable to any work zone
Long project duration
High public exposure/traffic volume
Where incidents can create significant delays
Where shoulder width reductions or closures
are expected
Existing and potential high incident locations
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-40
Potential Pros
n
n
n
n
n
n
n
n
n
n
Aids in quick identification of traffic
problems and incidents and quick
response
Enables excellent coverage of
a wide area
Reduced driver distraction
Reduced rubbernecking, which can
prevent congestion
Reduces headlight glare
Provides motorists the means to reach
help quickly
Expedites response and clearance
times for crashes and breakdowns
Potential Challenges
n
n
n
n
Cost
More often the helicopter is media
controlled rather than controlled by
the project or incident agency
Other Considerations
n
n
Additional cost to set up and
maintain screens
Cost
n
n
Provides the motorist with the location
information critical for getting quick help
Aids in responding to incidents or
breakdowns
Helpful in managing traffic records and
subsequent analysis
n
n
n
n
n
Reduces the time required to remove
the incident from the roadway
n
Supports incident management
Mostly achieved by cooperation and
cost sharing with local media
Cost of maintaining dedicated towing
equipment and crew
n
n
Call boxes must be accessible within
walking distance from the incident
With increasing use of cell phones and
cell phone coverage, call boxes are
becoming less common
With the E911 mandate and increasing
use of cell phones this might not be
necessary in the future for pin-pointing
incident locations for 911 dispatchers
May also be called location reference
markers
The spacing of the markers is important.
Placing markers a tenth of a mile apart
rather than a mile apart enables
motorists to more easily reference their
location
Location markers can be helpful in areas
where people may become easily
confused, such as at a complicated
intersection
Parking areas and turnaround locations
are needed for the tow trucks to ensure
quick response times
Towing services are generally contracted,
while freeway service patrols are more
likely to be publicly operated
Appendix B-41
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
D. Traffic/Incident Management and Enforcement Strategies (Continued)
IIID9
Total station units
�4
�
n
n
n
IIID10 Photogrammetry
�4
�
n
n
n
IIID11 Coordination with media
4
4
n
n
IIID12 Local detour routes
�4
n
n
n
n
IIID13 Contract support for incident
management
�4
4�
n
n
n
Long project duration
High crash rate
Where incidents can create significant
delays
Long project duration
High crash rate
Where incidents can create significant
delays
Long project duration
High public exposure/traffic volumes
Long project duration
High traffic volume
High crash rate
Where detour routes are available
Long project duration
High crash rate
In large urban areas with large and frequent
work zone projects
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-42
Potential Pros
n
Reduces incident clearance times
Potential Challenges
n
n
Cost
Time consuming
Other Considerations
n
n
n
May reduce incident clearance times
n
n
n
n
n
n
Procedures to be followed in the event
of an incident or major traffic delay are
established in advance
Helps to ensure the news media is able
to convey factual information
concerning incidents and traffic delays
Provides advance guidance to motorists
on major traffic delays and incidents
Proactive approach helps in having
a readily available, well-thought out
plan for detours when incidents and
major traffic delays happen
n
n
Cost
Not widely validated for
effectiveness in crash investigations
Requires time to develop good
relationships and procedures
Cost
n
n
n
n
n
Provides additional, dedicated
personnel for incident management
n
Cost
n
n
Photogrammetry or laser measuring
units might replace total station units
as a cost-effective and time-efficient
alternative
In order to be most effective, a trained
crew should set up and manage these
units
Photogrammetry is cost-effective when
compared to total station units
Personnel turnover or extended time
between occurrences may mean
procedures need to be refreshed
Requires advance approval or
authorization from the local agency for
the use of the detour route in the event
of an incident
Need a means to communicate the
alternate routes to travelers when
appropriate
During road projects, it is important to
have people available on call who can
quickly get to an incident when needed
Need to establish means of
coordinating with existing/other
incident response
Appendix B-43
Management Strategy
Mobility
Improvement
Worker
Motorist
Safety
Safety
Improvement Improvement
Triggers for Consideration
III. Transportation Operations (TO) Strategies (Continued)
D. Traffic/Incident Management and Enforcement Strategies (Continued)
IIID14 Incident/emergency management
coordinator
�4
�4
4
n
n
n
IIID15 Incident/emergency response plan
4
4
4
n
n
n
IIID16 Dedicated (paid) police
enforcement
�
4
4
n
n
n
IIID17 Cooperative police enforcement
�
4�
4
n
n
n
n
IIID18 Automated enforcement
�
�4
4
n
n
n
n
IIID19 Increased penalties for work zone
violations
�
�4
4
n
n
Long project duration
Large complex project where on-going
incident management is necessary
High public exposure/traffic volume
Long project duration
Major/complex work zone projects where
there is potential for recurring significant
incidents
High public exposure/traffic volume
Long project duration
High crash rate
In large and complex work zone locations
where enforcement is an issue or incident
support is desired
Long project duration
High crash rate
In complex work zone locations where
enforcement is an issue
May be applicable in any work zone
Long project duration
Long project length
High crash rate
Where inadequate off-road space and/or
no shoulders are available
Long project duration
May be applicable in any work zone
Table B.1 TMP Strategy Matrix—Mobility/Safety Improvement and Considerations for Implementation (Continued)
Appendix B-44
Potential Pros
n
n
n
n
n
n
n
n
n
n
n
Provides a dedicated, responsible
person for managing incidents and
ensuring that traffic safety and mobility
goals are met
Prompt and appropriate response and
clearance of incidents
Enhances safety of motorists and
workers
Supports incident management
Promotes orderly traffic flow
Enhances safety of motorists and
workers
Supports incident management
Promotes orderly traffic flow
May cost less than police
Promotes compliance with speed limits
and other traffic regulations without
the presence of police
Improves safety by promoting
compliance with work zone regulations
Potential Challenges
n
Cost
n
Cost
Predicting and planning for potential
incidents
n
Cost
n
n
n
n
Other Considerations
Enforcement is provided on an asavailable basis as reimbursement of
enforcement costs is generally not
provided
Political and legal privacy issues
limit use of this strategy
Cost
n
n
n
n
n
n
Multi-agency coordinated effort is
needed for identifying potential
incidents and planning for them
Police should be adequately trained
to perform their duties safely
Similar to dedicated (paid) police
enforcement except for the cost
Police should be adequately trained
to perform their duties safely
To effectively provide automated
enforcement, a TMC should be
present that can centrally coordinate
the various technologies available to
the agency
Requires enforcement to be effective
Appendix B-45
Technical Report Documentation Page
1. Report No.
2. Government Accession No.
3. Recipient’s Catalog No.
FHWA-HOP-05-066
4. Title and Subtitle
5. Report Date
Developing and Implementing Transportation Management Plans for Work Zones
December 2005
6. Performing Organization Code
7. Author(s)
Krista Jeannotte and Andre Chandra – Cambridge Systematics
8. Performing Organization Report No.
9. Performing Organization Name and Address
10. Work Unit No. (TRAIS)
Cambridge Systematics, Inc.
Oakland, CA 94607
11. Contract or Grant No.
DTFH61-01-C-00181
12. Sponsoring Agency Name and Address
13. Type of Report and Period Covered
Federal Highway Administration (FHWA)
Office of Operations
400 7th Street, SW
Washington, DC 20590
14. Sponsoring Agency Code
HOTO
15. Supplementary Notes
Project Leader – Tracy Scriba, FHWA
16. Abstract
This Guide is designed to help transportation agencies develop and implement transportation management plans (TMPs).
A TMP lays out a set of coordinated transportation management strategies and describes how they will be used to manage
the work zone impacts of a road project. The scope, content, and level of detail of a TMP may vary based on an agency’s
work zone policy and the anticipated work zone impacts of the project. The intended audience for this Guide is the persons
responsible for developing TMPs. Depending on the agency’s processes and procedures, this may be agency personnel and/
or contractors. Persons responsible for TMP-related policy/procedure development and revision, implementation, review,
approval, and assessment will also benefit from this Guide.
This document also provides support to agencies in their efforts to implement the recently updated work zone regulations.
In September 2004, the Federal Highway Administration (FHWA) published updates to the work zone regulations at 23 CFR
630 Subpart J. The updated rule is referred to as the Work Zone Safety and Mobility Rule (Rule) and applies to all State
and local governments that receive Federal-aid highway funding. Transportation agencies are required to comply with the
provisions of the Rule by October 12, 2007. The changes made to the regulations broaden the former rule to better address
the work zone issues of today and the future.
Growing congestion on many roads, and an increasing need to perform rehabilitation and reconstruction work on existing
roads already carrying traffic, are some of the issues that have lead to additional, more complex challenges to maintaining
work zone safety and mobility. To help address these issues, the Rule provides a decision-making framework that facilitates
comprehensive consideration of the broader safety and mobility impacts of work zones across project development
stages, and the adoption of additional strategies that help manage these impacts during project implementation. The Rule
requires agencies to develop an agency-level work zone safety and mobility policy to support systematic consideration and
management of work zone impacts across all stages of project development. Based on the policy, agencies will develop
processes and procedures to support implementation of the policy. The third primary element of the Rule calls for the
development of project-level procedures to address the work zone impacts of individual projects. This includes requirements
for identifying significant projects and developing and implementing TMPs for all Federal-aid highway projects. This
document is the third of four guidance documents on the Rule and contains guidance, as well as many examples of how
transportation agencies have developed and implemented TMPs or similar plans.
17. Key Words
18. Distribution Statement
Work zone, safety, mobility, road construction, road
projects, transportation management plan, work zone
impacts, work zone management strategies, work zone
policy, regulation, rule, guidance
No restrictions. This document is available to the public.
19. Security Classif. (of this report)
20. Security Classif. (of this page)
21. No. of Pages
Unclassified
Unclassified
117
Form DOT F 1700.7 (8-72)
Reproduction of completed page authorized
22. Price
23 CFR 630 Subpart J
www.fhwa.dot.gov/workzones
FHWA-HOP-05-066
Developing and Implementing Transportation Management Plans for Work Zones
Office of Transportation Operations
Room 3408
400 Seventh Street, SW
Washington, DC 20590
Toll-Free Help Line: (866) 367-7487
Developing and Implementing
Transportation Management Plans
for Work Zones
| File Type | application/pdf |
| File Title | J7648-WZ_maroon_web.indd |
| File Modified | 2006-04-18 |
| File Created | 2006-03-23 |