December 6th, 2012No Comments, Optimize Mobility, Preserve Infrastructure, by Catherine Higgins.
Innovation touched every aspect of the I-15 CORE project from construction to communication. While massive structures were built nearby then moved into place, communication experts devised new ways to inform the public about how to avoid construction related delay.
Today and tomorrow, two posts will detail how combining social media and traffic management tools helped keep traffic moving. The posts are based on a presentation given by Geoff Dupaix, Public Involvement Manager on the project.
Combining two important functions, maintenance of traffic and communication, helped keep traffic moving during I-15 CORE freeway re-construction.
MOT plans detail how traffic is managed during construction projects. Keeping traffic moving through and around road construction is critical; drivers need clear signs and safe, easy to understand traffic control devices that delineate full closures, alternate routes and lane reductions.
Public Information experts communicate with road users about MOT, and suggest ways to avoid construction related delay. Close collaboration between the PI and MOT teams on the I-15 CORE project was an effective way to inform road users about construction and also keep traffic moving though the corridor.
Communicators on the I-15 CORE project have set new standards for keeping the public informed by using social media, especially Twitter, extensively.
I-15 is Utah County’s only continuous north-south corridor and serves over 120 thousand trips per day. Keeping lanes open and minimizing delay through the corridor was no small task. The project faced challenges including major planned events overlapped with full ramp closures.
Big public events, like concerts or football games, increase traffic volume that can cause delay, making PI efforts critical to maintaining traffic mobility. On a major construction project, good communication with the public can help prevent gridlock.
MOT and PI teams collaborated very closely throughout the project. The teams met often and well in advance of planed closures or big events to discuss and problem-solve. The two teams even moved into adjoining offices to make collaboration more convenient.
Using the proper tools
The I-15 CORE team accessed Traffic Operations Center tools to set up a mini TOC. Camera views specific to the project and traffic volume data gave PI and MOT teams the ability to observe traffic in real time. When crashes or other incidents occurred, help could be dispatched immediately. The PI and MOT team could also observe and direct traffic to less-busy corridors.
The PI and MOT teams used traffic volume data to set goals for reducing traffic volume during upcoming events or MOT changes. The PI team planned messages that informed the traveling public about anticipated delay and gave options to help road users make good travel decisions. For example, messages would suggest leaving early, taking an alternate route or using an alternate exit. Social media, especially Twitter, was used extensively.
Tweeting traffic information turned out to especially useful for road users. “We got it down to a science,” Dave Smith, Public Information Manager for the project. The PI team was able to affect behavior in a very short time and actually observe traffic divert to under-served corridors based on tweets.
“It was not the number of our followers,” that made the effort successful, according to Smith; traffic reporters who followed the I-15 CORE Tweets passed along that information to their followers as well.
How did the close collaborative effort work? Check back to see tomorrows post detailing two examples and feedback from stakeholders.