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PUBLISHED DECEMBER 2019
TABLE OF CONTENTS TECHNOLOGY
MAINTENANCE
UDOT Surplus Property Online Auction............................ 1
Code 1 Budget Dashboard.............................................. 15
UTAPS–CDI Data Initiative.............................................. 2
Paint Truck Cleaning Basins............................................16
Automated TAMP............................................................. 3
Eagle’s Nest (Anti-Theft Generator Box).......................... 17
UDOT Citizens Report App............................................... 3
HIVE Car..........................................................................18
Commercial Vehicle Electronic Screening........................3
Radar Detection Protectors...............................................19
Signal Innovation........................................................... 4
Snow Plow Blade Changing Cart.....................................20
SMS & MMS.....................................................................4
Magnetic Mic.................................................................. 20
Curve Warning Sign Analysis...........................................5
Pond Sprinkler Filter.........................................................20
Damage Claims Payment Portal Development.................5
Wrench For Wheel Tracker................................................21
ACTIVE TRANSPORTATION Green Thermoplastic Bike Lanes–Redwood Road............6
New Pliable Pothole Treatment........................................21 Mechanical Ice Breakers................................................. 21 Utility Trailer....................................................................22
CONNECTED AND AUTONOMOUS VEHICLES (CAV)
Mechanical Log Holder.................................................... 22
Automated Vehicle Shuttle Pilot......................................7
OshKosh Single Engine Blower.........................................22
Connected Vehicle Transit Signal Priority........................ 8
Lands and Building Dashboard.......................................22
MOBILITY
COMMUNICATIONS IMPROVEMENT
Stinger Tow System......................................................... 23
Team Building Between Region 3 & Central....................9
Electric Vehicle Supply Equipment (EVSE) Install........... 24
Equipment/Vehicle Document Binder.............................. 9
Radar Detection Wildlife Signs........................................25
Splash Page....................................................................9
Wildlife Overpass............................................................ 25
Traffic And Safety To-Do List........................................... 9
UNMANNED AERIAL SYSTEM (UAS)
CONSTRUCTION
UAS–Based Lidar Capture.........................................
26
Digital Delivery Model Based Design And Const..............10
UAS’s For Sign Inspection..........................................
27
E-Ticketing......................................................................11
UAS’s On IMT Vehicle.................................................
27
Pavement Treatment Selection Process...........................12 Variable Workzone Time...................................................12 GRS Abutments...............................................................12 Sharing Information Early For Design-Build....................13 Incorporating Value Engineering Into Design-Build........ 13 Raised Median Tool Kit....................................................13 GIS Local Government Management App...............................14 Active Transportation System Documentation.................14 R4 Top 5 Maintenance Projects Applications.................. 14
COMMUNITY ROW Demolition Partnerships......................................... 28 Public Input For Aesthetics............................................. 29 Lehi Technology Corridor Mobility Coordination...............29 Partnering w/Utah County On Bridal Veil Falls Rd.......... 29 $ FINANCIAL IMPROVEMENT Cash Balance Inventory Fund......................................... 30
Investment Management Reports................................... 30 MAG Exchange For Federal to State Dollars.....................30 PERFORMANCE MANAGEMENT Skid Data Collection Enhancement................................. 31 Continous Improvement at UDOT.................................... 32
2019 2019 2019 2019
TOC
TECHNOLOGY
UDOT SURPLUS PROPERTY ONLINE AUCTION
UDOT SURPLUS PROPERTY ONLINE AUCTION UDOT’s Right of Way Division implemented an innovative online auction platform to increase throughput associated with surplus property disposal.
increased the number of parcels that UDOT can sell at any given time, resulting in additional revenue that can be returned to the transportation fund. During Fiscal Year 2019, nearly $32 million in sales were achieved, a record sales figure. WHAT’S NEXT:
THE PROBLEM: During the acquisition process, UDOT often purchases more property than necessary for projects to ensure property owners’ rights are respected. As a result, UDOT has surplus land that needs to be sold for the best economic benefit of the state and restored to the tax rolls; this also eliminates maintenance burdens. However, the sale of surplus land is cumbersome and time consuming. Selling the land in an open and transparent manner is difficult because onsite auctions cannot reach a broad audience, limiting the number of bidders.
The online auction platform has proven to be a very successful sales tool for large tracts of land, as well as for smaller tracts that are suitable for residential construction. Experimentation has begun with the sale of even smaller tracts that face more development challenges (e.g., parcels with limited access opportunities, parcels with unusual shapes, etc.) to see if the platform will aid with the sale of such parcels. UDOT has begun working with its sister agency, Division of Facilities Construction and Management, to aid it in its sale of excess land through the online platform.
THE CHANGE: Using a traditional RFP procurement process, a consultant was selected to build and manage an online property sales platform that allows bidders to compete for property through an auction process. The new online auction platform (udotauctions.udot.gov) combines traditional real estate concepts (e.g., marketing, site inspections, response to interested party inquiries, etc.) with an easyto-access platform where interested buyers compete to purchase surplus property. The consultant engages in a variety of marketing efforts, ranging from traditional on-site signage, to national advertising in print media, to mobile geo-fencing strategies. THE RESULT: The online auction site has increased UDOT’s ability to market surplus property to a broader audience, enhancing competition for parcels, and increasing the transparency of its sales process. The online auction platform has also PROBLEM
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For more information contact UDOT Right of Way Director LINK: UDOT ONLINE AUCTION
CHANGE
RESULT
2019 2019 2019 2019
1
TECHNOLOGY
UTAPS–CDI DATA INITIATIVE
UTAPS–CDI DATA INITIATIVE University of Utah Transportation and Public Safety – Crash Data Initiative (UTAPS-CDI or UTAPS) is a cooperative effort between the Utah Department of Public Safety (DPS), UDOT, and the University of Utah (UofU). THE PROBLEM: UDOT and DPS maintained traffic crash records and counts in separate databases, making it difficult to coordinate the numbers and types of crashes.
The database will connect to other data dashboards within UDOT and other crash data applications to provide a seamless connection to live crash data. The database is planned for use to pursue traffic safety research opportunities to help identify additional roadway safety solutions. WHAT’S NEXT:
THE CHANGE: The UofU created a single data management system to be used by both UDOT and the DPS. University students are being trained on the system and will assist in quality control of the crash data in the centralized database. THE RESULT: The centralized database encourages consistency and frees up resources that previously duplicated efforts.
Work will continue going forward to improve the database and crash data website. The database will be connected to other data dashboards within UDOT and other crash data applications to provide a seamless connection to live crash data. UDOT looks to take advantage of its partners at the University and the connections with the new database to pursue traffic safety research opportunities to help UDOT identify additional roadway safety solutions.
For more information contact UDOT Safety Programs Engineer
PROBLEM
2
CHANGE
RESULT
2019 2019 2019 2019
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TECHNOLOGY
TECHNOLOGY PROJECTS OF 2019 CONTINUED
AUTOMATED TAMP The UDOT 2018 Transportation Asset Management Plan (TAMP) is the plan UDOT follows to achieve the Preserve Infrastructure strategic goal. The TAMP aims to formalize a data-driven performance-based approach for allocating transportation funds to manage UDOT’s assets. It also aims to incorporate asset and risk management into the intermediate and long-range planning processes and resource allocation. UDOT’s 2019 TAMP was not well advertised for people to intuitively access and consume. The TAMP is the plan UDOT follows to achieve the Preserve Infrastructure strategic goal. UDOT created a website for the TAMP that has livedata showing performance metrics. This living document allows anyone to see how UDOT is doing at any time with respect to the TAMP. For more information contact UDOT Asset Manager for Maintenance LINK: UDOT TAMP DOCUMENT LINK: UDOT GOALS LINK: FHWA GOALS
UDOT CITIZENS REPORT APP The UDOT Traffic Operations Center (TOC) needed a better way to report and update information on current road conditions. Using the Federal Highway Administration EDC-5 funding for crowdsourcing operations, an app was created that allows trained volunteers to report road and weather conditions directly to meteorologists at UDOT’s TOC.
LINK: NEWS ARTICLE LINK: YOUTUBE_1
LINK: YOUTUBE_2 LINK: FHWA ONLINE ARTICLE
The information provided through the UDOT Citizen Report app will be used to update information on road conditions on the UDOT Traffic app and website.
LINK: FHWA ARTICLE
For more information contact UDOT CAV Project Manager
COMMERCIAL VEHICLE ELECTRONIC SCREENING Commercial motor vehicles (CMVs) moving on US-191 are required to turn onto US-491, travel 2 miles to the port to be checked and then return the 2 miles to continue their route. This is inconvenient for motor carriers, and port-ofentry personnel have no way to determine if all CMV’s are coming to the port or bypassing the port illegally. UDOT is installing license plate and USDOT number reader e-screening technology and weigh-in motion scales in the roadway on US-191 on each side of US-491. If the CMVs pass a predetermined set of safety, size, and weight criteria, with the assistance of variable message signs, those vehicles will be allowed to continue on US-191 without driving the 4 miles round-trip to and from the port-of-entry location. Those who do not meet the criteria will be directed to the port-of-entry. The new system will save time for CMVs, reduce traffic on US-491, and prevent CMVs from unlawfully bypassing the port. For more information contact Utah Motor Carriers Director PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
3
TECHNOLOGY
TECHNOLOGY PROJECTS OF 2019 CONTINUED
SIGNAL INNOVATION ON REDWOOD ROAD AT PIONEER CROSSING IN SARATOGA SPRINGS The signal timing for the Pioneer Crossing continuousflow intersection needed additional flexibility in programming to allow for better use of signal timing options. A 48 volt Advanced Traffic Control Cabinet was installed, giving UDOT the flexibility of having 32 channels instead of 16. Now more detractor channels for additional Automated Traffic Signal Performance Measures are available. The 48 volt is safer due to the lower voltage. Power consumption is reduced. And the battery backup system can run the signal longer if the power source is interrupted. For more information contact UDOT Region Three Traffic Signal Engineer and Statewide Signal Engineer
SMS & MMS UDOT employees needed to communicate more effectively with hundreds of mobile phones at once.
Example Message
Using the Google Short Message Service, messages that include text, images, and links, can be sent to hundreds of phones at once. The messages include reminders, safety ideas,emergency notifications, and content for morning meetings. Communication within the region has improved.
Example Message
For more information contact UDOT Accounting Technician III
PROBLEM
4
CHANGE
RESULT
2019 2019 2019 2019
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TECHNOLOGY
TECHNOLOGY PROJECTS OF 2019 CONTINUED
CURVE WARNING SIGN ANALYSIS Curve warning signs needed to be in compliance with the updated Manual on Uniform Traffic Control Devices by the end of 2019. Commercial services wanted $500,000 or more to ball-bank (a type of physical field test) all UDOT roads. Already collected asset data was used to avoid having to (re)drive all UDOT roads. Approximate cost of using existing enterprise wide curve data was $30,000 to $40,000 or less than 10% of other methods for identifying locations needing updates. UDOT identified roughly $3 million in curve sign updates, which are currently under construction. For more information contact UDOT Operations Engineer
DAMAGE CLAIMS PAYMENT PORTAL DEVELOPMENT Damage claim customers had a limited number of payment options. Damage claims generally resulted from a crash that impacted the state’s maintained public roadway. An online credit card portal was developed for more efficient credit card payments. Individuals now have more options to make damage claim payments.
For more information contact UDOT Financial Manager
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
5
ACTIVE TRANSPORTATION
GREEN THERMOPLASTIC BIKE LANES—REDWOOD ROAD
GREEN THERMOPLASTIC BIKE LANES—REDWOOD ROAD THE PROBLEM: Innovative intersections, such as continuous-flow intersections (CFIs), are sometimes difficult for bicyclists and pedestrians to navigate. Drivers of vehicles may not know where the cyclists should be on the road. The CFI design forces cyclists to cross over travel lanes well in advance and be in a channelized area (left-hand turn lanes) with risk for potential exposure to the roadway with high speed differentials. This particular corridor has historically high volumes of roadway cyclists; thus, accommodating cyclists into the project was a necessity. THE CHANGE: Thermoplastic bicycle markings, two-stage turn bike boxes, bicycle lane striping, visually enhanced crosswalks, bicycle slip ramps and signing were incorporated into the CFI at Pioneer Crossing and at the intersection at 2100 North and Redwood to accommodate bicycle users and enhance safety. A training video was developed to teach the public how to use the intersection safely. THE RESULT: The intersections were designed with intuitive bicycle lane placement and incorporated two-stage turn bike boxes; these designs allow for a safer opportunity for bikes to make left-hand turn movements without compromising the traffic operation of the intersections. By incorporating two-stage turn bike boxes and clearly delineated crosswalks, pedestrians and trail users understand clearly how to safely navigate the intersection. The bicycle lane
placement greatly improves driver expectations of where to find and look for cyclists. These designs increase visibility for the most vulnerable roadway users and reduce crash conflicts by separating bicycle lane transitions and left turning movements from the vehicle movements. Bicyclists, pedestrians, and trail users can safely use both intersections to access destinations in their community. WHAT’S NEXT Bicycle and pedestrian counts were taken before the interchange improvements were completed and will be reevaluated in the future (after a period of traffic/use normalization) to determine if any changes occurred in use. This will be compared with our crash/safety data to see if there were any impacts to roadway user groups. Additionally, we will analyze sub-user types and their use preference of the intersections (slimp ramp and crosswalk usage or bicycle box utilization). The pavement markings (painted lanes, thermoplastics and bike boxes) will be monitored to see if there are any maintenance implications or concerns over time. The cost of the bicycle/pedestrian elements will be used to do a cost/benefit analysis within Planning for the department to use as we pursue other active transportation projects across the state. The Pioneer Crossing and Redwood Road intersections will continue to be evaluated and public comment and user feedback tracked. For more information contact UDOT’s Region 3 Program Manager (EM II) and Active Transportation Manager LINK: NEWS ARTICLE
PROBLEM
6
CHANGE
RESULT
2019 2019 2019 2019
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CONNECTED AND AUTONOMOUS VEHICLES (CAV)
AUTOMATED VEHICLE SHUTTLE PILOT
AUTOMATED VEHICLE SHUTTLE PILOT THE PROBLEM: Automated and connected vehicle technology will help UDOT move toward zero fatalities, crashes and injuries, but public confidence towards vehicle automation remains low (averaging about a 30 percent approval rating). THE CHANGE: UDOT, in partnership with Utah Transit Authority (UTA), tested a 12 passenger, electric, automated vehicle shuttle in five locations across the state. People were able to ride the shuttles and answer questions about their experience in a survey that is being analyzed by University of Utah psychology researchers. THE RESULT: More than 4,000 people were able to ride the shuttle with more than 500 answering the survey. The overall public response is positive. For more information contact UDOT TMD Technology & Innovation Engineer LINK: YOUTUBE_1 LINK: YOUTUBE_2 LINK: UTA ARTICLE
PROBLEM
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WHAT’S NEXT: Following the pilot, UDOT and UTA will continue researching potential solutions and deployments for an autonomous shuttle. The variety of deployment locations identified in the pilot will help to determine future uses.
CHANGE
RESULT
2019 2019 2019 2019
7
CONNECTED AND AUTONOMOUS VEHICLES (CAV)
CONNECTED VEHICLE TRANSIT SIGNAL PRIORITY
CONNECTED VEHICLE TRANSIT SIGNAL PRIORITY
THE RESULT:
THE PROBLEM: Buses are challenged to stay on schedule in busy traffic. Riders count on buses to be on schedule and are less likely to take transit if the bus is unreliable. THE CHANGE: UDOT worked with the Utah Transit Authority (UTA) to install connected vehicle technology at 24 intersections along Redwood Road and in 10 UTA buses. This technology consists of wireless radios (DSRC or Dedicated Short Range Communication) and some software which allows a bus to request extra green time when it is behind schedule. The unique feature of this system is an ongoing, two-way communication between the bus and the traffic signal. After demonstrating the success of this system, it was also installed in Utah County on the new UVX bus rapid transit system, including 47 intersections and 35 buses. For more information contact TMD Technology & Innovation Engineer LINK: UDOT
LINK: ITSRM.ORG
LINK: AMERICAS TRANSPORTATION AWARDS
LINK: TRANSPORTATION.GOV
PROBLEM
8
Transit schedule reliability for the equipped UTA buses has improved by 6 percent during morning and afternoon peaks. Studies are underway to assess the improvements in the UVX system. WHAT’S NEXT: Studies on the effectiveness of this system are continuing, which are providing additional insights into system performance and potential modifications. In early 2019, this system was installed on four additional corridors in Salt Lake County and 55 UDOT snow plows. When actively plowing, the snowplows will be able to preempt the traffic signals, forcing a green light. This will make plowing more efficient and speed up the removal of snow and ice, yielding safer roads. Studies of the effectiveness of this system will occur during the 20192020 winter season. Over the next two years, this system will be expanded to three additional bus routes in Salt Lake and Utah Counties, and seven additional snow plow corridors.
CHANGE
RESULT
2019 2019 2019 2019
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COMMUNICATIONS IMPROVEMENT
COMMUNICATIONS IMPROVEMENTS OF 2019
TEAM BUILDING BETWEEN REGION 3 & CENTRAL
EQUIPMENT/VEHICLE DOCUMENT BINDER Vehicle documents were hard to find. Some documents were getting lost and damaged.
Better communication and improved collaboration were needed to resolve some areas of conflict and capture lost opportunities. UDOT started holding more regularly scheduled meetings between differing groups to ensure communication was consistent.
All vehicle documents were organized and placed into a binder that is kept in the vehicles. Each binder includes the daily vehicle inspections book, the Yellow Book, vehicle/equipment registrations, permits, and safety inspection documents.
Awareness and familiarity has improved among the teams that are involved in the meetings, facilitating higher level decision making. Issues are identified and resolved more quickly. Team members have a greater sense of unity and cohesion.
Vehicle documents are now easy to find and stay in good, legible condition. Drivers and the Utah Highway Patrol can now easily locate the documents they need. For more information contact UDOT’s Office Specialist II
For more information contact UDOT’s Region Three Director
SPLASH PAGE Simple opportunities to communicate with employees and the public within the building were being overlooked.
The Splash Page Announcements Presentation Training: Recenty a presentation traning was held in the Learning Center. Brent Wilhite from Penna Powers offered some great tips on public speaking. The training is beneficial to anyone who is presenting in front of a group. A recording of the training can be viewed on youdot.utah.gov
UDOT installed one page splash pads in restrooms in the headquarters building.
UDOT Annual Conference: The 2019 UDOT annual confference will be held November 5-8. Registration ends October 21.
September 2019 Issue 2
Calendar September 18 Flu Shot Clinic 11:30-4:30 - Extra Mile Room September 18 Food Truck: Cluck Truck September 20 Utah Transportation Commission Meeting Richfield, Utah September 25 Food Truck: El Nene Sammy
Well-being tip- Be good to yourself: Many people feel stress in their daily lives. Stress can cause you to overeat, feel tired, and not want to do anything. Healthy eating, getting plenty of sleep, and regular physical activity may help offset the effects of stress.
These pages are updated with high-level information and upcoming event reminders every couple of weeks. They are fun. They also help to fight email fatigue.
Work hack- Protect your time: Schedule chunks of time into your calendar that are dedicated “me time.” This means you block out specific blocks of time to work on your assigned projects and tasks. This prevents you from double-booking yourself and getting sucked into meetings or other projects. September is National Preparedness Month: This is a good time to review your plans about what to do in an emergency. Here are just a few topics to ponder this month in the event of an emergency or disaster:
For more information contact UDOT Innovation & Implementation Coordinator
• • • • •
Do your coworkers and family know how to find you and how/where to check in? Do you have a “go-bag” with fresh supplies? How will you stay informed? What is your escape/evacuation route? Do you know what your division’s COOP is?
There are three constants in life: change, choice, and principles. - Shephen R. Covey
TRAFFIC AND SAFETY TO-DO LIST Work task items were not organized well, resulting in many overlooked and mis-prioritized issues. A Google Sheets based to-do list was created to clearly report on the status of an item, make assignments, filter through large lists, set priorities, record history, estimate hours of work, and act as a reminder of responsibility. Items are now easily tracked, assigned, and reviewed. Tasks are completed more quickly and completely.
For more information contact UDOT Region Four Traffic Operations Engineer
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
9
CONSTRUCTION
DIGITAL DELIVERY OF MODEL BASED DESIGN AND CONSTRUCTION
DIGITAL DELIVERY OF MODEL BASED DESIGN AND CONSTRUCTION THE PROBLEM: Projects have traditionally been delivered using a 2D (paper based) delivery. Although mostly paperless, data are lost in the transfer from design to construction. Further, a repeatable process using digital delivery has not been developed. THE CHANGE: In 2018, UDOT was awarded a $1 million Federal Aid Grant to further the digital delivery effort. UDOT used the funds to develop a digital delivery repeatable process (in lieu of traditional plan sheets) from design to construction, as well as asset management. This effort focuses on the design workspace, GIS use, and the passing of specific information (related to signs, striping, and barrier) from construction to asset management using expanded metadata. Please visit UDOT’s digital delivery website for additional information (link is below). THE RESULT: UDOT is leading the nation in this effort. To date, 11 projects have been delivered with the model as the legal document. In addition, major milestones have been hit, including awarding four projects without supplying traditional plan sets and using only mobile devices in the field. Finally, UDOT is poised to establish a repeatable advertising/award/construction process that eliminates the time consuming process of producing plan sheets. WHAT’S NEXT: UDOT will address how to collect as-constructed project data and transfer that information to its asset management database.
For more information contact State Design and Standards Engineer LINK: UDOT DIGITAL DELIVERY
PROBLEM
10
CHANGE
RESULT
2019 2019 2019 2019
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CONSTRUCTION
E-TICKETING
E-TICKETING UDOT receives around 50,000 asphalt tickets per year. These are entered into a spreadsheet for quantity calculation and then scanned and stored in projectwise. THE PROBLEM: UDOT originally started the eTicketing initiative hoping to use a commercial, off-the-shelf solution from one of the various software vendors. However, the industry was not interested in purchasing another software platform to transmit these tickets to the department. THE CHANGE: Central Construction and the GIS group developed a homegrown solution using Esri’s GIS Suite and FME, software that the Department already owned. A willing partner in Granite Construction was found, and the department held a series of meetings with local and national level Granite individuals to create a system to pilot some projects in 2019. In one pilot program, an asphalt supplier sends all of the information on a legacy paper ticket as a row of data to a UDOT created webhook. The webhook then initiates the server to perform a workflow associating the ticketing to the correct project. The webhook then completes calculations and delivers the ticket to the inspector’s iPad or smartphone within one minute of ticket receipt by the department. In most cases, UDOT’s field inspector has the ticket before the truck is even on-site. THE RESULT: This past summer, seven eTicketing projects were piloted, resulting in 2,900 eTickets being received, representing almost 70,000 tons of material. Both UDOT field crews and Granite personnel have been positive about the results which allows both groups to reduce paperwork associated with asphalt paving. WHAT’S NEXT: UDOT has also piloted one HMA eTicketing project with Staker Parson and will be piloting additional projects in 2020. Geneva Rock Products is working to implement an eTicket for Ready Mix Concrete. For more information contact UDOT’s State Construction Engineer LINK: FHWA STIC
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
11
CONSTRUCTION
CONSTRUCTION PROJECTS OF 2019 CONTINUED
PAVEMENT TREATMENT SELECTION PROCESS The selection process for pavement treatment varies and is inconsistent throughout the state. A standerized decision tree was made for the DOT. The treatment for pavement is made based upon the recommendations of the decision tree. Now the choices are consistent throughout the state. Projects that do not fit within the parameters of the decision tree are being tracked in order to improve the process. For more information contact UDOT’s Statewide Pavement Engineer
VARIABLE WORKZONE TIME Slow moving highway constructions projects were costing UDOT too much money and negatively impacting the traveling public. Goals
UDOT implemented a process to increase the amount of time contractors can work on a project on a given day. The process also minimizes adverse mobility impacts. The process includes monitoring real time traffic to allow more working time per shift and to decrease the overall duration of a project.
Maximize • Contractor’s Work Windows
Reduce • Overall Duration Of Lane Closures
Inform • Public Of Travel Times In Real-Time
On average, one extra shift worth of bonus time has been added per week. This is a win-win outcome that delivers value across several stakeholder communities. For more information contact UDOT’s State Construction Engineer
GEOSYNTHETIC REINFORCED SOIL-INTEGRATED (GRS) ABUTMENTS Due to a buried petroleum pipeline, pile driving was not possible for some of the bridges on US-89. A soil anchor abutment system was designed that while using a shallow foundation still meets structural requirements. The bridges on US-89 will be built using the new abutment system without the cost or expense of having to relocate the buried pipeline. For more information contact UDOT Region One Project Manager LINK: FHWA REPORT
PROBLEM
12
CHANGE
RESULT
2019 2019 2019 2019
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CONSTRUCTION
CONSTRUCTION PROJECTS OF 2019 CONTINUED
SHARING INFORMATION EARLY FOR DESIGN-BUILD Some information on Design-Build (DB) projects can be shared with potential DB proposers, giving them a real or perceived advantage. Information released to third parties is posted on UDOT’s Listserve as information only. DB proposers are able to more easily obtain information and incorporate the information into their proposal writing. These actions also help to improve overall process transparency at UDOT. For more information contact UDOT Region One Project Manager
INCORPORATING VALUE ENGINEERING INTO DESIGN-BUILD Some Design-Build projects were exceeding budgets. Value engineering workshops were held during procurement phases to determine what concepts could be used from other projects to save on costs. The identified concepts were incorporated into the requirements documents in the RFP for the proposers to generate responses. These value engineering approaches resulted in reductions in costs of nearly $15 million.
For more information contact UDOT Region One Project Manager
RAISED MEDIAN TOOL KIT The public was resistant to raised median installations. Most people did not understand when, where, and why it made sense to install them. A communications-based tool kit was developed to provide a more consistent outreach program on the raised median installation. UDOT and local governments now have a transparent and uniform public engagement tool. For more information contact UDOT’s Innovation & Implementation Manager and Safety Programs Engineer LINK: UDOT RAISED MEDIANS
PROBLEM
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CHANGE
LINK: YOUTUBE
RESULT
2019 2019 2019 2019
13
GIS
GIS PROJECTS OF 2019
LOCAL GOVERNMENT MANAGEMENT APP
The diverse geography and numerous local government agencies made it difficult to capture and track issues. Communication of workflow between project teams and government agencies was also lacking. A GIS app was created that allows users to input challenges and ideas in a mobile and paperless setting. The app efficiently maps location, tracks current progress, records conversations, and outlines next steps on each task. Tasks can be quickly sorted in the following statuses: idea, on-hold, planning, design, construction, and complete. The app improves overall situational awareness. It helps decision makers better understand and archive local needs, which improves UDOT’s local government collaboration efforts. The app provides a workflow that can be integrated into various team and local government meetings.
For more information contact UDOT’s Region Four Preconstruction Engineer LINK: UPLAN
ACTIVE TRANSPORTATION SYSTEM DOCUMENTATION A consistent understanding of the pedestrian transportation system did not exist. Existing sidewalks, pedestrian crossings, and pedestrian ramps were identified and documented through a GIS-based visualization tool. Improvements for the pedestrian transportation system can now be planned to better meet UDOT’s Strategic Direction. For more information contact UDOT’s Operations Engineer
REGION 4 TOP 5 MAINTENANCE PROJECTS APPLICATIONS Maintenance projects were being tracked in multiple spreadsheets and data sources, making it difficult to prioritize and track real-time statues or progress. A GIS application was developed to collect, manage, and prioritize maintenance projects. Maintenance projects are now prioritized on multiple levels. Regions can identify funding sources, work through environmental clearances, report on completed projects, and provide key information for annual performance reports. For more information contact UDOT’s Region Four District Engineer
PROBLEM
14
CHANGE
RESULT
2019 2019 2019 2019
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MAINTENANCE
CODE 1 BUDGET DASHBOARD
CODE 1 BUDGET DASHBOARD 10/25/2019
Select a Unit Type
2 Unit
3
Labor and Fixed Needed
Available Monies
$261,175
$482,501
$2,142,678
172
66.15%
82%
$596,064
$1,546,614
8101422
9
$1,459,450
$451,102
$1,008,348
172
66.15%
69%
$425,621
$582,728
9
$1,430,000
$354,554
$1,075,446
5
$974,800
$216,304
$758,496
8101423 8101424 8101425 8101426 8101427 8101431 8101432 8101433 8101435 8101436 8101437 8101443 Total
$953,800
6
$985,850
5
$961,350
9
$1,292,500
6
$973,900
5
$969,050
6
$963,300
5
$885,650
8
$1,253,250
7
$1 576 900 $128,466,882
5
$798,400
835
Expenditures
$189,661
$193,820
$255,766
$312,512
$235,779
$314,088
$207,485
$166,851
$0 $670,400
Budget Left
Working Days Left % of Working Days Left
Maintenance Units
$2,625,179
7
Revenue
Construction Units
8
8101421
Budget
4
Snow
8101411
FTES on Last Pay Period
FY20
Labor Needed vs Equipment/Materials Available Table View
Select a Region 1
Microsoft Power BI
$764,139 $792,030 $705,584 $979,988 $733,271 $659,812 $755,815 $718,799
$238,343
$1,014,907
$582 199 $37,093,343
$994 701 $91,373,539
$178,641
$619,759
172
66.15%
172
80%
66.15%
172
172 172 172 172 172 172 172
$440,652
$404,031
78%
66 15%
$407,571
$278,147
81%
66.15%
$321,283
$348,244
81%
66.15%
$453,054
$338,529
78%
66.15%
$530,986
$280,217
68%
66.15%
172
$451,271
$449,003
76%
66.15%
$406,598
$307,225
76%
66.15%
$604,648
$298,985
78%
66.15%
$478,611
$470,798
73%
66.15%
$408,201
$313,419
75%
66.15%
172
$355,939
80%
66.15%
172
%BudgetLeft
$610,876
$298,463
63%
$408 787 $45,500,778
$321,296
$585 914 $45,872,761
3 Year Average By FY Period
20M
10M
01
% of Budget Spent
$46M
Average of Budget Left
$6M
18M
12M
11M
02
03
7M
13M
10M
12M
14M 11M
9M
$5.2M
LEM Needed
04
9M 8M
05
06
07
Labor Charge Dollars
08
09
10
11
12
$5.0M
$4M
28%
100%
0%
72%
$46M 100%
Available Monies
$2M
Period02-2020
Period03-2020
$2.5M
Period04-2020
THE RESULT:
THE PROBLEM:
Microsoft Power BI
1 of 5
The Code 1 Maintenance budget information is now UDOT’s Code 1 budget supports all of UDOT’s highway https://app.powerbigov.us/view?r=eyJrIjoiNDI1MWE2MTYtYjMyMS00ZWYyLWExZjEtNTBmMjAzZTI4YTA1IiwidCI6ImFkZjY2ZWIyLWZjY2YtNDE3My1iZjQ0LTNmNzY3MzBhYTg5ZSJ9 transparent and accessible in real-time to shed and area 1/1 maintenance operations across the state. This budgeting supervisors as well as Region leadership at any time. process did not have a tool to easily share real-time budget details, including critical metrics like budget remaining relative to current expenditures. This lack of situational WHAT’S NEXT: awareness made it more difficult to reprogram any funds The next step is to fix some bugs in the dashboard tracking that may be left over from a light snow season. labor costs. The dashboard will then be available to track budgets through year end. THE CHANGE: UDOT worked with Central Maintenance Planning to track expenditures and remaining budget. A spreadsheet was initially developed to track this information. Then UDOT’s Data Analytics group built a Microsoft Power BI dashboard.
PROBLEM
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0%
For more information contact UDOT’s Region Four District Engineer
CHANGE
RESULT
2019 2019 2019 2019
15
MAINTENANCE
PAINT TRUCK CLEANING BASINS
PAINT TRUCK CLEANING BASINS
THE RESULT:
THE PROBLEM: Finding a place to clean paint trucks without being in violation of EPA stormwater requirements was inconvenient.
These efforts help UDOT to more efficiently protect the environment in conformity with stormwater pollution prevention plan (SWPPP) requirements.
THE CHANGE: Concrete basins will be built in Cedar City, Richfield, and Price and will be used to clean paint trucks.
PROBLEM
16
For more information contact UDOT’s Region 4 District Engineer
CHANGE
RESULT
2019 2019 2019 2019
BACK TO THE TABLE OF CONTENTS
MAINTENANCE
EAGLE’S NEST (ANTI-THEFT GENERATOR BOX)
EAGLE’S NEST (ANTI-THEFT GENERATOR BOX) Generators are used when power is disrupted to a traffic signal for a short or long period of time. THE PROBLEM: Traffic signal cabinets are now outfitted with exterior power plugs so gasoline powered generators can run the signal when utility power is interrupted. (A functioning traffic signal is clearly much safer than one that has gone dark.) Often the generators are needed for just a few hours at a time, but in some circumstances, the power source (power pole or box) is damaged due to a vehicle crash. Historically, a damaged power source has taken days to weeks for the power company to repair. In these circumstances, a generator is used to power the traffic signal the whole time. While this solved one issue, it created another. Even though the generators are chained to the signal pole or cabinet, padlocks have been cut and generators taken. The longer a power generator is used at a signal, the more likely it is to be stolen. THE CHANGE: A metal box was designed to hang on the signal arm and pole and hold the generator about 15 to 18 feet above the ground. The box was dubbed the “Eagle’s Nest.” Thieves have to put forth a lot more effort to steal a generator from the Eagle’s Nest now that it is out of reach. THE RESULT: No generators have been stolen when the Eagle’s Nest has been used. This is not only saving money but it is also providing a safer situation because the traffic signals are not at risk of losing power. WHAT’S NEXT: Eagle’s Nests will be manufactured for the signal crews in each region to keep more UDOT generators safe.
For more information contact UDOT’s Region Two Traffic Signal Engineer PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
17
MAINTENANCE
HIVE CAR
HIVE CAR THE RESULT:
THE PROBLEM: Some culverts and pipes are too small or difficult for a person to safely enter and visually inspect. Insects, snakes, and water hazards also presented special risks to inspectors in these confined spaces. THE CHANGE: A camera-equipped remote control car is being employed to more thoroughly inspect confined spaces with minimal training, costs, and setup time.
PROBLEM
18
The remote controlled car improves safety. It also expands UDOT’s ability to preserve critical infrastructure. A special thanks to MN DOT, where this concept originated, and to UDOT’s Robert Stewart for bringing this idea back from the Annual Transportation Research Board (TRB) Meeting. http://www.dot.state.mn.us/research/projects/hive/hive.html For more information contact UDOT’s Innovation & Implementation Coordinator
CHANGE
RESULT
2019 2019 2019 2019
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MAINTENANCE
RADAR DETECTION PROTECTORS
RADAR DETECTION PROTECTORS Special protectors (visors) placed on radar detection units at signalized intersections. THE PROBLEM:
THE CHANGE:
Snow and ice collect on radar detection units at signalized intersections, making it difficult to detect vehicles during snow storms.
Visors have been placed on radar units to prohibit snow and ice from collecting on the units.
Cumulative # of Approaches with Radar by Year - UDOT # of Approaches
3554 2872 2318 1877 1528 947 4
221
2010
2011
566
2012
2013
2014
Year
2015
2016
2017
2018
THE RESULT: Radar detection units are better able to detect vehicles at signalized intersections during inclement weather. This improves traffic flow during snow storms, while also saving critical maintenance resources.
For more information contact UDOT’s Region One Traffic Engineer PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
19
MAINTENANCE
MAINTENANCE PROJECTS OF 2019 CONTINUED
SNOW PLOW BLADE CHANGING CART Finding and moving all of the necessary parts for changing plow blades on Class 8 trucks was cumbersome and time consuming. A moveable cart that carries all of the tools and materials was assembled to change plow blades. The cart has saved time and increased efficiency. It is also a good example of applying the full-kit concept that is taught by the Governor’s Office of Management and Budget (GOMB) via the Theory of Constraints. For more information contact UDOT’s Region One District Engineer
MAGNETIC MIC Hanging a radio microphone on a standard clip was distracting to UDOT drivers. Drivers are now using a magnetic mic clip in their trucks. The clip allows drivers to attach their radio microphones to the base more easily. Drivers love the ease of attaching their radio microphones to a magnetic mic. It cuts down on distractions while driving. For more information contact UDOT’s Region 2 Transportation Technician III LINK: PRODUCT WEBSITE
POND SPRINKLER FILTER Debris in the pond water was clogging the sprinkler systems used for pond evaporation. A filter was developed and placed in the system to eliminate solids from clogging the sprinkler heads. The filter has resulted in increased pond evaporation rates. It has also eliminated the frequent labor needed to clean the sprinkler heads. For more information contact UDOT’s Region One District Engineer
PROBLEM
20
CHANGE
RESULT
2019 2019 2019 2019
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MAINTENANCE
MAINTENANCE PROJECTS OF 2019 CONTINUED
WRENCH FOR WHEEL TRACKER A Wheel Tracker is used to test asphalt mixtures and can involve high temperatures. Wingnuts on the tracker would get hot and burn employees who were trying to install or remove them. Using a speed wrench and socket, a tool was created to remove the lugs faster without inflicting burns. Wingnuts are removed more quickly and without burning workers. For more information contact UDOT’s Region One Materials Lab Technician III
NEW PLIABLE POTHOLE TREATMENT Potholes, or large sections of missing asphalt, filled with traditional HMA mix were needing to be refilled week after week. A new more expensive pliable pothole treatment is being used that has a much longer staying power. Potholes are staying filled longer, eliminating the need and cost to repetitively fill them. For more information contact UDOT’s Region Two Maintenance Engineer LINK: PRODUCT WEBSITE
MECHANICAL ICE BREAKERS Ice that develops on the roads in the canyons is difficult to remove using conventional plows. A mechanical icebreaker is now used to assist with ice removal during the winter months. The ice on the canyon roads is efficiently removed. For more information contact UDOT’s Maintenance Engineer and Asset Manager for Maintenance LINK: UDOT DEMONSTRATION VIDEO
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
21
MAINTENANCE
MAINTENANCE PROJECTS OF 2019 CONTINUED
UTILITY TRAILER
MECHANICAL LOG HOLDER
Crews were using multiple trucks to carry the tools they needed for working on the roads.
Holding logs in place while attaching them to the frame of the wildlife fence deer access points was difficult for employees.
A trailer was built to hold all of the supplies necessary for one job.
Holders were made to secure the logs before they are placed.
Instead of sending multiple employees and multiple vehicles to a small job, only one driver is needed to haul the trailer. Additionally, tools are lasting longer and not being lost.
Now the frame can be placed in its spot and built around, leading to a more secure placing and more efficient work.
For more information contact UDOT’s Nephi Station Supervisor
For more information contact UDOT’s Nephi Station Supervisor
LANDS AND BUILDING DASHBOARD Tracking the information for the needs of all of the State’s Calvin Rampton Campus facilities and grounds was difficult. A dashboard was created that displays the current projects, their status, and completion dates. All the information for the Calvin Rampton Campus facilities and grounds are now found and tracked in one location. For more information contact UDOT’s Land & Building Project Manager LINK: UPLAN WEBSITE
OSHKOSH SINGLE ENGINE BLOWER Heavy snow can weigh up to 20 pounds per cubic foot. Snow plows are efficient at clearing travel lanes during typical winter storms, but they are not effective in dealing with massive snow embankments that can weigh hundreds of tons. UDOT has some of the best snow fighters in the nation. They help keep Utah moving by employing heavy industrial equipment like this massive (state-ofthe-art) single engine blower. They also employ other innovative snow blowing tools like loader-mounted blowers. UDOT maintains blowers in Big and Little Cottonwood canyons, Park City, Parley’s Canyon, and the Salt Lake valley. This helps to improve mobility in inclement weather. More importantly, it also helps to improve highway safety, which is of paramount importance at UDOT.
For more information contact UDOT’s Maintenance Engineer and Asset Manager for Maintenance LINK: YOUTUBE
Crews are able to more efficiently clear snow from the side of the road, which allows UDOT to improve service delivery across the State. PROBLEM
22
CHANGE
RESULT
2019 2019 2019 2019
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MOBILITY
STINGER TOW SYSTEM
STINGER TOW SYSTEM THE RESULT:
THE PROBLEM: Incidents on the highway system cause additional congestion, delay, secondary crashes, and air quality issues. THE CHANGE: The Stinger tow system is a hydraulic wheel lift system that is installed on an Incident Management Team (IMT) truck. It raises the drive tires of the disabled vehicle off of the ground, allowing the vehicle to be quickly removed from active travel lanes. Once moved out of traffic, a traditional wrecker can complete the removal process later.
PROBLEM
BACK TO THE TABLE OF CONTENTS
Decreasing the duration of an incident by clearing and opening travel lanes reduces the amount of time that an incident affects the transportation system. Faster lane clearance times are good for mobility, the environment, and the traveling public. For more information contact UDOT’s Traffic Management Division
CHANGE
RESULT
2019 2019 2019 2019
23
MOBILITY
ELECTRIC VEHICLE SUPPLY EQUIPMENT (EVSE) INSTALLATION
ELECTRIC VEHICLE SUPPLY EQUIPMENT (EVSE) INSTALLATION There has been limited longer term planning of Level II and Fast DC charging networks across the state for electric vehicles. UDOT partnered with other state agencies and Regional Electric Vehicle (REV)-West States to develop mapping tools and an implementation plan. State agencies and other surrounding states are able to more effectively coordinate implementation plans to better meet the needs of the continually increasing number of electric vehicles traveling the state. For more information contact Motor Carrier Division
PROBLEM
24
CHANGE
RESULT
2019 2019 2019 2019
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MOBILITY
MOBILITY PROJECTS OF 2019
RADAR DETECTION WILDLIFE SIGNS Drivers on Utah roads frequently hit wildlife. UDOT is experimenting with a new radar detection innovation that alerts drivers with LED light indicators when wildlife is detected on the roadway. The lights will increase driver awareness, decreasing wildlife impacts on Utah roads. For more information contact UDOT’s Region Three Station Supervisor LINK: YOUTUBE
WILDLIFE OVERPASS Wildlife consistently crossed I-80 in a specific location in Parley’s Canyon. More than 100 wildlife carcasses from vehicle impacts were collected over a two year period. An overpass with high structure walls was constructed to direct the wildlife over the interstate. The aesthetics of the structure encourage animals to cross the overpass. This is the first wildlife overpass in Utah. Cameras are being used to capture the wildlife that use the overpass. Wildlife in the area use the overpass to safely cross the roadway. For more information contact UDOT’s Region 2 Project Manager and Environmental Division Director LINK: YOUTUBE
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
25
UAS
UAS-BASED LIDAR CAPTURE
UAS-BASED LIDAR CAPTURE THE PROBLEM: Collecting data in steep terrain or in areas with high vegetation can be challenging, and at times, impossible, to collect using traditional methods. In some cases, the vegetation must be removed, causing permanent damage to get accurate results. Aerial Light Detection and Ranging (LiDAR) from manned aircraft has been available from consultants but is prohibitive due to its high cost and lack of density to define hard edges and small features on the ground. THE CHANGE: With advances in technology, LiDAR is now able to be equipped on unmanned aircraft systems (UAS) that allows for higher density data collection and at a lower cost. UAS LiDAR will enable data collection where traditional photogrammetry and survey has been weak, such as in high vegetation areas, inaccessible terrain, pavement surfaces, or in the absence of light. LiDAR has can penetrate thick vegetation with light rays and show a bare earth surface. LiDAR can also capture more accurate data on pavement surfaces, inaccessible terrain, bridge, and airport inspections, avalanche mitigation, and construction quantities. Using UAS LiDAR increases productivity and decreases the limitations seen with ground-based LiDAR. Multiple divisions have requested UAS LiDAR. UDOT’s current terrestrial LiDAR scanner is used extensively and has been beneficial in decreasing costs for LiDAR. The weakness of terrestrial LiDAR is penetrating vegetation due to the line of sight limitations of ground-based scanners. The terrestrial LiDAR data collection process also requires having ground control points set every 250 feet on the ground, which requires additional effort. Having an aerial LiDAR unit in addition to the terrestrial scanner will enable a broader range of LiDAR collection capabilities, increase productivity, and provide a complete LiDAR solutions for a broad range of applications. THE RESULT: The UAS program recently acquired a YellowScan VX-15 UAS LiDAR unit that can help multiple divisions within UDOT to collect accurate data. Since the acquisition, significant savings have been seen on projects where it has been used. The unit is projected to save UDOT $2.9 million in the next five years. For more information contact Urban Air Mobility & UAS Manager
PROBLEM
26
CHANGE
RESULT
2019 2019 2019 2019
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UAS
UNMANNED AERIAL SYSTEM (UAS) PROJECTS OF 2019
UAS’S FOR SIGN INSPECTION Traffic control for road closures and slow downs requires man power that can be costly. Oftentimes, a bucket truck is required to inspect overhead signs, which can sometimes be unsafe and also requires costly manpower. Drones, flown from shoulders or parking lots adjacent to the freeway, are being used to inspect overhead signs. Using the zoom capabilities on the drone camera, employees do not need to be near the traffic to get high definition video of the signs. Using drones resulted in a cost savings of more than $140,000, with minimal to no traffic control needs. With each sign structure taking no more than an average of 15 minutes to record, the process was quicker and minimized the need for traffic control and additional labor. Crews flew the drones from the shoulder or adjacent parking lots instead of working next to live traffic. The drone also provides UDOT with a digital log of all the signs; the log can be referenced any time in the future. For more information contact UDOT’s Region Two Maintenance Engineer
UAS’S ON IMT VEHICLE An accident can cause major delays on the traveling public. More than $305 billion dollars was wasted in the United States in 2017 due to these delays. (Sneider) Every minute of blockage on a freeway travel lane increases the delay after an incident is cleared by a factor of four. In addition to the delays, the likelihood of a secondary crash increases by 2.8 percent for each minute the primary incident continues to be a hazard. (Karlaftis & Richards) Traffic crashes claim the lives of more first responder personnel than any other cause of death in the line of duty. Serious and fatal accidents can take up to four hours to properly document, which increases congestion and safety issues for emergency response vehicles and the traveling public. Incident Management Team (IMT) vehicles that are equipped with an unmanned aircraft system (UAS) can rapidly collect accurate data to document traffic incidents through UAS photogrammetry and point clouds. Using this technology will make it possible to clear incidents faster, reducing congestion, increasing safety, and saving millions of wasted dollars. North Carolina conducted comparisons on the time to map an incident using traditional methods over UAS and found UAS to take 25 minutes compared to 1 hour and 51 minutes using conventional methods. This equates to UAS being 344% more efficient than traditional methods.
For more information contact Urban Air Mobility & UAS Manager LINK: ONLINE ARTICLE
UDOT has purchased UAS for all IMT vehicles to use for incident management. This will give IMT a new tool to map accidents, live stream high resolution video, and assist Utah Highway Patrol in their efforts to keep the traveling public moving and safe, helping with UDOT’s goal of Zero Fatalities.
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
27
COMMUNITY
ROW DEMOLITION PARTNERSHIPS
ROW DEMOLITION PARTNERSHIPS Second, UDOT works with various law enforcement and fire agencies to allow them to use soon-to-be-demolished structures for critical training and field exercises in a real-world location. These real-world exercises serve as a valuable tool for law enforcement and other first responders. Their presence helps discourage vandalism at these structures, reducing UDOT property management challenges. As one officer stated: “Making these properties available has a substantial impact on specialized skills needed to better serve the public in the worst case of scenarios. [UDOT]’s efforts in facilitating such training sites could potentially be instrumental in the preservation of human lives, reflected in SWAT Operator actions in real life scenarios.” THE RESULT: THE PROBLEM: Homes and personal property slated for demolition for transportation improvement projects are often vandalized prior to the demolition. Once demolition does occur, large amounts of materials are transported to the landfills. Sometimes, project schedules require UDOT to demolish these buildings before a contractor can salvage material from a demolition site. UDOT often has to demolish homes and other structures to make way for transportation improvement projects, leaving vacant homes and personal property subject to vandalism. The demolition of these homes also requires large amounts of material to be moved to landfills. Construction contractors are often able to salvage materials from these structures to lower project costs. But sometimes, project schedules require UDOT to demolish these buildings before a contractor is on board. Knowing that demolition is imminent, UDOT could not help but wonder if there was a better way to use these assets before they were demolished.
Demolition costs are less, and fewer materials are being taken to landfills. Habitat for Humanity has obtained more items to sell at its facilities, aiding in its non-profit mission. Vandalism has been reduced since properties are being used by law enforcement and first responders, who are gaining real-world experience by using the properties for training. UDOT has reduced its demolition costs, reduced landfill impacts, and is supporting a non-profit as it fulfills its mission without any cost to the taxpayers. (UDOT actually saves money through this partnership.) UDOT is also able to support first responders, contributing to public safety, while also reducing the demands on UDOT’s property management team. WHAT’S NEXT: UDOT improves its demolition process and partner relationships every time it carries out one of these demolitions. As relationships improve, UDOT hopes to expand the number of partners they have to continue this program on a larger scale.
THE CHANGE: UDOT studied its demolition process and identified points during that process where two types of partners could use the structures before they were demolished. First is Habitat for Humanity. They work quickly to ensure project timelines are maintained, but also remove cabinets, light fixtures, and other items (often including the kitchen sink!), which reduces UDOT’s demolition costs by lowering the amount of materials to be removed and reduces the amount of waste to be taken to the landfill. Habitat also benefits by having items it can resell at its ReStore facilities, aiding its non-profit mission. For more information contact UDOT Central ROW Property Manager LINK: ONLINE ARTICLE PROBLEM
28
CHANGE
RESULT
2019 2019 2019 2019
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COMMUNITY
COMMUNITY PROJECTS OF 2019 CONTINUED
PUBLIC INPUT FOR AESTHETICS The property owners living along one project corridor had a concern about the project aesthetics. The UDOT project team posted aesthetic options on an interactive website where the public could vote. The local community was able to more actively participate in some of the project’s final design characteristics. For more information contact Region 1 Project Manager
LEHI TECHNOLOGY CORRIDOR MOBILITY COORDINATION Increased traffic in the Lehi technology corridor has decreased traffic flow and mobility.
New Transit Service Coming This August Two new routes with all day service to the Tech Corridor Direct connection to Draper TRAX Station Weekday service every 30 minutes Locations served: Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ
Adobe Ancestry Canopy Entrata Lehi FrontRunner Station Mountain Point Medical Center Oracle
Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ
MaritzCX MTECH Outlets at Traverse Mountain Podium Thanksgiving Point Business Park Xactware Young Living (east side)
Created a group that includes Lehi City, Mountainland Association of Governments, Utah Transit Authority, UDOT Planning, and local businesses. This group identifies projects that would improve system-wide mobility, including a rerouted bus route. The group is generating ideas to improve corridor mobility.
Vivint Smarthome
Thx Point
Young Living
For more information contact UDOT’s Region Three Director, and Region Planning Manager
Solutionreach
1-888-743-3882 (RIDE-UTA)
www.rideuta.com
RideUTA
@rideuta
SM
PARTNERING WITH UTAH COUNTY ON BRIDAL VEIL FALLS ROAD The alternate route near Bridal Veil falls was in disrepair and could no longer be used as a detour. UDOT partnered with Utah County to overlay the road. The road can now be used during emergency situations, such as avalanches. This is a good example of how UDOT partners with local stakeholders to keep Utah moving. For more information contact UDOT’s Region Three District Engineer
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
29
$
FINANCIAL IMPROVEMENT
FINANCIAL IMPROVEMENT PROJECTS OF 2019
CASH BALANCE INVENTORY FUND Plow blade purchasing was sometimes ending with a negative cash balance at the end of each year.
For two years, the cash flow has remained in the positive because the ordering is using statewide data instead of individual station requests.
Numbers-based ordering was incorporated into the process. This involved analyzing the number of parts historically purchased and ordering based on what the data was showing was needed instead of what was being requested.
For more information contact UDOT’s Financial Manager
INVESTMENT MANAGEMENT REPORTS UDOT has multiple funds that can be invested to earn interest. The cash investment process was an inefficient manual process to determine when investments needed to be increased or decreased. According to the Division of Finances policies and procedures FIACCT 02-07, each investing fund must maintain an uninvested cash balance of the lesser of $50,000 or 10% of the investing fund’s cash and investment balance. The UDOT Comptroller’s Office created a new report that is ran quickly and efficiently to determine investment needs. These reports allow accurate and up-to-date information to maximize investment interest earned. From FY 2018 to FY 2019 there was an increase to the fund balance of 80% and interest earned increase by 170%. UDOT can now avoid negative cash balances in this area. This new approach also helps with predictive trend analysis.
For more information contact UDOT’s State Construction Engineer
MAG EXCHANGE FOR FEDERAL DOLLARS FOR $0.85 IN STATE DOLLARS Local governments had a hard time committing and spending federal dollars. City governments often lacked the experience and knowledge to navigate the comprehensive federal process. Whenever possible, state funds are exchanged for federal funds with the local metropolitan planning organization (MPO). The MPO gets 85 cents of state dollars for every $1 of federal money that is exchanged to UDOT. Local governments can use this money on local projects without federal restrictions, allowing them to complete projects more easily and quickly. UDOT is able to increase project budgets on existing federal projects because of the 15% increase from the exchange. And the UDOT project managers workloads are reduced because they no longer need to provide oversight on qualifying local government projects. For more information contact UDOT’s Region Three Program Manager
PROBLEM
30
CHANGE
RESULT
2019 2019 2019 2019
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PERFORMANCE MANAGMENT
SKID DATA COLLECTION ENHANCEMENT
SKID DATA COLLECTION ENHANCEMENT Collecting system-wide skid data is a state and federal requirement that promotes highway safety. It is another way that UDOT helps keep Utah moving safely. A more targeted approach was needed in skid data collection/ assessment based on new pavement texture depth data. Screening thresholds were developed for texture depth to help refine skid data collection efforts. Using the 0.04 inch texture depth threshold, the skid data collection operations are now more screened and targeted, especially for chip seal surface type.
For more information contact UDOT’s Asset Management Engineer
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
31
PERFORMANCE MANAGEMENT
CONTINUOUS IMPROVEMENT AT UDOT
CONTINUOUS IMPROVEMENT AT UDOT
[
“Technology advances and the rate of change means that we need to think critically and creatively, more than ever before. This includes a focus on continuously improving ourselves and our processes to keep up with this change. In order to support these efforts, UDOT has created a new Performance and Process Improvement division that will lead continuous improvement for the department. The goal is to empower employees to create a culture where continuous improvement is the responsibility and expectation of every UDOT employee.”
– Teri Newell, P.E., Deputy Director of Planning and Investment
CONTINOUS IMPROVEMENT CYCLE GRAPHIC
NETWORK OFFICE OF CONTINUOUS IMPROVEMENT The Office of Continuous Improvement is made up of staff members from Employee Development, Internal Audit, Innovation & Implementation, Internal Communication, and Performance & Process Improvement Divisions. Our shared vision is to provide UDOT employees with appropriate training, help them make improvements by providing tools and support, ask questions, implement innovative ideas, communicate and manage change. PROCESS IMPROVEMENTS THROUGH GOMB’S SUCCESS FRAMEWORK The Governor’s office of Management and Budget advocates the SUCCESS framework as a way to innovate solutions to problems we’re facing. The following projects have made improvements or are in process to improve areas within the department through SUCCESS framework application.
32
2019 2019 2019 2019
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PERFORMANCE MANAGMENT
CONTINUOUS IMPROVEMENT AT UDOT CONTINUED
CONDITIONAL ACCESS PERMIT SYSTEM THE PROBLEM: Right-of-Way Control Coordinators spent a large portion of their time reviewing conditional access permit applications and rework was required. THE CHANGE: Updated programmatic forms, applications, website content, performance measures, and application education. THE RESULT: Reduced time and labor costs to process permit applications.
EQUIPMENT MAINTENANCE – HEAVY DUTY TRUCKS THE PROBLEM:
SNOW & ICE CONTROL SYSTEM
Heavy duty trucks needed to plow snow during a storm event were unreliable and often out of service when needed. THE CHANGE: The equipment maintenance group devised a plan to ensure that 90% of trucks and resources are available to match the snow plan expectations. Equipment downtime could be significantly reduced by refining internal procedures, conducting training and improving communication between the mechanic shops and the regions. THE RESULT: Heavy duty truck availability as increased and standard work ensures downtime is minimal.
THE PROBLEM: Plowing operations were affected by spending time on tasks other than plowing.
PROJECT DEFINITION DOCUMENT THE PROBLEM:
THE CHANGE: Changes included new salt contracts that allowed for the right material to be used at the right time for the right storm conditions, better use of anti-icing and pre-wetting strategies. THE RESULT: Lower usage of solid salt products and better outcomes on the road, better use of advanced weather prediction tools, better use of staff time, including seasonal staff, and more focus on keeping the equipment in a state of good repair.
There was a need to improve the project delivery process in order to reduce the number of change orders during construction. THE CHANGE: New procedures including a Project Definition Document (PDD) and Region Funding Liaisons were implemented to assist in the project planning process. THE RESULT: The PDD helps reduce preconstruction engineering costs since the amount of redesign is minimized.
PROBLEM
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CHANGE
RESULT
2019 2019 2019 2019
33
PERFORMANCE MANAGEMENT
CONTINUOUS IMPROVEMENT AT UDOT CONTINUED
PROCUREMENT SYSTEM
2. INTEGRATED PERMITS THE PROBLEM:
THE PROBLEM: The group found difficulties in consistently delivering accurate and high-quality services in a timely manner.
Inefficiencies in the permit process cause delay and duplicated efforts. 3. ADDING TIER 1 ASSETS
THE CHANGE: Procurement training sessions were held throughout all areas of UDOT, the UDOT Procurement Policy was revised for improved clarity and information flow, end-user guides for purchasing and contracting were developed and distributed as part of the training, and a purchasing flow chart was developed to provide a clear set of instructions. THE RESULT: The Procurement Group is working to process Title 72 purchases within 70 days, State Purchase Contracts within 100 days, and all others within 30 days. TRUCK PROCESSING AT THE PORT OF ENTRY THE PROBLEM: Potential backups onto the freeway caused port of entry employees to bypass vehicles that may have needed inspection.
THE PROBLEM: Signs, striping and culverts have historically been measured on condition rather than performance for funding allocation. Performance metrics are needed to optimize these investments. 4. DAMAGE CLAIMS
THE CHANGE: Several improvement initiatives were implemented including the discontinuation of bail collection, improved availability for trucks to bypass, and implementation of new mobile technology for port agents and inspectors. THE RESULT: More trucks roll without stopping at ports of entry. The right trucks are pulled for inspection based on risk review and random selection resulting in faster and more effective inspections. Projects utilizing the SUCCESS framework in the following areas are underway. 1. RAMP METERING THE PROBLEM: Improvements to ramp metering technology are needed in order to manage the flow of traffic on the freeways.
Each Region is responsible to recover the cost of property damage from vehicle crashes. The percent collected has dropped over the last few years which means less money is recovered to repair the damaged asset. 5. KNOWLEDGE MANAGEMENT THE PROBLEM: As more and more employees retire or move to other positions the knowledge they take with them is not replaceable and productivity is lost as new employees struggle to discover or reinvent processes.
PROBLEM
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THE PROBLEM:
CHANGE
RESULT
2019 2019 2019 2019
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