Broadening Integrated Corridor Management Stakeholders (2020) / Chapter Skim
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1 One area of transportation operations that has the potential for increased efficiency lies in how transportation agencies coordinate day-to-day operations along heavily traveled corridors. Along most urban transportation corridors, each transportation agency within the corridor (e.g., local departments of transportation, bus operators, light rail operators, etc.)
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2 Broadening Integrated Corridor Management Stakeholders Objectives of the Guidebook The biggest challenges and hurdles for agencies considering operational transportation improvements are most often institutional, cultural, and collaborative -- not technological. In order to further the success of ICM initiatives nationwide, this Guidebook focuses on strategies, constraints, and opportunities for developing the institutional capabilities and arrangements to support effective ICM, rather than on specific technological components and considerations.
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Introduction 3 H Institutional, Organizational, and Technical Arrangements – Goes into more details and examples of institutional, organizational, and technical arrangements.
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4 Broadening Integrated Corridor Management Stakeholders Value of Incorporating Non-Traditional Stakeholders As congestion and the number of incidents steadily increase in urban areas nationwide, occasional collaboration and interaction among transportation agencies within a corridor are no longer sufficient to address the transportation needs of the traveling public. Although engaging additional groups of stakeholders is no easy task, doing so ensures that ICM strategies are designed with all roadway users in mind.
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Introduction 5 operators and freight stakeholders can gain insight into ICM strategies that they may not have otherwise considered. This section presents the benefits of incorporating non-traditional stakeholder groups into ICM planning into two subsections for each stakeholder group: (1)
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6 Broadening Integrated Corridor Management Stakeholders information that they would like to receive through the ICM platform, such as information on truck-specific travel times, truck parking availability, and truck restrictions on proposed alternate routes. With insight into accurate, current conditions along the corridor, freight operators and dispatchers can be proactive, instead of reactive, in selecting routes, timing deliveries, and managing truck driver hours of service and available equipment.
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Introduction 7 Benefits for Transit Stakeholders ICM can improve the mobility, safety, security, quality, and efficient use of capacity for transit modes and services. ICM-transit integration can lead to enhanced data and information sharing between agencies, which is key to providing a more comprehensive picture of current network conditions.
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8 Broadening Integrated Corridor Management Stakeholders Benefits for Incident Response Stakeholders Managing transportation infrastructure as an integrated system can benefit TIM programs in many ways. When incidents do occur, ICM strategies can be deployed to reroute and divert traffic away from the incident scene to clear the way for incident responder vehicles to approach the incident more quickly and safely, respond to those in need, and transport victims to care.
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Introduction 9 should be rerouted when incidents occur, or what potential corridor effects to expect from planned special events such as sporting events, concerts, major conventions, and visiting dignitaries. By providing real-time updates about incident-related delays and expected roadway clearance times, motorists can better understand the incident impacts on travel times and make the appropriate alternate route or modal choices, which can help improve corridor performance.
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10 Broadening Integrated Corridor Management Stakeholders Benefits for Transportation Agencies Several ICM projects have encountered roadblocks related to the proposed strategies that may pose additional risk to these physically vulnerable roadway users. For example, in situations of major freeway congestion, ICM strategies may temporarily route traffic onto major arterial streets – the influx of vehicle drivers who may be unfamiliar with the alternate route can cause additional safety concerns at conflict points with pedestrians and bicyclists, who may be uninformed of the sudden increase in vehicular traffic.
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Introduction 11 1. Identify & Diagnose Problem • What is the main problem we are trying to address?
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12 Broadening Integrated Corridor Management Stakeholders Integrated Corridor Management Capability Maturity Model The Capability Maturity Model (see Table 2) is a tool used nationwide to evaluate the maturity of ICM programs and is useful for self-assessment in the ICM Planning Framework.
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L e v e l 1 Level 1 Silo Level 2 Centralized Level 3 Partially Integrated Level 4 Multimodal Integrated Level 5 Multimodal Optimized In st itu tio na l In te gr at io n Inter-Agency Cooperation Agencies do not coordinate their operations Some agencies share data but operate their networks independently Agencies share data, and some cooperative responses are done Agencies share data and implement multimodal incident response plans Operations are centralized for the corridor, with personnel operating the corridor cooperatively Funding Single agency MPO tracks funding Coordinated funding through MPO Cooperatively fund deployment projects Cooperatively fund deployment and operations and maintenance projects Te ch ni ca l In te gr at io n Traveler Information Static information on corridor travel modes Static trip planning with limited real-time alerts Multimodal trip planning and accountbased alerts Location-based, on-journey multimodal information Location-based, multimodal proactive routing Data Fusion Limited or manual Near real-time data for multiple modes Integrated multimodal data (one-way) Integrated multimodal data (two-way)
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