*Required for TMAs +Required for nonattainment and maintenance areas Consultation with Federal, State & Trib al a gencies ADA, Title VI, Environmental Justice Metropolitan Transportation Plan Increase Security Increase Safety Support Economic Vitality Increase Accessibility and Mobility Enhance Environment, Energy Conservation, Quality of Life, Consistency with Planned Growth Enhance Integration and Connectivity across and between Modes Promote Efficient System Management and Operation (M&O) Emphasize Preservation of Existing Transportation System Congestion Management Process (CM P) * Coordination with State and local transportation agencies Coordination with local elected officials Air Quality Conformity+ Consistency with ITS architecture Participation Plan Fiscal Constraint Eight Planning Factors M&O Terry G. Maybee, Chair Rock County, WI Lowell Smith, President Village of Roscoe, IL Duane E. Wirth, Sheriff Boone County, IL Brad Cantrell, Planning Department Director City of Janesville, WI Harold Spence, Acting Commander Illinois State Police, District 16 B J R A ELOIT - ANESVILLE - OCKFORD RTERIAL MANAGEMENT WORKGROUP P ARTNERING A GREEMENT Transportation system safety and efficiency in the Illinois-Wisconsin state line region has become a major concern. Congestion due to incidents such as crashes, stalled vehicles, special events, and other non-recurring conditions increases motorist delay and the likelihood of a secondary incident. Incident-related congestion can broadly impact emergency services, local businesses, interstate commerce, and commuters in the region. As congestion in the region continues to grow, interstate mobility will be key to maintaining safety and the region’s economic development. One of the goals of the Beloit-Janesville-Rockford Arterial Management Workgroup is to provide travelers with safe and efficient transportation facilities, and communicate timely and reliable information in the event of a major incident within the region. This will require an increased level of policy and response cooperation in Rock, Boone, and Winnebago counties among state and local transportation agencies, fire, law-enforcement, and emergency- response agencies, as well as the private sector. Furthermore, there is no funding obligation as a result of increased policy and response cooperation between public and private sector agencies. This effort will be critical to maintaining the safety and efficiency of our local transportation system as well as the continued economic growth of the region. Therefore, We, the undersigned, pledge to work toward guiding and promoting cooperation and coordination between public safety and transportation agencies in . Illinois-Wisconsin state line Rock, Boone, and Winnebago counties Kestutis P. Susinskas Chief Engineer Illinois State Toll Highway Authority Roger Rocke District 2 Engineer Illinois Department of Transportation Rose Phetteplace District 1 Director Wisconsin Department of Transportation Douglas Scott, Mayor City of Rockford, IL Captain Norman D. Martin Illinois State Police, District 15 Kristine Cohn, Chairperson Winnebago County, IL Jane Wood, City Manager City of Beloit, WI Captain David Heinle Wisconsin State Patrol, District 1 Darryl F. Lindberg, Mayor City of Loves Park, IL H H H MACHESNEY PARK ARGYLE (UNIC) LOVES PARK CHERRY VALLEY GREATER ROCKFORD AIRPORT 1 3 5 A C D E F G H I J K L M 1 2 3 4 5 6 7 8 9 10 M 12 11 I J K C D E F G H A B 12 7 9 11 B L 10 6 4 2 8 26 23 12 24 8 15 1 19 11 9 2 14 22 17 4 7 3 5 18 10 20 16 6 13 21 25 STATE CUT ROCK PARK ROCKTON RIVERSIDE SPRING RIVERSIDE CREEK N ALPINE AUBURN RD AV CENTER E RD MULFORD W ROCKTON AV RD RD RD RD RD STATE ST N ALPINE ALPINE MULFORD PERRYVILLE RD PERRYVILLE MULFORD PERRYVILLE HARRISON AV SANDY HOLLOW RD 70 70 2 70 2 2 2 20 20 20 B.R. 251 2 20 20 B.R. 20 B.R. 251 251 251 251 20 2 251 51 51 51 51 51 251 173 90 39 39 90 90 90 39 51 WINNEBAGO COUNTY FIBER OPTIC ROUTES Fiber Optic Routes SBC Choice One Communications Insight Communications McLeodUSA Point of Presence Industrial Parks Rockford 1 Alpine Business Park 2 Alpine Industrial Park 3 Camp Grant Industrial Subdivision 4 Eastrock Industrial Park 5 Greater Rockford Industrial Park 6 Greater Rockford Airport Park 7 Harrison Park 8 J.S.O. Dev. Industrial Subdivision 9 Jefferson Tech Industrial Park 10 Kishwaukee Industrial Subdivision 11 Linden Road Business Park 12 Northrock Industrial Park 13 Parkside Industrial Subdivision 14 Pyramid Industrial Park 15 Rock River Valley Industrial Park 16 Sabrooke Industrial Park 17 Sandy Hollow Industrial Park 18 South Bypass Industrial Park 19 Southeast Technical Center 20 Southrock Industrial Park 21 Southtown Business Park 22 Stenstrom Industrial Park Loves Park 23 Harlem Village Industrial Park 24 River Lane Industrial Subdivision 25 Rock Valley Business Center 26 Zenith Cutter Business Park Management & Operations Plan and the Congestion Management Process - FY 2009 Rockford Metropolitan Agency for Planning 313 North Main Street Rockford, IL 61103
Transcript
*Required for TMAs+Required for nonattainment and maintenance areas
Coordination with State andlocal transportation agencies
Coordination with local
elected officials
Air Quality Conformity+
Consis
tency
with
ITSarc
hitectu
re
Parti
cipat
ion
Plan FiscalConstraint
Eight Planning Factors
M&O
Terry G. Maybee, ChairRock County, WI
Lowell Smith, PresidentVillage of Roscoe, IL
Duane E. Wirth, SheriffBoone County, IL
Brad Cantrell,Planning Department DirectorCity of Janesville, WI
Harold Spence, Acting CommanderIllinois State Police, District 16
B J RA
E L O I T - A N E S V I L L E - O C K F O R D
R T E R I A L M A N A G E M E N T W O R K G R O U PP ARTNERING A GREEMENT
Transportation system safety and efficiency in the Illinois-Wisconsinstate line region has become a major concern. Congestion due toincidents such as crashes, stalled vehicles, special events, and othernon-recurring conditions increases motorist delay and the likelihoodof a secondary incident. Incident-related congestion can broadlyimpact emergency services, local businesses, interstate commerce,and commuters in the region. As congestion in the
region continues to grow, interstate mobility will be key tomaintaining safety and the region’s economic development.
One of the goals of the Beloit-Janesville-Rockford ArterialManagement Workgroup is to provide travelers with safe and efficienttransportation facilities, and communicate timely and reliableinformation in the event of a major incident within the region. Thiswill require an increased level of policy and response cooperation inRock, Boone, and Winnebago counties among state and localtransportation agencies, fire, law-enforcement, and emergency-response agencies, as well as the private sector. Furthermore, there isno funding obligation as a result of increased policy and responsecooperation between public and private sector agencies.
This effort will be critical to maintaining the safety and efficiencyof our local transportation system as well as the continued economicgrowth of the region. Therefore, We, the undersigned, pledge to worktoward guiding and promoting cooperation and coordination betweenpublic safety and transportation agencies in
.
Illinois-Wisconsinstate line
Rock, Boone, andWinnebago counties
Kestutis P. SusinskasChief EngineerIllinois State Toll Highway Authority
Roger RockeDistrict 2 EngineerIllinois Department of Transportation
Rose PhetteplaceDistrict 1 DirectorWisconsin Department of Transportation
Douglas Scott, MayorCity of Rockford, IL
Captain Norman D. MartinIllinois State Police, District 15
Kristine Cohn, ChairpersonWinnebago County, IL
Jane Wood, City ManagerCity of Beloit, WI
Captain David HeinleWisconsin State Patrol, District 1
Darryl F. Lindberg, MayorCity of Loves Park, IL
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WINNEBAGO COUNTY FIBER OPTIC ROUTES
Fiber Optic Routes
SBCChoice One Communications
Insight Communications
McLeodUSA
Point of Presence
Industrial ParksRockford1 Alpine Business Park2 Alpine Industrial Park3 Camp Grant Industrial Subdivision4 Eastrock Industrial Park5 Greater Rockford Industrial Park6 Greater Rockford Airport Park7 Harrison Park8 J.S.O. Dev. Industrial Subdivision
9 Jefferson Tech Industrial Park10 Kishwaukee Industrial
Subdivision11 Linden Road Business Park12 Northrock Industrial Park13 Parkside Industrial Subdivision14 Pyramid Industrial Park15 Rock River Valley Industrial Park16 Sabrooke Industrial Park17 Sandy Hollow Industrial Park
18 South Bypass Industrial Park19 Southeast Technical Center20 Southrock Industrial Park21 Southtown Business Park22 Stenstrom Industrial ParkLoves Park23 Harlem Village Industrial Park24 River Lane Industrial Subdivision25 Rock Valley Business Center26 Zenith Cutter Business Park
Management & Operations Planand the Congestion Management
Process - FY 2009
Rockford Metropolitan Agency for Planning313 North Main Street
Rockford, IL 61103
TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS AND THE CONGESTION MANAGEMENT PROCESS
TABLE OF CONTENTS Foreword................................................................................................................................................................... 1 Introduction .............................................................................................................................................................. 2 M & O Goals.............................................................................................................................................................. 6 M & O Objectives...................................................................................................................................................... 7 M & O Strategies ...................................................................................................................................................... 8 Figures RMAP Congestion Management Strategies – FY09 Version Strategic Regional Arterial System (SRA) – Amended 10/2008 Existing & Forecast Vehicle Trips, VMT & VHT Congested Roadway Segments – Existing Network – 2000 Traffic Congested Roadway Segments – Existing Network – 2010 Traffic Congested Roadway Segments – Existing Network – 2025 Traffic Congested Roadway Segments – Future Network – 2025 Traffic Appendices
A – Level of Service Considerations for Model Forecasting
B – Transportation Planning Study Phase I-B
C – Janesville-Beloit-Rockford I-90/I-39 Alternate Route Guide
D – Congestion Management Activities Report – Transcore 1997
E – RATS Resolution 94-2 Selection of STP-Urban Projects
F – 2035 Long-Range Transportation Plan, Chapter 10 – Plan Refinement
G – Illinois Tomorrow Application, ITS Communication Subsystem Deployment Plan
TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS AND THE CONGESTION MANAGEMENT PROCESS
FOREWORD
The reaction and discussion around the topic of congestion, congestion management, and operation’s planning elicits a response that is as varied as the country’s metropolitan areas. In many respects the Rockford region, it’s MPO, and the member agencies should be commended for transportation decisions and investments over the last 25 years that have served to keep travel at a very high level of service. In particular, the following significant initiatives are noteworthy: 1. The Rockford MPO made a decision in 1992 to build and maintain a transportation model when most
medium-sized MPOs decided to curtail modeling activities. Moreover, the Rockford MPO made a decision to maintain a “peak hour” model, which is crucial to analyses of travel demand that directly impact the type of intersection-based, minimal-duration style of congestion that is experienced by travelers in the region.
2. The capital programs of the member agencies consistently contain TSM-style projects which can
positively affect congested segments of the transportation network with small investment. Many of these projects were presented in the Transportation System Management documents of the 1970’s and early 1980’s, which is no longer a required MPO document. The members have diligently worked to fund these projects over time and have successfully completed the vast majority of them.
3. The MPO and its members have successfully partnered with non-traditional agencies, such as Northern
Illinois University, to fund the build out of the communications backbone necessary to implement the approved ITS architecture with local dollars, despite a non-existent Federal or downstate-Illinois ITS program.
4. With the support and leadership of the Wisconsin Department of Transportation, the Interstate Alternate
Route Guide for I-90/39 was created over a 5-7 year period that is now fully mature. All of the partner agencies from planning, engineering, roadway operations, transit, law enforcement, emergency responders and tow operators have come together to devise and implement an operational framework to deal with non-recurrent incident based events that traditionally have caused severe delay for travelers, caused secondary crashes that have endangered both travelers and the personnel trying to work the event, and caused driver confusion as they tried to self-direct an alternate route.
5. The implementation of “Open Road Tolling” by the Illinois State Toll Highway Authority has virtually
eliminated the recurring delay cased by weekend travelers between Illinois and Wisconsin. Moreover, the elimination of the traffic backups and idling of vehicles that were common prior to the introduction of ORT has had a positive affect on air quality in the region.
6. The member agencies have continuously funded the local subsidy required to keep mass transit a
stable force in the region despite historic ridership primarily consisting of transit-dependent people. That forward thinking leadership is now paying dividends as non-traditional riders are finding transit as a cost effective alternative to single occupant vehicular travel as fuel prices have soared.
While the 2008 Certification Review by the UDSOT “retains concern over the applicability of the congestion management-related documents to the larger planning process, specifically project selection”, the balance of project selection opportunities must be considered. It is extremely difficult to justify a statement of concern when the MPO has been able to fund only a single project over the combined life of ISTEA, TEA-21 and SAFETEA-LU with discretionary dollars that are given to the MPO directly! It is hoped that the following document will alleviate that concern and in fact change the opinion of the USDOT in this regard.
TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS AND THE CONGESTION MANAGEMENT PROCESS
AN INTRODUCTION Background and Introduction
SAFETEA-LU and the associated implementing regulations include “promote efficient system management and operation” as a required planning factor in the MPO planning process. SAFETEA-LU also states that “A [long-range] transportation plan…shall contain, at a minimum…Operational and management strategies to improve the performance of existing transportation facilities to relieve vehicular congestion and maximize the safety and mobility of people and goods.” While federal law and regulation has required some focus on transportation system management and operations for a number of years, management and operations strategies such as incident response, special event planning, and work zone management have received relatively little attention. However, during the last two decades, various constraints have highlighted the need for coordination of regional operations strategies within the planning process. Among the factors making it increasingly difficult to construct new highway and transit capacity are:
Environmental, Community, and Space Constraints - In many metropolitan areas, there are fewer opportunities for highway or transit capacity expansion along congested corridors. Often the environmental and community impacts that would result from new or widened roadways go beyond what is acceptable to the public. In some cases, there is little or no additional space within public right-of-ways. These constraints on traditional infrastructure construction have placed increased pressures on public officials and transportation agencies to find new ways of enhancing the effective capacity and reliability of the existing transportation network.
Funding Constraints - As transportation construction costs have increased, State and local budgets have become more strained. Some transportation capacity projects move forward despite community, environmental, and space constraints, but overcoming these constraints requires longer construction periods, frequent project mitigations, and more complex construction techniques. This means that each project consumes a bigger share of available funds. At the time that project costs are increasing, many States and localities are facing infrastructure deterioration from years of deferred maintenance. These funding challenges mean that few agencies can build all of the facilities that might be desired.
Inability to Respond to Short-term Problems - Major construction projects rarely deliver new capacity in the short term. In fact, some large-scale projects take well over a decade to complete. At the same time, transportation patterns are more diverse and less predictable than ever. New transportation challenges emerge unexpectedly as a result of economic shifts or short-term trends. Thus, there is a need for transportation solutions that can respond quickly to congestion, safety, and economic concerns.
Thus, interest in improving the reliability and operating efficiency of the transportation system is now becoming paramount in importance for MPOs. This is because an effective transportation system requires not only the provision of highway and transit infrastructure for movement of the public and freight, but also the efficient and coordinated operation of the regional transportation network in order to improve system efficiency, reliability, and safety. Furthermore, linking planning and operations is important to improve transportation decision-making and the overall effectiveness of transportation systems. Planning for Operations “Planning for operations” can be defined as a set of activities with the intent of making investment decisions and/or establishing and carrying out plans, policies, and procedures that enable and improve transportation systems management and operation. For a regional transportation system Management and Operations
(M&O) program to be effective, those directly responsible for operating the system must agree on what measures to use to assess performance, a concept for how the system should be operated on a regional basis, and how to make changes to achieve desired improvements in system operating performance. The statutes and regulations that govern the transportation planning process have the flexibility to accommodate and, in fact, encourage M&O solutions. It has become clear that MPOs, State DOTs, and other agencies that lead transportation planning efforts can use the planning process as an important forum and tool for collaboration between planners and operators. Coordination between planners and operators helps ensure that regional transportation investment decisions reflect full consideration of all available strategies and approaches to meet regional goals and objectives. RMAP Management and Operations Goal The RMAP MPO’s goal is to link operations and planning of the regional transportation system to solve operational problems, improve system performance, and improve communication across transportation-related agencies. There are many programs in the RMAP region that, in order to be successful, must cross functional and jurisdictional boundaries; examples include corridor signal system coordination, pavement management, traveler information services, response to weather events, and emergency management. These programs depend on an unprecedented level of collaboration, coordination, and integration to achieve optimum performance and truly benefit the region’s residents, businesses and travelers. The RMAP MPO’s planning for operations at the regional level is therefore a deliberate, collaborative, and coordinated activity that takes place when transportation agency managers responsible for day-to-day operations work together at a regional level with transportation planners. Measuring Performance of the Regional Transportation System One of the critical components in developing regional management and operational strategies is establishing performance measures. Performance measurement involves the act of developing specific transportation system performance criteria and quantitatively tracking those measures. Performance measures have many functions and can be used to:
Identify what attributes of the transportation system are most important
Provide information on current system conditions and performance
Evaluate the success of implemented and on-going projects and programs
Provide a metric for communicating with decision-makers and the public about past, current, and expected future transportation system conditions
Serve as criteria for investment decisions made in the transportation planning process
Efforts to focus on system performance often result in better recognition of the value associated with management and operational improvements. Data on system performance can highlight the value of investments in programs that minimize incident-related delays, provide information on real-time travel conditions, and improve emergency response times by showing how they can improve transportation system reliability and reduce travel times for customers. Performance measures can also help link planning and operations by focusing attention on customer-oriented outcomes and elevating attention to M&O strategies within the transportation planning process. By focusing attention on system characteristics that are important to the traveling public, the issues faced by operators such as incident response, work-zone management, and provision of traveler information take on greater importance. Incorporating these issues into the planning process will help focus the RMAP MPO’s planning task on those issues which are of the highest importance to the traveling public in the region.
RMAP MPO’s Approach to Management & Operations In order to integrate transportation system M&O into the regional planning process, the MPO will develop a program that identifies key transportation performance measures of relevance to the region, coordinate with transportation system operators and providers to collect appropriate data for those measures, compile and analyze the data and produce regular reports on the performance of the region’s transportation system. This information will be used by RMAP to help develop its Long Range Transportation Plans and Transportation Improvement Programs by facilitating the development of more cost-effective and performance-based transportation investments and actions. Creation of Performance Measures Performance measures developed for this region will be multimodal (e.g., highway, transit, non-motorized modes) and address a cross-section of key issues, including congestion, safety, mobility, reliability and accessibility. As the RMAP MPO’s experience and capabilities related to M&O evolve, the number and categories of performance measures may be expanded to provide additional detail on the performance of the region’s transportation system for planners, policy-makers and the public. Performance measures can be grouped into three categories:
Input measures - which generally address the supply of resources;
Output measures - which address the delivery of transportation programs, projects, and services; and
Outcome measures - which address the degree to which the transportation system meets policy goals and objectives.
While input and output measures are the easiest to implement, outcome measures focus on the effects that the traveling public most cares about - issues such as travel time and delay, safety, and reliability.
RMAP will initially focus on a core set of output measures. Using simpler output performance reporting can inspire the attention and collaboration necessary to design measures that address the most important aspects of the system performance. As the RMAP MPO gains experience and temporal data on various measures, a blend of both output and outcome measures may be preferable to using either type alone. Output measures provide an immediate indication of accomplishment for those activities whose benefits accrue over the long term (i.e., where “outcomes” are not immediately apparent). However, the MPO will attempt to monitor outcomes over the long term as data and expertise allow. Categories of performance measures that RMAP will use to frame development of a set of core regional performance measures include:
Category Examples of Possible Core Performance Measures Safety Change in Number of K (Fatal) and A (incapacitating injury) types of
crashes Change in Number of Crashes/Million Miles Traveled Pedestrian or Bike Accidents per Year Number of Traffic Fatalities/Injuries within Region
Congestion & Reliability Change in average travel time between selected origins & destinations
Total hours of delay in region Person-miles (or hours) of travel in congested conditions Travel Time Index
Accessibility & Mobility Percent of region’s population within ¼-mile (OR 15 minute walk distance) of transit services
Total transit ridership OR transit mode share Number of access permits granted on congested roadway segments
Environmental Change in mobile source emissions (or appropriate proxy) Change in energy consumption (or appropriate proxy) Acres of wetlands created/impacted/banked due to transportation
projects The actual performance measures ultimately employed by RMAP will be dictated to a great extent by (1) the system operation and management priorities determined to be of highest importance by the MPO and its planning partners and (2) the extent to which data to support a particular measure can be obtained in a cost-effective and usable manner. The focus on management and operations requires more detailed data than has traditionally been analyzed by the MPO. The system focus means that data on conditions are needed virtually everywhere on the transportation system, across jurisdictions and modes. Issues such as data formats, accuracy, consistency, and appropriate use can complicate the process of establishing inter- and intra-agency data sharing programs. The RMAP MPO will work collaboratively with the Illinois Department of Transportation (IDOT), local governments, the Rockford Mass Transit District and the Boone County Council on Aging to address these challenges and develop a core performance measurement program. In particular, the RMAP MPO will work with IDOT to use information available through the Illinois Roadway Information System (IRIS) for developing and reporting performance measures. IRIS is a computerized database managed by IDOT in which a variety of condition and performance data is collected and maintained on all public highways as defined in Illinois Compiled Statutes.
TRANSPORTATION SYSTEM MANAGEMENT AND OPERATIONS AND THE CONGESTION MANAGEMENT PROCESS
M & O Goals
The RMAP 2035 Long-Range Transportation Plan provides the following planning goals:
Support the economic vitality of the Rockford MPA, especially by enabling global competitiveness, productivity and efficiency
Increase the safety and security of the transportation system for motorized and non-motorized users
Increase the accessibility and mobility options available to people and freight
Protect and enhance the environment, promote energy conservation, and improve the quality of life
Integrate and connect the transportation modes for people and freight
Promote efficient system management and operation
Efficiently preserve the existing transportation system
Several of these goals relate directly to a congestion management process embedded within an overall management and operations plan. For many years the Rockford MPO, and its member agencies, have strived to plan, program and implement transportation projects that adhere to these goals. But the process that was used was never formalized and in some cases the federally-required MPO products such as the LRTP, UWP, and TIP were never tied together in such a way as to document the effort. Moreover, many of the special studies were seen as standalone efforts and were never tied back to the goals and objectives of the LRTP, even though these products produced significant efforts related to management & operations and the congestion management process. This document supplements and ties these previous efforts together to meet the requirements of SAFETEA-LU and fosters meaningful local discussion and action.
Combining previous planning products with the aforementioned goals in mind leads to the following specific M & O Goals:
Identify strategies that will keep the percentage of congested roadway sections at or near 2005 levels
Identify strategies that promote transit and keep the percentage of single occupancy vehicles at or near 2005 levels
Indentify strategies that capitalize on the investment in Intelligent Transportation Systems
Identify a project development process at both the local and regional level that rewards and places priority on transportation investment decisions that meet the M & O objectives
Identify a planning work program that captures field data to provide an analytical framework that measures the performance of the selected M & O strategies
Focus the M & O strategies on the proposed Strategic Regional Arterial System (SRA) that was documented in the 2035 LRTP (shown on following page)
M & O Objectives
The major missing piece of previous efforts in the M & O / CMP has been the definition of a planning process that is objectives-driven and performance-based that enhances collaboration between planners, engineers and system operators. Moreover the strategies and objectives need to be time sensitive. Since SAFETEA-LU was enacted best practices have become available to MPOs and their members agencies that allow tangible actions to be identified that advance the planning for operations at a regional scale. The following objectives have been identified to meet the M & O goals of the Rockford MPA region:
By 2010, collect field data which verifies the Level Of Service objective from the 2035 LRTP, as shown below:
Table 10-4Classification/Level of Service C or better D or worse Interstate Freeway 91% 9% Principal Arterial 94% 6% Minor Arterial 95% 5% Collector 95% 5%
The LOS objective from the 2035 LRTP was based on the transportation model. This M & O objective will replace modeled data with field data collected in the 2007 and 2008 via the comprehensive ground count of the entire urban area. The Illinois Department of Transportation will make hourly speed data available from the ground count. As documented in Appendix A the speed data will be correlated to a roadway level of service. The work products from the Transportation Planning Study Phase I-B, as shown in Appendix B, will be updated with field collected data to create a regional congestion map.
By 2015, all traffic signals on the SRA system will be modernized to provide fully actuated operation and will be coordinated with a fiber optic interconnect system. All modern traffic signal hardware will be NTCIP-compliant to meet the requirements of the adopted regional ITS architecture.
By 2015, a regional transportation management center (TMC) will be located, planned and designed, and possibly constructed, staffed and operated. All regional ITS activities will be coordinated at the TMC. As shown in Appendix G the TMC will incorporate the ITS initiatives of the North-Central Illinois Regional ITS Architecture, Illinois Statewide ITS Architecture, Illinois Statewide ITS Strategic Plan, Wisconsin DOT Smartways ITS Strategic Plan, Illinois Municipal Broadband Communications Association, Beloit-Janesville-Rockford Arterial Management Workgroup, Illinois Century Network, RockNet, NIUNet, Prairie SHIELD and IDOT Operation Greenlight.
By 2015, complete an Alternate Route Guide for the US20 Bypass from Winnebago Road to the interchange with I-90/39. Require the new route guide to be compatible with the I-90/39 route guide documented in Appendix C. Establish a working group of planners, engineers, system operators, transit providers, law enforcement, emergency responders and tow operators to regularly meet to update the guide, debrief on previous incident management history, and plan for upcoming special events. Consider execution of the alternate route for any incident which closes the US 20 Bypass for more than 30 minutes.
By 2010, design, execute and compile a user satisfaction survey specifically designed to measure regional attitudes about congestion, its impacts to stakeholders, and investment priorities to meet CMP goals. Align the user survey to coincide with all regular updates of the LRTP and the M & O / CMP process and repeat the cycle.
By 2010, develop an interactive web-based ridesharing database for commuters in the region travelling to Metra stops at Elgin Big Timber and Harvard. Coordinate the ride matching with transit providers including Rockford Mass Transit District, Pace Suburban Bus, and Van Galder / Coach USA.
By 2009, revise the project selection criteria as documented in Appendix E. Modify the criteria with a numerical point system to make the project selection process more objective. Incorporate the results of project criteria in the TIP.
M & O Strategies
The MPO staff and the members of the Technical Committee will use the congestion management strategy matrix shown on the following page as a guide to development of all future work programs of the MPO (UWP). Yearly work tasks will be established based on changing regional priorities, funding opportunities and the results of the user satisfaction survey. The matrix will be considered as a living document and will be updated as often as necessary to guide the regional congestion management process.
As a congestion management strategy becomes mature a schedule, an identification of responsibilities, and identification of funding sources for implementation will be added to the matrix.
APPENDIX A
LEVEL OF SERVICE CONSIDERATIONS FOR
MODEL FORECASTING
APPENDIX B
TRANSPORTATION PLANNING STUDY PHASE I-B
CONGESTION FORECASTS
APPENDIX C
JANESVILLE-BELOIT-ROCKFORD ARTERIAL MANAGEMENT GROUP
