SROADS
Winter 2020
CARMA
FHWA's cooperative driving automation
program is transforming transportation.
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U.S. Department Recovering From Hurricane Maria
Rela Scenes Also in this issue: | Advancing TSMO Strategies
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Administration FHWA Puts Focus on Technology
FEATURES
5
11
19
23
28
32
Reaching New Heights
by Hoda Azari, Dennis 0’Shea, and Derek Constable
During a 2-year study, FHWA took a closer look at the state of
practice for unmanned aircraft systems use in bridge inspections.
Coming Back from Disaster
by Fernando ortiz
After the most devastating hurticane to hit Puerto Rico in recent
history, FHWA helped the island recover.
Mainstreaming Transportation Systems Management and
Operations
by Tracy Scriba, Aaron Jette, and Pepper Santalucia
The current (and future) traveler demands improved reliability and
efficiency. Is your TSMO program ready to deliver?
Showcasing Highway Research
by Kelley McKinley
FHWA recently put its work on display at an inaugural event to
highlight innovative technologies.
What Does the Changing Face of Electricity Production Mean
for Concrete?
by Saif Al-Shmaisani and Maria Juenger
With coal production on the decline, the concrete industry is looking
for alternatives to the use of coal fly ash in concrete mixtures.
CARMA”: Driving Innovation
by Taylor Lochrane, Laura Dailey, and Corrina Tucker
FHWA’s cooperative driving automation program is transforming
transportation.
Saluting 50 Years of Transportation Training
by Stan Woronick and Christine Kemker
FHWA’s National Highway Institute celebrates its golden anniversary
in 2020.
CARMA™: Driving Innovation | pace 28
| oO) \ |) Ss Winter 2020 | Vol. 83, No. 4
@ Ryan DeBerardinis / Shutterstock.com.
DEPARTMENTS
GUOStIEGItOniC rece cacsiscsescsecrssveotecssestrsss 1
Innovation Corner
Along the Road .
TCU WOO ie, ssscccstsesonrsrcssssurescrsorevsosones 40
Communication Product Updates ............. 42
COVERS—Some of FHWA’s vehicles are equipped with Cooperative
Automation Research Mobility Applications, or CARMA. Passenger
vehicles, like the ones shown, are designed to communicate with
each other, roadways, infrastructure, and other vehicles to enable
cooperative driving automation. The vehicles pictured are equipped
with the latest version, CARMA3, which is now called CARMA™. See
“CARMA™: Driving Innovation” on page 28 of this issue of Public
Roads.
Source: FHWA,
Q
U.S. Department of Transportation
Federal Highway Administration
U.S. Department of Transportation
Elaine L. Chao, Secretary
Federal Highway Administration
Nicole R. Nason, Administrator
Office of Research, Development, and Technology
David Winter, Acting Associate Administrator
Shana Baker, Director, Office of Corporate
Research, Technology, and Innovation Management
Maria Romstedt, Editor-in-Chief
Lisa A. Shuler, Distribution Manager
Editorial Board:
T. Everett, T. Hess, H. Kalla, M. Knopp,
A. Lucero, G. Shepherd, C. Walker, D. Winter
Editorial Contractor:
Arch Street Communications (ASC),
Publication Management
N. Madonick, A. Jacobi, A. Martinez,
Collaborating for the
Future of Transportation
utomated vehicle technology holds the
A promise of improving safety and has the
potential to transform the Nation’s roadways. A
key driver for its success is collaboration.
Automation provides an opportunity for the US.
Department of Transportation, State and local
leaders, and industry stakeholders to partner in
new ways to prepare communities and toad users
for the future of transportation.
While the industry explores and tests the
benefits of automated vehicle technology, the
Federal Highway Administration is helping to
facilitate collaboration and equip the owners and
operators of roadways with information to make
UEST EDITORIA
K. Vangani, C. Ibarra decisions that will improve safety and mobility for all road users. FHWA is well
Editorial Subcontractor: positioned to serve the highway community in this capacity because it works closely
ICF, Editorial with transportation agencies in every State, the District of Columbia, and Puerto Rico.
C. Boris, A. Sindlinger, J. Sullivan FHWA plays a key role in providing technical expertise and funding opportunities. In
Design Contractor: addition.
Schatz Strategy Group, Layout and Design
R. Nemec, L. Sohl, C. Williams
the agency promotes the exchange of noteworthy practices and data to
enhance knowledge on adopting and implementing automated vehicle technologies.
In 2018, FHWA launched a series of listening sessions with key transportation
Public Roads (ISSN 0033-3735; USPS 516-690) stakeholders and innovators in six cities to gather information and to have a better
ESipub is ied varied bythe oulice atineseatey understanding of the technologies’ implications for the transportation system. The
Development, and Technology, Federal Highway ape Sere e . , . oe
Administration (FHWA), 6300 Georgetown Pike, goals of this National Dialogue on Highway Automation were to encourage collabora-
McLean, VA 22101-2296. The business and editorial tion and information-sharing and to receive input to inform FHWA actions. The
office of Public Roads is located at the McLean address ee s A G Pere Te i
sions a a ! a s ata a -
Aiea Ukigyts AACE) EEN, eve URLECS SS sessions focused on planning and policy, digital infrastructure and data, freight, opera
Email: lisa.a.shuler@dot.gov. Periodicals postage tions, and infrastructure design and safety. Using input from the National Dialogue,
pag aD VA, and additional mailing offices FHWA is developing tesources to support the safe and efficient integration of auto-
Male 2 mated driving systems. For more information, see “Mainstreaming Transportation
POSTMASTER: Send address changes to — M: 5 i tand O : ” : 11 in this i f P, blie Roads
Public Roads, HRTM-20, FHWA, ystems Management and Operations” on page 11 in this issue of Public Roads.
6300 Georgetown Pike, McLean, VA 22101-2296 FHWA is also facilitating collaboration in research among diverse stakeholders
Public Roads is sold by the Superintendent interested in cooperative driving automation applications. Cooperative Automation
of Pociments) U5 Government banting Research Mobility Applications, or CARMA, is an open-source software platform that
Office, Washington, DC 20402. Requests for bs : if 7 a . ¢ F a ‘
subscriptions should be sent directly to New is available to help advance and refine the communications technology used with
Orders, Superintendent of Documents, P.O. Box automated vehicles. CARMA aims to accelerate an understanding of the safety and
SHA oie) i eats IGEN este 2Ieleo Sleeter tos operational benefits of cooperative driving automation by testing new automation
are available for 1-year periods. Paid subscribers Bes eg etn ve . foie oy € ace :
should send change of address notices to the features. This initiative is providing the research community opportunities to cultivate
U.S. Government Printing Office, Claims Office, relationships, share expertise, pilot transportation technologies, implement cooperative
Washington, DC 20402. 8 A ‘ . 4 i
driving automation, and strengthen the transportation industry for public benefit. For
The electronic version of Public Roads can be accessed fe nk ti «C ARMAS”: Driving I vation” ees 28
ae nen arriertca ane ante iRsenenGan more information, see “CARMA™: Driving Innovation” on page 28.
home page (https://highways.dot.gov/research). Important to these efforts is the multimodal approach USDOT takes under
The Secretary of Transportation has determined that Secretary Elaine L. Chao’s leadership. For example, the Federal Motor Carrier Safety
tie publica tiomotithis periodical shecessalyinitie Administration is a close partner in FHWA’s research to advance truck platooning
transaction of the public business required by law of lications. ‘Thés licadionssexpl c d k freight deli its
this department. applications. } hese app: ications explore safe, automated truck freight delivery and its
implications for traffic patterns. Another example is FHWA’s collaboration with the
Federal Transit Administration to improve safety, access, and mobility for underserved
populations, including rural communities and people with disabilities, through research
coordination and the development of the Complete Trips Deployment Program. This
program enables communities to plan and showcase deployments that apply technology
and emerging mobility services to expand access and mobility for all.
To fulfill the promise that automated vehicle technology holds for the future state of
transportation, it is incumbent upon transportation leaders and innovators to work
together at all levels. FHWA stands ready to do our part.
]
All articles are advisory or informational in nature and
should not be construed as having regulatory effect.
Articles written by private individuals contain the
personal views of the author and do not necessarily
reflect those of FHWA.
All photographs are provided by FHWA unless
otherwise credited.
Contents of this publication may be reprinted, provided
credit is given to Public Roads and the authors.
For more information, representatives of the news
media should contact FHWA's Office of Public Affairs
at 202-366-0660.
Mala Parker
NOTICE Deputy Administrator
The United States Government does not Federal Highway Administration
endorse products or manufacturers. Trade or 8 2 aha
manufacturers’ names appear herein solely
because they are considered essential to
the article.
WWW.FHWA.DOT.GOV I 1
INNOVATION CORNER, CORNER
OFFICE OF INNOVATIVE PROGRAM DELIVERY
From the Center for Transportation Workforce Development:
A VISION TO MEET WORKFORCE DEMANDS
by MARIA ROMSTEDT
he number of projected job openings in transportation fields
continues to outpace the number of people completing
transportation-telated education and training programs, and
a shortage of skilled workers presents a growing concern for
the industry.
When Karen Bobo became the director of the Center for
Transportation Workforce Development (CTWD) within the Fed-
eral Highway Administration’s Office of Innovative Program Deli-
very (OIPD) in May 2019, she knew the workforce challenges she
would be facing. Over her 29-year career with FHWA, Bobo has
been involved in recruitment and mentoring. “As a participant in
the Highway Engineer Training Program and then as the program
coordinator, I was coaching and mentoring from the very begin-
ning of my career,” says Bobo.
Bobo has held positions in several FHWA division offices,
the Office of Federal Lands Highway, and the Office of Human
Resources. “Every job I’ve had, I have stayed involved in recruit-
ment, coaching peers and students, and talking to the industry,”
she says.
Bobo and her team are defining CTWD’s plans to deliver
initiatives that build awareness of transportation careers and
improve the development, capability, and diversity of the Nation’s
transportation workforce. From primary school to professional
development, the center provides program support, technical
assistance, and workforce development activities in partnership
with Federal, State, and local partners; industry organizations; and
education providers.
TAPPING UNTAPPED POTENTIAL
Women, African Americans, and Native Americans have been
historically underrepresented in the U.S. transportation industry.
Because of the potential for growth, many CTWD programs
emphasize teaching these groups.
One example is the Garrett A. Morgan Technology and Trans-
portation Education Program. CTWD aims to transform the pro-
gram, which provides grants to State and local education agencies
to develop and deliver K—12 transportation-related curricula with
an emphasis on underrepresented groups.
“We're doing a lot of planning and looking at how we can inte-
grate the Garrett Morgan program into other workforce develop-
ment efforts,” Bobo says. “Our goal is to reinvigorate it and ensure
it is doing what it is designed to do.”
Bobo’s vision is to integrate workforce development into edu-
cation, especially middle school through adult practitioners. That
means educating students as well as school professionals on trans-
portation career opportunities. CTWD will also work with the U.S.
Department of Education to identify collaboration opportunities.
DRAWING ON PARTNERSHIPS
Partnerships are a cornerstone for reaching CTWD’s goals.
The center’s approach to partnerships includes improving col-
laboration with the other centers in OIPD, State departments of
2 1 PUBLIC ROADS | WINTER 2020
Karen Bobo, director of the Center for Transportation Workforce Development,
is inside a historic toll plaza office during a visit to the I-74 Mississippi River
Bridge project.
Source: FHWA.
transportation, national transportation organizations, and other
Federal agencies.
One of the center’s goals is to expand the Highway Con-
struction Workforce Pilot, which included 12 partners. The
program will now be called the Highway Construction Workforce
Partnership. The partnership program aims to establish relation-
ships between highway construction contractors in need of key
skill sets (the demand) and the workforce system that identifies
qualified applicants (the supply).
“We're working to make sure the partnership program meets
the needs of all organizations through webinars, educational
pieces, and peer exchanges,” says Bobo. “We're aiming to expand
from the 12 pilot partners to having a partnership in all States.”
“If we don’t have workers, infrastructure projects won’t get
completed,” she says. “Infrastructure will fail to meet the demands
of travelers, and our transportation network will no longer serve
the public. We’re working hard to make sure that possibility does
not become a reality.”
MARIA ROMSTEDT is the Publication Manager at FHWA\'s Turner-Fairbank
Highway Research Center and serves as the Editor-in-Chief of Public Roads.
A special thematic issue of
=NO)AID
MI TRANSPORTATION
Coming in Spring 2020
The face of transportation is changing, and the Spring 2020 issue of Public Roads will highlight examples
of significant contributions by women to the industry.
+ Meet women who are using their talents to further FHWA’s mission.
* Discover the ways women are contributing to FHWA's initiatives and technologies.
* Be inspired by how FHWA and its partners are encouraging the next generation of young women
to pursue careers in transportation.
DON'T MISS THIS ISSUE! Sign up for the electronic version of Public Roads at www.fhwa.dot.gov
/publications/publicroads.
SMALL BUSINESS
INNOVATION RESEARCH OPPORTUMITIES
O@mmliex
~ alla
Source: iStock -
Seeking Innovative Solutions to the Nation's Transportation Challenges
The U.S. Department of Transportation's highly competitive Small Business Innovation Research (SBIR)
program awards contracts to domestic small businesses to address research challenges from across
the Department's modal agencies. The fiscal year 2020 solicitation provides new opportunities to
conduct research and capitalize on potential for commercialization while supporting topics in safety,
HTahigcKsidabroidl asym gate] clare) cem-lUicolaat-id(elame-latemantelacy
Visit the Department's SBIR website at www.volpe.dot.gov/sbir to:
* Learn more about the solicitation and research topics.
* Engage with the Department through public meetings and online forums.
* Learn about 2020's new solicitation format and schedule.
* Sign up to receive notifications about the program.
oe
U.S. Department
POWERED BY DOT of Transportation
by HODA AZARI, DENNIS O'SHEA, and DEREK CONSTABLE
During a 2-year study, FHWA took a closer look at the state of the practice
for using unmanned aircraft systems (UAS) for bridge inspections.
Bie inspectors may need to use several
access methods and tools to adequately
meet the objectives of a bridge inspection
in accordance with governing National
Bridge Inspection Standards (NBIS). How-
ever, some of these access methods, such
as an under-bridge inspection truck (UBIT),
can be costly to operate because the equip-
ment is expensive to maintain and run and
disruptive to traffic because it requires lane
closures. Using an unmanned aircraft sys-
tem (UAS) can be a cost-effective solution
to obtaining stand-alone, high-quality visual
inspection data, or to supplement standard
inspection methods and equipment. Some
UASs can also improve inspector safety
and enable examination of areas that are
difficult to access.
UASs can produce live streaming video,
providing opportunity for the inspector
to inspect while remaining on the ground.
If inspectors identify deterioration in
UAS images, they can then decide wheth-
er to perform a physical inspection to
determine the severity and extent of the
deterioration. Using UAS in this manner
can provide more efficient use of standard
access equipment and physical inspection
techniques for assessing deterioration, in
addition to increasing safety.
In an ongoing study, the Federal High-
way Administration is conducting research
to identify types of sensors used in UASs;
quantity and quality level of data needed
to perform satisfactory inspection using
UASs; best practice guidelines for efficient
and reliable use of the sensors; and guid-
ance on how the collected data should be
assessed, presented, and stored to provide
reliable and actionable information to
ownets to support data-driven deci-
sions. This research study also identifies
the minimum requirements of sensors
to provide comparable information as
other visual inspection techniques.
“We felt it was very important to
take a closer look at how State de-
partments of transportation are using
unmanned aircraft systems for bridge
inspections because of the potential
benefits of this technology,” says
FHWA Executive Director Thom-
as Everett. “UASs are proving to be
incredibly useful to bridge inspection
staff to supplement inspection prac-
tices.”
FHWA expects to conclude the
research project in March 2020, What
follows ate key findings of the research
to date.
‘he condition of bridges
© iStock.com/pixone.
Components of a UAS
A UAS for bridge inspection includes
the unmanned aircraft, control station,
sensors, and pilot. A certified pilot is
the most important piece of the system,
controlling and flying the aircraft in a safe
and professional manner. While not always
a requirement, a visual observer can aid in
Aircraft
‘Communication and
Navigation Links
| Ground Control Station
The major components of an unmanned aircraft
system are the unmanned aerial vehicle, the pilot and
observer, the sensor, the ground control station, and
the communication and navigation links.
@ Futron Aviation.
WWW.FHWA.DOT.GOV | 5
spot
Inspectors can see irregularities on the bridge deck in this optical image taken by a UAS. The photo quality
is sufficient to enlarge areas of interest, as shown on the right-hand side of the photo.
© ARE/AirShark,
hes |
het
37.1¢ /
98.8 F
This infrared thermography image shows possible bridge deck delamination. The yellow and orange areas
shown above in the IR map (labeled with circles), indicate possible delaminations.
@ Minnesota Department of Transportation.
scanning the sky to ensure safe flight while
the pilot concentrates on the operation
of the aircraft. As required by Federal
law for all bridge inspections, an inspec-
tion team leader must be on site during
the inspection.
Optical cameras, infrared cameras,
and LiDAR (light detection and ranging)
systems are the most common types of
sensors used. Depending on the tasks, an
PUBLIC ROADS
WINTER 2020
inspector can determine the appropria
types of UAS platform and sensor types.
Optical sensors capture the imagery data
(video as well as still images), which enable
inspectors to see deficiencies in an up-close
ot magnified manner without having to
physically access the specific area on the
bridge. UAS-captured high-resolution
images may reveal defects missed using
distant visual inspection techniques.
Example of a LiDAR point cloud of San Francisco
Bay and the Golden Gate Bridge in California.
Source: Jason §
High-resolution imagery can also serve
other purposes, from providing a record of
surface defects to measuring and tracking
some types of defects over time.
Infrared thermography (IR) sensors can
detect areas of deterioration in concrete
by identifying and viewing temperature
gradients. Demonstrations have shown the
areas of bridge deck delamination iden-
tified using IR sensors correspond well
to the areas discovered using traditional
sounding techniques.
LiDAR sensors actively emit pulses
of light—up to hundreds of thousand
of returns per second—to accurately
measure the distance between the sensor
D
and a target object. The main advantages
of LiDAR over photogrammetry are the
ability to penetrate vegetation with multiple
returns, faster imagery processing times,
and improved capabilities to resolve fine
features. Inspectors can use a LiDAR point
cloud to create a three-dimensional (3D)
model of the bridge.
Employing a UAS sensor is beyond
simply manipulating the aircraft controls
and pointing the sensor at a location.
To adequately capture the quality v
information required, personnel must also
understand the basics as well as some of
the more advanced principals of photog-
raphy. An understanding of the individual
camera’s available settings helps to maxi-
mize effectiveness.
What UAS Can Do
Typically, bridges that present challenges to
gaining access to all parts of the structure
for a comprehensive inspection are good
candidates for UAS augmentation. For
example, on a bridge with an excessively
wide sidewalk or tall pedestrian barrier,
a UBIT would be limited to access from
one side only. A more typical case is a wide
bridge where the center is not accessible
sual
from a UBIT even when used from both
sides. In this case, a UAS could provide
imagery from both sides of the bridge.
Some State DOTs have conducted
research studies or implemented programs
employing UASs for bridge inspections
to detect certain types of bridge defects.
Their efforts have successfully identified
bridge defects and collected information
important to the bridge planning pro-
cess. Bridge engineers also have used the
imagery captured during bridge inspections
to create accurate two-dimensional and
3D models of a bridge for analytical and
planning purposes. State DOT efforts have
shown that UASs can enhance traffic safety
Michigan Oregon
x x x
Xx Xx
x x
x
x? x x
Xx
x
x
x
X
x x
Concrete cracks x
Missing fasteners x
Rust x
Peeling paint
Delamination (using IR sensor) x
Spalling x
Stress cracks (wood) x
Vegetation/debris x
Efflorescence x
Corrosion x
"Concrete wear x
Fatigue crack (weld)
Paint condition x
Galvanizing condition
_ Previous repairs x
| 1, This column lists the results of two studies conducted in Florida in 2015 and in 2018.
2. The Minnesota results are from a three-phase study that was conducted from 2015 to 2018.
| 3. The delamination the Idaho team identified was simulated in lab conditions.
for the public and safety for the inspection
team in many cases. For example, during
a 2018 study performed by the Minnesota
Department of Transportation (MnDOT),
contractors flying a collision-tolerant UAS
captured imagery inside an enclosed steel
atch. Using this type of UAS inside the
bridge structure eliminated the need for
personnel to enter the potentially danger-
ous confined space. (Entering a confined
space requires specific training for mem-
bers of the inspection team, and requires
the receipt of entry permits in accordance
with current safety regulations and prac-
tices.) MnDOT reported a potential 66
percent cost savings using UAS com-
pared to traditional methods in 2017 and
an average cost savings of 40 percent for
the case studies reviewed in 2018.
Identifying which aspects of a bridge
inspection are best suited for a UAS
according to the needs of State DOTs
is useful in determining efficient use.
For more information on UAS appli-
cation in transportation, see “Ready for
Takeoff” in the Winter 2018 issue of
Public Roads.
Limitations of UASs
UASs can provide many advantages to a
bridge inspector. However, they currently
cannot replace a person where tactile or
other contact inspection methods are
necessary or required. For example, inspec-
tors cannot employ only UAS for fracture
critical member inspections because of
the FHWA requirement for using hands-
Inventory Condition rating
Geometric Data 4 Deck
Structure Type
and Inventory
Superstructure
Structural Evaluation
Deck Geometry 4
on inspection techniques. The reason is
because today’s cameras and sensors still
have limited capability to see through
dirt, debris, and corrosion that may hide
critical defects.
“Tn no way should a UAS be considered
a complete solution that will solve all user
needs,” says Cheryl Richter, director of
the Office of Infrastructure Research and
Development at FHWA. “Tt is a tool that
may bring efficiencies in time, cost, and
safety [of the] bridge inspection process
when successfully employed.”
UAS operators in both the public and
private sectors must adhere to the statu-
tory and regulatory requirements issued
by the Federal Aviation Administration
(FAA). Public aircraft operations (including
UAS operations) are governed under the
statutory requirements for public aircraft
established in 49 United States Code
(US.C,) § 40102 and § 40125. In addition,
both public and civil UAS operators may
operate under the regulations promulgated
by the FAA, The provisions of 14 Code
of Federal Regulations (CFR) part 107
apply to most operations of UAS weigh-
ing less than 55 pounds (24.9 kilograms).
Operators of UASs weighing greater than
55 pounds may request exemptions to the
airworthiness requirements of 14 CFR
part 91 pursuant to 49 U.S.C. §44807. UAS
operators should also be aware of the
requirements of the airspace in which they
wish to fly. The FAA provides extensive
resources and information to help guide
UAS operators in determining which laws,
rules, and regulations apply to a UAS
operation. For more information, visit
www.faa.gov/uas.
I
Appraisal Items
Initial
Routine
5 Navigation Data 3 Substructure Under-Clearances 4 Damage
The Oregon Department of Transpor- 9 ws n 9
tation (ODOT) identifies major bridge Age and Service 2 coe and Channel Spero Ramey 4 In-depth
: : 4 rotectio! men
reporting categories and applies a scale EISREeE m 9 F
of 1 to 4 to rate the usefulness of a UAS improvements 2 Culvert Waterway Adequacy 3 Fracture Critical 2 iz
for providing inspection information, Traffic Safety —
Identification 1 3. Underwater if
ODOT also evaluates how useful a UAS Features a
is in conducting various types of inspec-
tions. They identified a monetary savings
of around $10,000 per bridge and a
10 percent savings in personnel time per
project compared to inspections done
without UAS.
Classification 1 Scour Critical Bridges
Load Rating
and Posting
Inspections
WWW.FHWA.DOT.GOV I 7
Analyzing and Storing Data
When employing a UAS during bridge
inspections, inspectors capture large
amounts of data that requite stor-
age, post-processing, analysis, and
dissemination. For most UASs, the
imagery and data captured during
a flight is stored on a removable media
storage device, such as a secure digital
(SD) memory card, integrated into the
aircraft platform. The files stored on the
SD card are a variety of common file types
that are accessible by media-viewing and
post-processing software.
Inspectors process the captured and
stored data into different products to
supplement inspection documentation,
better inform decisionmakers regarding the
structures, and improve future inspection
planning, Common information products
include images, video, 3D models, and sur-
face models. Bridge engineers can use UAS
imagery of the entire structure to create
bridge “plans” for bridges that do not have
records of the original structural draw-
ings. Also, inspectors can use this visual
information, and the associated geographic
position information related to the images,
to update the structure inspection records,
identify and assess new deficiencies, track
the extent of specific defects over several
inspections, and update bridge repair
recommendations.
In general, an inspector will use the
standard inspection report format that
complies with the NBIS, supports report-
ing data to the National Bridge Inventory,
and satisfies State DOT policies and
standards. When using a UAS to supple-
ment an inspection, the inspector will
select the imagery captured by the UAS
sensor to include in the report. Thus,
using a UAS for inspection purposes
should not generate additional paperwork
but the information and defects found in
the images should be documented in the
inspection notes and element condition
data, as applicable.
“Data management can be the most
challenging aspect of using a UAS,” says
Joey Hartmann, director of the Office
of Bridges and Structures with FHWA.
“The substantial amount of data collected
requires an appropriate data management
plan to ensure the inspectors capturing
the data have (1) a standard approach for
collecting and transferring the data, (2) a
known and secure location and structure
for storing and retrieving the data, and (3)
a well understood process for sharing the
data and inspection products generated
8 | PUBLIC ROADS | WINTER 2020
ollected wi
© Minnesota Department of Transportation.
by the UAS.”
Cataloguing is the process of creat-
ing a directory of stored imagery files.
It includes identifying where the data
are located, identifying the types of data
stored, establishing a process for version
control, and instituting file naming conven-
tions to which all users will adhere. A more
advanced method of cataloging images is
using a photogrammetric 3D model of the
bridge, which requires creating a photo-
grammetric point cloud. This method is an
alternative that enables all the inspection
images for the bridge to be stored as a 3D
model. Inspectors can select the bridge
section of interest on the model (that is,
where a defect exists) to view the image
for analysis.
MnDOT tested this 3D modeling
method to catalogue images. It enabled
MnDOT inspectors to click on a point in
the model and view images at that point to
view defects. This can reduce the need for
a manual photolog because the photogram-
metry software will locate the image on
the structure.
Future Advancements
As more bridge owners and inspectors
incorporate UASs into their processes,
the technologies available to improve
inspections will continue to advance. For
example, first-person view (FPV) devices
or goggles are a relatively recent entry to
the bridge inspection process. FPV gives
the user a unique perspective from which
to wirelessly view imagery and contro!
the camera. Some FPV systems provide
high-definition 1080p video and enable the
user to control the sensor in real time with
head movements. The image presented
equates to looking at an 18-foot (5.5-meter)
high-definition television from about 9 feet
(3 meters) away. Some FPV systems also
provide inspectors with the ability to dig-
itally magnify the image, making it appear
significantly closer and allowing a bridge
inspector to see hairline cracks in
the structure. For more information
on FPV goggles for bridge inspec-
tors, see “A New View for Bridge
Inspectors” in the Summer 2018
issue of Public Roads.
Artificial intelligence (AI) is
another technological advancement that
inspectors may choose to incorporate
into the UAS. AI can enable the system
to navigate independently without human
input throughout the structure (other than
instructing the aircraft when and where it is
supposed to fly and overriding the system
in the event of a malfunction or signal
loss). Flying the UAS in the same flight
paths using AI can enhance the identifi-
cation and tracking of defects over time.
Inspectors could also use AI to collect and
analyze many infrastructure images.
The speed of technological advances
and improvements in the integration of
new technologies is impacting bridge
inspection. More and more bridge owners
are employing UAS and exploring new
ways to integrate UAS within established
guidelines. FHWA is moving forward
in partnership with those in the field to
find efficiencies in inspection methods,
reduce the cost of conducting inspections,
enhance the comprehensiveness and quality
of collected data, and improve the safety
of inspection teams by using UAS, all
while assuring the Nation’s bridges are safe
for travelers.
HODA AZARI is the manager of the Nondestructive
Evaluation (NDE) Research Program and NDE
Laboratory at FHWA‘s Turner-Fairbank Highway
Research Center. She holds a Ph.D. in civil engi-
neering from the University of Texas at El Paso.
DENNIS 0’SHEA is FHWA's senior bridge safety
engineer for the North region. He serves as a
technical resource for the National Bridge Inven-
tory and National Tunnel Inventory programs for
13 FHWA division offices in the Northeast. He has
aBS. in civil engineering from the University of
South Alabama and is a licensed professional
engineer in Delaware and Pennsylvania.
DEREK CONSTABLE is a bridge management
engineer with the FHWA Office of Bridges and
Structures. He holds B.S. and M.S. degrees in
civil engineering from The Cooper Union for the
Advancement of Science and Art.
For more information, contact Hoda Azati
at 202-493-3064 or hoda.azari@dot.gov.
tlantic hurricane season begins on June 1 each year and lasts
through November 30, In 2017, a historic series of hurticanes
tore through the Caribbean, including two that made direct hits
on US. territories that are home to approximately 3.3 million US.
citizens.
On September 6, Hurricane Irma struck the U.S. Virgin Islands
with recorded winds of 105 miles per hour (170 kilometers per
hour). And on September 17—although landfall for the slowly
moving storm would not occur until September 20—Hurricane
Maria began to pummel Puerto Rico with winds that would reach
up to an estimated 155 miles per hour (250 kilometers per hour).
Meteorologists have no land-based records of Maria’s maximum
winds on Puerto Rico because the storm damaged the island’s
wind sensors, designed to withstand winds of 135 miles per hour
(220 kilometers per hour), before making landfall.
“After surviving two Category 5 hurricanes within 2 weeks,
Puerto Rico and the U.S. Virgin Islands were changed forever,”
says Michael Avery, the associate division administrator of FHWA’s
Puerto Rico and US. Virgin Islands Division.
To an area still reeling from the aftermath of Hurricane Irma,
Hurricane Maria caused about $90 billion in damages, making it
“0
way
po TAN a be
. ys
by FERDINAND ORTIZ
After the most devastating hurricane to hit Puerto Rico
in recent history, FHWA helped the island recover.
the third costliest hurricane in U.S. history behind Harvey and
Katrina. The total included more than $575 million in damage
to federally eligible roads and bridges in Puerto Rico. The island
suffered a total loss of power, and in some places, electricity was
not restored for a year.
The damage literally hit home for the Federal Highway Admin-
istration. With power and communications down across the terri-
tory, buildings and bridges destroyed, and roads impassable, some
employees of FHWA’s local division office could not be located
for more than a week following landfall. Those that could began
reporting to their workplace the day after the disaster, beginning
the agency’s immediate emergency response.
ASSESSING THE DAMAGE
The day after Hurricane Maria made landfall, Puerto Rico was a
different island. The storm destroyed the communication system,
including cellphone towers, making contact among families as well
as emergency responders nearly impossible. The damage to the
power grid seriously curtailed the operation of gas stations, and in
the days following, waiting lines of 8 hours to get gas were normal.
Officials reported more than 6,000 separate incidents on heavily
damaged transportation infrastructure, including 388 on bridges
and 400 related to landslides caused by the extreme rainfall. Nearly
20 percent of Puerto Rico’s bridges were damaged, including 26
that collapsed completely,
Despite destruction, damage, injury, and death, residents rallied
to help one another. Michael Figueroa, a transportation finance
manager with FHWA’s Puerto Rico and US. Virgin Islands Divi-
sion, was one of the first employees to arrive at the Division’s San
Juan office.
INSET: Hurricane Maria devastated Puerto Rico when it hit the island in September
2017, destroying many bridges and roads. High winds and heavy rain caused major
damage to this bridge on PR-111 in Moca, Puerto Rico.
BACKGROUND: Emergency relief work included reconstruction of the PR-111 bridge,
shown here after completed repairs.
Sources: FHWA.
—
|
we
—
(a
Hurricane Maria destroyed roads such as this one near Naguabo, Puerto Rico.
Source: FHWA.
“Soon I could make out the sound of heavy equipment and
chainsaws,” Figueroa says, describing the scene in his neighbor-
hood. “[It was] the rush of volunteers scrambling to move debris
from the roads to clear a path to the highway. The community was
taking a stand.”
Along with Figueroa, several employees managed to get to the
division office in San Juan the day after the hurricane to assess the
destruction, which included extensive water damage to files and
computers. It took more than a week to locate and account for
every FHWA employee—thankfully, all were safe.
EMERGENCY RESPONSE
While dealing with its own recovery efforts, FHWA responded
quickly to the island’s catastrophe.
“We provided the Puerto Rico Highways and Transportation
Authority with immediate guidance on emergency-related topics
and worked side by side throughout the first critical days,” says
Avery, the division’s associate administrator.
One of the immediate needs of the Puerto Rico government
was funding, and FHWA provided more than $40 million in quick
release Emergency Relief funds within 10 days of the event. The
agency released additional Emergency Relief funds in the months
following the hurricane as recovery efforts continued.
On September 18, before the hurricane even made landfall
on Puerto Rico, President Donald J. Trump declared a state of
emergency in the territory already suffering from the approaching
storm. The declaration enabled the Federal Emergency Manage-
ment Agency (FEMA) and the Department of Homeland Security
to mobilize and coordinate disaster relief efforts. Within days,
thousands of FEMA and other U.S. Government personnel began
to arrive.
FHWA employees served as key partners in emergency support
duties and coordinated with multiple Federal, Puerto Rico, and
US. Virgin Islands agencies. The active involvement in the initial
response and then recovery phases of the emergency requited
significant resources and additional help. FHWA provided satellite
phones and equipped backpacks for engineers. Mainland FHWA
division staff provided food and other essentials to the Puerto
Rico and US. Virgin Islands Division to ensure it could serve local
residents and emergency responders.
More than 40 FHWA volunteers from 15 States came to Puerto
Rico between October 2017 and December 2018 to help supple-
ment the division office’s emergency response and recovery ef-
forts. The volunteers conducted field assessments and inspections,
prepared detailed damage inspection reports, and provided essen-
tial onsite guidance to all stakeholders. This help ftom FHWA had
a direct impact on how effectively Puerto Rico recovered from the
10 | PUBLIC ROADS | WINTER 2020
Alandslide blocks PR-191 near Naguabo, Puerto Rico. The residents in the area wrote
on the rocks to warn of the road closure.
Source: FHWA.
emergency, reinforcing the capacity of the agency to execute tasks
necessary for a quick and efficient response.
Government executives, including President Trump and U.S.
Secretary of Transportation Elaine L. Chao, also visited the island
to see firsthand the damages caused by the hurricanes.
LONG-TERM RECOVERY
At of the end of 2017, nearly half of Puerto Rico’s residents were
still without power, and by the end of January 2018, recovery
efforts had restored electricity to only about 65 percent of the
island, Full restoration of power and water took a year after the
hurricane hit.
FHWA’ involvement continues long after the initial emergency
response. The Eastern Federal Lands Highway Division (EFL) has
been a fundamental partner in the recovery of Puerto Rico and the
US. Virgin Islands, as it is performing the majority of the long-
term recovery work in Puerto Rico. EFL is designing projects and
preparing environment; right-of-way; and plan, specification, and
estimate documents for construction projects. The EFL division
is also advertising, awarding, and administering contracts for road
construction, bridges, traffic signage, safety improvements, and
landslide repairs. In all, EFL provides design, procurement, and
construction management services valued at close to $1 billion.
The response to Hurricane Maria was unprecedented. It was
the largest and longest Federal response to a domestic disaster in
the history of the United States. Although much work remains
to be done over the next 3 to 5 years, progress is being made in
getting Puerto Rico and the U.S. Virgin Islands back to normal.
Recovery efforts successfully restored power, communications
systems, water, fuel, and other essential services to both territories.
As a result, tourism is on the rise. Many construction projects are
still underway, providing jobs to local workers and growing the
economy—the Association of General Contractors estimated
that hurricane reconstruction would require an additional 50,000
employees over 3 years.
“Trma and Maria hit us hard,” says Andres Alvarez, the divi-
sion’s engineering team leader, “but both territories have bounced
back and are ready to receive visitors from all over the world.”
FERDINAND ORTIZ is a financial specialist in FHWA’s Puerto Rico and USS. Vir-
gin Islands Division Office. He holds a B.A. in accounting from the University
of Puerto Rico at Humacao and an MBA in finance and accounting from the
Pontifical Catholic University of Puerto Rico.
For more information, contact Ferdinand Ortiz at 787-771-2538 ot
ferdinand.ortiz@dot.gov.
Ene Bee ie
by TRACY SCRIBA, AARON JETTE, and PEPPER SANTALUCIA
The current (and future) traveler demands improved reliability
and efficiency. Is your TSMO program ready to deliver?
n today’s connected world, U.S. travelers
have come to expect ever-improving
ways of using teal-time information to
make their lives better. As road users see
rapid advances in information and trans-
portation technologies
tional apps, shared mobility services, and
connected and automated vehicles, they
expect more teliable travel and access to
accurate, real-time information about travel
conditions. Travelers are less tolerant of
unexpected delays and demand greater
accountability from public officials to
ensure effective spending of public funds
to maximize the performance of the trans-
portation system.
Faced with heightened trav-
eler expectations and funding
constraints, as well as growing opportuni-
ties from advances in technology and data,
transportation agencies are increasingly
turning to operations strategies that opti-
mize the use of existing roadway capacity.
These strategi
transportation systems management and
operations (TSMO). TSMO is defined
as a set of integrated strategies that
are known collectively as
enable transportation agencies to better
manage and operate existing roadway
capacity to improve the reliability and
efficiency of the system and the mobility
of s. TSMO looks at perfor-
ystem use:
mance from a systems perspective so that
strategies to improve the operation of the
transportation network are coordinated
across multiple jurisdictions, agencies,
and modes.
One key effort that helped agencies
advance TSMO was the second Strategic
Highway R
a decade, SHRP2 provided critical
atch Program (SHRP2). For
fund-
ing and technical resources to agencies
toa
innovative “
with developing and deploying
SMO solutions. SHRP2 was
a national partnership of the Federal
Highway Administration, the American
Association of State Highway and Trans-
portation Officials, and the Transpor-
tation Research Board. A set
of SHRP2 tools and training
resources, the SHRP2 Reliability
Solutions, focuses on improving
the capability of transportation
agencies to analyze and address
congestion and travel time
reliability. Every State, as well
as the District of Columbia and
Puerto Rico, has implemented
these solutions.
Today’s road users expect accurate, real-time-information about travel conditions to help them make informed decisions, especially
when encountering congestion. Variable message signs like the one shown here are one way to provide real-time information.
© iStock/Willowpix.
WWW.FHWA.DOT.GOV
How are State departments of trans-
portation building and implementing
effective TSMO programs? The following
sections detail elements of success and
provide examples that give a snapshot of
21st-century operations programs using
SHRP2 solutions and beyond.
A Toolbox of Strategies
TSMO strategies include a wide range
of operations strategies from work zone
management and traffic signal timing
and coordination, to congestion pricing
and demand management. Many TSMO
strategies leverage intelligent transportation
systems (ITS) and advanced information
technologies, but the TSMO toolbox also
includes relatively low-tech operational
enhancements and design treatments, such
as snow fences, pullout areas, and part-time
shoulder use.
TSMO looks at management and
operations of the transportation system as
a whole, and how it can effectively move
people and goods safely, reliably, and
efficiently to their destinations. Examples
include use of traffic management centers
to actively manage traffic flow between
freeways and arterials during delays and
crashes, real-time information that enables
travelers to choose other toutes or modes
of travel to avoid delays, and coordinated
incident response to reopen lanes sooner.
TSMO strategies can often mitigate, or
even solve, many issues and improve traffic
flow. However, addressing growing demand
may sometimes necessitate adding lanes
or other significant capital improvements.
Integrating the best possible combi-
nation of solutions requires planning,
data, organizational capabilities, and
* Active transportationand »* Parking management * Traffic signal
demand management «Rodd waather coordination
* Congestion pricing management * Transit signal priority
* Freight management * Special event * Traveler information
management
* Integrated corridor
* Work zone management
management © Traffic incident
* Managed lanes
management
Each of these categories has a number of individual strategies. More information on
TSMO is available at https://ops.fhwa.dot.gov/tsmo/index.htm.
coordination among a range of partners.
TSMO helps system operators get the
most out of their transportation facilities
by smoothing everyday traffic flow and
mitigating disruptions caused by weather,
traffic incidents, planned events, and work
zones. However, agencies must do more
than deploy ITS projects to achieve the full
potential of TSMO. To be most effective,
TSMO must be recognized as a formal
core function of State and local DOTs,
just as project delivery is considered a core
function today.
“Moving forward, managing road-
ways through a TSMO framework must
become as much a part of the Massa-
chusetts Department of Transportation’s
(MassDOT’s) DNA as fixing potholes and
plowing snow,” said Stephanie Pollack,
transportation secretary and CEO at
MassDOT, in a recently published news
release. “Advancing, expanding, and insti-
tutionalizing these kinds of [TSMO] solu-
tions will help limit the effects of crashes,
work zones, and weather on already
lengthy commutes.”
Authorized by the 2005 highway reauthorization act, SHRP2 undertook more than
100 research projects designed to address critical State and local challenges, such as
aging infrastructure, congestion, and safety. Reliability was one of the four focus areas
of the SHRP2 program. The SHRP2 Reliability research projects developed analytical
techniques, decision-support tools, strategies, and institutional and workforce
approaches to improve the effectiveness of transportation operations. Many of the
solutions developed in SHRP2’s Reliability focus area are intended to help agencies
implement TSMO more effectively.
To help State DOTs and metropolitan planning organizations deploy SHRP2 solutions,
FHWA and AASHTO created the SHRP2 Implementation Assistance Program. This program
conducted seven rounds of funding awards between 2013 and 2016. This program made
36 awards to States and MPOs for implementing SHRP2 Reliability solutions.
12 | PUBLIC ROADS | WINTER 2020
Championing TSMO
SHRP2 Reliability Solutions arrived at the
right time to help early TSMO champions
with products based on research and input
from stakeholders. Research identified the
importance of travel time reliability and the
gap in how to analyze reliability and use it
in decisionmaking. This led to the devel-
opment of analytical tools and resources.
Reseatch focused on what differentiates
agencies that are most effective at TSMO.
The research found that the key differ-
entiating factor between agencies most
effectively implementing TSMO and other
agencies was not the amount of technol-
ogy deployed or money spent (however,
both of these factors are necessary). It
was whether an agency had effective
processes and organizational capabilities
for TSMO. These elements help create an
organizational culture that supports TSMO
and enables it to become the standard way
of doing business.
The SHRP2 products and implemen-
tation assistance helped bring energy,
attention, funding, and new tools to
advance TSMO and create buy-in across
transportation agencies. Monica Harwood
Duncan, TSMO development engineer
for the Washington State Department of
Transportation (WSDOT), noted the value
of the SHRP2 tools in helping to advance
TSMO at WSDOT. “We have been fortu-
nate enough to have received support for
using around eight different SHRP2 prod-
ucts,” Duncan says. “To summarize what
those products meant to us as an agency—
they created a conversation of innovation
for us, to look at what’s next for us, which
may not have happened without SHRP2
products. It set very clear focus areas for
us. We have to have TSMO be part of [our
organization|—not champion driven, but
fully integrated.”
Reflecting on SHRP2 experiences
and observations from other recent
collaborations with agencies on TSMO,
some elements that are helping agencies
advance TSMO are:
* Treating TSMO as a core
agency program.
* Integrating TSMO into existing
processes, including planning for
operations, and enabling it to compete
effectively for funding.
* Developing an agency culture that
supports and values TSMO by gaining
leadership support and building
support through the organization.
* Communicating the value of TSMO
and making a business case for
‘TSMO investments.
* Including reliability in analysis
for project investments and
system performance.
* Developing workforce capabilities for
TSMO.
* Developing effective partnerships and
collaboration between internal agency
departments and with external partners
across regions.
A recent National Operations Center
of Excellence (NOCoE) report confirmed
these observations by sharing the findings
from a series of engagements with five
State DOTs about theit TSMO programs.
This report identified common characteris-
tics to a successful environment for TSMO
including strong leadership and a champion
at the senior staff level; prioritization, visi-
bility, and availability of resources to do the
job; the importance of culture in breaking
down silos; collaboration, communication,
and coordination; and attention to the
workforce of the future.
Enhancing Organizational Capacity
SHRP2 Organizing for Reliability Tools
provide solutions to help agencies inte-
grate and mainstream operations. These
products focus on orienting and improving
key aspects within the agency to facilitate
effective management and operations
programs and projects. Using a capability
maturity model (CMM) framework, these
tools are designed to help agencies assess
their TSMO programs. By systematically
assessing distinct aspects of their TSMO
programs using the CMM framework,
agencies can identify and prioritize changes
to their business and technical processes,
as well as their organizational structure and
The capability maturity model helps agencies assess
their TSMO capabilities across six key dimensions.
institutional partnerships. These changes
will enhance their ability to manage
congestion and more effectively operate
their transportation system.
The Organizing for Reliability
Tools garnered a high level of interest.
Twenty-seven State and regional agencies
applied for and received implementation
assistance through the SHRP2 program to
deploy these products. Interest in the CMM
framework has continued to increase,
and more than 50 States and regions have
osted workshops during which they used
the CMM framework to evaluate their
strengths and weaknesses and develop
action plans to improve their TSMO capa-
bilities. Agencies have used the results of
these workshops to guide the development
of TSMO program plans, build buy-in
from agency leadership and key stakehold-
ers, restructure organizations or business
processes to integrate TSMO, increase
workforce understanding and knowledge
of TSMO approaches, and strengthen
interagency partnerships.
Companion tools and case studies that
apply the CMM approach to individual
program areas like work zone management
and road weather programs are available at
https://ops.fhwa.dot.gov/tsmoframeworktool
/index.htm.
5
feo) RWY: To) Vale}
Relationships with public safety
agencies, local governments,
metropolitan planning
organization, and the
private sector.
Source: FHWA.
CMM in Action
The Maryland Department of Transpor-
tation (MDOT) has used the CMM to
assess its TSMO capabilities. After MDOT
conducted an initial CMM assessment, they
decided to develop and adopt a TSMO
strategic plan. The agency also restruc-
tured the board overseeing the statewide
traffic management system to include
senior-level personnel and experts on the
TSMO elements of planning, operations,
and maintenance. As a result, MDOT has
made progress toward integrating TSMO
into its planning and project development
processes, developing TSMO performance
measutes, and fostering a TSMO culture
across the agency. MDOT established a
leadership position to serve as the program
manager to oversee implementation of the
TSMO strategic plan. An assessment after
3 years showed improvement in five out
the six CMM dimensions.
The Iowa Department of Trans-
portation (lowa DOT) also assessed its
TSMO processes and capabilities using
the CMM framework. Based on the results
of its assessment, the agency developed
a TSMO strategic plan, a TSMO pro-
gram plan, and TSMO service layer plans.
Through this comprehensive planning
IMPROVED
TRANSPORTATION
SYSTEMS MANAGEMENT
AND OPERATIONS
EFFECTIVENESS
Capability
Maturity Model
WWW.FHWA.DOT.GOV I 13
process, lowa DOT sought to improve
TSMO business processes and develop
[SMO tools to enable the effective
identifying goals, objectives, performance
measures, and specific projects, TSMO
program plans define the programmatic
transportation management center function
that activates during major weather events)
at their transportation management centers,
application of integrated TSMO strate-
gies across eight different service areas
such as traveler information, work zones,
and connected and autonomous vehicles.
owa DOT held an executive briefing and
a workshop to launch its TSMO plan,
developed a business case for TSMO to
communicate the value of TSMO efforts
to address its transportation challenges,
and implemented other communication
and education efforts, including a TSMO
website and video. A reassessment using
the same CMM showed that lowa DOT’s
scores increased in three of the six
CMM dimensions.
Program Planning
As in Iowa, many of the action plans
coming out of the CMM self-assessment
efforts of other States identified the need
to develop a TSMO program plan. A
program plan helps guide the agency in
advancing its institutional focus on TSMO.
Many States have plans for specific TSMO
services, projects, and activities (such as
ITS or incident response plans), but those
plans often do not describe the role of
TSMO in support of the agency’s mission
and do not address all TSMO functions or
explain how they integrate. States and agen-
cies have recognized a need to better main-
stream TSMO within their agencies and to
set priorities for activities and investments.
As a result, more than 20 States and
regional agencies have developed TSMO
program plans.
The process of TSMO program plan-
ning, as described in FHWA’s primer on
TSMO program planning, Developing and
Sustaining a Transportation Systems Management
¢> Operations Mission for Your Organization:
Primer for Program Planning, identifies the
strategic, programmatic, and tactical
elements to advance TSMO as a critical
part of an agency’s mission. In addition to
14 | PUBLIC ROADS | WINTER 2020
structure for organizing an agency’s
activities, functions, and workforce to
accomplish the goals and objectives of the
program. Through the plans, agencies can
establish TSMO as a core agency program.
Institutionalizing TSMO within agencies
can help it endure over time as champions
come and go; raise awareness and sup-
port for TSMO in agency policy, business
processes, and budgets; and integrate it
throughout the whole project life cycle.
FHWA’ primer on TSMO program plan-
ning is available at https://ops.fhwa.dot.gov
/publications/fhwahop17017/index.htm.
Business Processes
Business processes are vital to guiding
jow an agency conducts its day-to-day
business, establishing consistent steps for
getting work done. Business processes can
elp integrate TSMO into agency project
development and procurement processes,
and increase the effectiveness of TSMO
strategy deployment.
SHRP2 created resources to enhance
business processes for TSMO. These
resources provide a methodology and
incorporate best practices to help trans-
portation agencies change their business
practices to strengthen systems operations,
address nonrecurring traffic congestion,
and improve travel time reliability. FHWA
released a guide and workshop, which
provide a methodology that managers can
follow to develop and improve TSMO
operational and programmatic processes.
The guide, Improving Business Processes for
More Effective Transportation Systems Manage-
ment and Operation (FHWA-HOP-16-018),
is available at https://ops.fhwa.dot.gov
/publications/fhwahop16018/index.htm.
State and regional agencies have
used the methodology and workshops
to develop a process for activating and
deactivating a storm desk (a special
Source: FHWA.
providing feedback on work zone traffic
management plans from the field back
to designers to improve future plans, and
coordinating traffic management between
arterials
managed by local agencies and the
State freeway system during major inci-
dents on the freeway.
Changing the Culture
In general
terms, efforts to advance TSMO
have been described as moving an agency
to become operations oriented—going
from ad
hoc activities to a complete TSMO
program with integrated services that
improve the performance of the existing
transportation system. This is a cultural
shift for many agencies.
Agencies advancing TSMO have built a
TSMO culture working from both the lead-
ership level and from staff-level champions.
Leaders
agency's
approac
hip can provide indication of the
support for considering TSMO
es to transportation issues and
investing in TSMO strategies and work-
force skills. Even with leadership support,
senior staff champions play a key role in
integrating TSMO into agency processes
and working relationships, and helping
identify where resources are needed. In
some ca!
been in
ses, staff-level champions have
place for several years and TSMO
efforts build slowly until leadership is in
place that is ready to increase support for
TSMO. Other times, new leaders come in
emphasizing TSMO and staff-level sup-
port fo!
OWS.
Many agencies have found it helpful to
build a strong business case for TSMO,
which can effectively communicate the
value of operations and gain support and
resources for TSMO.
The Nevada Department of Transpor-
tation’s (NDOT’s) SHRP2 CMM assess-
ment led the agency to identify the need
for a stronger internal understanding of
Technology
and data come
together in traffic
management
centers like this
lowa DOT facility
_ to help agencies
quickly identify
traveler information
and provide incident response.
With the extensive data available today,
agencies can also track roadway performance.
TSMO. The NDOT Traffic
Operations Division saw
a business case as a way to
enhance culture and collab-
oration for TSMO across
NDOT’s divisions. NDOT
developed a case for TSMO
that looks at eight current
traffic and roadwa
issues and make u challenges and TSMO’s
adjustments to contribution to addressing the
challenges. NDOT drew these
challenges ftom those already
identified in the statewide
[WHY TSM 0 4
TOURISM-BASED CONGESTION AND VEHICLE MILES
© POPULATIONS ECONOMY ASSOCIATED COSTS TRAVELED (VMT)
133% 2-2 1990-2008, fastest growing State in the Service sector employs about tsiziB In wasted time and fuel cost in U.S. per year. ai From 176 billion in 2000 to 26: billion in
half of Nevada's workers
2015
3 Mllll0m Poptietion in 2018, fastest growing in the $1,400 & Cost of congestion to average driver
nation based on US, Census Bureau. Tourism sustains GO hrs in Nevada annually. Projected increase of 30% by the year 2030 to:
4,3 Million 27% 34 Billion
je i ‘of alljobs in Nevada $1.6 Billion
ERE PORN ES. oe Value of lost time and fuel in Nevada mr
Roadway incidents account
for:
25% of travel delay,
4 minutes tor every
minute of congestion,
2.8% increased chance of
incident
NEED: NEED:
‘<Increase in demand, congestion, and delay <NDOT must provide, maintain, and operate a safe, reliable, and
< Reduction of capacity, transportation safety. and reliability efficient transportation network for its workers and tourists
NEED:
< With VT demand increasing at rapid rate, the need
{or efficient and reliable roads to accommodate this
demand is paramount.
CONTRIBUTION
BENEFIT BENEFIT: BENEFIT: BENEFIT
solutions on existing roadways and collaborate Easily implementable and cost-effective TSMO strategies such SMO focuses on easily implementable and cost-effective Improvements to non-motorized facilities (pedestrian
\within NDOT to include TSMO strategies such os Traffic 4s real-time traffic information to ptan efficient and reliable work solutions that have measurable benefits to existing roadways and and bicycle paths) to reduce the demand on motorized
Incident Management, Work Zone Management. Special Event tips, ridership on public transportation to reduce the maximizes the efficiency of new suchas facilities, switching mode choices (bus rider or ride share)
‘encouraging
‘number of vehicles on the road, and providing safe alternatives —_—_—Traffic Responsive Freeway Ramp Metering can decrease delay to reduce the number of vehicles on the roadway. real-
‘and improve trip reliability, which in turn reduces traffic crashes.
such as pedestrian and bicycle paths will help to reduce
crashes,
‘congestion and crashes, and increase the reliability of NOOT congestion and subsequent. trip rerouting due to congestion oF will help to
inanesim te late io soremenrcte Bis pening pepaeten, ‘The Colorado DOT benefits trom TSMO strategies suchas TH# Pennsylvania DOT benefits trom TSMO st oro een oe eae s ed Es Pome
Ohio—Kentucky—indiana Regional Council of the Freeway Service Patrol, |-70 Peak Period Shoulder Lane, and <Inexdent Response Management reduced incident response.
Governments benefits trom TSMO strategies Colorado Bottleneck Reduction Alternatives (COBRA) Project. times by 87 rinutes, incHent clesrance times by &3 minutes, _ Washington DOT Commute Trip Reduction (CTR)
aidnaied Interactive Management and ‘These projects have: ‘and hours of delay by 547,000 hours per year, wth a total Program:
Information System Sass Crna regan yeoesa erat <High benefit-cost ratios typically 10:1 and ws much as 40:1 tmanetery sexings of $8.5 milion per year. 41m 2009, WSDOT's CTR program implemented
of 12:1, while the capacity-adding project woukd have had « Strateges such as encouraging vanpoots, carpoots,
benefit of only 1: een kke Seleirnil eete Nevada WayCare Project: condensed work weeks and telecommuting to help
<< Additionally the ARTIMIS program cost was 1/20 the cost of sgh visible, many times but not always, and noticeable << The WayCore Project reduced congestion and incident ans Renan Ot OF RENE OSE) TES
b and into alternative program was.
the capacity-adding project. improvements \aeparse Nee by evcagiog rst ne predialysis gana iis
< Quantifiable reduction in delay and improvement in travel time
reliability
[Preventative measures
«Measurable safety-related improvements
‘Improvements that continue to provide value even when long-
projects are completed
term construction
transportation plan. NDOT’s business
case addressed challenges related to (1) a
gtowing population, (2) a tourism-based
economy, (3) growing congestion, (4)
increasing vehicle miles of travel, (5) the
need to repair roads and bridges, (6) safety
issues, (7) trucks and freight movement,
and (8) asset and performance manage-
ment. NDOT formatted its business case
in an easy-to-read two-page layout.
Other States, such as Iowa, Michigan,
Oregon, Pennsylvania, and Utah have also
created a business case for TSMO to help
increase understanding and awareness of
its value. As a result of their efforts to
make a compelling case and build support
for TSMO, a few States have established
a mechanism to provide some dedicated
funding for TSMO projects. For example,
DOTs in both Michigan and Ohio have
established competitive processes to which
their regions or districts can submit proj-
ects for funding.
Another way some agencies have
indicated support for TSMO is by
incorporating TSMO into their agency
missions, goals, and objectives. This
is a visible way of establishing the key
role that TSMO plays in a DOT and its
transportation programs.
Two key resources for building a
business case ate the SHRP2 Business Case
Primer Communicating the Value of Transpor-
tation Systems Management and Operations,
available at https://transportationops.org
/business-cases/business-case-primer
-communicating-value-transportation-systems
-management-and, and FHWA’s Advancing
TSMO: Making the Business Case for Institu-
tional, Organizational, and Procedural Changes
(FHWA-HOP-19-017), available at
https://ops.fhwa.dot.gov/publications
/fhwahop19017/index.htm.
Incorporating Reliability into Data
and Analysis
Traditionally, analytical tools used by
transportation agencies for highway oper-
ations have focused on average conditions.
They have not taken into account a range
of travel times or how travel times vary
in response to changing conditions. To
improve travel time reliability, transporta-
tion agencies need new tools for monitor-
ing and analyzing fluctuations in traffic.
With such tools, agencies can better analyze
and diagnose the causes of travel time
delays and select the appropriate manage-
ment strategies to address specific issues.
Many TSMO strategies help manage
disruptions caused by crashes, storms, or
roadwork that can lead to unreliable travel
‘entity high-risk incident agencies
‘as NOT, OPS-NHP, and RTC FAST can now take proactive
accordingly.
times. The SHRP2 Reliability Program
produced a suite of analytical tools to help
transportation agencies better identify the
sources of travel time delays, analyze the
likely impact on travel time reliability from
implementing various strategies, and incor-
porate these considerations into the trans-
portation planning and funding process.
These analytical tools also enable agencies
to include reliability in their assessment of
transportation alternatives.
WSDOT piloted SHRP2 tools to
improve the monitoring and analysis of
travel time reliability in both urban and
rural areas of the State. WSDOT used
the tools to enhance the capabilities of
its existing data management and analysis
system called the Digital Roadway Interac-
tive Visualization and Evaluation Network
(DRIVE Net). This system, developed
by the University of Washington, uses
geospatial, traffic, and other types of data
to calculate a range of performance mea-
sures and conduct other types of analyses.
WSDOT modified DRIVE Net to accept
additional data sources and to perform new
analytical functions based on the SHRP2
tool set. With the additional data sources
and enhanced capabilities, WSDOT is now
able to provide comprehensive travel time
reliability measures for the statewide traffic
WWW.FHWA.DOT.GOV | 15
Variations in Travel Times by Time of Day
Copyright: STARLAB (http://www.uwstarlab.org)
Travel Time (Minutes)
Legend
Incident
No Events
Weather
Time of Day (5-minutes)
Reliability analytical tools help the Washington State Department of Transportation (WSDOT)
understand the effect of incidents and weather on travel times in particular corridors in the State.
WSDOT can then select the most relevant TSMO strategies.
@ University of Washington.
network in days rather than months.
The Florida Department of ‘Transpor-
tation (FDOT) is actively working toward
integration of TSMO planning and reliabil-
ity analysis into its processes with support
from the SHRP2 tools and Implementation
Assistance Program. FDOT developed the
Planning for Travel Time Reliability Guide and
The Planning for TSM&O Guidebook. FDOT
then conducted outreach to its staff about
integrating TSMO planning and reliability
analysis into its processes. These efforts
built on FDOT’s earlier efforts, includ-
ing a Central Office reorganization that
changed an ITS office to a TSMO office in
2015. The reorganization recognized the
importance of TSMO and the need for
strong champions for implementation to
be successful. FDOT also built off a 2016
TSMO CMM self-assessment that led to
the development of a TSMO strategic plan.
In addition, FDOT prepared the Evaluation
of Project Processes in Relation to Transportation
Systems Management and Operations (TSM&O)
in 2018, which explored what would be
required to integrate and mainstream
TSMO throughout FDOT’s entire project
development process.
Developing Workforce Capabilities
Implementing TSMO strategies effectively
may require enhancing the knowledge and
skills of the current transportation agency
workforce. This is especially true as trans-
portation rapidly evolves to incorporate
new data sources (such as crowdsoutcing,
where data comes from travelers them-
selves rather than from sensors or cameras
managed by infrastructure operators),
measures (such as reliability), technologies,
and modes (such as dockless bikes and
autonomous shuttles), in addition to more
16 | PUBLIC ROADS | WINTER 2020
proactive approaches to system operations
and management.
NOCOoE identified TSMO workforce
as a key challenge and selected it as the
topic for its first national summit. To
address TSMO capabilities in the trans-
portation workforce, several entities,
including FHWA and the SHRP2 pro-
gram, have developed different types of
TSMO training.
Regional Operations Forums. One of the
key reliability solutions that SHRP2 devel-
oped was the Regional Operations Forum
(ROP), a week-long immersion program
in TSMO that includes peer exchange,
learning from experts, and interactive
group exercises. Over 5 years, a combina-
tion of FHWA, AASHTO, and SHRP2
implementation efforts have supported 26
ROFs with participants from all 50 States,
Puerto Rico, and the District of Columbia,
and as well as some staff from
metropolitan planning organi-
s¥ ra zations, municipalities,
and public safety agencies. Some of these
efforts were led by State DOTS using their
SHRP2 implementation assistance funding.
Based on feedback from the early forums,
FHWA worked with AASHTO to adapt
the ROF format to a condensed 2.5-day
version called the Regional Operations
Leadership Forum that is being delivered to
every region of the country.
The forums enable program leaders
at public agencies to build knowledge in
TSMO while also developing a strong
network of TSMO peers. Topics cov-
ered include core areas such as business
processes, culture, organization, and work-
force, as well as some technical topics such
as integrated corridor management and
emerging technologies.
TSMO Educational Program. Led by the
Kansas Department of Transportation,
the ITS Heartland regional chapter of
the Intelligent Transportation Society of
America (ITS America) used SHRP2 imple-
mentation assistance funding to establish
a TSMO educational program based
on the ROF model for its five member
States: lowa, Kansas, Missouri, Nebraska,
and Oklahoma. As part of its training
program, ITS Heartland has delivered a
series of TSMO webinars and in-person
training sessions, two TSMO train-the-
trainer workshops, and a self-paced TSMO
course. The program has reached more
than 600 participants to date and received
a 2018 NOCoE TSMO Award. Webinar
recordings and other training resources
are available on ITS Heartland’s website at
https://itsheartland.org/tsmo-university/.
TIM Responder Training. Traffic Incident
Management (TIM), an important TSMO
strategy, is the planned and coordinated
multidisciplinary process to
detect, respond to, and clear
traffic incidents and restore traf-
fic flow as safely and quickly as
possible. A strong TIM program
equips responders of all disci-
plines to work together effectively
and consistently, which decreases
incident duration and reduces the
number of secondary crashes.
The SHRP2 program created a
TIM training curriculum that offers
a set of practices to enable safer and
faster clearance of traffic crashes. The
training brings police officers; firefighters;
DOT, towing, and medical personnel;
and other incident responders together to
engage in joint learning and interactive,
hands-on exercises. A train-the-trainer
program has created a national network
of instructors, enabling quicker and more
consistent training of the entire responder
corps. To reach even more responders, the
program developed a web-based version
of the training for individuals who cannot
access a classtoom session.
More than 445,000 responders have
completed one form of the training to
date. In addition, more than 65 public
safety academies in at least 38 States
have integrated the training content into
their curricula.
A formal evaluation of the SHRP2
TIM training program found that States
that adopted the TIM
training saw strength-
ened responder
T AND OPERATI
OPERATIONS
T AND
Trainees attend the Tennessee Traffic
Incident Management Training Facility,
which is designed for them to practice
responding to crashes.
© Tennessee Department of Transportation.
ENHANCING TRANSPORTATION:
T AND OPERATIONS
ENHANCING TRANSPORTATION:
CONNECTING TSMO AND
ASSET MANAGEMENT
NHANCING TRANSPORTATION:
ENHANCING TRANSPORTATION:
AMIMEOTINIG TOMA AATn
FHWA has developed fact sheets to explain how TSMO relates to other DOT functions such as design,
construction, safety, and environment.
Source: FHWA.
and agency practices, resulting in further
reductions to overall roadway-clearance
and incident-clearance times. Participants
in the TIM trainings in Arizona and Ten-
nessee noted that the training enabled them
to understand incident response from the
perspective of other agencies, which made
them become aware of nuances that could
help expedite incident response.
The Tennessee Department of Trans-
portation (DOT) created an advanced
TIM coutse to engage responders more
deeply about multiagency collaboration.
Using Federal Highway Safety Improve-
ment Program funds, Tennessee DOT
also built a TIM training facility next
to a training center for the Tennessee
Highway Patrol.
“The SHRP2 Program has provided
TDOT with a number of resources that
have helped mature our—and other
Tennessee agencies-—TSMO capabili-
ties,” says Brad Freeze, director of the
Traffic Operations Division at TDOT.
“Specifically, the program has helped
TDOT in developing a strategic direc-
tion for operations with the creation of a
Traffic Operations Program Plan and has
advanced the state of practice of incident
management in Tennessee through the
National TIM Responder Training course
and our subsequent development of an
advanced TIM training course.”
Strengthening Collaboration
Implementing TSMO effectively requires
collaboration not only within a transporta-
tion agency but also among transportation
agencies from neighboring jurisdictions and
from other modes such as transit. It also
requires collaboration between transpor-
tation agencies and first responders. Some
of the workforce development initiatives,
such as the TIM responder training and the
ROFs, foster collaboration while improving
workforce skills. Other initiatives directly
aim to build the internal and external rela-
tionships needed for effective TSMO.
Collaboration between planners and
operators, commonly known in the indus-
try as planning for operations, can improve
the integration of TSMO into the entire
project life cycle—from system planning
and investment decisionmaking to design,
construction, maintenance, and system
monitoring and evaluation. Planning for
operations also supports improved regional
TSMO by considering operations strate-
gies in regional transportation planning.
Regional partners may include planning
and operations staff from MPOs, State
DOTs, transit agencies, highway agencies,
toll authorities, and local governments.
TSMO often supports or benefits
from other transportation agency func-
tions and offices such as design, main-
tenance, and safety. Historically, these
connections are not well understood or
communicated, and organizational silos
may exist in some agencies. However,
acknowledging and strengthening these
connections may result in more effective
functions. FHWA has developed a series
of nine fact sheets that detail how TSMO
relates to other functions within a DOT
and provide examples of how connecting
these functions has worked in practice. For
example, the Maricopa County Department
of Transportation and Arizona Depart-
ment of Transportation created AZTech,
a regional traffic management partnership
in the Phoenix metropolitan area, AZTech
established a regional data-sharing system
among its member agencies and jurisdic-
tions to enable local jurisdictions to share
real-time information on traffic incidents
WWW.FHWA.DOT.GOV I 17
and infrastructure conditions. The
FHWA fact sheets ate available at
https://ops.fhwa.dot.gov/plan4ops/focus
_areas/integrating/tsmo_factsheets.htm.
National Operations Center of
Excellence. Created in 2015 with support
from the SHRP2 Reliability Program,
NOCOE is an organization dedicated
to promoting TSMO, educating TSMO
practitioners, bringing together the
TSMO community, and accelerating
deployment of TSMO strategies.
NOCObE is a partnership of AASHTO,
ITS America, and the Institute of
Transportation Engineers, with support
from FHWA. The center offers an
array of technical services, such as
peer exchange workshops, webinars,
and case studies, and raises awareness
of TSMO strategies and successes
through its TSMO awards program and
technology tournament.
NOCoE maintains a website at
https://transportationops.org that serves as a
centralized source of TSMO information.
On its site, NOCoE maintains a web page
of resources on TSMO workforce devel-
opment and offers a collection of TSMO
case studies to share TSMO successes from
agencies across the country.
Is Your TSMO Program Ready?
The transportation sector is rapidly
transforming—connected and auto-
mated vehicles, ride-hailing services,
micromobility vehicles such as shared
bicycles and electric scooters, and the
growing use of active and even proactive
corridor management. Also changing
is the increasing ubiquity of data about
travelers and the transportation systems
they are using (for example, ctowdsourced
data from travelers, private-sector data
providers, and road condition data from
connected vehicles) as well as the process-
ing power and analytical tools to manage
and make sense of the data.
Technological changes are increasing
both the quantity and quality of real-time
data that transportation agencies can use
FHWA Planning for Operations:
https://ops.fhwa.dot.gov/plan4ops/index.htm
FHWA SHRP2 Reliability:
https://ops.fhwa.dot.gov/shrp2/index.htm
NOCOE: https://transportationops.org
Real-time Data Capture and Management
Infrastructure
Vehicle Status Data Status Data
Truck Data
Data from
mobile
devices
New or Enhanced TSMO Strategies
Transit Signal
Priority j
Weather
Applications
Real-Time
Travel Info
|
I
|
|
I
|
|
I
I
|
|
—-,
|
Fleet Management/Dynamic
Route Guidance I
I
|
|
I
|
I
I
|
— i Real-Time Signal
(e) () Phase and Timing
— Optimization
Safety Alerts and Advisories
Transportation agencies are leveraging connectivity and emerging transportation data capabilities to
advance TSMO strategies. This diagram shows various types of real-time data that agencies can use for
new or enhanced TSM strategies.
Source: U.S. Department of Transportation.
to implement TSMO strategies. In some
cases, the effectiveness of existing TSMO
strategies will be enhanced. In other
cases, it will be possible to try new TSMO
strategies. However, unless agencies have
addressed the organizational, workforce,
and analytical aspects of TSMO, they may
not be able to take full advantage of new
technologies and new data sources.
FHWA is working with a wide range
of stakeholders to prepare the Nation’s
roadway systems for the coming age of
connected and automated vehicles. In
2018, FHWA held the National Dialogue
on Highway Automation, a series of six
national workshops focused on auto-
mated vehicles. The series highlighted
the importance of integrating automated
vehicle considerations into TSMO strate-
gies to ensure that these vehicles can safely
navigate traffic incidents, work zones,
special events, and signal disruptions. Based
on the outcomes of the National Dialogue,
FHWA is prioritizing programs, policies,
and research to support the safe and
efficient integration of automated
vehicles. For example, FHWA is
pursuing an update to the Manual
on Uniform Traffic Control Devices for
Streets and Highways (MUTCD) to
help prepare roads for the future of
automated vehicles.
“Addressing congestion issues
requites transportation profes-
sionals to seek out solutions that
18 | PUBLIC ROADS | WINTER 2020
involve optimizing performance to get
more out of our existing facilities,” says
Martin Knopp, FHWA Associate Adminis-
trator for Operations. “We have seen grow-
ing recognition of the need for effective
operations. SHRP2 efforts played a big role
in that. FHWA will continue to support
the development of TSMO strategies and
a national TSMO community of practice
and to assist its partners in their efforts to
improve roadway operations.”
TRACY SCRIBA is the team leader of the Orga-
nizing and Planning for Operations Team in the
FHWA Office of Operations. She holds a bach-
elor’s degree in systems engineering from the
University of Virginia.
AARON JETTE is chief of the Program Development
and Capacity Building Division at USDOT's Volpe
National Transportation Systems Center. He holds
a master’s degree in public policy from Harvard
University.
PEPPER SANTALUCIA is a contractor to USDOT’s
Volpe National Transportation Systems Center.
He holds a master’s degree in public affairs from
Princeton University.
For more information, see https://ops
.fhwa.dot.gov/tsmo/index.htm ot contact
Tracy Sctiba at 202-366-0855 or
tracy.scriba@dot.gov.
SHOWCASING HIGHWAY
FHWA recently put its work on display at an inaugural
event to highlight innovative technologies.
esearch and technology are key ingredients for helping the
Federal Highway Administration reach its mission to enable
and empower the strengthening of a world-class highway system.
On September 18, 2019, FHWA hosted its first-ever Research
Showcase at the U.S. Department of Transportation’s headquarters
in Washington, DC. The event featured innovations developed
through FHWA’s Office of Research, Development, and Technol-
ogy (RD&T), located at the Turner-Fairbank Highway Research
Center (TFHRC), and other FHWA offices.
The FHWA Research Showcase featured 25 exhibits and
demonstrations, and 3 presentations that provided representa-
tives from USDOT modes and other highway stakeholders with
a first-hand look at the latest transportation technology. During
the event, attendees had the opportunity to interact with leading
researchers and innovative technologies such as:
* CARMA®™, which enables automated vehicles to share
information with each other and roadway infrastructure, and
to manage complex traffic issues that human drivers deal
with daily.
* Ultra-high performance concrete (UHPC), the most tech-
nologically advanced concrete available in today’s market.
UHPC is 5 times stronger and 10 times more durable than
conventional concrete.
¢ A hand-held spectrometer, which offers the potential to
improve infrastructure performance by making it possible
to very quickly determine whether materials brought to the
project site meet agency requirements.
* An FHWA Hydraulics Research Program’s mobile robotic
system that automates the current riverbed material testing
process, which can be time consuming and labor intensive.
by Kelley McKINLEY
Unmanned aerial systems provide high-quality data and imagery where
traditional data collection practices are inadequate or sites are difficult to access
for bridge inspection, field surveys, geotechnical investigations, and routine
construction inspection.
Source: FHWA,
The event also highlighted the importance of multimodal
collaborations that support “one DOT.” FHWA Administrator
Nicole R. Nason noted how the “incredible research work being
conducted by the FHWA plays an important role in improving our
current and future highway and bridge infrastructure and its bene-
fits are seen across nearly all modes of the USDOT,” most notably
in the multimodal efforts related to connected and automated
vehicle research.
In addition, TFHRC plays a key role in ensuring that FHWA
research extends beyond USDOT. At the event, U.S. Secretary
of Transportation Elaine L. Chao said, “The research being
conducted at the Federal Highway Administration’s Turner-
Fairbank Highway Research Center—in partnership with univer-
sities, startups, and industry stakeholders—has helped to advance
transportation innovation, This work includes development of
innovations in materials, designs, operations, and safety.” She also
noted that the research and technology developed at TFHRC
“has enabled the highway system to move people and freight
more safely and has contributed to the economic success of our
country.”
KELLEY McKINLEY is a marketing and communications specialist at TFHRC,
where she is responsible for developing communications strategy for FHWA’s
research and technology. She holds a B.S. in communication studies from
Northwestern University and an M.S. in communication management from
Temple University.
WWW.FHWA.DOT.GOV I 19
20 | PUBLIC ROADS | WINTER 2020
LEFT: Stacy Balk, who supports TFHRC’s Human Factors program, shows a showcase
visitor how to use FHWA‘s virtual reality bicycle. This technology provides an
opportunity to explore and investigate new infrastructure and safety enhancing
techniques, without the safety risks of real-world evaluation.
TOP RIGHT: Secretary Chao welcomes visitors to the FHWA Research Showcase.
BOTTOM RIGHT: Administrator Nason inspects a hand-held spectrometer with
Terry Arnold, a chemist at TFHRC. The technology can quickly assess the
composition of highway materials to detect the presence or absence of various
constituent materials.
FHWA
22 | PUBLIC ROADS | WINTER 2020
commu
9 10:00AM-2:00PM
TOP LEFT: The RABIT™ bridge deck assessment
tool collects comprehensive data on surface and
subsurface conditions.
TOP RIGHT: David Kuehn, program manager of the
Exploratory Advanced Research (EAR) Program,
engages visitors at the EAR table. The EAR Program
addresses the need to conduct longer term
and higher risk breakthrough research with the
potential for transformational improvements to
plan, build, renew, and operate safe, congestion
free, and environmentally sound transportation
systems.
MIDDLE: Secretary Chao discusses the value of
research in front of a large audience at the event.
BOTTOM: Visitors to the Research Showcase could
view the CARMA vehicles parked on the Third Street
Plaza between the West and East buildings of
USDOT headquarters.
Sources: FHWA.
by SAIF AL-SHMAISANI and MARIA JUENGER
on the decline fo
Fly ash
from coal
burning is an almost
essential component of
concrete mixtures. But with coal
power production, the
concrete industry is looking for alternatives.
Buns coal is one of the primary means
of generating electricity in the United
States. The coal-burning process produces
residual, incombustible materials. Fly
ash—fine, glassy, rounded particles tich
in silicon, aluminum, calcium, and iron
oxides—is one of these residual materials,
captured from the flue gas by precipitators
and bag filters. Because of its chemical
and physical characteristics, fly ash can
substitute for a portion of portland cement
in concrete mixtures as a supplementary
cementitious material (SCM). Fly ash also
improves many concrete properties such as
workability. The spherical shape of fly ash
particles compared to the shape of other
SCMs can be seen in microscopic images.
The concrete industry has used fly ash
as an SCM for decades, thereby diverting it
from landfills and impoundments, provid-
ing a benefit to both the power and con-
crete industries. According to the American
Coal Ash Association’s (ACAA) 2017 Pro-
duction and Use Survey, 111.3 million tons of
coal combustion products were produced
that year, with 71.8 million tons beneficially
used. In 2017, concrete manufacturers used
14.1 million tons of fly ash in concrete.
Fly ash is the primary SCM used in
concrete in the United States. Because fly
ash is a byproduct material and cement is
a manufactured material, the cost of fly ash
is generally lower than the cost of cement.
Therefore, substituting fly ash for cement
reduces the cost of concrete.
Recent environmental regulations that
require emissions-control systems and the
abundance of natural gas as an alternative
fuel to coal have led to a decline in coal-
fired power plants—a trend that is likely
to continue. The U.S. Energy Information
Administration (EIA) forecasts that 42
percent of existing coal-fired generation
capacity will retire by 2050. As fly ash
becomes less and less available, State
departments of transportation and their
contractors will need to seek alternatives.
Many are already considering other options,
such as natural pozzolans.
Concrete pavement durability and service life depend on the selection of quality materials and proper
construction practices. SCMs are important ingredients in concrete for pavements—both to improve durability in
freezing and thawing exposures and for the mitigation of alkali-silica reaction with some aggregate sources.
Source: FHWA
WWW.FHWA.DOT.GOV | 23
The Benefits of SCMs
Fly ash and other SCMs enhance concrete
properties. The spherical particles of fly
ash reduce friction during mixing when
concrete is in its early, fluid state, enabling
the reduction of mixing water or chemi-
cal additives used to improve flow. SCMs
chemically react over time in a pozzolanic
reaction with calcium and hydroxyl ions in
the concrete pore solution to form calcium
silicate hydrates. The calcium silicate
hydrates inctease concrete’s long-term
strength and reduce porosity and permea-
bility. The slow reaction is especially benefi-
cial in thick concrete pavement and mass
concrete applications to prevent cracking
and develop long-term strength.
SCMs can reduce the risk of thermal
cracking and subsequently provide good
long-term mechanical properties. SCMs
also help protect concrete from long-term
chemical degradation, For example, SCMs
reduce porosity through the pozzolanic
reaction, slowing the intrusion of chlorides
that can cause corrosion of steel reinforce-
ment and sulfates that can cause expan-
sive reactions and cracking. Lastly, SCMs
can reduce expansion and cracking from
alkali-silica reaction in aggregates contain-
ing reactive siliceous materials.
An Uncertain Future
In 2011, the Environmental Protection
Agency (EPA) issued a rule regulating the
amount of mercury and other air toxins
emitted by power plants in response to the
1990 Amendments to the Clean Air Act.
To meet these regulations, coal-fired power
plants have had to install emission control
systems to reduce emissions primarily
from sulfur oxides, nitrogen oxides, and
mercury. These systems often contaminate
the fly ash produced by treating the flue gas
with various substances, such as limestone
powder, to react with the sulfur producing
gypsum and activated carbon to absorb the
mercury. Often the products of emission
control systems become mixed with the fly
ash, reducing its quality and performance
in concrete.
In addition to the contamination of
fly ash, installation and maintenance of
emission control systems can be costly for
smaller or older plants, forcing many to be
retired. The EIA reports approximately 475
coal-fired power generator closures since
the EPA finalized the 2011 regulation.
Coal-fired power plants that can make the
necessary modifications incur higher costs
to produce electricity, which increases the
cost of electricity generated by the plants.
This has created a more competitive market
for other energy sources, such as natural
gas, solar, and wind energy.
According to the ACAA’s Production and
Use Surveys, the amount of fly ash used in
concrete products has increased 5 percent
between 2011 and 2017; however, the
amount of fly ash produced has dropped
36 percent. The American Road and Trans-
portation Builders Association (ARTBA)
estimates that concrete production will
increase more than 50 percent by 2033.
Dwindling fly ash production necessi-
Adump truck collects a fresh concrete batch froma
SRT CaR i Reece eave tates the search for alternative sources of
flac has both an active, Oca silo storage and this material,
on-ground pneumatic “pigs” (bulk tanks) for cement ‘The Texas Department of Transpor-
and fly ash storage. tation [TxDOT], [like] many other DOTs,
Source: FHWA. has relied heavily on fly ash to improve
long-term durability of concrete,” says
Andy Naranjo, rigid pavements and con-
crete materials branch manager of TxDOT.
“Seasonal power plant outages, changes
in coal sources, and power plant closures
have significantly impacted the supply of
fly ash making it challenging for the fly
ash industry to meet the fly ash demand.
TxDOT has worked closely with fly ash
marketers as they bring in new sources of
fly ash from other States and countries, and
some unconventional options to ensure the
immediate demand is met.”
Fly Ash Beneficiation and Harvesting
According to the ACAA, only 64 percent
of the fly ash produced in the United
States in 2017 was beneficially reused. The
large unused quantities of fly ash produced
per year are often landfilled or ponded
onsite at power plants. Therefore, oppor-
tunities exist for excavating or dredging
and recovering these materials, a process
referred to as harvesting. In addition, coal
combustion produces other residuals, such
as bottom ash and economizer ash, which
may be untapped resources for SCMs.
The primary obstacle to using underuti-
lized coal combustion residuals in concrete
is material quality. ASTM International
(ASTM) C618 and the American Associa-
tion of State Highway and Transportation
Officials (AASHTO) M295 specify the
chemical and physical properties that fly
ash must meet for use in concrete mixtures.
However, beneficiating or remediating
fly ashes that do not meet these speci-
fications can make them acceptable for
use. For example, coarse material can be
post-processed by classifying or grinding
to inctease fineness and fly ash with high
unburned carbon content can be thermally,
electrostatically, or chemically treated to
remove carbon or reduce its absorptivity.
Rescarcu at FHWA
Aconstruction crew pours fresh concrete on an
asphalt base during construction of a jointed plain
concrete slip-formed pavement.
Source: FHWA.
FHWA’s Turner-Fairbank Highway Research Center (TFHRC) continues concrete research on
SCMs and SCMs used with limestone powder in cooperation with FHWA Exploratory Advanced
Research Program researchers and with the National Institute of Standards and Technology. To
date, the research has resulted in the following documents:
e Benefits of High Volume Fly Ash Fact Sheet
(FHWA-HRT-10-022)
www.fhwa.dot.gov/publications/research
Zear/10051/10051.pdf
e Increased Use of Fly Ash in Hydraulic Ce-
ment Concrete (HCC) for Pavement Layers
and Transportation Structures
https://doi.org/10.5703/1288284316554
e Evaluation of High-Volume Fly Ash Mix-
tures (Paste and Mortar Components)
Using A Dynamic Shear Rheometer and
an Isothermal Calorimeter TechBrief
(FHWA-HRT-12-062)
www.fhwa.dot.gov/publications/research
/infrastructure/pavements/12062/12062.pdf
e “|sothermal Calorimetry as a Tool to
Evaluate Early-Age Performance of Fly
Ash Mixtures,” Transportation Research
Record: Journal of the Transportation
Research Board
https://journals.sagepub.com/doi
Zabs/10.3141/2342-06
e “Ternary Blends for Controlling Cost and
Carbon Content,” Concrete International
https://concrete.nist.gov/~bentz
/TernaryblendsforCl.pdf
e “Multi-Scale Investigation of the Per-
formance of Limestone in Concrete,”
Construction and Building Materials
https://tsapps.nist.gov/publication/get_pdf
.cfm?pub_id=916188
Conducting laboratory
research on trial
concrete mixtures
containing various
cementitious blends
is an important step
in selecting materials
and blends that
will yield long-term
concrete performance
and durability in
transportation
infrastructure.
Laboratory technicians
will run workability
tests on this fresh
batch of concrete.
Source: FHWA
Assessment of New Rapid Alkali-Silica
Reaction (ASR) Tests. Ongoing research in the
TFHRC Concrete Laboratory and the TFHRC
Aggregate and Petrographic Laboratory (APL)
tests the reliability of two new test methods-
the concrete cylinder test and miniature con-
crete prism test-in assessing ASR mitigation
measures. This research is in collaboration
with the University of Texas and Oregon State
University. Researchers plan to present the
results of this project, comparing the perfor-
mance of reactive aggregates in the lab with
field exposure blocks containing SCMs (Class
F and Class C fly ash, slag cement, or silica
fume), at the Transportation Research Board’s
2020 Annual Meeting.
Assessment and Refinement of Concrete
Durability Testing Procedures. TFHRC is one
of the research organizations looking at
durability testing procedures for concrete
with and without SCMs in support of the new
AASHTO PP84-19 for Performance Engineered
Mixtures (PEM) for concrete. The PEM project
is assessing a suite of new test procedures
for practicality in the lab and relation to
performance. One test is electrical resistivity
of a concrete cylinder as an indicator of the
quality of the pore system. Concrete resistivi-
ty depends both on the pore structure and on
the pore solution in the concrete. Aspects of
this research, including data on concrete with
fly ash and slag cement SCMs, are explained
in Formation Factor Demystified and Its Rela-
tionship to Durability (F HWA-HRT-19-030) at
www.fhwa.dot.gov/publications/research
/infrastructure/pavements/19030/index.cfm.
WWW.FHWA.DOT.GOV | 25
Beneficiation is not limited to
as-produced fly ash. According to the
EPA, more than 310 active landfills onsite
at power plants have an average size of
more than 120 acres (48.5 hectares) and
an average depth of more than 40 feet (12
meters). In addition, more than 735 active
surface impoundments have an average
area and depth of 50 acres (20 hectares)
and 20 feet (6 meters). Presumably, these
landfills and impoundments hold vast
reserves of materials that operators or fly
ash distributors could harvest and benefici-
ate for use in construction.
As reported in the July-August 2019
issue of the American Concrete Institute Mate-
rials Journal, research indicates that applying
thermal, mechanical, and/or chemical
treatment to fly ashes harvested from land-
fills can result in fly ashes with very similar
performance to the as-produced material.
Similarly, bottom ash and economizer
ashes benefit from treatments to improve
their performance in concrete. After the
performance of these materials is proven,
the limiting obstacle is modification of
26 | PUBLIC ROADS | WINTER 2020
the relevant standards and specifications
to enable their use. To this end, several
research projects recently begun through
the Federal Highway Administration’s
Exploratory Advanced Research Program,
the National Cooperative Highway Re-
search Program, and by industry associa-
tions and SCM producers and suppliers to
better define performance requirements
of harvested and beneficiated fly ash and
other coal combustion products.
Natural Pozzolans
Another solution to extend the resources
for SCMs is to increase production of
natural pozzolans. Natural pozzolans are
quarried minerals with similar composi-
tions to fly ash, making them also pozzo-
lanically reactive. Minerals in this category
include unaltered volcanic minerals such as
pumice, perlite, and volcanic ash; altered
volcanic minerals such as zeolites; and
calcined sedimentary minerals such as clays
and shales.
Natural pozzolans have a sttong history
of use in the United States in the early
20th century for the construction of many
landmark bridges and dams. Their use
decreased as fly ash came into favor during
the late 20th century, but they ate experi-
encing a renaissance as fly ash production
decreases and demand for high-quality
SCMs increases. In the United States,
natural pozzolan producers formed the
Natural Pozzolan Association (NPA) in
2017 to represent their growing industry.
The NPA reports adding 500,000 tons of
new production capacity in North America
in 2018 and estimates producing 500,000
tons more in 2019.
Use and research on both raw and
calcined natural pozzolans demonstrate
excellent performance as SCMs in concrete
in terms of fresh and hardened state prop-
erties and long-term durability.
Blended Ashes
Another opportunity for extending SCM
resources comes ftom blending materials
from different sources. Blending facilitates
the use of underutilized materials and
conserves the use of high-quality materials,
enabling the production of a larger
quantity of good quality material for
use in concrete. For example, blending
an SCM that does not meet the ASTM
C618/AASHTO M295 specification
for fineness with a finer material can
produce an acceptable alternative. Sim-
ilarly, blending an SCM with a high car-
bon content with one having a lower
carbon content can yield an acceptable
level of carbon content.
Blending of SCMs is permitted
under ASTM C1697. However, the
specification currently only allows
the blending of materials that meet
specifications for fly ashes, natu-
ral pozzolans, silica fume, and slag
cement. Off-specification materials
are not allowed despite research that
shows off-specification fly ashes
blended with natural pozzolans or
other fly ashes perform quite well
in concrete mixtures, as long as the
blended material meets the chemical
and physical requirements for a fly ash.
Furthermore, blending materials such
as milled bottom ash with fly ashes and
other SCMs presents the opportunity
to include more underutilized coal
combustion residuals.
“Changes in electricity genera-
tion will continue to impact concrete
mixture designs into the future,” says
Michael Praul, P.E., senior concrete
engineer with the FHWA Mobile Con-
crete Technology Center. “However,
there are many promising approaches
to solving this problem—from ben-
eficiating underutilized or landfilled
materials to searching for new sources
of SCM materials and optimizing
blends for targeted performance. Now
is the time to develop viable means
to assure the long-term availability of
SCMs so we can continue to produce
high-quality concrete for the Nation’s
infrastructure in the future.”
Ahmad Ardani, PE, and Richard
Meininger, PE, are the FHWA points
of contact for this research. Ardani is
the concrete research program manager
with FHWA at the Turner-Fairbank
Highway Research Center (TFHRC).
Meininger is a research civil engineer
on the Pavement Materials Team at
TFHRC. For more information, con-
tact Ardani at Ahmad.Ardani@dot.gov or
202-493-3422, or Meininger at Richard.
Meininger@dot.gov or 202-493-3191.
SAIF AL-SHMAISANTI is a Ph.D. student in
civil engineering at the University of Texas
at Austin. Al-Shmaisani has B.S. and MS.
degrees in civil engineering from the
University of Texas at Austin.
MARIA JUENGER, Ph.D,, is a professor of civil,
architectural, and environmental engineering
at the University of Texas at Austin. Juenger
received a B.S. in chemistry from Duke Uni-
versity and a Ph.D. in materials science and
engineering from Northwestern University.
This photo shows a typical sawed joint in plain concrete slip-formed pavement
with the desired crack extending from the bottom of the partial-depth saw cut
to the bottom of the slab. Using SCMs in concrete paving mixtures will help
improve the durability of the concrete in deicing chemical exposures, whichis
important in long-term joint performance.
Source: FHWA.
RESEARCH AT THE UNIVERSITY OF TEXAS AT AUSTIN
The Texas Department of Transportation (TxDOT) is
supporting research on fly ash and fly ash alter-
natives in concrete, including the role of fly ash in
preventing thermal cracking in mass concrete and
controlling expansion from ASR. With respect to the
latter, the University of Texas at Austin maintains
outdoor exposure sites to monitor long-term durabil-
ity of concrete mixtures both in Austin, TX, and in
the Gulf of Mexico. The long-term outdoor exposure
testing enables the correlation of degradation under
accelerated testing to that which occurs under
more realistic conditions.
Outdoor exposure sites for durability testing at the
University of Texas at Austin.
© Racheal Lute.
TxDOT-funded work on fly ash alternatives began
in 2011 as changes in air pollution regulations for
power plants threatened to reduce the availability
of fly ash in Texas. TxDOT-sponsored research at
the University of Texas at Austin targeted natural
pozzolans as fly ash replacements, with excellent
performance identified from pumice, perlite, and
calcined clay and shale. At the time of the research,
these materials were more expensive than fly ash.
TxDOT continued to sponsor work on lower cost
materials, such as reclaimed and remediated fly
ashes and byproduct sources of natural pozzolans,
such as overburden pumice. All materials with
pozzolanic reactivity performed well in concrete
mixtures, improving mechanical properties and
durability.
TxDOT's support for research is continuing
with emphasis on blended fly ashes and tools for
screening good materials from marginal or poor
ones, which is critically important as the industry
sees an increasing variety of materials and blends
introduced to the market.
WWW.FHWA.DOT.GOV I 27
CARMA‘ DRIVING INNOVATION
oS
>
»
“4 s
—_—"
—-
by TAYLOR LOCHRANE, LAURA DAILEY, and CORRINA TUCKER
FHWA’s cooperative driving automation program is transforming transportation.
ooperative driving automation (CDA)
has the potential to improve transpor-
tation safety and efficiency, facilitate freight
movement, increase productivity, and save
money by reducing the need to widen road-
way lanes. The Federal Highway Adminis-
tration developed the unique CARMA Plat-
form” and CARMA Cloud™ (collectively,
CARMA”) to support the research and
development of CDA features in support
of transportation systems management and
operations ([SMO).
“Automated vehicles, consistent with
their name, operate autonomously or on
their own,” says Chris Stanley, the program
manager for FHWA’s Saxton Transporta-
tions Operation Laboratory and the senior
director of surface transportation research
at Leidos. “FHWA is enabling these
vehicles to work together for the public
good, improving transportation safety
and mobility.”
CARMA is a cooperative effort among
FHWA, the Federal Motor Carrier Safety
Administration, the Maritime Administra-
tion, the Intelligent Transportation Systems
Joint Program Office, and the Volpe
National Transportation Systems Center.
Together, the agencies work to facilitate
collaboration, research, and testing in CDA
as well as the future of the Nation’s trans-
portation system.
28 | PUBLIC ROADS I WINTER 2020
What Is CARMA?
The overarching purpose of CARMA is
to transform transportation, improving
efficiency and safety through automated
vehicles working together with roadway
infrastructure.
To fully understand what CARMA is
and how it can improve transportation
efficiency and safety, it is important to
understand how the current iteration of
CARMA developed. CARMA started
out as a proof of concept. A software
package developed to enable vehicles to
communicate their longitudinal movements
with each other, CARMA1 marked the
start of FHWA’s cooperative automated
vehicle fleet.
Next, the team developed CARMA2,
a platform built on open-source software.
The goal of this phase was to engage with
the industry on CDA in order to expand
existing automation capabilities and to
reduce research and development time.
CARMA2 runs on a computer inside a
vehicle. The computer interacts with the
vehicle’s devices and microcontrollers,
including onboard units and after-market
sensors such as radars. The platform
manages the controller area network (CAN
bus) messages for the vehicle to speed up
or slow down, gathers data from con-
nected sensors to understand the vehicle’s
environment, transmits the onboard unit
messages to other vehicles, and processes
incoming messages ftom other vehicles and
infrastructure in order to cooperate with
other vehicles. The platform also provides
many plug-ins that support cooperative
driving tactics, such as cruising, yielding,
lane changing and merging, platooning, and
speed harmonizing.
The research team then developed
CARMAS3, the latest version of CARMA
released in July 2019 and now simply called
CARMA, to collaborate with the research
and development community. It consists of
CARMA Cloud and the CARMA Platform.
CARMA is an open-source software
that enables researchers and engineers to
develop and test their CDA features on
properly equipped vehicles. It is available
on the GitHub development platform at
https://github.com/usdot-fhwa-stol
/CARMAPIatform for any researcher to
download and use. By making CARMA
publicly available, FHWA and its partners
hope to set the foundation for interoper-
ability across vehicle makes and models
and encourage the safe introduction of the
technology onto the Nation’s roads.
CARMA Cloud is a download-
able, cloud-based, open-source service
that enables communication between
cloud services, vehicles, road users, and
Alluse the third phase of CARMA (CARMA3).
Source: FHWA.
infrastructure devices. CARMA Cloud
FHWA recently expanded its CDA fleet by four new passenger
vehicles. Three different makes and models are shown here.
AMTONALED VenicLes Working Tocetuen
or tactical planning of vehicle behaviors
Developing Strategies
for Key Scenarios
The CARMA Program aims to develop
a concept of operations for TSMO
enables the roadway to provide informa-
tion to support safe operation for new
TSMO strategies. This technology facili-
tates cooperation among vehicles and road-
way infrastructure through communication.
The CARMA Platform provides
cooperative research functionality to
and trajectories to exercise particular
algorithms and cooperative interaction.
The controller plug-in API provides
for the implementation of low-level
motion-planning algorithms. Finally,
the hardware driver API enables users
to install the platform on any properly
PARTNER SPOTLIGHT: FMCSA
an automated driving system. By using
CARMA Cloud to provide information
about what’s ahead (such as traffic inci-
dents, road weather conditions, and work
zones), the CARMA Platform enables
automated vehicles to interact and cooper-
ate with infrastructure and other vehicles,
improving the performance of the existing
transportation system.
Features of the CARMA Platform
The developers designed the CARMA Plat-
form with flexibility in mind. It is built on
Robot Operating System (ROS) to encour-
age modular design so that components
can be easily swapped out to experiment
with different combinations. It includes
vehicle-to-everything (V2X) communi-
cations capabilities to compose, transmit,
receive, and parse V2X messaging and can
work with any radio device.
The platform also includes three
application planning interfaces (APIs).
The planning plug-in API enables users to
install plug-ins for either strategic planning
equipped vehicle, as long as drivers are
installed that connect to the various
vehicle sensors and controller equipment.
Additionally, the third phase of
CARMA softwate also features:
Localization, motion planning, and
obstacle detection and avoidance.
Autoware™ components that
are adaptable to work with
other platforms.
Environment sensing with
light detection and ranging
(LiDAR), radar, video,
and MobilEye"-integrated
roadway-sensing devices.
Society of Automotive Engineers
(SAE) level 2 steering and speed
control while staying in lane.
Basic safety message broadcasting
using data from the CARMA system.
FHWA and its partners are develop-
ing further CARMA features, and more
information will be available online as
these features are identified and created.
The Federal Motor Carrier Safety
Administration (FMCSA) is the
leading Federal government agency
hat is responsible for regulating
safety of commercial motor vehicles.
FMCSA’s priority is to reduce crashes,
injuries, and fatalities that involve
large trucks and buses. FMCSA has
joined the CARMA Collaborative in
order to push the limits of CARMA
by improving transportation safety.
he four tractors provided by FMCSA
are the next generation for test
vehicles that will support Society of
Automotive Engineers (SAE) Level
2. and Level 3 commercial motor
vehicle automation research, The
areas of research for the tractors
include roadside inspections,
advanced driver-assistance systems,
performance, platooning, driver
readiness, and cybersecurity.
WWW.FHWA.DOT.GOV | 29
strategies, including basic travel, traffic
incident management (TIM), work zone,
and weather scenarios.
“The results of this research will accel-
erate stakeholder collaboration expediting
identification of readiness needs that will
stimulate deployment of cooperative driv-
ing automation technology while advancing
safety, security, data, and application of
artificial intelligence,” says John Harding,
the leader of FHWA’s Connected/Auto-
CARMA will explore two
basic travel scenarios,
including merging onto
a highway. Here, the
text bubbles indicate
in-vehicle warning
messages for cars that
are merging as well as
cars in the travel lane.
Source: FHWA.
This phase of the
CARMA project
investigates three
scenarios related
to traffic incident
management, including
changing lanes ona
freeway in response to
an incident ahead with a
responding emergency
vehicle.
Source: FHWA.
The CARMA team will
examine two work zone
management scenarios,
including one-lane,
two-way traffic taper
in which a single lane
is used for alternating
traffic in each direction,
as shown here.
Source: FHWA.
CARMA will explore
aroad weather
management scenario
in which vehicles
must change speed
and prepare for other
adjustments at the
beginning of a weather
event zone.
Source: FHWA.
30 | PUBLIC ROADS | WINTER 2020
(tm)
Merge Left
mated Vehicles and Emerging Technolo-
gies Team.
Basic travel. 'The first basic travel scenario
CARMA will explore is merging onto a
highway. The second research priority is
navigating a signalized intersection.
Traffic incident management. The CARMA
team will research three TIM-related
scenarios. The first is when vehicles must
move out of the way of first responder
vehicles driving toward an incident. The
is the move-over
scenario being ex,
in response to an
Work zone management. The
second priority for investigation
approaching vehicles should move out of
the lane adjacent to stationary emergency
vehicles with flashing lights. The third
phase is changing lanes on a freeway
a travel lane ahead.
aw, in which
plored during this
incident blocking
Vehicles merging
from right
first scenario CARMA will
Merge Left |—
explore is a one-lane, two-way traffic taper.
The second-priority scenario for investiga-
tion is a road closure with diversion.
Road weather management. CARMA
will investigate the scenario of a vehicle
adjusting speed and preparing for other
adjustments at the beginning of a weather
4
event zone.
CARMA Collaborative
FHWA established the CARMA Collabora-
tive to bring together diverse stakeholders
supporting the future of the transportation
industry. The effort bridges gaps among
several stakeholder groups and forms a
community of existing and prospective
CARMA usets invested in developing
intelligent transportation solutions and
cooperative automated driving systems
to improve transportation efficiency and
safety. The CARMA Collaborative provides
opportunities to cultivate relationships,
share expertise, pilot transportation tech-
nologies, implement cooperative automated
driving systems, and strengthen the trans-
FHWA andits partners recently released the third iteration of the CARMA
software platform. CARMA promotes collaboration and participation
from communities of engineers and researchers to advance the
understanding of cooperative automated driving.
Source: FHWA.
portation industry for public benefit.
The CARMA Collaborative advances
the understanding of CDA and the impacts
it can have on mobility, cultivates technol-
ogy that enables cooperative automated
driving systems, and accelerates use of
CARMA by stakeholders to support the
collaborative development and adoption of
cooperative and automated technologies.
The collaborative facilitates active engage-
ment, interaction, and discussion on the
use of CARMA through its open-source
platform, stakeholder engagement, and
webinars to share information.
Get Involved!
The latest version of CARMA is now live
on GitHub and open for collaboration.
The unique CARMA Platform enables
users to download and add this software to
a properly equipped vehicle with automated
driving technology. Download the software
to begin collaborating with FHWA and its
partners in improving the roadways today.
TAYLOR LOCHRANE is the technical program
manager for CARMA, leading the open source
development and collaboration efforts of CARMA
with partners and stakeholders. He earned
B.S, M.S,, and Ph.D. degrees in civil engineering
focused in transportation from the University of
Central Florida.
LAURA DAILEY is the communications manager of
the Saxton Transportation Operations Laboratory,
overseeing marketing and engagement activities.
She earned an MS. degree from Drexel University
and B.S. degree with a marketing concentration
from Elon
CORRINA TUCKER is a junior communications
specialist in the Saxton Transportation Operations
Laboratory leading outreach activities. She holds
a BA. degree in digital media from Penn State and
specializes in technical writing and multimedia.
For more information, contact Taylor
Lochrane at taylor.lochrane@dot.gov or visit
https://highways.dot.gov/research
/research-programs/operations/CARMA.
WWW.FHWA.DOT.GOV | 31
n 1970, the Nation was at the height of
Eisenhower's Interstate Era. Federal and
State highway agencies worked to plan and
build the interstate highway stem, the
largest civil works project ever constructed
in the United States. At the same time,
people across all industries looked for new
ways to protect natural, social, and cultural
environments. As the Nation’s interstate
routes expanded, the Federal Highway
Administration recognized that maintaining
and updating this system would require a
contemporary, trained workforce, one able
to implement new methods and technolo-
gies. More and larger projects, developing
and adapting new innovations, and a grow-
ing workforce meant a need for training to
meet the demands.
To rise to the challenge of providing
new skills and staffing for the transpor-
tation industry, Congress authorized the
creation of the National Highway Institute
(NHI) as part of the Federal-Aid Highway
Act of 1970, As FHWA’s training arm,
NHI was tasked with the development
and delivery of training for State and
local highway organizations across the
United States.
In the beginning, NHI was a lean
organization with just a few employees
who completed all course registrations,
scheduling arrangements, and certificates
by hand. With this limitation, the agency
understandably offered only a small
selection of courses. Today, NHI regu-
larly collaborates with partners across the
32 | PUBLIC ROADS I WINTER 2020
transportation industry, both nationally and
internationally, to offer a catalog that has
grown to include more than 400 courses in
18 broad categories, including more than
200 distance-learning courses that capitalize
on the latest web technologies. With 205
web-based trainings, 20 web-conference
trainings, and an ever-increasing num-
ber of blended courses (part online, part
instructor led) on the books, NHI aims to
train more transportation professionals,
accessibly and affordably, in the fields they
need most.
Even though the technology and
teaching formats are relatively new, NHI’s
commitment to excellence in training is
not. As FHWA’s training and educational
business unit, NHI has provided quality
technical training to the Nation’s broad
network of transportation professionals
for the past 50 years. And this year, as NHI
celebrates its golden anniversary, it proudly
continues to serve as the country’s princi-
pal source of transportation-related course
materials and training.
res the Nation’s transportation
professionals remain at the forefront
of their chosen disciplines and helps to
safeguard the country’s infrastructure as
a national asset. NHI develops its techni-
cal training in collaboration with FHWA
program offices, FHWA’s Resource Center,
State departments of transportation, local
agencies, and industry partners, which
encourages nationwide application of state-
of-the-practice techniques.
NHI’s portfolio of training products
covers a wide variety of transportation-
related program areas ranging from asset
management and structures to intelligent
transportation systems and highway safety.
The instructor-led and web-conference
sessions provide a direct line of commu-
nication with experienced practitioners
considered by their peers to be experts in
their respective fields.
NHI strives to be the authoritative
source for transportation training by
offering relevant and organized curricula,
providing outstanding customer service,
and delivering training formats that sup-
port various learning needs and workforce
trends. The organization is dedicated to
improving the performance of the trans-
portation industry by providing effective
and innovative instruction, both in the
classroom and online.
To ensure that current training needs
ate being met, NHI is conducting a 3-year
initiative to update the entire 418-course
catalog. The goal of this undertaking, as
well as that of the new web-based courses,
is to make NHI more affordable and acces-
sible to professionals across the industry.
NHI’s new director, Michael Davies, is
the push behind this effort. “We recog-
nize the ever-changing landscape of the
transportation industry and its workforce
development needs,” says Davies. ““That’s
why we ate laser-focused and committed
For 50 years, the National Highway Institute has delivered innovative and expert transportation training. As the primary training and education branch of the Federal Highway
Administration, NHI aims to provide transportation professionals with the knowledge they need to perform and advance their careers.
Image compilation by Schatz Strategy Group. Photos, left to right © Shutterstock.com/ Matej Kastelic, @ Shutterstock.com/ Matej Kastelic, @ Shutterstock.com/Sean Pavone.
to providing a high-quality learning experi-
ence through the most innovative training
solutions available.”
OFFERING EXCELLENCE
NHI uses the latest adult learning princi-
ples to keep learners engaged and enthu-
siastic about applying what they learn as
soon as they return to work. NHI uses
an iterative course development process,
through which accredited instructional
designers and subject matter experts work
closely to determine training needs, design
and develop a solution, and deliver a
high-quality product based on the custom-
ers’ unique objectives, timelines, and bud-
get. That means that each course is not a
cookie-cutter lecture, but instead uses local
examples and tailored content to meet the
specific challenges faced by attendees.
The organization pursues strategic
partnerships that enhance and attest to the
quality of its training. These partnerships
include university transportation centers,
State DOTs, and FHWA’s Resource Center.
Collaboration with these partners has
elped NHI to provide better training to
more customers.
Beyond offering state-of-the-art and
state-of-the-practice training, NHI is
accredited by the International Association
for Continuing Education and Training
(IACET) as an authorized provider of
continuing education units (CEUs). As an
authorized provider, NHI can offer CEUs
for its courses that qualify under the Amer-
ican National Standards Institute/IACET
1-2007 Standard. Accredited training may
be used by highway industry professionals
to maintain State-issued professional engi-
neer licenses or other designations. For its
planning and freight series courses, NHI is
also an approved provider of the American
nstitute of Certified Planners certification
maintenance credits.
“Accreditation gives our courses
validity as high-quality trainings,” says
Carolyn Eberhard, an NHI instructor
liaison and historian.
In addition to the IACET accredi-
tation, several of NHI’s courses meet
Federal and State requirements as
approved training for industry certifi-
cations. Maintaining Federal and State
approval for many of NHI’s courses
means enforcing rigorous standards
and providing up-to-date trainings on
transportation policies, technologies,
and best practices. These efforts ensure
added value, above and beyond CEUs,
for individuals who take these courses.
NHI uses innovative training delivery
methods that increase accessibility to
learning without sacrificing the quality
or comprehensiveness of the content.
This includes staying up-to-date on
adult learning theory and convert-
ing many introductory courses into
accessible, user-oriented formats. NHI
implements blended learning strategies
to encourage the most efficient expendi-
tutes of participant and instructor time.
“Blended courses address participants’
needs to learn at their own pace and
when it’s convenient to them,” says
Melonie Barrington, an NHI training
program manager.
‘This dedication to excellence has results.
In the last decade, NHI has significantly
increased its reach in the transportation
industry, training 173 percent more
NHI Training Categories
ASSET
MANAGEMENT
BUSINESS, PUBLIC
ADMINISTRATION
‘AND QUALITY
CIVIL RIGHTS
COMMUNICATIONS
CONSTRUCTION
AND MAINTENANCE
DESIGN AND TRAFFIC
OPERATIONS
ENVIRONMENT
FINANCIAL
MANAGEMENT
FREIGHT AND
TRANSPORTATION
Locistics
GEOTECHNICAL
~~?
o) HIGHWAY SAFETY
HYDRAULICS
INTELLIGENT
( ) TRANSPORTATION
SYSTEMS (ITS)
tf \ PAVEMENT AND
MATERIALS
© REAL ESTATE
ee STRUCTURES
TRANSPORTATION
PERFORMANCE
MANAGEMENT
TRANSPORTATION
PLANNING
WWW.FHWA.DOT.GOV I 33
LEFT: FHWA’s Administrator Francis C. Turner (left)
with Emmett H. Karrer, the first director of NHI, in
September 1971.
Source: FHWA
RIGHT: FHWA’s Executive Director, Thomas Everett
(left), poses with NHI’s newest director, Michael
Davies, who took the position in January 2019. While
proud of the last 50 years, Davies is looking ahead
to NHI’s future through innovative training and
collaborative efforts.
Source: FHWA
participants in 2018 than in 2008 thanks to
the incorporation of new training delivery
formats, such as web-based training (first
offered in 2003) and blended courses (first
course offered in 2006). In the last 5 years
alone, NHI has trained more than 200,000
personnel from Federal agencies, State
DOTS, local public agencies, international
industry organizations, and institutes of
higher learning.
Developers continually update courses
as needed to reflect the latest guidance,
methods, and knowledge, and to incorpo-
rate feedback received from participants.
As an organization dedicated to learners,
NHI provides access to highly skilled sub-
ject matter experts from government and
industry, incorporates hands-on learning
opportunities and practical exercises that
make real-world application a priority,
and offers opportunities to collaborate,
solve problems, and shate successful
34 | PUBLIC ROADS | WINTER 2020
practices with industry peers across the
United States.
The vision for the future of NHI
continues a longstanding history of
forward-thinking ideas. In observation of
NHI’s 50th anniversary, the focus this year
revolves around one central theme: Moving
forward, giving back.
MOVING FORWARD
To celebrate its momentous anniversary,
NHI plans to rebrand, increase visibility,
and focus on innovation.
Rebranding. NHI has developed a new style
guide and introduced a redesigned logo, an
all-new color scheme, and a revamped look
and feel with modernized fonts and icons.
Visibility. NHI plans to participate in more
key industry events and develop a stron-
ger digital and social media presence. The
kickoff for NHI’s 50th year takes place at
the Transportation Research Board’s 99th
Annual Meeting, held January 12-16, 2020,
at the Walter E. Washington Convention
Center, in Washington, D.C
Innovation. NHI is exploring new tech-
nologies and finding innovative ways to
communicate to broader audiences by
modernizing its video library and training
curriculum and implementing more oppor-
tunities to use state-of-the-art virtual reality
technology. NHI currently offers three
computer-based trainings that use virtual
inspections, including the popular Safety
Inspection of In-Service Bridges (course
130055), which was hosted 35 times in
2018.
2020 offers a golden opportunity to give
back to the transportation community and
further support industry professionals.
Financial Support. To strengthen its part-
nerships with State and Federal agencies,
NHI will provide resources to the trans-
portation workforce throughout 2020. This
will include discounted courses across the
board and curated sessions for industry
professionals hosted at NHI’s training
facilities just outside of Washington, DC.
NHI is also promoting its 50th anniversary
by offering select NHI-sponsored “Golden
Anniversary Courses” to State DOTS, local
agencies, Tribal governments, and other
FHWA partners.
Website Chat Box. To make it easier for on-
line users to get access to the answers they
ate looking for, NHI is developing a chat
box interface for its website. The feature
will assist customers in finding informa-
tion, offer help with hosting a session, and
Fiscal Year 2018 Course Highlights
Bridge Inspection Refresher Training
Course with the Most Sessions (FHWA-NHI-130053)
FHWA Planning and Research Grants:
The Uniform Guidance (2 CFR Part 200) — Part 2
(FHWA-NHI-151059)
Most Popular
Web-Based Training
Transportation Performance Management for Con-
gestion including Freight (FHWA-NHI-138010) (this
course has been replaced by a web-based version with-
out the live conference session: FHWA-NHI-138019)
Web-Conference Training
with the
Most Sessions
Highest Rated Course Basic Relocation under the Uniform Act
RIGHT: NHI uses virtual inspections in three courses,
such as this one of a steel truss bridge from the
updated Safety Inspection of In-Service Bridges
course. NHI hopes to incorporate more virtual reality
technology into its courses in the coming years.
Source: NHI.
answer questions about NHI coutses in
real time.
Collaboration. NHI has been working to
build new and better partnerships internally
and externally to create better opportuni-
ties for our customers. These collabora-
tions include the Resource Centet’s “Call
For Service” (an initiative designed to
identify and meet the technical and training
needs of FHWA’s division partners), a joint
training facility with the Federal Motor
Carrier Safety Administration, and a new
agreement with the Office of Innovative
Program Delivery to offer all NHI web-
“For the last 50 years, FHWA's National Highway
Institute has been training and building the
transportation workforce of the future. While
our teaching methods may look different today
and certainly will be different in the future, our
goal for the next 50 years remains: to continue to
deliver high-quality, leading-edge training for the
transportation industry.”
a : Source: FHWA. :
based training at no cost to local agencies " -AMY LUCERO, FHWA Chief Technical Services Officer
and Tribal governments.
“We want to advance the industry and eee.
better support the many transportation STAN WORONICK is the training delivery and customer service manager at NHI. Previously, he worked at
professionals we serve,” says NHI Director _ the FHWA Missouri Division as an administrative officer and finance specialist. He holds a bachelor of
Davies. “Throughout our 50th anniversary science in workforce development from Southern Illinois University-Carbondale and a master’s degree
and beyond, NHI is committed to reinvest- in human resource development from Webster University.
ing in their technical training needs, shoring
up and strengthening the lines of commu- CHRISTINE KEMKER is c contracted marketing specialist for NHI
nication, and uncovering new ways to bet-
ter serve the transportation community.” For more information, visit www.nhi.fhwa.dot.gov/home.aspx.
WWW.FHWA.DOT.GOV I 35
Along the Road is the place to look for information about current and upcoming activities, developments, trends, and items of general interest to
the highway community. This information comes from U.S. Department of Transportation sources unless otherwise indicated. Your suggestions
and input are welcome. Let's meet along the road.
Public Information and Information Exchange
Secretary Chao Celebrates Groundbreaking
of New Volpe Center
In a ceremony on October 30, 2019, U.S. Secretary of Transpor-
tation Elaine L. Chao celebrated the official groundbreaking of
the new U.S, Department of Transportation John A. Volpe
Transportation Systems Center in Cambridge, MA. Secretary
Chao was joined by Massachusetts Governor Charlie Baker,
Cambridge Mayor Marc McGovern, U.S. General Services
Administration (GSA) Chief of Staff Robert Borden, U.S.
Senator Edward Markey’s State Director James Cantwell, and
Massachusetts Institute of Technology (MIT) Vice President for
Research Maria Zuber for the groundbreaking ceremony.
The Volpe Center currently occupies approximately 14 acres
(5.7 hectares) of land in the Kendall Square section of the city.
Following the conclusion of a two-phase solicitation process, GSA
entered into an exchange agreement with MIT, which will pay
$750 million to design and construct a state-of-the-art-facility for
Volpe on approximately four acres (1.6 hectares). In exchange, the
portion of the property no longer needed by the Federal Govern-
ment will be conveyed to MIT for mixed-use development.
The new facility will replace Volpe’s six existing buildings and
surface parking lots with an energy-efficient structure accompa-
nied by underground parking and approximately 100 bicycle
parking spaces. As part of the Federal Government’s Art in
36 | PUBLIC ROADS | WINTER 2020
Architecture program, which commissions artworks for new
buildings nationwide, the new building will feature an art piece
designed by Maya Lin integrated into the landscape on the east
side of the site.
USDOT Holds Inaugural Meeting of Rural
Transportation Infrastructure Council
In November 2019, USDOT hosted the first meeting of the
ROUTES Council, which will improve the use of the Depart-
ment’s discretionary grant funds in support of the Nation’s rural
transportation system. The initiative, known as the Rural Oppor-
tunities to Use Transportation for Economic Success (ROUTES)
Initiative, will analyze the Department’s discretionary funding and
financing opportunities to ensure rural communities’ transporta-
tion infrastructure helps the national transportation network meet
desired outcomes for safety and economic competitiveness.
Rural transportation infrastructure has significant challenges.
While one-fifth of Americans live in rural areas, 70 percent of
the Nation’s road miles are in rural areas, carrying nearly 50
percent of truck traffic. The highway fatality rate is more than
twice that of urban areas, and 90 percent of the Nation’s bridges
that ate posted for weight limits are in rural locations.
The new ROUTES Initiative will address these national
transportation challenges by assisting rural stakeholders in
OPPOSITE PAGE: ROUTES is an initiative to address disparities in rural
transportation infrastructure.
© Drotyk Roman/ Shutterstock.com.
understanding how to access USDOT grants and financing
products, and developing data-driven approaches to better assess
needs and benefits of rural transportation projects.
For more information, visit www.transportation.gov/rural.
USDOT Awards Automated Driving
System Demonstration Grants
Eight projects in seven States will receive a total of nearly $60
million in Federal grant funding to test the safe integration of
automated driving systems (ADS) on the Nation’s roadways. The
grants aim to gather significant safety data to inform rulemaking
and foster collaboration among State and local governments and
private partners.
US. Secretary of Transportation Elaine L. Chao made the
announcement at the Federal Highway Administration Research
Showcase, an event promoting the importance of research and
innovation in transportation. The event featured exhibits and
demonstrations of the ongoing research, emerging technologies,
and capabilities of the Turner-Fairbank Highway Research
Center.
USDOT’s top priority is safety. Automation offers the
potential to improve safety for vehicle operators, occupants, and
other travelers sharing the road. To address this potential,
USDOT solicited applications for the ADS grants, highlighting
key goals for safety, data for safety analysis and rulemaking, and
collaboration, The Department received 73 proposals.
For more information, visit www.dot.gov/av/grants.
BELOW: One goal of USDOT’s new mobility initiatives is to increase availability and
decrease cost of aftermarket modifiers that improve accessibility of vehicles for
all users.
@ Supannee_Hickman / Shutterstock.com.
Helping States Plan for ITS Cybersecurity
USDOT’s Intelligent Transportation Systems (ITS) Joint
Program Office (JPO) recently released Cybersecurity and
Intelligent Transportation Systems: A Best Practice Guide
(FHWA-JPO-19-763). This report presents the best practices
in ITS cybersecurity, particularly in planning and conducting
a penetration test.
The report details the methodology of scoping a test,
including the objectives, requirements, success criteria, test type,
management, and test readiness. It includes a template test plan
to help local and State departments of transportation get started
on their own cybersecurity plan and penetration testing. The
National Institute for Standards in Technology Critical Infra-
structure Cybersecurity Framework and the Department of
Homeland Security Implementation Guidance for Transportation
provide context for using penetration testing as a mechanism to
identify vulnerabilities.
The report is available at https://rosap.ntl.bts.gov/view/dot/42461.
Improving Access and Mobility for All Americans
At the Access and Mobility for All Summit held in October
2019, US. Secretary of Transportation Elaine L. Chao announced
nearly $50 million in new initiatives to expand access to transpor-
tation for people with disabilities, older adults, and individuals of
low income. The initiatives include new programs to develop and
deploy innovations in technology and further interagency
partnerships to improve mobility.
The summit assembled leaders from industry, academia,
nonprofits, and government to participate in panel discussions
and breakout sessions focused on interagency coordination,
advanced vehicle technologies, and innovations in mobility
services.
As part of her keynote address, Secretary Chao announced a
planned Complete Trip Deployment solicitation, which will make
up to $40 million available to enable communities to showcase
innovative business partnerships, technologies, and practices that
WWW.FHWA.DOT.GOV I 37
New USDOT initiatives aim to expand mobility and access to transportation for
people with disabilities, older adults, and individuals of low income.
@ Supannee_Hickman / Shutterstock.com.
promote independent mobility for all. “Complete trip” means that
a uset can get from point A to point B seamlessly, regardless of
the number of modes, transfers, and connections.
A planned inclusive design challenge will make up to $5 million
in cash prizes available to innovators who design solutions to
enable accessible automated vehicles. USDOT aims to increase
availability and decrease cost of aftermarket modifiers that
improve accessibility of vehicles today and spark development
for future automated vehicles.
For more information, visit www.transportation.gov/accessibility.
Understanding the Business Case
for Automated Bus Technologies
Automation technology for personal vehicles is
widely researched and discussed, but much less
information is available about automation
technologies in public transportation, specifically
bus systems. This information gap can make it
difficult for transit agencies to decide which, if
any, technologies to invest in.
Economists at USDOT’s Volpe Center
analyzed the cost-effectiveness of a selection of
bus automation technologies to help transit
agencies evaluate which technologies may yield
returns in the form of reduced labor or opera-
tions costs. Different from a traditional public
policy analysis or benefit-cost analysis, a business
Number of docking station:
for fiscally constrained transit agencies.
In a report published in the Transportation
case analysis offers a decisionmaking framework Hl New systems
LB Existing systems
from near-term, readily availa
of automation.
-automated-bus-technologies.
of Urban Mobility Systems
Statistics (BTS) released an ini
bikeshare (docked and dockle
July 2019.
busses with five different categories of
automation technology. The technologies
include a range of automation concepts,
ble technolo-
gies to longer term or early-stage ideas. The
technologies also spanned different levels
For more information, visit www.volpe
.dot.gov/news/understanding-business-case
Source: Volpe Center
BTS Interactive Map Shows Growth
USDOT’s Bureau of Transportation
teractive map
that documents the rapid growth of
ss) and
e-scooter systems across the country from
2015 to 2019. The total number of these
systems teached more than 350 systems
serving more than 200 cities as of
BTS’ interactive bikeshare and e-scooter map shows, by city,
the name of the bikeshare system (docked or dockless) and
e-scooter system serving it for every year from 2015 to 2019. For
cities with a docked bikeshare system, the map can
be zoomed in
to the locations of the docking stations at the street level.
Of 111 docked bikeshare systems in operation, 85 launched
across the U.S. from 2015 through July 2019. More
systems operate actoss multiple cities. Only docked
systems open to the general public are included in t
than 30 of the
bikeshate
e€ count.
College, employer, and resident docked bikeshare systems are not
counted. The top five largest docked bikeshare systems in metro
areas are Boston’s Blue Bikes; San Francisco’s BayWheels; Capital
Bikeshare in Washington, DC; Chicago’s Divvy; and Citi Bike in
New York City.
Growth in Docked Bikeshare Systems, 2015-2019
Note: Number is total at end of year, except 2019, For 2019, number is as of July 2
systems open to the general public included in the count. College, employer, and resident docked bikeshare
systems not counted. Last updated November 2019.
1019. Only docked bikeshare
Research Record, Volpe Center economists Source: U.S. Department of Transportation, Bureau of Transportation Statistics, Bikeshare and Scooter Systems,
studied the costs of installing and maintaining available at https://data-usdot.opendata.arcgis.com/ as of November 2019.
38 | PUBLIC ROADS I WINTER 2020
Dockless bikeshare systems and e-scooters first appeared in
the United States in 2017 and have expanded coverage since then.
As of July 2019, dockless bikeshare systems serve 38 cities and
e-scooters serve 100 cities.
For more information, visit www.bts.gov/topics/passenger
-travel/bikeshare-and-e-scooters.
Source: BTS
Georgia DOT Launches Middle School Educational Program
The Georgia Department of Transportation (GDOT) joined
with Scholastic, a global children’s publishing, education, and
media company, on a multiyear educational initiative designed to
help educate the next generation of drivers. Developed for
middle school students across the State, the Recognizing the Risk
campaign provides students, teachers, and parents with resources
addressing the dangers of distracted driving and walking. The
program builds upon GDOT’s existing Drive Alert Arrive Alive
and See & Be Seen campaigns.
In 2018, 70 percent of the 1,514 fatalities on Georgia roads
occurted as a result of distracted behavior, including 265 fatalities
involving pedestrians. As a result of the new collaboration,
Georgia teachers will provide their students with a number of
classroom activities focused on promoting pedestrian and driver
safety by discussing the hazards of texting, headphones, and
more. The program enables teachers, students, and parents to
engage in a wide range of collaborative discussions on real-world
scenarios to foster responsible and safe alternatives to risky
behaviors.
For more information, visit www.dot.ga.gov/DriveSmart
/SafetyOperation/Pages/Scholastic.aspx.
Source: Georgia DOT
GDOT recently launched a new campaign to educate middle schoolers, teachers,
and parents on the dangers of distracted driving and walking.
TOP: © Ryan DeBerardinis / Shutterstock.com.
BOTTOM: © tab62 / Shutterstock.com.
WWW.FHWA.DOT.GOV | 39
TRAINING FOR LOAD AND RESISTANCE FACTOR RATING OF HIGHWAY BRIDGES
BY DR. MELONIE BARRINGTON AND ALANA WELCH
Load and resistance factor rating (LRFR) is a methodology
closely aligned with load and resistance factor design (LRFD) for
new highway bridges. While LRFD specifications focus on the
design of bridges, LRFR takes a parallel track aimed at determin-
ing the load ratings for existing in-service bridges.
To help States successfully implement LRFR, in 2009 the
Federal Highway Administration developed Fundamentals of
LRER and Applications of LRFR for Bridge Superstructures
(FHWA-NHI-130092), offered by the National Highway Institute
(NHI). NHI designed the course to provide State agencies and
consulting engineers with the training they needed to implement
this new method effectively based on a core curriculum in the
fundamentals and applications of the American Association of
State Highway and Transportation Officials (AASHTO)
LRER specifications.
With an increasing number of States implementing LRFR,
NHI recently overhauled the course to reflect modifications and
revisions made over the last decade to AASHTO LRED Bridge
Design Specifications (AASHTO LRED) and the AASHTO
Manual for Bridge Evaluation (MBE). Now titled Load and Resis-
40 | PUBLIC ROADS | WINTER 2020
tance Factor Rating of Highway Bridges, this course is designed
in accordance with the AASHTO MBE, 3rd Edition (2018 with
2019 Interim Revisions), and the AASHTO LRFD Bridge Design
Specifications, 8th Edition.
Designed for the Modern Workforce
The newly updated course includes brief lessons in an additional
six topics at the end of each instructional day and a revision to
the end-of-course assessment that ensures participants are
receiving the latest possible information about LRFR bridge
ratings. The six new topics are load rating of timber bridges, State
load rating policies and procedures, State load posting and
permitting policies and procedures, load rating of reinforced
concrete box culverts, load rating of superstructures, and load
rating of gusset plates.
The content covered in this 4-day course is designed to
provide both the foundational knowledge needed by less experi-
enced engineers and the technical rigor and expertise needed by
seasoned professionals.
NHI suggests this course for State agency bridge and struc-
tutes engineers or practitioners responsible for load rating of
highway bridges, including designers, consultants, reviewers,
maintenance and management engineers, and load raters.
While there are no prerequisites for this course, it is best
suited for professionals who have taken NHI LRFD for Highway
Bridge Superstructures (course 130081). Individuals attending
this course should have at least a bachelor of science in civil
engineering, a working knowledge of the current MBE and
AASHTO LRED specifications, and relevant experience using
these specifications on at least one load rating project.
For more information, visit www.nhi.fhwa.dot.gov. To register
for a course or to sign up for alerts when a course session is
scheduled, visit the individual course description page and select
the “Sign Up for Session Alerts” link.
MELONIE BARRINGTON is a training program manager and ALANA WELCH is a
contractor for NHI.
States are increasingly implementing load and resistance factor rating on
highway bridges. The National Highway Institute offers a course to help engineers
at all levels understand this methodology.
© Vitpho / Shutterstock.com.
A TRAINING COURSE
about hosting NHI 130092.
by the International Associa-
tion for Continuing Education
and Training (IACET). As an
IACET Accredited Provider,
NHI offers continuing
education units for its
programs that qualify under
the ANSI/IACET Standard.
HOW TO HOST OR ATTEND
NHI invites professionals interested in earning
continuing education units or professional
development hours to visit www.nhi.fhwa.dot.gov
to browse the complete digital course catalog,
which lists more than 400 courses spanning 18
program areas. Interested hosts can submit a
Host Request Form or find more information
NHI is approved as an Accredited Provider
WWW.FHWA.DOT.GOV I 41
COMMUNICATION PRODU
T UPDATES
Below are brief descriptions of communications products recently developed by the Federal Highway Administration's Office of Research,
Development, and Technology. All of the reports are or will soon be available from the National Technical Information Service (NTIS). In some cases,
limited copies of the communications products are available from FHWA’s Research and Technology (R&T) Product Distribution Center (PDC).
compiled by LISA A. SHULER of FHWA’S OFFICE OF CORPORATE RESEARCH, TECHNOLOGY, AND INNOVATION MANAGEMENT
When ordering from NTIS, include the NTIS publication
number (PB number) and the publication title. You also may visit
the NTIS website at www.ntis.gov to order publications online.
Call NTIS for current prices. For customers outside the United
States, Canada, and Mexico, the cost is usually double the listed
price. Address requests to:
National Technical Information Service
5301 Shawnee Road
Alexandria, VA 22312
Telephone: 703-605-6050
Toll-free number: 1-888-584-8332
Website: www.ntis.gov
Email: customerservice@ntis.gov
Requests for items available from the R&T Product Distribution
Center should be addressed to:
R&T Product Distribution Center
Szanca Solutions/ FHWA PDC
700 North 3rd Avenue
Altoona, PA 16601
Telephone: 814-239-1160
Fax: 814-239-2156
Email: report.center@dot.gov
For more information on R&T communications products
available from FHWA, visit FHWA’s website at www.fhwa.dot.gov,
the FHWA Research Library at https://highways.dot.gov
/resources/research-library/federal-highway-administration-research
-library (or email fhwalibrary@dot.gov), or the National Transporta-
tion Library at ntl.bts.gov (or email library@dot.gov).
Automation in Highway Construction Part I:
Implementation Challenges at State Transportation
Departments and Success Stories
Publication Number: FHWA-HRT-16-030
The Federal Highway Administration conducted research to
document gaps for implementing automation in highway
construction and to develop guidance for State departments of
transportation to assist agencies in implementing and using
automation to improve project delivery. There are two volumes
of the final report. Part I presents a description of the key
automation technology areas and the associated benefits,
challenges, and solutions.
This volume provides State DOTs a focus on five key
42 | PUBLIC ROADS | WINTER 2020
technology areas: remote sensing,
technologies for locating under-
ground utilities, three-dimensional
(3D) design, machine control and
automation, and field technology and
inspection. This volume documents
success stories and best practices for
automation in highway construction;
best uses for individual technologies,
including the types of costs and
resoutces requited by the industry
and agencies for implementing these
technologies; and the associated
returns on investment. This volume also documents the challen-
ges of automation technology in the areas of surveying, utilities,
real-time verification, and data management.
‘The document is available to download at www.fhwa.dot.gov
/publications/research/infrastructure/pavements/16030.
Automation in Highway Construction Part II: Design
Guidance and Guide Specification Manual
Publication Number: FHWA-HRT-16-031
The second volume of FHWA’s
report on research on imple-
menting automation in highway
construction and guidance for
State DOTs presents an over-
view of enabling technologies
and policies as well as implemen-
tation strategies, design proce-
dures, and practical guidelines to
properly generate 3D models for
use in construction and other
phases of highway project
delivery.
3D design practices are common in State DOTs, but automa-
tion technology requires added detail in 3D design models to
output data in a reusable and robust format, and it requires
additional organization and description of the data. This report
provides the accuracies needed for both survey control and
topographic survey. The report describes how construction
specifications can incorporate practices to manage the use of
automation technology in a manner that adapts to project
characteristics and evolving technologies. State DOTs interested
in developing 3D digital design for use in automation in highway
construction would benefit from reading this volume.
The document is available to download at www.fhwa.dot.gov
/publications/research/infrastructure/pavements/16031.
Mechanisms of Hydration and Setting of Ordinary Portland
Cement in Simple and Complex Systems
Publication Number: FHWA-HRT-17-102
This summary report provides a
description of research conducted
to improve the understanding of
the mechanisms of hydration of Be
portland cement in complex and
simple mixtures. The summary
report also describes research that
develops analytical methods to
directly observe hydration process-
es in real time, and develops and
validates improved computer
models to design optimal concrete
composition, curing methods,
performance, and durability.
The goal of FHWA’s project, “Mechanisms of Hydration and
Setting of Ordinary Portland Cement in Simple and Complex
Systems,” was to develop more efficient and effective ways to use
concrete. Project scientists developed innovative analytical
technologies to observe the mechanisms of hydration in three
dimensions at the nano-, micto-, and macroscopic scales. These
unprecedented observations have provided a depth of under-
standing of hydration mechanisms that was not previously
possible.
This perspective enabled researchers to develop a new and
clearer hypothesis to understand the mechanisms of cement
hydration. Computer models based on the new hypothesis will
provide engineers and practitioners with tools to produce more
efficient, durable, and cost-effective concrete products
and structures.
Mechanisms of
Hydration and Setting
of Ordinary Portland
Cement in Simple and
Fig complex Systems
The document is available to download at www.fhwa.dot.gov
/publications/research/ear/17102/index.cfm.
LTPP InfoPave™: Knowledge Into Action...Performance Data
For Pavement Innovation
Publication Number: FHWA-HRT-18-011
The FHWA Long-Term Pavement Performance (LTPP)
ptogram’s web portal—LTPP InfoPave™ at https://infopave
.fhwa.dot.gov—facilitates access and analysis of LTPP and
other pavement-performance data through a variety of online
data selection applications and data viewing tools, organized
into hubs.
This brochure highlights each LTPP InfoPave hub, including
Home, Data, Visualization, Analysis, Tools, Operations, Refer-
ence Library, and Non-LTPP data. The data retrieved from LTPP
InfoPave can be used for research, pavement design, and product
development for decades to come.
The LTPP program was initiated in 1987 to satisfy a wide
range of pavement information needs. Over the years, the
program has accumulated a vast repository of research-quality
data, extensive documentation, and related tools, which compose
LTPP’s comprehensive information management system.
The document is available to download at www.fhwa.dot.gov
/publications/research/infrastructure/pavements/Itpp/18011/index.cfm.
LTBP InfoBridge: Gateway to Bridge
Performance Information
Publication Number: FHWA-HRT-19-009
The FHWA Long-Term Bridge Performance (LTBP) Program’s
web portal—LTPP InfoBridge at https://infobridge.fhwa
.dot.gov—provides for storage, retrieval, dissemination, analysis,
and visualization of data collected through State, national, and
LTBP Program efforts to enable users with the ability to holisti-
cally assess bridge performance on a network or individual
bridge basis.
This brochure highlights key LTBP InfoBridge modules,
including Find Bridges (also Advanced Find and Map Find),
Performance Dashboard, Bridge Information, Visualize Bridge
Data, Bridge Analytics, Library, and Help. LIBP InfoBridge is a
comprehensive bridge performance portal enabling researchers to
develop tools and products that will enhance understanding of
the performance of highway bridge assets, leading to more
efficient design, construction, rehabilitation, maintenance,
preservation, and management of those assets.
The LTBP Program is designed to collect critical performance
data that are not available elsewhere and merge them with data
gathered from available soutces.
‘The document is available to download at www.fhwa.dot
.gov/publications/research/infrastructure/structures/Itbp/19009
/index.cfm.
WWW.FHWA.DOT.GOV I 43
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44 | PUBLIC ROADS | WINTER 2020
CALL FOR ABSTRACTS
Do you have research results or a program success story to share? *
Are you using state-of-the-art technology or innovative methods that have had a positive effect on your
program? Do you know of a good story that would be of interest to fellow highway professionals? If so, share your
idea for a possible article in Public Roads. Promote your work while providing readers with valuable data, insights,
and lessons learned.
Guidelines:
* Write a brief summary of your article idea (up to 1 page)
* Do not endorse specific products, companies, or manufacturers
* Include the primary author's name, title, and affiliation, as well as the email address,
phone number, and mailing address for all authors
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the subject line
For more information on requirements, submissions, and the approval and editorial processes,
visit www.fhwa.dot.gov/publications/publicroads/author.cfm.
* Ideas submitted by FHWA and State DOT authors preferred. Other Federal agencies, local and Tribal DOTs, field researchers and
practitioners, and academia are also welcome to submit ideas but are encouraged to collaborate with FHWA or State DOTs.
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