2015 Strategic Direction, Utah Department of Transportation

8/20/2019 2015 Strategic Direction, Utah Department of Transportation

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STRATEGIC

DIRECTIONU T A H D E PA R T M E N T O F T R A N S P O R T AT I O N

udot.utah.gov/go/strategicdirection


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Table Of ContentsUDOT Regions . . . . . . . . . . . . . . . . . . . . 1

Vision and Mission . . . . . . . . . . . . . . . . . . 2

Goals . . . . . . . . . . . . . . . . . . . . . . . . 3

Zero Crashes, Injuries and Fatalities . . . . . . . . . . . 3

Strategies . . . . . . . . . . . . . . . . . . . . . . . 3

Performance Measures. . . . . . . . . . . . . . . . . 6

Preserve Infrastructure . . . . . . . . . . . . . . . . . . 8

Strategies . . . . . . . . . . . . . . . . . . . . . . . 8

Performance Measures. . . . . . . . . . . . . . . . .10

Optimize Mobility. . . . . . . . . . . . . . . . . . . . . 14Strategies . . . . . . . . . . . . . . . . . . . . . . . 14

Performance Measures. . . . . . . . . . . . . . . . .19

Delivering Results . . . . . . . . . . . . . . . . . 22

About the Cover Photo – Brigham City Diverging Diamond Interch ange (DDI)


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3 2015 STRATEGIC DIRECTION

UDOT REGIONS

Kris Peterson 801-620-1600

Nathan Lee 801-975-4900

Teri Newell 801-227-8000

Rick Torgerson 435-893-4799

Box Elder

Cache

Rich

Weber

Summit

Tooele

Juab

Utah

W a s a t c h

SaltLake

Davis

Duchesne

Daggett

Uintah

Carbon

Grand

Emery

Sanpete

Millard

Beaver Piute

Sevier

Wayne

Garfield

San Juan

Kane

Washington

Iron

M o r g a

n

Region 2

Region 3

Region 4

Region 1

80

70

Region Directors


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2 UTAH DEPARTMENT OF TRANSPO RTATION

V i s i o n / M i s s i o n

VISIONKEEPING UTAH MOVING

MISSION

INNOVATING TRANSPORTATION SOLUTIONS THAT STRENGTHENUTAH’S ECONOMY AND ENHANCE QUALITY OF LIFE

EMPHASIS AREASUDOT must do the right work in theright way to achieve our goals andsupport the Governor’s cornerstones.We will emphasize the following areasin all of the Department’s efforts:

• Integrated Transportation• Collaboration• Education• Transparency• Quality

VALUES These standards represent the corevalues of UDOT employees whenmaking day-to-day decisions.

• Integrity• Innovation• Dedication• Passion• Public Responsiveness• Fiscal Responsibility

As the demands on Utah’s transportation system continue togrow, UDOT has a simple vision: Keep Utah Moving. This requiresresourcefulness and original thinking, and we are up to thechallenge. By creating integrated and innovative transportationsolutions focused on the strategic goals outlined in this document,we aim to accomplish our mission to improve quality of life andstrengthen Utah’s economy. From improving roads and traffic l ightsto making connections with more travel choices like bike lanes andpublic transit, we’re confident that improving Utah’s transportationsystem improves Utah.

UDOT: KEEPING UTAH MOVING

CARLOS BRACERAS

Executive Director


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G o a l s

GOAL: ZERO CRASHES, INJURIES AND FATALITIES

UDOT is committed to safety, and we won’t rest until we achieve zero crashes, zero injuriesand zero fatalities.

STRATEGIES• Engineering

° Every UDOT Project incorporates safety improvements. In 2013, UDOT programmed $29 millionfor specific safety projects.

° UDOT’s focus on safety within engineering begins with planning, designing and buildingsafe roadways.

° Engineering for safety is UDOT’s commitment to a safe-system approach.

°

UDOT engineers use design principals that have been proven to be safe and reliable.

• Education

° UDOT demonstrates its commitment to safety through outreach efforts that help educate thepublic and make Utah a safe place to live, travel and do business.

• Employee and Partner Safety

ENGINEERING

Key UDOT Traffic Safety Programs include:

Highway Safety Improvement Program (HSIP) This federally funded program of safety improvement projects, activities and plans is carried out as partof the Utah Strategic Highway Safety Plan and is focused on improving highway safety on all publicroads.

Spot Safety Improvement Program (SSIP)

This state funded program of infrastructure safety projects is focused on addressing highway safetyissues in small, localized areas on state roadways.

Signal Program This state funded program provides for the design and construction of traffic signals where trafficengineering studies of existing conditions have warranted the use of signal devices for safe andefficient movement of traffic through an intersection.

Railroad Safety Program This federally funded program focuses on reducing crashes associated with railroad crossing facilitiesand roadways by providing or enhancing traffic control devices or improvingthe interaction of vehicles and trains at crossings.


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G o a l s

Traffic Signal Program This program includes a number of safety features such as advance radar detection on high speedcorridors, which detects vehicle speeds and can extend a green light if a speeding vehicle isapproaching. Real-time performance measures allow UDOT to identify problems with signal timing andequipment, minimizing congestion and stops.

Safe Sidewalk Program The Safe Sidewalks Program provides a legislative funding source for construction of new sidewalksadjacent to state routes where sidewalks do not currently exist and where major construction orreconstruction of the route, at that location, is not planned for ten or more years.

Before sidewalk installation After sidewalk installation

Zero Fatalities (ut.zerofatalities.com)• As a member of the Utah Safety Leadership Committee, UDOT is taking a

comprehensive, coordinated approach to improving traffic safety.

• Independent surveys show that more than 73 percent of adults in Utah areaware of the Zero Fatalities program. More than half (56 percent) of thosewho are aware of Zero Fatalities say the program has influenced them toavoid the top behaviors killing people on the roads.

NotBuckled

BuckledOver the last five years, 45 percent ofmotorist fatalities were unbuckled.

ZERO FATALITIES EDUCATION PROGRAM


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G o a l s

Student Neighborhood Access Program (SNAP) (udot.utah.gov/snap)• SNAP is a fun and comprehensive program for walking and biking safely to

school that engages and educates students, parents, school administrators,crossing guards and communities.

• As part of the federal Safe Routes to Schools program administered byUDOT, SNAP’s first priority is student safety, with the goal to help make theroads around schools safer.

Truck Smart (udot.utah.gov/trucksmart)• The Truck Smart program educates new drivers

on the importance of safely driving aroundsemi-trucks, emphasizing the four deadly driving

behaviors around big trucks.• The program has reached more than

3,000 students this year, with more than110 presentations at various high schoolsthroughout Utah.

Don’t Drive Stupid (dontdrivestupid.com)• Don’t Drive Stupid is Utah’s teen driving safety program and has created

partnerships with more than a dozen organizations throughout the state.

• Nearly 20,000 parents and students were reached through Don’t Drive Stupidpresentations and outreach programs last year.

• Don’t Drive Stupid representatives are helping parents prepare their teens fordriving.

• Driver education instructors ask Don’t Drive Stupid representatives to speakto parents and teens about the top behaviors killing people on Utah’s roads,the graduated driver license laws and other safe driving messages.

EMPLOYEE AND PARTNER SAFETY

Behavior Based Safety (BBS) is an innovative program which focuses on human behavior to minimize

injuries, prevent fatalities and decrease the costs associated with safety incidents. More than 90percent of all injuries are due, in part, to at-risk behaviors and BBS targets these behaviors.With BBS, employees observe each other on the job and provide safety feedback to reinforce safework practices and correct risky ones. Behavioral data is then tracked and trended for BBS teams tomake improvements. In combination with the safety culture assessment, BBS improves safety culture,safety systems and safety communication. The end result is a more open, positive safety culture andfewer safety incidents.


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REDUCING HIGHWAY FATALITIES TO ZERO

2000 2001 2002 2003 2004 2005 20072006 2008 2009 2010 2011 2012 2013 20192018 20202017201620152014

% C

h a n g e f r o m

2 0 0 0

N u m b e r o f F a t a l i t i e s

292

329309

296 299276

244 2 53 2 43217

287282

0

20%

40%

60%

80%

120%

100%

140%

0

100

200

300

50

150

250

350

400

450

500

550

600

Vehicle Miles TraveledPopulation2000-2014 Fatalities

Estimate

2014-2020

220

256256256

2 0 0 0 - 2 0 2 0 F a

t a l i t i e s T r e n d l

i n e E x t r a p o l a t

e d

G o a l s

FATALITIES TYPE (A FATALITY MAY APPEAR IN MULTIPLE CATEGORIES)

PERFORMANCE MEASURES

Year after year, the top contributing factor in fatal crashes is improper restraint. The number of peoplethat could have been saved by wearing a seat belt represents 45 percent of Utah’s roadway fatalities.

While overall traffic fatalities are down 31 percent from the year 2000, that number has increasedin the past two years.

0

20

40

60

80

100

Pedestrian Bicycle Motorcycle Unrestrained Distracted Alcohol Impaired

N u m b e r o f F a t a l i t i e s

2013 2014201220112010

*Fatality Analysis Reporting System (FARS) data


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With the newly instated Behavior Based Safety Training, UDOT is optimistic that safety incidentsand the costs associated with them will decrease.

G o a l s

79

85 97 85

76

$0

$500,000

$1,000,000

$1,500,000

0

50

100

150

200

2010 2011 2012 2013 2014

Number of Claims Cost Incurred

$272,190 $569,161$659,035

$1,084,408

$577,942$577,942$577,942

5 YEAR UDOT WORKERS COMP NUMBER OF CLAIMS VS. COST INCURRED BY YEAR


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GOAL: PRESERVE INFRASTRUCTUREUDOT preserves Utah’s existing infrastructure by scheduling regular maintenance and performingpreservation treatments, in conjunction with rehabilitation and reconstruction. The most cost effectivemethod to preserve Utah’s investment in the transportation system is to schedule regular upkeep to

prevent deterioration thereby providing the best value at the lowest life cycle cost. This preservationphilosophy not only provides the best value for physical assets, it also provides additional safetybenefits by ensuring that signs are well maintained, pavement striping is visible and pavement providesadequate friction.

PAVEMENT

STRATEGIES

Pavement Management The Department manages and preserves approximately 16,000 lane miles across the state frommulti-lane urban concrete interstates to rural two-lane asphalt roads. The Department’s pavementmanagement philosophy is that good roads cost less, which means timely, cost-effective treatmentsminimize cost while achieving the greatest long-term benefit.

Pavement Optimization “A Plan for Every Section of Every Road”

The Department manages a total of 244 state highways. These highways are divided into 1,564individual sections of varying length. Each individual section has its own history including when it wasoriginally constructed, traffic volumes, type of facility (interstate, urban, rural), biannual distress surveysand when the next preservation is scheduled.

Pavement optimization, not a “worst-first” strategy, means the department selects the treatment thatprovides the greatest benefit at the lowest cost. A program of specific projects is recommended basedon the available budget.

P a v e m e n t C o n d i t i o n

Pavement Age (Years)

5 10 15 20 25 30

100

80

60

40

20

0

Minor Investment/ Treatments

R e c

o n s t r u c t i o n $ 2 5

R e h

a b i l i t a t i o n $ 4

P r e

s e r v a t i o n $ 1

Major Investment/Treatments

OriginalPavementCondition

Preservation work should begin 7 to 10 years after initial completion.

EXTENDING PAVEMENT LIFE


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Loa

Moab

Mona

Lehi

Kanab

Emery

Manti

Delta

PriceLevan

Nephi

Myton

Provo

Kamas

Ogden

Logan

Tropic

Torrey

Beaver

Monroe

Kanosh

Salina

FerronHolden

Moroni

Helper

Eureka

Naples

Vernon

VernalDraper

Tooele

Crescent Jct.

Heber City

Farmington

Manila

Boulder

Parowan

Milford

Ephraim

Trenton

Clawson

Blanding

Antimony

Junction

Bicknell

Fillmore

Mayfield

Sterling

Hiawatha

Hinckley

Fairview

Scofield

Duchesne

Wendover

Woodruff

Randolph

Hurricane

Morgan

Escalante

Panguitch

Marysvale

Richfield

Cleveland

Sunnyside

Roosevelt

ParkCity

Coalville

Bountiful

Snowville

St. George

Monticello

Enterprise

CedarCity

Huntington

Wellington

Huntsville

Minersville

GreenRiver

CastleDale

Springville

Grantsville

Garden City

Brigham City

MountPleasant

Salt Lake City

T O O E L E

S A N J U A N

K A N E

M I L L A R D

J U A B

I R O N

E M E R Y

U I N T A H

B O X E L D E R

G R A N D

G A R F I E L D

U T A H

W A Y N E

B E A V E R

D U C H E S N E

S E V I E R

S U M M I T

R I C H

C A R B O N

S A N P E T E

W A S H I N G T O N

C A C H E

P I U T E

W A S A T C H

D A V I S

W E B E R

D A G G E T T

S A L T

L A K E

M O R G A N

Gunnison

Glendale

Tabiona

Hanksville

650

6191

8991

40191

15

70

70

80

80

84

1584

15

6

6

89

89

89

89

40

91

40

89

89

50

50

89

191

163191

491

191

191

191

7

8

9

12

3042

95

46

10

5729

96

3673

36

35

87

8845

44

43

32

39

16

30

83

30

62

24

72

24

28

21

56

20

1418

59

63

12

24

95

95

196

276

162

261

162

262

211

279313

128

124

123

132

174

199

208

121 149

150

101

102

100

257

159

130

153

143

276

P a v e m e n t M a n a g e m e n t

S t r a t e g i c D i r e c t i o nU T A H D E P A R T M E N T O F T R A N S P O R T A T I O N

2 0 1 4

Interstate

Level 1

Level 2

935 miles

2,980 miles

1,960 miles

Interstate

Centerline Miles ~ 935, 16%Lane Miles ~ 30%

VMT ~ 53%

Combo VMT ~ 62%

Level 1

>1,000 vehicles or 200 trucks

per day

Centerline Miles ~ 2,980, 51%

Lane Miles ~ 51%

VMT ~ 45%

Combo VMT ~ 36%

Level 2

1,000 and truck volume >200); and Level 2 (AADT < 1,000). Funding is sufficient to maintain interstate and Level 1 roads but not Level2 roads.

The tiered preservation strategy addressed the risk of trying to maintain all roads equally with limited funding,which would cause all highways to drop to a lower pavement standard. Over the course of the past sevenyears the department has continued with this tiered approach. Every year, UDOT collects automatedpavement distress conditions for all roads, and data reveals that conditions for interstate and Level 1roads were not only maintained but have steadily improved over initial targets. The Department will continuewith this tiered system and adjust funding thresholds for Level 2 roads to provide the lowest pavement lifecycle cost.

P r e s e r v e I n f r a s t r u c t u r e


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% Poor: IRI greater than 170

% Fair IRI 95-170% Good: IRI* less than 95

Target

*International Roughness Index

Interstate Condition

For the Interstate System, the Department model continues to

forecast an upward trend for the overall pavement condition based

on current funding.

Level 1

For the Level 1 System, the Department model continues to forecast

a relatively stable condition for the overall pavement condition based

on current funding.

Level 2

Based on current funding, Level 2 road conditions will continue to deteriorate unless an extra $40 million a year is found to keep conditions as

they are today.

LEVEL 2 SYSTEM CONDITION(1,970 MILES)

Ride quality forecast with $10 million/yr

PERFORMANCE MEASURESInterstate conditions continue to improve, while Level 1 and Level 2 conditions continue to trendslightly downward.

INTERSTATE CONDITION

(935 MILES)Ride quality forecast with $60 million/yr

LEVEL 1 SYSTEM CONDITION

(2,970 MILES)Ride quality forecast with $110 million/yr

% o

f M i l e s

2.1%

2 0 1 0

23%

75%

1.8%

2 0 1 1

21%

78%

0.5%

2 0 1 2

14%

85%

0.5%

2 0 1 3

13%

87%

0.4%

2 0 1 4

11%

89%

0.4%

2 0 1 5

11%

88%

0.4%

2 0 1 6

12%

87%

0.4%

2 0 1 7

12%

88%

0.4%

2 0 1 8

12%

88%

0.4%

2 0 1 9

12%

88%

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Historical Estimated Future

Conditions

9% 8% 8% 8% 8% 9% 8% 9% 8% 9%

2 0 1 0

2 0 1 1

2 0 1 2

2 0 1 3

2 0 1 4

2 0 1 5

2 0 1 6

2 0 1 7

2 0 1 8

2 0 1 9

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%


Conditions

44% 45% 40% 41% 42% 43% 42% 37% 35% 37%

47% 47% 52% 51% 50% 48% 50% 54% 57% 61%

% o

f M i l e s

20% 19% 20% 22% 25% 24% 27% 27% 28% 31%

2 0 1 0

2 0 1 1

2 0 1 2

2 0 1 3

2 0 1 4

2 0 1 5

2 0 1 6

2 0 1 7

2 0 1 8

2 0 1 9

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%


Conditions

59% 60% 59% 58% 57% 58% 57% 58% 56% 55%

21% 21% 21% 20% 19% 18% 16% 15% 16% 14%

%

o f M i l e s



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112015 STRATEGIC DIRECTION

BRIDGES

Bridge Preservation• Bridge preservation activities, such as protecting bridge decks, extend the life of a bridge for a

nominal cost.

• UDOT inspects not only the 1,867 state bridges, but all 3,717 bridges in Utah on a two-year cycle.

The health of the bridge system is measured using condition ratings.

STRATEGIES

Bridge Strategy

To maintain this $4 bil lion asset, UDOT annually expends approximately $18.7 mill ion on a combinationof preservation, rehabilitation and reconstruction projects. All structurally deficient state-owned bridgesare currently programmed for replacement or rehabilitation, but 17 percent of the state’s bridges haveexceeded their design life, a number that will increase to 30 percent in the next decade. Efforts arebeing focused on preserving new structures to extend the design life and rehabilitation structures in faircondition to extend the service life and delay cost replacements.


National Highway System (NHS), State Owned Non-NHS, and Locally Owned Federal Aid Structureconditions continue to show a slight downward trend.

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

40%

50%

60%

70%

80%

90%

100%

P e r c e n t o f B r i d g e D

e c k A r e a

0%

10%

20%

30%

Poor

Fair

Good

Thresholds

Condition Rating


Conditions

1.5% 1.2% 1.6% 1.6% 1. 5% 1.5% 1.5% 1.6% 1.8%

37% 40% 42% 41% 43% 44% 44% 45% 46%

62% 59% 57% 58% 55% 55% 54% 53% 53%

1.9%

46%

52%

2.1%

46%

52%

1 90 0s 1 91 0s 1 92 0s 1 93 0s 1 94 0s 1950s 1960s 1970s 1980s 1990s 2000s 2010s

150

200

250

300

350

S t r u c t u r e C o u n t

0

50

100 Poor

Fair

Good

Condition Rating

CONDITION OF UDOT BRIDGES

AGE DISTRIBU TION OF STATE BR IDGES

Condition of State Bridges

The Department model continues to

forecast a slight downward trend for

the bridge deck condition based on

current funding.

Age Distribution of State Bridges

The Department’s bridges 40 to 60 years

old are a challenge to maintain and will

eventually require replacement while

bridges less than 40 years old require an

active preservation program.



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MAINTENANCE

STRATEGIES

The UDOT Maintenance Division is always looking for ways to be more proactive in approachingmaintenance activities. In 2014, UDOT programmed $126 million in maintenance work. Work istypically broken down into two categories, routine and reactive maintenance.

• Routine maintenance is work that can be planned based on trends and asset conditions. A few

examples include: invasive weed spraying, mowing, sweeping and paint striping.• Reactive maintenance activities are difficult to plan for but require quick response from

maintenance crews. Some examples of these activities are: pothole patching, guardrail repair,attenuator repair and crash cleanup.

PERFORMANCE MEASURE

The Central Maintenance Division’s Maintenance Management Qual ity Assurance (MMQA) programis used to identify performance of 19 specific state highway assets. These assets include pavementstriping, litter and drainage features, as well as operational performance items such as snow and iceremoval. These measures help the UDOT Maintenance Division identify their respective performancebased on the current funding levels provided. The graph on the next page represents some of our key

measures for the 2014 fiscal year.

Pavement Preservation

Bridges

Pavement Rehabilitation

Pavement Major Reconstruction

$0

$50

$100

$150

$200

$250

2012 2013 2014 2015 2016 2017 2018

F u n d i n g i n M i l l i o

n s 44

34.7

35.7 36.2 35.3 67.8

62.7

205

234.3

188.1 1 90.1 189.1 194.1

189

35.2 30 30 30 30 30

145 149.2 107.2 108.7 105.8 78.3 78.3

16 15.2 15.2 15.2 18 18 18

Appr oved Recom mended

205

234.3

188.1 1 90.1 189.1 194.1

189

PAVEMENT AND BRIDGE EXPENDIT URES


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MMQA SELECT KEY MEASUREMENTS

Repair/Replace Signs

Actual

Target

F F+ D- D D+ C- C C+ B- B B+ A- A A+

Rest Areas

Guardrail Maintenance

Railway Markings

Roadway Striping

Maintain Inlets/Outlets

UDOT Click ‘N Fix

UDOT Click ‘N Fix allows citizens to submit maintenance issuesto the Department using a smartphone application. Users place a

marker on the map at the location of the issue and answer a fewfollow-up questions that will help UDOT crews understand exactlywhere to find the issue and what needs attention. The system alsoincludes a backend monitoring dashboard that allows employeesto track and respond to submissions (see below).

Once received, an issue is assigned to the correct regional officethat will be able to take action. Regional employees acknowledgethe issue and send a notification to the submitter. Once an issueis fixed the submitter receives another notification. The applicationalso provides notifications to any other individuals who havecommented on or followed the issue. This application streamlines

communication between UDOT crews and Utah’s citizens.

UDOT CLICK ‘N FIX DASHBOARD


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GOAL: OPTIMIZE MOBILITYUDOT optimizes traffic mobility by adding roadway capacity and incorporating innovative design andtraffic management strategies.

STRATEGIES• Manage System: UDOT manages the transportation system through a number

of programs including:

° Traveler Information

° Snow Removal

° Incident Management

• Optimize System: UDOT strives to enhance and make the most out of our current system beforeadding capacity through the following programs:

° Signal Optimization

° Managed Lanes

° Innovative Designs° Integrated Transportation

• Add Capacity: Since 2006, more than 900 miles have been added to the state system from variousprograms that fund more than 100 projects.

MANAGE SYSTEM

Traveler Information• Variable Message Signs (VMS): UDOT has

162 VMS located on Utah interstates and statehighways, telling travelers of expected traveltimes, upcoming construction, lane closures,crashes blocking their route or informationahead of a large weather event. UDOT also usesthe VMS for a limited number of public safetycampaigns including seat belt awareness, airquality initiatives and drunk driving enforcement.

• UDOT Traffic Cameras: Located throughout thestate, UDOT traffic cameras provide real-timetraffic views of current road conditions. Thesecameras help operators at the TOC know what’shappening on the roads, are used by newsstations to report traffic conditions and are readilyavailable to the public at udottraffic.utah.gov.

The cameras are also available on a UDOT Trafficmedia web portal. UDOT has more than 950cameras in operation throughout the state.


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• Social Media: UDOT uses Twitter, Facebook and YouTube to post information and updates on trafficconditions, changes in traffic flow, constructionactivities and weather conditions, as well aseducational materials such as animations andtutorials.

• UDOT Traffic: This website and app provide accessto information about traffic conditions, accidents, roadconstruction activities, seasonal road closures, trafficcameras and VMS messages. The UDOT Traffic apphas a push-alert feature, called the TravelWise Alert,to inform the traveling public of a major traffic issue.

Travelers without an iPhone or Android device cancheck conditions at udottraffic.utah.gov.

• UDOT’s Citizen Reporter Program: The UDOTCitizen Reporter program enlists trained volunteers

to report on road and weather conditions oninterstate and state highway routes throughout thestate. The data provided by volunteers helps UDOTmeteorologists fill in gaps where Road WeatherInformation System (RWIS) information is not currentlyavailable. The Citizen Reporter Program informationhelps keep road condition information more currentand useful to travelers.

Snow Removal• On average, Utah receives more than 25 winter storms each year and UDOT crews remove more

than 65 million tons of snow and ice from Utah’s roads.

• To help keep our roads clear, UDOT operates a fleet of approximately 500 snow plows aroundthe clock.

• There are nine seasonally closed roads in Utah.

Crews clear the snow on I-15

southbound in Salt Lake City.

O p t i m i z e M o b i l i t y


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UDOT continues to make the snow and ice removal process more efficient by:

• Using equipment such as wing plows and tow plows that allow greater control and efficiency

• Applying brine before storms and using salt more efficiently

• Using technology such as Road Weather Information Systems (RWIS) and weather forecasting

information to assess conditions and dispatch plows advantageously

• Evaluating road conditions within one hour of every storm event

• Saving more than 20,000 gallons of diesel fuel per year by training drivers using a snow plowsimulator

• Prewetting the salt to start the melting process immediately, which saves the department 18,000tons of salt annually

Incident ManagementUDOT’s Incident Management Program began in 1994 as part of UDOT’s ongoing commitment

to safety on Utah’s roads. From the beginning, the program has provided significant benefits byincreasing first responder safety, reducing congestion and delays and reducing secondary crashes.



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OPTIMIZE SYSTEM

Signal Optimization• Using advanced technologies such as cameras and traffic/weather sensors, operators at the UDOT

Traffic Operations Center (TOC) can monitor traffic, detect problems and take actions necessary toreturn traffic flow to normal.

• The TOC is the key to providing a cost effective and efficient solution to help relieve congestion onUtah’s roads and Highways.

• All traffic signal timing on all state roads is controlled centrally at the TOC.

• UDOT is among the first in the country to use real-time traffic signal performance metrics inoptimizing traffic signal coordination.

Managed Lanes The High-Occupancy Vehicle (HOV)/Express Lanes move more people per hour per lane than thegeneral-purpose lanes.



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ADD CAPACITY

Currently, capacity projects are funded through the Transportation Investment Fund (TIF). Some of theprojects started this past year include I-15 from state Route 73 to state Route 71 (known as The Pointproject); the state Route 154 (Bangerter Highway) and Redwood Road Interchange; I-15 South DavisOperational Upgrades; the Bluff Street Interchange at Red Hills Parkway; and the state Route 145,Pioneer Crossing Extension to S.R. 73.

Integrated Transportation• UDOT recognizes the importance of an integrated

transportation system which includes bike lanes,paths and access to buses and trains.

• UDOT’s Active Transportation Policy ensures thatthe needs of bicyclists, pedestrians and other activetransportation users are routinely considered asan important aspect of funding, planning, design,construction, operation and maintenance of UDOTtransportation facilities.

• UDOT’s TravelWise program encourages alternativesto driving alone by promoting strategies such as

carpooling, using transit, walking or biking, teleworkingand skipping trips. Implementing TravelWise strategieshelps reduce energy consumption, improve air qualityand optimize mobility.

Innovative Designs• Flex Lanes at 5400 South accommodate heavy directional traffic by alternating the direction of

the lanes during peak hours of the day. This significantly decreases traffic delay and requires lessconstruction cost and fewer community impacts.

• Commuter Lanes on state Route 92 provide a direct connection to and from Interstate 15 that

eliminates stopping at signals and reduces travel time.• ThrU-Turn Intersections (TTIs) on 5400 South and 12300 South eliminate all left turns at the

intersections to reduce delay.

• Diverging Diamond Interchanges (DDIs) have been built throughout the state to improve safetyand mobility.

• Continuous Flow Intersections (CFIs) reduce congestion by moving vehicles more efficiently.UDOT has built 11 CFIs.



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Manage System

Traveler Information:

UDOT has estimated that the 102 large overhead VMS signs show information that can improve travel. These messages are used to change travel patterns by an estimated 280,000 drivers per year, saving$12.5 million in travel time. In addition to the delay savings, there are safety and air quality benefits.

When estimating the value of urban vs. rural VMS, rural shows a slightly higher value even though theyaren’t used as often. The events that rural signs respond to are rarer, but the potential benefits arelarger because the detour routes are longer than in urban areas. Rural area delays also cost more pervehicle because the percentage of large commercial vehicles is higher.

Social media and mobile technology has proven to be beneficial inspreading the latest transportation news. Currently there are 280,327

UDOT Traffic app downloads and more than 30,000 UDOT Twitterfollowers.


Snow Removal:

UDOT strives to keep roads clear and accessible during the snow season. In 2014, UDOT reached itsgoal of attaining an A- rating for removing snow and ice on state roads.

MMQA KEY MEASUREMENT

Snow and Ice Actual

TargetF F+ D- D D+ C- C C+ B- B B+ A- A A+

Incident Management:

With 12 Incident Management Team (IMT) trucks operating on Utah roadways, incident managementdrivers have assisted over 22,000 motorists in 2014. This number includes, incident assistance, debrisremoval, providing gallons of gas to motorists in need, assisting with flat tires and much more.


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Optimize System

Signal Optimization:

This chart shows the average percent of vehicles arriving on red each month on University Avenue inProvo and Orem since January 2013. Traffic lights on this corridor were re-timed in Spring 2013 andSpring 2014. In both cases the impacts are very apparent. UDOT makes similar changes on othercorridors statewide.

% A

r r i v a l o n R e d - M o n d a y t h r o u g h F r i d a y

2 4 / 7 M i d n

i g h t t o M i d n i g h t

0%

5%

10%

15%

20%

25%

30%

35%

40%

J a n - 1 3

F e b -

1 3

M a r

- 1 3

A p r - 1

3

M a y

- 1 3

J u n - 1 3

J u l - 1

3

A u g - 1 3

S e p - 1 3

O c t

- 1 3

N o v - 1 3

D e c - 1 3

J a n - 1 4

F e b -

1 4

M a r

- 1 4

A p r - 1

4

M a y

- 1 4

J u n - 1 4

J u l - 1

4

A u g - 1 4

S e p - 1 4

O c t - 1

4

N o v - 1 4

UNIVERSITY AVENUE’S SIGNAL OPTIMIZATION


General Purpose

High Occupancy Vehicle

People ThroughputPeople/hour/lane

2,773

1,813

The HOV/Express Lanes move morepeople per hour per lane than ageneral purpose lane and account foronly 6.2 percent of crashes.

Managed Lanes:


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212015 STRATEGIC DIRECTION

Add Capacity

1995 2000 2005 2010 2017 2020 2025 2030 2035 2040

200,000

400,000

600,000

800,000

1,000,000

1,200,000

All Revenue Assumptio

Before 2040 Achieved

T o t a l H o u r s o f D e l a y P e r D a

yNo Capacity Projects

After 1995

No Capacity Projects

After 2017

No Capacity Projects

After 2030

DELAY ALONG THE WASATCH FRONT - DAVIS, WEBER, SALT LAKE & UTAH COUNTIES

Even with planned capacity projects, delay will increase after 2015. Mobility projects have made a differencein delay, however continual focus on mobility will need to be maintained in order to continue this trend.


The Transportation Investment Fund provides funding for major capacity projects such as the Utah CountyI-15 Corridor Expansion Project (I-15 CORE), the Mountain View Corridor Project and the I-15 South DavisImprovements Project.

0

$200 Million

$400 Million

$600 Million

$800 Million

$1 Billion

Actual Expenditures

20112010 2012 2013 2014 2015 2016 2017

Estimated Expenditures

TRANSPORTATION INVESTMEN T FUND


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DELIVERING RESULTS The Department’s capital program is divided into two main parts: preconstruction and construction.

PRECONSTRUCTIONIn 2014, the Department contracted for 22 preconstruction and environmental projects wortha total of more than $39 million.

Current Projects

PRECONSTRUCTION SCHEDULE

Number of Projects60 Days Late

9

24

109Number of Projects

on Time or Early

The goal for the preconstruction division is to have 85 percent of projects on schedule.Presently 77 percent of projects are on schedule.

CONSTRUCTION


Potentialy Exceeding

Schedule by GreaterThan 30%

83

Number of Projectson Time

Number of Projects

Exceeding Budget

by 10%


Under Budget

14

9 43

CONSTRUCTION SCHEDULE CONSTRUCTION BUDGET

The goal for the construction division is to have 75 percent of projects on schedule and 90 percent ofprojects on budget. Presently 80 percent of projects are on schedule and 52 percent of projects areunder budget.


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UDOT leverages the private sector. Less than four percent of those working on UDOT construction projects

are UDOT employees.

378UDOT

10,093

Contractorsconsultants anddesigners

EMPLOYEES ASSOCI ATED WITH

UDOT CONSTRUCTION PROJECTS*

Percent Over Original Amount

AVERAGE CON TRACT OVER RUN

2012

9.294%

2013

7.871%

2014*

2.129%

20%

15%

5%

10%

0%

This graph shows the average contract overrun on UDOT construction

projects by year and by quarter. These overruns are generally from

quantity overages and contract change orders.

*As of Dec. 17, 2014

*As of Jan. 28, 2015

D e l i v e r i n g R e s u l t s

Documents

2015 Strategic Direction, Utah Department of Transportation