1. Maryland state highway administration (sha) experience and perspective
FHWA Transportation Performance Management Peer to Peer Program (TPM-P2P) – Peer Exchange at North Carolina DOT
Maryland state highway administration (sha)
experience and perspective
Thank you for having us. We are very interested in learning about how other states are approaching this and what ideas we may learn about at this workshop and bring back home to Maryland.
June 2013
Felicia Haywood, Deputy Director of Planning and Engineering
Chris Diaczok, Policy Analyst
MD State Highway Administration

2. Presentation Outline About Maryland and State Highway Admin.
Performance based processes at SHA
Data driven decision-making at SHA
Restructuring Planning Processes
Decision Support Tools and Applications
MAP-21 Ready
We’ve got two of us here today from MDOT’s State Highway Administration. Felicia Haywood is Deputy Director of our Office of Planning and Preliminary Engineering, and she will share with you a bit more about her responsibilities. My name is Chris and I am a Policy Analyst within our Office of Policy and Research. I will give the first part of our presentation; mostly background information on our agency and program. Felicia will talk about the more technical aspects of the program.

3. About Maryland
US in microcosm with diverse geography – Appalachian ranges, Chesapeake Bay watershed and 3190miles of coastline
Like the other mid-Atlantic region states, Maryland has a claim to be called “America in Miniature,” as any kind of natural feature can be found there, well except for deserts. This diverse natural geography, as you know, means that we have to find many different types of solutions to many different types of challenges.
Also, among Maryland’s more unique geographical assets, is the Chesapeake Bay – the largest estuary in the United States (and 3rd largest in the world) – which itself brings a host of issues.
Maryland is made up of 23 counties and, to further help frame the challenges in Maryland, it is 19th in population, while being the 5th most densely-populated state (ranked 42nd in total size). Additionally, Maryland is home to one of the most congested regions in the United States: the Washington DC metropolitan area.
Ranked 19th in Population, 5th in Density (5.8 million people, 2010)
Baltimore-Washington region one of most congested in US

4. About MD Department of Transportation (MDOT)
MDOT has direct supervision over all aspects of transportation in the State of Maryland.
$3.6 billion annual budget funded through a common state Transportation Trust Fund. 
Funds two major urban transit systems, MTA in the Baltimore region and the WMATA in the Washington region. MTA served 415,000 riders/ weekday in 2011. 
Port of Baltimore is the fastest growing port in the US . One of the few deep water east coast ports to handle Large vessels (expected after Panama Canal Expansion)
BWI Airport served more than 22.4 million passengers in Ranked 6thin the nation for customer service and convenience by Travel & Leisure Magazine.
Maryland Department of Transportation is a modal administration, where all modes of state-owned and operated transportation are housed within one Department.
We have the:
Maryland Transit Administration (buses, light rail, commuter trains, and some short-line rails);
Maryland Port Administration, which manages the Port of Baltimore;
Maryland Aviation Administration, which manages airports, most notably the Thurgood Marshall Baltimore-Washington International airport;
Maryland Transportation Authority, which manages the state’s tolled facilities;
Maryland Vehicle Administration, which manages vehicle title and registration activities, etc;
Maryland State Highway Administration, which operates the state-owned mileage within Maryland, carrying much of the VMT.

5. About MD State Highway Administration
One of the six modals of the MDOT
SHA system is the backbone of MD’s transportation system that provides mobility and access for people and goods.
SHA operates, maintains and rebuilds the numbered, non-toll routes.
SHA roads carry 65% of the state’s traffic and 85% of its truck freight.
FY 11 Funding: $1.15 Billion
SHA maintains about 17,000 lane-miles and 2,576 bridges in all 23 counties (but not in Baltimore City). Which is about 20% of lane mileage statewide, but carries about 65% of VMT.
The FY11 funding program mostly went for system preservation activities. However, the state legislature did just pass a new transportation funding structure which will infuse almost $800 million more a year into Maryland’s dedicated Transportation Trust Fund.

6. New State Funding Federal Motor Fuel Tax – State Motor Fuel Tax –
Since 1993: $0.184 per gallon of gasoline
State Motor Fuel Tax –
: $0.235 per gallon of gasoline
2013:
Indexes $0.235/gallon to CPI
1% sales tax on gasoline
2015 = sales tax raised to 2%
2016 = sales tax raised to 3%
2017 = sales tax raised to 4%
Could go up to 5% if internet sales tax does not pass
-In case anyone wants to see that new structure, here it is……the current rate is indexed to the Consumer Price Index and a 1% sales tax on gasoline was added, and will rise yearly for 3 years.

7. Current SHA Challenges and Opportunities
One of the most congested regions in the US
Financial and Environmental Constraints
Focus on System Preservation and Efficiency with sustainable practices
Need to maintain economic competitiveness in the region and citizens’ quality of life
Support Administration’s “Smart Green and Growing” efforts thru’ Plan Maryland and MD Transportation Plan
Build robustness in the system to handle shocks and uncertainty - natural, social, economic etc.
The Texas Transportation Institute’s 2012 Urban Mobility Report listed Washington DC as one of its most congested corridors. While many might not agree with TTI’s methodology, we do agree that the Washington DC-Baltimore Corridor is very congested.
Financial Constraints are affecting every state. And, before the increase in the State’s gas tax structure that just passed, SHA shelved roughly half of its Transportation Program since 2009.
Environmental constraints include the Chesapeake Bay, for which the Legislature passed an Impervious Surface tax this past session – being called the “rain tax” – not to mention our state’s Stormwater Management Act of This Act allowed for the implementation of more current and stringent environmental site design techniques in stormwater management practices.
SHA, with its Asset Management system already in place, our overall program then became primarily focused on system preservation and efficiency, with sustainable practices.
Created in 2009, Smart, Green & Growing is a resource for citizens, businesses, organizations, and governments to find “green” information and services, a gathering place to share sustainable ideas, a tool to track state progress. It looks at adopting smart growth policies and growing green jobs, among other activities to help us make informed choices, both about the kind of future we envision for our State and the actions we must take to realize that vision.

8. Performance Based Processes at SHA
Key Drivers for Performance based Approach
Evolution of Performance Measurement at SHA
Performance Management at SHA
SHA Business Plan (FY )
In the following section, I will talk about the different activities that have helped lead us to where we are now….

9. Key Drivers for Performance-Based Approach
SHA Mission Statement
Provide a safe, well-maintained, reliable highway system that enables mobility choices for all customers and supports Maryland’s communities, economy and environment.
SHA Vision
Provide a world-class highway system.
Support MDOT and the Administration’s broader initiatives, policies and goals.
There are many reasons why state DOTs should want to implement an Performance-based approach to transportation, more than just “it’s the right thing to do” or “it was a legislative mandate.”
It is both those things, but it is also because of the need to manage the public’s resources more effectively and efficiently, and more transparently, especially in a time of reduced…well, everything.
Since we are governmental agencies without real competition to spur us into specific actions, the surrogate for competition is high expectations. The best place to get those expectations is from the people you serve. Simply put, their goals should be our goals.
Some of the important and more specific drivers that have lead us to embrace this approach as an agency include:
-Reputation – Sustainable performance fosters a strong reputation, which can have a significant effect on an agency’s trust with the public it serves.
-Operational efficiency - Not addressing sustainability concerns (including customer needs, legislative requirements, employee engagement, etc) raises the risk of operational disruption.
-Financial efficiency – Appropriately managing sustainability risks can result in cost savings achieved through improved performance of our assets (resulting in fewer fatalities, accidents, non-compliance issues, among other things).
-Improved employee morale and retention – There are studies showing a company’s environmental and social performance affects employee turnover rates.
After thinking about these kinds of things we can implement an approach that does not just merely focus on what can be easily measured. This entire effort is about recognizing performance, based not on what we can measure, but on what we want to achieve.

10. Evolution of Performance Measurement at SHA
Managing for Results (MFR) Executive Order
First SHA business plan – goals and strategies
1996
Year 2000 SHA Business Plan
Creation of 8 Key Performance Area Councils
2000
Business Planning as Part of Performance Excellence (PE)
Focus on creating an outcome-centric business plan
Developed by senior leaders with staff support
Link to local office/district implementation plans
Performance audits by OLA
2002
-Managing For Results started in 1996: the official PR-speak was, it is “a strategic planning, performance measurement, and budgeting process that emphasizes the use of resources to achieve measurable results, accountability, and continuous improvement in State government agencies.”
But, basically, the idea behind it is: if we have strategic planning without performance measurement, we know we’re going in the right direction, but we don’t know if we’re getting there. If we have performance measurement without strategic planning, we know how fast we’re going, but don’t know if we’re going in the right direction.
-This lead to SHA creating its initial business plan, which included seven goals and output-based “objectives.” Results from the measures included in the business plan are reported each year; it is a living document that covers 4 year periods.
-In 2000, in addition to growing the business plan’s overall functionality, SHA created 8 Key Performance Area councils, which I will go over in a slide or two. Through the business plan, SHA tracks and measures hundreds of things, which Felicia will talk more about later.
-In 2006, Martin O’Malley was elected Governor, and he brought with him the tracking and analysis system he had created as Mayor of Baltimore called CityStat, and renamed it StateStat.
Managing for Results (MFR) Becomes State Law
New business plan every 4 years
2004
StateStat
Incorporates output-based accountability into MFR
2006

11. Performance Management at SHA
Performance-based approach to management based on Baldrige Criteria for Performance Excellence
Statutory Regulatory Requirements
Managing for Results (MFR)/StateStat
MDOT Attainment Report
Government Performance and Results Act (GPRA)
Ensures agency accountability with reliable data driven processes
Target Setting and Outcome oriented approach

12. SHA Business Plan (FY 2012-15 )
KEY PERFORMANCE AREAS (KPA)
Highway Safety
Mobility/Economy
System Preservation and Maintenance
Managing our Agency
Environmental Compliance and Stewardship
Customer Communications, Service and Satisfaction
Focus on OUTCOMES
Objectives and Strategies are
Specific
Measurable
Achievable/Attainable
Results oriented
Time-bound
Agency wide and office/ district level plans are aligned

13. Data Driven Decision-making at SHA
SHA Decision-making Framework
Key Performance Based Planning Areas
Safety
Mobility/ Economy
System Preservation/ Asset Management

14. SHA Decision-making Framework
Projects/ Outputs
WHAT/ WHEN/ WHERE?
SAFETY
Goals/ Needs
WHY?
MOBILITY
SYSTEM PRES.
ENVIRONMENT
Process/ Program
HOW?
CSIS/ CSIL
RSA/ PRSA
Safety Corridors
Spot/ Corridor Level Safety Improvements
Major/Mid-Major
Outcome
Safe, well-maintained and reliable highway system for Maryland’s communities, economy and environment
Annual Mobility Report
MD Statewide Model
Comp. Hwy. Corr. (CHC)
Major/Minor Projects
Signals, Bike/ Peds
ATDM, Incident Mgmt.
Transportation Asset Management Systems
(Pavement, Bridges, Signals)
Resurf, Bridge Repair/ Rehab., CC Adaptation, Signals, etc..
Green Infrastructure
Carbon Neutral Corr.
SWM Facilities
Reforestation
TMDL Reductions

15. SHA Safety KPA MD Strategic Highway Safety Plan (SHSP)
Zero Fatality Goal
Reduce fatalities and serious injuries in half by 2030
4-E approach to Safety
Engineering
Education
Emergency Medical Services (EMS)
Enforcement
6 Emphasis Areas
Pedestrian
Occupant Protection
Aggressive Driving
Distracted Driving
Impaired Driving
Infrastructure

16. SHA Mobility/ Economy KPA
Various objectives, performance measures and strategies to achieve SHA Mobility goals
Key Areas
Mobility and Reliability
Incident Management and Traveler Information Systems
Multimodalism/ Smart Growth
Freight
MD Annual State Highway Mobility Report summarizes
the annual state highway system performance
effects of SHA policy/ programs/ projects
identifies bottlenecks and needs to alleviate congestion and improve mobility and reliability

17. SHA Asset Management Pavement

18. SHA Asset Management - Structures
One Maryland One Map Initiative

19. Asset Management- Conceptual Framework
Current Focus to develop
Transportation Asset Management Plan (TAMP) for
long term sustainability
accountability
performance
Data driven processes to encourage collaboration across funding categories
Risk-based analysis processes to tackle uncertainty
Develop outcome measures to track performance of asset classes and programs

20. Asset Management Process for Asset Managers
Asset Matrix

21. Established Programs – Asset Data Warehouse
Spatial Data Inventory
Lighting Assets
Signs
Traffic Barriers
Rumble Strips
Line Striping
Weather sensors
Integrated data sources
Web-based editing
Reporting
Oracle/SDE

22. Assets Adaptability to Projected Climate Changes
Precipitation
Drainage Conveyance & Flooding
Power Disruption
Erosion
Sea Level Rise
Flooding
Scour of Bridge Foundations
Infrastructure Instability
Temperature
Pavement Rutting & Buckling
More days over 90oF
What did we know in 2011
Increased Precipitation
Increased Storm Frequency & Intensity (Summer & Winter)
Stronger Hurricanes Storm surge
Increased 100-Year Event Frequency (every 20 years!)
Flooding, Power Loss, Traffic Disruptions, Infrastructure & Wind Damage
Scouring of bridge foundations & failure of bridge decks
Snowmageddon
Sea-level Rise
Increased Temperature and Duration of 100 oF days

23. MD Highway Vulnerability due to Sea Level Rise
State Roads Impacted
State Structures Impacted
2 feet
156 miles – 2%
93 (3.5%)
5 feet
371 miles – 4.5%
132 (5.0%)
SHA maintains 8,124 miles of roadway and 2,578 structures
103 miles of state highways in 100-year floodplain, 413 miles in 500-year floodplain
FEMA 100-Year Floodplain indicates 28% of SHA Structures need further impact evaluation
SHA maintains 8, miles of roadway
Total structures – 2,578
The impact is not just on new design and construction, but the challenge lies in managing existing infrastructure.
Further research needs to be done regarding height of 727 structures using FEMA 100-yr data
SHA just received funding through a FHWA pilot program to perform an Adaptation Study with Detailed Vulnerability Assessment. It’s purpose is to conduct, in partnership with appropriate agencies and jurisdictions, an assessment of asset resilience to climate change effects and extreme weather. This analysis will also be done in conjunction with a more refined statewide vulnerability assessment of a certain class of assets that will enable transportation planners across the State to improve vulnerability risk assessment practices and to help shape effective adaptation strategies.
SHA will build on current efforts to refine the vulnerability assessment and focus on the Eastern Shore before broader analysis of the entire state is completed. Studies on the Eastern Shore began in February and will start the process of identifying the types of drainage asset issues being seen now and the discussion of how to address them now and in the future.

24. Restructuring the Planning Processes at SHA
Planning for Operations Projects
Scenario Planning and Analysis
Planning Performance Metrics

25. Restructuring the Planning Process
3 Broad Project Categories
PLANNING FOR OPERATIONS PROJECTS
CORRIDOR FEASIBILITY VISION STUDIES
MAJOR CAPITAL PROJECTS
Comprehensive Highway Corridors
Corridor Feasibility Studies
NEPA Studies
ROW, Design, Construction
County/ Local Inputs
Asset performance Goals
Comp. Highway Corridor Screening
Statewide Model Demand Projections
Priority Safety Corridors
SHA
e-GIS
HNI
CTP
MTP
HNI: Highway Needs Inventory, MTP: MD Transportation Plan
CTP: Consolidated Transportation Program

26. Planning for Operations Projects
Collaboration and coordination efforts between planning, operations, and others to improve regional transportation system performance
Archived speed and traffic data to identify and prioritize projects
Low cost, short-term operational improvements in a strategic manner
Life-Cycle and Benefit/ Cost based evaluation
Focus on transportation system management and operations (TSM&O)
Before/ after studies to understand outcomes

27. Planning Performance Metrics
Statewide, regional, jurisdictional, cluster, corridor, and zonal level
VMT
Vehicle Hours Travel and Delay
Persons Hour Travel and Delay
Congested Lane Miles
Accessibility (auto and transit)
Connectivity (auto and transit)
Internal vs. External Trips
Economic Indicators 27

28. Scenario Analysis Approach to Plan for Uncertainty
Highway
Fuel Price
Transit
Demand
39.5%
19.4%
4.3%
-0.5%
-5.6%
2030 CLRP
-8.1%
-8.3%
-15.9%
Base Year
Base Year (2007) VMT = 143 million

29. Decision Support Tools and Applications
CHC- MOSAIC
Maryland Statewide Transportation Model
UMD VPP Suite and RITIS
Travel Modeling and Traffic Simulation Tools
Enterprise GIS (e-GIS)

30. Comprehensive Highway Corridors- MOSAIC
Analyze strategic corridors in short and long term
To take a data driven approach to the Highway Needs Inventory.
Analyze different project improvement alternatives to expedite the project planning process.
Organize data layers and develop outputs to assist in corridor selection.
Environmental
Data Inputs
Economic
Mobility
Safety
Process
MOSAIC
HNI
Outputs
Project Planning Studies

31. Maryland Statewide Transportation Model (MSTM)
Multi-layer travel demand model working at national, statewide and regional levels to forecast and analyze key measures of transportation system performance.
Model Applications
System Performance and Long-Range Planning
Corridor Studies
Scenario Planning
Freight Movement
National
Statewide
Local

32. Travel Modeling and Traffic Simulation Tools
TRAVEL DEMAND MODELS
(MSTM, MPO Models)
TRAFFIC SIMULATION MODELS
MESOSCOPIC MODELS
PLANNING
&
OPERATIONS
Mesoscopic models are a bridge between the traditional planning/ travel demand models and traffic operational models. As you know the travel demand models look at the broader regional picture and the traffic operational/ simulation models look at detailed operations at an intersection/ segment level. Typically, the planning models and simulation models don't talk to each other. This is where the meso-models provide the linkage by combining the best of both worlds.
We take the origin-destination trip tables from the travel demand model and assign it on a traffic network. The meso-models have the capability to look at route diversion, departure time choice, mode-choice aspects of travel owing to congestion, pricing, incidents etc. Therefore, we get more robust analytical capabilities for both recurring and non-recurring congestion.

33. SHA Enterprise GIS (e-GIS) Initiatives
Building GIS technology based data architecture so that one system feeds all business purposes in and outside the agency
Various levels of e-GIS Implementation
Operational e-GIS: supports day-to-day business needs
2. Executive e-GIS: designed for leadership with certain functions and reporting capabilities
3. External Performance Measurement e-GIS: performance dashboard type displays and maps
4. External Tools e-GIS: an external operational user experience with paired down data
5. Mobile e-GIS: Could be the same as 3-4  
Business Need
Analysis
Building GIS technology based data architecture so that one system feeds all business purposes in and outside the agency.
Operational eGIS: user base/internal eGIS platform for everyday business needs, analysis
Executive eGIS: dashboard reporting linked to KPA’s from SHA Business Plan; will be scalable with the device so page will resize depending on device: phone, iPad, desktop
Public eGIS: external site, limited data, linking to construction projects
Mobile eGIS: mobile could be the same as 2 and 3, available on mobile devices, also provide capability for Maintenance and Construction to update asset conditions via iPad or mobile devices/handhelds
Decision Support

34. Enterprise GIS Applications (e-GIS)
Common interface between multiple databases/ programs/ processes
Based on “One Maryland One Map” philosophy
Decision-support system
Capabilities Include
Route Search
Data Overlay
Data Query
Reporting Tools
Photo Viewer
Summary Charts
Feature Details

35. MAP21 Ready

36. National Goals: Safety Infrastructure Condition Congestion Reduction
System Reliability
Freight Movement and Economic Vitality
Environmental Sustainability
Reduced Project Delivery Times
National goals are considered in National Highway Performance Program, Metro planning, & Statewide planning.
Source:

37. MAP 21 Ready
Current SHA Business Plan performance measures could be used/ modified to meet MAP 21 requirements.
SHA is linking the MAP 21 measures and StateStat measures using spatial (GIS) and dashboard interfaces
SHA will work with MTA and other transit agencies to make sure that transit performance targets are achieved
Linking performance based systems to programming decisions
SHA will work continue work on the following:
Asset Management Plans
Strategic Highway Safety Plan
CMAQ Performance Plan
State Freight Plan

38. SHA and MPO Coordination
SHA and MDOT will coordinate with BMC, MWCOG and other MPOs to
select performance targets for consistency
integrate performance plans into the planning process
Source: USDOT MAP 21 Presentation

39. THANK YOU !!
contact INFORMATION
Felicia Haywood –
Chris Diaczok –
MD State Highway Administration