Deliverable for · Deliverable for: Oahu Regional ITS Architecture Project Task 7 Oahu ITS...

Deliverable for: Oahu Regional ITS Architecture Project

Task 7 Oahu ITS Integration Strategy

Deliverable VII-1

Final Submitted to:

Oahu Metropolitan Planning Organization

Submitted by: Parsons Brinckerhoff

April 2003

Oahu ITS Integration Strategy

The preparation of this document was financed in part through grants from the U.S. Department of Transportation, Federal Transit Administration and Federal Highway Administration, under Chapter 53 of 49 U.S.C. and 23 U.S.C. The contents of this document do not necessarily reflect the official views or policies of the U.S. Department of Transportation.

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Table of Contents

TABLE OF CONTENTS

LIST OF FIGURES................................................................................................................... v

LIST OF TABLES.................................................................................................................... vi

LIST OF ACRONYMS.............................................................................................................vii

1. INTRODUCTION ................................................................................................................ 1 1.1 Project Purpose...........................................................................................................1 1.2 Plan Purpose............................................................................................................... 1 1.3 Intended Audience ..................................................................................................... 2 1.4 Key Concepts ............................................................................................................. 2

1.4.1 What is an Intelligent Transportation System? .................................................. 2 1.4.2 What is an Integration Strategy? ....................................................................... 2

1.5 FHWA Rule & FTA Policy ............................................................................................ 2 1.6 Organization................................................................................................................ 3

2. PROJECT APPROACH....................................................................................................... 5 2.1 Integrate and Expand Regional ITS Architecture ....................................................... 5 2.2 Develop Agency Concensus ...................................................................................... 7

2.2.1 Participating Agencies ...................................................................................... 7 2.2.2 Memorandum of Understanding ....................................................................... 8

2.3 Integration with Existing Plans .................................................................................... 9

3. INTEGRATION CONSIDERATIONS ................................................................................. 11 3.1 Funding ..................................................................................................................... 11 3.2 Staffing ...................................................................................................................... 11

3.2.1 Education and Training ................................................................................... 11 3.2.2 Staffing Levels................................................................................................. 12

3.3 Standards Adoption .................................................................................................. 12 3.4 Technical Resource Standardization ........................................................................ 12 3.5 Mainstreaming ITS into Traditional Planning Process............................................... 13

3.5.1 Regional Transportation Plan .......................................................................... 13 3.5.2 Transportation Improvement Program and Project Selection ......................... 13 3.5.3 Other Planning Activities ................................................................................. 14

4. SUPPORTING POLICIES ................................................................................................. 15 4.1 Policy on Archived Data............................................................................................ 16 4.2 Policy on Regionally Coordinated Transportation Operations During Incidents and

Emergencies............................................................................................................. 17 4.3 Policy on Efficient Operations ................................................................................... 18

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Table of Contents

4.4 Policy on Video Sharing............................................................................................ 18 4.5 Policy on ITS Architecture Maintenance................................................................... 19 4.6 Policy on Implementing a Regional Advanced Traveler Information System........... 21 4.7 Policy on Hi-Technology Procurement ..................................................................... 22 4.8 Policy on ITS Asset Preservation .............................................................................. 23 4.9 Policy on Sharing ITS Infrastructure.......................................................................... 24

5. REGIONAL ITS INITIATIVES ............................................................................................ 25 5.1 Considerations for Initiative Prioritization.................................................................. 25 5.2 Initiative Sequencing ................................................................................................ 27 5.3 Architecture Implementation..................................................................................... 27

6. FUNDING NEEDS AND SOURCES ................................................................................. 45 6.1 Funding Needs ......................................................................................................... 45

6.1.1 Planning and Design....................................................................................... 45 6.1.2 Project Capital................................................................................................. 45 6.1.3 Communications ............................................................................................. 45 6.1.4 Operations and Maintenance ......................................................................... 45 6.1.5 Training ........................................................................................................... 46

6.2 Funding Sources....................................................................................................... 46 6.2.1 Federal ............................................................................................................ 46 6.2.2 Congestion Mitigation and Air Quality (CMAQ) .............................................. 47 6.2.3 State and Local ............................................................................................... 47 6.2.4 Partnerships .................................................................................................... 48 6.2.5 ITS Earmarks................................................................................................... 48 6.2.6 Transportation Security Administration (TSA) Grants ..................................... 48

7. NEXT STEPS .................................................................................................................... 49

APPENDIX A: ITS TERMINOLOGY ...................................................................................... 51

APPENDIX B: MEMORANDUM OF UNDERSTANDING ...................................................... 53

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List of Figures

LIST OF FIGURES

Figure 2.1: Oahu Regional ITS Architecture Project Development Process .....................5 Figure 5.3: Oahu Regional ITS Architecture Short-Term and Mid-Term Architecture

Diagram.........................................................................................................29

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List of Tables

LIST OF TABLES

Table 2.2: Oahu Partner Agencies...................................................................................8 Table 5: Regional ITS Initiatives & Market Package Traceability ................................26 Table 5.3A: Synopsis of the Emergency Agency CAD Integration for Traffic Management

Agencies Initiative (ST1) ...............................................................................31 Table 5.3B: Synopsis of the Traffic Volume Archive and Data Sharing Initiative (ST2)....32 Table 5.3C: Synopsis of the Video Integration with Emergency Response Agencies

Initiative (ST3)................................................................................................33 Table 5.3D: Synopsis of the Individual Agency ISP Integration Initiative (ST4)................34 Table 5.3E: Synopsis of the Transit Vehicle Signal Priority Implementation Initiative

(SMT1)...........................................................................................................35 Table 5.3F: Synopsis of the Emergency Vehicle Signal Pre-emption Expansion Initiative

(SMT2)...........................................................................................................36 Table 5.3G: Synopsis of the Freeway Management System Software Integration for

Partner Agencies Initiative (SMT3) ................................................................37 Table 5.3H: Synopsis of the ITS Architecture Expansion Initiative (SMT4).......................38 Table 5.3I: Synopsis of the Regional Telecommunications Assessment Initiative (SMT5)

......................................................................................................................39 Table 5.3J: Synopsis of the Emergency Agency CAD Integration Initiative (MT1)..........40 Table 5.3K: Synopsis of the Congestion Data Integration with Emergency Agencies

Initiative (MT2)...............................................................................................41 Table 5.3L: Synopsis of the Data Fusion for Dissemination Initiative (MT3) ....................42 Table 5.3M: Synopsis of the Regional Archive Data Implementation Initiative (MT4).......43 Table 5.3N: Synopsis of the Traffic Signal System Integration Initiative (MT5) ................44

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List of Acronyms

LIST OF ACRONYMS

ANSI American National Standards Institute ASTM American Society for Testing and Materials ATIS Advanced Traveler Information System AVL Automatic Vehicle Location CAD Computer Aided Dispatch CCTV Closed Circuit Television CMAQ Congestion Mitigation and Air Quality CVISN Commercial Vehicle Information Systems and Networks DDC Department of Design & Construction DIT Department of Information Technology DMS Dynamic Message Sign DOT Department of Transportation DTS Department of Transportation Services EIA Electronics Industry Alliance FHWA Federal Highway Administration FMS Freeway Management System FTA Federal Transit Administration GIS Geographic Information System HDOT Hawaii Department of Transportation HESD Honolulu Emergency Services Department HFD Honolulu Fire Department HPD Honolulu Police Department HTA Hawaii Transportation Association IEEE Institute of Electrical and Electronics Engineers ITE Institute of Transportation Engineers ISTEA Intermodal Surface Transportation Efficiency Act of 1991 ITS Intelligent Transportation Systems MOU Memorandum of Understanding MT Mid-term NHS National Highway System NTCIP National Transportation Communications for ITS Protocol OCDA Oahu Civil Defense Agency OMPO Oahu Metropolitan Planning Organization OTS Oahu Transit Services ROM Rough Order of Magnitude RTP Regional Transportation Plan RTTSL Real-time Traffic Surveillance Laboratory

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List of Acronyms

SAE Society of Automotive Engineers SDO Standards Development Organization SMT Short- and Mid-term ST Short-term STIP Statewide Transportation Improvement Plan STP Surface Transportation Program TBD To Be Determined TEA-21 Transportation Equity Act for the 21st Century TIP Transportation Improvement Plan TOP 2025 Transportation for Oahu Plan for 2025 TSA Transportation Security Administration UPS United Parcel Service USDOT United States Department of Transportation

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Introduction

1. INTRODUCTION

The preparation of the Oahu Intelligent Transportation System (ITS) Integration Strategy Plan, presented here forth, was completed under the guidance of the Oahu Metropolitan Planning Organization (OMPO) with the participation and support of Oahu’s transportation agencies. The Oahu ITS Integration Strategy Plan is the second of two documents that comprise the Oahu Regional ITS Architecture Project. The first document, the Oahu Regional ITS Operational Concept and Physical Architecture (April 2003) provides the who, what, when, and how of existing and desired regional ITS operations on Oahu. This document builds on the Operational Concept and Physical Architecture in an effort to guide implementation of integrated ITS on Oahu. Together, these two documents fully address all of the requirements outlined in the Federal Highway Administration’s (FHWA) Final Rule and Federal Transit Administration’s (FTA) Policy on applying the National ITS Architecture on the regional level.

1.1 PROJECT PURPOSE

The purpose of the Oahu Regional ITS Architecture Project is to develop a framework for institutional coordination and technical integration of ITS-related systems on Oahu. This framework will enhance current traffic and transportation operations on Oahu — which, consequently, will improve traveler safety and mobility and reduce traffic delays and operational costs. The Oahu Regional ITS Architecture Project conforms to the National ITS Architecture - which ensures that funds for ITS projects can be secured in the future.

1.2 PLAN PURPOSE

The Oahu ITS Integration Strategy Plan provides the framework for efficient, cost-effective integration of ITS systems on the island of Oahu. The Oahu ITS Integration Strategy Plan completes the operational vision defined in the Oahu Regional ITS Operational Concept and Physical Architecture by identifying a series of regional ITS initiatives and policies. Regional ITS initiatives are sequenced based on current and planned ITS deployments, costs and benefits, technical feasibility, institutional issues, and readiness of proposed projects. In addition to these objectives, the Oahu ITS Integration Strategy Plan accomplishes the following:

• • •

• • •

Summarizes opportunities for regional integration of ITS services and functions;

Identifies potential policies that are required to foster regional ITS integration;

Provides high-level descriptions of projects identified during architecture development that can satisfy regional needs over the next seven years;

Describes project selection rationale;

Estimates project implementation costs; and

Identifies potential funding sources for projects.

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Introduction

1.3 INTENDED AUDIENCE

Agencies that implement ITS on the island of Oahu will use the Oahu ITS Integration Strategy Plan as a guide for successful and efficient deployment of ITS systems. Besides the agencies implementing ITS, this plan will benefit and assist transportation officials involved with ITS implementation and those wishing to learn more about ITS implementation on Oahu.

1.4 KEY CONCEPTS

Before reading the remainder of this document, it will be helpful to understand a few key concepts. These concepts provide the foundation from which this document is written and based. Several other terms frequently referenced in this document are defined in Appendix A.

1.4.1 What is an Intelligent Transportation System?

An ITS is a collection of technologies or systems (e.g., advanced sensors, computers, communication systems) that enable multiple agencies to work together to collectively manage the entire regional transportation network. Among other things, an ITS increases roadway capacity without adding lanes and alerts drivers en-route and pre-trip to conditions (e.g., weather, construction, accidents) affecting travel. The ITS on Oahu will improve traffic congestion, internal agency operations, emergency response, dissemination of traffic-related information to the public, and several other aspects that enhance transportation mobility and safety.

1.4.2 What is an Integration Strategy?

An Integration Strategy identifies an effective process for deploying and operating current and planned ITS technologies in a cost-effective, practical manner. On Oahu, this process will enable agencies to make better use of their respective ITS elements - thereby obtaining more benefit from a fixed investment. The Oahu ITS Integration Strategy Plan defines an effective process for deploying and operating ITS elements through nine policy initiatives and fourteen ITS project initiatives. These policies and initiatives are described in Sections 4 and 5, respectively.

1.5 FHWA RULE & FTA POLICY

In early 2001, the United States Department of Transportation (USDOT) announced the release of the final FHWA rule and the FTA policy for applying the National Architecture at the regional level. This Rule/Policy requires regions that are funding ITS projects through the National Highway Trust Fund to develop a Regional ITS Architecture that complies with the National ITS Architecture. Regions that had deployed an ITS project prior to April 8, 2001 are required to develop a regional ITS architecture within four years of this date (i.e., April 8, 2005). Areas yet to deploy an ITS project are required to have a regional ITS

Additional FHWA Rule/FTA Policy information at:

http://www.its.dot.gov/aconform/asflyer.htm http://www.its.dot.gov/aconform/architecture.pdf

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Introduction

architecture developed within four years of the first deployment. ITS projects that are not funded through the National Highway Trust Fund are exempt from the Rule/Policy.

If a region has not developed a regional architecture before the April 8, 2005 deadline, or four years after the first ITS deployment, no new ITS projects can advance if they are funded by National Highway Trust Funds. Projects can only advance when the regional architecture is finished, and if the project can show conformance with the regional ITS architecture.

Section 940.9D of the Policy/Rule states that a “regional ITS architecture shall include, at a minimum, the following:

1. A description of the region; 2. Identification of participating agencies and other stakeholders; 3. An operational concept that identifies the roles and responsibilities of participating

agencies and stakeholders in the operation and implementation of the systems included in the regional ITS architecture;

4. Any agreements (existing or new) required for operations including, at a minimum, those affecting ITS project interoperability, utilization of ITS-related standards, and the operation of the projects identified in the regional ITS architecture;

5. System functional requirements; 6. Interface requirements and information exchanges with planned and existing systems

and subsystems (for example, subsystems and architecture flows as defined in the National ITS Architecture);

7. Identification of ITS standards supporting regional and national interoperability; and 8. The sequence of projects required for implementation.”

In addition to the above requirements, the final rule and policy also require regions to develop ITS projects using a systems engineering approach. This will ensure that various aspects of the project (e.g., system planning, design, procurement, deployment, operations, maintenance, expansion, and retirement) are considered to ensure successful deployment and operation.

The Oahu Regional ITS Architecture Project has addressed requirements 1-6 in the Oahu Regional ITS Operational Concept and Physical Architecture Document. This document covers items 7 through 8 of the policy/rule requirements, and provides a process participating agencies can follow to implement and integrate ITS systems on Oahu.

1.6 ORGANIZATION

The Oahu ITS Integration Strategy Plan consists of an introduction (Section 1) and five additional sections. An overview of Sections 2 through 7 is provided below.

Section 2: Project Approach — This section provides an overview of the approach taken to develop the Oahu ITS Integration Strategy Plan.

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Introduction

Section 3: Integration Considerations — This section describes issues that may indirectly affect the success of ITS integration. Recommendations with regard to these issues are provided in an effort to ensure successful integration.

Section 4: Supporting Policies — Building on Section 3, this section describes the specific issues that should be addressed prior to the integration of ITS projects. These issues are addressed through nine polices that will support regional agencies in their goals of achieving successful ITS integration.

Section 5: Regional ITS Initiatives — This section provides several project integration initiatives, each comprised of a set of specific projects that can be implemented on the island of Oahu within the next seven years. Each initiative is classified by one of three terms in which project implementation is recommended: short-term, mid-term, or short- and mid-term. The criteria used to develop the Regional ITS Initiatives are discussed, as is the sequence recommended for initiative implementation.

Section 6: Funding Needs and Sources — This section identifies the various Federal, Local, and Special funding sources that can be used to support ITS integration. A description of each source is provided, including the requirements regional agencies must abide by in order to receive funding.

Section 7: Next Steps — This section briefly states what steps partner agencies should take to ensure successful implementation and integration of ITS components.

Appendix A: ITS Terminology

Appendix B: Signal Operations MOU (Amendment 1 to the Signal Operations MOA)

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Project Approach

2. PROJECT APPROACH

This section describes the general approach taken to develop the Oahu ITS Integration Strategy Plan. The development of this plan is based on a nationally accepted approach and is in conformance with the National ITS Architecture.

For additional information on developing a regional ITS architecture refer to: http://www.itsdocs.fhwa.dot.gov//JPODOCS/REPTS_TE//13598.pdf

2.1 INTEGRATE AND EXPAND REGIONAL ITS ARCHITECTURE

As illustrated in Figure 2.1, the Oahu ITS Integration Strategy Plan builds on the Oahu Regional ITS Operational Concept and Physical Architecture. The Oahu ITS Integration Strategy Plan provides specific actions needed to successfully integrate systems. Each interconnect (i.e., instance where an information flow is shared between agencies) in the Oahu Regional ITS Architecture represents a point where systems integrate to exchange information. Each integration point may require that agencies enter into a Memorandum of Understanding (MOU), or other formal agreement, to determine funding, maintenance, and operational responsibilities. It is at the discretion of the participating agencies to determine the need for MOUs.

Figure 2.1: Oahu Regional ITS Architecture Project Development Process

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Project Approach

As stated in the Oahu Regional ITS Operational Concept and Physical Architecture Document, six regionally significant market packages were selected for Oahu. A Market Package is a group of entities (subsystems, equipment packages, and terminators) that work together to deliver a transportation service. The nine policy and fourteen project initiatives discussed later in this document will help ensure the successful implementation of each of these market packages.

ITS Data Warehouse Market Package — This market package provides broad access to multi-modal, multi-dimensional data from varied data sources. The market package provides this access using enhanced interoperability between physically distributed ITS archives that are each locally managed.

On Oahu, there is a strong interest in taking measured steps to implement a regional archive system with initial steps focused on broad use, simple applications. The Hawaii Department of Transportation (HDOT) and the City and County of Honolulu’s Department of Information Technology (DIT) are the focal points for primary collection and distribution of regional ITS archive data.

Broadcast Traveler Information Market Package — This market package provides a basic set of Advanced Traveler Information System (ATIS) services. It involves the collection of traffic conditions, advisories, general public transportation, parking information, incident information, and weather information; and the near real-time dissemination of this information over a wide area through existing infrastructures and low-cost user equipment (e.g., FM sub-carrier, cellular data broadcast).

Various levels of ATIS services already exist on Oahu - with HDOT, the City and County of Honolulu Department of Transportation Services (DTS) and the Oahu Transit Services (OTS) being the predominant providers. Enhancement focuses on expansion of core data sources and improved integration of these services to better serve Oahu’s transportation system users.

Regional Traffic Control Market Package — This market package provides for the sharing of traffic information and control among traffic management centers to support a regional control strategy. The nature of optimization and extent of information and control sharing is determined through working arrangements between jurisdictions. Several levels of coordination are supported - from sharing of information through sharing of control between traffic management centers.

HDOT and DTS are the predominant traffic management agencies on Oahu. Regional traffic control is focused on enhanced integration of these agencies’ existing and planned systems and services.

Incident Management System Market Package — This market package manages both predicted and unexpected incidents so that the impact to the transportation network and traveler safety is minimized. This market package also provides Traffic Management equipment that supports traffic operations personnel in developing an appropriate response in coordination with emergency management and other incident response personnel to confirmed incidents. The response may include traffic control strategy modifications and presentation of information to affected travelers using the Traffic Information Dissemination market package. The same equipment assists the operator by monitoring incident status as

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Project Approach

the response unfolds. The coordination with emergency management might be through a computer-aided dispatch (CAD) system or through other communication with emergency personnel in the field. The coordination can also extend to tow trucks and other service personnel in the field.

On Oahu, extensive core infrastructure is already in place; and the primary agencies are actively pursuing enhancements to their individual systems as well as integration of those systems. HDOT, DTS, and the City and County of Honolulu’s Police Department (HPD), Fire Department (HFD), and Honolulu Emergency Services Department (HESD) are the primary Incident Management organizations. HDOT’s upcoming freeway service patrol program provides an opportunity for enhanced interagency coordination.

Emergency Response Market Package — The Emergency Response market package provides the CAD systems, emergency vehicle equipment, and wireless communications that enable safe and rapid deployment of appropriate resources to an emergency. Coordination between Emergency Management Subsystems supports emergency notification and coordinated response between agencies. The Emergency Management Subsystem may include hardware and software for tracking the emergency vehicles. Public safety, traffic management, and many other allied agencies may each participate in the coordinated response managed by this package.

HPD, HFD, HESD, and the Oahu Civil Defense Agency (OCDA) are the predominant providers of emergency response services on Oahu - with OCDA becoming active during major emergency events. These agencies have extensive core infrastructure for regional communications, CAD, and automatic vehicle location (AVL) applications (HPD does not have AVL). Continued agency system enhancements, as well as interagency integration, are key initiatives for these Oahu-based emergency responders.

Emergency Routing Market Package — Emergency Routing supports dynamic routing of emergency vehicles and coordination with Traffic Management Subsystems for special priority on the selected route(s). The Emergency Vehicle may be equipped with dedicated short-range communications for local signal pre-emption.

Emergency vehicle pre-emption is the predominant form of this market package, as it currently exists on Oahu. Continued expansion of the system is a key goal of the emergency response agencies. Increased integration with HDOT and DTS is a supporting initiative.

2.2 DEVELOP AGENCY CONCENSUS

Before inter-agency systems can be integrated, regional needs and potential operational agreements between agencies must be defined through agency outreach and, where needed, MOUs.

2.2.1 Participating Agencies

Agency outreach consisted of one-on-one interviews, group meetings, and periodic reviews of draft documents. OMPO spearheaded the effort to develop a regional ITS architecture for Oahu and, as such, helped ensure that the following agencies were contacted so their input

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Project Approach

could be reflected in the Oahu ITS Integration Strategy Plan. The Oahu Regional ITS Architecture Project included outreach to several agencies that do not directly manage the transportation system or respond to emergencies but are significant users of the system or provide special support during certain events (e.g., United Parcel Service (UPS), Navy Region Hawaii, etc.) and private users of the transportation system (e.g., private commercial vehicle community through the Hawaii Transportation Association (HTA). Table 2.2 provides a list of partner agencies who directly participated in the interview process and group meetings and account for the majority of ITS systems on Oahu.

Table 2.2: Oahu Partner Agencies

City & County of Honolulu State of Hawaii

Department of Information Technology (DIT)

Department of Design & Construction (DDC)

Department of Transportation (HDOT) 1

Department of Transportation Services (DTS)

Honolulu Emergency Medical Services Department (HESD)

Honolulu Police Department (HPD)

Honolulu Fire Department (HFD)

Oahu Civil Defense Agency

Oahu Metropolitan Planning Organization

2.2.2 Memorandum of Understanding

Memorandum of Understanding documents between agencies were considered to foster the coordinated and cooperative planning, development, implementation, and operation of ITS systems and services in the Oahu metropolitan area. The MOU development effort can occur at various levels. For the Oahu ITS Architecture Project, a detailed MOU was developed for signal operations. A copy of the signal operation MOU is provided in Appendix B. In some regions, a high level “agree to agree” MOU may be needed amongst regional agencies, but this was not deemed necessary for the Oahu region. Endorsement of the Oahu Regional ITS Architecture, Operational Concept, and Integration Strategy, through the OMPO Policy Committee, represents a high level agreement between Oahu’s transportation and emergency agencies to cooperatively support regional ITS deployment and integration and, subsequently, the operations and maintenance of these systems once they are in place.

1 Included planning, traffic, freeway operations, port and commercial vehicle representatives.

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Project Approach

2.3 INTEGRATION WITH EXISTING PLANS

Successful system integration on a regional level depends on how useful the Oahu ITS Integration Strategy Plan is perceived and whether or not it is widely accepted by local authorities. To maximize its usefulness and acceptance, the Oahu ITS Integration Strategy Plan was developed in accordance with existing regional plans, including the Transportation for Oahu Plan for 2025 (TOP 2025) and the traditional transportation planning process. Projects that are funded, and included in the Oahu Transportation Improvement Plan (TIP) and subsequently the Statewide Transportation Improvement Plan (STIP), formed the basis from which potential projects were identified and phased for integration. Some of these projects include the freeway management system (FMS), the freeway service patrol, and expansion of the City and County of Honolulu’s Traffic Operations Center.

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Project Approach


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Integration Considerations

3. INTEGRATION CONSIDERATIONS

There are several issues that may indirectly affect the success of ITS project integration -including funding, staffing, standards adoption, and technical resource standardization. These issues, if not considered and addressed, will decrease the effectiveness of the individual agency as well as regional ITS planning and capital investments.

3.1 FUNDING

Funding is the backbone for ITS implementation and integration. It is necessary for systems implementers to deploy ITS elements in the most effective manner. Adequate funding will ensure that proposed projects are deployed in a timely fashion. This, in turn, ensures that this Plan and the Oahu Regional ITS Operational Concept and Physical Architecture remain useful to regional agencies in the future. ITS funding will be needed for the following activities:

• •

• •

Planning and design of new ITS elements

Purchasing ITS infrastructure (field elements, communications, and computer hardware)

Operations and maintenance

Training and materials

The funding needs and sources below are discussed in greater detail within Section 6.

3.2 STAFFING

Staff education, availability, and retention are critical aspects of successful ITS operations and integration. Each agency that operates or is considering deployment of an ITS element on Oahu must identify a representative from its agency that will be responsible for operation and maintenance of that system. If, for some reason, this representative leaves the agency, it is wise to have additional staff trained so current operations are not affected. It is expected that individual agency staff will work closely with OMPO to coordinate ITS-related activities.

3.2.1 Education and Training

The Oahu ITS Integration Strategy Plan is most effective if it is understood by regional ITS system implementers. Therefore, it is critical that staff responsible for implementing, operating, and maintaining ITS

ITS Training Websites: http://www.citeconsortium.org/

http://www.its.dot.gov/aconform/Training.htm http://www.pcb.its.dot.gov/

elements be appropriately trained. For instance, systems engineers should have knowledge of the system engineering process, ITS standards and their applicability, ITS procurement process, communications requirements and needs for ITS deployments. Agencies may find it beneficial to develop staff skill matrices to quickly identify the skills or knowledge needed when staff leave.

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http://www.citeconsortium.org/

http://www.its.dot.gov/aconform/Training.htm



3.2.2 Staffing Levels

Agency staff are needed to plan, deploy, operate and maintain ITS deployments on Oahu. It is critical that staff are available during development and integration of ITS systems, to ensure regional needs are fully addressed and costs associated with modifications are minimized. It is also critical that an appropriate number of staff are available to ensure systems are operated effectively, maintained and replaced accordingly. If staff are not available to perform these functions, maintenance issues may be ignored and systems may be operated in an inefficient manner. This may result in costly and otherwise unneeded replacements, and inefficient use of expensive resources. Agencies could consider hiring of outside contractors to fill empty positions.

3.3 STANDARDS ADOPTION

Standards define how system components interconnect and interact with other systems within the region, and are an important consideration when deploying ITS components. Standards specifically state the requirements of each ITS component when integrated with another. Secondly, standards must be identified prior to implementing projects funded by the National Highway Trust Fund. The FHWA rule and FTA policy on Regional ITS Architectures states that, “… federally funded ITS projects use, where appropriate, USDOT adopted ITS standards”. To date, the USDOT has not adopted any ITS standards. However, agreements have been made with seven Standards Development Organizations (SDOs) to develop and test over 100 standards. The SDO developed standards applicable to Oahu are identified in the region’s Turbo Architecture database, which OMPO possesses. It is critical that the partner agencies on Oahu monitor the standards development process so that the USDOT approved standards can be included as the Oahu Regional ITS Architecture is updated.

Standards Development Organizations:

• American National Standards Institute (ANSI)

• National Transportation Communications for ITS Protocol (NTCIP)

• American Society for Testing and Materials (ASTM)

• Society of Automotive Engineers (SAE)

• Electronics Industry Alliance (EIA)

• Institute of Transportation Engineers (ITE)

• Institute of Electrical and Electronics Engineers (IEEE)

More information at: www.its-standards.net/

3.4 TECHNICAL RESOURCE STANDARDIZATION

Agencies on Oahu should standardize their technical resources as much as possible in an effort to reduce costs and increase ITS efficiency. Agencies operating different software platforms may wish to adopt a common or open platform to reduce the cost and time needed to train staff. Open or common software platforms will also ensure that files can be easily exchanged between agencies, thus reducing the need to reproduce similar data in different formats. The exchange of geographic information system (GIS) data between agencies, for

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example, will be more easily accomplished through a common software platform. Field equipment is another resource where standardization is likely to produce significant benefits. Similar to software platforms, standardization of field equipment will reduce the burden of having to train staff on varying pieces of equipment. In addition, standardization of field equipment will reduce maintenance costs, by reducing the number of parts that need to be ordered and kept in stock.

Agencies should inventory their technical resources to determine the extent of their resources and any gaps that need to be filled. Individual agency inventories can be merged on a regional level to determine how individual agency gaps can be satisfied through outside agency resources. The merged list of resources will be of benefit during regional emergencies to identify the available resources that can be called upon to mitigate the effects of the emergency.

3.5 MAINSTREAMING ITS INTO TRADITIONAL PLANNING PROCESS

The role and function of ITS on Oahu has expanded to address more and more complex transportation needs. Such needs include funding and environmental constraints. Federal law proscribes that the place where multi-modal transportation solutions, including ITS, should be identified is the regional transportation planning process. In many cases, the metropolitan planning organization is the logical place where this should occur, since this agency is typically charged with the development and maintenance of the regional transportation plan and improvement program. Numerous transportation planning activities on a statewide, regional, or local level feed information to the development of the regional transportation plan and improvement program. These planning activities include ITS strategic plans and regional ITS architectures, corridor and sub-area studies, major investment studies, congestion management plans, and others.

3.5.1 Regional Transportation Plan

The Oahu regional transportation plan (RTP) is currently called the TOP 2025. This document is updated every 5 years, at a minimum, and is the product of the process for long-range transportation planning as mandated by federal statute. Like many regions across the United States, the TOP 2025 includes an “ITS element”. Over the next 25 years, Oahu has allocated $110 million for ITS-related projects. Future updates to the RTP should reference the Oahu Regional ITS Architecture as the framework for existing and planned ITS investments. When considering the elevation of ITS as an important part of its integrated regional plan, the policy objectives guiding the RTP should provide clear reference to the role ITS will play in meeting regional needs.

3.5.2 Transportation Improvement Program and Project Selection

All projects that come out of the long-range RTP and are to be included in the TIP need to include, at a minimum, all projects that receive funding from the Federal Highway Trust Fund. Some areas include non-federally funded projects, as federal funds may be applied to the project at a later date. A process to develop a regional ITS architecture or strategic plan may provide the phasing sequence for projects which can form part of the TIP project prioritization process required to complete a TIP.

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The TIP project selection process may be the most opportune time to consider funding ITS projects. At this stage in the process, state, regional, and local agencies come together to determine how federal transportation dollars coming to the region will be apportioned. If ITS projects have been identified through the development of a regional ITS architecture or strategic planning process, because of the requirement for broad agency involvement, there may already be broad multi-agency support which may improve the odds for ITS projects.

Ideally, projects funded through the TIP project selection process should come directly out of phasing elements of the RTP. However, this may not be possible due to funding constraints or other factors. Oahu is in the process of developing a process for the prioritization and selection of a list of projects for near-term implementation in the TIP.

In other areas, if an MPO wanted to introduce ITS projects into the competitive process, it would consider a number of strategies:

1) Provide a certain percentage of funds to be allocated outright to ITS projects. This will guarantee some funding for ITS projects; though the danger is that, with an up-front set aside, funding for larger ITS projects may not be possible.

2) If all candidate projects, including ITS projects, must go through a competitive screening process, consider using project selection criteria that consider the positive aspects of ITS projects. These criteria could include:

• Project cost-effectiveness

• Implementation readiness

• Types of funds available and their applicability (e.g., ITS earmarks)

• Others

In comparison to large complex capital projects, ITS projects can generally be lower in cost and easier to implement. MPOs may want to consider these and other positive project attributes when considering how to refine project selection-screening criteria to meet regional policy objectives.

3.5.3 Other Planning Activities

Activities that feed projects into the RTP and TIP include corridor or sub-area plans, major investment studies, congestion management plans, and others. These efforts should consider the possible role, function, and general effectiveness of ITS as a general outcome of these studies. During the scoping phase of these activities, assessment of the ITS strategies should be addressed and incorporated into the project scope of work.

Many of these plans or activities also may provide input into NEPA-required environmental impact statements, which require evaluation of low-cost demand and systems management strategies as alternatives to major capital investments. Many ITS strategies fall under the umbrella of demand and system management. These strategies may include advanced traveler information systems, ramp metering, optimized signal control systems, and others.

14


Supporting Policies

4. SUPPORTING POLICIES

Integrating ITS across jurisdictional boundaries requires agencies to share a common set of goals and perspectives on the purpose of implementing integrated ITS. The following policies have been developed in support of deploying integrated, multi-modal ITS per the Oahu ITS Integration Strategy Plan. Depending on the policy, one or several partner agencies may be the agency(ies) responsible for implementing the actions or projects specified by the policy (i.e., HDOT may/ may not have the same responsibilities as the DTS, and vice versa). The following policies can be looked on as descriptions of the goals and perspectives shared by the regional ITS partner agencies. The nine policies are:

• A.1 Policy on Archived Data

• A.2 Policy on Regionally Coordinated Transportation Operations During Incidents and Emergencies

• A.3 Policy on Efficient Operations

• A.4 Policy on Sharing Video

• A.5 Policy on ITS Architecture Maintenance

• A.6 Policy on Implementing a Regional Advanced Traveler Information System

• A.7 Policy on Hi-Technology Procurement

• A.8 Policy on ITS Asset Preservation

• A.9 Policy on Sharing ITS Infrastructure

To illustrate how the above policies support implementation of ITS on Oahu, each have been thoroughly described in Sections 4.1 through 4.9. These policies directly support priority regional market packages identified during the regional architecture development. Table 4 provides a summary of this policy to market package traceability.

Table 4: Regional ITS Policy & Market Package Traceability MARKET PACKAGES

SUPPORTING POLICIES ITS Virtual

Data

Warehouse

(AD3)

Broadca

st Trav

eler

Informati

on (ATIS1)

Emergen

cy Res

ponse

(EM1)Emerg

ency

Routing

(EM2)Reg

ional Traf

fic Contro

l

(ATMS07

)

Inciden

t Man

agem

ent

(ATMS08

)

A.1 Policy on Archived Data

A.2Policy on Regionally Coordinated Transportation Operations During Incidents and Emergencies

A.3 Policy on Efficent Operations

A.4 Policy on Sharing Video

A.5 Policy on ITS Architecture Maintenance

A.6 Policy on Implementing a Regional Advanced Traveler Information System

A.7 Policy on Hi-Technology Procurement

A.8 Policy on ITS Asset Preservation

A.9 Policy on Sharing ITS Infrastructure

15


Supporting Policies

4.1 POLICY ON ARCHIVED DATA

Policy A.1: ITS data from multiple agencies will be used in a regional data archive that will be deployed in a cost-effective manner.

The Policy on Archived Data facilitates a cost-effective approach to a future regional data archive. Today, few agencies on Oahu have data archives; and those that do, have developed them to support their internal operating needs. This policy supports the development of individual agency data archives in a coordinated manner to ensure that the individual archives can be merged at some future date into a useful regional data archive.

Key activities that are suggested in support of this policy include:

1. Partner agencies need to establish a working group to identify common data standards and protocols that, while deployed individually at each agency, will allow ready merger of the data into a regional archive. In addition, common data standards and protocols will allow for easy data sharing across agencies - which may mean that a physical regional data archive is not required.

2. For the long-term, partner agencies need to jointly develop a set of requirements each agency should follow when using the regional data archive (whether it is a physical or virtual archive). This shall include rules that dictate how agencies access, submit, and disseminate data.

3. Besides reaching an agreement on the requirements for data archive establishment and use, partner agencies also need to identify an approach to the cost and management responsibilities (i.e., which agency is going to be responsible for implementing, operating, and maintaining the regional data archive). There will be a need to maintain a regional data archive, whether it is a physical or virtual archive.

4. Partner agencies need to be able to identify which of their data will be made available on a regional basis. Some agencies archive sensitive information. They will be allowed to determine if this data will be made available to others, and how it might be formatted to avoid release of sensitive data.

Benefits include:

•

•

Reduced costs to deploy a regional data archive. The approach supported by this policy of individual agencies developing their own archives, and later merging the data into a regional archive, is a low-cost approach as compared to developing a regional data archive as a stand-alone project.

Reduced data collection costs for planning and analysis. In the near future, ITS equipment and other automated sources will be the source of much of the data in an archive. Separate data collection efforts, as are conducted today, to collect data simply for planning or analysis purposes will no longer be needed.

16


Supporting Policies

4.2 POLICY ON REGIONALLY COORDINATED TRANSPORTATION OPERATIONS DURING INCIDENTS AND EMERGENCIES

Policy A.2: ITS will be used to support a coordinated, multi-agency approach to the management of transportation assets, to improve incident and emergency operations.

This policy furthers the regional, multi-agency, coordinated approach to managing the regional surface transportation network during incidents and emergencies, with the support of ITS. Specifically, this policy addresses the development of alternate route plans to mitigate incidents that occur on freeways or critical arterials. In addition, the plans need to include guidelines on dynamic message sign (DMS) messaging, public information, and signal timing plans to support the alternative routes.

For major emergencies, this policy asks the regional partners to investigate means to use ITS to support evacuations and major closures, and to coordinate with the emergency response agencies (e.g., HPD, HFD, HESD, and OCDA) that are the principals in management of major emergencies.


1. Partner agencies need to develop formal alternative routing plans to manage major incidents. The alternative routing plans need to include identification of ITS assets and operational approaches (both existing and needed) to implement the alternative routes.

2. Partner agencies need to identify regional ITS assets that may be used during an emergency. Assets include, but are not limited to: personnel, equipment (field devices, computer hardware and software, vehicles, and other resources), communications, and operations manuals and plans. Expanding this effort, partner agencies should identify the regional ITS assets that may be used during events affecting homeland security at harbors and ports on Oahu.

3. Partner agencies need to establish a standing committee of appropriate regional ITS and emergency response agencies to address these issues.

Benefits include:

•

•

•

Quicker emergency agency response to incidents. Emergency responders will be able to respond to incidents more quickly, as traffic delays to emergency vehicles will be mitigated.

Reduced delays. The public will benefit from reduced delays due to incidents, as alternative routes will be able to alleviate a portion of the demand.

Quicker movement of traffic. The public will benefit as traffic will move more quickly during emergencies and evacuations, as ITS will provide better public information.

17


Supporting Policies

4.3 POLICY ON EFFICIENT OPERATIONS

Policy A.3: The operation of the regional, multi-modal transportation network will be optimized using ITS.

The Policy on Efficient Operations emphasizes Oahu’s commitment to getting the most out of their investment in ITS. It supports agencies in their efforts to maximize the transportation network’s output using ITS. It additionally suggests that the regional surface transportation network be viewed as a single asset, and operational approaches be implemented that maximize the complete network’s efficiency. In other words, one agency’s system should not be operated at the expense of another’s. The focus of this policy is on normal, day-to-day operations.


1. Partner agencies need to establish regional performance measures for operations.

2. Partner agencies need to examine and upgrade standard operating procedures to improve performance. This would include periodic, systematic reviews of operations and operational approaches.

Benefits include:

•

•

Reduced traffic delay. The public would be assured that ITS systems are operating in the most effective means to minimize traffic delays on arterials and freeways.

Improved transit schedule keeping. The public would benefit from improved transit schedule keeping, as travel times would become more reliable with improved operations.

4.4 POLICY ON VIDEO SHARING

Policy A.4: Video images gathered from closed circuit television (CCTV) cameras deployed in ITS systems will be shared among all agencies that would benefit, within parameters established by the ITS partner agencies.

The Policy on Video Sharing promotes sharing video images among agencies for their mutual benefit. Currently, HDOT and the City and County of Honolulu each operate CCTV systems on their own facilities. The video images that can be captured by the cameras may be useful to each other’s operations. For example, city streets may be experiencing congestion. The video from the adjacent freeway could be panned over to allow viewing of the situation on the surface streets. This means that staff need not be sent into the field as often to determine if there is a signal malfunction, unusual traffic, accident, or other anomalies - as they can assess the situation from their offices.

18


Supporting Policies

In addition, video images are very useful to emergency responders. Without video, an emergency responder must arrive at a scene to visually assess the situation. Often, the visual assessment results in the dispatch of additional equipment and resources. With video, the visual assessment can occur at the dispatch center as soon as an emergency call is received, thus speeding the appropriate response.


1. Partner agencies need to develop protocols for operating cameras and disseminating video imagery. These protocols should address the following issues:

•

•

•

•

Partner agencies need to collectively define the specific protocols that must be followed when assuming control over the CCTV network. This includes identifying the circumstances in which agencies can assume control (i.e., major incidents, natural disasters, normal operations).

Partner agencies need to agree upon the appropriate uses for, and ownership of, video images that are available to regional agencies. They also need to address providing video to the media; and whether there will be any charge for the images. (In other regions, agencies do not charge for video; while some agencies assess a one-time charge for the equipment needed to disseminate the video; and still others assess monthly charges.)

Benefits include:

Incident mitigation. Emergency personnel will be able to quickly identify and verify incidents and appropriately deploy the needed equipment, materials, and personnel to the scene. This will minimize the incident effect on the local transportation network, and thus reduces associated traffic delays.

Reduced traffic delays. Video sharing will reduce the time to discover and assess surface street operational anomalies. This greatly benefits regional agencies and motorists through quick response to and clearance of incidents.

4.5 POLICY ON ITS ARCHITECTURE MAINTENANCE

Policy A.5: The region will establish a method for maintaining the ITS Architecture to ensure that eligibility for Federal transportation funding is maintained.

USDOT Rule 940 on regional ITS architectures, Section 940.9(F), states that “agencies and other stakeholders participating in the development of the regional ITS architecture shall develop and implement procedures and responsibilities for maintaining it (the architecture) as needs evolve within the region”. The policy on ITS architecture maintenance for Oahu suggests an approach to comply with USDOT Rule 940. This will ensure that the region can continue to use Federal funds for ITS projects, and also will ensure that the Oahu Regional ITS Architecture does not become obsolete.

19


Supporting Policies

This policy does not dictate the ITS architecture maintenance procedure, but supports the region in the development of a maintenance approach. Maintenance of the architecture includes:

•

•

•

•

•

Assessing proposed ITS projects against the ITS architecture to determine if they are consistent, and to determine if changes should be made to the architecture to reflect architecture flows proposed in the projects.

Periodically updating the regional ITS architecture to ensure that the Oahu Regional ITS Architecture does not become obsolete. The number of years between updates depends on several factors - including the rate at which ITS is deployed, the number and types of changes made to the National ITS Architecture and standards, changed circumstances that result in new needs that may be met using ITS, and the rate of change of ITS technologies and systems available in the marketplace.

Most regions identify a group that would convene, when required, to perform/oversee the two activities noted above.


1. All partner agencies need to identify candidates for the ITS Architecture Maintenance Stakeholder group. The group will need to determine which agency will be the leader of the group, or if leadership will rotate among the key partner agencies. The leader will be responsible for convening the larger group when necessary.

2. Partner agencies need to identify funding sources that can be used to fund regional ITS architecture maintenance activities, if funding is required.

Benefits include:

Maintenance of Federal transportation funding eligibility. Maintaining the regional ITS architecture will ensure that the region will be eligible for Federal ITS funds.

Maintenance of agency consensus on ITS implementation plans. Inter-agency consensus on ITS plans ensures that agencies can move forward with ITS deployments with the knowledge that these projects will be included in the regional plans and allocated Federal funding. This also improves schedule adherence and leads to the timely deployment of ITS elements within the region.

Ensuring that integrated connections that are planned are implemented, in order to help reduce overall deployment costs. ITS initiatives that are planned for the mid-term often require certain ITS infrastructure to be fully implemented. Without timely deployment of this infrastructure, certain costs may be incurred (e.g., costs associated with delay in project deployment, costs to quickly acquire and deploy the needed infrastructure).

20


Supporting Policies

4.6 POLICY ON IMPLEMENTING A REGIONAL ADVANCED TRAVELER INFORMATION SYSTEM

Policy A.6: A single, multi-agency, multi-modal regional advanced traveler information system will be deployed.

This policy supports implementation of a regionally integrated, multi-modal ATIS. Several agencies on Oahu have developed their own public web sites that include static and real-time traveler information. Providing the public with a single access point for traveler information will enhance customer service, and (accordingly) usage of the system. The regional, multi-modal ATIS could be deployed in an evolutionary manner, beginning with the individual agency data sets, and merging a few together at a time.

By moving to a single web site for traveler information, customer service will be enhanced, and travelers will be able to more easily make travel plans based on more accurate, concise information.


1. Partner agencies need to establish a standing committee to define the parameters of a regional ATIS. The parameters include: the types of data that should be included, the business model for the ATIS (e.g., Will there be any private sector participation? Are there opportunities to link with tourism? Are there opportunities to expand the system in the future to include islands other than Oahu?). Essentially, the committee needs to establish a long-range vision for the system.

2. Partner agencies need to define an approach for implementation. The committee will need to determine an approach for regional ATIS deployment — will it be evolutionary or revolutionary? The approach will lead to the identification of a lead agency.

3. Partner agencies need to assess standards for potential adoption to ease regional data integration. Similar to the archived data system, the region will need to identify a data standard for agencies to follow. If data is in the same format, it will be easier to merge into a regional data set.

4. Partner agencies need to identify key corridors where data is of high priority, and subsequently, support projects that deploy data collection devices and telecommunications infrastructure.

Benefits include:

•

•

Improved traveler satisfaction. With more accurate and concise information, travelers will have greater flexibility and choices when planning a trip. This will reduce traffic delays, and provide travelers with the needed information for getting to their destination safely and in the least amount of time.

Improved public access to traveler information and data. The public will benefit from more readily available data when planning a trip. This will contribute to a reduction in

21


Supporting Policies

delays, as travelers adjust their plans to avoid areas of re-occurring congestion, construction, or other incidents affecting travel.

4.7 POLICY ON HI-TECHNOLOGY PROCUREMENT

Policy A.7: Procurement rules, policies, and laws will be implemented that facilitate cost-effective deployment of high technology ITS software, hardware, and systems.

Agencies have experienced a great deal of difficulty when procuring high technology devices, including ITS. ITS, in particular, is very difficult to procure, largely because most traditional road and transit agencies’ procurement rules are not designed to accommodate the special needs of technology — especially software development and new system implementation. Federal guidance on ITS procurement asks that agencies use rules, policies, and laws that are flexible and allow changes to be made quickly in response to rapid change in the technology industry.

Key activities that are suggested in support of this policy are discussed below. Individual agencies will be responsible for completing these activities.

1. Partner agencies must ensure that the adopted procurement rules, laws, and policies appropriately match selection processes to the type of item or service being procured. For example, stable, fixed items may be procured based on price; while new, unstable technologies and software development may be procured based on qualifications. Best value procurements that combine cost and features should also be allowed.

2. Partner agencies must ensure that the procurement rules, laws, and policies appropriately match the payment to the type of item or service being procured. Fixed price payment is appropriate for stable technologies or services that can be replicated easily. Time and materials payment is appropriate for new, unstable technologies and services (such as software development) that cannot be replicated.

3. Partner agencies must ensure that Task Order contracts can be used. Task Order contracts allow larger projects to be developed and deployed on an incremental basis. For complex systems and software, as is involved in ITS, a step-by-step approach is critical to success as decisions must be made and built on as the project progresses.

4. Partner agencies need to draft the new policies, rules, or laws, if needed, and gather support for them from appropriate leadership.

Benefits include:

•

•

Cost effectiveness. Using the appropriate procurement approach will ensure that the procurement is cost-effective. Bidders will not need to add additional monies to their bids to mitigate procurement risks; the agency will experience additional competition, which tends to lower costs; and costs related to disputes may be reduced.

Use of best available technology. Flexible procurement will ensure that the agencies will be provided with the latest technology along with the best functionality.

22


Supporting Policies

4.8 POLICY ON ITS ASSET PRESERVATION

Policy A.8: To ensure the investment in ITS produces the expected benefits, a commitment to the ongoing maintenance and management of ITS will be supported.

The policy on ITS Asset Preservation supports stewardship of valuable ITS assets through ongoing maintenance and management. Across the U.S., agencies have deployed ITS using federal grant monies. This supports agencies to maintain and operate the systems, and the traditional transportation agencies have not planned for these costs. ITS maintenance is much more costly (based on percentage of capital cost) than traditional road and bridge maintenance, and the old formulas for maintenance do not apply. ITS agencies must be able to clearly make the case for ongoing maintenance funding by clearly noting the connection between those funds and the benefits the system produces.

Key activities that are suggested in support of this policy are discussed below. It will be the responsibility of individual agencies to complete these activities.

1. Partner agencies need to develop regional performance measures that each agency can use to report on ITS benefits.

2. Partner agencies need to develop operations and maintenance plans targeted at achieving the performance goals.

3. Partner agencies need to establish funding sources in support of the operations and maintenance plans.

Benefits include:

•

•

•

Ongoing reductions in traveler delays. Regularly scheduled maintenance of ITS devices will ensure that the various elements of an ITS are functioning properly, and that the benefits (e.g., reduced traveler delays) of these relatively expensive systems are maximized.

Reduced incident response times. Properly maintained equipment reduces the likelihood that, at any given moment, a system malfunction will occur. This, in return, will ensure that incident response occurs quickly, and that the impact to the transportation network is minimized. CCTV cameras, for example, if not inspected and cleaned regularly, may result in reduced image quality or loss of pan/tilt/zoom capabilities.

Customer satisfaction. Proper maintenance of ITS field devices will ensure that equipment is functioning properly and its usefulness is sustained. This is especially important for those elements of an ITS that provide motorists with data or information (e.g., DMS, CCTV). Equipment not properly maintained, which becomes dysfunctional, will likely be viewed in the public’s eye as unreliable and subsequently ignored.

23


Supporting Policies

4.9 POLICY ON SHARING ITS INFRASTRUCTURE

Policy A.9: ITS assets will be viewed as regional assets, accessible to all regional ITS partners (based on certain criteria agreed upon by the partner agencies), only if joint use does not negatively impact public safety or the core mission of the agency that owns and manages the ITS asset.

Agencies rarely have the financial capability to deploy all the ITS infrastructure they desire. However, other agencies may have deployed specific ITS elements and infrastructure that may benefit the operations of other regional agencies. The Policy on Sharing ITS Infrastructure will allow agencies to use each others ITS infrastructure in an effort to enhance regional operations and fully maximize ITS benefits.


1. Partner agencies need to identify a set of criteria and guidelines for when ITS infrastructure may be open for joint use. The criteria/guidelines should address use of ITS infrastructure for non-ITS use, specifically ITS telecommunications infrastructure.

2. Partner agencies may wish to note the aspects that should be considered in joint use-including assessing liability (political or legal) if the asset is inoperable for a period - and the potential impact on maintenance costs.

3. Partner agencies that share infrastructure with other agencies may require that those other agencies provide the data or information they obtain through use of the shared infrastructure. For instance, if an agency allows another agency to use its CCTV camera network, the agency that owns the CCTV system may ask that the other agency provide them with relevant incident information and video images. Through this agreement, an agency does not lose the benefits of its investments when sharing it with other agencies.

Benefits include:

• Reduced costs. Reduced deployment and maintenance costs would be incurred if ITS assets were shared.

24


Regional ITS Initiatives

5. REGIONAL ITS INITIATIVES

This section details the Regional ITS Initiatives to be implemented on Oahu over the next seven years. In development of the Oahu Regional ITS Operational Concept and Physical Architecture, the region prioritized the specific inter-agency transportation services needed to improve transportation safety and efficiency on Oahu. These transportation services were then mapped to National ITS Architecture market packages as detailed earlier in this document. A market package is a group of equipment that is used to deliver a specific transportation service (e.g., incident management). In order to deploy these regional market packages, the system needs for each were evaluated against existing infrastructure to identify gaps. Deploying systems and related equipment to fill these infrastructure gaps provides the basis for the regional ITS initiatives.

As presented, a regional ITS initiative represents a key infrastructure objective (e.g., integrate CAD systems with the traffic control systems). To achieve a particular initiative, several projects may be necessary; the descriptions provided are an initial concept of how those projects could be organized. It should be expected that as initiatives move forward, the primary agencies identified will evaluate how best to achieve the objectives of the initiative and will customize the projects to best meet the deployment need.

In the following section, initiatives are described and then presented individually in stand-alone, quick-reference tables. This section also provides a description of the process used to identify and sequence ITS initiatives.

Regional ITS initiatives for Oahu were prepared by the project team, led by OMPO, and were reviewed by the ITS Task Force prior to inclusion in this document. In total, fourteen ITS integration initiatives are identified for implementation on Oahu. These initiatives are presented in Table 5. This table also provides the general timeframe for initiative implementation and traceability between the initiatives and the regional ITS market packages identified during the regional architecture development process.

5.1 CONSIDERATIONS FOR INITIATIVE PRIORITIZATION

As the regional ITS initiatives were developed and sequenced, several criteria were considered in order to place each initiative into a specific deployment timeframe (e.g., short-term). Ultimately, the deployment of each initiative will be impacted by these factors as well as others, but will most directly be impacted by an agency taking a lead in deploying the project. Considerations for prioritizing initiatives included:

• Demonstrated Near-term Need;

• Project Inter-Relationships and Dependencies;

• Ease of Implementation;

• Fundability;

• Marketing of “Early Success”; and

• Leveraging On-Going Projects.

25

Oahu I

TS

Inte

gra

tion S

trate

gy

Reg

iona

l ITS

Initi

ativ

es

T

ab

le 5

: R

eg

ion

al

ITS

Init

iati

ves

& M

ark

et

Pa

ck

ag

e T

rac

ea

bilit

y

Proj

ect I

D*

Reg

iona

l ITS

Initi

ativ

es

ITS Virtual

Data W

arehouse

(AD3)

Broadca

st Trav

eler In

formati

on

(ATIS1)

Emergen

cy Res

ponse (E

M1)

Emergen

cy Routin

g (EM2)

Regional

Traffic

Control

(ATMS07

) Inciden

t Man

agem

ent (A

TMS08)

ST1

Emer

genc

y Ag

ency

CAD

Inte

grat

ion

ST2

Traf

fic V

olum

e Ar

chiv

e an

d D

ata

Shar

ing

ST3

Vide

o In

tegr

atio

n w

ith E

mer

genc

y R

espo

nse

Agen

cies

ST4

Indi

vidu

al A

genc

y IS

P In

tegr

atio

n

SMT1

Tran

sit V

ehic

le S

igna

l Prio

rity

Impl

emen

tatio

n

SMT2

Emer

genc

y Ve

hicl

e Si

gnal

Pre

-em

ptio

n Ex

pans

ion

SMT3

Free

way

Man

agem

ent S

yste

m S

oftw

are

Inte

grat

ion

for P

artn

er

Agen

cies

SMT4

ITS

Arch

itect

ure

Expa

nsio

n

SMT5

Reg

iona

l Tel

ecom

mun

icat

ions

Ass

essm

ent

MT1

Emer

genc

y Ag

ency

CAD

Inte

grat

ion

MT2

Con

gest

ion

Dat

a In

tegr

atio

n w

ith E

mer

genc

y Ag

enci

es

MT3

Dat

a Fu

sion

for D

isse

min

atio

n

MT4

Reg

iona

l Arc

hive

Dat

a Im

plem

enta

tion

MT5

Traf

fic S

igna

l Sys

tem

Inte

grat

ion

* ST

= Sh

ort-t

erm

; SM

T =

Shor

t- to

Mid

-term

; and

MT=

Mid

-term

26



5.2 INITIATIVE SEQUENCING

The Oahu Regional ITS Architecture Project sets definable and achievable milestones for regional ITS integration by providing a starting point for advancing regional integration in the near- and mid-term. It is anticipated that periodic revisiting of the architecture and regional priorities will result in some adjustments to initiatives.

As shown above in Table 5, regional ITS initiatives will be implemented on Oahu in three general time periods — short-term, short- to mid-term and mid-term. These three phases are explained in greater detail below.

Short-Term (ST) — Initiatives identified as short-term can generally be implemented quickly and require little additional ITS infrastructure to be implemented. In some cases, these initiatives may support mid-term initiatives by providing the needed ITS infrastructure. In all cases, these should be considered high-priority projects that the regional agencies are prepared to support in the near-term.

Short- and Mid-Term (SMT) — Short- and mid-term initiatives represent projects that will likely be implemented in phases (e.g., transit signal priority). These initiatives will be implemented on an ongoing basis (e.g., architecture expansion) or are dependant on a supporting project (e.g., the freeway management system).

Mid-Term (MT) — In general, mid-term initiatives are either dependant on implementation of supporting infrastructure or have an institutional or technical challenge that is better addressed on a mid-term basis. In some cases (e.g., regional archive data), the initiative benefits the deployment of a short-term initiative (e.g., traffic volume archive and data sharing).

5.3 ARCHITECTURE IMPLEMENTATION

The initiatives defined in this Oahu ITS Integration Strategy represent priorities for existing and planned systems on Oahu. As depicted under Oahu’s regional architecture, a series of diagrams have been developed for each of the primary market packages. The initiatives advance the integration defined in the market package diagrams, focusing that integration into the short-term and mid-term timeframes. Figure 5.3 provides a detailed view of short-term and mid-term integration, depicting the specific contribution of each ITS Initiative to the regional integration strategy. Following this figure, a detailed overview of each ITS initiative is provided.

Each individual initiative table provides a description of the initiative, agencies whose ITS elements will be integrated as part of the initiative, desired outcomes, functional elements, physical elements, linkages with other initiatives, and a rough-order-of-magnitude (ROM) cost estimate to implement the associated initiative. The partner agencies identified have the primary responsibility to identify and program the specific projects included in the initiative. As currently defined, the projects under each initiative are placeholders to identify possible activities that need to be undertaken to progress the initiative - including but not limited to design development, agreement development, standards identification, and construction. Desired outcomes represent high-level objectives for each initiative. Functional elements

27



describe the type of information or functions that are anticipated to be involved in the initiative: and the physical elements are more specific to the systems involved. In both cases, these elements may and, likely, will be refined as the initiative is progressed by the key partner agencies.

28

Oahu I

TS

Inte

gra

tion S

trate

gy

Reg

iona

l ITS

Initi

ativ

es

Free

way

Man

agem

ent

Syst

em C

lient

Softw

are

(SM

T3)

City

and

Cou

nty

ofH

onol

ulu

Traf

ficSi

gnal

s

City

and

Cou

nty

ofH

onol

ulu

Vide

o

Emer

genc

y Ag

ency

CAD

Dat

a In

tegr

atio

n (M

T1)

Stat

e Tu

nnel

sM

anag

emen

t Sys

tem

HD

OT

Syst

em V

ideo

City

and

Cou

nty

ofH

onol

ulu

CC

TV C

lient

Softw

are

Stat

e Fr

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ayM

anag

emen

t Sys

tem

Haw

aii D

epar

tmen

t of T

rans

port

atio

n

City

and

Cou

nty

ofH

onol

ulu

Arch

ive

Con

tribu

tors

/ Use

rs

HD

OT

Arch

ive

Con

tribu

tors

/ Use

rs

City

and

Cou

nty

of H

onol

ulu

City

and

Cou

nty

ofH

onol

ulu

Dat

aAr

chiv

e

Haw

aii D

epar

tmen

t of

Tran

spor

tatio

n D

ata

Arch

ive

City

and

Cou

nty

ofH

onol

ulu,

Oah

uTr

ansi

t Ser

vice

s C

AD

Reg

iona

l Arc

hive

Dat

a (M

T4)

Adva

nced

Tra

vele

rIn

form

atio

n Sy

stem

Dat

a Fu

sion

(MT3

)

City

and

Cou

nty

ofH

onol

ulu

DIT

ISP

Indi

vidu

al A

genc

yIS

P (S

T4)

Free

way

Man

agem

ent

Syst

em C

lient

Softw

are

(SM

T3)

Hon

olul

u Fi

reD

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30



Table 5.3A: Synopsis of the Emergency Agency CAD Integration for Traffic Management Agencies Initiative (ST1)

Initiative ST1

Emergency Agency CAD Integration for Traffic Management Agencies

DESCRIPTION This initiative supports the integration of select HPD CAD data with HDOT and DTS/DIT. HPD CAD data is a key regional resource for real-time incident information, as the majority of transportation incidents are initially reported through the region’s 911 system to HPD’s dispatchers and subsequently entered into their CAD system. As proposed, the CAD data shared amongst regional agencies would consist of filtered real-time incident information extracted from HPD’s CAD system. For liability purposes, private and/or sensitive information would be filtered out before it is exchanged with outside agencies.

AGENCIES INVOLVED

• HDOT

• HPD

• DTS/DIT

DESIRED OUTCOMES

• Improved emergency response

• Improved inter-agency coordination

• Improved incident management activities

• Reduced incident-related delays

• Quicker dissemination of information to the traveling public

FUNCTIONAL ELEMENTS

• Incident information

PHYSICAL ELEMENTS

• HPD CAD system

• DTS signal operations system (Traffic Operations Center)

• HDOT freeway management system (Freeway Management Center)

• Communications

LINKAGES WITH OTHER INITIATIVES

• To be integrated in conjunction with initiative ST3 (Video Integration with Emergency Response Agencies).

• Supports initiative MT2 (Congestion Data Integration with Emergency Agencies).

PROJECTS • Requirements definition & MOU development

• System implementation

COSTS (ROM) • $150K - $300K

31



Table 5.3B: Synopsis of the Traffic Volume Archive and Data Sharing Initiative

(ST2)

Initiative ST2

Traffic Volume Archive and Data Sharing

DESCRIPTION This initiative establishes a traffic volume data archive between HDOT and DTS. The archive will be accessible to regional agencies, storing historical data only. Development of the system provides a prototype model for more advanced regional archive data sharing.

AGENCIES INVOLVED

Primary:

• HDOT

• DTS Secondary:

• Other regional agencies

DESIRED OUTCOMES

• Enhanced agency operations

• Improved inter-agency coordination

FUNCTIONAL ELEMENTS

• Regional traffic and transportation data

PHYSICAL ELEMENTS

• Centralized or distributed database

• Communications

• Interfaces with regional agencies


• Supports initiative MT4 (Regional Archive Data Implementation). This initiative establishes the starting point from which the regional data archive will be developed.



COSTS (ROM) • $250K - $500K

32



Table 5.3C: Synopsis of the Video Integration with Emergency Response Agencies Initiative (ST3)

Initiative ST3

Video Integration with Emergency Response Agencies

DESCRIPTION This initiative provides video images, streaming video, and/or control of HDOT CCTV cameras to emergency response agencies to enhance emergency response operations. This capability will be similar to that currently provided by DTS to these agencies.

AGENCIES INVOLVED

• HDOT

• HPD

• HFD

• HESD

• OCDA

DESIRED OUTCOMES

• Enhanced incident detection and verification

• Improved incident and emergency response

• Reduction in incident related traffic delay

FUNCTIONAL ELEMENTS

• Video imagery of transportation network

PHYSICAL ELEMENTS

• CCTV network

• Communications

• Client agency software/hardware


• Could be integrated in conjunction with initiative ST1 (Emergency Agency CAD Integration).

• Communication connections could provide initial step for initiative SMT3 (Freeway Management System Software Integration for Partner Agencies).

PROJECTS • MOU development


COSTS (ROM) • $250K - $500K

ARCHITECTURE

HPD EmergencyManagement

Emergency ResponseManagement

HESD EmergencyManagement


HFD EmergencyManagement


HDOT TrafficManagementcurrent

networkconditions**

currentnetwork

conditions**

currentnetwork

conditions**

remotesurveillance

control*

remotesurveillance

control*

remotesurveillance

control*

* Initial phase of Initiative does not include field device control.** Includes video images and streaming video

33



Table 5.3D: Synopsis of the Individual Agency ISP Integration Initiative (ST4)

Initiative ST4

Individual Agency ISP Integration

DESCRIPTION This initiative enhances existing and planned agency information service provider (ISP) functions, including integration and/or linkage of these independent traveler information sources.

AGENCIES INVOLVED

• HDOT

• DTS

• OTS

• Other agencies with traveler information service links

DESIRED OUTCOMES

• Enhanced trip planning capabilities

• Inter-agency information integration

• Enhanced integration/linkage of regional traveler information

FUNCTIONAL ELEMENTS

• Travel times

• Construction activities and updates

• Real-time video imagery

• Transit schedules & real-time performance

• Links to specific transportation agency information

PHYSICAL ELEMENTS

• Website


• Supports initiative MT3 (Data Fusion for Dissemination).

PROJECTS • HDOT requirements definition & system implementation

• DTS system enhancement requirements definition & system implementation

COSTS (ROM) • $250K - $750K (cost dependant on number of agencies)

34



Table 5.3E: Synopsis of the Transit Vehicle Signal Priority Implementation Initiative (SMT1)

Initiative SMT1

Transit Vehicle Signal Priority Implementation

DESCRIPTION This initiative implements bus signal priority systems at signals and on buses to reduce delay, maintain bus schedules, and promote transit use. In the short-term, systems will be installed along a few major arterials, with eventual expansion of the system occurring in the mid-term.

AGENCIES INVOLVED

• HDOT

• DTS

• OTS

DESIRED OUTCOMES

• Enhanced transit operations

• Improved transit schedule adherence

• Improved customer satisfaction and promotion of transit use

FUNCTIONAL ELEMENTS

• Bus location and identification

• Traffic signal control strategies

PHYSICAL ELEMENTS

• Opticom or other sensors installed at traffic signals and on buses

• On-board vehicle identification tags

• Communications

• Traffic signal controller firmware


• None

PROJECTS • Concept design — functional requirements, standards, corridor selection


COSTS (ROM) • $150K - $250K (Concept Design)

• $1.25M — assume 50 sites @ $25K/site

ARCHITECTURE

TMC Multi-modalCoordination

HDOT TrafficManagement

Roadside Signal Priority

HDOT Roadway

Transit Center Multi-modal Coordination

OTS TransitManagement

OTS Transit Vehicle

On-board Transit SignalPriority

localsignalpriorityrequest

trafficcontrolprioritystatus

trafficcontrolpriorityrequest

signalcontroldata

TMC Multi-modalCoordination

DTS TrafficManagement

Roadside Signal Priority

DTS Roadway

signalcontroldata

trafficcontrolpriorityrequest

trafficcontrolprioritystatus

localsignalpriorityrequest

signalcontrolstatus

signalcontrolstatus

35



Table 5.3F: Synopsis of the Emergency Vehicle Signal Pre-emption Expansion

Initiative (SMT2)

Initiative SMT2

Emergency Vehicle Signal Pre-emption Expansion

DESCRIPTION This initiative expands the emergency vehicle signal priority systems (pre-emption) to include additional signalized intersections to enhance regional emergency response.

AGENCIES INVOLVED

• HFD

• HESD

• DTS

• HDOT

• OCDA

• HPD

DESIRED OUTCOMES

• Improved emergency response activities

FUNCTIONAL ELEMENTS

• Emergency vehicle location and identification

• Traffic signal control strategies

PHYSICAL ELEMENTS

• On-board vehicle identification tags

• Sensors installed at traffic signals


• None

PROJECTS • Priority array development (location selection)

• Phased system implementation

COSTS (ROM) • $1M — Assume 100 sites @ $10K/site

36



Table 5.3G: Synopsis of the Freeway Management System Software Integration for Partner Agencies Initiative (SMT3)

Initiative SMT3

Freeway Management System Software Integration for Partner Agencies

DESCRIPTION This initiative installs Freeway Management System “client” software to allow partner agencies to monitor HDOT’s FMS. Control and/or monitoring capabilities will be governed by interagency agreements.

AGENCIES INVOLVED

• HDOT

• DTS

• HPD

• HFD

• HESD

• OCDA

DESIRED OUTCOMES

• Enhanced coordinated operations

FUNCTIONAL ELEMENTS

• Freeway management system control

• Freeway management system status and data

• Video images

PHYSICAL ELEMENTS

• Partner agency workstations (includes hardware and software)

• HDOT Freeway Management System

• Communications


• Expands scope of initiative ST3 (Video Integration with Emergency Response Agencies) to include full information set of HDOT FMS.

PROJECTS • MOU development


COSTS (ROM) • $100K - $200K

37



Table 5.3H: Synopsis of the ITS Architecture Expansion Initiative (SMT4)

Initiative SMT4

ITS Architecture Expansion

DESCRIPTION This initiative will support phased expansion of the regional ITS architecture. Near-term focus is on incorporation of Commercial Vehicle Information System Network (CVISN) and transportation security initiatives.

AGENCIES INVOLVED

• HDOT

• DTS

• All Other Partner Agencies (based on project implementation)

DESIRED OUTCOMES

• Expand ITS infrastructure and integration initiatives

• Provide continued framework for planning and implementing Oahu ITS.

FUNCTIONAL ELEMENTS

• Not applicable

PHYSICAL ELEMENTS

• The Oahu Regional ITS Operational Concept and Physical Architecture Document

• The Oahu Regional ITS Integration Strategy Plan

• TURBO Architecture database


• Encompasses all future regional ITS initiatives as well as any desired modifications to current defined initiatives. As regional needs change, the architecture documents will need to be updated to reflect the new changes.

PROJECTS • CVISN Architecture

• Ongoing updates

COSTS (ROM) • TBD (project dependant)

38



Table 5.3I: Synopsis of the Regional Telecommunications Assessment Initiative (SMT5)

Initiative SMT5

Regional Telecommunications Assessment

DESCRIPTION In support of other regional initiatives, the regional telecommunications initiative focuses on the underlying support of ITS telecommunications infrastructure needs. This initiative primarily targets inter-agency center-to-center communications, but includes assessment of relevant (common) center-to-roadside and roadside-to-vehicle communications.

AGENCIES INVOLVED

• HDOT

• DTS

• OTS

• HPD

• HFD

• HESD

• OCDA

• DIT

DESIRED OUTCOMES

• Regional communication standards

FUNCTIONAL ELEMENTS

• Communication protocols

PHYSICAL ELEMENTS

• Network linkages


• ST1 — Emergency Agency CAD Integration

• ST2 — Traffic Volume Archive and Data Sharing

• ST3 — Video Integration with Emergency Response Agencies

• SMT3 — Freeway Management System Software Integration for Partner Agencies

• MT1 — Emergency Agency CAD Integration

• MT2 — Congestion Data Integration w/ Emergency Agencies

• MT3 — Data Fusion for Dissemination

• MT4 — Regional Archive Data Implementation

• MT5 — Traffic Signal System Integration

PROJECTS • Regional communications plan

COSTS (ROM) • $250K

39



Table 5.3J: Synopsis of the Emergency Agency CAD Integration Initiative (MT1)

Initiative MT1

Emergency Agency CAD Integration

DESCRIPTION This initiative integrates emergency agency CAD systems in an effort to improve operations. System integration will focus on real-time sharing of incident information and vehicle location data.

AGENCIES INVOLVED

• HPD

• HFD

• HESD

DESIRED OUTCOMES

• Enhanced emergency operations

• Improved use of available CAD data

FUNCTIONAL ELEMENTS

• “Real-time” emergency vehicle location data and incident data

PHYSICAL ELEMENTS

• HPD, HFD, and HESD CAD systems

• AVL

• Communications


• None



COSTS (ROM) • $500K - $1M

40



Table 5.3K: Synopsis of the Congestion Data Integration with Emergency Agencies Initiative (MT2)

Initiative MT2

Congestion Data Integration with Emergency Agencies

DESCRIPTION This initiative provides traffic congestion data from Oahu’s traffic management agencies for integration with emergency agency CAD systems.

AGENCIES INVOLVED

• HDOT

• DTS

• HPD

• HFD

• HESD

DESIRED OUTCOMES

• Enhanced emergency agency operations

• Improved emergency vehicle routing

FUNCTIONAL ELEMENTS

• Traffic congestion data and road map integration

• Best “real-time” route identification

PHYSICAL ELEMENTS

• CAD systems

• Freeway Management System

• Communications


• This initiative expands upon initiative ST1 (Emergency Agency CAD Integration) to include other emergency responses agencies, including HFD and HESD.



COSTS (ROM) • $250K - $750K

ARCHITECTURE

TMC Traffic InfoDissemination

HDOT TrafficManagementHPD Emergency

Management

HFD EmergencyManagement

HESD EmergencyManagement

TMC Traffic InfoDissemination


currentnetwork

conditions*

currentnetwork

conditions*

currentnetwork

conditions*

currentnetwork

conditions*

currentnetwork

conditions*

currentnetwork

conditions*

* congestion data only

41



Table 5.3L: Synopsis of the Data Fusion for Dissemination Initiative (MT3)

Initiative MT3

Data Fusion for Dissemination

DESCRIPTION This initiative will integrate data from HDOT and DTS (includes OTS) into a single-point traveler information source for broad public and private dissemination.

AGENCIES INVOLVED

• HDOT

• DTS

• OTS

DESIRED OUTCOMES

• A comprehensive, easy to use source for obtaining pre-trip traveler information

• Reduced traffic delays through quick public notification

• Improved public traveler preparedness

FUNCTIONAL ELEMENTS

• Links to transit information (e.g., schedules, fares, routes, operating hours)

• Links to traffic information (e.g., traffic flow, video images of the transportation network, construction activities, detours)

PHYSICAL ELEMENTS

• Communications

• Web-server

• Interactive Voice Response System (511)


• This initiative expands on groundwork established under ST4 (Individual Agency ISP Integration).



COSTS • $500K - $1.5M

ARCHITECTURE

Remote BasicInformation Reception

Remote TravelerSupport

broadcastinformation

Personal BasicInformation Reception

Personal InfoAccess

broadcastinformation

HDOT TrafficManagement

Basic InformationBroadcast

InformationService Provider

trafficinformation

trafficinformation


request fortraffic information

request fortraffic information

Media

traffic informationfor media

OTS TransitManagement

transitincident

information

42



Table 5.3M: Synopsis of the Regional Archive Data Implementation Initiative (MT4)

Initiative MT4

Regional Archive Data Implementation

DESCRIPTION This initiative establishes a State, and City and County data archive. The two archives will share appropriate data from their respective agencies/divisions, so that there is a common mechanism to access and archive data. The two data archives will be linked, with MOUs dictating how data will be shared.

AGENCIES INVOLVED

• All state agencies with data archives

• All city and county agencies with data archives

DESIRED OUTCOMES

• Improved inter-agency collaboration and data sharing

• Reduced individual agency operations cost

• Reduced data redundancy

FUNCTIONAL ELEMENTS

• Traffic and transportation data (volumes, construction activities, GIS data, and incident data)

• Traffic planning (STIP, TIP, and other regionally significant documents)

• Transit data (transit schedules, fares, ridership, routes)

PHYSICAL ELEMENTS

• Communications

• Security software

• Data servers (one each for HDOT and DTS)


• Builds from framework established under ST2 (Traffic Volume Archive and Data Sharing Initiative).

PROJECTS • Requirements Definition & MOU Development

• System Implementation

COSTS • $500K - $1M

ARCHITECTURE Archived DataAdministrator

Archived DataUser Systems

Virtual Data WarehouseServices

HDOT Archived DataManagement

ITS Data Repository

archivecoordination

archive dataproducts

archive dataproducts requests

archive managementdata requests

archive management data

Virtual Data WarehouseServices

DTS Archived DataManagement

ITS Data Repository

Archived DataAdministrator

Archived DataUser Systems

archive managementdata requests

archive management data

archive dataproducts requests

archive dataproducts

43



Table 5.3N: Synopsis of the Traffic Signal System Integration Initiative (MT5)

Initiative MT5

Traffic Signal System Integration

DESCRIPTION This initiative provides partner agencies with remote interfaces to the traffic signal system and associated arterial management elements (e.g., video). Control and/or monitoring capabilities will be governed by MOUs. As DTS continues to improve and expand its arterial management system, this initiative will support relevant ongoing regional integration.

AGENCIES INVOLVED

• HDOT

• DTS

• HPD

• HESD

• HFD

• OCDA

DESIRED OUTCOMES

• Quick identification and verification of in-the-field traffic signal operations from a remote location

• Traffic signal coordination for major events (planned and unplanned)

FUNCTIONAL ELEMENTS

• Traffic signal system control

• Traffic signal system status and data

• Video images

PHYSICAL ELEMENTS

• Traffic signal software

• Partner agency workstations

• Traffic signal system equipment

• Communications


• None



COSTS • $150K - $500K

44


Funding Needs and Sources

6. FUNDING NEEDS AND SOURCES

This section describes the funding needs for the island of Oahu and the various federal, state, local, and other funding sources available to satisfy these needs. Without funding, project implementation cannot begin, resulting in delayed benefits and impedance to efficient system implementation. Five funding needs have been identified and described within this section. In the future, additional funding needs may arise, requiring agencies to update this document and identify ways to fund these needs. ITS funding sources may also change over time. For instance, the transportation funding package TEA-21, which passed in 1998, is due to be reauthorized in 2003. This reauthorization may significantly reduce or raise the amount of money states have to fund ITS implementation and maintenance activities.

6.1 FUNDING NEEDS

This section describes the specific items that must be funded in order to successfully implement, operate, maintain, and integrate ITS elements on the island of Oahu.

6.1.1 Planning and Design

As with most capital projects, ITS projects require planning and design work to determine what will be built, how it will be built, what level of mitigation (if any) is required. Special attention needs to be paid to ensure that enough funds are allocated for planning and design. This is crucial for adequately defining the project, so that cost estimates are reasonably accurate to budget for the construction, operations, and maintenance phases.

6.1.2 Project Capital

Capital expenditures for ITS will include, but are not limited to:

1 Infrastructure, including roadside devices, computer hardware, and communications (e.g., fiber-optic cable)

2 Software

3 Other materials directly tied to the project implementation (e.g., marketing, training materials, etc.).

6.1.3 Communications

Providing adequate and reliable communications will ensure that systems and personnel operate efficiently. For instance, twisted pair wire may be widely implemented, but may not be the best available option for certain ITS applications (i.e., transmission of video images).

6.1.4 Operations and Maintenance

Adequate operations and maintenance funding is needed for effective system development and operation. Because of the level of sophisticated technical and software systems inherent in most ITS projects is substantial, operating agencies on Oahu, like HDOT and DTS, account

45



for routine maintenance to ensure a full design lifecycle for each system. These investments need to be protected to avoid premature system(s) replacement.

ITS standards adoption will develop more interoperable equipment and common system platforms. This will encourage more choices among vendors, thus helping to reduce replacement costs.

6.1.5 Training

As ITS elements are deployed on Oahu, it will be increasingly important to ensure that the staff responsible for operating and maintaining these devices receives adequate training. Training will be required for all existing and new employees who will be responsible for operating and maintaining ITS on Oahu. Providing proper and adequate training will help ensure that maximum benefits are derived and that system life is maximized.

6.2 FUNDING SOURCES

6.2.1 Federal

Transportation funding at the federal level, unlike most other federal programs, is authorized as a massive nation-wide package every six years. The current package, which was signed into law in 1998, is the “Transportation Equity Act for the 21st Century” (TEA-21). TEA-21 authorizes $1.3 billion in funds for deploying advanced ITS projects over a six-year period (1998-2003). This national package includes the following funding programs that may be tapped to support the ITS deployment:

• National Highway System (NHS)

• Surface Transportation Program (STP)

• Congestion Mitigation Air Quality (CMAQ)

National Highway System

The National Highway System (NHS) focuses federal resources on roadways and corridors that are most critical to interstate travel and national defense, roads that connect with other transportation modes, and roads essential for international trade. Collectively, this group of roadway links is designated as the NHS. Until 1991, the NHS funding program limited the period in which funding could be used for traffic management and control to two years. However, TEA-21 and its predecessor, the Intermodal Surface Transportation Efficiency Act (ISTEA), eliminated this limitation. This is inclusive of start-up and operating costs. TEA-21 also includes “infrastructure-based intelligent transportation system capital improvements” as eligible projects for NHS funding. Additionally, as defined in 23 USC 103(b)(6), the term “operating costs for traffic monitoring, management, and control” now includes a much broader range of eligible expenditures, including the following:

• Labor costs

• Administrative costs

• Utilities and rent

46



Other costs associated with the continuous operation of traffic control, such as integrated traffic control centers

Operating expenses are now defined to include hardware and software upgrades, as well as major systems maintenance activities (i.e., those undertaken to ensure peak performance). The replacement of defective or damaged computer components and other traffic management system hardware, including street-side hardware, is also eligible. However, restrictions still preclude the use of these funds for the routine maintenance of computer components and system hardware.

Surface Transportation Program (STP)

The Surface Transportation Program is a block-grant type program that can be used by state and local governments on any road (including NHS) that is functionally classified as higher than a local or minor collector. Once funds are allocated by the states, each state must set aside 10 percent of the total package for safety construction activities and 10 percent for transportation enhancements. “Infrastructure-based intelligent system capital improvements” are eligible for STP funding. STP funds can be used for capital and operating costs for traffic monitoring, management, and control facilities. However, as with NHS funding, they cannot be used for maintenance.

6.2.2 Congestion Mitigation and Air Quality (CMAQ)

As part of the federal Clear Air Act, the CMAQ program channels air quality improvement resources to non-attainment areas for ozone, carbon monoxide, and particulate matter. Traffic and congestion management strategies are eligible for CMAQ funding, provided that the sponsor can demonstrate that these strategies will improve air quality. Oahu is an attainment area; and, as such, CMAQ funds can be used similar to STP funds.

Operating expenses for traffic monitoring, management, and controls are eligible for CMAQ funding under the following conditions:

• The project produces demonstrable air quality benefits.

• Project expenses are incurred as the result of new or additional service levels.

• Previous funding mechanisms, such as fees for services, are not replaced.

6.2.3 State and Local

The State of Hawaii may utilize collected taxes from gasoline, property, and/or sales taxes to fund the implementation of ITS initiatives. This income may be combined into a general use fund to be used for various purposes. Hawaii may also impose a number of user charges, fees, and taxes to generate revenue for implementing, operating, and maintaining ITS. User charges, fees, and taxes are collected from those who directly benefit from, or are associated with, using a specific publicly provided service. One example of this is the gas tax: drivers on public roadways pay for them through a tax on fuel. The amount paid is proportional to the amount of product or service consumed. Included below is a partial list of user charges, fees, and taxes that may be applied to state and local transportation systems:

• Motor vehicle registration fee

• Vehicle sales tax

47



• Certificate of title fee

• Weight-distance tax for commercial vehicles

• Vehicle inspection charge

• Motor oil tax and tire tax, etc.

The use of these taxes or fees may require that enabling legislation to be approved by the State Legislature and/or the Honolulu City Council.

6.2.4 Partnerships

A public/private partnership is a business relationship between the public and private sectors. Both entities, to a specific degree, share responsibilities and the costs, risks, and rewards associated with delivering goods and/or services. From a transportation standpoint, a public/private partnership is a form of service delivery with a collaborative approach based on reallocating traditional responsibilities, costs, risks, and rewards between the public agency and private entities.

6.2.5 ITS Earmarks

ITS earmarks will continue to be another source for Oahu ITS project funding. The ITS Deployment Program authorized in TEA-21 included two components. The ITS Integration component of the ITS Deployment Program is defined in Section 5208 of TEA-21. This program provides Federal ITS funding for the integration of multimodal ITS components in a variety of settings, including large regional or multi-State areas, metropolitan areas, and rural areas. Specific project selection criteria are included in TEA-21.

The Commercial Vehicle Intelligent Transportation Infrastructure Deployment component of the ITS Deployment Program is defined in Section 5209 of TEA-21. This program provides Federal ITS funding to support the goal Congress established in TEA-21 to complete deployment of CVISN in a majority of states by September 30, 2003.

Although the predictability of this funding source is somewhat limited, the annual appropriations for the multi-modal integration funds has consistently exceeded $100M. This funding is a 50-50 match but the 50 percent can include some alternate sources of federal funding. Oahu remains a strong candidate for this funding; and the Oahu ITS Architecture Project will support pursuit of future year earmark funding.

6.2.6 Transportation Security Administration (TSA) Grants

The Transportation Security Administration was formed following the events of September 11th, 2001. The Transportation Security Administration is charged with preserving the security of transportation assets within the United States. According to TSA’s website, TSA “is implementing the continuation of the Port Security Grants Program…” Grants are awarded to “critical national seaports/terminals to support efforts for Port Security in the areas of 1) Security Assessments and Mitigation Strategies and 2) Enhanced Facility and Operational Security (including Proof-of-Concept).” Although TSA grants are not ITS funds per se, they can be used to acquire infrastructure (e.g., cameras) that can be integrated into Oahu’s ITS.

48


Next Steps

7. NEXT STEPS

Transportation agencies on Oahu can use the Oahu ITS Integration Strategy Plan to deploy and integrate their ITS components in an efficient and cost-effective manner. As it states within Section 4 of this plan, maintenance of this plan and the Oahu Regional ITS Operational Concept and Physical Architecture will be critical to the success of the regional ITS. Maintenance should be conducted, at a minimum, every 4-5 years, depending on level of ITS deployment and changes to the National ITS Architecture. A successful approach would be to update the regional architecture documentation after projects are implemented or approved for deployment. If agencies elect to disregard their ITS plans, they may lose project funding and may begin to develop their system in an inefficient manner.

A summary of actions that need to be undertaken is provided below:

• Establish a working group to identify common data standards and protocols.

• Develop a set of requirements each agency will follow when using the regional archive. This should include rules for accessing, submitting, and disseminating data.

• Identify the agencies that will be responsible for funding, managing, and maintaining the regional data archive.

• Identify the type of data that is to be shared through the regional data archive.

• Establish a committee for addressing processes for responding to emergencies.

• Develop alternative routing plans for managing incidents.

• Identify regional assets that may be used for verifying and responding to emergencies.

• Establish regional performance measures for operations.

• Examine and update standard operating procedures to improve performance.

• Establish guidelines that dictate when ITS infrastructure can be shared, and who can assume control.

• Establish a working group to lead regional ITS architecture maintenance activities.

• Identify founding sources that may be used to fund regional ITS architecture maintenance activities.

• Establish a committee that will define the parameters of the regional ATIS.

• Identify an approach that will lead to the implementation of the regional ATIS.

• Review procurement rules, laws, and policies to ensure applicability with services being procured.

• Develop regional performance measures for individual agencies to report ITS benefits.

• Develop operations and maintenance plans to achieve performance goals.

• Complete sub-projects stemming from regional ITS initiatives.

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Appendix A

APPENDIX A: ITS TERMINOLOGY

Element — This is the basic building block of regional and project ITS architectures. It is the name used to describe a system or piece of a system.

Equipment Package — The building blocks of the Physical Architecture subsystems. Equipment Packages group like processes of a particular subsystem together into an “implementable” package. The grouping also takes into account the user services and the need to accommodate various levels of functionality. Since equipment packages are both the most detailed elements of the physical architecture and tied to specific market packages, they provide the common link between the interface-oriented architecture definition and the deployment-oriented Market Packages.

Initiative — A project or group of projects that set out to enhance existing transportation operations and ITS system functionality through integration.

Intelligent Transportation System — The system defined as the electronics, communications, or information processing used singly or integrated to improve the efficiency or safety of surface transportation.

Interconnect — Communications paths that carry information between subsystems and terminators in the Physical Architecture. Several different types of interconnects are defined in the architecture to reflect the range of interface requirements in ITS. The majority of the interconnects are various types of communications links that are defined in the Communications Layer. Four different types of communications links are defined: wireline, wide-area wireless, dedicated short-range communications, and vehicle-to-vehicle communications. In addition to these types, several specialized interconnects are also defined to reflect other interface requirements. Other types of interconnects include human interface (e.g., what the system user sees and hears) and physical/environmental (e.g., what the ITS sensors sense).

Market Package — The market packages provide an accessible, deployment-oriented perspective to the National ITS Architecture. They are tailored to fit - separately or in combination - real world transportation problems and needs. Market packages collect together one or more Equipment Packages that must work together to deliver a given transportation service and the Architecture Flows that connect them and other important external systems. In other words, they identify the pieces of the Physical Architecture that are required to implement a particular transportation service. Because they were evaluated during the architecture development, supporting benefits and costs analyses are also available for the market packages.

National ITS Architecture — The framework for designing transportation systems that implement the full set of 31 ITS User Services. The National ITS Architecture defines the functions that must be performed, the subsystems that provide these functions, and the information that must be exchanged to support these User Services.

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http://itsarch.iteris.com/itsarch/html/glossary/gdefs2_b.htm




Appendix A

Policy — Policies support integration and interoperability of ITS systems. They provide specific language regarding the actions and requirements needed for successful system integration to occur.

Regional Architecture — A specific, tailored framework for ensuring institutional agreement and technical integration for the implementation of ITS projects or groups of projects in a particular region. It functionally defines what pieces of the system are linked to others and what information is exchanged between them.

Standards — Documented agreements containing technical specifications or other precise criteria to be used consistently as rules, guidelines, or definitions of characteristics for the interchange of data. A broad array of ITS standards are currently under development that will specifically define the interfaces identified in the National ITS Architecture.

Subsystem — Subsystems correspond to existing things in the physical world that make up the principal elements of physical ITS architecture. The National ITS Architecture groups these elements into four classes: Centers, (e.g., traffic operations centers) Roadside (e.g., roadside signal controllers), Vehicles (e.g., automobiles, trucks, etc.), and Travelers.

Terminator — Terminators define the boundary of the National ITS Architecture. The terminators represent the people, systems, and general environment that interface to ITS. The interfaces between terminators and the subsystems and processes within the National ITS Architecture are defined, but no functional requirements are allocated to terminators. The Logical and Physical Architectures both have exactly the same set of terminators. The only difference is that Logical Architecture processes communicate with terminators using data flows; while Physical Architecture subsystems use architecture flows.

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Appendix B

APPENDIX B: MEMORANDUM OF UNDERSTANDING

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Appendix B

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Appendix B

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Appendix B

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Appendix B

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