It is a pleasure to be here this morning. I would like to highlight some of the benefits of a well designed and operated ITMS in my presentation. I will use the experience in the Los Angeles area after the Northridge earthquake to help identify how ITMS and the Smart Corridor project were used to help manage traffic after the earthquake. I will also mention a few of the other techniques used to respond to the damage caused by the earthquake.

The 1984 Olympics in Los Angeles provided the opportunity to develop and deploy many elements of an advanced transportation management system. These included the ATASC traffic signal control system and many other components. Managing the transportation system for the Olympics also required that numerous agencies and groups work together and coordinate their acivities. This proved to be a very positive experience and set the stage for the ongoing cooperation and communication among agencies that exists today.

Los Angeles has some of the most heavily traveled freeways in the United States. For example, over 340,000 vehicles a day use the Santa Monica Freeway. Forecasts indicate that vehicle volumes will continue to grow and that freeway travel speeds will continue to decline. Increases in population are also projected.

Although the freeway system is heavily utilized in Los Angeles, there is often available capacity on parallel arterial streets in many corridors. The Smart Corridor project was developed to response to this situation. The focus of the Smart Corridor project is to attempt to balance the use of all available facilities in a heavily traveled corridor. The Santa Monica Freeway and the five parallel streets adjacent to it were selected as the first project to test this concept. The five parallel streets have about the same capacity as the freeway. By shifting some of the demand from the freeway to the arterial streets we may be able to improve the overall operations of the corridor.

A number of traffic control centers have been developed by different agencies in the Los Angeles area, including those operated by the City of Los Angeles (LADOT), The California Department of Transportation (Caltrans), and the California Highway Patrol (CHP). One of the biggest challenges was to interconnect and coordinate these traffic centers into a coordinated approach to traffic management.

One of the first steps in the Smart Corridor project was to extend the ATASC system to include the city streets surrounding the Santa Monica Freeway. Other enhancements to the system were made as well. The ATASC system provides excellent graphics showing the status of the intersection controllers, the traffic on the approaches, and it allows for ongoing diagnostics of the communications system.

A number of other elements were added in the corridor. These included changeable message signs on the arterial streets, a low power HAR, and closed circuit television cameras. The closed circuit television component provided over 70 percent coverage of the main arterials in the corridor. Caltrans, CHP, and LADOT control centers were also linked together. Much of the information generated by the system is also provided to the public. For example, the Caltrans map showing the status of the freeway system is shown on the government access cable television channel. The same information can also be accessed from a personal computer over dial-up telephone lines. Further, this information is shared among the different control centers and agencies. This helps coordinate traffic management efforts and incident response activities.

On January 17th at 4:31 a.m., a major earthquake hit the Los Angeles area. The earthquake lasted for 30 seconds and measured 6.8 on the Richter Scale. The Northridge area of the San Fernando Valley was especially hard hit by the earthquake. The earthquake knocked out all of the electricity in the Los Angeles area resulting in a loss of power in over 450 square miles of the City of Los Angeles and a considerably larger area within the county.

As you are all aware, the damage from the earthquake was very extensive. Over 10,000 buildings were damaged and the freeway and roadway system suffered major damage. A coordinated approach was needed to respond to the situation and the different agencies in the area worked closely together to return the transportation system to normal as quickly as possible.

Damage to the freeway system occurred primarily in two main areas. One was the interchange of the I-5 and the I-14 Freeways and the other was the Smart Corridor and the I-10 Freeway. Some of the connector roads along I-5 collapsed in areas with over 216,000 average daily traffic volumes. In addition, parts of the freeway were severed, isolating vehicles that were able to stop in time. In this particular area we were lucky to have an old road that was there before the freeway system was constructed. We were able to use this facility as a major detour in the area.

One thing we found out as a result of the earthquake is that if you want to find a way to get people to shift their mode of transportation, destroy your facilities. Ridership on MetroLink, the commuter rail service in the corridor, experienced a dramatic increase in ridership after the earthquake. Before the earthquake, aproximately 950 passengers a day were using MetroLink. After the earthquake almost 22,000 passengers a day were using the service. Additional cars were added to the service, five new stations were built, and other improvements were made to meet this increased demand.

Coordinating traffic in areas with older traffic signal control systems was a challenge. In some cases, we had to have engineers and technicians manually controlling the signals in the field and communicating with others through the use of radios. Gathering and disseminating information was extremely difficult in this situation. This approach obviously required extra staff resources and was difficult to sustain for a long period of time. It did help maintain traffic flow over the short term, however.

Managing traffic was easier in the Santa Monica Freeway Corridor, as the ATASC system and the traffic management system were in place. The damage to the freeway caused the equivalent of approximatley 20 lanes of traffic to be diverted onto the arterial street system managed by the Los Angeles Department of Transportation. The traffic management system in the Smart Corridor was used to assist in responding to problems in this area.

The Caltrans Traffic Operations Center began to disseminate motorist information immediately after the earthquake. Caltrans also began to identify possible detours and traffic management strategies. Work was also initiated on contracting for demolition and rebuilding of the freeways.

One of the things we did was to provide high-occupancy vehicles (HOVs) with a short detour while requiring single-occupancy vehicles to take a more circuitous detour. This helped encourage greater use of HOVs. Caltrans promoted the use of the facility and used changeable message signs to let the motorist know that there was a stiff fine for violating the occupancy requirement. The California Highway Patrol also provided visible enforcement of the lane. Further, Caltrans was able to utilize a damaged flyover ramp as a detour in another area. Although the ramp had been damaged, the decision was made to shore it up and use it as a detour. This worked very effectively.

With the detours in place, a number of basic ITS elements were used to help operate and manage the system. These included changeable message signs, HAR, and providing updated information to the public and to local officials.

Demolition of the damaged structures began very quickly. Significant incentives were provided to contractors to complete demolition and reconstruction projects early. This approach proved to be very effective and most projects were completed early. In some cases, this approach caused problems for the traffic management plans, however. Conflicts did arise in some cases when contractors in their zeal to complete projects early caused disruptions in traffic flow. Some problems occurred because contractors were not willing to follow roadway closure plans. It was difficult to manage traffic in this setting. As a result, video surveillance of construction areas was initiated to monitor activities.

This experience indicates the need for a dynamic intelligent transportation system that allows an agency to add and modify elements in response to changing conditions. For example, a new traffic signal was installed at a major intersection in six hours. A helicopter was also used to help identify potential detours and other traffic management strategies. As one of the people who assisted in this effort, it gave me the opportunity to see the whole city and to see how well the traffic management system worked.

A 60 to 180 percent increase in vehicle volumes was experienced on parallel arterial streets during the reconstruction of the freeways. Changing the timing of the traffic signal systems helped manage this additional demand, but other measures were also used. For example, on-street parking was removed in many areas, allowing an additional lane for traffic. The timing of traffic signs was constantly being adjusted and readjusted and other elements were modified in an attempt to maximize the efficiency of the system. Many of the tools and approaches we used are exactly the same as those deployed with ITMS.

As you know, the freeway system in Los Angeles was rebuilt and reopened earlier than predicted. Traffic was managed effectively during reconstruction of the freeways by dynamically changing plans and detours on a daily basis. From driving through the corridor on a regular basis and from observing the area from the air, I would say that the capabilities of the traffic management systems in the area are tremendous.

Although I would not recommend an earthquake as a way to test ITMS, our experience showed that the system worked very effectively. I think we are moving into a new era of transportation management in this country and the next few years should be an exciting time in the profession.

A Look Ahead to the 3rd ITMS Symposium in Boston, June, 1996--ITMS Activities in the Boston Area
Michael Costa, Massachusetts Highway Department

It is a pleasure to have the opportunity to provide an overview of transportation activities in the Boston area and to extend an invitation to join us in June of 1996 for the Third ITMS Symposium.

Because this session looks ahead to next year, I would like to take a few minutes to talk about the Boston area. By attending the Symposium you will have the opportunity to see the Swan boats in the downtown Public Garden, Faneuil Hall Marketplace, the USS Constitution, the Bunker Hill Monument. If you come to Boston, you will also be able to see another sight--traffic congestion.

ITS is one of the tools Massachusetts is using in the development of an integrated transportation management system to help address congestion in the Boston area. A comprehensive ITS program has been established over the last two years.

The first step we undertook in this effort was the development of a strategic deployment plan for the metropolitan Boston area. The consulting firm of JHK & Associates was selected to conduct this planning effort, which was completed in January of 1994. The purpose of this plan, which was funded by FHWA, was to examine the existing conditions in the Boston area, to identify targeted ITS user services, and to develop a phased implementation plan for ITMS and other ITS projects.

One of the challenges in the Boston area is coordinating the activities of the numerous agencies responsible for different aspects of the transportation system. These include the Massachusetts Highway Department, the Massachusetts Turnpike Authority, the Massachusetts Port Authority, the Massachusetts Bay Transit Authority, and several cities and towns. Developing an ITMS with all these agencies represents a major challenge. Our planned approach is to utilize a Traffic Information and Coordination Center (TICC) as the focal point for the system.

The strategic deployment plan recommended a two phased approach. The first phase focuses on downtown Boston and out to Route 128, which is a circumferential highway around the city. The Central Artery project, which you will hear more about in the next presentation, is included in the first phase. The second phase will include the TICC and will expand the system to the I-495 Freeway and other metropolitan areas around the state.

I would like to briefly describe four ITS projects that are underway as part of the first phase of deployment. There are the Route 128 project, the SmarTraveler Operational Test, the Southwest Expressway HOV lane, and an Integrated Transportation Management System on the I-93 Freeway north of Boston.

The Route 128 corridor project focuses on the development of an enhanced emergency management system. The project is building on existing incident management efforts including the *SP Program and the Motorist Assistance Program. The state police receive approximately 25,000 cellular telephone calls per month on incidents and accidents through the *SP Program. The Motorist Assistance Program is a public/private project that provides free roadside assistance to motorists on 20 routes in and around Boston utilizing roving service vans. Approximately 7,000 motorists are assisted each month through this program. We want to build on these efforts to develop an automated incident detection system along the Route 128 corridor. Field equipment including loop and radar detectors, closed circuit television cameras, and changeable message signs will be installed along approximately 225 lane miles of highway. A key component of this system will be the construction of a regional traffic operations center (TOC) co-located in the State Police barracks in Framingham. Leased lines will be used initially for communications. However, an initiative called "Wiring Massachusetts" is also underway to foster public/private partnerships for the development of a fiber optic backbone throughout the metropolitan Boston area. The design of this approximately $7 million project should be complete within the next six months.

The SmarTraveler project has the distinction of being the first operational test funded under the ISTEA. It is a region-wide, real-time traffic and transit telephone information system provided as a free service in the Boston metropolitan area. The SmarTraveler project uses the fusion of multiple information from a data collection source in a Unix driven, multi-mode, multi-port, audiotext system developed by SmartRoute systems. Currently, the SmarTraveler project has approximately 500 mobile telephone probes in and around Boston, 50 live and slow scan cameras, and direct links to the state police and various transportation agencies.

Overall, the service monitors approximately 700 miles of major roadways, as well as bus, rapid transit, and commuter rail lines. The service receives about 1.5 million calls annually. One of the most interesting statistics is that 97 percent of the people contacted in a small sample survey conducted after the first year of the test indicated that they liked the service well enough to use it again. That survey also obtained information on the impacts of the service. Approximately half of the callers indicated they made some change in their travel behavior based on the information received from the SmarTraveler System.

The third project is the Southeast Expressway HOV lane which is currently under construction and scheduled to be completed in late 1995. The I-93 Southeast Expressway is located south of Boston and carries approximately 190,000 vehicles per day. Twelve miles of a moveable barrier system, 6 miles in each direction, is being installed to create an HOV contra-flow lane using the off-peak travel lane. A barrier transfer vehicle will be located on each end of the project and will move the barrier in and out from the median each weekday morning and afternoon. Once the lane is separated, high occupancy vehicles will be allowed to bypass congestion to and from Boston. Because of the limited lane width and single entrance and exit points, efficient emergency management will be a key component of the operation of the facility. ITS technology will be used to monitor operations and enhance incident detection and response. The collection and processing of field data will be performed at a satellite control center located at the facility.

The last project that I would like to mention is the I-93 ITMS Operational Test. This project focuses on providing multimodal, real-time, en-route motorist information to travelers coming into the City in the morning peak-period. The goal is to monitor corridor conditions, and utilize simulation models to estimate traffic conditions 10 to 15 minutes into the future. The project will provide commuters with information and recommend actions prior to their reaching decision points to allow them to divert to an optimal mode or route.

The study area for this project is the I-93 Freeway corridor north of Boston. I-93 is a heavily congested roadway, which includes a permanent HOV lane. Alternate routes are available by using Route 28 and Rutherford Avenue. Both roadways are signalized arterials that currently have closed loop signal systems. The area also includes transit alternatives and several commuter parking lots. Although it is a small study area, it includes all the elements that need to be included as part of an integrated system. The operational test, which is currently being designed by AlliedSignal, will challenge the application and integration of ITS technology. Key elements with national significance include monitoring individual behavioral responses to multi-modal, real-time information, the inclusion of adaptive signal controls, and the application of dynamic and predictive traffic simulation models. The operational phase of the project is scheduled for the summer of 1996.

This is a small sample of the many projects underway in Massachusetts. I hope you will be able to join us in Boston next year for the Third ITMS Symposium and have the opportunity to see these and other projects firsthand.

Thank you and good morning. I am happy to have the opportunity to talk about the Central Artery Project in Boston. The Central Artery is the portion of the I-93 highway that cuts through the middle of the city. It separates the waterfront area of Boston from the financial district. The freeway, which was built in the 1950s, presents a physical barrier in the downtown area. The freeway was designed for 75,000 vehicles a day, but it currently carries about 200,000 vehicles a day. As a consequence, it often seems that we are the operators of the largest parking lot in the northeast. The Central Artery has three traffic lanes in each direction and ramp accesses are placed fairly close together. In many respects, I-93 in this area works more like a collector distributor than an interstate highway.

Planning for the Central Artery tunnel project began in the 1960s. At that time, consideration was given to adding another crossing to Logan International Airport. That plan was expanded, however, and the current project focuses on adding a Third Harbor Tunnel which will have two traffic lanes in each direction. The new facility will double the capacity of the existing Sumner and Callahan tunnels. It will also improve the I-93 (Central Artery) by increasing capacity by a third and depressing it underground.

The total cost of the project is estimated at $8 billion. Currently, approximately 90,000 vehicles a day use the existing tunnels. By 2010, some 300,000 motorists are projected to use the three tunnels on a daily basis. The design for the Central Artery Tunnel is very complex. Some of the interchanges will be underground, which will add complexity for motorists as well.

Maintaining air quality levels in the tunnels also had to be considered. All tunnels are designed for travel speeds of 50 mph. The goal is to ensure that vehicles do not spend more than approximately 15 minutes traveling through the tunnel. Two elements are key to the approach taken to address air quality concerns. One is the ventilation system and the other is the incident management program.

The ventilation system for the tunnel includes over 130 fans and eight ventilation buildings. A very aggressive incident management program is in operation with the existing tunnels. This program will be expanded to include the Third Harbor Tunnel. We have been working with the fire department since 1987, and they have been involved in the design and procedures to be used for the facility. An abandoned tunnel in West Virginia was used to test different operating strategies and responses to fires and other emergencies.

The entire underground highway system will be managed by an operations control center. This center will operate 24 hours a day. Closed circuit televisions will be used to monitor the tunnels, as well as the freeways. There are currently nine emergency stations and platforms located throughout the project. These are located to provide immediate access to any point in the tunnels. The operations control center will coordinate all of the elements associated with the system. The entire system is triply redundant to ensure that backup power and other functions will be available in the case of an emergency. There are 28 backup generators and a smaller backup operations center. The backup center includes primarily the life safety systems, including the communications network.

Other elements of the traffic management system include lane use signals, changeable message signs, 500 closed circuit television cameras, carbon monoxide detectors, hydrocarbon detectors, HAR, fire detectors, and a fire alarm system.

The traffic management system will also be used during the construction of the Central Artery and the Third Harbor Tunnel. A pilot program is currently underway which includes four variable message signs.

The Massachusetts Institute of Technology (MIT) developed a traffic simulator that has been used to run different traffic management scenarios. This simulator has been extremely helpful in testing different approaches to traffic management.

The first phase of the Central Artery Tunnel project is scheduled to be opened in December of 1995 for commercial vehicles only. You will be able to see the project next year at the ITMS Symposium in Boston.

A number of additional ITS technologies are being incorporated into the project. The toll facilities associated with the tunnel will be fully automated. The technology for the electronic tolls has not been selected yet, but a number of different systems are being considered. The use of in-vehicle navigation technologies, real-time asset management systems, and other ITS components are being explored to help ensure the safe and efficient operation of the Central Artery and the Third Harbor Tunnel.

I hope you will make time to see these facilities next year at the ITMS Symposium in Boston. Thank you.