Department of Municipal Affairs and Transport PO Box 20 Abu Dhabi, United Arab Emirates
© Copyright 2016, by the Department of Municipal Affairs and Transport. All Rights Reserved. This document, or parts thereof, may not be reproduced in any form without written permission of the publisher CONGESTION MANAGEMENT POLICY & PROCEDURES
TABLE OF CONTENTS
Table of Contents ...... i List of Figures ...... v List of Tables ...... v Glossary ...... vi 1 Introduction and Summary ...... 1 1.1 Overview ...... 1 1.2 Mandate of Abu Dhabi DMAT ...... 1 1.3 Scope of Document ...... 3 1.3.1 Purpose, Goal and Objectives ...... 3 1.3.2 Overall Policy ...... 4 1.3.3 Guidance on Use of This Document ...... 4 1.4 Overview of the CMPP Process ...... 5 1.4.1 Definition of the CMPP ...... 5 1.4.2 Relationship to the Overall Planning Process...... 5 1.5 Overall CMPP Process Requirements ...... 6 1.5.1 The Eight Steps ...... 6 1.5.2 Relationship of CMPP to Road Performance Management System (RPMS) ... 9 1.5.3 Purpose and Intended Audience ...... 9 1.6 Relationship to Other Documents ...... 10 1.7 Document Organization ...... 11 1.8 Next Steps in Implementing the Policies and Procedures Found in this Document 12 1.8.1 Pilot CMP Effort ...... 12 1.8.2 Pilot Assessment and CMPP Refinement ...... 12 1.8.3 Development of CMP Development Methods and Schedule ...... 12 2 Congestion, Management, and Related Concepts ...... 14 2.1 Definitions ...... 14 2.2 Causes of Congestion ...... 15 2.2.1 High Incident Locations ...... 16 2.2.2 High Congestion Locations ...... 17 2.3 Overview of the Cost of Congestion ...... 18 2.4 Approaches for Managing Congestion ...... 19 2.4.1 Improve System Efficiency ...... 19 2.4.2 Reduce Demand ...... 19 2.4.3 Increase Capacity ...... 19
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3 Basic CMP Requirements and Guidance ...... 20 3.1 Overview ...... 20 3.2 CMP Development Process ...... 20 3.2.1 Develop Congestion Management Objectives ...... 21 3.2.2 Identify Area of Application ...... 23 3.2.3 Define System or Network of Interest ...... 24 3.3 Develop Performance Measures ...... 28 3.4 Institute System Performance Monitoring Plan ...... 29 3.5 Identify and Evaluate CMP Strategies ...... 29 3.6 Implement Selected Strategies and Manage System ...... 30 3.7 Monitor Performance of Strategies ...... 30 4 Congestion Identification and Forecasting ...... 32 4.1 Determine Causes of Congestion ...... 32 4.2 Incorporating Future Network Enhancements / Segments into Process ...... 32 4.3 Analytical Tools and Models ...... 33 5 Performance Measures and Data Collection ...... 37 5.1 Performance-Based Approach to Addressing Congestion...... 37 5.1.1 Overview ...... 37 5.1.2 Requirements and Guidance ...... 37 5.2 System Goals and Objectives ...... 38 5.2.1 Overview ...... 38 5.2.2 Requirements ...... 38 5.2.3 Guidance ...... 39 5.3 Performance Measures ...... 39 5.3.1 Overview ...... 39 5.3.2 Options for Performance Measures ...... 40 5.3.3 Requirements for Selected Performance Measures & Data Specifications .... 43 5.4 Congestion Cost Analysis ...... 45 5.4.1 Overview ...... 45 5.4.2 Approaches ...... 46 5.4.3 Requirements for Determining Congestion Cost ...... 48 5.4.4 Guidance for Determining Congestion Cost ...... 49 5.5 Performance Monitoring Plan ...... 51 5.5.1 Overview of Data Collection Needs ...... 52 5.5.2 Policy for Data Collection, Management and Performance Monitoring ...... 52
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5.5.3 Data Management and Archiving ...... 53 5.5.4 Annual Performance Reporting ...... 54 6 Congestion Management Strategies (CMP Toolbox) ...... 55 6.1 Overview ...... 55 6.1.1 Improve System Efficiency ...... 55 6.1.2 Manage Travel Demand ...... 55 6.1.3 Increase Capacity ...... 56 6.2 Use of the CMP Toolbox ...... 59 6.2.1 Requirements ...... 59 6.2.2 Detailed Reference ...... 59 7 Guidelines for Evaluating, Selecting and Justifying Strategies ...... 60 7.1 Approaches to Identify and Evaluate CMP Strategies ...... 61 7.1.1 Categorize Strategies Based on Characteristics ...... 61 7.1.2 Use a Hierarchy for Selecting Strategies ...... 61 7.1.3 Develop a Tailored Strategy Toolbox ...... 61 7.2 Selecting Appropriate Traffic Analysis Tools ...... 62 7.2.1 Based on Performance Measures ...... 62 7.2.2 Based on Congestion Management Strategies ...... 64 7.2.3 Based on Facility Type ...... 65 8 Documenting the Program ...... 66 8.1 Base Requirements ...... 66 8.1.1 Documentation Plan...... 66 8.1.2 Communications Plan ...... 66 8.2 Guidelines for Documentation Development ...... 67 8.3 CMP as Part of STMP Update ...... 67 8.4 "State of the System" (SOS) Reporting ...... 68 9 Implementing and Monitoring the CMP ...... 69 9.1 Applying Congestion Management Strategies to Regional Program Development 69 9.2 Outreach and Coordination with CMP Stakeholders ...... 69 9.3 Relationship of CMP to Abu Dhabi ITS Architecture ...... 70 9.4 Monitoring CM Effectiveness ...... 70 10 CMP Checklist / Self Assessment ...... 72 10.1 Creating or Adapting the CMP ...... 72 10.2 Aligning CMP with STMP ...... 72 10.3 Developing Technical Capacity and Performance Measures for Congestion Management ...... 73
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10.4 CMP Implementation Steps ...... 73 10.5 Monitoring and Feedback...... 74 Cited References ...... 75 Other References ...... 77 Appendix A ...... 78
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LIST OF FIGURES
Figure 1: Terminology and Hierarchy of CMPP Activities Relative to STMP ...... 3 Figure 2: The CMP and Planning Process Integration ...... 8 Figure 3: 2030 Forecast Congested Segments for Existing Road Network (AM Peak) (2) .... 18 Figure 4: The Congestion Management Process ...... 21 Figure 5: CMP Coverage Areas ...... 23 Figure 6: Congestion Management Strategies by Improving System Efficiency ...... 57 Figure 7: Congestion Management Strategies by Demand Management ...... 58 Figure 8: Congestion Management Strategies by Increasing Capacity ...... 59
LIST OF TABLES
Table 1: Abu Dhabi CMP Stakeholders ...... 10 Table 2: Base Congestion Management Goals and Objectives ...... 22 Table 3: Road Typology (STMP, Walking and Cycling Master Plan, & other DMAT sources) ...... 26 Table 4: Congestion Levels based on V/C Ratio ...... 33 Table 5: Comparison of Various Types of Performance Measures ...... 40 Table 6: Performance Measures and Data Specifications ...... 44 Table 7: Relevance of Traffic Analysis Tool Categories with respect to Performance Measures ...... 63 Table 8: Relevance of Traffic Analysis Tool categories with respect to Management Strategies and Applications ...... 64 Table 9: Relevance of Traffic Analysis Tools with respect to Facility Type ...... 65 Table 10: Sample CMP Checklist for Creating or Adapting the CMP ...... 72 Table 11: Sample CMP Checklist for Aligning the CMP with the STMP ...... 73 Table 12: Sample CMP Checklist for Developing Technical Capacity for Congestion Management ...... 73 Table 13: Sample CMP Checklist for Implementing the CMP Strategies ...... 74 Table 14: Sample CMP Checklist for Monitoring and Feedback ...... 74
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GLOSSARY
DMAT Department of Municipal Affairs and Transport, Abu Dhabi.
ADM Abu Dhabi City Municipality
ADTMC Abu Dhabi Transport Management Centre
ADUPC Abu Dhabi Urban Planning Council or UPC
ATC Automatic Traffic Count
AUH Abu Dhabi International Airport
CMN Congestion Management Network
CMP Congestion Management Plan
CMPP Congestion Management Policies and Procedures
EIA Environmental Impact Assessment
HOV High Occupancy Vehicle
KPI Key Performance Indicators
ITS Intelligent Transport Systems
MOE Measures of Effectiveness
PDO Property Damage Only (related to crashes)
PHD Person Hours of Delay
PHT Person Hours Travelled
PKMT Person Kilometres Travelled or PKT
PPP Public-Private Partnership
PT Public Transport
ROW Right-of-way (land used for roadway)
RPMS Roadway Performance Monitoring System
SOS State of the System
SOV Single Occupancy Vehicle
STEAM DMAT’s Strategic Transport Evaluation and Assessment Model
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STMP Surface Transport Master Plan
TDM Travel Demand Management
TSM Transportation System Management
UAE United Arab Emirates
UTMC Urban Traffic Management and Control
VHD Vehicle Hours of Delay
VHT Vehicle Hours Travelled
V/C Volume to Capacity Ratio Ratio
VKMT Vehicle Kilometres Travelled or VKT
WIM Weigh-in-Motion
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1 INTRODUCTION AND SUMMARY 1.1 Overview In 2010, the Abu Dhabi Department of Transport commenced with the “Unifying and Standardizing of Road Engineering Practices” Project. The objective of the project was to enhance the management, planning, design, construction, maintenance and operation of all roads and related infrastructures in the Emirate and ensure a safe and uniform operational and structural capacity throughout the road network.
To achieve this objective a set of standards, specifications, guidelines and manuals were developed in consultation with all relevant authorities in the Abu Dhabi Emirate including internally within the Department of Municipal Affairs and Transport (DMAT) and externally with Urban Planning Council (UPC). In future, all authorities or agencies involved in roads and road infrastructures in the Emirate shall exercise their functions and responsibilities in accordance with these documents. The purpose, scope and applicability of each document are clearly indicated in each document.
It is recognized that there are already published documents with similar objectives and contents prepared by other authorities. Such related publications are mentioned in each new document and are being superseded by the publication of the new document, except in cases where previously published documents are recognized and referenced in the new document. 1.2 Mandate of Abu Dhabi DMAT The Emirate of Abu Dhabi is undergoing an impressive, rapid and visionary transformation designed to establish it as a world-leading region by 2030. Abu Dhabi’s population is projected to increase by more than three times by year 2030 1). Through a systematic and visionary Urban Structure Framework Plan and the associated Surface Transportation Master Plan (STMP), the Emirate plans to have one of the most extensive multi-modal transportation networks in the world with highways, rapid transit, high speed rail, dedicated goods movement facilities, as well as airport and maritime facilities for residents, visitors and businesses.
The roadway network in the Emirate is vital to the movement of people and goods as well as to the functioning of the region’s economy. The majority of surface transport in the Emirate is by private car (48% of all trips), taxi (8%) or contract bus (33%), with a small but rapidly developing public bus system in the urban areas of Abu Dhabi City and Al Ain (1%) (2). However, despite the investments made in the Emirate’s transport network, traffic congestion is becoming a serious problem in Abu Dhabi. The number of vehicles registered in Abu Dhabi increased by 49 per cent between 2006 and 2008. Although there has been a significant increase in the overall length of the roadway network in the Emirate, the growth of motor vehicles has been concentrated in specific areas where there have not been commensurate increases in network size.
In addition, the crash rates in the Emirate rank among
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the highest in the world, with a crash rate of 42 per 10,000 drivers, and over 600 road deaths per million road vehicles (4). Of those countries maintaining road statistics, only Albania, Belarus, Russia and Romania have higher fatality rates. In contrast, the US, the UK, Germany, and Australia each have less than 200 road deaths per million road vehicles. With a vision of becoming a world-class region and rapidly increasing population, which is expected to reach five million in the Emirate by 2030, Abu Dhabi needs a reliable, safe multi-modal transportation system.
To this end, the DMAT has issued a Policy directive consistent with the 2008 mandate of the Abu Dhabi Government that DMAT be responsible for constructing, managing and operating main roads as well as public transport, maritime, and aviation travel modes. As part of related policy guidelines issued by the DMAT Executive Committee in 2010, the Department has been directed to develop and implement a Congestion Management Policy and Procedure (CMPP) as an integral part of on-going transportation planning processes at the regional and local levels within the Emirate.
The CMPP is a systematic planning process for measuring, reporting and managing roadway congestion in a specific region or corridor. The purpose of this Manual is to define this CMPP in terms of the appropriate policies and procedure behind this process. The intent is to integrate the CMPP into Abu Dhabi’s existing planning activities and help with ultimately achieving the goals of the STMP.
The CMPP shall provide the process for development of Congestion Management Plans (CMP) that addresses particular regions and corridors within the Emirate. Each CMP will be developed following the CMPP process as identified in this document and updated on a three-year cycle. Additionally, provisions for annual reporting of congestion information on the network shall be provided for as part of the CMPP.
Figure 1 provides an overview of the terminology and hierarchy of CMPP activities as presented above.
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Figure 1: Terminology and Hierarchy of CMPP Activities Relative to STMP
This document also describes the data needs and performance measures to be included in a CMP developed for a region or corridor within the Abu Dhabi Emirate. Each CMP must identify the current and forecasted roadway congestion conditions to be measured and provide the tools to identify and evaluate multi-modal transportation improvement strategies to systematically address regional congestion problems. The performance measurement techniques associated with the recommendations in this document are defined in a related DMAT Manual describing the Roadway Performance Management System (RPMS).
One other area used as a method of comparison is Cost of Congestion. This document addresses current congestion costing inputs that are to be incorporated into CMP development activities. 1.3 Scope of Document
1.3.1 Purpose, Goal and Objectives The purpose of this document is to provide a framework for the development, establishment and implementation of a CMPP process within the Emirate of Abu Dhabi, and in turn, the development of CMP’s for regional and corridor applications. The primary goal of this document is to serve as a foundation for an on-going and active process of transportation system evaluation, monitoring and coordinated congestion management. The CMP is intended to be dynamic and iterative in nature so that the policies, procedures, performance measures and standards contained in it can be periodically amended and adjusted based on the changing needs of the system and depending upon system performance.
CMPP is but one part of the planning process, taking into consideration that congestion issues are but one element within the overall transportation planning framework. However, it will enhance the current planning process by examining congestion issues in greater detail and addressing them in an effective manner.
The objectives of this document are thus summarized below:
Relate CMPP to overarching goals and objectives of Surface Transport Master Plan
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Define performance measures that map to overall surface transport goals and objectives Identify corridors and subregions within Emirate for which congestion management needs to be focused Define methodologies for capturing data that can be used to calculate performance of the network relative to the performance measures Define toolbox of congestion management strategies that can be used to address specific congestion issues Define process to identify, select and implement congestion management strategies relevant to specific corridors and localers Define methodology of monitoring and updating performance measures in light of congestion management strategy recommendations Define process for updating CMP’s for specific corridors and subregions 1.3.2 Overall Policy Congestion management shall be addressed within the Emirate according to the following goals: Increasing System Efficiency Reducing Travel Demand Increasing System Capacity
These priorities shall be true both within the CMPP and within the individual CMP’s developed for regions and corridors within the Emirate, according to this process. 1.3.3 Guidance on Use of This Document This document will develop a set of core strategic principles on which the CMPP will be based and which will be incorporated into all CMP’s developed under this process. These principles, which support the above goals, include:
Managing travel demand, not just congestion Predictability of trips, including minimizing deviations in travel times on a day-to-day basis Efficiently managing the transportation network to preserve system performance Coordination of transportation activities with land use planning activities, including residential, commercial, industrial, and governmental trip generators
Within this document will be the description of a toolbox of strategies that address the above goals and principles, and performance measures that demonstrate that the goals are being achieved.
Each CMP developed for a region or corridor within the Emirate may have unique characteristics. For example, a CMP developed for the Al Ain region may have different congestion issues than one that is developed for the Mussafah corridor near Abu Dhabi City, which may have a greater emphasis on goods vehicle traffic. The stakeholders may also be unique to specific corridors and regions / sub-regions. The intent of this document will be to define the CMPP and the related procedure for development of CMP’s. The procedure will include definition of goals and objectives for the CMP coverage area, establishment of
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performance measures, and definition of potential strategies based on (but not always limited to) the toolbox presented in this document. Tools for analysing and evaluating candidate strategies using available traffic flow and travel information will also be reviewed and discussed, with the range of appropriate tools defined.
At the same time, knowing that “one size does not fit all” relative to potential solutions in different regions and corridors within the Emirate, engineering judgement on use of specific tools and activities to evaluate, within the context of this CMPP, will be of great importance. 1.4 Overview of the CMPP Process This section provides an overview of the CMPP, its relationship to the overall transportation planning process, and the required steps as correlated to that process. 1.4.1 Definition of the CMPP The CMPP is a systematic planning process for measuring, reporting and managing transportation system performance and congestion on a region-wide basis or corridor-wide basis. CMPP defines the process for development of Congestion Management Plans, in which transportation performance and congestion on the multi-modal regional transportation system is evaluated and periodically monitored using established performance measures and is managed through the development of a series of transportation improvement strategies. CMPP intends to protect the Emirate's investments in, and improve the effectiveness of the existing and future transportation network by not allowing the system to reach unacceptable operating conditions.
Congestion Management practices are generally composed of two main overarching steps:
1. Development of a CMP Network (including definition of regions and corridors which are to be evaluated) and mobility Performance Measures to assess and monitor the state of the system on a continuous basis 2. Identification of alternative Congestion Management measures from a “toolkit” of strategies to meet the particular goals and objectives of the region or corridor, enhance mobility of people and goods, and reduce environmental impacts. 1.4.2 Relationship to the Overall Planning Process The CMPP and the resultant CMP documents are intended to be an integral part of a comprehensive planning process, not an individual and isolated system and body of information. The CMP documents serve as a tool to identify specific strategies to efficiently use and improve the existing and proposed transportation system. CMP documents are to be integrated into the planning process as part of the continuing development and realization of the Abu Dhabi STMP including updates and the various Action Plans within the STMP. Figure 2 illustrates the integration of CMP into the overall planning process.
The CMPP requires a continuous, interactive and iterative process. The resultant CMP documents utilize a toolbox of strategies to be implemented by member agencies at identified congestion locations including intersections, roadway segments and corridors. The member agencies then provide mitigation strategies to reduce or eliminate congestion utilizing the strategies identified through the CMP document. This process is intended to be repeated every
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planning cycle.
In addition, the system monitoring and data collection process contained in Chapters 7, 8 and 9 will also be integrated in the Abu Dhabi Emirate’s planning process. Monitoring and data collection will provide important feedback to help the member agencies to develop and revise the regional policy as well as planning and programming of infrastructure projects.
Once congestion management strategies have been identified and selected as per the processes identified in this document, the CMP can also be used for the following:
Identify projects and set priorities among the projects for incorporation into “Action Plans”. The congestion management element influences overall project priority within DMAT. Identify and prioritize transportation system operation improvements Provide information for analysis of proposed projects and operations Develop more detailed assessments of the potential for congestion reduction at the corridor or activity-centre level Assist in the monitoring and evaluation of projects and operations improvements
Each CMP developed using the process presented in this document must be related to the overall program of projects defined by DMAT through the following:
STMP and updates DMAT’s Annual Transportation Improvement Program (Strategic Plan and Updates), identifying short term projects to be deployed in the next several years.
Development of each CMP thus needs to consider what is already programmed and planned, what is recommended as a result of the CMP, and the timeframes for deploying these, in light of the required frequency of review that is discussed in Chapter 3 of this document (currently proposed to be 3-year intervals). 1.5 Overall CMPP Process Requirements The CMPP process steps are defined below in relation to the transportation planning process as illustrated in Figure 2 and discussed in the chapters that follow this introductory chapter. 1.5.1 The Eight Steps The eight steps of the CMPP that are used in developing a CMP within the Emirate are as follows: Step 1: Develop Congestion Management Objectives. The CMP for a particular region or corridor shall have a statement of objectives derived from the vision and goals articulated in the STMP, but specifically applied to the region or corridor in which the plan is being developed. It should incorporate objectives derived from regional goals related to managing the impacts of congestion. Step 2: Identify Area of Application. The CMP shall cover a well-defined area. The CMP should be applied to a specific geographic area and multi-modal network of surface transportation facilities. This document identifies specific regions and corridors that form subsets of the overall transportation network, serving as the basis for the
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definition of goals, objectives (including performance measures) as well as strategies, in terms of improving efficiency, managing demand, and enhancing capacity. Step 3: Define System or Network of Interest. The CMP shall define the transportation network that will be analyzed. The CMP will address existing roadway network and public transport services as well as the future proposed multi-modal network. Stakeholders will be defined and the process for engaging them developed and agreed upon. Step 4: Develop Performance Measures. The CMP shall define the metrics by which it will measure congestion. The performance measures shall be identified to assess the effectiveness and efficiency of the network, specific to the defined objective. Step 5: Institute System Performance Monitoring Plan. The CMP shall include a regularly scheduled plan for examining the transportation network and evaluating the status of the system-wide congestion. The process as reflected in each CMP will be monitored periodically. Step 6: Identify and Evaluate Strategies. The CMPP shall have a systemic program or toolbox to identify congested locations and appropriate congestion mitigation strategies for each congested location. Each individual CMP that is developed under the overall process shall address the methodology for selection of appropriate performance measures and analytical tools to enable the identification of congested locations. Step 7: Implement Selected Strategies and Manage System. Each CMP shall provide detailed procedures for implementing and managing the defined congestion management strategies. The Abu Dhabi DMAT will work closely with other agencies to implement the congestion mitigation strategies contained within the regional and corridor area covered within each CMP. Step 8: Monitor Strategy Effectiveness. Each CMP shall include a process for periodic assessment of the effectiveness of the implemented congestion mitigation strategies.
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Figure 2: The CMP and Planning Process Integration
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1.5.2 Relationship of CMPP to Road Performance Management System (RPMS) The CMPP requires a continuous process. In coordination with this process, a program is required for data collection and performance monitoring for evaluation of the transportation network and for evaluation of the potential impacts of CMP strategies. This program is carried out through implementation of RPMS as defined above. The RPMS process is also used for identifying and determining the causes of congestion on a regular basis, and as such, a CMP should be updated regularly as well, regardless of whether the CMP is for a defined region, subarea, or corridor. 1.5.3 Purpose and Intended Audience The CMPP is intended to be used by Abu Dhabi DMAT including all Municipalities, and potentially other authorities within the Emirate as a tool to identify and monitor programs to manage congestion on a regional and corridor-specific basis. This document describing the process is intended for the officials of Abu Dhabi DMAT and partner agencies which will implement, manage, and monitor the CMP and develop related CMP documentation.
In short, CMP development is to be carried out by Abu Dhabi DMAT. However, the process requires extensive collaboration, coordination and outreach with a variety of stakeholders who are directly and indirectly affected by congestion.
The CMP does not preclude other targeted, localized activities to address congestion or incidents, nor does it replace existing investments being made in traffic control or Intelligent Transport Systems (ITS) technologies. However, the inclusion of localized areas within larger corridors or subareas covered within a CMP provides an opportunity for more strategic applications of solutions that may benefit a wider area. Likewise, ITS serves as an important congestion management tool, both as a means to collect real-time information and to archive such information for planning purposes, and as a tool to implement specific congestion management measures, ranging from active traffic management (variable speed limit, queue and weather warning, lane management) to providing alternate route information.
Collaboration, coordination and outreach with stakeholders provide an important and critical foundation of an effective CMP. Stakeholders play an important role in the CMP in following ways:
Developing goals, objectives and performance measures Sharing and analysing data Identifying and prioritizing strategies Implementation responsibilities
Each CMP development effort will begin with a definition of stakeholders along with a Stakeholder Engagement Plan. This is addressed further in Section 3.2 of this document, and will be tailored to each corridor or region for which a CMP is developed.
The CMP document identifies stakeholders who would directly benefit or potentially be impacted by congestion management activities. Table 1: provides the list of potential stakeholders in the Abu Dhabi’s CMP and their expected degree of involvement in the development and periodic evaluation and systematic implementation of the CMP.
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The degree of involvement for each of the stakeholders is established based on the level of ownership relative to transportation facilities and responsibilities for operating and maintaining those facilities. This is summarized as follows:
“High” involvement rankings involve those agencies that own, operate and maintain transportation facilities in the region. “Medium” rankings are provided to those stakeholders whose activities (whether in generating travel or trips, or in supporting the safe operation of the transportation network) have a significant impact on the transportation system. “Low” rankings are given to those entities that use and are influenced by the surface transportation network, but may otherwise not be involved in the planning and operation of the network.
Table 1: Abu Dhabi CMP Stakeholders
DEGREE OF STAKEHOLDER INVOLVEMENT Abu Dhabi Department of Municipal Affairs and Transport (DMAT-) Lead Agency
Abu Dhabi Urban Planning Council (UPC) High
DMAT - Abu Dhabi City Municipality High
DMAT - Al Ain Municipality (for CMPs involving Al Ain) High
DMAT - Western Region Municipality (for CMPs involving Western Region) High
Abu Dhabi Police High
Public High Department of Planning and Economy (DPE); and the Abu Dhabi Council for Medium Economic Development (ADCED) Integrated Transport Centre High
Industrial infrastructure planners Medium Private property developers – Aldar Properties, Al Qudra Holdings, Tamouh, Medium Surbana, etc. Environment Agency – Abu Dhabi (EAD) Medium Abu Dhabi Tourism and Culture Authority and private tourism entities – Medium (Tourism Development and Investment Company) Abu Dhabi Airports Company (ADAC) Medium
Education, Abu Dhabi Education Zone Low
1.6 Relationship to Other Documents This CMPP document is one of the series of materials that are being developed for Abu Dhabi DMAT as part of the effort to unify standards for road engineering practices. Some of the important references for the CMP include other DMAT manuals and/or policy documents that have been completed or are under development. A few of these documents directly address
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various components, activities and potential strategies that are part of the CMP and will be referenced concurrently. These include:
Access Management Manual (will be used as potential strategies for congestion management) Road Performance Monitoring System Manual (will include processes for data collection and archiving, as well as performance monitoring as part of the CMP, being the most closely related manual to the CMP Manual) Environmental Assessment (EA) Guidelines for Highway Projects (will be part of the CMP to evaluate transportation improvement strategies)
Other manuals will be used after the congestion management strategies, programs, and projects have been identified and prioritized as part of the CMP.
It will therefore be important to ensure that no conflicts or contradictions exist between this CMPP document and these other Manuals. 1.7 Document Organization The document is divided into the following chapters:
1. Introduction and Summary – This introductory overview of the CMPP, its main steps and relationship to the planning process 2. Congestion, Management and Related Concepts – Provides descriptions of key CMPP concepts, including congestion, congestion management, key measures such as congestion costs and other performance measures, and overall measures to reduce congestion. 3. Basic CMP Requirements and Guidance – Provides a more detailed overview of each of the eight major steps in the CMP above, defining the specific requirements for developing a CMP, including performance measures and evaluation activities, along with processes to assess and analyse various congestion management strategies. The seven coverage areas for CMP’s to be developed within the Emirate are defined along with network characteristics and definitions for each of the coverage areas. Guidance is provided on fulfilling the requirements, with specific references made to the relevant chapters as below. 4. Congestion Identification and Forecasting – Includes causes of congestion, discussion on future network enhancements and analytical tools and models. 5. Performance Measures and Data Collection - Includes system goals and policies for performance measurement, potential performance measures, congestion cost analysis process, data collection needs and performance reporting 6. Congestion Management Strategies (Toolbox) - Includes definition of strategy toolbox with a list of effective strategies mapped to different types of objectives, addressing system efficiency, demand management, and capacity enhancement. Reference is made to Appendix A which provides more specific strategy definitions. 7. Guidelines for Evaluating, Selecting and Justifying Strategies – Includes identifying approaches to select strategies and utilize traffic analysis tools to estimate
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the proposed effectiveness and benefit of the strategies. 8. Documenting the Program – Identifies reporting requirements and formats for CMP documentation, annual State of the System (SOS) updates, and incorporation with STMP documentation. 9. Implementing and Monitoring the CMP - Includes application of CMP strategies to regional program development, coordination with current stakeholders and sample applications of the process. 10. CMP Checklist and Self-Assessment – Includes a checklist, verification and validation of steps covered in the CMP, in order to assure that CMP development activities are consistent with the requirements of this Manual Additionally, Appendix A provides an extensive summary of congestion management strategies (the “Toolbox”) including descriptions, criteria for inclusion, potential costs, and relative ease of implementation. 1.8 Next Steps in Implementing the Policies and Procedures Found in this Document The adoption of the CMPP as the basis for congestion management and monitoring activities in the Emirate requires a process by which it is implemented. This process is important both in making the CMPP an integral part of DMAT activities as well as in refining the process based on actual practice, experience and observations. 1.8.1 Pilot CMP Effort First, a pilot CMP for a designated coverage area (preferably one defined in this document) is recommended, utilizing the CMPP process, data collection, monitoring and analysis tools identified in the document along with the toolbox of congestion management strategies. Specific stakeholders should be engaged by DMAT that are key partners in corridor management, and that can contribute constructively to the CMP development effort. 1.8.2 Pilot Assessment and CMPP Refinement During and upon completion of the CMP, each of the steps will be assessed using the checklist and self-assessment found in Chapter 10 of this document. Processes and steps which were not as effective as expected are to be evaluated and refinements recommended for updating this CMPP document. Those updates should then be incorporated into the CMPP based on review by the Main Roads Division management. 1.8.3 Development of CMP Development Methods and Schedule Upon successful completion and update of the Pilot CMP, a process and schedule for development of the CMP’s for each of the six remaining coverage areas is to be defined, along with the means for performing these services (e.g., consultancy for all CMP’s, consultancy for individual CMP’s, full or partial utilization of in-house staff ).
If the services are contracted, a pilot tender document format should be defined which describes the process and tools required as well as the coverage area and any unique aspects of the coverage area that would need to be included in the corresponding CMP.
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Also to be developed will be the reporting process for each of the CMP coverage areas that would be incorporated into overall regional reporting on an annual basis on congestion conditions as discussed in Chapter 8 of this document (i.e., SOS updates).
Following the first iteration of CMP developments for the entire Emirate, the checklists and self-assessments for all coverage areas will be reviewed and compared. As with the pilot CMP, processes and steps that are consistently found to be not as effective as expected are to be evaluated and refinements recommended for further updating the CMPP document. Those updates should then be incorporated into the CMPP based on review by the Main Roads Division management.
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2 CONGESTION, MANAGEMENT, AND RELATED CONCEPTS 2.1 Definitions Below are key definitions of terms that will be used most frequently in this manual. Recurrent congestion occurs when demand increases beyond the available capacity. It is usually associated with the morning and afternoon work commutes, when demand reaches such a level that the freeway or arterial is overwhelmed and traffic flow deteriorates to unstable stop-and-go conditions. Non-recurrent congestion typically results from a temporary decrease in capacity, while the demand remains the same. This kind of congestion usually results when one or more lanes are temporarily blocked due to a crash, disabled vehicle, weather events, etc. It could also result from temporary increases in demand due to special events or detoured traffic from incidents. Congestion Management Policies and Procedure (CMPP) – CMPP refers to a systematic approach to address congestion and related issues through effective management and operation. The process is used to develop Congestion Management Plans (CMP) that utilize the CMPP process to identify congestion issues, recommend strategies for alleviating congestion, and monitor / update the current system activities, including the results of implementing recommended strategies. Congestion Management Plan (CMP) - The CMP is a document providing an assessment of current performance of the transportation system or subset thereof (e.g., region, sub-area or corridor) and assesses alternative transportation improvement strategies for managing congestion on the transportation system. As described in Chapter 3, seven coverage areas are proposed within the Emirate, with CMP documents provided for each coverage area. CMP’s are to be updated on a triennial basis.
Performance Measurement – Performance measurement is a process of assessing progress toward achieving predetermined system performance goals, including information on the efficiency with which resources are transformed into goods and services, the quality of those outputs (how well they are delivered to clients and the extent to which clients are satisfied) and outcomes (the results of a program activity compared to its intended purpose), and the effectiveness of government operations in terms of their specific contribution to program objectives. (See also Abu Dhabi RPMS Manual)
Performance Measures - These are indicators that provide the basis for evaluating the transportation system operating conditions and identifying the location and severity of congestion and other operational problems. They are also often referred to as MOE’s (Measures of Effectiveness) or KPI’s (Key Performance Indicators).
State of the System (SOS) – Refers to an annual assessment of transport network performance, addressing congestion parameters, strategy implementation, and other activities which document the DMAT’s congestion management efforts the previous year and the level
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of effectiveness.
Cost of Congestion – A monetary description of the extent of congestion based on peak delay (work-related trips), off-peak delay (non-work related trips), commercial vehicle delay, and additional fuel consumption costs based on the distances travelled in congested conditions. It is based on hourly valuations of personal time, goods vehicle operations time, and current fuel costs. 2.2 Causes of Congestion Congestion in Abu Dhabi results from seven root causes that are often interrelated and interact with each other, either causing recurrent or non-recurrent congestion. These seven root causes can be classified broadly into three following categories.
Category 1: Traffic Influencing Events
1. Traffic Incidents – Events such as vehicular accidents or breakdowns that disrupt the normal flow of traffic, usually by physical impedance in the travel lanes, including blockages, lane closures (either due to the incident itself or due to the clearance and rescue activities). 2. Work Zones – Road work activities on the roadway that result in physical changes in the roadway environment for a temporary or extended period. 3. Weather - Environmental conditions can lead to changes in driver behaviour that affect traffic flow. These include fog or sandstorm conditions that can affect a roadway, including during periods with both high travel speeds and high volumes Category 2: Traffic Demand
1. Fluctuations in Normal Traffic - Day-to-day variability in demand leads to some days with higher traffic volumes than others. These fluctuations in normal traffic occur even without the traffic influencing events described above, and may be based on seasonal conditions, including school periods, during the Holy month of Ramadan, etc. and not one particular event. 2. Special Events - Sporting or holiday events (e.g., Formula 1, festivals) that alter the normal traffic patterns, resulting in travel demand that is higher than normal at specific locations where the event is taking place or facilities that are used to access the event. Category 3: Physical Highway Features
1. Traffic Control Devices - Intermittent disruption of traffic flow by control devices (i.e., traffic signals) also contribute to congestion and travel time variability, especially when such devices are not operating at optimal conditions and capabilities. 2. Physical Bottlenecks (“Capacity Deficiencies”) – Congestion caused due to physical capacity of the roadway. Physical capacity of the roadway is determined by various factors such as number of lanes, width of lanes, roadway alignment and configuration of traffic merge-diverge areas. In Abu Dhabi Emirate, several measures have been assessed in recent studies, whether
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associated with the STMP or separate initiatives, including speed and incident studies completed by DMAT in recent years. They can be summarized as follows:
High incident locations High congestion locations Physical bottleneck locations 2.2.1 High Incident Locations Per 2009 statistics from DMAT, approximately 6 injury/fatality crashes a day occur in the Emirate (out of approximately 320 crashes total per day), resulting in an economic cost of AED 3.8 billion, with an additional AED 2 billion in cost as a result of property-damage-only (PDO) accidents. A total of 166 auto crash deaths occurred in the first 5 months of 2012 (an annual rate of 370 per year, down from 454 in 2009). While this reduction is significant, other countries have also achieved reductions in crash rates as well due to improvements in road and vehicle safety as well as enforcement of speeds, seat belt laws, and “distracted driving” restrictions (e.g., ban of the use of mobile phones while driving in several jurisdictions). Historical data (circa 2000) has shown the UAE as having one of the statistically worst crash rates in the world (3.37 fatalities per 100 million vehicle kilometres travelled, over twice that for the US (1.51) and the UK (0.52 in 2007). (2)
The most dangerous routes as identified through anecdotal and reported information include: E11 (Abu Dhabi – Ghweifat) E20 (Sweihan Road) E11 (Abu Dhabi – Dubai)
While auto-truck accidents are a significant problem on all major roads, the most visible examples of safety problems have specifically involved major accidents due to fog and limited visibility that have engulfed over 100 cars. The recent such accidents occurred in January 2008 and another in March 2011. Both occurred on the E11 freeway between Dubai and Abu Dhabi in the segment between Seih Sidirah and Ghantoot.
A single accident can have a significant impact on level of service, particularly if there are either high traffic volumes relative to capacity, or high percentages of trucks (which have the impact of limiting capacity). Routes with over 40,000 ADT (from 2010 speed study conducted by DMAT, which included daily directional volumes at strategic locations, doubled to create an approximate Average Daily Traffic value) include:
DMAT Freeway Network
E10 (88,000 approx. ADT) E11 north of Abu Dhabi (56,000 approx. ADT) E22 (49,000 approx. ADT) E30 (46,000 approx. ADT, very high truck percentage as it is designated as a Truck Road though it also carries general traffic through the Mussafah and Mohammed bin Zayed City districts) E12 (40,000 approx ADT)*
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Abu Dhabi City
New 20th Street (Sultan Bin Zayed the First Street) (88,000 approx. ADT)** 9th Street (Al Falah) (56,300 approx, ADT) 11th Street (Hazaa bin Zayed) (45,600 approx ADT) New 18th Street (Sheikh Rashid Bin Saeed Al Maktoum)(43,000 approx. ADT) 19th Street (Shakhbout Bin Sultan Street) (46,400 approx. ADT) New 24th Street (Sheikh Zayed Bin Sultan Street) (33,000 approx ADT)*
Other well-travelled routes such as Corniche Road, Zayed the First (7th) Street, and Al Khaleej Al Arabi (New 8th) Street were not included in the study.
Al Ain City
120th Street (65,300 approx. ADT) 147th Street (53,000 approx. ADT) 135th Street (51,600 approx. ADT) 137th Street (50,000 approx. ADT) 130th Street (44,100 approx. ADT)
*-Estimates may be low due to new road development or construction limiting the use of the facility). Also Sheikh Zayed Bridge connecting E10 and New 24th (Sheikh Zayed Bin Sultan Street) was not opened until November 2010.
** - Estimates may be higher than normal due to construction work on parallel routes 2.2.2 High Congestion Locations Not surprisingly, the highest volume locations are frequently the most congested routes, especially in urbanized areas where demand frequently exceeds capacity. The map in Figure 3 below identifies the over-capacity network segments as identified in the STMP.
The main congested routes in the morning peak as projected in the future include many that experience current congestion, particularly in the event of incidents:
E10, most of the route between Sheikh Zayed Bridge and E11 E11, most of the route from west of E30 toward Dubai (currently most congestion is experienced on the segment from E10 to Dubai) E12, much of the route between Sheikh Khalifa Bridge, Saadiyat and Yas Islands, along with the section between E10 and E11. E20 from Mussafah Bridge to Al Falah E22 from Maqta Bridge toward Al Ain New 24th (Sheikh Zayed Bin Sultan) Street New 20th Street (Sultan Bin Zayed The First) Street) New 18th (Sheikh Rashid Bin Saeed Al Maktoum) Street New 8th (Al Khaleej Al Arabi Street) Corniche Rd 9th (Al Falah) Street
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11th (Hazaa bin Zayed) Street.
Many other arterial segments in the region would also be over capacity.
Figure 3: 2030 Forecast Congested Segments for Existing Road Network (AM Peak) (2) 2.3 Overview of the Cost of Congestion Traffic congestion has various negative impacts such as delay, wasted time, wasted fuel, vehicle wear and tear, driving stress and air pollution. These negative impacts of congestion impose significant costs on the travel public and the overall economy. For example, recent studies have shown that the cost of congestion in the United States is $115 billion annually, which is estimated at 0.7 per cent of the gross domestic product (GDP). (6)
Similarly, in the United Kingdom the cost of congestion is equivalent to 1.4 percent of GDP and in Dubai, UAE, congestion cost is estimated to be 2.4 per cent of the GDP. (2)
Various system performance, monitoring and improvement strategies can be implemented in order to reduce the cost of congestion.
In Section 5.3 of this document, the parameters which influence the overall cost of congestion in Abu Dhabi will be identified and an hourly value developed based on current economic information. The hourly value will be used as a basis for determination of congestion costs for regions and corridors covered by the specific CMP documents.
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2.4 Approaches for Managing Congestion There are three main approaches to manage congestion, presented in the order of priority as identified in the policy statement presented in Section 1.3.2. 2.4.1 Improve System Efficiency This approach mitigates congestion with operational improvement and management of the existing transportation system, including reducing the number of incidents. 2.4.2 Reduce Demand This approach mitigates congestion by reducing the number of vehicles in the system. This approach encourages travel and land use pattern that puts more people into fewer vehicles (travel demand management). 2.4.3 Increase Capacity This approach mitigates congestion by adding more capacity to existing transportation system by adding lanes on roadway and by providing more transit services and freight services.
Chapter 6 of this document will delineate various types of strategies that encompass the approaches.
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3 BASIC CMP REQUIREMENTS AND GUIDANCE 3.1 Overview Congestion Management is objective-driven and performance-based (7). The objectives identified for CMP’s are derived from the overarching planning process – in the case of the Emirate of Abu Dhabi, the STMP has generated an overall goal-and-objective framework based on an Emirate-wide vision, which was further tailored as needed for subareas such as Al-Ain and the Western Region.
Performance of the system is defined in terms of how well the system meets the overall objectives. These are defined as a series of performance measures, which identify the parameters that are to be used for measuring the success and effectiveness of a strategy. Strategies to alleviate congestion, for example, may be initially evaluated “off-line” using a modelling or simulation tool to assess its potential effectiveness. If the strategy is deemed appropriate for implementation, the CMP then encompasses the analysis of the strategy as part of managing the overall system. The analysis uses actual data measurements corresponding to the performance measures, in order to evaluate the effectiveness of the strategies. The process thus validates that the strategy selection has been effective, and also assesses whether additional strategies may be needed as congestion characteristics change over time.
The basic premise for the CMPP in the Emirate shall be as follows: 1. The overall transport network is divided into regions, subareas or corridors that have common characteristics and are contiguous. 2. A Congestion Management Plan (CMP) is to be developed for each of these regions, subareas or corridors and updated every three years. 3. Congestion management data is to be collected continuously wherever possible for each of the subareas or corridors, and summarized on an annual basis for information purposes for the entire Emirate. 4. To evaluate the strategies that are deployed as a result of a particular CMP iteration, a two year timeframe is assumed for deploying the strategies, with the third year devoted to analysing the results of the strategies implemented in the prior two-year period. The eight steps for CMP development as defined in Section 1.5.1 of this document are summarized in the Sections below.
Chapter 8 provides an overview of development requirements for each CMP document itself. 3.2 CMP Development Process An eight-step process shall be followed for development of Congestion Management Plans in Abu Dhabi. This process shall be as illustrated in Figure 4 and described in the following
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paragraphs.
Figure 4: The Congestion Management Process 3.2.1 Develop Congestion Management Objectives Requirements: The CMP shall have a statement of objectives that utilizes as a starting point the relevant objectives from the Abu Dhabi STMP, and shall develop or incorporate objectives derived from the overarching STMP goals related to managing or minimizing the impacts of congestion. Specific Base Goals and Objectives that shall be used as a starting point are shown in Table 2, and are derived from the STMP.
Once the objectives are finalized as per the guidance below, they shall be prioritized according to needs within the CMP coverage area, based on outreach and coordination with stakeholders.
Guidance: More specific objectives may be defined based on the definition of the CMP
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coverage area (region, sub-area or corridor). Objectives defined in the STMP but that are not relevant for the particular coverage area may be eliminated or de-emphasized.
Table 2: Base Congestion Management Goals and Objectives
BASE STMP GOALS
Goal 1 – Goal 2 – Society Goal 3 – Environment: Economy: and culture: Deliver world-leading Promote economic Protect and performance in competitiveness enrich people’s environmental and vitality through lives by sustainability, through BASE STMP OBJECTIVES efficient, high- maximising responsible use of quality transport safety and resources, minimizing services for access to pollution, and passengers and opportunities for preserving Abu Dhabi’s freight all unique environment.
Minimize congestion on the road network for residents, √ √ visitors and businesses.
Reduce reliance on the automobile and encourage √ √ alternative modes of travel
Develop a low carbon economy in Abu Dhabi √ √
Improve international connectivity of Abu Dhabi √
Improve regional connectivity within the Emirate √
Improve the connectivity within the Abu Dhabi metropolitan √ area
Encourage sustainable and efficient freight distribution √ √
Improve safety, especially for pedestrians √
Enhance pedestrian realm √ √
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3.2.2 Identify Area of Application Requirement: Each CMP shall cover a well-defined area, including a specific geographic area and multi-modal network of surface transportation facilities. CMP’s shall be applied to seven geographical areas (encompassing regions and corridors) as follows and illustrated in Figure 5:
Area 1: Abu Dhabi Central Area (Abu Dhabi Island, Al Maqta and the bridge approaches from the south)
Area 2: Abu Dhabi Metro South (Includes Mussafah, Mohammed bin Zayed City, Baniyas, Mafraq, and Shakhbout City)
Area 3: Abu Dhabi Metro North (Includes Al Sadiyat and Yas Islands, Al Rahah, Khalifa City, Khalifa Sharq (Masdar), Abu Dhabi International Airport, Shahama, Al Bahia, Al Falah)
Area 4: Abu Dhabi – Dubai Corridor (includes E11 east of E10, Desert Highway/E311 extension, Khalifa Port, Al Rahba, Ghantoot)
Area 5: Abu Dhabi – Al Ain Corridor (includes E22, E30, E40 east of Abu Dhabi)
Area 6: Al Ain City (Includes Al Ain City and approaches to Oman border crossings)
Area 7: Western Region / Coastal Corridor West (Includes E11 west of E30, areas along coast, Madinat Zayed area, and connecting routes)
Figure 5: CMP Coverage Areas
Guidance: The areas identified above were selected based on the following criteria:
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Well-defined existing road networks with common congestion issues and alternative routes / multi-modal options available Geographic continuity At least one primary E-route through the area, except for Abu Dhabi Central and Al Ain which are primarily urban road networks Preponderance of work traffic (e.g., urban zones, oil and gas installations in smaller cities and rural employment areas) and/or freight traffic
Other areas may be defined by DMAT which are not shown above, based on the potential for traffic, urban and corridor growth 3.2.3 Define System or Network of Interest Requirement: The CMP shall define the transportation network that will be analyzed within the areas described above, including existing roadway network and public transport services as well as the future proposed multi-modal network, within the boundaries of the area of application. Minimum elements with the system / network of interest (existing and future) shall include the following:
Strategic Road Network (freeways, major arterial routes, intercity corridor routes) Public Transport Routes (including light rail, Metro services, commuter rail, along with stations and intermodal centres) Taxi operations Water-based transport (i.e., water taxi and ferry routes) Parking facilities at airports and major intermodal centres Park-and-ride facilities along public transport corridors Freight and intermodal facilities Intercity truck roads running in parallel with other major routes
Guidance: The CMP will be multimodal, so the network should include both highway and transit facilities, as well as water transport (for those areas or regions where ferries, water taxis, etc. are viable options). Roads should include Strategic Road Network components, including E-routes and (as per the Route Numbering System Manual) new AD-routes, as well as roads leading to major trip generators. Public transport facilities would include bus and rail services within the area, with an understanding of trips and travel external to the system but influencing operations within the system. 3.2.3.1 Strategic Road Network The Strategic Road network shall include those roadways providing connections and links for international/regional trips and any roadway connecting or providing access to strategic destinations and/or serve as major freight route. For this purpose, strategic destinations would include airport, military facilities, major public attractions, economic developments of regional significance such as oil installations, seaports, etc.
The characteristics of roads that comprise this Strategic Road Network are defined as follows (8):
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Focus on the mobility function of the road Form a coherent network (without isolated links) across the Emirate and to neighbouring states Provide for journeys to and between significant settlements, business districts, key facilities including airports and ports and international facilities Include all roads that have a significant “through” or longer-distance traffic role Include “specialist routes” such as expressways, truck roads and Protocol Roads Parallel routes that perform complementary roles as well as other major roads that have a significant effect on radial routes from the major cities in the Emirate Routes that will support major public transport activities, including light rail, express bus, etc.
Non-urban Strategic Roads are proposed to include:
International Links Roads linking significant settlements and key locations (ports, airports and major developments) Truck routes Continuous routes, extended into/through the urban areas of Al Ain and Madinat Zayed.
In summary, strategic roads shall provide international, inter-regional and inter-urban mobility and provide connections to strategic destinations within the Emirate. 3.2.3.2 Functional Classifications and Hierarchy There are several functional classifications associated with Strategic Roads, including the following, in hierarchical order (top down):
Freeways/Motorways (fully controlled access, all grade-separated junctions, dual carriageways, 100-120 km/h speed limits, no parking or bus stops along carriageways) Expressways (partially controlled access, mostly grade-separated or large-diameter roundabouts, dual carriageways, 80-100 km/h speed limits, no parking or bus stops along carriageways) Urban Arterials (no median crossings between signalized intersections or roundabouts, usually dual carriageway with curb, walkway or barrier separation and slip ramp access to frontage roads and parking, may include bus stops and turn outs) Collectors (typically dual carriageway, walkway or barrier separation and slip ramp access to frontage roads and parking, may include bus stops and turn outs) Rural Arterials (single or dual carriageway, through routes connecting other major arterial, freeway or expressway routes, may intersect at roundabout or signalized intersections) Local Roads (roads within sectors or rural communities with no grade separations, typically stop-controlled intersections or yield-controlled roundabouts with no signalization, and with full parking and pedestrian access to buildings thru direct driveways or walkways connecting to the local street)
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An overview of Route Typology is presented in the Abu Dhabi Urban Planning Council’s Urban Street Design Manual along with the DMAT Walking and Cycling Master Plan, includes all of the above and adds several categories associated with walking and bicycle access.
Table 3: Road Typology (STMP, Walking and Cycling Master Plan, & other DMAT sources)
Lane Route Lane Rural Suburban Urban CBD Capacity Priority Typology Nos. Speed Speed Speed Speed (Vehicles/ hour) High Motor 2+2 Freeway 95 96 90 80 2000 Vehicles min High Motor 2+2 Expressway 95 96 90 80 1900 Vehicles min 1000 (signalized, High Motor 2+2 non CBD) Arterial 85 75 60 60 Vehicles min 700 (signalized, CBD) High Motor Collector 2+2 80 70 60 40 700 Vehicles Low Motor Local Road 1+1 60 50 45 40 600 Vehicles Pedestrian, Mushtarak bike, motor N/A N/A N/A N/A N/A N/A vehicle shared Pedestrian, Sikka N/A N/A N/A N/A N/A N/A bike, shared Pedestrian, bike, shared, Limited vehicular Wadi Trail N/A N/A N/A N/A N/A N/A access emergency and maintenance Pedestrian, bike, shared, Limited vehicular Greenway N/A N/A N/A N/A N/A N/A access emergency and maintenance Pedestrian, bike, shared, Limited Waterfront vehicular N/A N/A N/A N/A N/A N/A Promenade access emergency and maintenance
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3.2.3.3 Congestion Monitoring Network Each of the CMP coverage areas described in Section 3.2.2 above will contain a network for the monitoring of congestion on regular basis. The roads to be included within the Congestion Monitoring Network (CMN) for each CMP coverage area shall capture intercity routes, major commuter routes, and major urban routes. Area 1: Abu Dhabi Central Area (Abu Dhabi Island, Al Maqtaand the bridge approaches from the south)
A. 1st Street (Corniche Rd) B. 7th Street (Zayed The First St) C. 9th Street (Al Falah St) D. 11th Street (Hazza Bin Zayed The First St) E. 19th Street (Shakhbout Bin Sultan St) F. New 18th Street (Rashid bin Saeed Al Maktoum St) G. New 20th Street (Sultan Bin Zayed The First Street) H. New 24th Street (Sheikh Zayed Bin Sultan St) I. New 8th Street (Al Khaleej Al Arabi St) J. New 4th Street (King Abdullah Bin Abdulaziz Al Saud Street) K. Mussafah Bridge L. Al Maqta Bridge M. Sheikh Zayed Bridge N. Sheikh Khalifa Bridge Area 2: Abu Dhabi Metro South (Includes Mussafah, Mohammed bin Zayed City, Baniyas, Mafraq, and Shakhbout City) A. E30 (E22 to E11) B. E22 (Maqta Bridge to approximately 5 km east of E11) C. E11 (starting 1 km south of the E20-E11 intersection and ending at E30-E11 intersection) Area 3: Abu Dhabi Metro North (Includes Al Sadiyat and Yas Islands, Al Rahah, Khalifa City, Khalifa Sharq (Masdar), Abu Dhabi International Airport, Shahama, Al Bahia, Al Falah) A. E10 (full route) B. E20 (from Mussafah Bridge to Zayed Military City junction) C. E11 (starting from 1 km south of the E20-E11 intersection and ending at E10-E11 intersection) D. E12 (from Sheikh Khalifa Bridge to E10-E12 Intersection) Area 4: Abu Dhabi – Dubai Corridor (includes E11 east of E10, Desert Highway/E311 extension, Khalifa Port, Al Rahba, Ghantoot) A. E11 between E10 and Dubai boundary B. E75 from E11 to E611 junctions C. (Future) Emirates Desert Highway / E311 extension D. (Future) Route to Khalifa Port from E11 (proposed as AD Route 210) Area 5: Abu Dhabi – Al Ain Corridor (includes E22, E30, E40 east of Abu Dhabi)
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A. E22 from 5 km east of E11 to Al Ain City entrance B. E30 from E11 east to Al Ain City entrance C. E40 from E30 to Al Ain City entrance
Area 6: Al Ain City (Includes Al Ain City and approaches to Oman border crossings)
A. Sheikh Khalifa Bin Zayed Street B. Mohammad Bin Khalifa Street C. Emirates Street D. Zayed Bin Sultan Street E. Truck Roads (E30 and E40 extensions into City) F. Sheikh Khalifah Bin Zayed Al Awwal Street G. Al Khatam Ash Shaklah Street H. Hazzaa Bin Sultan Street I. Hamdan Bin Mohammad Street Area 7: Western Region / Coastal Corridor West (Includes E11 west of E30, areas along coast, Madinat Zayed area, and connecting routes) A. E11 from Saudi Arabia border to E30 B. E45 between E11 and Madinat Zayed 3.2.3.4 Stakeholder Engagement Plan For each of the network definitions presented above, a Stakeholder Engagement Plan is to be defined and tailored for the specific needs of the corridor and/or subregion. This will identify the major public (both internal and external to DMAT) and private sector entities in each corridor that will be involved in discussion and review of each CMP. The stakeholder engagement plan shall contain the following: Overall CMP process for the corridor or subregion Schedule for reporting progress to stakeholders throughout the process Plan for soliciting stakeholder input Plan for providing opportunities for stakeholder review Process for incorporating stakeholder input and review. 3.3 Develop Performance Measures Requirement: Each CMP shall include a minimum set of metrics by which it will measure congestion. Specifically, the CMP shall identify the types of performance measures that are capable of assessing the extent of congestion (temporal and spatial) and that can also be used to evaluate effectiveness of implemented congestion management strategies. The types of metrics shall be based on those defined in Section 5.3 and based on the U.S. Federal Highway Administration’s “Planning for Operations” guidance. Additional metrics may be defined for specific coverage areas based on unique aspects of the particular coverage area that may not exist elsewhere (e.g., measures addressing delays at border crossings may be applicable only to Areas 6 and 7)
Guidance: The performance measures will be identified to assess the effectiveness and
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efficiency of the network, and should be derived from, or mapped to, one or more objectives as described above. Performance measures will be defined. Such measures or derivations thereof may be compared for “before” and “after” conditions for different strategy applications.
Performance measurement is discussed in more detail in Chapter 5 of this Manual, including defining performance measures, establishing a procedure to develop a cost for congestion, and establishing a performance monitoring plan. 3.4 Institute System Performance Monitoring Plan Requirements: Each CMP shall include a triennial plan for examining the transportation network and evaluating the status of the system-wide congestion, utilizing the defined performance measure types as identified in Chapter 5 of this Document. This plan shall include both annual review of network operations and a review of specific completed improvements based on the recommended CMP strategies every three years. The CMP shall provide a mechanism for collecting the data needed to quantify performance measures. Annual traffic and congestion information shall be published for informational purposes by DMAT. At the same time, the full CMP shall be monitored in terms of the recommended strategies that are deployed and the results of those particular documented every three years in conjunction with the STMP and its updates. Projects that are deployed during each triennial period that reflect strategies recommended in the CMP shall be reflected in the review provided they are deployed and fully operational in the 12-month period prior to the review.
Guidance: Chapter 5 addresses the definition of a performance monitoring plan, while Chapter 9 of this Manual discusses the implementation of this plan in greater detail. The use of DMAT count station information as well as future Intelligent Transport System data will be addressed in these Chapters as well.
In addition to the annual information updates, the 3-year frequency of planning and CMP updating is based on a two year period to deploy and implement particular programs reflecting the recommended strategies (which may include design and implementation activities) and a one year period to assess the impact of these programs on congestion.
It is recommended that DMAT revisit the documentation issue annually, to determine whether the triennial frequency needs to be changed based on the rate of growth of both the transport network (physically) and the level of traffic (operationally). It is suggested that annual growth rates of more than 5 per cent in traffic levels and more than 10 per cent in kilometres of road within a CMP area may be sufficient cause to increase the frequency of CMP monitoring and updating from every 3 years to every 2 years. Conversely, traffic growth of less than 2 per cent and no growth of the physical transport network on an annual basis may warrant decreasing the frequency from every 3 years to longer periods, for example every 5 years. 3.5 Identify and Evaluate CMP Strategies Requirement: Each CMP shall define a series of candidate strategies that address system efficiency, demand management, and capacity enhancement, relative to the above network, congestion, and performance measure definitions. The candidate strategies shall be evaluated in terms of their ability to fulfil the objectives established at the outset of the CMP,
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using simulation or historical information to support the performance measures and metrics that have been earlier defined. A systematic program shall be established to identify congested locations or “hot spots” and a series of appropriate congestion mitigation strategies will be selected for each hot spot location.
Guidance: The definition of CMP strategies requires, first of all, a strong problem definition – i.e., identifying the goals and objectives to be addressed, identifying the problem areas and establishing candidate strategies through the use of a CMP toolkit as well as other mechanisms.
The strategies will be compared to the overarching goals and objectives (qualitative analysis) as well as a quantitative analysis using one or more analysis and evaluation tools to address the selected performance measures.
This toolbox is further discussed in Chapter 6 of this Manual and presented in Appendix A. Selection of appropriate tools and analysis techniques relative to the performance measures are detailed in Chapter 7 of this Manual. 3.6 Implement Selected Strategies and Manage System Requirement: Each CMP shall select the appropriate strategies based on the qualitative and quantitative evaluation process described above, and shall provide detailed procedures for implementing and managing the defined congestion management strategies. This shall be tied to the overall Transportation Improvement Program (Strategic Plan update) which is developed by DMAT through its various divisions.
Guidance: For each CMP, recommendations on the appropriate strategies will be defined based on the identification and evaluation activities above. A plan for monitoring overall system performance and performance of the individual strategies that are deployed (typically through particular projects), using specific data collection resources and tools will be required, consistent with the requirements of Section 3.4 above.
The monitoring of the strategy deployment and system management activities must take into account the schedule for implementation of these projects and strategies, so that they can be adequately reflected as part of the congestion monitoring cycle. 3.7 Monitor Performance of Strategies Requirements: Each CMP shall include a process for periodic assessment of the effectiveness of the implemented congestion mitigation strategies, utilizing the defined performance measures, following the Monitoring Plan defined above.
Guidance: The monitoring of the effectiveness of the CMP strategies will be helpful in identifying whether CMP strategies are working effectively or if they need any operational or policy changes to make them work better. Monitoring strategy effectiveness is helpful in developing future CMP strategies. As reflected in Section 3.4 above, the implementation of particular projects or initiatives that reflect the selected strategies should be implemented within 6 months of the bi-annual congestion management review cycle, in order that they may be properly reflected through the congestion monitoring process.
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Chapter 9 of this Manual identifies the requirements for implementing the performance plan in detail.
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4 CONGESTION IDENTIFICATION AND FORECASTING Once the area of coverage and network is defined, the development effort for each CMP requires the identification of congested locations throughout the multi-modal transportation network covered within the document and determining the causes of congestion. The latter activity helps to identify the problem hot-spots along with the causes of congestion (whether related to capacity deficiencies, operations, or other causes), and to develop alternative strategies to mitigate the congestion. This chapter provides the methodology to identify congestion through different tools and techniques, including the use of a comprehensive travel demand model. 4.1 Determine Causes of Congestion Requirement: There are seven root causes that shall be considered for congestion, as presented in Section 2.2, broadly classified into two categories as recurrent and non-recurrent congestion.
Guidance: Recurrent congestion takes place at predictable intervals at particular locations, and can generally be traced to a specific cause, such as a physical bottleneck and higher travel demand in specific peak periods of the day. Non-recurrent congestion is related to short- term or temporary occurrences such as crashes, other traffic incidents, construction or adverse weather conditions. Causes of non-recurring congestion may be more difficult to identify, predict or isolate, and solutions to these problems may require non-traditional strategies. 4.2 Incorporating Future Network Enhancements / Segments into Process Requirement: DMAT’s Strategic Transport Evaluation and Assessment Model (STEAM) shall be used as the principal tool for estimating the extent of existing congestion, forecasting future level of congestion, and evaluating various congestion mitigation strategies and their potential effectiveness.
Congested segments in the network shall be identified by calculating Volume to Capacity (V/C) Ratio through STEAM. Table 4 shows the criteria identifying congestion levels based on V/C ratio.
Future network changes shall be included within each CMP, assuming these changes are programmed to occur within the first two years of the 3-year review timeframe. Each CMP network shall be updated at 3-year intervals in conjunction with the monitoring plan.
Guidance: In Table 4 it is assumed that all links operating at less than 80 percent of their practical capacity are considered to be operating under uncongested conditions.
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Table 4: Congestion Levels based on V/C Ratio
V/C Ratio Congestion Level Less than 0.8 Uncongested Between 0.8 and 1.0 Congested Greater than 1.0 Severely Congested
One of the major functions of STEAM is to forecast the traffic impacts of actual and potential land use decisions on the Abu Dhabi's transportation system. Based on the land use data input into STEAM, the model is used to project the future levels of traffic on the CMP system, including the V/Cs, and to predict and identify congestion hot-spots. These traffic volume projections are designed to give Abu Dhabi DMAT a vision of the traffic patterns and congestion in Abu Dhabi which is expected to occur if no infrastructure improvements or transportation mitigation measures are implemented.
If using the model to identify and evaluate V/C ratios under current conditions, then the model’s accuracy must be validated with current data.
Hence, STEAM which is an integral part of the overall integrated land use and transportation planning process, becomes a very important tool for the DMAT in the CMP to identify existing and future congested locations. STEAM is based on the Cube Voyager software package.
To assure that there is adequate ability to analyse and evaluate changes to the network, including implementation of congestion management strategies and their impacts on congestion, it is especially important to incorporate those events likely to occur in the next two years. This then allows the next CMP review iteration to evaluate the actual results of the implementation against the expected results based on the modelling and simulation process that occurred under the current iteration. 4.3 Analytical Tools and Models Requirements: The analysis of current conditions and forecast conditions under potential management strategies shall use an analytical model to be determined by DMAT, based on one or more of the following types of tools: Travel Demand Models Sketch-Planning Tools Analytical/Deterministic Tools based on the Highway Capacity Manual (HCM) Microscopic Simulation Models Macroscopic and Mesoscopic Simulation Models Emissions Models Guidance: There is a variety of traffic analysis tools that are developed for application at different geographic scales, for different facility types, by travel mode, and according to the type of management strategy under consideration. As per Section 4.2, STEAM is the base Travel Demand model for DMAT and is utilised as indicated above. It serves as the overall best approach relative to identifying changes in demand as a result of implementation of travel demand management strategies (including
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carpooling, mode shifts to public transport, etc.)
However, depending on the performance measures being analysed, the following analytical models and tools should be considered for more detailed assessments, based on the area covered in the particular CMP being developed:
Analysis of arterials with signalised operations: Consider use of Microscopic models such as VISSIM (developed by PTV) which can simulate current operations and can be modified to address particular operational strategies as well as changes in traffic patterns. It is noted that the data input and configuration requirements are substantial, although there are numerous 2-dimensional and 3-dimensional presentation formats that could be utilised with a tool such as VISSIM. VISSIM can be used to provide data on changes to throughput, delays, estimated travel time and speeds, and directly, changes to greenhouse gas emissions. Analysis of capacity constraints / bottlenecks on freeway network: Consider use of HCM software to evaluate level of service and reductions in queuing as a result of changes to bottlenecks, along with the use of a Microscopic model such as VISSIM which provides a view of the impacts on an entire corridor, in terms of the measures discussed above. VISSIM, as well as HCM and queuing models, may be used for evaluation of queuing at port facilities, border crossings, etc.
Where possible, techniques for evaluation of congestion under freeway and arterials should be standardised across all CMP’s developed in Abu Dhabi Emirate using the above tools. However, specialised tools may be considered for particular unique and subarea activities within a particular CMP. Therefore, it is important to select an appropriate analysis tool that is sensitive both to the congestion and performance measures to be used and the types of congestion management strategies under consideration.
The U.S. Federal Highway Administration (FHWA) provides information about the characteristics of traffic analysis tools and guidelines for selecting the appropriate tools on their Traffic Analysis Tools web site (10). Traffic analysis tools can be grouped into the following categories. Each of the different types of tools is described below:
Sketch-Planning Tools – Sketch-planning methodologies and tools produce general order-of-magnitude estimates of travel demand and traffic operations in response to transportation improvements. They allow for the evaluation of specific projects or alternatives without conducting an in-depth engineering analysis. Therefore, sketch- planning approaches are typically the simplest and least costly of the traffic analysis techniques. Travel Demand Models – These are mathematical models that forecast long-term future travel demand typically based on current conditions and future projections of household and employment characteristics. Travel demand models were originally developed to determine the benefits and impact of major highway improvements in metropolitan areas. This typically involves a four-step modelling sequence:
• Trip Generation: How many trips will households in different socio- demographic groups make? • Trip Distribution: Given a specified distribution of land uses, where will people
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want to travel? • Mode Split: How will the projected travel be divided between various transportation modes? • Traffic Assignment: How will the highway portion of the projected travel flow over specific roads – existing and new – in the network?
Due to their generalized and typically long-range nature, travel demand models only have limited capabilities to accurately estimate small changes in traffic operational characteristics (such as speed, delay, and queuing) resulting from implementation of ITS/operational strategies. But they are essential for defining and justifying new capacity. A number of software packages can be used to implement this process, including CUBE Voyager (being used for STEAM), VISUM, TransCAD, EMME/3, and AIMSUN.
Analytical/Deterministic Tools (HCM-Based) – Most analytical/deterministic tools implement the procedures of the Highway Capacity Manual (HCM). As such, these tools quickly predict capacity, density, speed, delay, and queuing on a variety of transportation facilities. These tools are good for analyzing the performance of isolated or small-scale transportation facilities; however, they are limited in their ability to comprehensively analyze network or overall system effects. Software packages include HCS, Synchro, Vistro, etc. Microscopic Simulation Models – Microscopic simulation models simulate the movement of individual vehicles based on car-following and lane changing theories. These models are effective in evaluating heavily congested conditions, complex geometric configurations, queuing, signal phasing and synchronization/progression, and system-level impacts of proposed transportation and operational improvements that are beyond the limitations of other tool types. However, as discussed above these models are time consuming, relatively costly, data intensive, and can be difficult to calibrate. In addition to VISSIM, software packages include Cube Dynasim, CORSIM, PARAMICS and INTEGRATION, along with AIMSUN. Macroscopic and Mesoscopic Simulation Models – Macroscopic simulation models are based on the deterministic relationships of the flow, speed, and density of the traffic stream. The simulation in a macroscopic model takes place on a section-by-section basis rather than by tracking individual vehicles. Macroscopic simulation models were originally developed to model traffic in distinct transportation sub-networks, such as freeways, corridors (including freeways and parallel arterials), surface-street and arterial grid networks, and rural highways. Typical software packages include TRANSYT-7F (for signal operations), and FREQ (for freeway and ramp operations, including the use of ramp metering). Mesoscopic models combine the properties of both microscopic (discussed above) and macroscopic simulation models. As such, mesoscopic models provide less fidelity than micro-simulation tools, but are superior to the typical planning analysis techniques. Examples of mesoscopic simulation models include Cube Avenue and DYNASMART. Emissions Models – Many of the models noted above do not provide estimates of various pollutants, particularly Greenhouse Gases (GHG) which contributes to global warming. Recent examples include CMEM (Comprehensive Modal Emissions Model developed under NCHRP Project 25-11) and MOVES2010 (Mobile Vehicle Emission
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Simulator developed by the US Environmental Protection Agency). Both take inputs from other models (or direct inputs) and calculate emissions for various roadway scenarios and configurations of vehicle fleets.
It should be noted that traffic analysis tools are useful and effective in helping transportation professionals to best address their transportation needs as long as they are used correctly. Each tool and tool category is designed to perform a different traffic analysis function, and there is no one analytical tool that can do everything or solve every problem.
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5 PERFORMANCE MEASURES AND DATA COLLECTION Performance measures provide the mechanism for quantifying and analyzing the level of congestion in the transportation system, and are a fundamental component of each CMP developed using the policy and procedure presented in this document. These measures may also be used to evaluate the effectiveness of implemented congestion management strategies. They are established to measure the levels of congestion and to provide an analytical framework in determining congestion trends.
This chapter provides an overview of the potential performance measures that may be employed and data collection needs, taking into consideration the performance measures reflected in the DMAT Road Performance Management System (RPMS) manual.
This chapter also provides a detailed overview of the “congestion cost analysis” approach to reflecting the overall negative effects of congestion, with specific parameters and information appropriate to the Abu Dhabi Emirate. 5.1 Performance-Based Approach to Addressing Congestion
5.1.1 Overview The CMPP for Abu Dhabi Emirate is a performance based approach to address congestion. As prescribed by the Stakeholder Engagement Plan, participants in the planning process engage in the development of a long-range vision of the transportation system, presenting a shared view of how the region’s highways, transit system, and other facilities contribute to achieving generally agreed-upon goals for related to mobility, sustainability and cultural enhancement.
These goals are then used to derive regional objectives in each goal area. The objectives that will be most closely linked to each Congestion Management Plan (CMP) developed using the CMPP process address the management and operation of the Abu Dhabi’s transportation system. These regional operations objectives are specific and quantifiable, but are typically established at a regional scale as opposed to the corridor or facility level. 5.1.2 Requirements and Guidance Requirements: The objectives for each CMP shall be initially derived from the vision and goals articulated in the STMP, and updated as the STMP is updated, revised, or superseded.
Depending on the portion of the network that is addressed in a specific CMP document, particular objectives may receive a higher priority than others. The emphasis on particular objectives shall be justified within the Plan, based on outreach and review with stakeholders.
Guidance: System goals and objectives that serve as a basis for development of performance measures are identified at the outset of the CMP development effort. These are as described
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in Section 5.2 below. 5.2 System Goals and Objectives
5.2.1 Overview CMPP provides a systematic planning process to address congestion by exploring the basic questions of where, when, and to what extent congestion occurs. The CMPP also identifies and evaluates congestion mitigation strategies. Such strategies are then evaluated based on their ability to address the specific goals and objectives of a CMP as developed for the Emirate road network or specific corridor. 5.2.2 Requirements
5.2.2.1 Purpose of CMPP The main purpose of the CMPP shall be to provide the framework by which Congestion Management Plans (CMP’s) are developed in order to provide a program of activities for the Emirate road network and corridors within the network that reduce levels of congestion in a manner consistent with the STMP’s Goals and Objectives. 5.2.2.2 Base Goals The goals shall start with those in the STMP, including:
Minimise congestion on Abu Dhabi’s road network for residents, visitors and businesses. Reduce reliance on the automobile and encourage alternative modes of travel Develop a low carbon economy in Abu Dhabi Improve the international connectivity of Abu Dhabi Improve the regional connectivity within the Emirate of Abu Dhabi Improve the connectivity of Abu Dhabi within the metropolitan area Encourage sustainable and efficient freight distribution Improve safety, particularly of pedestrians Enhance the pedestrian realm
Subsidiary objectives corresponding to the above goals and that represent specific, quantifiable, and desired results (e.g., “Reduce greenhouse gases by 70% within 5 years”, “Reduce delays for goods vehicles entering port facilities by 50%”), shall be defined for the particular CMP being developed. Specific objectives may receive particular priority based on the nature of the network or corridor that is addressed in the particular CMP. 5.2.2.3 Elements of CMP Needed to Address Goals In order to address these goals and the subsidiary objectives, a CMP shall include the following elements:
Performance measures for measuring regional levels of delay and congestion, related to the goals above and subsidiary objectives;
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A database for tracking traffic and congestion information and measuring changes in the regional traffic conditions; Computerized highway and transit networks that can be used for simulating regional travel patterns, for estimating regional congestion, and for displaying the results on Geographic Information System (GIS) maps; A periodic status report on congestion in the region that is to be incorporated as part of the update of Abu Dhabi STMP; Forecasts of future congestion levels based upon the latest regional population and employment projectionsusing STEAM; Procedures for evaluating, at a regional level, congestion management strategies for reducing and managing congestion; and, Procedures for assessing the most effective strategies through periodic traffic monitoring and advancing them to implementation via the Action Plans. 5.2.3 Guidance Each CMP will utilize performance measures which provide the means of quantifying the performance of the transport network. The measures as defined later in this Chapter should be tied to the individual objectives developed within a CMP for the network or particular corridor which are in turn tied to the overall goals that are relevant for that network or corridor. 5.3 Performance Measures
5.3.1 Overview In order to develop a target that represents the desired level of success for each CMP, the objectives define specific results that are desired. While some may be qualitative (the result often addressed by a simple yes or no), most results related to congestion management are by definition quantitative, representing levels of delay, travel times, level of service ratings (based on volume/capacity ratios), GHG emissions, or fuel consumption reduction (may be expressed as percentages or actual quantities), as well as improvements of predictability (e.g., worst-case travel times as a factor of normal travel times). Performance measures have implications on data collection procedures and selection of analytical tools. Performance measures are selected based on their ability to depict travel conditions, including the congestion location, magnitude of congestion and frequency of congestion.
The basic criteria for selecting performance measures should ensure that these measures are:
Credible and intuitively accepted as a reasonable expression of the problem Easily defined; to permit uniform interpretation Easily quantified through collected data, and data collection which is within the reasonable range of activities of the participating agencies Cost and labour sensitive, reflecting the realities of the skills and resources available to the Abu Dhabi DMAT and participating agencies to collect and analyse this information Capable of tracking roadway congestion for individual facilities as well as for the regions/areas/corridors covered under each CMP
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5.3.2 Options for Performance Measures Several factors have been considered for choosing performance measures as there are many aspects of congestion and many different ways to measure performance. System performance measures used for the CMP are derived from the congestion management objectives established in the STMP. The STMP specifically mentions measures such as travel time savings, average hours of travel time delay per vehicle, change in mode share and others. Table 5 discusses the various options available for performance measures, and based on the base criteria above, assesses their strengths and weaknesses.
Table 5: Comparison of Various Types of Performance Measures
Types of Performance Description Strengths Limitations Measures
These measures gauge Generally accepted as Tends to focus on the intensity of roadway reasonable measures. movement of vehicles, congestion at a particular Large existing body of rather than people. location (roadway or experience in defining Not always readily and applying. understood by the intersection), and include Data generally readily public. traditional measures available. Potentially deceptive; such as volume-to- Can serve to ‘screen’ when high, volume may capacity (V/C) ratio and V/C Ratio and the roadway system be dictated by roadway Level of level of service (LOS). quickly to identify capacity rather than demand Service congested locations. Measures Traffic flow and volume A single conclusive data to be widely result is not possible for collected on major E- a road since there are routes and in Abu variety of peak Dhabi City region by conditions that may 2013 through count occur other than during stations and other normal commutes, technologies. including holiday and traffic during the holy month of Ramadan Travel time and delay Metrics are easily Generally do not measures focus on the understood by the address amount of time needed to travel travelling public. travel supplied or along a selected portion Can also be easily demanded translated into other Not all corridors in the of the transportation measures like user Emirate will have travel system. Common costs. time data collection variations of travel time Can be used to capabilities in the near Travel Time metrics include travel validate travel demand future. Measures time, travel speed, forecasting models. Even if archived data average delay and Travel time data will be are available, significant travel time index (i.e., widely collected in Abu re-formatting or post processing may be the ratio of peak or Dhabi City region by 2013 using wireless required. congested travel time sensors. Can fluctuate widely over non-congested due to unique regional travel time) travel characteristics (including holidays,
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Types of Performance Description Strengths Limitations Measures
traffic during the holy month of Ramadan, etc.) These measures identify Provides another May require more the length of time over dimension of extensive data which a facility is congestion analysis, collection efforts for congested, the portion allowing further locations which do not distinctions to be made have real-time data of the transportation Particularly valuable to collection (i.e., outside system that experiences show changes in the Abu Dhabi or Al Ain Congestion congestion, or the total areas where ITS and Duration, performance in amount of delay time count station equipment Delay and locations where it is not is being widely Extent experienced by drivers possible to eliminate implemented) Measures such as Hours of Delay. congestion Delay data collected from traffic control systems not always as reliable as manually- collected information which is more labour intensive. Reliability metrics focus May require more on the level of variation Focuses attention on a extensive data in travel time stemming major component of collection efforts for from incidents, special travel delay that is locations which do not often overlooked in have real-time data events, construction, traditional collection weather, and other transportation analyses Specialized data needs Travel factors that vary from and modelling. (e.g., the number and Reliability day to day. Addresses the aspect duration of incidents) (Non- of congestion that is Incidents are not recurring most frustrating to always the only cause congestion) travellers and that is of non-recurring Measures particularly important to congestion. Traffic freight shippers. during holidays and Travel time data will be during the holy month widely collected in Abu of Ramadan create Dhabi City region by unique conditions, as 2013 using wireless do short-term travel sensors. characteristics at prayer times. Public transport travel DMAT expanding data Non-DMAT bus routes condition measures collection capabilities and services may not provide information on for vehicle tracking and have similar information Public the conditions schedule adherence for available. DMAT buses by 2013. Transport experienced by public Focuses attention on Travel transport users. Aspects Condition public transport travel of public transport travel Measures and needed conditions include load improvements capacity and reliability of performance.
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Types of Performance Description Strengths Limitations Measures
These measures Balances the focus on This is a more qualitative provide an indication of roadway congestion by measure, but the extent to which providing a way to comparisons between locations and travellers are able to evaluate public transport, bicycle, and improvements over time choose an alternative pedestrian needs. period may require Availability / mode of travel to single- Focuses attention on definition of a non- Service Level occupancy vehicles. driving alternatives, standard “index of Measures for Measures include the which relates to alternative transport Alternative managing congestion availability” which needs and Non- extent of the bicycle, by curbing demand for to be agreed to by DMAT Motorized pedestrian, or public roadway use. and stakeholders. Travel transport network, and Can identify the most usage of those critical improvements networks. needed for improving availability/service for alternative travel modes. This broad set of Focuses attention on This is a more qualitative measures describe the the link between measure, but ability to reach the transportation and land comparisons between locations and labour force, use. Addresses the demand improvements over time employment sites, retail side of travel mobility. period may require centers, activity centers, definition of a non- and other land uses that standard “index of produce or attract travel accessibility” which Accessibility demand. Accessibility needs to be agreed to by Measures measures travel as a DMAT and stakeholders. means to access desired goods, services, and activities that is affected by multiple factors – proximity as well as mobility.
Measures that focus on Focuses attention on Requires direct collection goods movement freight impacts of of data at freight involve the use of other congestion, and vice terminals and aboard goods vehicles, including performance measures, versa. Allows use of weigh-in- tracking of vehicle such as volume-to- motion sensors and operations and capacity ratios or travel monitoring of such Freight other freight data time measures, but vehicles. Performance collection tools to focus on roadways with Measures provide improved real- a high volume of trucks time measures of or designed freight performance corridors. The purpose of these measures is to highlight congestion that affects freight amd
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Types of Performance Description Strengths Limitations Measures
provide special consideration of solutions to freight traffic concerns.
Source: Section 2.1 of the US FHWA “Congestion Management Process (CMP) Innovations: A Menu of Options” 5.3.3 Requirements for Selected Performance Measures & Data Specifications The CMPP shall utilize as a basis the following multi-modal transportation performance measures to be used for CMP’s in the Emirate along with a brief description of data required for each specific performance measure, as shown in Table 6 below.
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Table 6: Performance Measures and Data Specifications
Performance Measures Data Specifications V/C Ratio and Level of Service Measures Estimated Trip Demand based on Travel Demand Model, Demand / Capacity Ratio Socio-economic data, Roadway Capacity AADT, Roadway Geometry, Peak Hour Volume, Volume / Capacity Ratio Roadway Segment Capacity Assumptions Peak Hour Volume, Length of Roadway, Number of Level of Service (roadway segment) Lanes, Lane Configuration Peak Hour Volume, Lane Configuration, Signal Timing Level of Service (intersection) Plan Travel Time Measures Travel Time Index (peak commuter periods, special [e.g., Holiday or Free Flow Travel Time, Peak Period Travel Time, during the holy month of Ramadan] Roadway Length, Free Flow Speed, Congested Speed periods) Free Flow Travel Speed, Peak Hour Travel Speed, Average Travel Speed Roadway Length Peak Hour Volume, Length of Roadway, Vehicle Person-Kilometres Travelled Occupancy, Free Flow Travel Speed, Peak Hour Travel Speed Vehicle- Kilometres Travelled Peak Hour Volume, Length of Roadways Peak Hour Volume, Length of Roadways, Average Peak Vehicle Hours Travelled Hour Speed Vehicle Occupancy, Length of Roadways, Peak Hour Person Kilometres Travelled Volume Vehicle Occupancy, Peak Hour Volume, Length of Person Hours Travelled Roadways, Average Peak Hour Speed
Congestion Duration, Delay and Extent Measures Peak Hour Average Speed, Length of Roadway, Free- Vehicle Hours-Delay Flow Speed Vehicle Density/Lane Kilometres of Roadway Capacity, Roadway Volume, Roadway Length Congestion Vehicle Occupancy, Peak Hour Average Speed, Length Person Hours-Delay of Roadway, Free-Flow Speed Reliability (Non-Recurring Congestion) Measures Incident Type, Extent of Congestion due to incidents Incident Measures (Queue Length), Delays Due to Incidents Peak Hour Recorded Number of Crashes, Length of Safety / Crashes Roadway, Type of Crash, Average Daily Traffic Public Transport Travel Condition Measures Percent of Corridor area and population within 300 m of Public Transport Mobility Indices/ Public Transport station or stop, frequency of service, Public Transport System Measures hours per day of service for these users Number of Public Transport riders, total number of Public Transport Mode Share vehicles in corridor, vehicle occupancy Availability / Service Level Measures for Non-Motorized Travel Inventory of Bicycle and Pedestrian Facilities, Number of Walk / Bike Mobility Index Bicycle and Pedestrians, percentage of trips carried out by walking and bicycle
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Performance Measures Data Specifications Accessibility Measures Percentage of population within x minutes of y percent of employment sites, household activity survey (including Accessibility Index percentage of home-based work trips as a function of all trips, etc.) Average Trip Length Household activity survey Freight Performance Measures Goods Vehicle Free Flow Speed, Goods Vehicle Peak Freight Delay Travel Speed, Length of Queuing at Freight Facilities, Temporal Length of Delay Accessing Freight Facilities 5.4 Congestion Cost Analysis
5.4.1 Overview To address the overall effectiveness of a Congestion Management program for a road network or corridor covered under each of the CMP areas in the Emirate, a common summary methodology is to use “the cost of congestion”. To describe this cost, it is important to understand that many performance measures are a function of time. The cost of time from a personal and commercial perspective (i.e., costs per hour of travel of personal or shipping delay) becomes the key input to the cost of congestion. Secondary costs which accrue from these delays (missed shipping connections, service delays) also may be factored in, as are fuel costs.
Crashes or other traffic incidents also have a cost value, but are generally not factored into the cost of congestion, unless it is possible to define particular crashes or incidents that occurred as the direct result of congestion. Most typically, there may be “secondary crashes” that occur as the result of an initial crash and resultant congestion.
Developing a “cost of congestion” in some ways is more of an art than a science. Several approaches have been identified as discussed below. These include identifying the “cost of time” as well as other specific parameters that may be costed such as emissions and fuel consumption.
Costs of time are traditionally based on applying average labour rates and taking some kind of factor in order to distribute that wage across all members of a family or in a manner which more closely represents the users’ likely self-evaluation of the cost they are willing to pay to avoid congestion. A potential exception is for work-related trips (goods movements or deliveries, taxi operation, transport from workplace to off-site meeting location, etc.) where the travel is a direct part of the job itself.
Because of advances made to vehicle engines in the last 20 years which have resulted in significant reductions in emissions and fuel consumption, as well as increased reliability, traditional models for emissions and fuel consumption have required revision over time. The increased emphasis on Greenhouse Gases (GHG) as opposed to other emissions in recent years has also been handled in different ways from region to region.
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Secondly, the economic costs of congestion associated with freight delays, reduction in network connectivity, and resultant incidents, crashes, and infrastructure deterioration may, but not always, play a factor in congestion costs. The more “intangibles” are considered, the more difficult it is to develop a consistent process that can be regularly replicated, updated, and used as a basis for comparison for CMP’s done across the Emirate as well as when analysing the results of implementing CMP recommendations over an extended period.
Finally, congestion cost development has been of great importance in the development of road pricing or tolling strategies, as well as in the feasibility of building new toll-funded traffic facilities. In order to assess the feasibility of such activities, stated-preference surveys of the public are performed which identify the “willingness to pay” for improved travel times and reduced congestion through a new toll road, a variably-priced dedicated express lane facility (also called “managed lanes”), a congestion charging scheme, or use of public transport. Very often, the fees that users state they are willing to pay are less (sometimes significantly so) than what might be expected through a stand-alone analysis of congestion costs. 5.4.2 Approaches The primary approaches to computing the cost of congestion are as follows:
“TTI Approach”. Every year the Texas Transportation Institute (TTI) in the US estimates the cost of congestion in 100 of the largest urban areas in the US (11). TTI’s estimate includes delay costs and extra fuel costs only. Actual speeds are derived from reported traffic speeds in conurbations and compared to “desired” speeds. A similar approach has been used in Japan (Osaka conurbation and Tokyo conurbation), France (Paris conurbation), Switzerland (Berne and Zurich) and the Netherlands. All of these studies compare some estimate of actual speeds/travel times to desirable or reasonable speeds/travel times. The basic formula used by TTI to measure congestion cost is shown in Equation 1 below. It combines the cost due to travel delay and wasted fuel to determine the annual cost due to congestion resulting from both recurring and non-recurring (incident) delay:
Annual Congestion Cost = (Annual Passenger Vehicle Delay Cost + Annual Passenger Fuel Cost) + Annual Commercial Cost
Equation 1: Annual Congestion Cost
The congestion basis for the TTI Approach is on free flow travel speeds sampled during light traffic hours. “Victoria Approach”. The Victoria Transport Policy Institute (VTPI) has developed a study whose main recommendations are to guard against the exaggeration of congestion costs and roadway expansion benefits and to highlight the value of alternative travel modes and smart land use policies. One of the key issues that is identified by Litman (12) is the basis for comparison of congestion delays. The use of free-flow speeds (e.g., 100+ km/h) as the “baseline” for delay calculations (as with the TTI Index) would tend to favour new roadway development efforts, while more moderate speeds (say level-of-service C, corresponding to 80-90 km/h speeds), reflect more optimal road efficiency (blend of higher use of capacity and stable traffic flow). While generally congestion costs represent less than 5% of total transportation costs, it is found that in highly-populated regions with limited public transport,
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costs tend to be significantly higher. (i.e., in Los Angeles, annual per capita congestion costs are about US$1000, while New York with a larger population but a much more extensive public transport network, has annual per capita congestion costs under $500, and the US average is about $350.) Additionally, as exemplified by the fact that Europeans per capita travel less than 10,000 km per year within their countries (compared with over 20,000 km annually in the US), factors such as land use and cultural / trip patterns also need to play a greater role in defining a transportation improvement strategy. In general, Litman believes that free-flow speeds and travel time indices (where peak travel time is expressed as a multiplier of free-flow travel times and is ideally reduced as close to 1 as possible) do not adequately reflect operational or environmental impacts as well as the collective benefits of increased public transport use.
“Canada Approach”. Transport Canada’s Environmental Affairs office in 2006 performed an assessment of the cost of urban congestion in Canada (13). The methodology utilizes three main components of congestion cost – time loss, fuel wasted, and greenhouse gas emissions. One of the main issues addressed in this document is the percentage of congestion considered to be recurrent (i.e., caused by daily traffic flows on the roadway network) vs. non- recurrent (I.e., caused by incidents or events on the network). Non-recurrent congestion may typically be considered to be half of all congestion as per U.S. Department of Transportation. Depending on the region, the non-recurring number can be anywhere from 30% to over 60% of all congestion. Cost of time is estimated to be between 30% and 60% of average labour rates, depending on the nature of travel. However it was acknowledged these are mainly estimates. Likewise, the document indicates that free-flow travel times should not be used as the basis for congestion determination as they provide a false basis for typical roadway operation. Furthermore, the Transport Canada analysis determined that many congestion impacts such as time and productivity loss, as well as increases in crash rates, emissions, noise and vehicle operating costs, may be subject to numerous external factors. However, the document recommended that in the future, an economic assessment accompany the engineering assessment for congestion impacts. Two levels of calculations of delay are based on congestion occurring at speeds below 50% of free-flow speed and 70% below free-flow speed. “OECD Approach”. The European Conference of Ministers of Transport In 2007, under the auspices of the Organisation for Economic Cooperation and Development (OECD), addressed congestion indicators and how they should properly be represented in order not to emphasize “highway-only” solutions. (14)
Emphasis should be on addressing both supply and demand, addressing the better use of capacity on the existing network as opposed to adding capacity where it is not otherwise feasible or beneficial. Different users have different values of time depending on their background and nature of use. Thus different levels of solutions / alternatives should be available to address this. Reliability and predictability of travel times is a critical measure, perhaps more so than actual reduction of travel times. This generally involves a transport management- oriented solution instead of an infrastructure-oriented solution. Congestion cost determination should not use as a basis for assessment free-flow travel speeds that may never be achieved under peak or even moderately congestion.
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In essence, such delay time has not been “lost” since it may have not been available to begin with. Congestion costs should thus be based on “relative costs” between current, past and future levels of congestion, such that the cost of improving the transport facility should be less than the benefits that would be achieved. 5.4.3 Requirements for Determining Congestion Cost The CMPP process for Abu Dhabi Emirate and each CMP produced as part of this process shall include a basic process for determination of congestion costs. a. The cost of congestion shall use the following parameters (the values shown here are indicative and the latest values of these parameters shall be obtained from DMAT prior to embarking on the process for determination of congestion costs): Average personal cost of time: AED 40 / hour (work related), AED 30 / hour (non-work related)1, 20% less for use of rail public transport (per STMP) Fuel costs: AED 2 / litre Commercial vehicle operational cost: AED 115 / hour2 b. Determination of overall annual congestion costs for a CMP coverage area shall be based on the sum of the following: Annual vehicle-hours of delay during peak commuter travel periods multiplied by personal cost of time (work-related travel), multiplied by a vehicle occupancy of 1.5 persons per vehicle3 Annual vehicle-hours of delay occurring during all other travel periods multiplied by personal cost of time (non-work-related travel), multiplied by a vehicle occupancy of 1.5 persons per vehicle4 Annual vehicle-hours of delay experienced by goods vehicles multiplied by commercial vehicle operational cost Fuel costs based on a total vehicle-kilometres travelled annually, multiplied by the percentage of travel that occurs under congested conditions, divided by a
1 As estimated in STMP and further validated by document development team based on average 2010 wage (derived from Abu Dhabi Department of Economic Development data) of AED101.51 per hour. Typical cost-of-congestion calculations as completed in US and Europe have estimated value of time as between 30% and 50% of wage rates, with business trips valued at 100% of wage rate and other trips (including home-to-work and other) as 30-40% of wage rate. Per the New York Metropolitan Transportation Council’s 2006 Update of Congestion Management Process Procedures, the USDOT nationwide average for cost of congestion per vehicle hour was AED57 in 2005 dollars) 2 New York Metropolitan Council, 2006 Update of Congestion Management Process Procedures, page 22. (Nominal estimate based on goods vehicle operating costs being approximately 60% higher than private vehicle operating costs. Additional studies are needed to develop a more detailed number for Abu Dhabi Emirate) 3 Based on an estimated 515,000 workers (including labourers) and 400,000 vehicles (estimated upward from STMP estimates based on recent population growth), with taxis making up 8000 vehicles on the road network (STMP estimated 22% of all vehicles on the network as being taxis). It is thus estimated that non-taxi vehicle occupancy rate is 1.27, along with STMP estimate of 2.1 persons per taxi. This is consistent with or higher than typical occupancy levels in larger cities in US and Canada, and less than typically found in Europe. Prior studies in nearby Dubai (the R700 travel survey, 1998) had shown vehicle occupancy averages of 1.7. 4This reflects traffic flow theory as well as international findings that indicate that the most efficient operations and throughput occur when vehicle speeds are slightly less than free-flow levels
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0.01 litre/km additional consumption rate and multiplied by the fuel cost defined above c. The basis for congestion/delay determination shall be those time periods where vehicle speeds are less than 90% of the posted travel speed.5 5.4.4 Guidance for Determining Congestion Cost The requirements represent a summation of the various approaches identified above, notably:
The personal vehicle delay, commercial vehicle delay, and fuel cost components of the TTI Approach, which are generally used by other entities as well Comparison of congestion and delay not to free flow speeds but to optimal operations and flow rates, which are generally achieved at some level below free flow speeds but well above the point of flow breakdown. The use of 90% of free flow speeds as the comparison point for congestion/delay is done in order to avoid the skewing of congestion solutions to highway-capacity enhancements.
Guidance for formulation of data to use in overall congestion cost calculation for each CMP coverage area is as follows:
Traffic volume data for major roads in each CMP network are to be gathered from count stations and other data collection methods as needed, by hour, by direction, for a one year period, allowing for determination of annual average daily traffic (AADT) as well as average hourly traffic in each direction. Define links to be connections along main roads between other main roads. Determine the vehicle hours of delay (VHD) during peak commuter travel periods (i.e., Sunday-Thursday 6 am to 10 pm) for each network road segment. This will be based on comparison of average speeds over one hour periods in each direction on each link, when compared with non-congested travel speeds, summarized for each directional links on the network. Speed differentials (Sdifferential-in-peak = Scongested – Suncongested) for each link per hour are to be divided by link length (L) in kilometres in order to yield hours of delay per link per hour time period, and then multiplied by average hourly traffic volume (Vpeak) during that period. Refer to Equation 2 below:
VHDpeak = (Vpeak) * (L / Sdifferential-in-peak) * (Number of peak hours per year)
Equation 2: Peak Vehicle Hours Delay Annual Calculation for given route/link length
Determine the vehicle hours of delay during non-peak periods (i.e., Friday-Saturday, holiday, weekdays 10 pm to 6 am) for each network road segment. This will be based on comparison of average speeds during non-peak one hour periods in each direction on each link, when compared with non-congested travel speeds, summarized for each directional links on the network. Speed differentials (Sdifferential-in-offpeak = Scongested – Suncongested) for each link per hour are to be divided by link length (L) in kilometres in order to yield hours of delay per link per hour time period, and then multiplied by
VHDpeak = (Vpeak) * (L / Sdifferential-in-peak) * (Number of off- peak hours per year)
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average hourly traffic volume (Voffpeak) during that period. The number would be expected to be substantially less than for peak periods on commuter routes, perhaps not as much less for truck routes and other facilities which carry substantial truck and intercity traffic. Off-peak VHD for each link is: Equation 3: Off-Peak Vehicle Hours Delay Annual Calculation for given route or link
Person-hours delay (PHD) for annual peak and off-peak conditions consists of the respective annual peak and off-peak VHD numbers multiplied by average vehicle occupancy, assumed per the above to be 1.5. This number should be verified and updated for each CMP area as more accurate data is made available, whether through household surveys or other statistical means. PHD statistics for public transport delays are generally not reflected in many of the congestion costs or indices, in part because it may not always be clear what “congestion” is for public transport. While differentials between actual travel time and scheduled travel time along a bus route can certainly represent a form of congestion, in practice public transport operators (in this case, DMAR) may periodically adjust schedules to reflect actual running times, which as a result may build in the “expectation of congestion”. If it is possible to determine optimal running times (e.g., minimum delays due to signal operations or other congestion), then it may be possible to calculate “delays” for passengers as a result of the differential between actual and optimal running times. If this is done for a given CMP, the methodology should be consistent for each update, namely the multiplying of passenger numbers during peak travel on a given route by the cumulative hours differential between actual and optimal running times on that route.
Equation 4: Person Hours Delay Determination
PHDpeak = VHDpeak * (Vehicle Occupancy Rate) PHDoffpeak = VHDoffpeak * (Vehicle Occupancy Rate)
PHDPT = (Ridership per delayed run) * (Average hours delay for that run) * (# of delayed route occurrences)
Annual delay costs consist of multiplying hourly congestion cost for work-related trips by annual PHDPeak, and multiplying hourly congestion cost for non-work-related trips by annual PHDoffpeak. Commercial vehicle delay costs are based on applying the percentage of commercial vehicles on a given length as determined from count station / ITS classification information along the links or routes in question. This percentage is applied as a factor to the VHD numbers (peak and off-peak) developed above and in turn multiplied by the commercial vehicle hourly delay cost. Where possible, commercial vehicle percentages for peak and off-peak periods should be separately obtained, particularly when restrictions are placed on goods vehicle operations during peak periods on specific roads.
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Fuel costs based on congestion are derived from the differential in fuel consumption between normally-operating vehicles and vehicles operating under congested conditions. The policy presented above is based on a 10% fuel consumption penalty assumption during peak periods (based on an average fuel consumption rate of .11 litre per km), which is then applied to the percentage of total vehicle-kilometres travelled that occurs during congested conditions on an annual basis, and multiplied by the average cost of fuel. Equation 5: Delay Cost Determination
Congestion Costs due to person-delays = (PHDPeak * Hourly Cost for Work Trips) + (PHDOffpeak * Hourly Cost for Non-Work Trips) Congestion Costs for commercial vehicles = (VHDPeak * Commercial Vehicle Percentage during Peak * Commercial Vehicle Hourly Cost) + (VHDOffpeak * Commercial Vehicle Percentage during Off-peak * Commercial Vehicle Hourly Cost)
To provide a more detailed calculation, an alternative to the above approach is to use the regression formulas from the MOVES model as developed by US Department of Transportation and the US Environmental Protection Agency, including unit conversions (gallons to litres, miles to km): Fuel economy (car) = .427 * (.0066 * (speed/1.6)² + 0.823 * (speed/1.6) + 6.1577) Fuel economy (truck) = .427 * (1.4898 * ln [speed/1.6] - .2554) Fuel wasted in congestion for time period = Fuel economy (cars at congested speeds) – Fuel economy (cars at base speeds) + Fuel economy (trucks at congested speeds) – Fuel economy (trucks at base speeds) 5.5 Performance Monitoring Plan An important component of each CMP is evaluating the efficiency and effectiveness of implemented actions. The monitoring of the CMP network, through use of performance measures is intended to be a continual and periodic process. This monitoring will help to identify the changes in patterns of traffic and congestion, locations needing congestion mitigation and assist with long-range transportation planning needs. Data management and coordination with concerned agencies will be necessary for monitoring Congestion Management activities.
This CMPP document has provided the requirement for annual monitoring of existing network performance, along with a triennial (every 3 years) update of each CMP network in the Emirate as described above. This requires a one-year long data collection and analysis process which takes into account the previous two (or more) years of congestion management strategies that are planned, developed and implemented on the transport network.
The availability and collection of data is one of the biggest challenges in developing a CMP. Each CMP should have a coordinated program for data collection and system performance monitoring to assess the extent of congestion, to help in determining the causes of congestion, and to evaluate the efficiency and effectiveness of implemented congestion mitigation actions.
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5.5.1 Overview of Data Collection Needs Data collection needs are based on the selected performance measures and appropriate analytical methods. The selected data elements should be relevant to the area, readily available, timely, reliable, consistent, and appropriate for forecasting. To the extent possible, this data collection program should be coordinated with existing data sources (including archived operational/ITS data) and coordinated with other agencies in the Emirate of Abu Dhabi. If data required to track system performance is unavailable, either on a regional or local level, the data collection and system monitoring program should indicate how data collection capabilities will be enhanced over time.
DMAT is currently implementing count stations that will be monitored and managed in real- time on E-routes within the Emirate, with additional ITS sensors being deployed. ITS components may collect useful data for operational purposes, so it is recommended to make use of the ITS Regional Architecture to identify sources of such data.
Collection of data outside the E-Routes, until ITS development has expanded throughout the entire Emirate, may require more traditional methods such as travel surveys, lane-specific Vehicle Magnetic Imaging (VMI) sensors or more traditional road tube-based traffic counts, video based counters, aerial surveys; and travel time and speed studies. 5.5.2 Policy for Data Collection, Management and Performance Monitoring
5.5.2.1 Requirements Each CMP shall incorporate systematic procedures for collecting and maintaining traffic data. The following data collection and system monitoring activities shall be incorporated for each CMP, depending on the network and corridor involved:
1. Traffic Count and Public Transport Ridership Data - Major arterial street intersections and highway segment volumes shall be collected using data from count stations or ITS detector locations maintained by DMAT or, where none exist, through temporary counters or manual traffic counts. a. Analysis of traffic counts shall be performed in order to assess traffic growth patterns over time and at each of the geographic locations throughout the system. Traffic volume and physical capacity data shall be required in order to assess operational performance of the system historically and spatially. b. Public Transport ridership data shall be collected on key current public transport routes and major stops, through systems for monitoring and managing passenger count information as developed by DMAT Public Transport. Manual counting techniques may be used if no other technologies are available but is not a preferred method.
2. Travel Time Data – Travel time data shall be collected for monitoring of current operations. Such data may be gathered electronically through coordination with DMAT’s Integrated ITS division, using Bluetooth sensors (collecting probe data using signals from Bluetooth devices in passing vehicles) or traffic detectors (speed data), or
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may be collected through floating car surveys if ITS data is not available. In all cases, floating car data shall be gathered in order to confirm delays at individual intersections or bottleneck locations within the roadway network. 3. Speed Data – Speed data shall be collected for monitoring of current operations. Such data may be gathered electronically through coordination with DMAT’s Integrated ITS division, using traffic detectors (speed data), or may be collected through floating car surveys if ITS data is not available. In all cases, floating car data shall be gathered in order to confirm travel speeds on segments within the roadway network. ITS data, where available shall be used in order to confirm daily and/or seasonal variations relative to network operations. 4. Data from STEAM - Baseline information shall be obtained from the base year STEAM model, updated to the current travel year based on an annual growth factor based on real-time data and agreed to by DMAT. 5.5.2.2 Guidance Where ITS data is not available, data on travel times and travel speeds can be collected in the field using GPS technology. Field surveyors drive vehicles to match traffic flow, recording digitally the time required for each segment of their travel time runs. These runs should occur on a seasonal basis over a 12 month period (the runs should be for a typical 7-day period during each of the four seasons).
As presented in Chapter 3, the methodology is to support reporting of network information on an annual basis and an evaluation of the previous cycle of CMP strategic improvements on a triennial basis. The STEAM model is to be updated annually to reflect current conditions, and a three-year improvement window (reflecting proposed strategies as per the toolbox defined in Chapter 6) is to be modelled as part of every CMP iteration.
Current travel conditions, in the form of volume-to-capacity ratios or travel speeds, can be obtained from the STEAM forecasting model using current-year land use assumptions. Travel models are usually validated using current conditions as a baseline from which to develop forecasts for future conditions. Validation processes should employ monitoring of ITS devices as well as performing traffic counts at strategic locations in the particular CMP network, including screenlines, if ITS data is not available. After validation, models can simulate current and potential future travel conditions on the entirety of the network based on the validation of existing conditions and expected future traffic growth (3 year window, taking into account the next update of the CMP). Finally, using predicted information from microscopic tools such as VISSIM which can be input into the STEAM model in the future, STEAM can simulate both unimproved and improved (using congestion management strategies) networks to predict reliability and performance in the future time frame.
5.5.3 Data Management and Archiving
5.5.3.1 Requirements For each CMP area, traffic volume, travel speed and travel time data shall be collected such
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that they are summarized on an hourly basis by direction on each route within the network, for each day and each month, such that congested periods can be readily defined for the purposes of determining “congested” and “uncongested” travel periods, including relative levels of demand versus capacity.
While data may be available or collected from a number of different sources in a given network, the data shall be normalised so as to form single datasets for use in the corresponding CMP. Procedures are to be developed for data normalisation – one approach is to utilize tools such as the Integrated Travel Information and Navigation Services (i-TINS) system or successor system which will include normalisation of data for information and archiving purposes, as well as archiving of raw data. 5.5.3.2 Guidance At the minimum, data should be collected over 12-month intervals, with seasonal representations of information provided where existing count station or ITS sensor data is not available for particular network links. 5.5.4 Annual Performance Reporting
5.5.4.1 Requirements For each CMP area, the information and data collected through the system performance monitoring plan shall be compiled and updated annually. If additional data sources consistent with the above information requirements become available for a given CMP network, then they shall be incorporated into the system monitoring plan.
The performance measurement report shall identify the location, duration, extent, and causes of congestion and should summarize the various performance measures used in the CMP. The report shall also include information and progress reports on congestion mitigation strategies to be implemented as part of the CMP. 5.5.4.2 Guidance In lieu of publishing individual annual performance reports for each CMP area within the Emirate, a single performance report which addresses each of the CMP areas may be published, along with an overall summary covering all of the CMP areas.
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6 CONGESTION MANAGEMENT STRATEGIES (CMP TOOLBOX) 6.1 Overview The congestion management strategies (CMP toolbox) provide ways to deal with congestion for a selected congested location. DMAT and other stakeholders involved in CMP’s should use the CMP toolbox as a starting point when considering alternatives solutions to be evaluated as per the guidelines presented in Chapter 7 of this document.
The full range of potential strategies should be considered for the purpose of developing a CMP. These CMP strategies can be broadly classified into three categories:
1. Improve System Efficiency 2. Manage Travel Demand 3. Increase Capacity The above strategies are listed in the priority order discussed in Chapter 1 of this document. Where possible, emphasis should be placed on projects that do not require road construction or additional lanes except to address specific safety issues. 6.1.1 Improve System Efficiency These strategies are often referred to as “transportation systems management and operations” (TSMO) strategies. They seek to optimize the performance (i.e., maximize efficiency) of the existing infrastructure and available capacity (i.e., roadway, transit, and freight) without significant physical infrastructure construction and capital expenditure. Many of these operations-based strategies are aided and enhanced by the use of ITS technologies. ITS strategies include, but are not limited to, such measures as metering traffic flow onto freeways, dynamically retiming traffic signals, managing traffic flow during incidents, monitoring transit vehicles in real-time, electronic screening of trucks, and providing travellers with information about travel conditions, alternative routes, and other modes. Figure 6 shows the congestion management strategies based on improving system efficiency. 6.1.2 Manage Travel Demand These strategies provide options that result in people reducing their travel, travelling in fewer vehicles, or making trips during less congested times. Example of these strategies include: charging for the use of the facility (often varying the charge depends on level of congestion and type of vehicle—congestion/user pricing), substituting communications for travel, by changing land use / development patterns and reducing urban sprawl.
These strategies include putting more people into fewer vehicles (through ridesharing, increased public transportation ridership, or dedicated highway lanes for high occupancy vehicles), shifting the time of travel (e.g., through staggered work hours), and eliminating the need for travel altogether (e.g., through telecommuting). These approaches can be an
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excellent supplement to the highway system, particularly for commuter trips. Another approach of managing demand is through pricing strategies. Pricing strategies include charging for the use of high occupancy vehicle (HOV) lanes either by the number of persons in the vehicle, by time of day, or both. This strategy is known most commonly as “value pricing,” but has also been called “congestion pricing” and “peak period pricing.” Congestion pricing has been successfully implemented in places like London and Singapore. Figure 7 shows the congestion management strategies based on managing demand. (17,18) 6.1.3 Increase Capacity These strategies increase the physical capacity of roadways and the transit system to mitigate congestion. These strategies can include expanding the base capacity (by constructing additional lanes on existing highways or constructing new highways) as well as redesigning parts or entire systems of specific identified bottlenecks such as interchanges and intersections to correct an existing capacity problem and/or increase their capacity. Figure 8 shows the congestion management strategies based on increasing capacity.
Strategies such as widening arterial roads, providing street connectivity, providing grade separation at highly congested intersections and providing high-occupancy vehicle (HOV) lanes all will help to mitigate congestion. Also, adding capacity to the public transport network, whether it is to the bus system, urban rail system or commuter rail system by increasing frequency or adding new lines to increase coverage would assist in relieving congestion on the roadway network.
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Geometric improvements Intersection improvements One-way streets Access management Advanced signal systems Signal retiming/optimization Arterial Changeable lane assignments HOV ramp bypass Incident management Event management Real-time traveller information Parking restrictions Road weather information systems
Transportation Management Centre Roadway Operations Incident management Event management Ramp metering Lane controls Freeway Real-time traveller information Electronic toll collection Improve Work zone management System Road weather information systems Efficiency Variable speed limits Ramp closures Bottleneck removal
Vehicle tracking (AVL) Advanced scheduling/run cutting Signal priority for buses Public Bus ramp bypass Transport Real-time transit information Express bus service Demand responsive bus service Fare strategies
Vehicle tracking (AVL) Freight Real-time freight information Roadside electronic screening/ clearance programs
Figure 6: Congestion Management Strategies by Improving System Efficiency
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Alternative hours of travel Alternative work schedules Travel Alternatives Telecommuting Pedestrian/bicycle facilities Alternative fare strategies Public education campaign on driving
'Smart Growth' policies Pedestrian/ bicycle connections Land Use Good PT stop/station design Good PT-oriented design Parking strategies
High Occupancy Toll lanes (HOT) Pricing Time-of-day pricing Activity center pricing Parking pricing
Demand Management Rideshare matching Vanpools Priority parking for HOVs Employer incentives to not HOV drive (e.g., 1 or more days / week) Guaranteed ride home program Dynamic ridesharing
Subsidised fares PT-oriented design Public Transport Enhanced PT stops/stations Trip itinerary planning Transit security systems
Truck only toll lanes (TOT) Freight Lane restrictions Delivery restrictions
Figure 7: Congestion Management Strategies by Demand Management
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New freeways/arterials Widen freeways/arterials Street connectivity New toll roads/toll lanes Roadway Grade separations HOV/managed lanes Multimodal corridors
Increase New rail lines Capacity New busways / BRT New bus routes Public Transport Additional service on existing lines/routes Neighbourhood/activity center circulator routes Park/ride lots
Truck only lanes Freight Rail improvements
Figure 8: Congestion Management Strategies by Increasing Capacity
6.2 Use of the CMP Toolbox
6.2.1 Requirements Each CMP shall reference and investigate the CMP Toolbox following the guidelines presented in Chapter 7. 6.2.2 Detailed Reference Appendix A shows the CMP toolbox which lists the potential congestion management strategies along with their benefits, typical implementation costs and time frame.
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7 GUIDELINES FOR EVALUATING, SELECTING AND JUSTIFYING STRATEGIES The information obtained from performance measures mentioned in Section 5 will be used to identify appropriate congestion management strategies based on the toolbox discussed in Chapter 6 and shown in Appendix A. The identification and selection of strategies for a particular roadway segment or corridor should be specific to the segment and its causes of congestion. DMAT will need to collaborate with other agencies to identify and select appropriate strategies for managing congestion.
Each CMP would address and review the range of strategies applicable to the particular region, subareas or corridor. These candidate strategies are drawn from those detailed in the CMP toolbox (Appendix A). The intent of the CMP toolbox is to provide a reference for the development of alternative strategies for consideration, which may be conducted and developed within the context of the transportation improvement plans for DMAT, consistent with the overall STMP.
Congestion management strategies should be evaluated against the goals and objectives that are defined for each CMP, which in turn are mainly derived from the STMP. Expected improvements through deploying the proposed strategies should be addressed through using the appropriate analysis tools, including the travel demand model STEAM and microscopic and analysis models as appropriate, e.g., VISSIM, HCM, and sketch planning tools.
The network for the travel demand forecasting model should be updated periodically in advance of the triennial CMP update as well as the eventual STMP update, to incorporate implemented CMP strategies.
Some major considerations for selecting approaches to identifying, evaluating and prioritizing congestion management strategies include, but are not limited to the following:
Which agencies have jurisdiction over the CMP strategies to be developed? Some congestion management strategies may be best formulated and implemented by other agencies, or by a combination of agencies. For example, land use-related strategies are more appropriately implemented through UPC than by DMAT. In these cases, DMAT will need to coordinate with potential partners/stakeholders by framing desirable strategy types and defining respective agency roles in implementation. How will the CMP be integrated into the long-range transportation plans or the STMP? It is expected that each CMP may serve as a generator of specific projects and strategies to be deployed in the short term, and may also generate larger-scale, longer-term strategies to be addressed through updates to the STMP. The strategy selection process provides a pre-screening step to establish short-term and long-term strategies. How does congestion relate to other regional priorities? Clearly, other goals may be important to the public, such as economic growth, community liveability, system preservation, economic development and safety. To some perspectives, particularly with respect to encouraging use of alternate travel modes and discouraging single-
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occupancy vehicle travel, the presence of congestion may itself be an incentive to implement non-automobile-centric Congestion Management strategies, and efforts to mitigate congestion through other (more traditional) means may not be desirable. This is directly related to the “regional vision” below. What is the regional vision for how to manage congestion? When evaluating strategies, agencies will need to determine their approach to managing congestion and the proper mix/balance of strategies, in terms of how roadway physical capacity investments and/or systems management and ITS will be used in conjunction with demand management strategies and improvements to alternative modes. 7.1 Approaches to Identify and Evaluate CMP Strategies There are three approaches to identifying and evaluating Congestion Management strategies, as described below. 7.1.1 Categorize Strategies Based on Characteristics This approach evaluates CMP strategies by identifying key criteria for considering strategies in light of not only goals and objectives, but known operational and institutional constraints.
Characterizing strategies by type allows agencies the flexibility to determine (possibly within a broader planning process) where and under what circumstances such strategies are deemed appropriate. For example, DMAT may establish that that roadway capacity projects are not appropriate in certain dense, relatively more build-out urban areas, or that strategies such as transit, bicycle and pedestrian projects should receive priority in newly developing areas for an integrated multi-modal approach. This approach is appropriate for linking CMP strategy evaluation with broader planning processes such as STMP. Implementation of this approach involves identification of characteristics by which to categorize strategies. 7.1.2 Use a Hierarchy for Selecting Strategies This approach evaluates candidate CMP strategies by developing a hierarchy to serve as a framework for considering congestion management strategies. Hierarchy can be based on groupings of strategies. For example, in a particular CMP coverage area, DMAT may decide that roadway capacity strategies (due to their cost and/or impacts) should only be pursued after all other options have been exhausted. Hierarchy can also be formed using various dimensions such as geographic location, transit improvement, and pedestrian improvement strategies.
The criteria of hierarchy for selecting strategies should be developed based upon the goals and objectives identified in the STMP. Based on such goals, important factors for prioritizing CMP strategies should be identified. These factors should be used to create a hierarchy for selecting CMP strategies by evaluating each strategies based on each factor. 7.1.3 Develop a Tailored Strategy Toolbox This approach provides guidance for non-DMAT agencies that may be responsible in managing congestion. It offers an opportunity to communicate a framework for responding to
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congestion. A tailored toolbox (which may be a subset of the overall toolbox presented in Appendix A of this document) also serves as a guide to identify issues that may arise in implementing the strategies, such as when strategies involve planning local land uses to best support efficient transportation.
This approach is appropriate when there are agencies such as Abu Dhabi or Al Ain Municipalities involved in proposing, funding, and implementing congestion management strategies. This approach creates a list of potential tools along with their analysis methods, approaches and implementing issues. This helps multiple agencies to have similar approach to solve congestion problems. In order to develop a CMP strategy toolbox, the following steps should be taken:
1. Create a list of tools/strategies for the toolbox. Potential tools might include Travel Demand Management (TDM) strategies, ITS and Transportation System Management (TSM) strategies, Access Management Strategies, Highway strategies and Transit strategies 2. For each tool/strategy, gather helpful analysis methods and approaches. 3. Develop toolbox document using Appendix A as a starting point. 7.2 Selecting Appropriate Traffic Analysis Tools As mentioned earlier in Section 4.3, there are a variety of traffic analysis tools which can be used to evaluate congestion management strategies. These tools can be used to evaluate congestion management strategies at different geographic scales, for different facility types, and by various travel modes. No traffic analysis tool can account for all the factors that impact travel behaviour. Therefore, it is important to select an appropriate analysis tool that is sensitive both to the congestion and performance measures to be used and the types of congestion management strategies under consideration.
The Traffic Analysis Toolbox Volume II: Decision Support Methodology for Selecting Traffic Analysis Tools (FHWA, July 2004) document reviews and discusses the different types of traffic analysis tools, and develops a decision-making process to determine which kind of tool is most appropriate for specific analytical needs. For CMP, traffic analysis tools can be selected based on the following three factors:
1. Performance Measures 2. Strategies 3. Facility Types 7.2.1 Based on Performance Measures CMP is a performance based approach to reducing congestion. Performance measures have implications on selection of appropriate traffic analysis tools.
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Table 7: Relevance of Traffic Analysis Tool Categories with respect to Performance Measures
Analytical Tools/ Methodologies
Performance Analytical/ Travel Measures Sketch Deterministic Traffic Macroscopic Mesoscopic Microsopic Demand Planning Tools Optimization Simulation Simulation Simulation Models (HCM Based)
Level of Service ⬜ ◩ ⬛ ⬛ ◩ ◩ ◩ Speed ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ ⬛
Travel Time ◩ ◩ ⬛ ⬛ ⬛ ⬛ ⬛
Volume ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ Travel Distance ⬜ ⬜ ⬜ ⬜ ⬜ ⬛ ⬛ Ridership ⬜ ◩ ⬜ ⬜ ⬜ ◩ ◩ Average Vehicle ⬜ ⬛ ◩ ⬜ ⬜ ⬜ ⬜ Occupancy
V/C Ratio ⬜ ⬛ ⬛ ◩ ◩ ◩ ◩
Density ⬜ ⬜ ⬛ ⬛ ⬛ ⬛ ⬛
VMT/ PMT ◩ ⬛ ◩ ◩ ⬛ ⬛ ⬛
VHT/ PHT ◩ ⬛ ◩ ◩ ⬛ ⬛ ⬛
Delay ◩ ⬛ ⬛ ⬛ ⬛ ⬛ ⬛
Queue Length ⬜ ⬜ ⬛ ⬛ ⬛ ⬛ ⬛
Accidents ◩ ⬜ ⬜ ⬜ ⬜ ◩ ◩ Incident Duration ⬜ ⬜ ⬜ ⬜ ⬜ ◩ ◩ Travel Time Reliability ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ⬜
Mode Split ⬜ ⬛ ⬛ ◩ ◩ ◩ ◩
Notes: Specific context is generally addressed by the corresponding analytic tool/ ◩ methodology Some of the analytical tools/ methodologies address the specific context and some do ⬛ not This particular analytic tools/ methodologies does not generally address the specific ⬜ context Traffic Analysis Toolbox Volume II: Decision Support Methodology for Selecting Source: Traffic Analysis Tools, Pg 28
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7.2.2 Based on Congestion Management Strategies The main purpose of traffic analysis tools in CMP is to identify and evaluate the anticipated performance and expected benefits of appropriate congestion management strategies. Different analytical tools are useful for evaluating various congestion management strategies. Table 8 shows the appropriate traffic analysis tools with respect to congestion management strategies and applications.
Table 8: Relevance of Traffic Analysis Tool categories with respect to Management Strategies and Applications
Analytic Tools/ Methodologies Congestion Management Analytical/ Travel Strategies Sketch Deterministic Traffic Macroscopic Mesoscopic Microscopic Demand Planning Tools (HCM Optimization Simulation Simulation Simulation Models Based) Freeway Management ⬛ ◩ ◩ ⬛ ⬛ ⬛ ⬛ Arterial Intersection ⬜ ⬜ ⬛ ⬛ ⬛ ⬛ ⬛ Arterial Management ◩ ◩ ◩ ⬛ ⬛ ⬛ ⬛ Travel Demand ⬛ ⬛ ◩ ⬜ ◩ ◩ ◩ Management Emergency Management ◩ ⬜ ◩ ⬜ ◩ ◩ ◩ Work Zones ◩ ⬜ ⬛ ⬜ ⬛ ⬛ ⬛ Special Events ◩ ⬜ ⬛ ⬜ ◩ ◩ ◩ Advanced Public Transportation ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ◩ System Advanced Traveler Information ◩ ⬜ ⬜ ⬜ ◩ ◩ ◩ System Electronic Payment ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ⬛ System Rail Grade Crossing ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ⬛ System Commercial Vehicle ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ◩ Operations Advanced Vehicle Control and ◩ ⬜ ⬜ ⬜ ⬜ ⬜ ◩ Safety System Weather Management ⬜ ⬜ ⬜ ⬜ ◩ ◩ ◩
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Notes: Specific context is generally addressed by the corresponding analytic tool/ ◩ methodology Some of the analytical tools/ methodologies address the specific context and some do ⬛ not This particular analytic tools/ methodologies does not generally address the specific ⬜ context Traffic Analysis Toolbox Volume II: Decision Support Methodology for Selecting Source: Traffic Analysis Tools, Pg 24
7.2.3 Based on Facility Type Same congestion management strategy can be applied to various facilities. Different traffic analysis tools are appropriate for different facility types. Table 9 shows the appropriate traffic analysis tools with respect to facility type.
Table 9: Relevance of Traffic Analysis Tools with respect to Facility Type
Analytic Tools/ Methodologies
Facility Type Analytical / Travel Sketch Deterministic Traffic Macroscopic Mesoscopic Microscopic Demand Planning Tools (HCM Optimization Simulation Simulation Simulation Models Based) Isolated Intersection ⬜ ◩ ⬛ ⬛ ⬛ ⬛ ⬛ Roundabouts ⬜ ⬜ ⬛ ⬜ ◩ ⬜ ◩ Arterial ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ Highway ⬛ ⬛ ⬛ ◩ ⬛ ⬛ ⬛ Freeway ◩ ⬛ ⬛ ◩ ⬛ ⬛ ⬛ HOV Lane ◩ ⬛ ◩ ⬜ ⬛ ⬛ ⬛ Ramp ◩ ⬛ ⬛ ⬛ ⬛ ⬛ ⬛ Auxiliary Line ⬜ ⬜ ◩ ◩ ⬛ ⬛ ⬛ Reversible Lane ⬜ ◩ ⬜ ⬜ ⬜ ⬜ ◩ Truck Lane ⬜ ⬛ ◩ ◩ ◩ ⬜ ⬛ Bus Lane ⬜ ⬛ ⬜ ⬜ ◩ ⬜ ⬛ Toll Plaza ⬜ ◩ ◩ ⬜ ⬜ ⬜ ⬛ Light Rail Line ⬜ ⬛ ⬜ ⬜ ⬜ ⬜ ⬛ Notes: Specific context is generally addressed by the corresponding analytic tool/ ◩ methodology Some of the analytical tools/ methodologies address the specific context and some do ⬛ not This particular analytic tools/ methodologies does not generally address the specific ⬜ context Traffic Analysis Toolbox Volume II: Decision Support Methodology for Selecting Source: Traffic Analysis Tools, Pg. 19
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8 Documenting the Program 8.1 Base Requirements
8.1.1 Documentation Plan Documentation of Congestion Management activities in Abu Dhabi shall consist of the following:
Preparation of Congestion Management Plan (CMP) documents for the coverage areas defined in Section 3.2.2 document. Following publication of the initial documents, updated CMP documents will be published at 3-year intervals As Part of STMP Update, preparation of CMP documentation for all coverage areas and overall summary section Annual “State of the System” report which will summarize each of the 7 coverage areas and provide an overall summary (incorporating the 7 coverage areas). 8.1.2 Communications Plan DMAT shall develop a communications plan to inform and educate stakeholders and general public on the purpose and content of the CMP, including the nature of the benefits and impacts DMAT anticipates from implementation of the various congestion management strategies recommended within the CMP documents for the seven coverage areas.
The following forms of outreach and information are to be provided:
Specific press releases and newsletters are to be provided to give an overview of the CMPP as well as addressing the CMP for each corridor of interest. The information should all have a unifying theme, and focus on: o Definition of the congestion problem (both delay and road safety aspects) o Visualization of the issues (maps, illustrations, other descriptive graphics, comparisons between congested / non-congested conditions, etc.) o Identification of common tools that are being considered as part of the CMP o Definition of corridor-specific projects and expected results / benefits o Summary of measured congestion improvements in the particular corridor as a result of deploying the projects
The above information should also be provided electronically through development of a web site devoted to overall CMPP activities, with micro-sites addressing overall and corridor-specific issues according to the unifying theme and addressing the topics listed above
A key tenet of a CMP communications plan is visualization (19). Visualization should be easy to understand and contain clear message may consist of the following elements:
Map-based graphics. The use of regional or corridor maps can provide a quick “at-a- glance” representation of current conditions and demonstrate the various congestion
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and safety issues. Maps can show colour-coded lines providing representations of observed congestion data during specific periods (travel speeds, percent speed or travel time variation compared to free-flow conditions, etc), crash rates, and other data Illustrations and descriptive graphics. May include o Contour displays showing average travel speed versus location along a corridor direction, crash rates vs. location along a corridor direction, etc, over a specific time interval. For travel times, a regional map may show “travel time rings” (or coloured areas between travel time cordons) around a specific destination, showing relative travel times under current conditions, future conditions without CMP, and future conditions with CMP. o Three-dimensional displays (“heat maps”) describing speed reductions / delays by location by time of day (showing more detailed description of speed reductions, including bottleneck conditions) o Display congestion levels over time for specific locations based on time of day Display of modelled or forecasted conditions: o Similar graphics to the above may be used to represent either forecasted conditions without CMP improvements, or expected benefits to transportation services with the CMP improvements, using online modelling tools including macroscopic and microscopic simulation activities. Display multi-modal, public transport and non-vehicular corridors, both current and future CMP-driven improvements Display maps showing locations and types of project recommendations Visualized renderings of physical inprovements to roadway network Comparisons between congested / non-congested conditions, etc.) 8.2 Guidelines for Documentation Development For each of the seven coverage areas, a stand-alone CMP report prepared according to the requirements and guidelines in this CMPP document will be provided. All of the reports should be prepared using the same format with similar covers and according to the eight-step process. Each CMP document focuses on congestion challenges, current conditions and proposed solutions, along with the expected results of these solutions through appropriate analysis activities. This report is updated every three years. Depending on the schedule of STMP updates, the publication cycle should be synchronised so that the STMP update incorporates the contents of the seven CMP’s that are to be developed.
The report should include performance measures, strategies, and linkages to other aspects of the planning program to make stakeholder aware of the recommended and implemented CMP strategies and their potential benefits. The benefit of this approach is that it would increase transparency of transportation analysis and decision making processes. 8.3 CMP as Part of STMP Update By conducting STMP and CMP activities in coordination, potential duplication of work and analysis can be avoided. It could also help minimize confusion and ambiguity about the differences between the strategies in both efforts and overlapping implementation responsibilities.
However, it is also understood that the CMP schedule may be more frequent than that for the
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STMP updates, and thus the CMPP process should remain a coordinated but separate effort from the STMP.
When updating the STMP, the CMP process should be documented in the STMP through a discussion of the process and identification of strategies, projects, or programs that have been generated through the congestion management process.
Description of the CMP can be included in the STMP either as a separate chapter, with the seven CMP area activities documented in an appendix. Documentation of the CMP within the STMP can be an effective way to demonstrate the linkages between the CMP and the broader transportation planning process as shown in Chapter 1. 8.4 "State of the System" (SOS) Reporting The overall CMPP for the Emirate, including the seven coverage areas and their distinct CMP’s, are to be documented in a user-friendly executive summary entitled “State of the System” (SOS), oriented toward decision-makers and the public. It looks at the seven coverage areas and the Emirate as a whole (summarizing the congestion findings for the seven coverage areas into one for the entire Emirate), and provides a summary of conditions as measured over the previous 12-month period, including implementation status of specific strategy recommendations incorporated into the previous CMP documents.
The SOS report is provided in conjunction with the publishing of the CMP documents (acting as an executive summary of overall CMPP activities), as well as on an annual basis between the publishing of CMP updates (which occur every 3 years per the above).
The main purpose of the SOS report is to inform and educate the general public about the state of traffic congestion in the region, as well as current activities to improve the situation. It serves as a periodic report on the condition of the system, tracking and monitoring of the plan successes and effectiveness, and the implementation status or issues. These reports effectively serve as “report cards” and should be made available to appropriate decision- makers and shared with key stakeholders.
In addition, DMAT should also set up a dedicated website to present user-friendly summary of CMP results. DMAT could also produce brochures which could be distributed to concerned stakeholders and public.
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9 IMPLEMENTING AND MONITORING THE CMP The CMPP process, first and foremost, is intended to identify feasible congestion management improvements, which are then incorporated within the transportation project planning and programming process in order to systematically move the selected improvements through full implementation.
As CMP-related improvements are implemented, their impacts on congestion will be accounted for and forecasts of operating conditions and congestion will be undertaken in the on-going planning process. In conjunction with updates of the plan, overall system performance will also be reported annually in the SOS report as presented in Chapter 8 of this document.
DMAT can implement the strategies identified within the CMP documents in following ways:
Through direct addition into the Department’s project programming process, including adding the projects specifically in DMAT operating budgets for their different sectors. By incorporating the recommended CMP strategies into currently planned or programmed projects Through incorporation into STMP updates and the overall planning process Through other stakeholders if the recommended projects require their involvement / sponsorship to be implemented 9.1 Applying Congestion Management Strategies to Regional Program Development The intent of the CMPP process is to ensure that the extent and reasons behind congestion is examined and addressed in the transportation planning process. CMPP is meant to be coordinated with the regional planning and programming processes, and should be a useful, not duplicative or ancillary part of the planning process. By approaching Congestion Management as an integral part of the overall transportation planning process, DMAT can make the products of the CMPP process more useful and utilize all resources more efficiently.
The CMP can serve as a source for generating promising congestion management strategies and mobility improvement projects which then advance to the STMP for further evaluation. CMP performance measures, data, and analysis can be used in the STMP evaluation process to prioritize projects and screen alternative improvement strategies. The data from the CMP may also be used for various planning purposes. 9.2 Outreach and Coordination with CMP Stakeholders Each CMP development effort will begin with a definition of stakeholders along with a Stakeholder Engagement Plan. Outreach and coordination with CMP stakeholders should be done as part of the DMAT’s transportation planning process and as part of the on-going activities of DMAT staff. As per Chapter 8’s discussion of SOS reporting, DMAT may set up a dedicated website to explain the CMPP and the various CMP activities to the public and solicit public comments. Feedback may provide valuable inputs to solving a congestion problem. Feedback should be reviewed during CMP monitoring activities for further evaluation.
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9.3 Relationship of CMP to Abu Dhabi ITS Architecture CMPP and the Abu Dhabi Emirate ITS Architecture developed under DMAT’s ITS Strategy and Action Plan (2010) are both useful tools in developing and selecting strategies for improving the mobility of people and goods in the region. The ITS Architecture focuses on the application of information and communications technology to transportation problems in a technologically coordinated way. Further, the ITS Architecture defines the system components, key functions, organizations involved in developing architecture, and the type of information to be shared between organizations and between the various parts of the system. These Architecture elements are defined as ITS Program Packages (“ITS Packages” for short as shown in Figure 9 below).
Figure 9: ITS Strategy and Action Plan Development Process
CMP strategies are likely to include a significant number of ITS strategies. Therefore the CMP should have important links to documents and processes crucial to ITS implementation, including the Abu Dhabi ITS Architecture. Also, the ITS Architecture, which is by design a living document that is intended to be updated on a periodic basis, provides an institutional framework as well as a vision for the interconnections among technologies, systems, and subsystems. CMP strategies and recommendations should thus be mapped to the ITS Architecture where they are relevant, and conversely, the ITS Architecture as well as the Strategy and Action Plan should be updated to incorporate CMP strategy recommendations. 9.4 Monitoring CM Effectiveness It is essential to periodically evaluate the effectiveness of strategies identified through CMP development. The performance measures, which are developed in the CMP documents to determine the effectiveness of the selected strategies, should also be utilized to assess and monitor their effectiveness. Chapter 5 defines the performance measures and data needs as the basis for CMP development and for annual SOS reporting.
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Based on feedback from the assessment process, DMAT should periodically revisit the CMP performance measures and data needs as needed in order to assure the information is gathered effectively, and also that the correct information is being gathered. Additionally, adjustments may be made with respect to the strategies considered, or may reflect back to the performance measures used; the data collection and management component of the process; or the analytical methods and tools applied.
While the CMPP has provided specific requirements and guidelines for CMP development in the Emirate, it is also recognized that each CMP is a living document, and each cycle of the process introduces lessons learned that may result in upgrades to the tools and methods used and the information gathered, to reflect both changing conditions and overarching policies, as well as to keep pace with the current state of the practice.
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10 CMP CHECKLIST / SELF ASSESSMENT Each CMP should have a Checklist / Self-Assessment for evaluating congestion management activities. The checklist indicators could be generic in nature and not exhaustive. They should be regarded as only the starting point for subsequent discussion that will be focused on local issues. 10.1 Creating or Adapting the CMP Existing organizational arrangements may be appropriate, or new committees can be formed for CMP development. It is important for the groups to have a broad membership that includes planning and operations staffs from the different sectors of the DMAT – along with other stakeholders as outlined in Chapter 1. For self-assessment for creating or adapting the CMP documents, it is important to ask questions about potential partners and stakeholders. Table 10 shows the sample checklist for creating or adapting the CMP documents for the particular coverage areas.
Table 10: Sample CMP Checklist for Creating or Adapting the CMP
Getting Ready: Creating or Adapting a Congestion Management YES NO Process
Are there existing congestion management-related activities already in place?
Is there a schedule for implementation?
Have you identified compelling reasons for these potential partners and other stakeholders to get involved?
Are key decision-makers aware of the CMP and supportive of its role in plan and program development?
Are partners willing to commit time and resources for this effort?
10.2 Aligning CMP with STMP CMP and STMP should be coordinated. The CMPP in general has defined overall goals and objectives for congestion management from the Abu Dhabi STMP as per Chapter 5. While self-assessing the relationship between CMP and STMP, it is important to verify what the actual CMP goals, objectives and strategies are in each coverage area, and correlate them to the STMP as well as identify new or additional goals and objectives that may be specific to the particular CMP coverage area. Table 11 shows a sample checklist for aligning the CMP with the STMP.
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Table 11: Sample CMP Checklist for Aligning the CMP with the STMP
Aligning the CMP with the STMP YES NO Do the vision and goals articulated in the STMP support congestion management? Are the vision and goals supported by relevant, measurable objectives? Are transportation system management and operations strategies part of the region’s long-range planning approach? Are there additional goals, objectives and strategies found in the CMP document that are not currently reflected in the STMP?
10.3 Developing Technical Capacity and Performance Measures for Congestion Management Performance measures identified should be measurable by the data collected as part of CMP development. For self-assessment of developing technical capacity and performance measures for managing the CMP development, it is important to question the data collection process and selection of performance measures, for example, does data collection support performance measures? Table 12 shows the sample checklist for developing technical capacity for CMP development.
Table 12: Sample CMP Checklist for Developing Technical Capacity for Congestion Management
Developing Technical Capacity for Congestion Management YES NO Have performance measures been identified to track progress toward achieving goals and objectives? Is a data collection program in place enabling performance tracking? Does data collected support performance measures? Are technical tools in place to identify congestion at various levels? Are appropriate analysis tools available to assess the potential of different strategies in addressing congestion? Are there adequate staff resources (both in quantity and training) to support these efforts within DMAT?
10.4 CMP Implementation Steps DMAT is to assure that the recommended strategies can be implemented and changes to the system shall be updated in the CMP as well as in the travel demand model STEAM.
Table 13 shows the sample checklist for implementing the CMP strategies.
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Table 13: Sample CMP Checklist for Implementing the CMP Strategies
Implementing the CMP Strategies YES NO Have CMP activities been incorporated into the DMAT’s project development program and budgeting process? Are partner agencies and system operators of all modes directly involved in the development and analysis of potential congestion mitigation strategies? Are CMP activities fully documented, either through direct incorporation into the STMP or by reference, as supporting documentation? Are studies, analyses, and supporting documentation maintained for subsequent use in the project development process, if appropriate? Does the CMP address both recurring and non-recurring congestion? Have ITS strategies proposed for congested locations been reviewed in the context of the Abu Dhabi ITS Architecture?
10.5 Monitoring and Feedback All elements of the CMP should be reviewed and updated periodically to reflect the Abu Dhabi’s transportation goals and objectives as well as changes to the transport network. These updates shall include an analysis of the CMP network performance and an update of both the CMP road network (for each coverage area as well as overall) and the STEAM network periodically, in advance of the each triennial CMP update.
Table 14: Sample CMP Checklist for Monitoring and Feedback
Monitoring and Feedback YES NO Are systems in place for monitoring the effectiveness of congestion management strategies in the CMP coverage area? Are the performance measures multimodal? Are performance measures used to track the effectiveness of strategies implemented to reduce congestion or mitigate impacts? Does the evaluation of strategies include possible unintended consequences or unanticipated costs? Does the CMP incorporate the required procedures for periodic monitoring, evaluation, and enhancement of the congestion management process itself? Are performance measures periodically reviewed for usefulness and applicability? Are cost of congestion calculations periodically updated? Are data collection and analysis procedures, and methods used to analyze and select potential strategies, routinely reviewed for possible improvements?
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CITED REFERENCES
1. Abu Dhabi Urban Planning Council. Plan Abu Dhabi 2030: Urban Structure Framework Plan. Abu Dhabi : Abu Dhabi Urban Planning Council, September 2007. 2. Department of Transport. Surface Transport Master Plan: A Vision for Connecting Abu Dhabi - The Plan. Abu Dhabi : Department of Transport, July 2009. 3. Department of Transport. ITS Final Report. Abu Dhabi: Department of Transport, September 2010. 4. Government of Abu Dhabi. Statistical Yearbook of Abu Dhabi, 2009. 5. Transportation Research Board. Glossary of Regional Transportation Systems Management and Operations Terms. Washington, DC : Transportation Research Board, April 2009. 6. David Schrank, Tim Lomax, Shawn Turner. Urban Mobility Report. s.l. : Texas Transportation Institute, December 2010. 7. US Department of Transportation. An Interim Guidebook on the Congestion Management Process in Metropolitan Transportation Planning, FHWA-HOP-08-008, Washington DC, USA, 2008. 8. Abu Dhabi Department of Transport, Road Classification Study , July 2010 9. US Department of Transportation. Congestion Management Process: A Guidebook, FHWA-HEP-11-011, Washington DC, USA, 2011. 10. US Department of Transportation, Federal Highway Admininstration. Traffic Analysis Tools. Traffic Analysis Tools. [Online] [Cited: August 3, 2011.] http://www.ops.fhwa.dot.gov/trafficanalysistools/index.htm. 11. Texas Transportation Institute, Urban Mobility Study, College Station, TX, 2011 12. Todd Litman, “Smart Congestion Relief; Comprehensive Analysis of Traffic Congestion Costs and Congestion Reduction Benefits”, Victoria Transport Policy Institute, Victoria, BC, Canada, October 2011 13. “The Cost of Urban Congestion in Canada”, Transport Canada Environmental Affairs, March 2006. 14. European Conference of Ministers of Transport, “Managing Urban Traffic Congestion”, OECD, 2007. 15. New York State Association of Metropolitan Planning Organizations (NYSMPOs). Congestion Management Process (CMP) Innovations: A Menu of Options. s.l. : New York State Association of Metropolitan Planning Organizations (NYSMPOs), February 2006. 16. Department of Transport. Road Structures Design Manual. Abu Dhabi : Department of Transport, 2011. 17. US Department of Transportation, Federal Highway Admininstration. Lessons Learned From International Experience in Congestion Pricing. August 2008 18. US Department of Transportation, Federal Highway Admininstration. Congestion
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Pricing: A Primer. December 2006. 19. US Department of Transportation. “Congestion Management Process: A Guidebook”, FHWA-HEP- 20. Todd Litman, “Smart Congestion Relief; Comprehensive Analysis of Traffic Congestion Costs and Congestion Reduction Benefits”, Victoria Transport Policy Institute, Victoria, BC, Canada, October 2011. 21. Transport Canada Environmental Affairs,“The Cost of Urban Congestion in Canada”, March 2006. 22. European Conference of Ministers of Transport, “Managing Urban Traffic Congestion”, Organisation for Economic Co-Operation and Development, 2007.
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OTHER REFERENCES
Federal Highway Administration Traffic Congestion and Reliability: Trends and Advanced Strategies for Congestion Mitigation. September 2005
New York State Association of Metropolitan Planning Organizations (NYSMPOs). Congestion Management Process (CMP) Innovations: A Menu of Options. February 24, 2006
U.S. Department of Transportation. An Interim Guidebook on the Congestion Management Process in Metropolitan Transportation Planning. Washington, DC. February 2008
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APPENDIX A Sample CMP Toolbox Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Potential Highway Strategies Increase Number of Construction and Short-term: 1 to 5 Lanes without Highway Increase Capacity engineering years Widening Maintenance Increase mobility Reduce congestion by Geometric Design Costs vary by type of Short-term: 1 to 5 improving bottlenecks Improvements design years Increase traffic flow and improve safety HOV, separate ROW Reduce congestion by costs reducing VKMT HOV, barrier Reduce regional trips separated costs Increase vehicle HOV, contra flow costs Medium-Term: 5 to 10 HOV Lanes occupancy Annual operations and years Improve travel times enforcements Increase transit use Can create and improve bus environmental and travel times community impacts Construction and engineering Increase capacity substantial for grade Medium-Term: 5 to 10 Super Street Arterials Improve vehicular separation years mobility Maintenance variable based on area Increase capacity by Cost vary by type of Long term: 10 or more reducing congestion highway constructed years Highway Widening by in short term Can create Adding Lanes Long term effects on environmental and congestion depend on community impacts local conditions Potential Public Transport Strategies Lost in revenue per Reduce daily VKMT rider Reduce congestion Capital costs per Short term: Less than Reducing PT Fares Reduction in % of passenger trip one year trips using SOV Operating costs per passenger trip
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Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Capital costs per passenger trips Operating costs per Increasing Bus Route Increase PT ridership trip Short term: 1 to 5 Coverage or Decrease travel time New bus purchase years Frequencies Reduce daily VKMT Additional drivers / vehicles needed to cover additional services Reduce congestion by increasing vehicle occupancy rate Increase mobility and PT efficiency through: Supporting express bus route development Facilitating carpooling Implementing Park- Reduced stops Structure costs for Medium term: 5 to 10 and-Ride Lots compared to picking PTstations years up passengers at origin Reduces need to park at ultimate destination (particularly if parking is limited), possiblyless walking distance to ultimate destination Capital costs per Implementing Rail passenger Long term: 10 or more Reduce daily VKMT System New systems requires years large up-front costs Potential Bicycle and Pedestrian Strategies Increase mobility and Design and access construction costs for Increase non- paving, striping, motorized mode signals, and signing New Sidewalks and shares ROW costs if widening Short term: 1 to 5 Designated Bicycle Separate slow moving necessary years Lanes on Local Streets bicycles from Bicycle lanes nay motorized vehicles require improvements Reduce incidents to roadway shoulders Reduce vehicle to ensure acceptable conflicts pavement quality Improved Bicycle Increase bicycle mode Capital and Facilities at Public share maintenance costs for Short term: 1 to 5 Transport Stations / Reduce motorized bicycle racks and years Major Bus Stops and vehicle congestion on lockers, locker rooms Other Trip Destinations access routes
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Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Capital costs largely borne by private sector; developer incentives may be Increase pedestrian necessary mode share Design and Implement Public sector may be Discourage motor Guidelines for responsible for some Short term: 1 to 5 vehicle use for short Pedestrian-Oriented capital and / or years trips Development maintenance costs Reduce VKMT, associated with right- emissions of-way improvements Ordinance development and enforcement costs Increased monitoring and maintenance costs Improved Safety of Increase non- Capital costs of Short term: 1 to 5 Existing Bicycle and motorized mode share sidewalk years Pedestrian Facilities improvements and additional traffic control devices Increase mobility Increase non motorized mode shares Reduce congestion on nearby roads ROW costs Exclusive Non- Separate slow moving Construction and Medium Term: 5 to 10 Motorized Rights-of- from motorized engineering costs years Way vehicles Maintenance costs Reduce incidents Reduce vehicle conflicts
Potential Travel Demand Management Strategies No Capital costs Agency costs for outreach and publicity Employer based Reduce peak-period Employer costs Alternative Work Hours Short term: 1 to 5 VKMT associated with years accommodating alternative work schedules First-year implementation costs Reduce VKMT Short term: 1 to 5 Telecommuting for private sector Reduce SOV trips years Second-year costs tend to decline
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Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Reduce peak period First-year Short term: 1 to 5 Pricing VKMT implementation costs years Reduce SOV trips for public sector Saving per carpool Reduce work VKMT and vanpool riders Reduce SOV trips Employer based Costs per year per Ridesharing Reduce parking Short term: 1 to 5 free parking space requirements at years provided destination Administrative costs Potential ITS and Transport Management Systems Strategies Operation & Improve travel time management costs per Reduce VHD, and signal Traffic Signal PHT by vehicle Short term: 1 to 5 Signalized Coordination kilometres per day, years intersections per depending on kilometre costs program variable Capital costs variable Freeway Incident Reduce crash delay and substantial Detection and Reduce travel time Short term: 1-5 years Annual operating and Management Systems Reduce VHT and PHT maintenance costs Operations & Management costs Decrease travel time Significant costs Decrease crashes associated with Medium Term: 5 to 10 Ramp Metering Improve traffic flow on enhancements to years major facilities centralized control system Capital costs Design and Reduce travel times implementation costs Highway Information and delay variable Medium term: 5 to 10 Systems Some peak period Operating & years travel shift Maintenance costs variable Design and Reduce travel times implementation costs Advanced Traveller and delay variable Medium term: 5 to 10 Information Systems Some peak period Operating & years travel and mode shift Maintenance costs variable Potential Access Management Strategies Increased capacity, Implementation and efficiency on arterials maintenance costs Improved mobility on Left Turn Restrictions; vary; range from new facility Short term: 1 to 5 Curb Cut and Driveway signage and striping to Improved travel times years Restrictions more costly permanent and reduced delay for median barriers and through traffic curbs Fewer incidents
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Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Increased capacity efficiency Additional right-of-way Turn Lanes and New Improved mobility and costs or Relocated Short term: 1 to 5 safety on facility Design, construction, Driveways and Exit years Improved travel times and maintenance Ramps and reduced delay for costs all traffic Increased capacity efficiency Improved mobility on facility Interchange Design and Medium term: 5 to 10 Improved travel times Modifications construction costs years and reduced delay for through traffic Fewer incidents due to fewer conflict points Increase capacity efficiency Improved mobility on Part of design costs Minimum Intersection/ facility Medium term: 5 to 10 for new facilities and Interchange Spacing Improved travel times years reconstruction projects and reduced delay for through traffic Fewer incidents Increase capacity efficiency Improved mobility on Additional right-of-way Frontage Roads and facility costs Medium term: 5 to 10 Collector-Distributor Improved travel times Design, construction years Roads and reduced delay for and maintenance through traffic costs Fewer incidents due to fewer conflict points Potential Land Use Strategies Public costs to set up Increase walk trips and monitor Decrease SOV trips appropriate Mixed-Use Long term: 10 or more Decrease in VKMT ordinances Development years Decrease in vehicle Economic incentives hours of travel used to encourage developer buy-in Increase PT, walk and Public costs to set up bicycle trips and monitor Decrease SOV trips appropriate Doubling density Long term: 10 or more Infill and Densification ordinances decreases VKMT per years Economic incentives household used to encourage Medium/high vehicle developer buy-in trip reductions
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Implementation Congestion and Implementation Strategies/Projects Costs and Other Mobility Benefits Timeframe Impacts Public costs to set up Decrease SOV share and monitor Shift travellers to PT appropriate Public Transport- Long term: 10 or more Decrease VKMT ordinances Oriented Development years Decrease in vehicle Economic incentives trips used to encourage developer buy-in Potential Parking Management Strategies Increase peak period Design, construction, capacity and maintenance Reduce travel time On-Street Parking and costs for signage and Short term: 1 to 5 and congestion on Standing Restrictions striping years arterials Rigid enforcement of Provides space for parking restrictions HOV and bike lanes Economic incentives Reduce work VKMT Employer/Landlord used to encourage Short term: 1 to 5 Increase non-auto Parking Agreements employer and landlord years mode shares buy-in Relatively low costs, primarily borne by Reduce work VKMT private sector, Preferential or Free Increase vehicle Short term: 1 to 5 including signage, Parking for HOVs occupancy years striping, enforcement
and administrative costs Reduce VKMT Economic incentives Location-Specific Increase transit and Long term: 10 or more used to encourage Parking Ordinances non-motorized mode years developer buy-in shares
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