Presentation on theme: "Maryland state highway administration (sha) experience and perspective"— Presentation transcript:
1 Maryland state highway administration (sha) experience and perspective FHWA Transportation Performance Management Peer to Peer Program (TPM-P2P) – Peer Exchange at North Carolina DOTMaryland state highway administration (sha)experience and perspectiveThank 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 2013Felicia Haywood, Deputy Director of Planning and EngineeringChris Diaczok, Policy AnalystMD State Highway Administration
2 Presentation Outline About Maryland and State Highway Admin. Performance based processes at SHAData driven decision-making at SHARestructuring Planning ProcessesDecision Support Tools and ApplicationsMAP-21 ReadyWe’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 MarylandUS in microcosm with diverse geography – Appalachian ranges, Chesapeake Bay watershed and 3190miles of coastlineLike 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 MDOTSHA 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 BillionSHA 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 gasolineState Motor Fuel Tax –: $0.235 per gallon of gasoline2013:Indexes $0.235/gallon to CPI1% sales tax on gasoline2015 = 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 USFinancial and Environmental ConstraintsFocus on System Preservation and Efficiency with sustainable practicesNeed to maintain economic competitiveness in the region and citizens’ quality of lifeSupport Administration’s “Smart Green and Growing” efforts thru’ Plan Maryland and MD Transportation PlanBuild 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 ApproachEvolution of Performance Measurement at SHAPerformance Management at SHASHA 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 StatementProvide a safe, well-maintained, reliable highway system that enables mobility choices for all customers and supports Maryland’s communities, economy and environment.SHA VisionProvide 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 OrderFirst SHA business plan – goals and strategies1996Year 2000 SHA Business PlanCreation of 8 Key Performance Area Councils2000Business Planning as Part of Performance Excellence (PE)Focus on creating an outcome-centric business planDeveloped by senior leaders with staff supportLink to local office/district implementation plansPerformance audits by OLA2002-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 LawNew business plan every 4 years2004StateStatIncorporates output-based accountability into MFR2006
11 Performance Management at SHA Performance-based approach to management based on Baldrige Criteria for Performance ExcellenceStatutory Regulatory RequirementsManaging for Results (MFR)/StateStatMDOT Attainment ReportGovernment Performance and Results Act (GPRA)Ensures agency accountability with reliable data driven processesTarget Setting and Outcome oriented approach
12 SHA Business Plan (FY 2012-15 ) KEY PERFORMANCE AREAS (KPA)Highway SafetyMobility/EconomySystem Preservation and MaintenanceManaging our AgencyEnvironmental Compliance and StewardshipCustomer Communications, Service and SatisfactionFocus on OUTCOMESObjectives and Strategies areSpecificMeasurableAchievable/AttainableResults orientedTime-boundAgency wide and office/ district level plans are aligned
13 Data Driven Decision-making at SHA SHA Decision-making FrameworkKey Performance Based Planning AreasSafetyMobility/ EconomySystem Preservation/ Asset Management
15 SHA Safety KPA MD Strategic Highway Safety Plan (SHSP) Zero Fatality GoalReduce fatalities and serious injuries in half by 20304-E approach to SafetyEngineeringEducationEmergency Medical Services (EMS)Enforcement6 Emphasis AreasPedestrianOccupant ProtectionAggressive DrivingDistracted DrivingImpaired DrivingInfrastructure
16 SHA Mobility/ Economy KPA Various objectives, performance measures and strategies to achieve SHA Mobility goalsKey AreasMobility and ReliabilityIncident Management and Traveler Information SystemsMultimodalism/ Smart GrowthFreightMD Annual State Highway Mobility Report summarizesthe annual state highway system performanceeffects of SHA policy/ programs/ projectsidentifies bottlenecks and needs to alleviate congestion and improve mobility and reliability
18 SHA Asset Management - Structures One Maryland One Map Initiative
19 Asset Management- Conceptual Framework Current Focus to developTransportation Asset Management Plan (TAMP) forlong term sustainabilityaccountabilityperformanceData driven processes to encourage collaboration across funding categoriesRisk-based analysis processes to tackle uncertaintyDevelop 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 InventoryLighting AssetsSignsTraffic BarriersRumble StripsLine StripingWeather sensorsIntegrated data sourcesWeb-based editingReportingOracle/SDE
22 Assets Adaptability to Projected Climate Changes PrecipitationDrainage Conveyance & FloodingPower DisruptionErosionSea Level RiseFloodingScour of Bridge FoundationsInfrastructure InstabilityTemperaturePavement Rutting & BucklingMore days over 90oFWhat did we know in 2011Increased PrecipitationIncreased Storm Frequency & Intensity (Summer & Winter)Stronger Hurricanes Storm surgeIncreased 100-Year Event Frequency (every 20 years!)Flooding, Power Loss, Traffic Disruptions, Infrastructure & Wind DamageScouring of bridge foundations & failure of bridge decksSnowmageddonSea-level RiseIncreased Temperature and Duration of 100 oF days
23 MD Highway Vulnerability due to Sea Level Rise State Roads ImpactedState Structures Impacted2 feet156 miles – 2%93 (3.5%)5 feet371 miles – 4.5%132 (5.0%)SHA maintains 8,124 miles of roadway and 2,578 structures103 miles of state highways in 100-year floodplain, 413 miles in 500-year floodplainFEMA 100-Year Floodplain indicates 28% of SHA Structures need further impact evaluationSHA maintains 8, miles of roadwayTotal structures – 2,578The 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 dataSHA 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 ProjectsScenario Planning and AnalysisPlanning Performance Metrics
25 Restructuring the Planning Process 3 Broad Project CategoriesPLANNING FOR OPERATIONS PROJECTSCORRIDOR FEASIBILITY VISION STUDIESMAJOR CAPITAL PROJECTSComprehensive Highway CorridorsCorridor Feasibility StudiesNEPA StudiesROW, Design, ConstructionCounty/ Local InputsAsset performance GoalsComp. Highway Corridor ScreeningStatewide Model Demand ProjectionsPriority Safety CorridorsSHAe-GISHNICTPMTPHNI: Highway Needs Inventory, MTP: MD Transportation PlanCTP: Consolidated Transportation Program
26 Planning for Operations Projects Collaboration and coordination efforts between planning, operations, and others to improve regional transportation system performanceArchived speed and traffic data to identify and prioritize projectsLow cost, short-term operational improvements in a strategic mannerLife-Cycle and Benefit/ Cost based evaluationFocus 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 levelVMTVehicle Hours Travel and DelayPersons Hour Travel and DelayCongested Lane MilesAccessibility (auto and transit)Connectivity (auto and transit)Internal vs. External TripsEconomic Indicators27
28 Scenario Analysis Approach to Plan for Uncertainty HighwayFuel PriceTransitDemand39.5%19.4%4.3%-0.5%-5.6%2030 CLRP-8.1%-8.3%-15.9%Base YearBase Year (2007) VMT = 143 million
29 Decision Support Tools and Applications CHC- MOSAICMaryland Statewide Transportation ModelUMD VPP Suite and RITISTravel Modeling and Traffic Simulation ToolsEnterprise GIS (e-GIS)
30 Comprehensive Highway Corridors- MOSAIC Analyze strategic corridors in short and long termTo 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.EnvironmentalData InputsEconomicMobilitySafetyProcessMOSAICHNIOutputsProject 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 ApplicationsSystem Performance and Long-Range PlanningCorridor StudiesScenario PlanningFreight MovementNationalStatewideLocal
32 Travel Modeling and Traffic Simulation Tools TRAVEL DEMAND MODELS(MSTM, MPO Models)TRAFFIC SIMULATION MODELSMESOSCOPIC MODELSPLANNING&OPERATIONSMesoscopic 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 agencyVarious levels of e-GIS ImplementationOperational e-GIS: supports day-to-day business needs2. Executive e-GIS: designed for leadership with certain functions and reporting capabilities3. External Performance Measurement e-GIS: performance dashboard type displays and maps4. External Tools e-GIS: an external operational user experience with paired down data5. Mobile e-GIS: Could be the same as 3-4 Business NeedAnalysisBuilding 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, analysisExecutive 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, desktopPublic eGIS: external site, limited data, linking to construction projectsMobile 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/handheldsDecision Support
34 Enterprise GIS Applications (e-GIS) Common interface between multiple databases/ programs/ processesBased on “One Maryland One Map” philosophyDecision-support systemCapabilities IncludeRoute SearchData OverlayData QueryReporting ToolsPhoto ViewerSummary ChartsFeature Details
36 National Goals: Safety Infrastructure Condition Congestion Reduction System ReliabilityFreight Movement and Economic VitalityEnvironmental SustainabilityReduced Project Delivery TimesNational goals are considered in National Highway Performance Program, Metro planning, & Statewide planning.Source:
37 MAP 21 ReadyCurrent 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 interfacesSHA will work with MTA and other transit agencies to make sure that transit performance targets are achievedLinking performance based systems to programming decisionsSHA will work continue work on the following:Asset Management PlansStrategic Highway Safety PlanCMAQ Performance PlanState Freight Plan
38 SHA and MPO Coordination SHA and MDOT will coordinate with BMC, MWCOG and other MPOs toselect performance targets for consistencyintegrate performance plans into the planning processSource: USDOT MAP 21 Presentation
39 THANK YOU !!contact INFORMATIONFelicia Haywood –Chris Diaczok –MD State Highway Administration