Smarter Work Zones

Efficiency through technology and collaboration

Implementation Plan
Every Day Counts | Innovation Initiative

February 2015

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 EDC-3 Smarter Work Zones | Implementation Plan

Table of Contents
Section I: Overview and Innovation Description ....................................................... 1
A. Background ............................................................................................................... 1
B. Challenges ................................................................................................................. 3
C. Benefits ....................................................................................................................... 4
D. Partners ....................................................................................................................... 5
E. State of Practice ........................................................................................................ 6
F. Key Resources .......................................................................................................... 12
G. Implementation Team ........................................................................................... 13
Section II: Vision and Mission Statement .................................................................. 15
Section III: Target Audience....................................................................................... 16
Section IV: Goals ......................................................................................................... 21
Section V: Marketing Research ................................................................................. 22
A. General Research Approach ............................................................................... 22
B. Obstacles, Opportunities, Strategies, and Tools / Tactics ................................. 24
Section VI: Performance Measures .......................................................................... 31
Section VII: Work Plan ................................................................................................ 33
Section VIII: Contingency Planning........................................................................... 37

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 EDC-3 Smarter Work Zones | Implementation Plan

Section I: Overview and Innovation Description

A. Background
Aging roadway infrastructure and increasing highway congestion means
additional road work by states, counties, cities, and utilities resulting in greater
work zone impacts. According to the Federal Highway Administration (FHWA’s)
Work Zone Management Program web-based compendium of resources, one
work zone-related injury occurs every 14 minutes and one work-zone related
fatality occurs every 15 hours; resulting in 96 injuries and 1.6 fatalities a day. In
2012 alone, over 32,000 injuries and 609 traffic-related fatalities within work zones
were reported. Additionally, work zone-related travel delays account for 24% of
all non-recurring travel delay and 10% of all congestion. The National Highway
System (NHS) shows a 180 million vehicles/day capacity loss due to work zones.
In order to ensure motorist and worker safety, minimize travel delay, maintain
access to local businesses and residences, and ensure timely completion of
road work, effective traffic management during construction is necessary.

Due to these challenges, the Smarter Work Zone (SWZ) initiative was developed.
Its focus - safe and operationally efficient work zones – is supported through two
areas of innovation: (1) Project Coordination and (2) Technology Application.
The initiative will improve work zone management by emphasizing smarter
roadway project planning and technology solutions, such as queue and speed
management, to better manage traffic safety and mobility. In essence, SWZ will
play a major role in reducing work zone-related injuries, fatalities, and travel
delays. The following paragraphs describe SWZ strategies:

Project Coordination: (Referred to as PC throughout Section II) Includes

coordination within a single project and/or among multiple projects within a
corridor, network, or region, and possibly across agency jurisdictions, to minimize
work zone impacts and produce time and cost savings. Cities and regions
around the country are efficiently synchronizing projects at various levels,
combining multiple projects in a corridor or network, correlating right-of-way
acquisition and utility work, and coordinating work between different
transportation agencies.

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This internal and external

agency coordination
results in reduced
numbers of street cuts,
earlier identification of
project impacts, greater
ability to reduce and

WISE Software
manage traffic
disruptions from road
work, cost savings, better
quality road surfaces, Figure 1. Screenshot of the Work Zone
and more satisfied Implementation Strategies Estimator (WISE)
customers.

PC is aided by project coordination tools. One tool, the Work Zone

Implementation Strategies Estimator (WISE) (shown in Figure 1), was
developed and tested through the Strategic Highway Research Program 2
(SHRP2) R11 project. Its purpose – to reduce work zone impacts – is done by
first optimizing the sequencing of projects (via the Planning Module) and
then by using a DynusT platform to evaluate the impact of individual
strategies at the project level (via the
Operations Module). WISE is currently

http://www.michigan.gov/documents/mdot/MDO
being assessed for readiness of
implementation. Its usefulness comes from
its ability to analyze demand and duration T_Research_Report_RC1467_200924_7.pdf
based strategies to better mitigate
congestion and travel time.

 Technology Application: (Referred to as

TA throughout Section II) Technology
applications such as queue management
and speed management involve
deployment of Intelligent Transportation
Systems (ITS) for the dynamic
management of work zone traffic to Figure 2. Example of a
improve motorist and worker safety and Variable Speed Limit System
mitigate work zone-related congestion.
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Queue management systems, especially when coupled with traffic

information strategies, can alert drivers to a building queue of vehicles
ahead caused by a work zone so they can slow down safely.

Speed management solutions, especially variable speed limit (VSL) systems,

dynamically manage work zone traffic based on real-time conditions such as
congestion and weather. Combining VSL with automated enforcement can
increase driver compliance with displayed speed limits. Both queue and
speed management use a range of technologies for detection, including
Bluetooth® sensors and probe vehicles.

B. Challenges
There are several challenges involved with implementing the SWZ initiative. The
major challenges were identified and are listed below by strategy:

Project Coordination:

 Lack of coordination and differences in priorities. There is often an overall

lack of coordination within and across agencies, public utilities and the
private sector because each group has its own priorities and works within its
own silo.
 Lack of incentives/fear of failure. People tend to focus on the mission at hand
using the processes and procedures already in place. Without upper
management pressing for a change, most choose not to risk the unknown
and potential failure.
 Resistance to change (cultural, procedural, technical). In connection with
the previous bullet, it is common to have resistance/push back towards
change. It is easier to follow known processes and procedures with
predictable end-results.
 Constrained resources. Agencies are often constrained by limited staff and
financial resources.

Technology Application:

 Lack of understanding of benefits versus costs. Often, there is a perception

that untested technologies incur unacceptable costs. Generally, given their
limited resources, agencies do not want to spend money on something for
which the benefits aren’t clearly documented.
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 No “one size fits all” approach. Another unknown surrounds navigating the
rapidly evolving ITS landscape, understanding what tools are available and
best applied to what situation, and determining how to implement these
tools into agency workflows. This is a concern that applies at multiple levels
from planning and design through procurement and inspection.
 Third-party issues. There are roadblocks frequently outside a project
manager’s direct control, from legislative barriers to change resistance from
external stakeholders (e.g., law enforcement, industry partners, the traveling
public, and local businesses).

C. Benefits
The SWZ initiative provides significant benefits to transportation agencies,
workers and the traveling public. These include:

 Minimize Travel Delays. Project coordination across agencies allows the

organizations to be proactive in reducing construction time and resulting
traffic congestion. Technology applications can reduce travel delays by
dynamically managing traffic according to real-time conditions, or providing
better information to assist travelers in avoiding work zone-related
congestion.
 Enhance Safety for Traffic and Workers. Combining queue and speed
management technologies can raise driver awareness as they approach
work zones, provide delay and diversion route information, and increase
driver compliance with displayed speed limits. All of which support safety
and mobility by helping to reduce the number and severity of crashes.
 Maintain Business and Resident Access. Communication and coordination
between agencies helps minimizes effects on local access.

A breakdown of the benefits by strategy -

Project Coordination:

 Greater ability to reduce and manage traffic disruptions from road work;
 Earlier identification of project impacts;
 Fewer number of work zones;
 Dynamic adjustments to project schedule;
 Improved communications within and across agencies;
 Reduced numbers of street cuts;
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 Better quality road surfaces;

 Cost savings; and
 Increased customer satisfaction.

Technology Application:

 Improved driver awareness of downstream congestion related to work zones;

 Dynamic guidance to improve driver responsiveness to changes in traffic
patterns;
 Enhanced tools for on-site traffic management;
 Real-time decision-making and trip planning so drivers can divert trips to
avoid adding to work zone congestion;
 Enhanced transportation management enabled by real-time data flows;
and
 Increased customer satisfaction through:
o Improved driver awareness, which sharpens reaction to work zone
related congestion and provides drivers with sufficient advance
warning to divert trips and avoid congestion;
o Enhanced guidance to provide specific advice on driving behavior
including dynamic merge and variable speed limits; and
o Enhanced tool sets for (short-term) traffic management and (long-
term) performance measurement.

D. Partners
The Smarter Work Zone initiative benefits from the involvement of subject matter
experts in Federal and State government, academia, and the public and
private sector. These parties were instrumental to the development of this Plan
and represent the stakeholders who will be engaged as these strategies are
implemented by participating States. FHWA would specifically like to recognize
the following organizations for their role in this effort:

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Table 1. List of National, State, and Local SWZ Partners

Level
Partner Group
National State Local
Academia X
Consultants/Contractors X X X
Elected Officials X X X
First Responders/Fire Departments X
FHWA Division Offices X
FHWA HQ
X
(offices of operations, safety, and infrastructure)
Law Enforcement Agencies X X
Local Businesses X
Media Partners X X X
Metropolitan Planning Organizations (MPOs) X
National Trade Associations X
Public Works
X
(Water, Sewage, Power, Communications)
State Departments of Transportation (DOTs)
(planning, design, construction, traffic
X
engineering and operations, maintenance,
utilities, safety, and incident management)
State Trade Associations X
Suppliers/Manufacturers/Vendors X
Transit Authorities X
Transportation Planning Organizations (TPOs) X
Tribal Councils X
Trucking Companies X X X

E. State of Practice
Project Coordination:

Although not standard practice among most transportation agencies, project

coordination is being deployed successfully in metropolitan areas and along
interstate corridors. In fact, FHWA is currently in the process of developing a
guide highlighting best practices for Project Coordination strategies. Titled
“Project Coordination for Work Zone Safety and Mobility - State of the Practice”,
this guideline document should be publicly available by early 2016.

Examples of SWZ project coordination strategies include software-based systems

used to coordinate right-of-way construction activities, corridor-level traffic
management plans (TMPs) used to address traffic-related impacts of
construction projects, and construction traffic management. The following
bullets provide examples of each strategy:

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 Software-based system
used to coordinate
right-of-way
construction activities -
Washington, D.C.
stood up a work zone
project management
System to track and
analyze the cumulative
impacts of city-wide
project work zones for

DDOT
a moving five-year
period. The software Figure 3. Screenshot of work zone hotspots
includes a work zone identified by DDOT’s Work Zone Project
tracking tool (SmartNET), Management software.
a traffic analysis tool,
and the ability to integrate the tools into existing District Department of
Transportation (DDOT’s) IT architecture. The system’s capabilities also include
the development of an annual city-wide TMP. The benefits of the system
include the ability to track performance measures (including work zone
mobility, work zone safety, customer satisfaction, and agency/contractor
performance). It also assists in the development of citywide transportation
demand management (TDM) strategies. Similarly, in Baltimore, MD real-time
information on infrastructure projects is being assessed city-wide via a web-
based system that is accessible to all stakeholders. The result of the system is
coordination across public agencies resulting in reductions in the number of
roadway cuts made and increased pavement life. The system also allows
users to control their data and access their legacy systems.

Corridor-Level TMPs used to address traffic-related impacts of construction

projects – In recent years, Oregon’s Transportation Investment Act has led to
a substantial increase in road work investments across the state. In an effort
to minimize the impact of work zones along the roadways, Oregon identified
six essential travel corridors and developed TMPs for each. The goal of the
TMP project was to keep at least one major north-south and east-west
corridor unrestricted for freight industry and the traveling public. The TMPs
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included an assessment of corridor traffic impacts, corridor and segment

delay thresholds, and suggested traffic management strategies along with
an implementation plan. Each corridor was divided into segments and each
segment was given a mobility target. Achieving these targets determined
the features of the road
work projects. For
example, this could
mean changing project
milestones to reduce
the number of
combined effects of
multiple work zones, or
revising project designs
to use detours,
diversions, or closing
lanes, nighttime and
off-peak work. The
delay threshold was
based on the

ODOT
difference between the
travel times during
peak hours and non- Figure 4. Snapshot of Oregon’s corridor 3-
peak hours without phase traffic management plan
construction. Oregon’s
goal is to make sure that the travel time through a work zone or multiple work
zones does not exceed the travel time in the peak period when there is no
construction.

 Construction Traffic Management – The Washington State Department of

Transportation (WSDOT) facilitates a collaborative, multi-agency construction
traffic management planning effort focused on communication and
coordination among projects and agencies across the state. These
coordination efforts include long-term, mid-term, and short-term information
sharing, supported by tools developed by WSDOT. As a result of work zone
coordination efforts, WSDOT and the local and regional agencies involved
have recognized several benefits including: reduced potential for conflicting
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lane/road closures; regularly scheduled meeting time for key personnel to

discuss closures; enhanced public information resources including maps
posted to the WSDOT web site that provide a big picture of the coordinated
closures; and enhanced public information dissemination, reaching a greater
number of stakeholders across multiple affected locations. Additionally, short
term coordination is an easy way for maintenance staff to see which
activities they can perform during the already planned lane closures to
expedite work, reduce overall impacts to traffic, and save money.

For mid-to long-term project coordination, WSDOT uses the Construction

Impact Analysis (CIA) tool, a web-based application they developed to
support the analysis of construction project impacts and conflicts. The CIA
tool is used to produce customized maps displaying the various construction
projects and Gantt charts that help analyze impacts on the transportation
system as a whole. The system produces reports that document potential
improvements to mobility and
efficiency. These reports are
shared during planning meetings
to help answer concerns from the
public and DOT partners.

Technology Application:

Nationally, there is a broad

understanding for the need and
potential benefits of work zone
technology applications. However,
while the technology is available, it is
not widely used in standard practice
by transportation agencies.
Currently, standardization and
institutionalization of applications are
FHWA

occurring independently by states

without a national expectation for its
Figure 5. FHWA’s Work Zone ITS
use or understanding of benefits. In
Implementation Guide and Case
response to this, FHWA has taken the
Studies document.
first step towards establishing national
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guidance with the publication of its guidance document “Work Zone Intelligent
Transportation Systems Implementation Guide (FHWA-HOP-14-008)”1 along with
its companion Case Studies document “Mitigating Work Zone Safety and
Mobility Challenges through Intelligent Transportation Systems (FHWA-HOP-14-
007)”2.

These technology applications include the following basic criteria:

 Technology should be traffic responsive, using real-time data collection to

drive automated delivery of information or alerts based on current traffic
conditions.
 Technology should serve a function or deliver enhanced messaging that
cannot be easily met through static traffic controls including warning,
regulatory, and guide signs. In doing so it should facilitate improved decision-
making by drivers taking that information into account.
 The function of the system should be automated and dynamic. As much as
possible the system should function independent of manual intervention.
 These systems should complement, not replace, existing work zone traffic
controls.
 Systems should present information in a manner that is incidental to the
driving task - such as looking at a sign or receiving an in-vehicle advisory. The
information should be universally accessible to all drivers without asking
drivers to take special actions (such as calling an information line or checking
an app status on their phone).
 Systems should be locally focused – the technology should be targeting
information to drivers approaching work zones. An example of what might
NOT meet this requirement would be displaying general “Drive Carefully
through Work Zones” type messaging on a regional Changeable Message
Sign network.
 Technology applications should provide a complete solution – for example
simply adding speed sensors to relay information to a Traffic Management
Center (TMC) would not suffice, but if they were part of a system to alert

1
http://www.ops.fhwa.dot.gov/publications/fhwahop14008/
2
http://www.ops.fhwa.dot.gov/publications/fhwahop14007/
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drivers to downstream congestion, or relay dynamic travel-time information

along a corridor, it would.
 A Technology Application could arise from a creative adaptation of
preexisting hardware that serves an improved function - which meets the
needs defined for a Technology Application. Such a solution would rely
more on upgrades in data transfer and management processes than on
roadside hardware.
 These systems may be custom developed for a specific project or they may
be off-the-shelf systems available from a vendor.

System components of a technology application include:

 Infrastructure:
o Sensors for detecting traffic conditions
o Data processing center for making sense of incoming sensor data and
automatically generating appropriate messaging for the situation
o Traffic control devices capable of receiving commands and changing
their displays automatically,
o Communications infrastructure for making all system components talk
to each other.
 Business processes:
o Assessment of need - agencies assess need for Work Zone ITS on
individual projects; ideally with a decision tree to help determine
projects that will benefit from it during project planning.
o Coordination with external stakeholders, to make sure the tool is
appropriate to the level of need.
o System design and procurement mechanisms – Adoption of standard
design templates, specifications, and procurement practices to
streamline the integration of Work Zone ITS in project workflows.
o Integration of performance measurement - Capitalize on “smart”
hardware by incorporating data stream into statewide performance
measurement strategies.

According to FHWA’s Work Zone Management Program Web-based

compendium of resources, variable speed limits (VSLs) and advisories have
been used on 30 interstate corridors in 14 states. States such as Minnesota,
Oregon, Washington and Wyoming use VSL on some corridors continuously as a
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standard traffic management practice, increasing the exposure of the motoring

public to this concept.
In addition, 10 states, including Michigan, Minnesota, Oregon and Washington,
have mature queue management systems that generate accurate and
dependable results.

F. Key Resources
Table 2. Project Coordination Resources

Resource Link
FHWA Every Day Counts Website http://www.fhwa.dot.gov/everydaycounts/
FHWA Work Zone Mobility and
Safety Program – Project http://www.ops.fhwa.dot.gov/wz/construction/crp/index.htm
Coordination
FHWA Work Zone Mobility and
Safety Program – Peer-to-Peer http://www.ops.fhwa.dot.gov/wz/p2p/index.htm
Program
http://onlinepubs.trb.org/onlinepubs/shrp2/SHRP2_S2-R11-
WISE Software Users Guide
RW-2.pdf
NCHRP Synthesis 413: Techniques
for Effective Highway Construction http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_syn_413.pdf
Projects in Congested Urban Areas
NCHRP’ Project 08-36:Highway
http:// planning.transportation.org/Documents/8-36/ NCHRP8-
Construction Coordination to
36(56)FinalReport.pdf
Minimize Traffic Impacts
Highway Construction Coordination http://planning.transportation.org/Documents/8-36/NCHRP8-
to Minimize Traffic Impacts 36(56)FinalReport.pdf
SHRP2 report: Strategic Approaches
at the Corridor and Network Levels
http://www.trb.org/Main/Blurbs/168143.aspx
to Minimize Disruption from the
Renewal Process

Table 3. Technology Application Resources

Resource Link
FHWA Every Day Counts Website http://www.fhwa.dot.gov/everydaycounts/
FHWA Work Zone Mobility and
Safety Program – Work Zone ITS & http://www.ops.fhwa.dot.gov/wz/its/index.htm
Technology
FHWA Work Zone ITS http://ops.fhwa.dot.gov/publications/fhwahop14008/fhwahop14
Implementation Guide 008.pdf
FHWA Work Zone ITS http://ops.fhwa.dot.gov/publications/fhwahop14007/fhwahop14
Implementation Case Studies 007.pdf
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Resource Link
Intelligent Transportation Systems
http://www.its.dot.gov/index.htm
Joint Program Office
NCHRP Report 560: Guide to
http://onlinepubs.trb.org/onlinepubs/nchrp/nchrp_rpt_560.pdf
Contracting ITS Projects
National Work Zone Safety
http://www.workzonesafety.org/search-results?query=its
Information Clearinghouse
AASHTO’s Transportation Systems
Management and Operations http://www.aashtotsmoguidance.org/
Guidance
ENTERPRISE Pooled Fund
http://enterprise.prog.org/Projects/2010_Present/iwz/ENT_Synt
Program’s Synthesis of Intelligent
hesisofIWZPractices_FINALReport_June2014.pdf
Work Zone Practices

G. Implementation Team
The table below provides a list of the SWZ implementation team members and
key stakeholders. Their responsibilities include:

 Introducing the initiative to the FHWA Divisions, State and Local DOTs;
Contractors/Consultants, Trade Associations etc.;
 Training target audience members on the initiative;
 Marketing the initiative with brochures, seminars, conferences etc.;
 Providing technical support and marketing support;
 Helping with on-site/remote support, peer exchanges, national events, and
 Monitoring progress of SWZ initiative(s) implementation.

Table 4. SWZ Implementation Core Team

Team Members Email

SWZ Initiative Leads
Paul Pisano, Team Leader, FHWA Office of Operations, Road [email protected]
Weather and Work Zone Management Team
Jawad Paracha, Work Zone Program Manager, FHWA Office of [email protected]
Operations, Road Weather and Work Zone Team
FHWA Smarter Work Zone Team
Todd Peterson, Transportation Specialist, FHWA Office of [email protected]
Operations, Road Weather and Work Zone Team
Martha Kapitanov, Transportation Specialist, FHWA Office of [email protected]
Operations, Road Weather and Work Zone Team
Eric Ferron, Civil Engineer, Lakewood, CO FHWA Resource Center [email protected]
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Team Members Email

Ken Wood, Traffic Operations Engineer, Matteson, IL FHWA [email protected]
Resource Center
Karen Gilbertson, ITS/Traffic Operations Engineer, FHWA Kansas [email protected]
Division Office
Smarter Work Zones Subject Matter Experts
Jerry Ullman, Manager of the Work Zone and Dynamic Message [email protected]
Sign program, Texas A&M Transportation Institute
WD Baldwin, Vice President and NW Region Traffic Leader, HDR [email protected]
State DOT Smarter Work Zones Subject Matter Experts
Neil Boudreau, State Traffic Engineer, Massachusetts DOT [email protected]
Chris Brookes, Work Zone Delivery Engineer, Michigan DOT [email protected]
Scott McCanna, Traffic Control Plans Engineer, Oregon DOT [email protected]
Michael Fontaine, Associate Principal Research Scientist, Virginia [email protected]
Center for Transportation Innovation and Research

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Section II: Vision and Mission Statement

This Smarter Work Zone (SWZ) Implementation Plan establishes a program to
rapidly accelerate the deployment of identified and proven Smarter Work Zone
Technology Applications and Project Coordination strategies. From July 2014
through January 2015, the SWZ Implementation Plan team conducted virtual
meetings to establish a clear vision for the program; develop the mission
statement and overall goals for the program; identify the target audience; and
establish the performance measures and strategies needed to accelerate
implementation. The following draft work plan describes the results of this effort
and proposes the budget and resources needed to meet the program goals.

The SWZ implementation Team identified the following Vision and Mission for this
program:

Our Vision: where we want to get to

Better managed work zones through innovative strategies that optimize safety
and mobility.

Mission Statement: Our EDC-3 purpose

Provide tools, technical assistance, and outreach that will accelerate the
adoption of Smarter Work Zone strategies.

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Section III: Target Audience

The SWZ Implementation Team identified primary and secondary target
audience segments for this effort. Specific characteristics for each audience
identified are also provided below.

The table below includes a list of primary target audiences. These stakeholders
are those which have the greatest impact in supporting SWZ deployment and its
success.

Table 5. List of primary SWZ target audiences

SWZ
Target Audience Strategy Description
TA PC
Offices/Divisions: Responsible for several activities depending on
role:
 Planning: Transportation Planners – TMPs
 Roadway Design: Work Zone Designers
 Construction: Construction/WZ Staff
 Traffic Engineering/Operations: Traffic Operations/Management
Center Operators
State Agencies X X  Maintenance: WZ, ITS, project coordination
 Utilities: Right of Way acquisition (project coordination piece)
 Safety: Crash reporting, record keeping, and analysis of work
zone crash data
 Executive Leadership: Upper Management – provides budget
and operations approval
 Administrative Staff: applications, contracts, funding, legal issues
Local Public Agency (LPA) State Assistance
Agencies may be responsible for beginning-to-end project
development
 Metropolitan Planning Organizations (MPOs)
o Responsible for software, long range and mid-term planning.
Awareness of funded and planned projects across region.
Local Agencies X X  Cities/Counties
o Offices/Divisions: Planning, Design, Traffic Operations,
Maintenance, WZ ITS, Construction, Executive Leadership,
Administrative Staff
 Local Elected Officials
 Tribal Councils
Division Offices are responsible for pushing the innovation
 Area Engineers//LPA Engineers
FHWA Division  Safety Engineers/Specialists
X X
Offices  Operations Engineers
 EDC Coordinators
 Leadership

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SWZ
Target Audience Strategy Description
TA PC
HQ offices are responsible for advocating/serving as champions for
the innovation
FHWA HQ X X  Office of Operations
 Office of Safety
 Office of Infrastructure

The table below includes a list of secondary target audiences. These

stakeholders are those which make a difference at the project-level and will
likely be champions for the SWZ initiative.

Table 6. List of secondary SWZ target audiences

SWZ
Target Audience Strategy Description
TA PC
Prime and Sub contractors (targeting road/bridge projects):
 Field implementation, operation, and maintenance
Contractors X X
 Monitoring safety, mobility, and system effectiveness, issues
 Coordination across companies/agencies
 Design Professionals
Consultants X X
 Inspectors
 Agencies include:
o Metropolitan Planning Organizations (MPOs)
o Transportation Planning Organizations (TPOs)
o Cities/Counties Public Works (i.e., Water, Sewage, Public
Local Agencies X X Power Utility)
 Staff of Offices/Divisions include: Planners, Designers,
Operations, WZ, ITS, Construction, Executive Leadership,
Administrative Staff
 Local Elected Officials
Includes both national and state trade organizations
 National Trade Organizations
o AASHTO (American Association of State Highway and
Transportation Officials)
o ARTBA (American Road and Transportation Builders
Trade
X X Association
Associations
o ATSSA (American Traffic Safety Services Associations)
o ATA (American Trucking Association)
o AGC (National Association of General Contractors)
 State Trade Organizations
o Trucking Associations
 Industry specialists providing SWZ services, field devices,
communication, and central processing to DOTs and contractors
Suppliers/
X o Design, construction, performance, quality, availability of
Manufacturers
systems
o Train owners/operators
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SWZ
Target Audience Strategy Description
TA PC
 Auto manufacturers looking to exploit technology (CV
Applications)
 Mass Media
Media X X  Trade
 Industry organizations (see trade associations above)
Residents/ Local  Impacted by WZ (noise, access, lights etc.)
X
Businesses  Impacted by Diversion Routes
 Types of Road Users
o Motorists
o Pedestrians
o Bicyclists
 Types of Drivers
o Local/regular travelers (go through WZ multiple times)
o Through travelers (see WZ once)
Road Users X X
o Freight/Truck drivers (drive for living, see many WZs)
 Types of Vehicles
o Passenger vehicles
o Motorcycles
o Personal trucks and trailer units
o RVs and campers
 Commercial vehicles (different needs)
Traffic Incident  Subset or partner agency to transportation agencies
Management/ X X  Often accountable for performance measurement
First Responders
Utility Agencies X X  Requires coordination with construction staff
 Involved in non-recurring congestion issues (major events,
Special Events/ holidays)
X X
Venues  Should coordinate with construction/traffic engineering staff
regarding anticipated delays
 Research institutions
Academia X X
 LTAPs / state partnerships providing innovation R&D

States Interested in Supporting SWZ Initiatives

The SWZ Implementation Team identified a number of states that fell into one of
two categories: (1) states who are currently deploying some degree of smart
work zones and are interested in supporting EDC-3 SWZ initiatives, and (2) states
who are currently deploying some degree of smart work zones but are not
interested (for various reasons) in participating in related EDC-3 SWZ initiatives.
These lists are expected to change as additional information is gathered.

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 EDC-3 Smarter Work Zones | Implementation Plan

Table 7. States operating “smart” work zones interested in the Smarter Work
Zones Initiative

SWZ
State Strategy Description
TA PC
 TxDOT has a funding mechanism in place (the safety contingency
fund) which sets aside 2% of the value of a project for needed
safety improvements
 TxDOT is currently conducting several projects, including examples
Texas X of mobilization plus per deployment cost contract and use of highly-
portable queue-end warning systems deployed as needed on a per
night basis.
 TxDOT may be in a position to enhance its business processes
through WZ ITS where appropriate.
Delaware X  Robust ITS program in place, active development of WZITS.
 IDOT considers use of ITS on all rural interstate projects that may
Illinois X generate queues. They have experiences with multiple commercial-
off-the-shelf systems.
 MnDOT developed criteria for when to use WZ technologies (as
Minnesota X described by ENTERPRISE Pooled Fund Program)
 MnDOT assessed various procurement alternatives
 MassDOT has established process for weekly coordination to plan
out following week’s construction and maintenance activity
scheduling within metro-Boston area.
 MassDOT’s project designates “significant impact” requires
incorporation of a “Traffic Management Working Group” of
Massachusetts X appropriate stakeholders. The Working Group is formed during the
design development process to evaluate traffic operations and
mitigation measures to address expected delays.
 MassDOT has incorporated Smarter Work Zone Technology
Applications on 12 construction projects to date with 2 mega-
projects under design.
 MDOT currently uses queue warning and has at least two projects
coming up in 2015 that will be using the application
Michigan X X
 MDOT is planning to use zipper merge application on a construction
project this coming year.
 Multiple state-level transportation agencies within Maryland have
the capability and motivation to implement WZITS, including:
o Maryland State Highway Administration (MDSHA)
Maryland X X o Maryland Transportation Authority (MDTA)
o Established TMC
 MDSHA has prior experience piloting Work Zone ITS and project
coordination initiatives.
 PA Turnpike Commission has experience operating condition
responsive queue warning system as well as variable speed limit
Pennsylvania X applications
 PA Turnpike Commission interested in dynamic lane merge
Applications

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 EDC-3 Smarter Work Zones | Implementation Plan

 UDOT deployed WZ ITS on I-15 to enhance and support existing

Utah X
permanent ITS in the corridor
 These are states which have indicated an interest in one or both of
Other Interested the SWZ strategies, these include: Alabama, Arkansas, Colorado,
X X
States Illinois, Kansas, Maine, Mississippi, New Mexico, New York, North
Carolina, Oklahoma, Puerto Rico, and Tennessee

Table 8. States operating “smart” work zones not interested in the Smarter Work
Zones Initiative

SWZ
State Strategy Description
TA PC
 Caltrans implemented warning system for vehicles speeding in
work zones which warns both approaching motorists as well as
California X workers in the work zone area.
 California also implemented real-time traveler information for work
zones
Nebraska X  Implemented real-time traveler information for work zones
 Florida DOT tested ITS-based lane management system
(Simplified Dynamic Lane Merging Systems (SDLMS)) for short
Florida X
term movable work zones for early and late merges to advise
drivers on merging locations.
 New Hampshire Department of Transportation (NHDOT) is
implementing of a corridor-wide Smart Work Zone system. Phase I
includes installation of a number of devices such as variable speed
limit (VSL) signs, cameras, variable message signs (VMS) and
New Hampshire X X Roadway Weather Information Systems (RWIS), as well as
communication devices to help relay the information back the
NHDOT's Transportation Management Center. This system will be
used during construction and remain in place post-construction to
help manage traffic.
 Established policies on acceptable work zone queue length and
Ohio X duration (performance measurement) using sensors,
communications and archive database.
 ODOT spent $2.6 billion to replace 400 bridges over 10 years
o Several projects at once required intra-agency coordination
between regions
o Not all highway corridors could be impacted at same time due to
Oregon X freight routes (e.g., I-5, US-101)
o NEPA (for environmental component)
o Several State Agencies involved and each had roles within
scope of work of individual projects including: Forest Service and
Fish and Wildlife

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 EDC-3 Smarter Work Zones | Implementation Plan

Section IV: Goals

The SWZ Implementation Team identified the following deployment goals for
each SWZ strategy along with an interim goal for each (as discussed in Section
VI below):

Project Coordination Goal #1

By December 2016, 25 State DOTs have incorporated work zone project
coordination strategies into agency documentation and business processes
for improving safety and reducing work zone delays.

Project Coordination Goal #2

By December 2016, five State DOTs have volunteered to pilot the WISE (Work
Zone Impact & Strategy Estimator) software application.

Technology Application Goal #1

By December 2016, 35 State DOTs have:
- Implemented business processes for planning, design, procurement,
operation, and evaluation of Work Zone ITS technologies as identified in
the "Work Zone ITS Implementation Guide" and/or;
- Have utilized at least one work zone ITS technology application for
dynamic management of work zone impacts such as speed and queue
management.

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 EDC-3 Smarter Work Zones | Implementation Plan

Section V: Marketing Research

A. General Research Approach
The table below provides a summary of the target audiences assessed, along
with associated data collection tools and information that would be gathered
from them. It also includes a discussion on why each tool would be useful to the
SWZ innovation. This research exercise provided the team with a framework for
determining the necessary tools and tactics for use in SWZ innovation outreach
and performance measurement in Section VII below.

Table9. SWZ Market Research

Target Data Collection Information Gathered This Tool Is an Effective Choice

Audience Tool Because...
State Case Studies Examples of Best Presents the implementation and
Transportation Practices used by benefits of SWZs highlighting the
Agencies other States issues most relevant to DOTs.
Performance Throughput Capacity, Hard data provides a concrete
Measures Delay Times or Crash means to demonstrate and compare
Reduction effectiveness of various strategies.
User Feedback Effectiveness of SWZ Positive customer feedback on the
Surveys practice used success of SWZ initiatives will drive
top-level support for devoting agency
resources to continued innovation
Local Agencies Traffic Counts/ Measure operational Assist in coordinating local
Origin conditions and of transportation management efforts
&Destination traffic diversions with activities on major state routes.
Study
Performance Throughput Capacity, Hard data provides a concrete
Measures Delay Times or Crash means to demonstrate and compare
Reduction effectiveness of various strategies.
FHWA Division Performance Exposure measures, These types of performance
Offices Measures throughput, capacity measures document effectiveness of
reduction, Delay work zone safety and mobility
Times or Crash initiatives that States are required to
Reduction report on through biannual Process
Reviews.
FHWA HQ and Case Studies / Best Practice Report out to US Secretary of
Resource Performance examples and field Transportation and Congress on the
Center Measures data collection/ success of innovative ideas
evaluation
Contractors Accelerated Cost/Time savings Demonstrate benefit of SWZ to
Construction over traditional foster accelerated construction and
Techniques or construction methods reduction in customer dissatisfaction
Schedule

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 EDC-3 Smarter Work Zones | Implementation Plan

Target Data Collection Information Gathered This Tool Is an Effective Choice

Audience Tool Because...
Consultants Case Studies / Best Practice Provides the support for initial use of
Performance examples and field SWZ strategies and the data to
Measures data collection/ develop future projects
evaluation
Trade Case Studies / Best Practice Highlights how the “Industry” is
Associations User Feedback examples and actual helping DOT’s address the need to
Surveys end-user feedback provide better customer service and
accelerated construction schedules
Suppliers/ Case Studies / Best Practices, Any means to demonstrate user
Manufacturers Performance collection and satisfaction, both customer and
Measures / User evaluation of traffic owner (DOT)
Feedback Surveys data and end-user
feedback
Media Real-Time Customer feedback Media is always looking for the
Feedback throughout project negative so finding positive feedback
lifecycle on successful implementation may
be difficult but is very effective;
bolster political support for devoting
resources to innovations at State
level.
Residents / Real-Time End-user feedback Shortened schedule or reduced
Local Feedback / User throughout project impacts via accelerated construction
Businesses Feedback Surveys lifecycle should produce favorable support
Road Users Real-Time End-user feedback of Similar to Media, finding favorable
Information Real-Time Traffic feedback is very effective for during
Delivery / User Conditions and post- project evaluation and for future use
Feedback Surveys project completion of SWZ strategies
feedback
Traffic Incident Incident Response Early detection of Ability to detect incidents and
Management/ Times incidents through the maintain acceptable response times
First use of technology and
Responders communication in the
work zone
Utility Project Schedule Reduction in delays Ability to better coordinate work
Agencies schedule with utilities that afford a
“get-in/get-out” philosophy
Special Events/ Real-Time Real-Time traffic Knowledge on the current traffic
Managers/ Information volume, speed and conditions and flexibility to make
Business Delivery and user delay data along with adjustments as needed
Owners Feedback information during the
planning phase of the
project
Academia Case Studies / Evaluation of project Research into best practices to aid
Real-Time Data examples and real— the future development of SWZ
time data to review technology and evaluation of end-
and analyze user benefits

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 EDC-3 Smarter Work Zones | Implementation Plan

B. Obstacles, Opportunities, Strategies, and Tools / Tactics

In order to provide a clear pathway forward, the SWZ Team evaluated the
potential obstacles along with opportunities, strategies, tools, and tactics for
mitigating the barriers to deployment and implementation of the innovation. The
following table provides a detailed summary of the Team’s evaluation:

Table 10. SWZ Obstacles, Opportunities/Strategies, and Tools/Tactics.

SWZ
Strategy Obstacles Opportunities/Strategies Tools & Tactics
TA PC
X Lack of inter/intra- Promote coordinated  Educational video (step-
agency coordination: processes/ procedures: by-step how-to)
Different transportation  Within one large project or  Regional Peer Exchanges
agencies may have consider interaction of o State DOTs,
projects scheduled to several small projects. Contractors, etc.
occur over the same  Reduces potential for o Discuss
stretch of roadway conflicting lane/road implementation of
during the same time closures. specific SWZ
period. Obstacles Define expected work zone strategies
around this issue impacts and mitigation  Case Studies (4 pages –
include: strategies early: Improve identifies states who have
 Working in a vacuum project coordination through successfully implemented
– projects are viewed defining expected work zone innovation)
in siloes impacts early on in design  Fact Sheets (1 page –
 Nighttime vs. daytime process and finding ways to FAQs)
work mitigate  Toolkit (case studies, fact
 Minor maintenance Reduce delays due to WZ sheets, presentations
activities planned activities and throughout
 Funding availability unplanned incidents: implementation, state
 Utility conflicts and  Minimize driver tension, feedback) – interactive
variation in practices confusion, frustration PDF States can use on
for documenting and Improve overall work zone their own
planning utility work safety: Reduce potential  WISE SOPs
 Agencies focus on crashes, injuries and fatalities  WISE Tool Training and
coordinating planned attributed to the construction Technical Assistance
special events and project  Webinars
emergencies but don’t Improve communication:
focus on project Within and across agencies
coordination – e.g. using regional mobility
operations vs. design coordinators
and construction Improve and Facilitate Traffic
Incident Management. Traffic
sensor devices used for SWZ
systems allow for early
detection of incidences and
quick response

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 EDC-3 Smarter Work Zones | Implementation Plan

SWZ
Strategy Obstacles Opportunities/Strategies Tools & Tactics
TA PC
Use of SHRP2 WISE Tool:
 Reduces possible work
disruptions and eliminates
repetitive lane and road
closures
 Sequences projects to
minimize impacts (including
emergency response) by:
o Identifying and prioritizing
network improvements
o Providing a better
understanding of network
capacity and alternatives
o Using appropriate traffic
operations and
construction strategies
 Allows for periodic
adjustment to project
schedule
X X Lack of Identify Points of Contact and  Private Sector
incentives/motivation Provide Support: During any (Contractor) marketing
to innovate: follow-ups, ask WHO IS the the “what’s in it for me?”
 Lack of understanding Agency point of contact? Make  Fact Sheets (FAQs)
regarding benefits at these folks feel like they haven’t  Regional Peer Exchanges
various levels (staff – been left out in the cold, on  Lessons Learned from
“how will innovation their own. Establish recurring early implementers
make my job easier”; contact with them via email,  Examples of systematic
management – “how etc., to keep them engaged in process and programs -
will innovation the process Identify best practices
improve our agency Gain upper management  Weave into Case Studies
function”) support to change the way
 Unclear how things have traditionally been
adaptation of done
innovation will be Identify methods for:
worked into agency Maintaining access to reduce
business process. road user delays
 Lacking tools to Reduce delays due to WZ
support coordination planned activities and
 Not recognizing that unplanned incidents:
failure to coordinate  Aid contractors in
decreases respect for accelerating completion of
the transportation project
sector and public  Minimize driver tension,
works by the public confusion, frustration
X X Resistance to change Engage stakeholders in  Peer Exchanges
(cultural, procedural, decision-making process:  State/National Meetings
and technical): Engage stakeholder groups in where target audience
 Potential to lose the process of defining the can be engaged – send a
momentum SWZ needs for the project and presenter – speaking
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 EDC-3 Smarter Work Zones | Implementation Plan

SWZ
Strategy Obstacles Opportunities/Strategies Tools & Tactics
TA PC
 Fear of Failure allow them to have a role in opportunities at existing
(results not what was decision making conferences
expected) Gain upper management  Present at industry/trade
 Legislative Obstacles support: To change the way meetings
(e.g., Variable Speed things have traditionally been  Conduct informational
Limits) done session
Showcase success stories:  Toolkit – can be designed
case studies as a roadmap for
Deploy a Public Information implementation (benefits
Campaign etc.), specifications, and
 Sell Safety benefits for both examples of old contracts,
Workers and Public Traffic – cost models, deployment
through statistics, other State strategies etc.
DOT successes; but, be  Useful anecdotes – video
honest and realistic – “Not format, case studies
every project may warrant (quotes)
this type of system.” o Barriers, how we
 Use Target Audiences to overcame them,
conduct presentations to benefits, public
introduce and demonstrate perception etc.
Agency’s own support for the  Engage industry partners
system(s). (i.e., ATTSA) to gather
 Public Information vendor input on ways to
Campaign! – Need to bring mitigate resistance (good
the public in on what they will contract examples that
start seeing, and behavioral protect agencies, etc.)
expectations the Agency will  Model legislation (e.g.,
have for them. VSL) – sample verbiage
etc.
X X Lack of human and Find/Create Funding Source:  Webinar – training
fiscal resources: Look at creating a funding  EDC Website – repository
TA: source or pot of money for  Peer Exchanges
 Work Zone ITS adds funding work zone ITS  Develop SWZ-specific
to construction cost Make the “Funding” piece website/forum
 Tracking performance very clear, very transparent:  Develop a toolkit of best
measures requires Provide all the details up front. practices/ model
agency resources. Avoid allowing Agencies to processes to include, but
PC: “guess” or “assume” what fiscal not limited to:
 Cost of project responsibilities each party is o Tools a state can use
tracking software / responsible for. to help locals obtain
staff to operate it. Showcase success stories: consultant services.
 Reallocation of staff case studies. o Procuring the
time to prioritize Establish uniform practice: consultant services to
coordination with increase compliance help manage the local
stakeholders Provide Information with program.
TA & PC: Messaging: Reduce crashes, o Standard procurement
 Time to develop injuries and fatalities attributed procedures.
agency standards, to the construction project
processes, and
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 EDC-3 Smarter Work Zones | Implementation Plan

SWZ
Strategy Obstacles Opportunities/Strategies Tools & Tactics
TA PC
necessary o Messages that
modifications to promote the benefits
contract documents to and advantages.
effect innovation.
X Lack of Familiarity with Training/Education: Hands-on  Training – Webinars.
Systems/Staffing – leverage knowledge  Create educational video
needs for Training, Provide education and  Showcase/
Innovation training opportunities – Make Demonstration Projects.
Development, Contract Training Resources  Provide technical
Specifications Available: Make “training assistance to states
 Local prime resources” available for  Technical Video.
contractors may be Agencies – web links, webinars,  Develop guidelines
are unfamiliar with e-newsletters, etc.  Provide existing
SWZ systems and Educate guidelines/references
how to bid all of the Consultants/Contractors: (e.g., ITS Implementation
unknown costs  Look to produce policies, Guide)
associated with procedures and guidelines  Develop SWZ-specific
proving one aimed at assisting the design website/forum
 Learning Curves: consultant community
Technology and understand SWZs
Implementation into  Educate contractors on what
contracts a SWZ is and how it is used
 Using the right system Educate DOTs: Educate
in the right location DOT’s and have on going
 Poorly planned communication and best
mitigation strategies practice/ resource sharing
(e.g. Trying to fix a Educate Drivers: Educate
problem by adding drivers on new systems and
something after the applications
fact with limited Educate Upper Management:
planning and having Educate upper management
the software/device regarding the benefits of
get a poor review due institutionalizing these systems
to lack of planning) and proactively managing them
to improve mobility and safety
in and around work zones.

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 EDC-3 Smarter Work Zones | Implementation Plan

Using the tools and tactics discussed above, the SWZ Implementation Team
identified a final list of materials along with their estimated costs and priority
levels.

Table 11. Marketing Tools and Tactics.

Marketing
Level of
Tool or Estimated Cost
Priority
Tactic
Toolkit (roadmap $100,000 (for toolkit development, distributing, and updating) High
for
implementation)  $90,000 (for material development and thumb drives)
o 500 thumb drives
 $10,000 (for annual material updates and inclusion on drive)
o $5,000 per year
 One toolkit for entire SWZ Initiative (includes both PC and TA with
interactive toolbar separating them).
Marketing $40,000 (for 2 years’ worth of materials) High
Materials  $20,000 per year (Business cards, brochures, handouts, etc.)
o Layout
o Printing
o Shipping
o Updating
Case Studies $25,000 (for 5 comprehensive case studies per SWZ strategy) High
 $5,000 per case study
 4-pages (includes interviews, research, keys to success, and
resources for additional information)
Fact Sheets $8,000 (for 4 fact sheets per SWZ strategy) High
 $2,000 per fact sheet
 Costs include fact sheet content and graphic development
Peer-to-Peer $120,000 (for 8 peer-to-peer)
 $15,000 (per peer-to-peer)
o $10,000 (per P2P for logistics, venue, facilitation, speakers,
and handouts)
o $5,000 (per 2 people travel expenses)
o Note: peers should have materials so material
development budgeting not required)
Webinar/Worksh $600,000 (max of 20 training modules – development, conducting, High
op (Material and reporting)
Development,
WEBINARS
Updates, and
Conduct)  $30,000 (per webinar bundle – developing min of 1 module per
quarter per EDC-3 period)
o $25,000 for development of each hour-long webinar topic
(initial development includes SMEs for content and graphic
designers for presentation)
o $5,000 per topic to conduct webinar (includes a note taker)
and recording (will provide downloadable PDFs)

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 EDC-3 Smarter Work Zones | Implementation Plan

Marketing
Level of
Tool or Estimated Cost
Priority
Tactic
WORKSHOPS
 $25,000 (per 1.5 day workshop) – conducting 1 workshop per
interested state
o $10,000 for updating pre-developed webinar materials with
workshop specific modifications
o $10,000 for logistics, venue, facilitation, speakers, note
takers and material printing)
o $5,000 (per 2 people travel expenses)

Regional Peer $280,000 (for four peer exchanges) High

Exchanges
(Purpose:  $70,000 per exchange (per the list below)
Gathering and o $30,000 per exchange for logistics and facilities
sharing  Venue rental – up to 100 people
information  Equipment setup
among peers  Materials – invitations, promotional materials
and with FHWA)  Food and beverages
o $30,000 per exchange for invitational travel - 15-20 State
DOT folks
o $10,000 per exchange for material printing and distribution
Demonstration $60,000 (for six site visits) High
Sites
 $10,000 per demo site
o Invitational travel (for MPO, SDOT etc.)
o Facilities
o Demonstration
SWZ Website $25,000 (for FHWA-based repository) High
Repository
 Server located on FHWA site
 Costs include:
o Gathering and uploading materials
o 508 compliance
 Note (many products will have already had 508
compliance done while in development)
o Maintenance, updates, and IT support provided by FHWA
externally (and not required for budgeting)
State, Regional, $100,000 (max of 25 meetings over 2-year period) Medium
National, and
Industry/Trade  Expected to attend 6-12 meetings per year
Meetings  $2,500 per meeting (includes travel expenses for one person)
 SWZ overview for use at meetings (using modified summit
presentation)
 Potential Meetings Include:
o Regional ITS Meetings
o AASHTO Meetings
o GIST Meetings
o National Rural ITS Meetings
 Possible associations include:

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 EDC-3 Smarter Work Zones | Implementation Plan

Marketing
Level of
Tool or Estimated Cost
Priority
Tactic
o AGC
o ATSSA
o ARTBA
o World of Asphalt
o APWA

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 EDC-3 Smarter Work Zones | Implementation Plan

Section VI: Performance Measures

The success of the Smarter Work Zones implementation Plan will be ensured
through closely tracked and measured deployment goals. For each goal,
specific objectives and strategies will be achieved through focused activities
with quantifiable and achievable performance metrics.

The tracking and monitoring tool used by the FHWA Division Offices and
maintained by FHWA’s Center for Accelerated Innovation, will be used to
measure how the States are progressing towards meeting the established goals.
The status will be updated quarterly.

Evaluation of the implementation plan will occur at several interim stages during
implementation, and measurable targets have been established as a means of
assessing progress. The feedback provided throughout the schedule will show
accountability for the team, highlight early success, and show progress toward
our implementation goals. The table below provides an overview of each
goal/measure along with the measurement/reporting frequency and milestones
identified.

Table 8. SWZ performance measures

SWZ Measure
Strategy Measure Interval and Milestone
TA PC Frequency
X By December 2016, 25 State Quarterly - By April 2016, 10 State DOTs have
DOTs have incorporated work Ongoing incorporated work zone project
zone project coordination coordination strategies into Agency
strategies into agency documentation for improving safety
documentation and business and reducing work zone delays.
processes for improving safety and
reducing work zone delays.
X By December 2016, five State Quarterly - By December 2015, two State
DOTs have volunteered to pilot the Ongoing DOTs have volunteered to pilot the
WISE (Work Zone Impact& WISE (Work Zone Impact& Strategy
Strategy Estimator) software Estimator) software application.
application.
X By December 2016, 35 State Quarterly - By December 2015, 15 state DOTs
DOTs have: Ongoing have initiated efforts to incorporate
 Implemented business work zone ITS consideration and
processes for planning, design, use into their business processes,
procurement, operation, and or have utilized one applicable work
zone ITS technology.
evaluation of Work Zone ITS
technologies as identified in the
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 EDC-3 Smarter Work Zones | Implementation Plan

SWZ Measure
Strategy Measure Interval and Milestone
TA PC Frequency
"Work Zone ITS Implementation
Guide" and/or;
 Have utilized at least one work
zone ITS technology application
for dynamic management of
work zone impacts such as
speed and queue management.

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 EDC-3 Smarter Work Zones | Implementation Plan

Section VII: Work Plan

The following table provides a detailed matrix of the identified activities, cost,
audience, and message essential to deploying (innovation). Responsibility is
assigned for each activity and completion dates are identified.

Table 93. SWZ Work Plan

Cost Responsi-
Activity Audience Message Due Comments
TA PC bility
Outreach Materials
Develop Case $25,000 $25,000 All Education Team, August 31, Goal:
Studies focused on (for up (for up audiences / outreach SMEs, and 2015 Acknowledge
States with to 5 to 5 graphic (periodic and interested states
successful SWZ case case developers ad hoc in the initiative
Implementation: studies) studies) updates) and consider
 Examples of Case Studies that
Note: Materials
systematic for PC will be would be most
process and developed applicable.
programs before TA Develop the
materials.
 Best practices needed materials
 Includes in time for use in
“champions” Toolkit
Develop Fact $8,000 $8,000 All Education Team, August 31, Goal:
Sheets (for up (for up audiences / outreach SMEs, and 2015 Develop the
 Types: to 4 fact to 4 fact graphic (periodic and needed materials
o Stand-Alone (1 sheets) sheets) developers ad hoc in time for use in
– 2 pg with updates) Toolkit
FAQs)
Note: Materials
o Part of case for PC will be
study developed
 Contents: before TA
o General public materials.
considerations
o Public Sector
concerns
o Private Sector
marketing the
“what’s in it for
me?”
Develop Toolkit $100,000 (includes All Education Team, August 31, Goal:
(roadmap for development, audiences / outreach graphic 2015 To disseminate
implementation)3 distribution, and developer, (periodic and consistently
Interactive flash updates) SMEs, and ad hoc through entire
drive/CD-ROM: updates) campaign --

3 Several products already developed and can be pulled from available sources for use
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 EDC-3 Smarter Work Zones | Implementation Plan

Cost Responsi-
Activity Audience Message Due Comments
TA PC bility
 Case Studies One toolkit for both marketing Note: Materials internal channels,
for PC will be
 Fact Sheets PC and TA with consultant mass media and
developed
 Presentations interactive toolbar before TA trade media to
 Guidelines/ separating them materials. reach all target
References audiences
 Procurement
Procedures
 Deployment
Strategies
 SWZ Logo (for
brand/ marketing)
Develop Marketing $40,000 (for two- All Education Team, August 31, Goal:
Materials years of material) audiences / outreach graphic 2015 To disseminate
 Business cards developers (periodic and consistently
 Brochures Material bundle , and ad hoc through entire
 Handouts includes both marketing updates) campaign --
 Etc. initiatives consultant internal channels,
mass media and
trade media to
reach all target
audiences
Database/Repository of Information
Maintain an SWZ $25,000 (for All Education FHWA IT August 31, Goal:
Initiative Website FHWA-based audiences / outreach staff/contr 2015 Provide
Repository repository including actor (Bulk done education
within 6-8
 Gather and (Clearinghouse) non- materials,
months
upload content technical followed by technical
 Ensure 508 One database to general periodic and ad guidance, and
compliance of house information audience. hoc updates) SWZ resources
content on both TA and PC available via
strategies FHWA web portal
or third party web
link.
Technical Assistance
Develop 1-hr $600,000 (for up to All Education Team, August 31, Goal:
Webinar modules 20 modules – audiences / training SMEs, and 2015 (first Develop tailored
and conduct development, graphic group) webinars that
webinars conduct, and developers (2015: provide useful,
reporting) materials relevant
developed information to
2016: mainten-
ance) audience
members
Develop Workshop $100,000 (material All Education Team, August 31, Goal:
training materials refinement for audiences / training SMEs, and 2015 (first Develop tailored
by updating webinar workshops) graphic group) training materials
modules developers (2015: that provide
materials useful, relevant
developed information to
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 EDC-3 Smarter Work Zones | Implementation Plan

Cost Responsi-
Activity Audience Message Due Comments
TA PC bility
Workshop content 2016: mainten- audience
ance)
varies based on members
participants’
interest.
Conduct 1.5 day $250,000 (conduct Public 1.5 day Team TBD Goal:
Workshop (content up to 20 agencies, workshop Tailored to target
and speakers based workshops)* private States that have
on participants’ sector, and NOT deployed
interest) *Number of workshops academia SWZ or are
may change pending
looking to
state responses.
enhance their
SWZ efforts.
Conduct 1-day $120,000 (conduct Public 1- day Team and TBD Goal:
Peer-to-Peer up to 8 peer-to-peer agencies, peer-to- successful Tailored to target
events (with 1-2 events)* private peer peers/ States that have
peers being sent to sector, and event early NOT deployed
a location) *Number of P2P events academia adopters SWZ or are
may change pending
looking to
state responses.
enhance their
SWZ efforts.
Conduct 1.5 Day $280,000 (conduct Public 1.5 day Team TBD Goal:
Regional Peer up to 4 regional agencies regional Tailored to target
Exchanges (per peer exchanges)* and peer States that have
FHWA DFS): contractors exchange NOT deployed
 State DOTs, SWZ or are
contractors, looking to
industry enhance their
 Panel *Number of peer SWZ efforts.
exchanges may change
discussions
pending state
 Q&A sessions responses.
Lessons learned
from early
adopters
Invite participants $60,000 (for 6 site Public 1-2 day Team Beginning Goal:
to visit site of visits) agencies demonstr Fall 2015 Tailored to target
innovation (being and ation site States that have
tested or contractors visit NOT deployed
implemented) SWZ or are
looking to
enhance their
SWZ efforts.
Meeting/Conference Attendance
Attend State, $100,000 (for a Public and Education Team TBD (pending Goal:
Regional, National, maximum of up to private meeting/ Identify and
conference
and Industry/Trade of 25 meetings) industry attend key
schedules
Meetings stakeholder meetings (in
 Present SWZ -rs coordination with
Overview (using other WZ efforts)

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 EDC-3 Smarter Work Zones | Implementation Plan

Cost Responsi-
Activity Audience Message Due Comments
TA PC bility
modified summit and key industry
presentation) events where
FHWA external
outreach efforts/
exhibits/
presentations will
be focus and
educate
attendees.

The total cost for the above activities is $1,741,000. Note that the budget is a
rough estimate and subject to change to meet the goals of SWZ
implementation.

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 EDC-3 Smarter Work Zones | Implementation Plan

Section VIII: Contingency Planning

The following risk analysis and contingency plan was developed to focus limited
resources to efficiently manage the SWZ implementation efforts. Risk is a future
event that may or may not occur and has a direct impact on the SWZ
implementation program’s success. Applying the principles of risk management
to look at decisions being made about delivery of the SWZ project coordination
strategies and technology applications makes it possible to identify threats and
opportunities, assess and prioritize those threats and opportunities, and
determine strategies so that we can decide how to deal with future issues
affecting the delivery of these technologies.

The team identified the following risks as events that could potentially impede
the successful implementation of the SWZ project coordination strategies and
technology applications. These items (which impact both PC and TA include:

1. Lack of agency funding available for planning and implementing SWZ

initiative(s).
2. Lack of agency resources (staff and time) available to devote to SWZ
initiative(s).
3. Changes in agency administration resulting in shifts in agency
focus/priorities.
4. Failure of software and hardware systems.

Based on the risks identified the following risk statements were developed:

Risk Risk Event Impact

(If this Risk Event happens...) (...then what is the Impact)
1 Lack of agency funding available for Reluctance by agency leadership to fund initiatives with
planning and implementing SWZ “unknown results” leading to agency staff being unable
initiative(s). to plan or implement either SWZ project coordination
strategies or technology applications.
2 Lack of agency resources (staff and Reluctance by agency leadership to prioritize initiatives
time) available to devote to SWZ with “unknown results” while existing programs require
initiative(s). attention, leading to agency staff being unable to plan
or implement either SWZ project coordination
strategies or technology applications.
3 Changes in agency administration Based on the direction given by the administration,
resulting in shifts in agency agency staff may be directed not to plan or implement
focus/priorities. either SWZ project coordination strategies or
technology applications.

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 EDC-3 Smarter Work Zones | Implementation Plan

4 Failure of software and hardware An agency’s implementation schedule may be delayed

systems. resulting in difficulties in implementation and evaluation
of strategies within the EDC-3 timeframe.

A risk analysis was performed to prioritize the importance of each risk. The risk
analysis included a qualitative assessment of the likelihood of occurrence and
the impact of each risk. These attributes were determined as anticipated in the
absence of any assistance or external influences arising from the SWZ initiative
or any related assistance as documented in this plan. The following scale was
used to evaluate each risk.

Risk Event Likelihood: What’s the possibility the event will actually occur?
Value Label Description
1 Unlikely The event could possibly occur, but is unlikely at this time.
2 Possible The event could occur under specific conditions and some of those
conditions are currently evidenced.
3 Likely The event is most likely to occur in most circumstances.
4 Almost The event is expected to occur in most circumstances or is happening now.
Certain
Risk Event Impact: What’s the magnitude of impact to the EDC Initiative?
Value Label Description
1 Minor Minor impact on implementation.
2 Moderate Moderate impact on implementation.
3 Major Major impact on implementation.
4 Catastrophic Unacceptable impact on implementation.

Based on the scoring of the SWZ Implementation Team members, the following
average values were assigned to each risk statement and the risk score to
determine a score for each risk. The score was determined by multiplying the
likelihood score by the impact score:

Likeli- Score
Rank Risk Risk Impact
hood (L x I)
1 Lack of agency funding available for planning and
2 3 6
implementing SWZ initiative(s).
2 Lack of agency resources (staff and time) available to
2 3 6
devote to SWZ initiative(s).
3 Changes in agency administration resulting in shifts in
2 3 6
agency focus/priorities
4 Failure of software and hardware systems. 2 2 4

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 EDC-3 Smarter Work Zones | Implementation Plan

Contingency Planning

The following contingency plan was developed to help reduce or eliminate the
threat to the successful implementation of the SWZ Innovation strategies.

Risk Risk Plan Elements

Lack of agency funding  Gain upper management support: Regional peer exchanges; lessons
available for planning learned
and implementing SWZ  Education/Training: Promote coordinated processes/procedures; Define
initiative(s). expected work zone impacts and mitigation
 Messaging – stress benefits
 Promote communication and cooperation
 Promote use of SHRP2 WISE Tool: WISE Standard Operating
Procedures; Training and Technical Assistance
 Toolkit: Promote benefits; interactive resource and guidance
 Identify POCs and provide support: Examples of systematic processes
and programs/best practices
Lack of agency  Gain upper management support: Regional peer exchanges; lessons
resources (staff and learned
time) available to  Education/Training: Promote coordinated processes/procedures; Define
devote to SWZ expected work zone impacts and mitigation
initiative(s).  Messaging – stress benefits
 Promote communication and cooperation
 Promote use of SHRP2 WISE Tool: WISE Standard Operating
Procedures; Training and Technical Assistance
 Toolkit: Promote benefits; interactive resource and guidance
 Identify POCs and provide support: Examples of systematic processes
and programs/best practices
Changes in agency  Gain upper management support: Regional peer exchanges; lessons
administration resulting learned
in shifts in agency  Showcase successes: Peer exchanges; State/national meetings;
focus/priorities Informational sessions
 Public information campaign
Failure of software and  Training and Education: Leverage knowledge – hands-on
hardware systems.  Make training/resource s available to Agencies: toolkits, webinars, e-
newsletters, etc.
 Educate DOTs/Drivers/Upper Management: Provide technical
assistance; develop guidelines; provide existing guidelines ( e.g. ITS
Implementation Guide) Develop SWZ-specific website/forum
 Establish uniform practices

Risk Monitoring, Evaluation, and Adjustment

The risks identified in this section will be revisited from time to time so as to
confirm that the “actual” likelihood and impact of each risk is consistent with the

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 EDC-3 Smarter Work Zones | Implementation Plan

risk analysis. Based on the results of the monitoring plan it may be necessary to
either heighten or lower the risk level and refine the risk plan accordingly.

Every Day Counts | 40

 Paul Pisano
Team Leader, Weather & Work Zone Management Team
[email protected]

Jawad Paracha
Program Manager, Work Zone Management Program
[email protected]

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