3. Detailed Summary – Strengths and Opportunities for Improvement
This section provides more detailed analysis of the results of the 2004 WZ SA from a national perspective. Each section and item is presented along with some observations regarding the strengths and areas in need of improvement.
Section 1 – Leadership and Policy
Observations
The items "contained in this section are designed to assess the degree to which agency leadership and policy guide work zone planning, implementation, and evaluation and thereby provide a framework conducive to developing an effective work zone program.
Table 8 presents the average score for each item contained in the Leadership and Policy Section. Also shown in this table is the number of agencies assigning a rating of "7" or greater to a particular item. This threshold is important because it signifies that an agency has executed an approach to meet the requirements of an item.
The number of agencies reporting a rating of 7 or higher increased in 8 of the 10 items from 2003 to 2004, while the mean ratings for all but one of the items increased. At least half of the agencies reported a rating of 7or higher in 6 of the 10 items for 2004, compared to only 4 of 10 in 2003. The areas that represent the improvement pertain to establishing strategic goals to reduce crashes and reduce congestion and delay in work zones.
This result suggests that more agencies are developing, or further developing, goals and measures to address work zone crashes, congestion, and delay.
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.1.9 | Has the agency developed policies to support the use of innovative contracting strategies to reduce contract performance periods? | 8.7 | 9.4 | 71% | 83% |
| 4.1.8 | Has the agency established criteria to support the use of project execution strategies (e.g. night work and full closure) to reduce public exposure to work zones, and reduce the duration of work zones? | 8.2 | 8.7 | 65% | 75% |
| 4.1.5 | Has the agency established measures (e.g., crash rates, etc…) to track work zone crashes? | 7.5 | 7.9 | 58% | 63% |
| 4.1.7 | Has the agency established work zone performance guidance that addresses: maximum queue lengths, number of open lanes, maximum traveler delay, etc.? | 6.9 | 7.5 | 58% | 65% |
| 4.1.3 | Has the agency established strategic goals specifically to reduce crashes in work zones? | 6.1 | 6.8 | 42% | 54% |
| 4.1.2 | Has the agency established strategic goals specifically to reduce congestion and delay in work zones? | 5.5 | 6.3 | 37% | 50% |
| 4.1.1 | Has the agency developed a process to determine whether a project is impact type I, II, or III or IV? | 5.7 | 6.1 | 46% | 46% |
| 4.1.6 | Has the agency established a policy for the development of Transportation Management Plans to reduce congestion and crashes due to work zones? | 5.9 | 6.0 | 48% | 44% |
| 4.1.4 | Has the agency established measures (e.g., vehicle throughput, queue length, etc…) to track work zone congestion and delay? | 3.9 | 4.4 | 21% | 25% |
| 4.1.10 | Has the agency established Memoranda of Understanding (MOUs) between utility suppliers that promote the proactive coordination of long range transportation plans with long range utility plans to reduce project delays and minimize the number of work zones on the highway? | 4.1 | 4.1 | 27% | 23% |
Strengths
- Innovative contracting strategies and criteria to support night work and full closure strategies
A significant number of agencies (83%) reported implementing polices that support the use of innovative contracting strategies to reduce contract performance periods. These policies include the application of techniques such as best value contracting, lane rental, A+B bidding and Incentive/Disincentive (I/D) clauses. A large number of agencies (75%) also supported the use of project execution strategies such as night work and full closure to reduce public exposure to, and the duration of, work zones. Full closure appears to be limited to major projects with potential for high delay impacts.
- Performance measures for work zone crashes and guidance for traffic impacts
Nearly two-thirds (63%) of agencies have established measures to track work zone crashes. A similar number of agencies (65%) have agency-established guidance that addresses measures such as maximum queue length, number of open lanes and maximum traveler delays. Crash data is extremely important in monitoring work zone crash reduction. One agency states that they prepare bi-weekly reports on work zone fatalities. Another agency provides monthly reports to the Commissioner on the number of crashes, injuries, and fatalities occurring in state maintained work zones. Agencies reported adopting performance guidelines related to minimum delay and maximum queue length to indicate when lanes could be re-opened to traffic if performance thresholds are exceeded.
- Strategic goals to reduce congestion, delays and crashes in work zones
Slightly over half of agencies (54%) reported establishing strategic goals to reduce work zone crashes, and one half reported establishing strategic goals to reduce congestion and delay in work zones. Agencies can adopt strategic goals focused on reducing crashes in work zones as well as reducing congestion and delay. The process of developing and adopting strategic goals provides an opportunity to examine the importance of reducing crashes, congestion and delay in work zones and opens an agency wide dialog to develop strategies to deal with the challenges identified.
Opportunities for Improvement
- Processes to determine project impact type
Less than one-half of all agencies (46%) have developed a process to determine whether a project is impact type I, II, III, or IV. The development of a process to classify projects is useful in developing work zone policies and practices strategies, for the design and management of work zones for several reasons. The development of a process will provide agency staff with an understanding of how and when to develop work zone strategies. In addition, the development of a process will help agency staff understand the importance of work zone activities and place them in a position to better inform stakeholders on the reasons certain actions are being implemented.
- Policies to develop Transportation Management Plans
Less than half of all agencies (44%) have established a policy for the development of Transportation Management Plans (TMPs). A TMP consists of strategies to manage the work zone impacts of a project. Its scope, content, and degree of detail may vary based upon the agency's work zone policy, and the agency's understanding of the expected work zone impacts of the project. For significant projects, a TMP is developed that consists of a Temporary Traffic Control (TTC) plan and addresses both Transportation Operations (TO) and Public Information (PI) components. For individual projects or classes of projects that the agency determines to have less than significant work zone impacts, the TMP may consist only of a TTC plan. Agencies may consider TO and PI issues for all projects. Agencies can establish written policies that describe when, how and by whom the TMPs will be developed to reduce congestion and crashes due to work zones. The TMP should describe the level and nature of the impacts resulting from work zone activities and identify specific mitigation strategies that will be implemented.
- Performance measures for work zone congestion and delay
One-quarter of agencies have established measures to track work zone congestion and delay. Measuring the performance of work zones is an important element of program and project management, because the information provided by performance measures, (e.g., vehicle throughput, queue length, vehicle delay, etc.) serves as a basis for measuring progress toward fulfillment of goals.
- Memoranda of understanding between transportation and utility agencies
Less than one-quarter of agencies (23%) have established Memoranda of Understanding between transportation and utility agencies to promote proactive coordination of long-range plans. However, several agencies promote proactive coordination of plans through monthly meetings with utilities or sharing of planning information. Ideally, agencies can develop Memoranda of Understanding with utility providers to coordinate construction schedules. In some cases, it may be desirable to establish a formal agreement between the agency and suppliers in order to avoid situations when utility and transportation projects overlap in time (unless the overlap makes traffic management for the projects more efficient). The establishment of a formal agreement defining how such coordination is to occur can help avoid prolonged delay in work zones by accomplishing utility and roadway work simultaneously or in accord with each other.
Section 2 – Project Planning and Programming
Observations
While transportation planning and implementation processes differ significantly from state to state, they all focus on developing increased capacity and efficiency in the transportation system. They do this with the development of long-range transportation plans (LRTP), transportation improvement programs (TIP), unified planning work programs (UPWP), and in some cases congestion management system (CMS) plans.
Although the role of transportation planners in the development of project specific criteria has not been widely defined, it is clear that the complexity of our transportation system and the impact of congestion on our nation necessitate their input. Ideally, planners would use analytical traffic models to assess system wide impacts due to specific project requirements and evaluate programming estimates to ensure the proper level of funding is included to mitigate traffic congestion and improve safety through work zones. In this way they will provide that critical 'bridge' of knowledge between the planning world and the design world to reduce the impacts of work zones on the traveling public.
Table 9 presents the self-assessment results for all items under the Project Planning and Programming section. As shown in this table, the mean ratings for all items increased from 2003 to 2004. The overall section average increased by 3% from 6.2 in 2003 to 6.4 in 2004. No items increased by 10% or more from 2003 to 2004.
It is clear from these results that additional effort is required to incorporate work zone considerations into agency transportation planning and programming processes. Overall, the results suggest that work zone related activities could be given greater consideration during the planning process.
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.2.3 | Does the agency's planning process manage the transportation improvement program to eliminate future network congestion due to poorly prioritized and uncoordinated execution of projects? | 6.5 | 7.0 | 56% | 63% |
| 4.2.6 | Does the agency's transportation planning process engage the planners as part of a multidisciplinary/multi-agency team in the development of Transportation Management Plans involving major corridor improvements? | 6.9 | 7.0 | 54% | 60% |
| 4.2.4 | Does the agency's transportation planning process include a planning cost estimate review for work types I, II, & III that accounts for traffic management costs, (e.g., incident management, public information campaigns, positive separation elements, unformed law enforcement, intelligent transportation systems (ITS), etc)? | 6.3 | 6.6 | 50% | 56% |
| 4.2.5 | Does the agency's transportation planning process include active involvement from the planners during the project design stage to assist in the development of congestion mitigation strategies for type I & II projects? | 6.2 | 6.4 | 52% | 56% |
| 4.2.2 | Does the agency's planning process include developing alternative network options (e.g., frontage roads, increased capacity on parallel arterials, beltways, strategically placed connectors, etc.) to maintain projected traffic volumes due to future road construction and maintenance activities? | 5.8 | 6.0 | 50% | 52% |
| 4.2.1 | Does the agency's planning process actively use analytical traffic modeling programs to determine the impact of future type I & II road construction and maintenance activities on network performance? | 5.4 | 5.5 | 44% | 44% |
Strengths
- Transportation Management Plan development
Over half of the agencies (60%) engaged planners as part of a multidisciplinary or multi-agency team in the development of TMPs involving major corridors. One agency reports that the new project scoping process involves significant participation from transportation planners. Planners may wish to participate, as part of a TMP development team, as early as possible to bring a regional, multi-modal perspective to transportation program requirements. Project impact types can be used to determine the scope of the TMP, and an analysis of the estimated impacts from the work zone can be performed. Metropolitan planners, in particular, can provide the link between technical design considerations and community considerations.
- Project prioritization
Nearly two-thirds of all agencies (63%) report that their transportation improvement programs are managed to eliminate future network congestion due to poorly prioritized projects and uncoordinated execution strategies. The preparation of projects and programs requires scheduling coordination among various implementing organizations to avoid multiple uncoordinated projects on major traffic corridors. Without considering the entire network performance, major corridor disruptions can occur. On high profile projects, one agency limits construction on additional projects until the initial project is substantially complete. In another agency, regions consider the scheduling of projects in order to coordinate their construction to avoid excessive construction related congestion.
- Operational and traffic management costs
More than half of the agencies (56%) include a planning cost estimate review for work types I, II, and III to account for traffic management costs. At the planning/programming stage, project cost estimates may consider the added costs associated with developing and maintaining work zones. Some agencies routinely include these costs when determining program cost estimates while others do not. Failure to consider operational and traffic management costs at the planning and programming stage can mean degraded work zone conditions and potentially higher future costs from impacts to mobility and safety.
- Planning support during design activities
Slightly more than half the agencies (56%) also include active involvement of planning during project design to assist in congestion mitigation strategies for work type I and II projects. The planner has a unique perspective of the entire network and can best assess the impacts of specific operational strategies on the system. Because of this perspective, the planner can play an advisory role, with the designers, providing system level insight to specific design solutions. They can be a champion for solutions that will best facilitate network operational performance, and can maintain contact with project team members throughout the process to provide system level inputs at project review meetings.
- Alternative network options
Slightly over half of the agencies (52%) develop alternative network options to maintain projected traffic volumes due to future road construction and maintenance activities. Several agencies reported that alternative network options are considered in analyzing the impacts of large projects. The desired outcome from this process is a transportation network that allows the public to move from point to point with a certain degree of efficiency and comfort during construction activities. Understanding the system impacts prior to construction allows decision makers to have the right information to schedule system wide improvements and still alleviate mainline congestion.
Opportunities for Improvement
- Use of analytical tools
Less than half the agencies (44%) reported using analytical models to determine the impact of future work type I and II road construction and maintenance activities on network performance. Analytical tools are useful in estimating the potential impacts on demand and capacity of proposed traffic control options providing an agency with valuable information for decision making. By using these tools to estimate project impacts, practitioners can identify appropriate safety and mobility strategies such as the use of ITS, altering the construction phasing or scheduling, or the use of other demand reduction strategies. Agencies reported using several different models including CORSIM, QUEWZ, and QuickZone to assess work zone impacts.
Section 3 – Project Design
Observations
Project designers, working in concert with other functional experts, can consider traffic management during construction in the design process. Designers may wish to examine the use of different project execution strategies that can accelerate construction time and minimize the exposure of travelers to work zones. In addition, designers can actively lead the preparation of Transportation Management Plans including Traffic Control Plans that will mitigate the impact of work zone activities.
Table 10 presents the average scores for all items contained in the Project Design section. The mean ratings for most items in this section increased, while three items decreased and one remained unchanged from 2003 to 2004. As noted earlier, the overall section average increased by 4% from 7.5 in 2003 to 7.8 in 2004. The mean score for the following areas increased more than 10%:
- Use of a process to evaluate the appropriate use of Intelligent Transportation System (ITS) technologies to minimize congestion in and around work zones for type I, II, & III projects (20%)
- Use of computer modeling to assess Traffic Control Plan impacts on traffic flow characteristics, for type I & II projects (12%).
The responses to the Project Design items showed great variability, with the highest scores in consideration of the use of positive separation devices and constructability reviews, and relatively low scores for contractor involvement and the use of technology (modeling, consideration of ITS). The low scores may reflect the complexity of these issues, such as bidding laws (for contractor involvement) and budget constraints and lack of benefits data (for ITS). In addition, contractors may often have limited involvement as they typically hire a traffic control services subcontractor to implement the Traffic Control Plan. Sharing of best practices by those agencies that have been successful in addressing these complexities may increase implementation of strategies in this topic area.
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.3.9 | Does the agency have a process to assess projects for the use of positive separation devices for type I & II projects? | 10.7 | 10.7 | 87% | 88% |
| 4.3.4 | During project design, does the agency perform constructability reviews that include project strategies that are intended to reduce congestion and traveler delays during construction and maintenance activities for type I & II projects? | 9.6 | 9.5 | 87% | 88% |
| 4.3.3 | During project design, does the agency use multidisciplinary teams consisting of agency staff to develop Transportation Management Plans for type I & II projects? | 9.0 | 8.9 | 79% | 79% |
| 4.3.8 | During project design, does the agency have a process to consider the use life cycle costing in selecting materials that reduce the frequency and duration of work zones for type I, II & III projects? | 8.3 | 8.5 | 73% | 77% |
| 4.3.6 | During project design, does the agency use time and performance based scheduling techniques such as Critical Path Method or parametric models to determine contract performance times for work type I & II projects? | 8.2 | 8.4 | 69% | 71% |
| 4.3.10 | During project design, does the agency anticipate and design projects to mitigate future congestion impacts due to repair and maintenance activities for type I, II & III projects? | 7.9 | 8.3 | 69% | 71% |
| 4.3.2 | During the project design does the agency develop a Transportation Management Plan that addresses all operational impacts specifically focused on project congestion for work type I & II projects? | 8.4 | 8.3 | 73% | 71% |
| 4.3.1 | During project design does the agency have a process to estimate and use road user costs to evaluate and select, based on road user costs, project strategies, (e.g., full closure, night work traffic management alternatives, detours, etc.) for work type I & II projects? | 7.6 | 8.2 | 56% | 67% |
| 4.3.5 | During project design, does the agency use independent contractors or contractor associations to provide construction process input to expedite project contract time for type I & II projects? | 5.4 | 5.8 | 38% | 48% |
| 4.3.7 | During project design, does the agency have a process to evaluate the appropriate use of Intelligent Transportation System (ITS) technologies to minimize congestion in and around work zones for type I, II, & III projects? | 5.1 | 6.1 | 37% | 44% |
| 4.3.12 | In developing the Traffic Control Plan for a project, does the agency use computer modeling to assess Traffic Control Plan impacts on traffic flow characteristics, e.g., speed, delay, capacity, etc. for type I & II projects? | 5.0 | 5.6 | 31% | 38% |
| 4.3.11 | In developing the Traffic Control Plan for a project, does the agency use contractor involvement in the development of the Traffic Control Plan for type I & II projects? | 4.9 | 5.2 | 33% | 37% |
Strengths
- Positive Separation Devices
A high proportion of agencies (88%) use positive separation devices for type I and II projects. A positive separation device is one that contains and redirects vehicles in accordance with NCHRP Report 350, preventing their intrusion into the workspace. One agency has developed a method and policy to determine when positive separation is appropriate. During project scope development, the designer examines the need for positive separation devices for type I and II projects. It is critical that this element be considered early in the planning and design process to include appropriate funding to support the use of these devices during roadwork operations. The deployment of positive barrier systems can contribute to a safer environment for workers. Use of these devices can also provide benefits such as higher quality work, faster construction performance, and a higher rate of travel speed through the work zone. Additionally, these devices can be used to provide a more systematic method of enhancing capacity during construction (e.g. using reversible lanes).
- Constructability reviews
A high proportion of agencies (88%) perform constructability reviews to reduce congestion and traveler delays during construction and maintenance activities for type I and II projects. A constructability review provides a design team with an understanding of issues that may influence the final project design. Such review often involves conducting a site visit to examine the location of a proposed project to review physical characteristics of the site. These reviews will define where the project will start and end, how the project will be integrated into the existing transportation system, and where utilities will need removal or relocation. Consideration of work zone strategies that can reduce delay and congestion during construction and maintenance activities is also important in constructability reviews. These reviews will determine if it is possible to execute some of the features of the Transportation Management Plan or elements of the Traffic Control Plan. Constructability reviews are useful for ensuring that a plan can be implemented in the field and are best conducted early in the design process to avoid any need for major redesign.
- Development of Transportation Management Plan during design
During project design, many agencies (71%) develop Transportation Management Plans that address operational impacts of projects, particularly on congestion. During the design stage, the final project scope, cost, and schedule are refined. It is likely that many of the strategies contained in the Transportation Management Plan may influence project scope, cost, and schedule. It is important for designers to address this plan as part of the design process. For example, a mitigation action contained in the Transportation Management Plan may include the construction of a temporary detour route around a construction site. This would have to be included in the project design activities to ensure that temporary facilities are properly incorporated into the design.
- Use of multidisciplinary teams to develop Transportation Management Plans
A high proportion of agencies (79%) use multidisciplinary teams to develop TMP's. Including planners in the TMP development process provides a means to understand the relationship between a particular project and the overall transportation program. For example, planners may identify overlapping projects and bring these issues to the attention of the design team as they develop the TMP. Maintenance engineers may identify unique problems associated with a project that need to be addressed in the TMP. For example, it may be desirable to include full depth shoulders in a design to allow maintenance vehicles to access the project site during construction.
- Life cycle costing
A high proportion of agencies (77%) reported using life cycle costing to select materials. Ideally, life cycle costing can be part of the design process for project types I, II and III to account for the total costs over their useful lives. Life-cycle costs include construction, maintenance and operation costs for the project. The use of life cycle costing to select materials, products and processes can provide designers with a basis to maximize project service life and minimize required repair. By minimizing the frequency of repair, agencies can reduce the frequency and duration of work zones required to repair facilities and decrease public frustration with construction impacts from frequently recurring work zones. This minimizes the total exposure to work zone delay, congestion, and crashes.
- Use of scheduling techniques
Time and cost performance-based scheduling techniques, such as Critical Path Method (CPM) or parametric models, are used by a high proportion of agencies (71%). Agencies apply scheduling techniques to determine contract construction duration for work type I and II projects. The use of such tools will help ensure that the motorists' exposure to construction congestion and delay is minimized. Techniques such as CPM can be used to establish construction performance periods. Developing parametric models to determine contract performance times can leverage previous experience in construction time periods for other similar projects.
- Mitigation of future congestion
A large majority of agencies (71%) design projects to mitigate anticipated future congestion due to work zones. Agencies may account for future congestion associated with repair and maintenance activities during the design phase for project types I, II and III. The design of the project can incorporate features that accommodate the need for future repair and/or maintenance activities. Wider shoulders, for example ensure that maintenance vehicles can access the facility without impacting the flow of traffic significantly. While it is not possible to include all the features that may assist in accommodating future repair activities, it is useful to recognize these needs as part of the design process to ensure that opportunities are not missed to include such features.
- Road user costs
About two-thirds (67%) of all agencies estimate and use road user costs to evaluate and select project strategies for managing congestion associated with work type I and II projects. Reducing the time that drivers are exposed to work zones may reduce construction time, resulting in lower congestion and delay. Among the strategies that can be applied to accelerate construction are full road closures and nighttime work. Closing a facility during construction activities removes the need to maintain traffic flow while conducting work at night exposes fewer drivers to work zone congestion and delay since traffic is generally lower at night. With adequate outreach and public information campaigns prior to construction, motorists generally will support the use of full closure and accept its impacts over a shorter period of time.
Opportunities for Improvement
- Contractor reviews
The use of independent contractors or contractor associations to provide construction process input to expedite project contract time for type I and II projects is on the rise. Slightly less than half (48%) of all agencies appear to have embraced this practice. Agencies have access to third party contractors or contractor associations for assistance in validating construction time estimates. The length of construction time is a key component in determining how long motorists will be exposed to work zone congestion and delay. Contractor experience in executing plans can be used to better understand how long motorists would be exposed to delay. In addition, involving contractors early in the design process can be helpful in identifying alternative designs that may speed construction time and reduce motorist exposure. It is important to recognize that a third party contractor may be used to provide objectivity to construction time estimates. One innovative contracting technique, A+B bidding, allows contractors to use a road user cost value (normally specified by the owner agency) to determine total user cost based on their individual estimates of total construction time.
- Intelligent Transportation System (ITS) technology strategies
Less than half (44%) of all agencies have a process in place to evaluate the appropriate use of Intelligent Transportation Systems (ITS) technologies to mitigate congestion impacts in and around work zones for project types I, II, or III. During project design, agencies may benefit from examining the use of ITS to mitigate work zone congestion and delay. ITS technologies may include portable traffic management or traveler information systems, warning systems, speed management systems, enforcement systems and other supporting technologies. ITS offers opportunities to provide essential information to travelers to help them avoid work zones, more adequately plan trips, and travel safely through work areas. Agencies can establish needs based on estimated project impacts and adopt an ITS technology that will mitigate those impacts.
- Use of computer modeling to develop Traffic Control Plans (TCPs)
Computer modeling is not widely used to assess Traffic Control Plan impacts on traffic flow, with only a limited number (38%) of agencies using it for type I and II projects. A Traffic Control Plan is a plan for handling traffic through a specific highway or street work zone or project. Use of computer models to evaluate Traffic Control Plans for type I and II projects provides the capability to examine the impact of traffic control strategies on motorist delay and insight on the effectiveness of these strategies. Any number and type of model can be used depending on the complexity of the problem. Models range in complexity from spreadsheet models to sophisticated computer network simulation. The information generated by these tools can provide designers with estimates of travel congestion and delay that can be used to identify and evaluate alternative Traffic Control Plans.
- Contractor involvement in Traffic Control Plans (TCPs)
A little over one-third (37%) of agencies involve contractors in the development of the Traffic Control Plan for type I and II projects. Traffic Control Plans may be very detailed and include a reference to standard plans, a section of the Manual on Uniform Traffic Control Devices (MUTCD), or a standard highway agency manual. The involvement of contractors in the development of Traffic Control Plans can contribute to a more effective design.
Section 4 – Project Construction and Operation
Observations
Roadway construction or maintenance can involve a very complex array of activities that impacts the public. There are many elements in the project delivery process, and public perception is always a major consideration. By utilizing appropriate letting strategies, performance-based contracting, time sensitive bidding, efficient operations, aggressive contract management, and good public information, agencies can improve the operation and public acceptance of work zones.
Table 11 presents the average scores for each item contained in Section 4 – Project Construction and Operation. The mean ratings for all items either increased or remained unchanged from 2003 to 2004. The overall section average increased by four percent from 8.1 in 2003 to 8.4 in 2004.
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.4.7 | During project types I, II, & III does the agency use uniformed law enforcement? | 11.5 | 12.0 | 94% | 94% |
| 4.4.3 | In bidding type I & II projects, does the agency include road user costs in establishing incentives or disincentives to minimize road user delay due to work zones (e.g., I/D, A+B, Lane Rental, etc.)? | 9.5 | 10.0 | 81% | 83% |
| 4.4.8 | Does the agency provide/require training of contractor staff on the proper layout, and use of traffic control devices? | 9.5 | 10.3 | 73% | 79% |
| 4.4.2 | Is the letting schedule altered or optimized to minimize disruptions to major traffic corridors? | 8.7 | 8.9 | 81% | 79% |
| 4.4.6 | In bidding contracts, does the agency use flexible starting provisions after the Notice to Proceed is issued? | 8.3 | 8.6 | 73% | 79% |
| 4.4.5 | In bidding type I & II project contracts, does the agency use incident management services (e.g., wrecker, push vehicles, service patrols, etc)? | 8.0 | 8.3 | 67% | 71% |
| 4.4.1 | Is the letting schedule altered or optimized to reflect the available resources and capabilities of the construction industry? | 7.9 | 7.9 | 65% | 63% |
| 4.4.4 | In bidding type I, II, & III contracts, does the agency use performance-based selection to eliminate contractors who consistently demonstrate their inability to complete a quality job within the contract time? | 5.5 | 5.6 | 38% | 40% |
| 4.4.9 | Does the agency provide training to uniformed law enforcement personnel on work zone devices and layouts? | 3.7 | 3.9 | 21% | 21% |
Strengths
- Use of uniformed law enforcement personnel
Nearly all agencies (94%) report using uniformed law enforcement personnel during project types I, II, and III. Some states use officers in and around work zones during normal hours of duty, while others provide funds to the construction contractor to hire officers on an overtime basis. In both cases the highway agency is responsible for providing direction and guidance to law enforcement agencies on how to operate in and around work zones, and in ensuring that officers are adequately trained to promote safety and improve the flow of traffic in work zones. High levels of communication and coordination between highway agencies and law enforcement agencies are important and can help to optimize safety and mobility in work zones. Only a few agencies (21%) reported that they provide training on work zone devices and layouts to law enforcement personnel.
- Processes to alter or optimize letting schedules
Many agencies (79%) reported altering letting schedules uniformly to avoid multiple projects occurring along one corridor at the same time, while others reported using this practice on a non-uniform basis. Effective letting schedules take into consideration the type and location of the projects being let, and are organized to minimize disruption on the transportation system. Failure to coordinate the letting of projects could lead to multiple projects on the same corridor with no mitigation strategies in place to minimize traffic disruptions and congestion.
- Processes to optimize industry workload to support quality
Some agencies may have access to large enough contractor resources to avoid letting more contracts than industry can adequately handle. Other agencies (63%) reported using techniques to alter letting schedules based on feedback from contractors on their availability to complete the project in a reasonable timeframe. Letting more projects than the industry can adequately handle can contribute to unqualified workers on the job, longer work zone duration, poor materials, injuries, and increased driver frustration with non-active work zones.
- Contract start and end dates and times
A large number of agencies (79%) reported allowing the contractor to begin work as desired with a fixed end date, while others reported setting a fixed time period for contractors to begin work. Completion dates appear to often control the contractor's options for start date. Flexible start dates enable contractors to balance resources while still finishing the project within the contract period. It is important for the owner agency to communicate with the contractor over time to stay informed about the actual start date, especially if other mitigation strategies are planned for use during the project.
- Analysis of road user costs in contracting techniques
One method to provide contractors with an incentive to complete work ahead of schedule uses road user costs as the criteria. Many agencies (83%) reported using this criterion in innovative project delivery methods such as A+B bidding and incentive-based contracting, along with benefit/cost and life cycle cost analyses. Some agencies reported using caution when establishing incentives and disincentives to reduce the risk of large penalties and reduce the opportunity for the perception of a windfall profit. The objective of these strategies is to reduce construction time, reduce exposure, and minimize delay.
Opportunities for Improvement
- Performance based selection and pre-qualification of contractors
To obtain the best quality in labor and materials, agencies can regularly evaluate the capabilities of the construction industry and material suppliers to achieve balance with letting schedules. Performance based selection is the process of gathering past performance information and integrating it into the contractor selection process to select the best contractor for the project. The agency can use a process to allow for use of past performance in the selection of contractors for current work. On highly specialized projects, some agencies (40%) reported using pre-qualification techniques to eliminate poorly performing contractors or those who may bid without the necessary qualifications and resources. The same number of agency responses (40%) referred to use of agreements with specialized contractors such as towing services and overtime law enforcement personnel.
Section 5 – Communications and Education
Observations
To reduce public anxiety and frustration, it is important to establish effective communication and outreach regarding road construction and maintenance activity and their potential impacts. Lack of work zone information is often cited as a key cause of frustration among the traveling public. It is important to recognize what the public needs in developing and implementing communications, outreach, and education strategies.
Table 12 presents the average score for each item contained in Section 5 – Communications and Education. The mean ratings for all items increased from 2003 to 2004. The overall section average increased by 7% from 9.7 in 2003 to 10.4 in 2004. The mean score for the following areas increased by more than 10% from 2003 to 2004:
- Use of intelligent transportation system (ITS) technologies to collect and disseminate information (13%)
- Maintains and updates a work zone website providing timely and relevant traveler impact information for project types I, II & III (11%).
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.5.4 | During type I, II, & III project construction does the agency use a public information plan that provides for specific and timely project information to the traveling public through a variety of outreach techniques, (e.g., agency website, newsletters, public meetings, radio, and other media outlets)? | 11.4 | 11.7 | 98% | 100% |
| 4.5.3 | Does the agency assume a proactive role in work zone educational efforts? | 10.5 | 10.9 | 90% | 94% |
| 4.5.2 | Does the agency sponsor National Work Zone Awareness week? | 10.3 | 10.9 | 87% | 87% |
| 4.5.1 | Does the agency maintain and update a work zone website providing timely and relevant traveler impact information for project types I, II & III that allows travelers to effectively make travel plans? | 9.2 | 10.2 | 77% | 87% |
| 4.5.5 | During type I, II, & III projects, does the agency use intelligent transportation system (ITS) technologies to collect and disseminate information to motorists and agency personnel on work zone conditions? | 7.2 | 8.1 | 63% | 67% |
Strengths
- Dissemination of work zone information to travelers
Websites are a widely used resource for disseminating traveler information on work zones, as reported by 87% of agencies. Information on a work zone website normally includes detailed congestion, delay, and construction activity information. In addition, ITS systems are also being used by a significant number of agencies (67%) to relay work zone information to motorists. Timely information is often provided through real-time updates from multiple sources within an agency to provide regional information.
- Active participation in work zone awareness activities
Many agencies (87%) reported actively participating in the annual National Work Zone Awareness Week. Other agencies noted holding statewide work zone awareness activities. The National Work Zone Awareness Week was initiated by FHWA, AASHTO and ATSSA (American Traffic Safety Services Association) in 2000 to heighten motorist and worker awareness of the safety and mobility issues in work zones on a national level, and has been very successful in engaging transportation agencies at the state and local levels.
- Work zone safety information dissemination and public information plans
All agencies reported using a public information plan during type I, II, and III project construction that provides specific and timely project information to the traveling public. In addition, almost all agencies (94%) have assumed an active role in work zone education programs by incorporating work zone safety information into driver education and training programs and conducting outreach and advertising campaigns to promote work zone safety among motorists. Public information plans often use a variety of dissemination techniques including radio message, television advertising, newspaper articles, etc. The use of ITS to disseminate work zone conditions also appears to be ongoing for some agencies. Communication of timely and reliable road condition information and advanced information on project activities is important.
Section 6 – Program Evaluation
Observations
Program evaluation is necessary to identify successes and failures in work zone operations. Work zone performance monitoring and reporting can increase the knowledge base on work zones and help better plan, design and implement road construction and maintenance projects.
Table 13 presents the average scores for each item contained in Section 6 – Program Evaluation. The mean ratings for all items in this section increased from 2003 to 2004. The overall section average increased by 4% from 4.7 in 2003 to 4.9 in 2004. The mean score for one question in this section increased by more than 10%:
- Collection of data to track work zone congestion and delay in accord with agency established work zone congestion and delay measures (11%).
Table 14 shows the 2003 and 2004 mean ratings by question along with the percentage of agencies who have assigned a rating of seven or greater for each measure.
| Item | Question | Mean | % Agencies Assigning a Rating of 7 or Greater | ||
|---|---|---|---|---|---|
| 2003 | 2004 | 2003 | 2004 | ||
| 4.6.2 | Does the agency collect data to track work zone safety performance in accord with agency work zone crash measures? (See Section 1, item 4.1.5) | 6.3 | 6.4 | 46% | 48% |
| 4.6.4 | Does agency develop strategies to improve work zone performance based on work zone performance data and customer surveys? | 5.0 | 5.3 | 35% | 35% |
| 4.6.3 | Does the agency conduct customer surveys to evaluate work zone traffic management practices and polices on a statewide/area-wide basis? | 4.4 | 4.6 | 27% | 23% |
| 4.6.1 | Does the agency collect data to track work zone congestion and delay in accord with agency established work zone congestion and delay measures? (See Section 1, item 4.1.4) | 2.8 | 3.1 | 10% | 12% |
Opportunities for Improvement
- Processes to track work zone safety performance in achieving goals
Agencies may track the performance of work zones strategies in achieving their goals. Performance measures provide the required information to make program adjustments and evaluate the effectiveness of program strategies. Less than half of the agencies (48%) reported relying on work zone crash records to track the safety performance of work zones, but data can often be incomplete. Some agencies noted monitoring work zone fatalities as a primary safety performance indicator. In addition, customer complaints are often monitored as an indicator of work zone performance, typically at a localized level within a larger area.
- Processes to track work zone mobility performance in achieving goals
Few agencies (12%) reported tracking work zone congestion and delay measures. In areas with smaller populations, work zone congestion is less of a problem than in areas with large urban populations. Several agencies noted that they may make changes to traffic control plans on a project level when congestion and delay are not acceptable or tolerable. Historical data are needed to help estimate the potential impacts, make decisions, and track performance prior to execution of a traffic control plan.
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