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PRE-PUBLICATION DRAFTâUnedited Text and Graphics CHAPTER 4 ASSESSING SUITABILITY OF ATM Assessing the suitability of active traffic management (ATM) strategies is a crucial process in modern transportation planning and infrastructure development. It involves a comprehensive evaluation of various factors to determine whether the implementation of an ATM system is feasible and aligns with the goals of improving traffic flow, safety, and overall efficiency. This assessment encompasses several key components, starting with feasibility and screening, where initial analysis helps identify if an ATM system is a viable solution for a particular region. Subsequently, assessing policies and capabilities is essential to ensure that the necessary infrastructure and regulatory framework are in place to support the proposed ATM system. Identifying major roadway segments that would benefit from ATM interventions is another critical step, followed by prioritization of these segments based on factors like congestion levels and safety concerns. Estimating the potential benefits and costs associated with ATM implementation provides decision-makers with valuable insights into the economic viability of the project. Beyond these aspects, various other important considerations exist, such as pilot deployments, arterial applications, and ATM integrations with existing systems and legacy operations. All of these considerations contribute to the comprehensive evaluation of ATM suitability. In this complex and multifaceted process, careful analysis and planning are essential to make informed decisions that lead to more efficient and safer transportation systems. Chapter Highlights and Objectives ATM strategies have the potential to help transportation agencies operate existing facilities (both arterials and freeways) in the most efficient manner possible. Depending on the application, ATM strategies can support potential network improvements related to safety; mobility, accessibility, and equity; reliability; sustainability; and connectivity while helping support long-term system preservation. However, not every ATM strategy can work to address every possible network improvement. While not exhaustive, these potential improvements point to the overall benefits that ATM strategies can have on a network, thereby emphasizing the importance of assessing their suitability for a region. This chapter focuses on providing information that agencies can use in assessing the suitability of ATM for a particular region and specific corridors. In conjunction with the strategy-specific information included in Chapter 2âActive More detail on Traffic Management Strategies, Chapter 3âEnabling ATM, and Appendix Bâ ATM strategies is in Chapter 2. ATM Strategy Fact Sheets, the information in this chapter helps link the transportation planning process with operations. It provides agencies with information about operational strategies that they may include in the regional transportation plan that have the potential to provide the most benefit to the regional transportation network. Agencies can identify PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics major attributes about candidate corridors that help determine which, if any, ATM strategy is suitable and appropriate. Agencies can also use this assessment in their congestion management process as a planning tool. In the pursuit of congestion mitigation, many agencies across the country are required to employ a congestion management process (CMP) as a systematic method for regional planning to help manage traffic congestion and provide information on transportation system performance. As outlined by the U.S. Department of Transportation, a CMP More detail on enabling ATM includes alternative strategies for alleviating congestion and enhancing the strategies is in mobility of persons and goods to levels that meet state and local needs (Grant Chapter 3. e al. 2011). At its core, a CMP includes a data collection and monitoring system, a range of strategies for addressing congestion, performance measures or criteria for identifying when action is needed, and a system for prioritizing which congestion management strategies would be most effective. This chapter can also serve as a general process to screen regional conditions easily and efficiently for applicable ATM strategies. The objective is to provide a More detail on high-level overview of the assessment process as well as information on ATM Strategies is in Appendix B. additional documents and resources that provide similar guidelines for regional use and tools that are readily available for assessment. The remainder of this chapter presents the following sections: ⢠Feasibility and screening activities and tools: Discusses screening processes and tools that are readily available to support the assessment process. ⢠Preparation for feasibility and screening: Presents the primary steps of selecting goals and objectives and identifying data needs as the foundational steps in the screening process. ⢠Assessment of agency policies and capabilities: Provides an overview of the issues related to assessing an agencyâs policies, regulatory issues, and capabilities for implementing ATM. ⢠Identification of major roadway segments for ATM: Highlights the process for determining information on essential and preferred elements and issues with selecting major roadway segments for ATM deployment. ⢠Analysis and prioritization of facilities and strategies: Discusses the types of tools agencies can utilize to analyze the potential impacts of ATM strategies and to prioritize facilities accordingly. ⢠Estimation of benefits and costs: Provides guidance on tools and approaches for estimating the benefits and costs of ATM strategies to help optimize the return on investment for agencies considering deployment. ⢠Other important considerations: Highlights critical considerations for ATM strategies beyond those considerations discussed in the chapter. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics ⢠Final remarks: Summarizes key issues related to assessing the suitability of ATM for a region and specific corridors or facilities. ⢠Chapter references: Includes a list of all references cited within the chapter. Feasibility and Screening Activities and Tools An effort funded by the Federal Highway Administration (FHWA) developed an Active Traffic Management (ATM) Feasibility and Screening Guide intended to enable agencies to make informed investment decisions in this regard within their established planning and systems engineering processes (Neudorff and McCabe 2015). As part of this i e s development, the project team developed an ATM feasibility and screening process (shown in Figure 4-1) that is not unlike any traditional assessment process for other major projects in a Feasibility and Screening region, including transportation systems management and operations (TSMO) Checklists are investments. The remaining sections in this chapter discuss these five steps to provided in provide the overall context of strategy assessment. Additionally, checklists for Appendix E. practitioners to use throughout this process are provided in Appendix Eâ Planning and Evaluating ATM Checklists. Figure 4-1. ATM feasibility and screening process (Source: adapted from Neudorff and McCabe 2015). A typical approach to a feasibility and screening assessment process involves sketch-planning tools. Sketch planning plays a crucial role in allowing agencies to model and evaluate various PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics transportation scenarios and ATM strategies before implementing them in the real world. Such tools are invaluable for assessing the feasibility of ATM strategies by providing a cost-effective and data-driven approach to evaluate different scenarios, predict performance outcomes, and make informed decisions. These tools help transportation agencies optimize their resources, reduce risks, and improve mobility and safety for the benefit of both travelers and the environment. It is important to note that sketch planning tools do have limitations, including, but not limited to, the following: ⢠An inability to fully account for interactions of several ATM strategies deployed at the same time. ⢠An inability to fully account for the impacts of an ATM strategy deployed in conjunction with capacity expansion and/or other TSMO strategies. ⢠An inability to fully account for system reliability. ⢠An inability to acknowledge that existing infrastructural and operational capabilities can greatly impact a benefit/cost analysis. ⢠A limited ability to obtain real-world data on which to based projected benefits and costs. ⢠A limited ability to obtain real-world data representing the full range of demand- and capacity-reducing events to fully capture the impacts of ATM. Understanding potential shortcomings in sketch planning allows an agency to acknowledge that these tools establish a starting point for determining the appropriate ATM strategy to address a need on a particular facility. One tool that practitioners can use in assessing the feasibility and screening of select ATM strategies is the Operations Benefit/Cost Analysis Desk Reference (Sallman et al. 2012). This reference, along with the companion Tool for Operations Benefit Cost Analysis (TOPS-BC) (FHWA 2023a), helps agencies conduct benefit/cost (B/C) analyses for several ATM strategies. This sketch-planning tool is intended to support and guide transportation Chapter 1 practitioners as they apply a benefit/cost analysis (BCA) for TSMO strategies. discusses the link It was developed based on guidance and input from planning and operations between ATM and TSMO. practitioners with the primary purpose of helping to screen multiple TSMO strategies and providing order of magnitude BCA estimates (Sallman et al. 2012). While this reference focuses on the broader topic of TSMO strategies, note that the direct connection between TSMO and ATM is discussed in Chapter 1â Setting the Stage for ATM. Specifically, the desk reference provides users with the following: ⢠The ability to investigate the expected range of impacts based on previous deployments and analyses of many TSMO strategies. ⢠A screening mechanism to help identify appropriate tools and methodologies for conducting a BCA based on their analysis needs. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics ⢠A framework and default cost data to estimate the life-cycle costs of various TSMO strategies, including capital, replacement, and continuing operations and maintenance costs. ⢠A framework and suggested impact values for conducting simple BCAs for selected TSMO strategies (Sallman et al. 2012). The ATM strategies in the desk reference currently include variable speed limits, part-time shoulder use, and ramp metering; however, the general approach outlined in the document can be utilized for other ATM strategies. Additional information that is relevant to the screening process is also included in Chapter 1âSetting the Stage for ATM. Other resources that can provide guidelines for feasibility and screening of ATM strategies include, but are not limited to, the following: ⢠TSMO Strategy Toolkit (FHWA 2023c): This FHWA educational tool is intended to inform transportation practitioners of TSMO approaches, strategies, and tactics as well as suggested considerations when evaluating potential TSMO strategies. ATM strategies are included in this toolkit. ⢠Organizing and Planning for Operations (FHWA 2023d): This FHWA website provides a broad range of resources and documents addressing organizing and planning for TSMO, including active transportation and demand management (ATDM). Updated resources are provided as they become available, including guidance, primers, desk references, case studies, reports, white papers, webinars, and training. Preparation for Feasibility and Screening Prior to commencing with a feasibility and screening exercise for ATM, an agency needs to ensure they have all of the resources available to make a sound decision. This step relies on ready access to various documents, a clear understanding of regional goals and objectives that ATM may work to address, and an awareness of the data needed to ensure the feasibility screening process is thorough. The following sections briefly describe these needs and provide links to additional resources an agency can use to prepare for screening for ATM solutions. Setting Goals and Objectives for ATM The first step in assessing ATM strategies for regional suitability is the identification of regional goals and objectives that the strategies can help meet. These goals and objectives form the backbone of the regional planning process that centers on an objectives-driven, performance-based approach for operations (Worth et al. 2010). This approach to planning for operations, as illustrated in Figure 4-2, includes a series of steps, some of which are included in the ATM assessment. The preliminary concept exploration is part of the More information on enabling ATM systems engineering process, which is also briefly discussed in Chapter 3â is in Chapter 3. Enabling ATM. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Figure 4-2. An objectives-driven, performance-based approach to planning for ATM (Source: adapted from Neudorff and McCabe 2015). Typical regional goals and the motivation behind ATM projects often fall into several broad and somewhat interrelated categories. As illustrated in Figure 4-3, these categories include the following: ⢠Safety: Implement system improvements that improve safety for all users. ⢠Mobility, accessibility, and equity: Increase mobility, user accessibility, and equity throughout the system by reducing recurrent and non-recurrent congestion. ⢠Reliability: Ensure all users of the system, including freight and business communities, have a reliable system that can support economic vitality. ⢠Sustainability: Enhance the environment, energy conservation, livability, and planned growth. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics ⢠Connectivity: Enhance system integration and connectivity to support and facilitate multimodal alternatives. ⢠System preservation: Emphasize preservation of the existing transportation system by optimizing existing capacity in lieu of adding new capacity (Neudorff and McCabe, 2015). Figure 4-3. Typical regional goal categories (Source: adapted from Neudorff and McCabe, 2015). As discussed previously, ATM projects are intended to improve transportation system performance by using technology and data to dynamically and proactively manage traffic flow. The goals of ATM projects often reflect regional transportation priorities, such as safety, accessibility and mobility, reliability, sustainability, connectivity, and system preservation. Safety improvements may include things like improved lighting, road markings, and signage, as well as more advanced technologies like variable speed limits and lane control. Accessibility, mobility, and equity goals may be met by reducing congestion through techniques such as ramp metering and incident management. Reliability is important for the economic vitality of a region, as it ensures that freight and business communities have a predictable and efficient transportation system. Sustainability goals may be addressed through strategies such as encouraging active transportation and using low-emission vehicles. Connectivity is important for supporting multimodal transportation options, such as transit, cycling, and walking, while system preservation emphasizes optimizing existing capacity rather than adding new capacity. Overall, ATM projects aim to improve transportation system performance and support regional goals in a cost-effective and sustainable way. An agency considering ATM for their jurisdiction can move through the stepwise process illustrated in Figure 4- 4 to refine the appropriate regional goals and objectives that will eventually be matched with potential ATM strategies. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Figure 4-4. Goals and objectives selection process for ATM. The selection of goals and objectives for potential ATM strategies and projects in a region begins with defining high-level goals. These goals should be broad, overarching statements that reflect the region's transportation priorities related to safety, mobility, reliability, sustainability, connectivity, and system preservation. Once high-level goals have been established, the next step is to develop specific regional goals that align with these broad goals. Regional goals should be tailored to the unique characteristics and needs of the region, More information considering factors such as population density, land use patterns, and travel on goals and performance demand. Specific performance measures related to these goals are discussed measures is in in Chapter 5âATM Performance and Data. During the assessment process, Chapter 5. agencies can determine which strategies will help meet the overall goals included in their regional transportation plans. From the specific regional goals, an agency can then develop specific regional objectives. These objectives should be measurable, achievable targets that support the regional goals. For example, if the regional goal is to reduce congestion along a specific corridor, the objective may be to reduce average travel time by a certain percentage during peak periods. Agencies can then identify potential TSMO strategies to achieve regional goals and objectives. As See Chapter 2 for information on noted previously, active management of the system lies on a continuum that the active moves from straightforward time-of-day operations to operations that are truly management comprehensive and proactive in nature. Depending on the existing continuum. infrastructure and operational capabilities, ATM strategies may emerge as viable alternatives. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Finally, potential ATM strategies can be identified that will help achieve these objectives. These strategies may include a range of technology and operational improvements, such as ramp metering, variable speed limits, lane control, incident management, and traveler information systems. The specific strategies selected will depend on the region's goals and objectives, as well as on factors such as available funding, public acceptance, and technical feasibility. Throughout this process, it is important to engage stakeholders and the public to ensure that the goals and objectives reflect community priorities and values. This collaborative approach can help build support for ATM projects and increase the likelihood of successful implementation. Appendix EâPlanning Feasibility and Screening and Evaluating ATM Checklists includes worksheets, checklists, and tables to Checklists are support the goals and objectives selection process for ATM. provided in Appendix E. Network Selection After determining the appropriate ATM strategies to meet regional and/or corridor goals and objectives, agencies need to define the roadway network for ATM implementation. This network can vary in size depending on the agency's needs and the region's transportation demands. It may include key corridors, highways, or even entire freeway systems. The identification and engagement of stakeholders is another critical step in the preparation process for ATM projects. Stakeholders can include community groups, transportation agencies, emergency responders, freight carriers, and others who may be impacted by the project. Engaging stakeholders early and often can help build support for the project and ensure that their needs and concerns are addressed. Ongoing education and outreach efforts are also important to inform the public about the benefits of ATM and how it will impact their daily travel. Such efforts can include community meetings, social media campaigns, and other forms of outreach. Overall, the preparation process for ATM projects requires careful planning and coordination to ensure that the project meets regional goals and objectives, engages stakeholders, and uses data- driven approaches for decision-making. Through effective preparation, agencies can ensure that ATM projects are successful in improving safety, accessibility, mobility, and reliability in the region's transportation system. Selecting Data Data is one of the fundamental components of a feasibility and screening process. Robust and appropriate data elements support the assessment of strategies as well as the measurement of their performance and success after More information on data and ATM implementation. These elements also help link specific ATM strategies to performance regional goals and objectives, thereby directly linking ATM to the regional measures is in planning process. Data types desired for the screening process are illustrated Chapter 5. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics in Figure 4-5. Additional information and specific details related to data and the performance of ATM strategies is included in Chapter 5âATM Performance and Data. Figure 4-5. Desired data types for preliminary ATM screening (Source: adapted from Neudorff and McCabe 2015). Assessment of Agency Policies and Capabilities As discussed in Chapter 3âEnabling ATM, the extent to which an agency is successful in implementing ATM strategies is contingent upon a variety of factors. Figure 4-6 provides an overview of the various steps in assessing an agencyâs policies and capabilities for implementing ATM (Neudorff and McCabe 2015). In addition to legislative changes that may need to be implemented, an agency will need to examine institutional and organizational changes in policies, processes, structure, and resources to ensure success in adapting to a more active operations role for managing highway networks. Furthermore, the success of ATM strategies is contingent on the support of a variety of stakeholders, which is facilitated by a strong project champion who organizes and executes carefully considered outreach and education of the public, law enforcement, operators, policymakers, and elected and appointed officials. As a starting point, Table 4-1 provides PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics a list of policy and regulatory considerations agencies may need to address in advance of implementing ATM strategies. Figure 4-6. Assessing agency policies and capabilities for ATM (Source: adapted from Neudorff and McCabe 2015). As discussed in Chapter 1âSetting the Stage for ATM, agency capabilities play a key role in the successful implementation of ATM strategies. Agencies with a very low level of capability in systems management and operations are probably not ready for ATM deployment because they lack adequate business processes, supporting technologies, and the required workforce to be effective. Agencies can conduct a self-assessment using the FHWAâs Traffic Management Capability Maturity Framework (TM CMF) Tool to understand their current levels of capabilities and identify actions that they can take to improve their readiness for ATM implementation (FHWA 2023b). PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Table 4-1. Policy and regulation considerations for ATM strategies. ATM Strategy Policy and Regulation Consideration Adaptive Ramp ⢠A ramp-metering operating policy may be needed with assigned Metering staff for ramp meter operations. ⢠A design policy and relevant guidelines may be needed. Adaptive Traffic Signal ⢠The decision for adaptive signal control (ASC) needs to be based on Control a clear understanding of the operational objectives; a lack of clearly defined operational objectives can lead to sub-optimal ASC implementations. ⢠The benefits and costs of various ASC implementations need to be evaluated. Dynamic Junction ⢠No major policies or regulations are required; however, signage Control exemptions may be required if the Manual on Uniform Traffic Control Devices (MUTCD) guidelines are not followed. Dynamic Lane Reversal ⢠Use is most applicable on multilane roadways with a directional imbalance more than 65/35 with primary through traffic and predictable congestion patterns. ⢠Agency practices on traffic enforcement along these facilities will have to be reassessed. ⢠Agency practices for minimizing wrong-way movements and head-on collisions when reversal is active will need to be established. ⢠For emergencies and one-way evacuations, a specific contraflow plan may need to be developed describing the various roles and responsibilities. Dynamic Lane Use ⢠Signage approval for lane control may be required if signage varies Control from MUTCD guidelines. Part-Time Shoulder Use ⢠Depending on the location, changes to state law may be required. Queue Warning ⢠No significant policy or regulatory issues exist. Transit Signal Priority ⢠Strong interjurisdictional partnerships for coordination and implementation are required. Variable Speed Limits ⢠Authority to change speed limits is required. ⢠A policy on regulatory vs. advisory speed is needed. ⢠A policy on minimum posted speeds for interstates may be a constraint. ⢠Enforcement regulations and practices may need to be revised. ⢠Adjudication procedures and legal framework need to be considered. ATM Combined ⢠Policies for ATM depend on the specific strategies included in the Implementation deployment. Regardless of the combination, some general policies are required, including an approach for enforcement, documentation, and obtaining approval for any management practices not part of the agency's approved design guidelines. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Identification of Major Roadway Segments for ATM General guidelines on ATM feasibility also identifies how an agency determines which major roadways segments are suitable for one or more ATM operational strategies. Figure 4-7 illustrates the steps in this process and highlights the conditions under which ATM is appropriate for a facility. Furthermore, both essential and preferable facility elements that can help agencies determine whether a specific ATM operational strategy may work to address mobility challenges in a particular location must be identified (Levecq et al. 2011). These elements represent specific operating characteristics or conditions that illustrate a problem that ATM may be able to help solve. A summary of these elements for select ATM strategies is provided in Table 4-2. Additional details and processes for identifying potential facilities and segments for ATM strategies are included in the Active Traffic Management (ATM) Feasibility and Screening Guide (Neudorff and McCabe 2015). Figure 4-7. Identification of major roadway segments for ATM (Source: adapted from Neudorff and McCabe 2015). PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Table 4-2. Essential and preferable elements for ATM strategies (Source: adapted from Levecq et al. 2011). ATM Strategy Essential Elements Preferable Elements Dynamic ⢠Significant merging volumes (>900 veh/hr). ⢠Active incident management in Junction ⢠Available capacity on general purpose lanes the corridor. Control upstream of the interchange that can be ⢠Existing sensors and intelligent borrowed with no worse than level of service transportation systems (ITS) and (LOS) E after implementation. connections to a transportation ⢠Non-simultaneous peak traffic upstream on the management center (TMC) that general purpose lanes and merging lanes. serves as the focal point. ⢠Combined with part-time shoulder use. Part-Time ⢠LOS E or F for at least 2 hr/day. ⢠Active incident management in Shoulder Use ⢠Facility segment under consideration at least the corridor. for All Vehicles 3 mi in length. ⢠Existing ITS and connections to ⢠No expected bottleneck downstream of the a TMC. shoulder use segment. ⢠Presence of variable speed ⢠Low volumes entering and exiting the facility, limits on the facility. especially if going through interchanges. ⢠Minimum shoulder width of 10 ft. ⢠Available right-of-way for emergency refuge areas and acceleration/deceleration tapers. ⢠Sufficient pavement strength on the shoulder to bear the traffic. Part-Time ⢠Predictable congestion delays, LOS D for ⢠Travel time variability higher Shoulder Use 2 hr/day. than 1 min/2 mi. for Transit ⢠Minimum shoulder width of 10 ft. ⢠Few conflict points at ⢠Sufficient pavement strength to sustain bus interchanges. load. ⢠Portion shared with multiple bus ⢠Minimum service of 50 buses/hr (freeway) or routes. 25 buses/hr (arterial). ⢠Acceptable changes for on- street operation (arterial). Queue Warning ⢠LOS E or F for at least 2 hr during peak. ⢠A large mix of high-profile ⢠Presence of queues in predictable locations. vehicles or inability to control ⢠Sight distance restricted by vertical grades, speeds. horizontal curves, or inadequate illumination. ⢠Willingness to automate ⢠Available right-of-way for overhead gantries and deployment of the strategy. dynamic message signs (DMSs). ⢠Existing ITS and connections to ⢠Weekly incidents related to queue merging/ a TMC. diverging that significantly impact operations. Variable Speed ⢠LOS E or F for 3 hr during peak and 5 hr/day. ⢠Willingness to automate Limits ⢠Available right-of-way for overhead gantries and deployment of the strategy. DMSs at regular intervals. ⢠Existing ITS and connections to ⢠At least one location where queues regularly the TMC. form, and warning is warranted. ⢠Weekly incidents related to queue merging/ diverging that significantly impact operations. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Analysis and Prioritization of Facilities and Strategies Once an agency has identified facilities and segments of facilities for potential ATM strategies, it needs to analyze the potential impacts of those strategies and prioritize facilities accordingly. A variety of tools exist that can assist agencies in conducting these analyses. These traffic analysis tools can be generally grouped into the following categories: ⢠Sketch-planning tools: Appropriate for high-level analysis that can be used to evaluate alternatives or projects without performing a detailed traffic analysis. ⢠Travel demand models: Mathematical models that predict future travel demand based on existing conditions and projections of socioeconomic characteristics. ⢠Analytical/deterministic Highway Capacity Manual (HCM)-based tools: Based on HCM methodologies and procedures and used to evaluate the performance of isolated or small- scale facilities. ⢠Real-time datasets: Serve as the basis to analyze existing operations and estimate the effects of changes. ⢠Macroscopic simulation tools: Based on deterministic relationships of traffic network parameters (speed, flow, density) and simulate traffic on a section-by-section basis. ⢠Mesoscopic simulation tools: Combine capabilities of both microscopic and macroscopic simulation models and consider the individual vehicle as the traffic flow unit, whose movement is governed by the average speed on a link. ⢠Microscopic simulation tools: Rely on car-following and lane-changing theories to simulate the movement of individual vehicles. ⢠Traffic signal optimization tools: Used to develop optimal signal phasing and timing plans for isolated signal intersections, arterial streets, and signal networks. Additional information on the appropriate traffic analysis tool categories for modeling and analyzing the various ATM strategies is discussed in Chapter 7â Analysis, Modeling, and Simulation of ATM. Further discussion related to this More information analysis for the various ATM strategies and the prioritization process, along on analysis tools for ATM is in with examples, is included in the Active Traffic Management (ATM) Feasibility Chapter 7. and Screening Guide (Neudorff and McCabe 2015). Estimation of Benefits and Costs When considering ATM strategies for a region, agencies should consider the potential impacts of those strategies in both near- and long-term scenarios. Typical assessments of potential benefits of many of these strategies have been provided previously in this guide. Research has shown that ATM strategies are rarely implemented in isolation. Several strategies are complementary and form a logical relationship within the context of operations. Information regarding compatible strategies is included in Appendix BâATM Strategy Fact Sheets. It is important to note that these strategies do not have to be implemented together. Rather, they work toward similar operational PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics objectives and can capitalize on the same data requirements and ITS infrastructure needed for functionality. When analyzing ATM strategies for implementation, agencies need to consider the costs associated with those strategies. Key cost factors to consider include capital costs, operations and maintenance costs, replacement costs, annualized and infrastructure costs, and incremental costs. This cost analysis More detail on potential costs can be very complex, especially when compared to more traditional and benefits of infrastructure improvements. Chapter 2âATM Overview provides information ATM strategies is in Appendix B. on the core cost elements along with cost elements for operations and maintenance in terms of their level of investment. Details on conducting a thorough BCA for select ATM strategies are included in both the FHWA Operations Benefit/Cost Analysis Desk Reference (Sallman et al. 2012) and the Active Traffic Management (ATM) Feasibility and Screening Guide (Neudorff and McCabe 2015). The overall process can be utilized for other ATM strategies not included. Other resources that can provide guide practitioners in assessing the potential benefits, costs, and return-on-investment for ATM projects include, but are not limited to, the following: ⢠ITS Deployment EvaluationâCosts (ITS JPO 2023b): A national database of cost estimates for ITS deployments for use on project cost estimates in the planning or preliminary design stages. ⢠ITS Deployment EvaluationâBenefits (ITS JPO 2023a): A national database of benefits information for ITS projects. Other Important Considerations Several other factors are important when evaluating the suitability of ATM strategies for a particular jurisdiction. For example, pilot deployments can provide insights into the effectiveness of ATM strategies and help identify challenges before full deployment. Arterials are also a viable network for applications that can be considered depending on the location. Integration with existing systems and legacy operations is another important consideration to ensure that the new ATM strategies are compatible with existing infrastructure and operations. By carefully considering these factors, agencies can ensure the successful implementation of ATM strategies to improve safety, mobility, and reliability in the transportation system. The following sections provide an overview of these considerations and their relevance when considering ATM for a region. Pilot Deployments Deploying a pilot ATM strategy on a limited section of a facility prior to a full regional deployment can offer several benefits. First, it allows practitioners to test the effectiveness of the ATM strategies in a controlled environment and evaluate how well they meet the goals and objectives of the project. A pilot deployment can help identify any issues or challenges that may arise during full deployment and inform any necessary adjustments to the strategies. A pilot deployment can also help build public awareness and support for the project. By deploying ATM strategies on a smaller PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics scale, agencies can demonstrate to the public the potential benefits of the project, such as reduced travel time, improved safety, and more reliable travel. This approach can increase public acceptance and support for the project as it moves towards full deployment. Furthermore, a pilot deployment can provide valuable data and insights into the project's feasibility and cost- effectiveness. Agencies can use data collected during the pilot to refine the strategies and estimate the costs and benefits of full deployment, helping ensure that the project is implemented in a cost- effective and sustainable manner. Overall, deploying ATM strategies on a limited section of a facility as a pilot can provide valuable insights and data, build public support, and help ensure the success of the project when implemented on a larger scale. Arterial Applications ATM becomes more viable as mobility problems become more complex and unpredictable. This need for effective operations crosses agency boundaries, particularly in urban areas, necessitating partnership and engagement with local agencies. Challenges may include congestion from a freeway spreading to local arterials when drivers are prompted to detour by a third-party mobile application or when an incident closes the freeway. Planned special events require special operating plans and may leverage existing technology for new types of operating strategies. All these situations often go beyond the purview of state departments of transportation (DOTs), requiring supplemental active operations from local agencies. Local agencies are unique in that they have an acute understanding of their jurisdiction; however, their resources (staff, infrastructure) may be more limited. Unlike freeway facilities, local agencies need to consider multiple modes (pedestrians, cyclists, transit riders, and drivers) when developing and implementing ATM strategies. These factors may add complexity to ATM deployment on arterials. Agencies need to consider several factors before implementing an ATM project on an arterial roadway. These factors include the following: ⢠Institutional buy-in: Are partners willing to participate and collaborate? In most cases, a siloed approach will not work effectively. Therefore, consensus building, and stakeholder engagement is very important in creating a successful ATM project. Arterial-based multimodal strategies will often need to engage multiple departments within an agency, including planning, bike/pedestrian, safety, maintenance, enforcement/public safety, transit, and, of course, traffic engineering and operations. Some of these stakeholders may have specific roles at various stages of the ATM lifecycle, but their active participation and involvement is critical to a successful strategy. ⢠Technology and resource readiness: Many arterial-focused ATM strategies rely on technologies that may or may not be familiar to agency staff that need to plan, operate, and maintain them. Agencies need to be prepared to develop staff capabilities to calibrate, optimize, and operate new technologies; develop new operating procedures; and plan for how those systems will be maintained. Having a full understanding of how the technology needs to perform will help refine ATM strategies and support successful operations. Staff will also need to be prepared to monitor, analyze, and interpret performance data to identify PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics where ATM strategies may need to be updated or enhanced. In some cases, vendors or contractors can support some of these functions, but these approaches will also require a funding commitment to get contracts in place. ⢠Balancing of modes: A general trend in the industry is to emphasize planning for all modes. Historically, transportation planners and engineers have been critiqued for their designs prioritizing the private automobile. With the rise in greenhouse gas emissions, limited capacity, and push for more equitable planning, multimodal projects are becoming a priority. The balancing of modes considers how they impact one another (e.g., pedestrians may cause automobile delay, but automobiles may pose a safety risk to pedestrians). There will often be tradeoffs but promoting a balancing of modes and enhancing safety for everyone should be emphasized in ATM arterial projects. Arterial agencies need to factor in multiple modes, including pedestrians and bicycles, as part of any ATM or operations strategy; this consideration is not typically an issue for freeway ATM applications. ⢠Understanding of local context: Not all ATM arterial treatments may be appropriate for a particular jurisdiction. It is important to understand the core problem, interrelatedness of systems, potential conflicts, and public perception and comprehension. In some cases, the core problem may not necessitate a technology solution but instead may be related more to organization and management. Many times, systems are interrelated and therefore the problem is more complex than it appears. Public perception and comprehension are vital to a projectâs success. A project is not useful if the public does not want to use it. Lastly, the publicâs ability to comprehend the new operations is equally important from both an operational and a safety standpoint. Table 4-1 provides an overview of key arterial considerations for ATM, which any agency should consider when evaluating various operational strategies for deployment. The considerations are organized by guide chapter to facilitate easy cross-referencing. Some major challenges for ATM on arterials include the following: ⢠Establishing justification for ATM in the local realm: Some local jurisdictions may have standard practices for traditional operations, time-of-day signal timing, traffic controller upgrades, loop detection, and general maintenance. For this reason, it is important to turn to precedent ATM successes and establish a business case for ATM to receive buy-in and funding for new projects and new operating strategies. ⢠Training and availability of resources: Many local transportation agencies have limited staff; the same person responsible for maintaining signals may also be tasked with reviewing new design plans and responding to inquiries or traffic complaints from the public. In these situations, it is challenging to introduce new technologies and operating procedures. For this reason, it is important to select technologies that can help automate processes to reduce the burden placed on staff. For example, the installation of fiber optic cable can increase remote capabilities, which in turn reduces the need for a staff member to visit an intersection when a problem arises. Additionally, training is critical to the success of these PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics new implementations. Training can be implemented in house or through outside experts (e.g., vendors or contractors). Table 4-3. Relevant arterial considerations for ATM across guide topics. Chapter 3âEnabling ATM Making a business case for ATM, which may require educating agency leadership and support from other internal departments. Identifying the cost-effectiveness of ATM over major capital projects. Establishing partnerships for ATM, such as public-private partnerships. Identifying funding requirements for infrastructure, ongoing operations and maintenance, staff training, procurement, and contracting processes for nontraditional contracts, etc. Coordinating among agencies; some challenges, such as freeway ramp meter backups impacting local roads and intersections, cross agency boundaries. Chapter 4âAssessing Suitability of ATM ⢠Identifying the appropriate ATM strategy for the problem that the agency needs to solve; multiple approaches or a combination of ATM strategies may be needed. ⢠Implementing new technologies may require enacting new policies that take time and require management or executive buy-in. Identifying roles and responsibilities for ATM partners. Establishing local partnerships for ATM; local ATM can often require other agency partners, often through formal agreements. Chapter 5âATM Performance and Data ⢠Identifying data needs, such as turning movement counts, signal timing data, and lane geometry. ⢠Establishing potential data sharing agreements with neighboring agencies or other modes (i.e., transit). Establishing realistic performance goals/targets and identifying competing goals (e.g., safety vs. travel time). Chapter 6â Analysis, Modeling, and Simulation ⢠Taking advantage of regional expertise; local agencies may need to rely on regional agencies (i.e., metropolitan planning organizations) that have more experience with strategy modeling. Modeling for strategies such as dynamic lane assignment and integrated corridor management. Chapter 7â Design Considerations for ATM ⢠Balancing innovative technology and established standards (e.g., safety and liability). ⢠Selecting a reputable vendor to avoid malfunctions or vendor becoming obsolete. ⢠Staffing technical capabilities to develop project scopes and system requirements. ⢠Upgrading operating systems at the TMC; modifications may be required to operate new ATM strategies. Promoting technology neutrality to encourage compatibility within the system. Chapter 8â ATM Implementation and Deployment Selecting reputable vendors and the right types of technology for the jurisdiction, which can help minimize maintenance issues. Chapter 9â ATM Operations and Maintenance ⢠Understanding the long-term maintenance needs; local ATM deployments can help operations but require more maintenance. ⢠Identifying new training/staffing needs to properly operate and maintain the new technologies. ⢠Identifying contracting/outsourcing opportunities; portions of ATM operations or maintenance may be contracted or outsourced if agencies have limited staff. ⢠Performing a before and after study to determine effectiveness of deployment. Developing processes for ongoing monitoring and assessment of ATM strategies, which can help identify where enhancements are needed. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics ⢠Technology reliability: Risk always exists when pioneering new technology, particularly for local agencies that may be starting with a smaller geographic area to pilot ATM strategies. The agencyâs first challenge is learning how to use the system; the agency may also face additional challenges not posed by an established technology. Picking a reputable vendor for equipment is very important. Because there is risk associated with new technology, it may be valuable to pilot the project along a small segment, which can serve as a test bed for future deployments. ⢠Standards, policies, and procedures: In theory, innovative projects are encouraged, but when it comes time for implementation, agencies often face challenges when implementing projects or technologies that do not yet have a standard, policy, or operating procedure within their agency. For example, if a DMS does not follow MUTCD standards, its implementation will likely be met with hesitation. Nonetheless, these standards exist because they have been vetted and approved. Without the safety net of standards, agencies fear potential liability. In an ideal situation, a project demonstrates an innovative application of an existing standard so that it does not face challenges to implementation. Integration with Existing Systems and Legacy Operations An integral part of ATM strategy effectiveness relies on utilizing multiple data sources and other technology systems. These technologies can include various sensors, real-time data collection and analysis systems, and other automated and dynamic systems used to optimize performance. However, as new technology becomes available to agencies, these developments present new opportunities and challenges. New technologies can offer ATM strategies more capabilities and robust data to optimize decision-making, challenges may arise when integrating systems, planning, creating stakeholder buy-in, and preparing for unexpected technological limitations and maintenance. Currently, technologies and information sources exist to support the deployment of ATM strategies. As ATM systems are increasingly deployed throughout the United States, the potential for new technologies to support them becomes a longer-term investment need, particularly as roadway infrastructure develops and self-driving vehicles emerge (Bayless et al. 2013). Some technologies, such as connected vehicles (CVs) and automated vehicles (AVs), are still developing but may provide valuable information to implement ATM strategies in the future. ATM strategies attempt to manage recurrent and non-recurrent congestion dynamically and proactively on an entire facility based on real-time or predicted traffic conditions (FHWA 2012). As such, they rely heavily on sensing technologies such as radar (Bayless et al. 2013). Inputs are gathered from these sensors and decision support systems are used to adapt speed limits or even traffic signal phases. Modifying the signal phase and timing can help maximize traffic flow. Similarly, speed harmonization or adjusting travel speeds based on traffic or other road conditions (Fowler et al. 2022) can also reduce congestion and collision frequency. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Although ATM strategies depend more on sensors and radar technologies, other vehicle communications will significantly impact these systems. For example, as more vehicles become advanced and include advanced driver-assistance systems (ADASs) and other vehicle communications, ATM strategies can leverage these systems to optimize predictability and adaptability. Coalescing active sensing technologies with other applications like connectivity will only improve the robustness of ATM (Bayless et al. 2013). However, like many technological applications, this will depend on the capability or level of automation as well as how many vehicles have these features. Agencies must navigate how connectivity and automation will impact their operations, resources, and maintenance. The combination of ATM strategies and CV and AV technologies may bring opportunities to reach more drivers and enhance safety, but it is unclear what expertise and agency capabilities will be needed to integrate these technologies to reach drivers and enhance ATM implementations. Furthermore, technology advancements may complicate determining which ATM strategies to deploy and where (Kuhn et al. 2017). Research indicates that ATM can function with CVs and help deliver ATM-related messages to drivers (Kuhn et al. 2017). In 2015, a demonstration sponsored by the FHWA demonstrated the ability for queue warning and speed harmonization messages to be delivered directly to vehicle drivers using cellular and dedicated short-range communications (DSRC) (Kuhn et al. 2017, Stephens et al. 2015). The demonstration showed that the Intelligent Network Flow Optimization (INFLO) System possessed the bandwidth to support ATM functionality in a CV environment (Kuhn et al. 2017, Stephens et al. 2015). Other demonstrations are in the works to create similar environments. The Pennsylvania Department of Transportation aims to deploy adaptive traffic signal control (ATSC) along the McKnight Road Corridor as well as DSRC communications to facilitate CV and AV research (Kuhn et al. 2017, FHWA 2023b). Some major challenges and enablers for ATM with respect to their integration with existing systems and legacy operations include the following: ⢠Support, trust, and feedback on new technology: When involving a diverse group of stakeholders, especially in terms of expertise, it is important to gain their trust in the new system and its related technology. Stakeholders include anyone that may have a vested interest in current and/or new ATM strategies such as state, county, and/or city agencies; law enforcement; first responders; transit officials; and the traveling public. Public outreach can often assist in building trust and relationships among agencies and the traveling public. By promoting the benefits of newer technology and its purpose, as well as educating groups, agencies can foster user acceptance and utilization. Furthermore, as integration challenges emerge with newer ITS infrastructure and the deployment of advanced vehicle technology, a diverse group of stakeholders may offer unique guidelines in planning and data analysis. ⢠Flexibility: While planning operations for an ATM strategy, an agency should consider flexibility in plans to allow future advancements like new equipment, software, and other tools to be swiftly integrated as they emerge. As budgets are created, similar considerations should be PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics made to allow for future innovation as new technologies develop, such as connectivity and automated vehicle technologies. Table 4-4. Relevant integration considerations for ATM across guide topics. Chapter 3âEnabling ATM ⢠Crucial stakeholders must provide feedback on new technology to determine and address concerns and plan feasibility. ⢠Collaborative efforts aid in successful implementation by creating user and stakeholder buy-in. ⢠Financial analysis is crucial, especially in determining B/C ratios for newer strategies or devices. Planning may consider additional costs such as maintenance and training required after a project. Chapter 5âATM Performance and Data ⢠Performance measures are a great tool in helping agencies and stakeholders identify bottlenecks and other emerging issues. ⢠Agencies must justify any investments in newer technology to help increase safety and efficiency. Additional performance measures may be required after implementing a new device, but this is case- dependent. Chapter 6â Analysis, Modeling, and Simulation A thorough understanding of data needs and current modeling tools may help identify newer technology needs to fill data gaps. Chapter 7â Design Considerations for ATM ⢠Agencies should consider how new technology will integrate with older infrastructure, including system compatibility. Agencies should consider new issues or safety concerns that may emerge from the interaction between old and new infrastructure. Chapter 9â ATM Operations and Maintenance ⢠New technology may require more resources, training, and maintenance to maintain advancements. Agencies must examine these aspects in the planning and budgeting phases. ⢠Collaboration: Collaboration between agencies is necessary to deploy successful ATM strategies and integrate new technologies. These efforts can help ensure success by sharing and addressing concerns and providing agencies with a better understanding of the resources needed to deploy or maintain new technology. Collaboration could occur between jurisdictions, law enforcement, and even the public. It is also important to consider that, although a single agency may be deploying a new system, cooperation such as data sharing could benefit many, including other systems and projects. ⢠Stakeholder engagement: As new technologies and equipment are introduced, agencies should involve stakeholders throughout the planning process. Feedback can offer ideas to the planning agency to ensure the new system's success and help create buy-in among stakeholders. Furthermore, establishing a clear vision upfront, including new roles and responsibilities other agencies may take, will help yield readiness and a successful deployment. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Final Remarks Assessing the suitability of ATM strategies requires a comprehensive approach that includes several key factors. Feasibility and screening activities, as well as preparation steps, are important initial stages in the screening process. Assessment of agency policies and capabilities is another important factor, along with the identification of major roadway segments for ATM deployment. The analysis and prioritization of facilities and strategies and the estimation of benefits and costs are essential to optimizing the return on investment. Additionally, other important considerations, such as pilot deployments, arterial vs. freeway applications, the systems engineering process, and integration with existing systems and legacy operations, must be considered. By carefully considering all these factors, agencies can successfully assess the suitability of ATM strategies and implement them to improve safety, mobility, and reliability in the transportation system. Chapter References Bayless, S. H., A. Guan, P. Son, S. Murphy, and A. Shaw. (2013). Connected Vehicle Insights: Trends in Roadway Domain Active Sensing. Developments in Radar, LIDAR and other Sensing Technologies and Impact on Vehicle Crash Avoidance/Automation and Active Traffic Management. Intelligent Transportation Systems Joint Program Office (ITS JPO), U.S. Department of Transportation. Publication FHWA-JPO-13-086. https://rosap.ntl.bts.gov/view/dot/3397/dot_3397_DS1.pdf. Accessed April 2023. Federal Highway Administration (FHWA). (2023a). âTool for Operations Benefit Cost Analysis (TOPS- BC).â U.S. Department of Transportation. https://ops.fhwa.dot.gov/plan4ops/topsbctool/index.htm. Accessed April 2023. Federal Highway Administration (FHWA). (2023b). âTraffic Management Capability Maturity Framework Tool.â U.S. Department of Transportation. https://ops.fhwa.dot.gov/tsmoframeworktool/available_frameworks/traffic.htm. Accessed April 2023. Federal Highway Administration (FHWA). (2023c). TSMO Strategy Toolkit. U.S. Department of Transportation. Publication Pending. Federal Highway Administration (FHWA). (2023d). Organizing and Planning for Operations. U.S. Department of Transportation. https://ops.fhwa.dot.gov/plan4ops/index.htm. Accessed October 2023. Federal Highway Administration (FHWA). (2012). ATDM Program Brief: Active Traffic Management. U.S. Department of Transportation. Publication FHWA-HOP-13-003. https://ops.fhwa.dot.gov/publications/fhwahop13003/fhwahop13003.pdf. Accessed April 2023. Fowler, M., T. Geiselbrecht, R. Brydia, G. Geary, and M. Manser. (2022). Addressing the Motorcyclist Advisory Council Recommendations: Synthesis on Intelligent Transportation System Applications PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics and Automated Technologies for Motorcyclists. Federal Highway Administration, U.S. Department of Transportation. https://safety.fhwa.dot.gov/motorcycles/mac.cfm. Accessed April 2023. Grant, M., B. Bowen, M. Day, R. Winick, J. Bauer, A. Chavis, S. Trainor, and E. Smith. (2011). Congestion Management Process: A Guidebook. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-HEP-11-011. https://www.fhwa.dot.gov/planning/congestion_management_process/cmp_guidebook/cmpguide bk.pdf. Accessed April 2023. Kuhn, B., K. Balke, N. Wood, and J. Colyar. (2017). Active Traffic Management (ATM) Implementation and Operations Guide. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-HOP-17-056. https://rosap.ntl.bts.gov/view/dot/41042. Accessed April 2023. Levecq, C., B. Kuhn, and D. Jasek. (2011). Best Practices and Outreach for Active Traffic Management. University Transportation Center for Mobility, Texas A&M Transportation Institute. Publication UTCM 10-01-54-2. https://utcm.tti.tamu.edu/publications/final_reports/Kuhn_10-01- 54.pdf. Accessed April 2023. National Academies of Sciences, Engineering, and Medicine (NASEM). (2022). Highway Capacity Manual 7th Edition: A Guide for Multimodal Mobility Analysis. The National Academies Press. Neudorff, L., and K. McCabe. (2015). Active Traffic Management (ATM) Feasibility and Screening Guide. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-HOP- 14-019. https://rosap.ntl.bts.gov/view/dot/42540. Accessed April 2023. Sallman, D., E. Flanigan, K. Jeannotte, C. Hedden, and D. Morallos. (2012). Operations Benefit/Cost Analysis Desk Reference. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-HOP-12-028. https://ops.fhwa.dot.gov/publications/fhwahop12028/fhwahop12028.pdf. Accessed April 2023. Stephens, D., T. Timcho, J. Schroeder, J. Brown, P. Bacon, T. Smith, K. Balke, H. Charara, and S. Sunkari. (2015). Intelligent Network Flow Optimization (INFLO) Prototype: Seattle Small-Scale Demonstration Report. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-JPO-15-223. https://ntl.bts.gov/lib/56000/56200/56240/FHWA-JPO-15- 223.pdf. Accessed April 2023. Intelligent Transportation Systems Joint Program Office (ITS JPO). (2023a). ITS Deployment EvaluationâBenefits. U.S. Department of Transportation. https://www.itskrs.its.dot.gov/benefits. Accessed April 2023. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
PRE-PUBLICATION DRAFTâUnedited Text and Graphics Intelligent Transportation Systems Joint Program Office (ITS JPO). (2023b). ITS Deployment EvaluationâCosts. U.S. Department of Transportation. https://www.itskrs.its.dot.gov/costs. Accessed April 2023. Worth, P., J. Bauer, M. Grant, J. Josselyn, T. Plaskon, M. Candia-Martinez, B. Chandler, M. Smith, B. Wemple, E. Wallis, A. Chavis, and H. Rue. (2010). Advancing Metropolitan Planning for Operations: The Building Blocks of a Model Transportation Plan Incorporating Operations. Federal Highway Administration, U.S. Department of Transportation. Publication FHWA-HOP-10-027. https://ops.fhwa.dot.gov/publications/fhwahop10027/. Accessed April 2023. PRE-PUBLICATION DRAFTâUnedited Text and Graphics
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