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Maryland state highway administration (sha) experience and perspective

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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

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