LA/VENTURA REGION ITS STRATEGIC DEPLOYMENT PLAN TABLE OF CONTENTS

TABLE OF CONTENTS 1.0 Introduction 1.1 Purpose... 1-1 1.2 Background... 1-1 1.3 Methodology... 1-8 1.3.1 Development of the LA/Ventura Region ITS Strategic Deployment Plan... 1-10 1.3.2 Supporting Documents... 1-12 1.3.3 Additional Supporting Documents... 1-13 1.4 Strategic Plan Elements... 1-14 1.5 Plan Stakeholders... 1-14 1.6 Project Consultants... 1-16 2.0 ITS Vision 2.1 Purpose... 2-1 2.2 Vision Statement... 2-1 2.3 Priority Corridor Vision... 2-3 2.4 Showcase Vision... 2-4 2.5 Vision Statement Elements... 2-4 3.0 Needs Assessment 3.1 Purpose... 3-1 3.2 Needs Assessment Methodology... 3-1 3.3 Priority Transportation Problems... 3-2 3.4 ITS Deployment Issues... 3-3 3.4.1 Operations and Maintenance (O&M) Issues... 3-4 3.4.2 Interoperability Issues... 3-5 3.4.3 Standards Development Issues... 3-6 3.4.4 Procurement and Contracting Issues... 3-7 3.4.5 Education/Demonstration of Benefits and Training... 3-8 3.4.6 Grass Roots Public and Political Support... 3-9 3.4.7 Air Quality Issues... 3-9 4.0 User Service Prioritization 4.1 Purpose... 4-1 4.2 Definition of a User Service... 4-1 4.3 User Service Prioritization... 4-3 4.4 Applicability of User Services... 4-8 i

TABLE OF CONTENTS (CONTINUED) 5.0 Market Package Prioritization 5.1 Purpose... 5-1 5.2 Definition of Market Packages... 5-1 5.3 User Service / Market Package Relationship... 5-3 5.4 Prioritization Process... 5-7 5.4.1 Near Term Market Packages... 5-7 5.4.2 Medium Term Market Packages... 5-9 5.4.3 Long Term Market Packages... 5-9 5.5 Analysis of Priority Market Packages... 5-10 5.5.1 Advanced Traffic Management Systems (ATMS)... 5-10 5.5.2 Advanced Public Transportation Systems (APTS)... 5-12 5.5.3 Advanced Traveler Information Systems (ATIS)... 5-13 5.5.4 Commercial Vehicle Operations (CVO)... 5-13 5.5.5 Emergency Management Services (EMS)... 5-14 5.5.6 ITS Planning... 5-15 6.0 System Architecture 6.1 Purpose... 6-1 6.2 Definition of a System Architecture... 6-2 6.3 The System Use Case Diagram... 6-4 6.3.1 City Agency Actor... 6-5 6.3.2 County Agency Actor... 6-5 6.3.3 Motorist Actor... 6-5 6.3.4 Private Business Actor... 6-5 6.3.5 State Agency Actor... 6-5 6.3.6 Traveler Actor... 6-6 6.3.7 VAR Actor... 6-6 6.3.8 City TMC Use Case... 6-6 6.3.9 Common Access/Control Use Case... 6-6 6.3.10 Corridor Coordination Use Case... 6-8 6.3.11 County TMC Use Case... 6-9 6.3.12 CVO Use Case... 6-9 6.3.13 Dissemination Devices Use Case... 6-10 6.3.14 Emergency Management Use Case... 6-10 6.3.15 Freeway ATMS Use Case... 6-11 6.3.16 Freeway Devices Use Case... 6-12 6.3.17 GPS Vehicle Use Case... 6-12 6.3.18 Highway Signals Use Case... 6-12 6.3.19 Joint Incident Management Use Case... 6-13 6.3.20 Local ATIS Use Case... 6-13 ii

TABLE OF CONTENTS (CONTINUED) 6.3.21 Local ATrMS Use Case... 6-13 6.3.22 Rail Coordination Use Case... 6-14 6.3.23 Regional ATIS Use Case... 6-15 6.3.24 Regional ATrMS Use Case... 6-16 6.3.25 Shared Operations Use Case... 6-16 6.3.26 State Signal Coordination Use Case... 6-16 6.3.27 State TMC Use Case... 6-17 6.3.28 Street Devices Use Case... 6-17 6.3.29 Street Signals Use Case... 6-17 6.3.30 Traffic Probe Use Case... 6-18 7.0 Project Areas 7.1 Purpose... 7-1 7.2 Call For Projects Process... 7-3 7.3 Definition of Project Areas... 7-4 7.4 Project Area 1.0 Advanced Traffic Management Systems... 7-20 7.4.1 Project 1.1 ATMS Infrastructure... 7-22 7.4.2 Project 1.2 ATMS System Integration... 7-52 7.4.3 Project 1.3 ATMS Regional Integration... 7-64 7.5 Project Area 2.0 Advanced Public Transit Systems... 7-69 7.5.1 Project 2.1 APTS Infrastructure... 7-73 7.5.2 Project 2.2 APTS System Integration... 7-78 7.5.3 Project 2.3 APTS Regional Integration... 7-81 7.6 Project Area 3.0 Advanced Traveler Information Systems... 7-83 7.6.1 Project 3.1 ATIS Infrastructure... 7-85 7.6.2 Project 3.2 ATIS System Integration... 7-87 7.6.3 Project 3.3 ATIS Regional Integration... 7-88 7.7 Project Area 4.0 Commercial Vehicle Operations... 7-90 7.8 Project Area 5.0 Emergency Management Systems... 7-93 8.0 Deployment Element 8.1 Purpose... 8-1 8.2 Deployment Concept and Implementation... 8-1 8.2.1 Regional Deployment Concept and Suggested Process... 8-1 8.2.2 Suggested Deployment Timeline... 8-8 8.3 Operational Strategy... 8-12 8.3.1 Objective... 8-12 8.3.2 Concept of Operations... 8-13 8.3.3 Regional Applications... 8-15 8.3.4 Pros and Cons... 8-18 8.3.5 Mapping Regional Projects to Levels of Operation... 8-20 iii

TABLE OF CONTENTS (CONTINUED) 8.3.6 Issues... 8-21 8.3.7 Strategies... 8-22 8.3.8 Developing a Memorandum of Understanding... 8-24 8.4 Contracting and Procurement Alternatives... 8-24 8.4.1 Procurement Options... 8-25 8.4.2 Recommended Procurement Approaches... 8-27 9.0 Funding Element 9.1 Purpose... 9-1 9.2 Funding Element Overview... 9-1 9.2.1 Funding is the Outcome of Strategy Execution... 9-2 9.2.2 Longer Term Strategic Positioning Opportunities... 9-3 9.2.3 Recommendations for Strategic Positioning... 9-3 9.2.4 Future ISTEA Reauthorizations... 9-3 9.2.5 Relating the Project to National, State and Regional Goals... 9-4 9.2.6 SCAG s Regional Transportation Plan (RTP)... 9-4 9.2.7 County Level Long Range Plans... 9-4 9.2.8 The State of California s Statewide Transportation Plan... 9-5 9.2.9 The California Transportation Commission s Annual Report to the Legislature... 9-5 9.2.10 State Transportation Improvement Plan (STIP)... 9-5 9.3 Public Private Partnerships... 9-6 9.3.1 Private Sector Opportunities... 9-6 9.3.2 Private Sector Motivation... 9-7 9.3.3 Types of Partnerships... 9-7 9.4 Summary... 9-8 9.5 LA/Ventura Region Funding Process... 9-9 9.5.1 Introduction... 9-9 9.5.2 Local Level... 9-26 9.5.3 Regional Level... 9-27 9.5.4 State Level... 9-28 9.5.5 Federal Level... 9-33 10.0 Management Element 10.1 Purpose... 10-1 10.2 Continuing Plan Sponsorship... 10-1 10.3 Plan Deployment Support... 10-2 10.3.1 Qualities and Role of a Deployment Champion... 10-2 10.3.2 Arenas of Deployment Champion Involvement... 10-5 10.4 Suggested Procedures and Policies... 10-7 iv

TABLE OF CONTENTS (CONTINUED) 10.4.1 Suggested Procedures... 10-7 10.4.2 Suggested Policies... 10-8 A Addendum Table of Additional Projects...A-1 B List of Acronyms/Glossary... G-1 v

LIST OF TABLES 1.1 Description of Strategic Plan Sections... 1-14 3.1 Priority Transportation Needs... 3-3 5.1 Market Package Categories... 5-3 5.2 Mapping of Market Package to User Services... 5-5 5.3 Market Package Effectiveness Evaluation... 5-6 5.4 Near Term Market Packages... 5-8 5.5 Medium Term Market Packages... 5-9 5.6 Long Term Market Packages... 5-10 5.7 Influences on Near Term ATMS Deployment... 5-11 5.8 Influences on Near Term APTS Deployment... 5-12 5.9 Influences on Near Term ATIS Deployment... 5-13 5.10 Influences on Near Term CVO Deployment... 5-14 5.11 Influences on Near Term Emergency Management Services Deployment... 5-15 5.12 Influences on Near Term ITS Planning Deployment... 5-15 6.1 LA/Ventura Region Strategic Plan System Architecture Relationships With Other Architectures... 6-2 7.1 Classification of Projects... 7-6 7.2 Regional ATMS Infrastructure Implementation Time Frame... 7-24 7.3 Subregional ATMS Infrastructure Implementation Time Frame... 7-25 7.4 Caltrans Regional ATMS Infrastructure Projects... 7-28 7.5 Los Angeles County ATMS Regional Infrastructure Projects... 7-31 7.6 Ventura County ATMS Regional Infrastructure Projects... 7-32 7.7 LACMTA ATMS Regional Infrastructure Projects... 7-33 7.8 City of Los Angeles ATMS Subregional Infrastructure Projects... 7-35 7.9 North Los Angeles County ATMS Subregional Infrastructure Projects... 7-37 7.10 Arroyo Verdugo ATMS Subregional Infrastructure Projects... 7-39 7.11 East San Gabriel Valley ATMS Subregional Infrastructure Projects... 7-42 7.12 Pomona Valley ATMS Subregional Infrastructure Projects... 7-44 7.13 Gateway Cities ATMS Subregional Infrastructure Projects... 7-46 7.14 South Bay ATMS Subregional Infrastructure Projects... 7-48 7.15 West San Gabriel Valley ATMS Subregional Infrastructure Projects... 7-50 7.16 Western Region ATMS Subregional Infrastructure Projects... 7-51 7.17 Regional ATMS System Integration Implementation Time Frame... 7-54 7.18 Subregional ATMS System Integration Implementation Time Frame... 7-55 7.19 Caltrans ATMS Regional System Integration Projects... 7-56 7.20 Caltrans ATMS Regional System Integration Projects... 7-57 7.21 LACMTA ATMS Regional System Integration Projects... 7-58 7.22 City of Los Angeles ATMS Subregional System Integration Projects... 7-59 7.23 Arroyo Verdugo ATMS Subregional System Integration Projects... 7-61 vi

LIST OF TABLES (CONTINUED) 7.24 ATMS Regional Integration Implementation Time Frame... 7-66 7.25 ATMS Regional Integration Projects... 7-68 7.26 APTS Infrastructure Implementation Time Frame... 7-73 7.27 APTS Infrastructure Projects... 7-77 7.28 APTS System Integration Implementation Time Frame... 7-79 7.29 APTS System Integration Projects... 7-80 7.30 APTS Regional Integration Projects... 7-83 7.31 ATIS Implementation Time Frame... 7-85 7.32 ATIS Infrastructure Projects... 7-87 7.33 ATIS System Integration Projects... 7-88 7.34 ATIS Regional Integration Projects... 7-89 7.35 CVO Projects... 7-92 7.36 EMS Projects... 7-94 8.1 Deployment Timeframe Budget Distribution... 8-10 8.2 Advantages and Disadvantages of Showcase Operations Levels... 8-19 8.3 Levels of Initial Operation by Project Type... 8-20 8.4 Recommended Procurement Options... 8-28 9.1 Local Sources (Los Angeles County)... 9-10 9.2 Regional Sources... 9-12 9.3 State Sources... 9-13 9.4 Federal Funding Sources (TEA-21)... 9-18 9.5 TEA-21 ITS Specific Fund Sources... 9-22 9.6 High Priority Projects in TEA-21 Los Angeles and Ventura Region... 9-24 9.7 Final Staff Recommendation FY95/96-FY98/99 MTA Call-For-Projects... 9-26 vii

LIST OF FIGURES 1-1 LA/Ventura Region Map... 1-2 1-2 Regional Deployment Planning Structure... 1-7 1-3 FHWA ITS Planning Process... 1-9 2-1 LA/Ventura ITS Strategic Planning Vision... 2-2 2-2 Showcase Vision... 2-5 4-1 User Services and Bundles... 4-2 4-2 User Services Assignments Summary... 4-4 4-3 Near-Term User Services Mapping with Priority Needs... 4-5 4-4 Mid-Term User Services Mapping with Priority Needs... 4-6 4-5 Long-Term User Services Mapping with Priority Needs... 4-7 6-1 Project Areas and System Architectures... 6-3 6-2 LA/Ventura Region Use Case Diagram... 6-4 6-3 Common Access & Control: Device Sharing... 6-7 6-4 Corridor Coordination: Example Response... 6-9 6-5 Emergency Management: Emergency Control... 6-11 6-6 Rail Coordination: Crossing... 6-15 7-1 Regional Deployment of ITS Projects... 7-2 7-2 ATMS Project Classifications... 7-21 7-3 Implementation Elements for ATMS Deployment... 7-65 7-4 APTS Project Classifications... 7-70 7-5 Implementation Elements for APTS Deployment... 7-72 8-1 Regional Deployment Concept... 8-2 8-2 Suggested ITS System Deployment Process... 8-6 8-3 Deployment Timeframe... 8-9 8-4 Showcase Operational Models with LA/Ventura Recommendations... 8-23 9-1 SB45 Formula... 9-31 10-1 Roles for Deployment Champions... 10-3 10-2 Four Arenas of Deployment... 10-6 viii

DRAFT VERSION August, 1998 Findings of the Plan Transportation network stakeholders in the LA/Ventura Region were asked through a series of surveys, executive level interviews, and workshops to identify and prioritize the key regional transportation related problems, needs, and issues. Indicated priority problems included: 1 Roadway/Highway Safety 2 Commercial Vehicles Safety 3 Ports (Air & Sea) Ground Transportation 4 Roadway/Highway Congestion 5 Roadway/Highway Signal Coordination 6 Commercial Vehicles Hazardous Material Response 7 General Air Pollution 8 Roadway/Highway Travel Time 9 Transit Travel Time 10 Transit Safety/Security 11 Commercial Vehicles Safety Inspections 12 Interjurisdictional Cooperation 13 Emergency Response In addition to defining priority problems/needs areas, transportation stakeholders identified six critical issues in the deployment of ITS in the LA/Ventura Region. Operations and maintenance (O&M) Stakeholders identified O&M concerns as an often overlooked component of ITS deployment. In general, it was suggested that O&M costs be considered as part of the planning and preliminary design phases of ITS project deployments. Interoperability Many stakeholders stated their concerns of potentially losing control over their portions of the transportation network. It was suggested that an integrated operations policy be developed, and that educational efforts be undertaken both to show the benefits of integration and to allay fears of losing localized control. 1 The LA/Ventura Region ITS Strategic Deployment Plan is not meant to be inclusive of all ITS activities that will occur within the Region in the next twenty years. Instead, it is meant to serve as a framework for moving forward. Benefits of Intelligent Transportation Systems The most important reason to deploy ITS is the benefits it provides to the users of the transportation system. ITS deployments in the LA/Ventura Region and across the nation have already displayed measurable and significant benefits in: Traffic Management ITS has displayed benefits in the area of traffic management in terms of enhanced safety, increased average vehicle speeds, decreased travel times, decreased vehicle delay, swifter incident detection and verification, decreased incident duration, and numerous other areas. While the specific level of benefits achieved vary by specific area, benefits on the range of 15% reduction in travel times are not uncommon. The LA/Ventura Region is already making significant investments in ITS infrastructure. The Plan makes policy and funding suggestions for building upon these efforts. LA/VENTURA SUGGESTED ITS POLICIES Adoption of the LA/Ventura region and Showcase Corridor System Architectures LA/VENTURA should be encouraged ITS STRATEGIC to allow the exchange VISION of transportation related To use information intelligent between and advanced agencies. transportation technologies to: The increase inclusion mobility of and intermodal accessibility capabilities throughout should the region, be encouraged and supported in every regional ITS deployment effort. improve air quality, Agencies in the LA/Ventura region should be encouraged to work together use the existing infrastructure more efficiently and effectively to establish common ITS resources and systems. maximize the Federal, State and local funding opportunities Institutional arrangements and/or legal agreements should be encouraged for transportation improvements and sought where the joint deployment of an ITS project promotes economies by identifying, of scale, evaluating, avoids duplication and recommending of effort, and/or a promotes deployment integration among agencies. plan: Agencies to advance should available be encouraged and emerging to cooperate ITS Technologies at a local and subregional level to within establish a short, common medium and/or long seamless term integration transportation window operations across jurisdictional that satisfy local, boundaries. regional and intermodal transportation Needs Agencies while fostering should institutional be encouraged Partnerships, to integrate whether and establish Public/Public ITS elements or as part Public/Private, of all major necessary transportation to successfully projects, where implement, appropriate, operate, during and the maintain

Findings of the Plan (continued) EXECUTIVE SUMMARY Standards development - Some stakeholders indicated concern over the costs of establishing and maintaining systems standards. It was suggested that regional guidelines be established for setting and utilizing standards at the national, state, regional, and local level. Stakeholders also suggested that some agencies be assigned with the responsibility of assessing and maintaining regional and local standards. It is important to note that the new federal Transportation Equity Act (TEA21) requires conformity with the national architecture and standards, and that the broad application of standards tends to bring deployment costs down to a greater extent than the implementation of multiple proprietary systems over time. Procurement and contracting Stakeholders indicated that the existing contracting and procurement procedures utilized by public agencies are out of date and not always well suited to ITS deployment efforts. It was suggested that low-bid procurements not be utilized for ITS deployment efforts, and that a request for proposal approach be utilized instead. Education/demonstration of benefits and training needs - Stakeholders noted that greater education of public officials as to the value of ITS is needed, and that many agencies do not have staff fully trained in the operation of integrated management systems. It was suggested that regional education and training efforts be undertaken to fulfill these needs. Grass roots public and political support Stakeholders stated that information to the public on the benefits of ITS is limited. It was also noted that ITS, with many of its surveillance components, may seem like Big Brother to the general public. Stakeholders noted that efforts should be made to educate the general public on the benefits and purposes of ITS to gain public support and allay any fears. The LA/Ventura Region ITS Strategic Deployment Plan represents an opportunity for the LA/Ventura Region to work towards: More integrated and seamless transportation network, Network in which each agency and/or operator works together to achieve efficient operations without regard to arbitrary jurisdictional or departmental boundaries, Network in which sharing information, ideas, and control becomes more common than not, and most importantly Network that better meets the current and projected needs and demands of the traveling public. The LA/Ventura Region ITS Strategic Deployment Plan describes and categorizes over 125 potential ITS infrastructure and systems integration BENEFITS OF ITS (continued) Transit Management ITS has displayed visible benefits to transit managers and operators in terms of decreased operating costs, reduced reserve vehicle needs, enhanced on time performance, decreased transit travel times, and enhanced transit route planning/evaluation capabilities. Several Smart Shuttle and bus priority deployment efforts are already underway in the LA/Ventura Region. Traveler Information Management and Dissemination ITS improves the information available on the transportation network and at the same time provides for better methods of getting this information to the general public. The actual benefits of improved traveler information are easily defined in a qualitative manner, but are not so easily quantified. Commercial Vehicle Management Commercial vehicle operators have been deploying enhanced management and tracking capabilities into their container and vehicle fleets for years. The benefits of ITS to commercial vehicle operations have been tested in perhaps the toughest markets of all ones that are mostly profit driven. Emergency Services Management ITS can provide substantial benefits to emergency service managers and coordinators. Even some of the simplest ITS applications such as closed-circuit TV cameras, provide emergency services with a better understanding of the extent and type of incident from its earliest inception. ITS is leading towards better cooperation and integrated operations between emergency services and transportation services. With ITS the proper and timely response to incidents has improved. 2

Section Overview PLAN OVERVIEW O.1 PURPOSE OF THIS OVERVIEW The Los Angeles/Ventura Region Intelligent Transportation Systems (ITS) Strategic Deployment Plan represents a comprehensive effort to define ITS deployment needs and issues for the LA/Ventura region over the next 20 years. The development of the Plan was a two-year effort involving a broad range of public and private transportation stakeholders from Los Angeles and Ventura Counties. As a part of this effort, a series of technical reports, an Early Action Plan, and this Strategic Deployment Plan have been developed. In recognition that many stakeholders may not have the time available to review the full Strategic Deployment Plan, this overview was developed to summarize many of the key points of the Plan. A very brief Executive Summary is also available which touches on the most important findings of the Plan. The Early Action Plan, available under separate cover, details three basic actions for a regional integration of systems effort which supports the projects defined in the Strategic Deployment Plan. Readers seeking more detailed information should review the Plan and the associated supporting technical reports as necessary. It is important to note that this Plan is a snapshot in time of existing and anticipated conditions, issues, needs, and priorities. It is not meant to be inclusive of all ITS related activities that are occurring or will occur in the region over the next 20 years. Instead, it is a framework for moving forward. O.2 BENEFITS OF INTELLIGENT TRANSPORTATION SYSTEMS The primary purpose behind the development of Intelligent Transportation Systems (ITS) is the benefits it can provide to the transportation network, as well as to the end users of that network, the general public. Intelligent Transportation System projects can be categorized into five major areas known as program areas. These include: Advanced Traffic Control/Traffic Management Systems (ATMS) Advanced Public Transportation Systems (APTS) Advanced Traveler Information Systems (ATIS) PAGE O-1

Commercial Vehicle Operations/Management Systems (CVO) Emergency Management Services (EMS) The general benefits of ITS deployment to each of the five major program areas are discussed below. O.2.1 Advanced Traffic Control/Traffic Management Systems (ATMS) The benefits associated with projects in this program area include: Reduction in travel time Improved safety (reduction in both number and severity of accidents) Reduction in fuel consumption Reduction in emissions Reduction in costs Traffic control/traffic management systems can reduce travel time by improving the flow of traffic through improved communications and control techniques. An example of this is the use of ramp meters on congested freeways. Safety improvements occur in management systems by controlling the conflict between different streams of traffic through improved control devices or by improving compliance with those devices. By reducing the number of accidents, the severity of accidents should also decrease. Improving the flow of traffic and reducing congestion will lead to a reduction in fuel consumption, and an improvement in local air quality. Cost reductions benefit both the system operators and the system users. By improving the traffic flow, a greater number of vehicles can travel a system in a shorter period of time. Users perceive that reducing the amount of time they spend traveling saves them actual dollars, and allows them more time in the day for activities other than traveling. O.2.2 Advanced Public Transportation Systems (APTS) The benefits associated with projects in this program area include: Time savings Reduction in emissions Fuel savings Improved operations and maintenance More efficient vehicle use/purchase Time savings occur through the improvement of vehicle operation and overall operation of the transportation network. Emissions can be reduced by maximizing the operations of the PAGE O-2

fleet, providing transit when it is needed, and reducing service when and where it is not needed. Improving the transit system may also attract more riders, reducing the number of single-occupancy-vehicles on the road. A saving in fuel occurs by maximizing the operations of the transit fleet, and by attracting riders from private vehicles through improved service. Improved operations and maintenance includes having greater flexibility to increase or slightly alter service when incidents demand it, and by reducing maintenance costs to a fleet by tracking each vehicle. Improving vehicle use and purchase of new vehicles is another benefit of utilizing ITS for transit systems. By reducing travel time and maximizing service in all areas, an agency may be able to reduce the number of vehicles in the fleet, and purchase appropriate vehicles based on the existing and predicted future service demands. O.2.3 Advanced Traveler Information Systems (ATIS) The benefits associated with projects in this program area include: Reduction in travel time Savings in fuel Reduction in emissions Reduction in accidents Traveler information systems can reduce travel times by providing needed information to travelers in order for them to select the best route for each trip. By improving the travel time, there will be a reduction in fuel usage and a reduction in emissions. The information provided to travelers can also allow system users to avoid delays or unsafe conditions based on weather, roadway, or traffic conditions. O.2.4 Commercial Vehicle Operations (CVO) The benefits associated with projects in this program area include: Reduction in travel time Reduction in accidents Reduction in costs Reduction in emissions Reduction in fuel usage Using ITS with commercial vehicle operations can reduce both actual travel time, and regulatory travel time (such as at weigh stations). By using electronic communications and automated monitoring tools, goods can be moved more efficiently and at a lower cost. PAGE O-3

Accidents can be reduced through ITS systems as well. The use of in-vehicle and roadside monitoring systems can help identify drivers and vehicles that are at a high risk for accidents. Additional reductions can result from improved traffic flow near regulatory stations that are a result of ITS technology. Costs can be reduced to both the regulators and the CVO industry by automating paperwork, improving employee productivity, and maximizing the use of facilities and equipment. Improved enforcement can also reduce maintenance costs to roadways and vehicles. As with all aspects of improving traffic flow, the use of ITS technologies with CVO can help reduce the amount of fuel consumption by, and emissions from, the commercial vehicles. O.2.5 Emergency Management Services (EMS) The benefits associated with projects in this program area include: Improvement in identifying, locating, and responding to incidents Reduction in delays due to incidents By automating incident detection and verification systems it is possible to reduce the time it takes to quickly identify the location of the accident and verify the type so that appropriate responses can be taken. By quickly and accurately responding to the incidents, delays can be reduced. O.2.6 Benefits of the ITS Strategic Deployment Plan The Los Angeles/Ventura Region Intelligent Transportation Systems (ITS) Strategic Deployment Plan represents a concerted effort by the major transportation stakeholders in the region to enhance the management and information capabilities related to the transportation network, as well as to better coordinate and integrate these capabilities. For more than a decade, there has been growing recognition that the 1930 s vision of an efficient transportation network based on highways stretching from city to city is not enough. As a nation, we have accomplished an unprecedented roadway network. However, construction of this network did not bring efficiency for long. As travel demand has increased, the roadway network has become clogged and inefficient. The construction of the national roadway network was paralleled by advancements in management philosophy, information systems, and network technologies. While it has become apparent that we can no longer simply build ourselves out of the current and projected transportation problems, it has also become apparent that the opportunity to better manage the transportation network through improved information has arrived. Enhanced management capabilities are the key to achieving the previously mentioned benefits, and are the overarching goal of this Strategic Deployment Plan. In order to PAGE O-4

enhance our capabilities and better manage the transportation network, three crucial areas must be addressed. 1) Sensory/Communications Infrastructure The sensory and communications infrastructure in the transportation network must be comprehensive and consider how that network behaves. 2) Coordinated/Standardized Management Systems Deployment The deployment of management systems must be closely coordinated and standardized to the maximum extent possible in order to simplify the integration of information and management systems. 3) Integrated and Coordinated Operations Simply building information and management systems that talk to one another is not enough to reap the benefits of better management. The transportation network has developed much like any complex organization with different portions of the network being managed and controlled by different agencies and departments within agencies. On top of all the interlaced management structures are the users of the transportation network. The users do not readily recognize or even care about the complexities of operating and maintaining the network, they simply desire to use it to move from point A to B. With the growing ability to jointly manage the network, the managers and operators of the network must alter their behavior and standard operating procedures (SOP) to center around integrated operations. It is not enough that coordinated operations become a part of the way we do business on the transportation network. Day to day operations must eventually center around coordinated operations. The LA/Ventura Region ITS Strategic Deployment Plan is the first step towards addressing each of these three crucial areas at a regional level. Through the needs assessment and numerous infrastructure projects defined in this Plan, the major needs of the regional information systems infrastructure are addressed. The need for coordinated and standardized management systems deployments are recognized in the system architecture and the systems and regional integration projects defined in this Plan. Integrated and coordinated operations issues are outlined in the operational strategies and program management sections of this Plan. In addition, the Early Action Plan (available under separate cover) outlines specific actions for a regional integration of systems effort which considers communications, systems integration, software, and long term deployment support needs. The LA/Ventura Region ITS Strategic Deployment Plan represents an opportunity for the LA/Ventura region to work towards: A more integrated and seamless transportation network; PAGE O-5

A network in which each agency and/or operator works together to achieve efficient operations without regard to arbitrary jurisdictional or departmental boundaries; A network in which sharing information, ideas, and control becomes more common than not, and most importantly A network that better meets the current and projected needs and demands of the traveling public. The major findings, issues, suggestions, and policies of this Plan are outlined in the remainder of this Executive Summary. For more detailed information, direct reference to the specific Section of the Strategic Plan or supporting documentation should be made. The various Sections of the Plan and supporting documents are outlined in Section 1.0, Introduction. O.3 VISION FOR REGIONAL ITS DEPLOYMENT As part of this Strategic Deployment Plan, stakeholders developed an overall regional ITS deployment vision. This vision is stated below and graphically depicted in Figure O-1. The linking of integrated ITS technologies to pressing transportation network needs will lead to enhanced mobility and efficiency, if it is properly supported by partnerships among network operators and centered on a common vision of improving regional transportation services. To use intelligent and advanced transportation technologies to: increase mobility and accessibility throughout the region, improve air quality, use the existing infrastructure more efficiently and effectively maximize the Federal, State and local funding opportunities for transportation improvements by identifying, evaluating, and recommending a deployment plan: to advance available and emerging ITS Technologies within a short, medium and long term integration window that satisfy local, regional and intermodal transportation Needs PAGE O-6

while fostering institutional Partnerships, whether Public/Public or Public/Private, necessary to successfully implement, operate, and maintain the technologies throughout the life cycle of the identified projects Insert Figure O-1 Regional ITS Vision PAGE O-7

Infrastructure and Travel Demand LA/Ventura ITS Vision Architecture and Integration Leading to Funding Enhanced Mobility, Accessibility, Efficiency, and Air Quality FIGURE O-1 LA/Ventura ITS Strategic Planning Vision

The linking of integrated ITS technologies to pressing transportation network needs will lead to enhanced mobility and efficiency, if it is properly supported by partnerships among network operators and centered on a common vision of improving regional transportation services. It is important to note that the LA/Ventura Region ITS Strategic Deployment Plan is one of four Strategic Plans in the Southern California Priority Corridor. Therefore, the regional ITS deployment vision presented in this Plan is part of the larger Southern California ITS deployment picture. The Priority Corridor ITS vision parallels the LA/Ventura regional vision while considering the need for integrated systems management across Southern California. Showcase provides a vision for integrated information sharing and operations across all modes and all roads. The terminology often heard in relation to Showcase is a system of systems. O.4 OVERVIEW OF PROBLEMS, NEEDS, AND ISSUES Transportation network stakeholders in the LA/Ventura region were asked through a series of surveys, executive level interviews, and workshops to identify and prioritize the key regional transportation related problems, needs, and issues. Table O.1 lists the priority transportation problems through this process. TABLE O.1 PRIORITY TRANSPORTATION PROBLEMS/NEEDS AREAS Areas Problems/Needs Roadway/Highway Safety Commercial Vehicles Safety Ports (Air & Sea) Ground Transportation Roadway/Highway Congestion Roadway/Highway Signal Coordination Commercial Vehicles Hazardous Material Response General Air Pollution Roadway/Highway Travel Time Transit Travel Time Transit Safety/Security Commercial Vehicles Safety Inspections Roadway/Highway Interjurisdictional Cooperation Roadway/Highway Emergency Response Interestingly, safety concerns scored higher than congestion and travel time concerns. All of the priority transportation problems/needs listed in Table O.1 were considered important concerns by the transportation stakeholders interviewed. Identified needs seemed to reflect a mixture of modes including auto, transit, and commercial vehicles. PAGE O-8

In addition to defining priority problems/needs areas, transportation stakeholders identified several critical issues in the deployment of ITS in the LA/Ventura region. These issues and the recommendations made by stakeholders at the outreach workshop are displayed in Figure O-2 and discussed below. Operations and Maintenance (O&M) Stakeholders identified O&M concerns as an often overlooked component of ITS deployment. In general, it was suggested that O&M costs be considered as part of the planning and preliminary design phases of ITS project deployments. It was also suggested that the allowable application of various funding resources be expanded to address ITS O&M needs. Some stakeholders noted that they believe that the deployment of ITS should also contain a commitment to maintain the systems once they are deployed. Interoperability Many stakeholders stated concern over the value of regional integration, and also indicated their concerns of potentially losing control over their portions of the transportation network. It was suggested that an integrated operations policy be developed, and that educational efforts be undertaken both to show the benefits of integration and to allay fears of losing localized control. Standards development - Some stakeholders indicated concern over the costs of establishing and maintaining systems standards. It was suggested that regional guidelines be established for setting and utilizing standards at the national, state, regional, and local level. Stakeholders also suggested that some agencies be assigned with the responsibility of assessing and maintaining regional and local standards. It is important to note that the new federal Transportation Equity Act (TEA-21) requires conformity with the national architecture and standards, and that the broad application of standards tends to bring deployment costs down to a greater extent than the implementation of multiple proprietary systems over time. Procurement and contracting Stakeholders indicated that the existing contracting and procurement procedures utilized by public agencies are out of date and not always well suited to ITS deployment efforts. It was suggested that low-bid procurements not be utilized for ITS deployment efforts, and that a request for proposal approach be utilized. Education/demonstration of benefits and training needs - Stakeholders noted that greater education of public officials as to the value of ITS is needed, and that many agencies do not have staff fully trained in the operation of integrated management systems. It was suggested that regional education and training efforts be undertaken to fulfill these needs. Grass roots public and political support Stakeholders stated that information to the public on the benefits of ITS is limited. It was also noted that ITS, with many of its surveillance components, may seem like Big Brother to the general public. PAGE O-9

Insert Figure O-2 Overview of Issues and Actions PAGE O-10

Stakeholders noted that efforts should be made to educate the general public on the benefits and purposes of ITS to gain public support and allay any fears. Air quality issues Stakeholders noted that the air quality benefits of ITS remain somewhat uncertain. While it was agreed that ITS can serve to alleviate hot spots by reducing localized emissions, some stakeholders were concerned that ITS would induce further regional traffic demand and land development. It was suggested that ITS deployment efforts that focus on shifting the mode of persons and freight may be of more benefit in reducing emissions than those ITS projects which reduce traffic delays. It was also suggested that ITS could be utilized to identify gross polluting vehicles for follow-up inspection and correction. O.5 DEPLOYMENT EFFORTS More than half of the LA/Ventura Region ITS Strategic Deployment Plan focuses on deployment of ITS projects and related issues. The development of ITS projects for the LA/Ventura region was based on the federally defined ITS planning process. This process moves from the definition of problems, to the identification of users needs and services, to market package review, and finally, the development of specific projects. Each of the deployment related components of the Strategic Plan are summarized below. O.5.1 User Services Simply stated, a user service is: One or more specific ITS applications that address specific needs for a specific set of users. Thirty (30) user services have been identified to date as part of the national program ITS planning process. Table O.2 displays those user services identified as priority or near-term needs by LA/Ventura region transportation stakeholders. TABLE O.2 NEAR TERM PRIORITY USER SERVICES* Pre-Trip Travel Information (1.1) Emissions Testing and Mitigation (1.9) En-route Travel Information (1.2) Highway-Rail Intersection Control (1.10) Route Guidance (1.3) Public Transportation Management (2.1) Ride Matching and Reservation (1.4) Electronic Payment Services (3.1) Traffic Control (1.6) Commercial Vehicle Electronic Clearance (4.1) Incident Management (1.7) Emergency Vehicle Management (5.2) Notes: * The numbers in ( ) indicate the specific ID number for each user service by which they can be referenced in the National Program Plan or ITS National Architecture. PAGE O-11

The user services listed in Table O.2 represent those ITS services most desired by LA/Ventura region stakeholders within the next six years as stated in the workshops and interviews conducted for this Strategic Deployment Plan. Stakeholders at these workshops displayed a relatively strong affinity towards travel and traffic management services, while noting specific near term needs in the areas of public transportation, electronic payment (toll collection), commercial vehicle clearance, and emergency vehicle management. While the specific ranking of user services is not important, any ranking or prioritization of future deployment efforts should consider whether or not the proposed project addresses the nearterm needs of the region as expressed by the user services in Table O.2. It is important to note that user service priorities may change over time as technology advances and regional priorities shift. These results simply reflect the stated priorities of the regional stakeholders during the outreach components of this Plan. O.5.2 Market Packages Simply stated market packages are: A series of relatively detailed grouping of subsystems, equipment packages, and data flow definitions which can be logical and incrementally deployed over-time to provide increasing capabilities and levels of integration. Market packages were developed as part of the National ITS Architecture effort when it was found that user services lacked the level of detail necessary to link them directly into the National Architecture. User services and market packages are closely correlated, and a comparison matrix is provided in Section 5.0 of the Plan. The National Architecture program has identified a subset of the market packages that are defined as early market packages because they are viewed as Enabling, Feasible, and have an Established Benefit. As part of the LA/Ventura Region ITS Strategic Deployment Plan, it was recommended that the early market packages be adopted as the near term priority market packages with the exceptions of Vehicle Safety Monitoring, Fleet Administration, and Roadside CVO Safety. Considering these changes, the near term market packages for the Los Angeles / Ventura region are listed in Table O.3. PAGE O-12

TABLE O.3 NEAR TERM MARKET PACKAGES Traffic Management Network Surveillance Probe Surveillance Surface Street Control Freeway Control Incident Management System Regional Traffic Control HOV and Reversible Lane Management Traffic Information Dissemination Dynamic Toll/Parking Fee Management Standard Railroad Grade Crossing Rail Operations Coordination Transit Management Transit Vehicle Tracking Transit Fixed Route Operations Demand Response Transit Operations Transit Passenger and Fare Management Transit Maintenance Transit Security Multi-Modal Coordination Traveler Information Broadcast Traveler Information Interactive Traveler Information Autonomous Route Guidance Commercial Vehicle Ops Electronic Clearance Commercial Vehicle Administrative Processes Hazardous Materials Management (HAZMAT) Emergency Management Emergency Response Emergency Routing Mayday Support ITS Planning ITS Planning Unlike user services, market packages are more useful for the linkages they provide to the National Architecture than for any specific consideration of project deployment priorities. It is likely that any ITS project will incorporate numerous market packages, while only representing a couple of user services. In terms of project deployment, market packages should be viewed as a useful starting point for defining requirements and high-level design processes. PAGE O-13

O.5.3 System Architecture An ITS system architecture, when explained in its simplest terms, is best defined as: A blueprint for connecting various and often dissimilar ITS systems As noted in the National System Architecture Executive Summary (January, 1997), a system architecture provides a common structure for the design of intelligent transportation systems. It is not a system design nor is it a system design concept. What it does is define the framework around which multiple design approaches can be developed, each one specifically tailored to meet the individual needs of the user, while maintaining the benefits of a common architecture. The LA/Ventura region ITS systems architecture is based on three basic premises: 1) The LA/Ventura region will adopt and utilize the Showcase architecture for system to system communications, standards, and interoperability considerations. 2) The LA/Ventura region will conduct ITS efforts in a manner consistent with the National Architecture. 3) That given points one and two, it is more applicable for the LA/Ventura Region ITS Strategic Deployment Plan to provide a top-level informational architecture in the form of a regional use case (as provided in Section 6.0). It is important to note that the LA/Ventura region system architecture is meant to serve in support of the Showcase and National Architectures and not as a replacement. The information presented in the architecture was developed by considering the relationship between the near-term market packages identified for LA/Ventura region, the Showcase architecture, and the National architecture. Table O.4 outlines the various architectures, including the one defined in this Strategic Deployment Plan, and the relationships between each. All of the architecture should be utilized and thought of as serving to support one another rather than replacing one another. PAGE O-14

Architecture National Architecture Suggestion for the region: Maintain consistency with the National Architecture. Showcase Architecture TABLE O.4 LA/VENTURA REGION SYSTEM ARCHITECTURE RELATIONSHIPS WITH OTHER ARCHITECTURES Suggestion for the region: Utilize the Showcase architecture for system to system interoperability at a Regional and sometimes Subregional level. Priority Corridor Architecture Suggestion for the region: Maintain consistency with the Priority Corridor Architecture as appropriate. Track and participate in Corridor configuration management decisions. Provides National hardware, software, and communications standards and protocols. Frequently provides multiple options which are not always interchangeable or interoperable. The region should seek to utilize the national architecture as a starting point for establishing more specific regional standards (if similar standards have not already been established at the Priority Corridor level). Defines software standards for the interoperability of systems within the Priority Corridor. Based on the kernel/seed concept and object oriented software development concepts, namely Common Object Request Broker Architecture (CORBA). Provides a framework for the interaction of systems at a Corridor level. Does not serve to define specific Corridor standards, but does support a configuration management approach as established through the Priority Corridor Steering Committee. LA/Ventura System Architecture (Section 6.0) Suggestion for the region: Serves as an interoperability reference from the users point of view. May provide a useful starting point when considering how systems should interact at a regional level. Provides a top level use case based logical architecture. Expresses regional system to system interaction in terms of the user (or actors) rather than specific system to system terms. The LA/Ventura region systems architecture does not define specific standards, interfaces, or protocols. It is intended that the LA/Ventura region will move towards greater standardization as part of the Southern California Priority Corridor. Priority Corridor standards stem from the Priority Corridor architecture, Showcase, National Architecture, and the Priority Corridor Configuration Management Group. The Early Action Plan also outlines a specific series of actions and steps to enhance the regional integration of systems and the coordination of ITS standards and deployment efforts. PAGE O-15

O.5.4 Project Types and Projects Call for Projects To gather input on potential projects from stakeholders, a call for projects was distributed. The potential projects were collected and summarized in a regional ITS project candidate list. Over 125 candidate projects, totaling more than an estimated $1.25 billion, were received through this process. All of these projects are included in Section 7.0 of the Strategic Deployment Plan. Market packages were assigned and additional information (as necessary) was listed for each project. Projects were then classified by levels, project areas, and project types. It is important to note that the call for projects process and candidate project list does not in any way exclude additional or future projects from the Strategic Deployment Plan or the LA/Ventura region ITS deployment process. Projects provided by stakeholders during revisions to the Plan have been included in a separate addendum table near the end of the Plan. Classification Levels The LA/Ventura Region ITS Strategic Deployment Plan involves three basic project classification levels. Infrastructure - These projects involve the deployment of base ITS infrastructure, usually in the form of communications or sensor systems. Infrastructure projects serve to provide the region with the necessary level of transportation information to effectively utilize more advanced management systems. Systems Integration These projects seek to integrate various infrastructure and management systems at a local or subregional level. One example of a systems integration project would be two or three adjacent cities developing interoperability between their various signal systems. Regional Integration Deployment of these projects goes the next step beyond systems integration projects and achieves the ultimate purpose of regional ITS deployment. The focus of these projects is on a regionwide application of a system which links various subregions or regions. One example of a regional integration project is current Caltrans efforts to achieve interoperability between District Transportation Management Centers (TMCs). PAGE O-16

Project Areas and Project Types For purposes of estimating overall deployment costs and timeframes projects were also grouped into logical project area and types. Table O.5 displays the project areas and types developed for this Strategic Deployment Plan. TABLE O.5 LA/VENTURA REGION ITS PROJECT AREAS AND TYPES PROJECT AREA 1.0 ADVANCED TRAFFIC MANAGEMENT SYSTEMS (ATMS) Adaptive Signal Control ATSAC Integration Projects Regional Signal Integration Projects Automated Safety Inspections Automated Vehicle Locating Systems Communications Upgrade Projects En-Route Driver Information Base Infrastructure Projects Incident Management Ramp Metering Regional TMC Projects Signal Improvement Projects Smart Street Corridors Traffic Control Projects Highway-Rail PROJECT AREA 2.0 ADVANCED PUBLIC TRANSPORTATION SYSTEMS (APTS) Automated Fare Collection, Passenger Counting Automated Vehicle Location System Highway/Rail Intersection Incident Management Safety Enhancement Projects Communications Upgrade Projects APTS-ATMS Integration Projects PROJECT AREA 3.0- ADVANCED TRAVELER INFORMATION SYSTEMS (ATIS) Pre-Trip Traveler Information System Incident Management PROJECT AREA 4.0 COMMERCIAL VEHICLE OPERATIONS (CVO) CVO Corridor Projects PROJECT AREA 5.0 EMERGENCY MANAGEMENT SERVICES (EMS) Communications Upgrade Incident Management Each of the five basic project areas were further broken down into key project types. An overall ITS deployment timeline and budget were developed by project type for the LA/Ventura region. PAGE O-17

The total capital cost for deployment for all projects within the 20-year time frame is estimated at just over a billion dollars. The majority of the projects are planned for deployment in the near term. The total estimated capital costs for the Year 1 are over $150 million. The capital cost for deployment decreases in the Year 2 when the cost is approximately $120 million, and capital costs generally decline over time. First-year contingency costs and generalized operations and maintenance cost estimates are included in the Strategic Deployment Plan. All cost estimates are in 1998 dollars. O.5.5 Deployment Champions Deployment of any ITS project requires a deployment champion. Figure O-3 describes the role of a deployment champion. Each ITS deployment effort or project should have a designated champion who will see the project through from beginning to end. Champions should have the following qualities: Time to dedicate to the effort; Support of their superiors; Desire to see the system/project deployed; Good communication and moderation skills Willingness to compromise on system/project details combined with the will to maintain the integrity of the system/project; Basic understanding of the regional ITS vision and on-going architecture efforts; and Solid understanding of the system/project concept and how it will fit into existing operations. Promotional and mediation capabilities are more important qualities for a champion than technical skill, as long as technical resources will be made available to support the champion. It is desirable for a champion to be supported by a subcommittee or even unofficial group of stakeholders in the project being deployed. However, while tasks may be distributed among members of a group to assist the champion, it is critical that an individual be the recognized coordinator of a deployment effort. PAGE O-18

O.6 SUGGESTED POLICIES The following policies may be encouraged for adoption by agencies in the LA/Ventura region: 1) Adoption of the LA/Ventura region and Showcase Corridor System Architectures should be encouraged to allow the exchange of transportation related information between agencies. 2) The inclusion of intermodal capabilities should be encouraged and supported in every regional ITS deployment effort. 3) Agencies in the LA/Ventura region should be encouraged to work together to establish common ITS resources (software, equipment, staff, etc.) and systems where feasible. 4) Institutional arrangements and/or legal agreements should be encouraged and sought where the joint deployment of an ITS project promotes economies of scale, avoids duplication of effort, and/or promotes integration among agencies. 5) Agencies should be encouraged to cooperate at a local and subregional level to establish common and/or seamless transportation operations across jurisdictional boundaries. 6) Agencies should be encouraged to integrate and establish ITS elements as part of all major transportation projects, where appropriate, during the project development process. Adoption of these policies by transportation stakeholders in the region is key to promoting integrated and effective ITS deployment on a regional level. PAGE O-20

Section 1.0 INTRODUCTION 1.1 PURPOSE The Los Angeles/Ventura region, displayed in Figure 1-1, is one of the four regions of the Southern California Priority Corridor. As such, it has developed an independent Intelligent Transportation Systems Strategic Deployment Plan which will become an integral part of the overall corridor-wide Southern California Corridor Plan. The primary purpose of the Los Angeles/Ventura Region ITS Strategic Deployment Plan is to develop a roadmap to guide future investment in ITS technologies by all agencies involved in a coordinated and focused manner over the next 20 years. It is intended to address all modes of transportation, in concert with the planning priorities and policies of the region. It is envisioned that the Strategic Plan could be utilized to refine as appropriate both the Regional Transportation Plan (RTP) and the Region s Transportation Improvement Program (TIP). Given the rapid progress of technology over the past 100 years, it is reasonable to expect that many of the systems and technologies of today will be considered obsolete ten years from now. The Strategic Plan provides a deployment framework focused around open architectures, functions, and capabilities in order to anticipate technological changes and maintain the flexibility of the Plan. It is important to recognize that things are dynamic, and that many summarized results are the results of input of participating stakeholders at the time. Some agencies will be further along in ITS deployment than others. In addition, the Strategic Plan recognizes the future of mobility and the need to improve on past approaches with the new tools available to the transportation industry. Advanced communications and information technologies are rapidly changing the world we live in, and the Strategic Plan is a conduit for keeping LA/Ventura s transportation system in tune with these changes. 1.2 BACKGROUND To better understand the concept and origin of ITS it is useful to return to three simple questions: 1) What are Intelligent Transportation Systems (ITS)? PAGE 1-1

SAN BERNARDINO VENTURA COUNTY LOS ANGELES COUNTY ORANGE RIVERSIDE STUDY AREA SAN DIEGO IMPERIAL FIGURE 1-1 LA/Ventura Region

2) Why deploy ITS? 3) Will ITS actually happen? The answers to each of these three questions is discussed below. The responses to the questions should not be considered all inclusive, as they are intended only to provide insight into the concept of ITS. What are Intelligent Transportation Systems? There are several manners in which ITS can be defined, but the simplest view is this: ITS is the utilization of technology to make our transportation system smarter ITS seeks to make the transportation system smarter by: Combining new systems with old, linking previously independent systems together through systems, networking, and communications technology; Improving the information available for transportation systems managers and the general public; and Automating traffic management functions in a manner that allows network managers to respond to the rapidly changing transportation environment. ITS is the tying together of what transportation professionals already know about how the transportation system operates with the new communications, calculations, and integration capabilities that have recently become available. ITS can be as simple as linking two older traffic controllers together to allow them to communicate and coordinate timings, or as complex as providing a full sensor image of the entire transportation system and automating transportation system management functions. Many ITS deployments across the nation have already displayed significant measurable benefits in terms of increased safety, efficiency, and reduced environmental impacts. Why Deploy ITS? The most important reason to deploy ITS is the benefits it provides to the users of the transportation system. ITS deployments in the LA/Ventura region and across the nation have already displayed measurable and significant benefits in: Traffic Management ITS has displayed benefits in the area of traffic management in terms of enhanced safety, increased average vehicle speeds, decreased travel times, decreased vehicle delay, swifter incident detection and verification, decreased PAGE 1-4

incident duration, and numerous other areas. While the specific level of benefits achieved vary by specific area, benefits on the range of 15% reduction in travel times are not uncommon. Transit Management ITS has displayed visible benefits to transit managers and operators in terms of decreased operating costs, reduced reserve vehicle needs, enhanced on time performance, decreased transit travel times, and enhanced transit route planning/evaluation capabilities. Major transit management system deployments are underway or complete in several major urban areas across the nation, including: New York, Chicago, Portland, Denver, Phoenix, Houston, San Diego, Orange County, Kansas City, and many others. In addition, several Smart Shuttle and bus priority deployment efforts are already underway in the LA/Ventura region. Traveler Information Perhaps some of the most important benefits which can be displayed by ITS are in the areas of traveler information management and dissemination. ITS improves the information available on the transportation network and at the same time provides for better methods of getting this information to the general public. The actual benefits of improved traveler information are easily defined in a qualitative manner, but are not so easily quantified. Commercial Vehicle Management Commercial vehicle operators have been deploying enhanced management and tracking capabilities into their container and vehicle fleets for years. The benefits of ITS to commercial vehicle operations have been tested in perhaps the toughest markets of all ones that are mostly profit driven. Emergency Services Management ITS can provide substantial benefits to emergency service managers and coordinators. Even some of the simplest ITS applications such as closed-circuit TV cameras, provide emergency services with a better understanding of the extent and type of incident from its earliest inception. ITS is also leading towards enhanced cooperation and integrated operations between emergency service providers and transportation network managers. With ITS the proper and timely response to incidents has improved. The ability of ITS to provide these benefits focuses on one simple question. Will we, as a group of transportation service providers, choose to manage the transportation network in a more proactive manner or not? If we do choose to manage the system, then ITS is the only effective means of providing the information and control necessary to manage the transportation system in anything approaching a real-time manner. PAGE 1-5

Many people may argue that the transportation system is largely an indication of the human condition, and cannot be fully understood or anticipated at a level sufficient to allow proactive management. Yet the transportation system is a definable network with conditions that can be analyzed and interpreted. The simple fact is that we have never previously had the capability to receive real-time information and implement real-time control functions on the larger transportation network. ITS gives us that capability. The challenge that ITS presents is less oriented towards whether or not effective systems can be deployed and more towards whether we can effectively utilize ITS as a tool to bring a new level of management to the transportation network. The need to better manage the transportation network has arisen out of the need to maximize the effectiveness of the existing transportation infrastructure. Freeways, roadways, and transit systems are expensive to construct and maintain. Insufficient funding is available to continue building the transportation infrastructure to match population and travel growth. The mobility of people, goods, and information is a key factor in the economic success of any region. Faced with the reality of existing transportation problems and the projected breakdowns in the transportation network, the necessity of managing the transportation network to enhance its effectiveness has become clear. Many agencies in the region have already recognized the need to deploy more intelligent transportation systems, and they have acted on this need. They are developing a sound knowledge base in utilizing ITS as a transportation management tool. Will ITS Actually Happen? The simplest answer is that it already is happening. ITS represents a move to a more command and control oriented transportation system that crosses all available modes and transportation resources. In the past, traffic management has largely been non-real time, non-adaptive, and based on spotty historical data. However, technology is nothing new in the transportation field. For example, one of the first computer controlled traffic signals was tested at an intersection near LAX in the early 1960 s. Despite its consistent use, technology is just now beginning to provide transportation professionals with reasonable real-time adaptive options and the capability to respond to a rapidly changing travel environment. As previously independent systems are expanded and connected, the ability to truly provide command and control options continues to grow. Numerous state, regional and local transportation and emergency service agencies in the LA/Ventura region have developed a substantial ITS infrastructure. This infrastructure currently supports activities ranging from signal operations to freeway surveillance and incident response. Unfortunately, many of the desired connections and additional field equipment necessary to fully provide a command and control environment do not yet exist. This Strategic Plan outlines systems and projects that will bring the desired capabilities to the region. PAGE 1-6

At the national level, the problems of urban traffic congestion and air quality have been recognized. The Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991 established national goals for the development and implementation of advanced technologies to address these problems through coordinated projects. Part B of Title VI of this legislation established Intelligent Vehicle Highway Systems (IVHS) initiatives that included a focused project to address the highest priority corridors in the country. The term IVHS has since been renamed to Intelligent Transportation Systems (ITS) to reflect the multi-modal nature of the projects being implemented across the nation. The nation is moving forward. The LA/Ventura region has already taken significant steps towards deploying ITS infrastructure components. The current use of ramp signals, loop detectors, cameras, and other technologies proliferates in Los Angeles. The linking of these existing technologies and the implementation of new technologies provides the area with a strong base ITS infrastructure. ITS will happen. It is already happening in the LA/Ventura region. The Plan represents the opportunity to coordinate ITS deployment efforts in the region and to ensure the ability to integrate the numerous systems that will be deployed both today and in the future. Southern California Priority Corridor The United States Department of Transportation (USDOT) originally designated Southern California as one of the four ITS priority corridors in the nation. To have merited this designation, a region must have extreme traffic density, ozone non-attainment, various types of transportation facilities, a mix of travel types, complexity of travel patterns and the potential to contribute to the USDOT ITS Project. While the specific use of the priority corridors terminology has been dropped by the USDOT, the potential for the application of effective ITS technologies in the LA/Ventura region has remained constant. Stakeholder agencies in the Southern California area have determined that maintaining the Southern California Priority Corridor concept has merit, and the Priority Corridor planning and oversight committees have continued to meet. The Southern California Priority Corridor extends from Ventura County in the north to the international border of San Diego with Mexico in the south, and includes the better part of four Caltrans Districts. Figure 1-2 displays the overall planning structure for the Southern California Priority Corridor. The USDOT continues to support and promote the deployment of transportation systems and technologies that fit into a larger architecture, which integrates systems and allows for the easy exchange of information. Maintenance of the Priority Corridor concept is an impor- PAGE 1-7

SAN BERNARDINO VENTURA LOS ANGELES RIVERSIDE ORANGE SAN DIEGO IMPERIAL 20 YRS MAP LEGEND Caltrans District 7 Caltrans District 8 Caltrans District 11 Caltrans District 12 TIME 15 YRS 10 YRS 5 YRS LA/ VENTURA PLAN ORANGE COUNTY PLAN SHOWCASE SAN DIEGO PLAN INLAND EMPIRE PLAN 0 YRS LOCATION FIGURE 1-2 Regional Deployment Planning Structure for the Priority Corridor

tant component in keeping regionally deployed systems in line with the larger regional and national architecture pictures. Showcase Architecture The Showcase project serves to define the overall Southern California regional system architecture. Showcase is the basis for the system architecture developed for and presented in this Strategic Plan for the LA/Ventura region. The primary purpose of this architecture is to allow the sharing of transportation related information and the integration of various transportation management systems among transportation agencies and private parties throughout the Southern California Priority Corridor. The Showcase architecture is an open architecture based on modern object oriented software development techniques. An open architecture is one which allows for the integration of a wide range of new and old systems without regard to proprietary limitations. For example, an open architecture would allow for the sharing of information between two separately developed and proprietary traffic signal systems as long as each system is modified or added to in order to provide linkages with the architecture. This linkage between the old or legacy system and the Showcase architecture is called a seed. Showcase provides for six levels of participation by involved parties ranging from no participation to simple information sharing to full sharing of system control. The projects presented in this Strategic Plan generally range between level two simple data/video sharing to level five large scale data sharing with some control redundancy. Through the Showcase architecture development effort several Early Start Projects have been funded and are under development. These projects serve to demonstrate the application of the Showcase architecture, as well as to develop the core functionality of the Showcase system. The network currently being developed to support the transmission of data between various Showcase compliant systems is known as the Showcase Network. The Showcase architecture is the critical cornerstone of ITS deployment in the Priority Corridor. It allows for the incremental integration of transportation systems encompassing all modes and all roads. The Showcase architecture is compliant with the National Architecture. All projects indicated in this Strategic Plan and all future significant transportation management systems deployed in the LA/Ventura region should allow for eventual integration into the Showcase architecture. 1.3 METHODOLOGY Preparation of the LA/Ventura Region ITS Strategic Deployment Plan has followed the ten step ITS Planning Process developed by the Federal Highway Administration. This process is illustrated in Figure 1-3. PAGE 1-9

The federal ITS planning and deployment process emphasizes the significance of a strategic approach, a user-needs perspective and a strong institutional coalition. The deployment of ITS should be structured and strategic in order to protect against the inefficient allocation of resources and to ensure that the potential of ITS can be fully realized. Deployment should be based upon solving local user needs rather than simply looking for opportunities to utilize new technologies. Deployment needs to consider long-term operations and maintenance issues. Finally, successful deployment depends upon the development of an institutional framework and coalition of transportation agencies and other stakeholders. Such a coalition and the cooperation it fosters helps to ensure that each agency s needs, constraints, opportunities and responsibilities are addressed and that the resulting system meets the needs and expectations of each agency, the public, and elected officials. 1.3.1 Development of the LA/Ventura Region ITS Strategic Deployment Plan As applied in the LA/Ventura region, the ten step FHWA deployment planning process consisted of the following major areas of activity: Agency Coordination and Public Outreach The LA/Ventura Regional ITS Coordination Team (RICT) developed the ITS Strategic Plan in a coordinated and cooperative manner. During the course of the Strategic Plan study, the RICT met on a regular basis to develop goals and objectives, review needs and problems, discuss proposed project areas and priorities, and review deliverables. The mission of the RICT is to provide a forum for the development of a long-range ITS plan to guide the deployment of ITS technologies for the region. As part of this mission, the RICT has a number of responsibilities, including: Representing the interests of the responsible transportation-related authorities that make up the region; Initiating and coordinating agency review, approval, and programming of the Plan; and Coordinating efforts to secure public and private funding for Plan activities and early deployment projects. In developing the Plan, the Regional Committee committed to the following: PAGE 1-11

Ensuring coordination and integration of ITS activities (research, planning, programs, operational tests, demonstrations, etc.) with private and public entities (city, county, sub-regional, state and national); Conducting business in a manner that will ensure the fulfillment of the Public Involvement Program (PIP) requirements of the Intermodal Surface Transportation Efficiency Act (ISTEA) of 1991 through the responsible transportation-related authorities which make up the Priority Corridor; Addressing social, economic, environmental and institutional considerations as well as technical issues; and Providing a mechanism for integrating the region s ITS Long Range Planning with those of other regions in the Southern California Priority Corridor in order to ensure an integrated plan including the Showcase Project for the entire corridor. In accordance with these responsibilities, the public was kept informed of and involved in the Strategic Plan developments through workshops, related ITS meetings, and project brochures/fact sheets. Workshops were held to inform and solicit input from a diverse range of regional transportation stakeholders including transit agencies, trucking firms, and local governments. Workshop participants were provided an opportunity to review draft products and identify and discuss information specific to their concerns. Executive level interviews and briefings were conducted with numerous stakeholder agencies and organizations. In addition, an ITS Public Outreach presentation was developed and conducted to various stakeholder agency committees, as well as to elected officials. Definition of Travel Environment, User Needs, and Project Vision The goals of the Strategic Plan include solving current problems and pursuing new developments that can improve the overall surface transportation network in the LA/Ventura region. To achieve these goals, the current and anticipated future needs of the area needed to be identified and defined, and a vision needed to be developed of the future state of the corridor and the role for ITS. The needs of the corridor needed to be defined qualitatively by users and quantitatively from data. The qualitative assessment of the regional travel environment and user needs utilized three separate techniques. Interviews were conducted with chief executives of key transportation agencies including cities, Caltrans, regional transit agencies, and many others. Surveys were distributed to over 230 individuals with significant transportation interests. Responses were received from approximately 47% of those surveyed. Finally, two workshops were held with regional transportation stakeholders. Each of these techniques focused on the identification of needs and suggestions for ITS oriented solutions. PAGE 1-12

In addition to the qualitative needs assessment utilizing the three techniques described above, a wide range of transportation and information systems data was assembled from planning and operating agencies within the region. At the same time that the travel environment and stakeholder perspectives were evaluated in order to identify user needs, a vision statement was developed that describes the desired future state of the study area. The vision statement and accompanying goals and objectives that were developed by the Regional ITS Coordination Team are described in Section 2.0 of the Plan. Development of ITS Projects A key element of the Plan is the definition of projects that will be deployed to deliver ITS user services. A call for projects approach was utilized to prepare an initial set of projects. Projects were then grouped into categories. Integration opportunities were then assessed and additional projects identified as needed. The additional projects developed as a part of this Strategic Deployment Plan are included in the Early Action Plan (under separate cover). ITS functions associated with high priority user services and market packages were investigated, potential system architecture relationships among the functional components of these services were identified and specific technology alternatives were evaluated. Concurrent with these efforts, the process to develop specific projects and project areas was initiated. The process of project development continued through the preparation of the Strategic Plan. 1.3.2 Supporting Documents Numerous documents were produced that support the Strategic Plan. All of these documents are available under separate cover and many are summarized in this Plan. These documents consist of: Infrastructure Summary available under separate cover. Transportation Problems Survey Summary of Results summarized in Section 3.0 of this Plan. User Service Research Guide Technical Memorandum summarized in Section 4.0 of this Plan. Performance Criteria Technical Memorandum available under separate cover. Market Package Prioritization Technical Memorandum summarized in Section 5.0 of this Plan. PAGE 1-13

Identification and Screening of System Components Technical Memorandum available under separate cover. Implementation and Operational Strategies Technical Memorandum included in Section 8.0 of this Plan. Early Action Plan available under separate cover. Copies of the documents available under separate cover can be obtained from Caltrans, District 7. 1.3.3 Additional Supporting Documents The following documents provide valuable reference material for this Plan. Federal Highway Administration, Intelligent Transportation Infrastructure Report: Electronic Payment Systems: Traveler Convenience, Operator Efficiency, FHWA- JPO-96-0020, January 1996. Intelligent Transportation Systems Action Guide: Realizing the Benefits, Intelligent Transportation Society of American, 1996. Mitre Corporation, Intelligent Transportation Infrastructure Benefits: Expected and Experienced, Federal Highway Administration, FHWA-JPO-98-002, October 1997. Mitretek Systems, Inc., ITS Benefits: Continuing Successes and Operational Test Results, Federal Highway Administration, 1995. Review of ITS Benefits: Emerging Success, FHWA-JPO-97-001, U.S. Department of Transportation, September 1996. Sarah J. Siwek and Assoc., A Guide to Metropolitan Transportation Planning Under ISTEA: How the Pieces Fit Together, FHWA-PD-95-031, Federal Highway Administration, 1995. http://www.itsa.org http://www.odetics.com/itsarch : information on the National ITS Architecture. PAGE 1-14

1.4 STRATEGIC PLAN ELEMENTS There are ten Sections in this Strategic Plan. Table 1.1 provides a brief outline of the information contained in each. TABLE 1.1DESCRIPTION OF STRATEGIC PLAN SECTIONS # Title Brief Description 1.0 Introduction As above. 2.0 ITS Vision and Objectives 3.0 Problems/Needs Assessment 4.0 Prioritization of User Services 5.0 Prioritization of Market Packages Outlines the vision of ITS deployment in LA/Ventura region as defined by the Regional ITS Coordination Team. Summarizes transportation problems/needs prioritization results for the LA/Ventura region. Summarizes user service prioritization results for the region. Correlates user identified problems from Section 3. Maps priority user services to market packages as identified in the National Architecture. These packages provide a deployable set of functional technologies to meet ITS goals. 6.0 System Architecture Defines a use case based architecture that supports exchange of data between significant management systems. 7.0 Project Areas Describes specific ITS systems, and project deployment phases for LA/Ventura region. 8.0 Deployment Element Provides an overall deployment vision, deployment time line, annual budget estimates, and background information. Also defines operational strategies for ITS components. 9.0 Funding Element Provides a description of funding sources and processes. 10.0 Management Element Outlines suggested policies and processes for managing deployment of ITS in the LA/Ventura region. 1.5 PLAN STAKEHOLDERS The development of the Strategic Plan involved a large group of public and private transportation stakeholders in the LA/Ventura region. These stakeholders include: Alameda Corridor Transp. Authority AMTRAK Burbank Airport CA Air Resources Board CA Environmental Assoc. CALTRANS District 7 CALTRANS New Tech CHP LA Dept of Airports (LAX) Community Develop. Agency LA City FHWA Fire Dept HQ - LA Counties Fire Dept. HQ - Ventura Co LA Chamber of Commerce LA County MTA LADOT Long Beach Municipal Airport Port of Hueneme Port of Long Beach SANBAG SGVCOG SANDAG SCAG SCAQMD Sheriff Dept - LA County Sheriff Dept - Ventura County SCRRA PAGE 1-15

Ventura County APCD Ventura County DPW World Port LA Antelope Valley Transit Auth. Culver City Bus Lines Foothill Transit Gardena Municipal Bus Lines Long Beach Transit Montebello Bus Lines Pomona Valley Transit Auth. Santa Monica Mun Bus Lines South Coast Area Transit Sunline Transit Agency Dodger Stadium Frank G. Bonelli Park Great Western Forum Hollywood Bowl LA Convention Center LA County Fairplex LA Sports Arena Los Angeles Zoo Magic Mountain Rose Bowl Santa Anita Race Track Agoura Hills Alhambra Arcadia Artesia Azusa Baldwin Park Bell Bell Gardens Bellflower Beverly Hills Bradbury Burbank Calabasas Carson Cerritos Claremont Commerce Compton Covina Cudahy Culver City Diamond Bar Downey Duarte El Monte El Segundo Gardena Glendale Glendora Hawaiian Gardens Hawthorne Hermosa Beach Hidden Hills Huntington Park Industry Inglewood Irwindale La Canada Flintridge La Habra Heights La Mirada La Puente La Verne Lakewood Lancaster Lawndale Lomita Long Beach Los Angeles Lynwood Malibu Manhattan Beach Maywood Monrovia Montebello Monterey Park Norwalk Palmdale Palos Verdes Estates Paramount Pasadena Pico Rivera Pomona Rancho Palos Verdes Redondo Beach Rolling Hills Rolling Hills Estates Rosemead San Dimas San Fernando San Gabriel San Marino Santa Clarita Santa Fe Springs Santa Monica Sierra Madre Signal Hill South El Monte South Gate South Pasadena Temple City Torrance Vernon Walnut West Covina West Hollywood Westlake Village Whittier Camarillo Fillmore Moorpark Ojai Oxnard Port Hueneme San Buenaventura Santa Paula Simi Valley Thousand Oaks Bullet Freight Systems BNSF California Trucking Assoc. Don Breazeale & Associates Federal Express Global Freight Systems International Trans Svcc (ITS) Interstate Consolidation Long Beach Airport Bureau Metro Stevedore Company NYK Line (North America) Inc Rail Delivery Services Sim American Israeli Shipping Southern Pacific Trans Co. Steamship Assoc of SC Union Pacific Railroad United Parcel Service Viking Freight System Yellow Cab Taxi Co. Automobile Club of So. CA Coalition for Clean Air CSULB ITE - So Cal Section PAGE 1-16

USC World Trade Center Assoc. The involvement of these stakeholders in the development of the Plan ranged from continuous to intermittent. Each stakeholder received several opportunities to provide their thoughts and input in regards to regional transportation problems and potential ITS applications to those problems. 1.6 PROJECT CONSULTANTS The consulting team supporting the development of the LA/Ventura Region ITS Strategic Plan included a broad scope of consultants. The consultant team was lead by National Engineering Technology Corporation and included: National Engineering Technology Corporation Abratique & Associates BRW, Inc. DKS Associates Frederic R. Harris, Inc. Gardner-Rowe Systems, Inc. Minagar & Associates Patti Post & Associates Rockwell International Sarah Siwek & Associates Terry A. Hayes Associates Willdan Associates PAGE 1-17

Section 2.0 ITS VISION 2.1 PURPOSE This Section outlines the vision for the deployment of ITS in the LA/Ventura region. As ITS is a relatively new area when compared with traditional transportation infrastructure planning and design, it is important to distinguish the impacts that ITS will have on traditional deployment concepts. It is also important to note that a great deal of ITS infrastructure and management systems have already been deployed in the LA/Ventura region. In addition to an overall vision statement, individual visions are provided for each of the five major project areas defined in this Strategic Plan: Advanced Traffic Management Systems (ATMS) Advanced Public Transportation Systems (APTS) Advanced Traveler Information Systems (ATIS) Commercial Vehicle Operations (CVO) Emergency Management Services (EMS) Perhaps most importantly, the purpose of a vision statement is to display a common interest and direction for the deployment of ITS in the region. It represents a tacit agreement among regional transportation stakeholders that ITS has a place in the region s transportation future. 2.2 VISION STATEMENT The Regional ITS Coordination Team (RICT) cooperatively developed a vision statement for the deployment of ITS in the LA/Ventura region. This statement encapsulates the goals and needs of the project and has been reviewed and approved by RICT. The LA/Ventura ITS vision statement is stated below and graphically depicted in Figure 2-1. Page 2-1

Infrastructure and Travel Demand LA/Ventura ITS Vision Architecture and Integration Leading to Funding Enhanced Mobility, Accessibility, Efficiency, and Air Quality FIGURE O-1 LA/Ventura ITS Strategic Planning Vision

To use intelligent and advanced transportation technologies to: increase mobility and accessibility throughout the region, improve air quality, use the existing infrastructure more efficiently and effectively maximize the Federal, State and local funding opportunities for transportation improvements by identifying, evaluating, and recommending a deployment plan: to advance available and emerging ITS Technologies within a short, medium and long term integration window that satisfy Local, regional and Intermodal Transportation Needs while fostering Institutional Partnerships, whether Public/Private or Public/Public, necessary to successfully implement, operate, and maintain the technologies throughout the life cycle of the identified projects. 2.3 PRIORITY CORRIDOR VISION The United States Department of Transportation (USDOT) has designated Southern California as one of the four ITS "priority corridors" in the nation. The designation of Southern California as a priority corridor identifies it as a primary area whose transportation concerns need to be addressed. The Southern California Corridor extends from Ventura County in the north to the international border of San Diego with Mexico in the south, and includes the better part of four Caltrans Districts. To be designated as a priority corridor, the San Diego to Los Angeles transportation corridor needed to exhibit the following characteristics: Extreme traffic density; An ozone non-attainment designation; A variety of types of transportation facilities; An inability to significantly expand existing facilities; A mix of travel types; Complexity of travel patterns; and The potential to contribute to the USDOT ITS program. Page 2-3

In line with these characteristics, the Southern California ITS Priority Corridor Steering Committee developed the following vision as stated in the Final-Draft of the Priority Corridor ITS Strategic Plan: The vision of the Southern California Priority Corridor is to significantly improve the safety, efficiency, and environmental impacts of the inter-modal transportation system in Southern California through the application of advanced transportation technologies and integrated system's management. The vision of the LA/Ventura counties ITS Strategic Plan coincides with the Priority Corridor vision. This is important as it allows the region to move in a common direction with the Priority Corridor. 2.4 SHOWCASE VISION The Showcase vision is one that encompasses all modes and all roads. The overall Showcase vision is depicted in Figure 2-2, and is stated in the Showcase Final Implementation Plan (March 31, 1997) as follows: The vision of Showcase is to demonstrate the feasibility and the benefit of integrating all modes of transportation and all roads of travel into a system of systems. While the Priority Corridor vision represents a broad scheme, of which the LA/Ventura region is a part, the Showcase vision represents more of technical vision for integration of systems. It is through achievement of the Showcase vision that the Priority Corridor and LA/Ventura regional visions can be attained. 2.5 VISION STATEMENT ELEMENTS In considering the long-term possibilities of ITS it is useful to consider the various components of the overall ITS vision. These are described below by the five major project areas outlined in this Plan. Advanced Traffic Management Systems (ATMS) The vision for ATMS is one in which transportation system managers will receive continuous accurate real-time information on the performance and status of the transportation network. This information will include all significant transportation modes and systems (freeway, arterial, transit, etc.). Incident response efforts will be fully coordinated with a greater emphasis on limiting network impacts. Recurring congestion will be anticipated and managed on a regular basis. Special event traffic will be taken into consideration and Page 2-4

managed as a part of daily operations. Arterial signal and traffic management systems will be fully integrated across jurisdictional boundaries, as well as being integrated with the freeway system and other modal networks. Overall, the vision for ATMS is one that provides more of a proactive command and control management of the transportation network than is currently practiced. It is a vision that provides the public truly seamless travel across the region s roadway network without being impacted by the current inefficiencies of separate traffic control and management systems. Advanced Public Transportation Systems (APTS) The vision for APTS focuses on increasing the efficiency of the existing and future transit systems through the provision of timely and accurate information to transit system operators, managers, and patrons. Faced with increasing demand for transit service and shrinking operational funding sources, enhanced efficiency of the transit system is a key goal. The achievement of the APTS vision will provide the public with the ability to safely and effectively utilize the transit network with the assurance that they can make rapid and accurate decisions regarding their method, time, and duration of travel. Advanced Traveler Information Systems (ATIS) - The ATIS vision is one where information regarding the transportation system within the LA/Ventura region will be immediately available to users and operators through a variety of devices such as television, radio, personal computers at home and at work, public kiosks, hand-held mobile devices, roadway signage and other interactive communication devices. Users and operators will be able to inquire and receive information about current and expected travel conditions, travel times, incidents and alternative routes. Users and operators will be able to inquire and receive information about transit status and schedules. This information will allow users to make informed decisions about when to leave, how to travel, and what route to take. Commercial Vehicle Operations (CVO) The CVO vision for the LA/Ventura region is driven by the Southern California Priority Corridor ITS Strategic Deployment Plan Commercial Vehicle/Border Crossing Element. This vision is one of enhanced trip planning through the provision of accurate and timely information on regional transportation conditions and specific information on CVO concerns. It incorporates simplified electronic credential processes with reduced delays currently caused by multiple review of vehicle credentials, weights, clearances, and required paperwork. Finally, the vision includes the provision of real-time information to vehicles through dispatch communications and in-vehicle devices providing traffic/safety alerts, trip routing/planning, and other pertinent information. Page 2-6

Emergency Management Services (EMS) The Emergency Management vision focuses on enhancing coordination of the numerous safety, fire, traffic incident, medical, and related supporting services. This enhanced coordination will be developed through common communications systems, dispatch integration, linked command control functions, vehicle tracking, and overall enhancement of available information. This vision includes the ability of the command and control systems to service and provide proper support during disaster situations. Once achieved the EMS vision will provide enhanced safety to the public through the better coordination of emergency services both under normal and disaster conditions. These independent vision elements are brought together by the broader common vision which crosses modal and jurisdictional boundaries. Achieving the total vision of the LA/Ventura Region ITS Strategic Deployment Plan starts with the mutual cooperation between transportation agencies within the corridor. All agencies and transportation providers should work together to promote and encourage safe and efficient operation of the transportation network. These agencies/providers should work together to plan, design, implement, and operate ITS systems. Page 2-7

Section 2.0 3.0 NEEDS ASSESSMENT 3.1 PURPOSE This Section summarizes the priority needs and problem areas identified by transportation stakeholders in the LA/Ventura region. It also summarizes some of the key ITS deployment issues noted by transportation stakeholders. More detailed information on needs assessments is provided in two supporting documents: (1) Transportation Problem Survey Summary of Results (November 1996); and (2) User Service Research Guide Technical Memorandum (July 1997). These documents are available under separate cover as noted in Section 1.0. 3.2 NEEDS ASSESSMENT METHODOLOGY Needs assessments and key ITS deployment issues were identified for the LA/Ventura region through a three stage approach. This approach included: Transportation Problems Survey Surveys were sent by fax to 236 stakeholders identified by the Regional ITS Coordination Team (RICT) as people and organizations involved in ITS and/or transportation in Los Angeles and Ventura. Of the 236 contacts that received the survey, 111 responded. A high return of 47% was achieved by sending the surveys by fax and making follow-up telephone calls to those whom had not responded by the due date. The survey was developed to rank the severity of various transportation problems. In the main part of the survey, respondents were asked to rank a series of transportation problems/concerns. Problems were rated from 1 to 4, with 1 indicating that the problem was of lowest significance and 4 indicating that a problem was of highest significance. Respondents were also given the option of a no opinion ranking. Stakeholder Workshop On August 21, 1996 a workshop was held with invited participants from cities and other agencies within Los Angeles and Ventura Counties to provide input on key issues related to the development of the LA/Ventura Region ITS Strategic Deployment Plan. The objectives of the workshop were to identify integration issues and possible solutions to these issues. This workshop was instrumental in identifying specific issues and needs of participating agencies with respect to the development and implementation of the Plan. Page 3-1

Executive Level Interviews Numerous interviews were conducted with executive and director level individuals and several stakeholder agencies and organizations. These interviews served to provide additional information on specific agency needs and concerns relating to ITS deployment. Interviewed organizations included: American Automobile Assoc. Alameda Corridor Caltrans District 7 CHP City of LA Dept of Airports LACDPW LADOT LACMTA Port of Hueneme Port of Long Beach Port of Los Angeles SCAG SCAQMD VCTC World Port LA A brief summary of the results of each of these approaches is provided in the remainder of this Section. 3.3 PRIORITY TRANSPORTATION PROBLEMS Table 3.1 lists the priority transportation problems identified by transportation stakeholders in the LA/Ventura region. The problems are listed in order of their scoring in the survey results. The score displayed in Table 3.1 reflects the average score provided to that problem by stakeholders. A score of 4 indicated that the problem was of highest significance. A score of 1 indicated that the problem was of little to no significance. Page 3-2

TABLE 3.1 PRIORITY TRANSPORTATION NEEDS Needs/Problem Area Score (high =4, low =1) Roadway/Highway Safety 3.28 Commercial Vehicles Safety 3.26 Ports (Air & Sea) Ground Transportation 3.25 Roadway/Highway Congestion 3.25 Roadway/Highway Signal Coordination 3.24 Commercial Vehicles Hazardous Material Response 3.15 General Air Pollution 3.12 Roadway/Highway Travel Time 3.10 Transit Travel Time 3.09 Transit Safety/Security 3.08 Commercial Vehicles Safety Inspections 3.01 Roadway/Highway Interjurisdictional Cooperation 3.01 Roadway/Highway Emergency Response 3.01 Interestingly, safety concerns scored higher than congestion and travel time concerns. All of the priority transportation problems/needs scored a 3 or higher indicating that they are important concerns. Identified needs seemed to reflect a mixture of modes including auto, transit, and commercial vehicles. 3.4 ITS DEPLOYMENT ISSUES During the workshop and interview process the following six consistent themes emerged: Operations and Maintenance (O&M) Issues Interoperability Issues Standards Development Issues Procurement and Contracting Issues Education/Demonstration of Benefits and Training Needs Grass Roots Public and Political Support Air Quality Issues Each of these issues is discussed in the following subsections. In addition, potential recommendations to address some of these issues were noted by transportation stakeholders in the workshop and interview process and are noted under the Page 3-3

appropriate issue. These recommendations represent the potential solutions noted by stakeholders early in the development of this plan. Recommendations are primarily noted here as it was felt that they would provide useful suggestions and information to the users of this plan. The recommendations do not necessarily reflect the views of all the stakeholders in the region. They are simply suggestions noted during the outreach process. 3.4.1 Operations and Maintenance (O&M) Issues LA/Ventura transportation stakeholders have identified the lack of available funding, particularly in cities, to operate and maintain ITS projects once they are constructed and on-line. When operating and maintenance costs are competing with other needs that are ordinarily funded through either transportation funds (e.g., street repairs) or General Funds of a city (e.g., social projects, basic city services), this is a significant concern. Implementing agencies identified the need to improve their ability to estimate the ongoing costs of operation and maintenance (life-cycle costs) so that short and long-term funding options can be developed and presented to local decision makers. Concurrent with this, agency staff felt that they need to be better equipped to demonstrate and explain the benefits of ITS to their superiors and public representatives. Stakeholders have displayed general agreement and concern about the financial burden that ITS operations and maintenance will impose upon cities. To the extent possible, trying to obtain ITS funding from city General Funds should be avoided due to the diminishing availability of this source and the broad range of popular competitive projects such as police, fire, street maintenance, etc. It was noted that it is hard to sell constituents a project such as ITS when there are so many unmet social and educational needs in most communities. It was agreed that operations and maintenance of ITS project of all types is going to be a growing problem for public agencies, especially with regard to obtaining and maintaining the necessary level of skilled staff. Privatization of the operations and maintenance function was viewed as a reasonable alternative to performing this work in-house. It was noted, however, that many public agencies do not have prior experience in the proper administration of operations and maintenance contracts. Recommendation: Identify long-term O & M funding at the beginning of the project, before systems/improvements have been implemented. One question raised was how to get funding from different levels of government specifically earmarked for O & M. It was noted that funding sources should be identified early on to enable local agencies to effectively participate in ITS deployment. Recommendation: Establish on-going funding advocacy expertise to secure funds to be dedicated to short and long-term operations and maintenance costs. Page 3-4

Recommendation: Encourage resource sharing, to the extent practicable, under the four different ITS Strategic Planning Efforts underway in the Priority Corridor. Recommendation: Support for Conditions on Receiving ITS Funding. This discussion centered on conditions to ensure that agencies receiving ITS funding cooperate and coordinate their efforts with the regional effort to develop, in the long-term, a seamless system of ITS applications that will facilitate the more efficient operation of the regional transportation system. It was recommended that applicants for ITS funding be required to be consistent with this Plan in order to receive funding. Recommendation: Prioritize funding needs. The region needs to be able to prioritize its needs from various funding sources (e.g. Federal, State, MTA, counties sales tax) in order to successfully compete for funding and to advance the ITS strategic plan in a systematic manner. 3.4.2 Interoperability Issues Not all transportation stakeholders in the region are fully convinced that full regional integration needs to occur. Some have indicated that they believe that corridor specific integration may be all that is required. In addition, many agencies are cautious about a fully integrated operation because of concerns over relinquishing local control. Previous experience has shown that different agencies can be persuaded to be involved in an integrated system if the benefits are clearly defined. Stakeholders expressed concerns that past ITS efforts have focused too much on technology application and not enough on operational integration and impacts. They noted system designs should start with an operational policy that defines the requirements of the systems then technology should be mapped to those requirements. Stakeholders generally agreed that the ability of different agencies to use the same facilities can increase the efficiency of systems and decrease the cost needed for operations. Inherent in co-location is the perceived risk of losing local control. Liability was a major concern. It was noted that with the implementation of ITS initiatives that provide real-time information, agencies will be liable to effect a response. Concerns related to relinquishing control of local coordinated systems to another agency, as well as each agency s role and responsibility were indicated. Generally stakeholders felt that this is an issue that can be satisfactorily addressed. Recommendation: Establish focus groups to discuss and address concerns of agencies, reviewing the pros/cons of integrated vs. autonomous operation, as well as hybrid options. As part of this effort, establish the degrees of integration possible so that agencies can understand their options. Page 3-5

Recommendation: Develop an integrated Operations Policy to determine the technical requirements of the system. Once the policy is established, existing systems will have to be evaluated to determine if they meet the operational needs. If not, these systems may require retrofits. Recommendation: Perform a cost/benefit analysis on any co-location plan. Recommendation: Agreements should be worked out among agencies through a sound education exercise so that the fear of losing control over local systems is eliminated. Recommendation: Develop Operations Protocol Manuals, with input of all players, such that participants are involved in the development rather than having protocols dictated to them. 3.4.3 Standards Development Issues Stakeholders noted that the adoption of general standards that apply to all agencies is often opposed. Costs of compliance are usually a major factor in explaining why agencies oppose adoption of universal standards. While it was recognized that the foundation for integrated systems requires the establishment of some fundamental standards, these standards have yet to be agreed upon and established. Once standards have been established there is a concern about the project costs for migration of legacy systems to the standards. Configuration management (CM) is the process by which systems are documented and modifications to systems are regulated. The CM identifies and records functional and physical characteristics of components of a system, audits the components to verify conformance to specifications, controls changes to said components and their related documentation, records and reports status of proposed changes and the implementation status of approved changes. CM is essential to ensure the operability of each agency s system as well as the interoperability between systems. Once standards have been set, CM will ensure that the standards are maintained. There was a lack of consensus amongst stakeholders that CM is crucial toward ensuring Interoperability. Also, there was a misconception amongst the groups as to when CM should begin with most of the group thinking that CM should start once the completed systems are in place. However, it is generally accepted by the systems including that CM should start before the deployment of the systems. Recommendation: Develop procedures and assign responsibility for setting and controlling standards. Page 3-6

Recommendation: Enlist the cooperation of vendors of proprietary systems, endorse those with open systems. Recommendation: Develop a hierarchy of standards for different levels of integration based on needs and costs (e.g. Federal, State, regional, local) which would be applicable to all implementers of ITS at the lowest organizational level and as system sophistication requirements increase, then require adherence to a higher level of standards. There was consensus that standards need to be developed with sensitivity to local situations in smaller implementing agencies. Recommendation: Establish guidelines for Software Deployment. It was recommended that guidelines be established for software deployment to deal with the issue of proprietary software which has been a historic problem and barrier to regional coordination and sharing of information necessary for effective integration of systems and information. Recommendation: Establish a regional CM team which is responsible for negotiating consensus and setting, documenting and maintaining standards. Identify a structure for the regional CM team and funding for its implementation. 3.4.4 Procurement and Contracting Issues Stakeholders generally agreed that existing public procurement requirements are outdated with respect to their application to ITS technology procurement. Issues such as low bid requirements, evaluation practices for procurement (e.g., how to assess risk), and the lack of turn-key or the design-build options were discussed. The flexibility Caltrans was granted immediately following the Northridge Earthquake was cited as a good example of how Caltrans can get things done more cost effectively and quickly when not hampered by certain State contracting policies and procedures. Stakeholders generally agreed that standardization of equipment is an important objective because of potential long term cost savings in maintenance and the more demanding operational requirements of ITS, but that traditional low bid procurement requirements make equipment standardization difficult to achieve. It was suggested that substituting a Request for Proposal procedure for the low bid procedure should allow for achievement of the greater degree of standardization required by ITS. Some examples of why this is so were given, but it was noted that the Request for Proposal procedure does generate disputes regarding the fairness of the evaluation and selection process. Such disputes could lead to significant delays in the procurement of ITS equipment. Page 3-7

Recommendation: A review of procurement requirements and policies of affected agencies should be conducted and specific recommendations should be developed to address procurement issues before they become a problem in the implementation of the ITS Strategic Plan. 3.4.5 Education/Demonstration of Benefits and Training Many of the participants noted that education of public officials, decision makers and the public is critical to the ultimate success of the ITS project. In addition, training for traffic engineers, planners, and public works staffs is vital to their ability to maintain and operate ITS technologies as they come on-line. It was the consensus of stakeholders that they would likely not have the specific expertise required to maintain and operate the facilities. While many local agency personnel associated with traffic signal systems have a basic understanding of ITS operations, very few have sufficient training to handle the day to day operational responsibilities. Generally this is due to the limited time they have available to work with the system, let alone take time out for training. Also, the group noted that there needs to be more emphasis on transportation at the University level, both in terms of curriculum and University support. The group also suggested cross-training of highly skilled technical personnel working in other areas of expertise, such as the aerospace industry. Finally, stakeholders noted that managers are often unfamiliar with the technical requirements of integrated systems. Due to their unfamiliarity they often underestimate these requirements, such as: 1) added costs and complexity of maintenance activities, 2) additional and ongoing training requirements, 3) the need for specialized staff, and 4) the need for different procurement strategies. Recommendation: Educational efforts should be undertaken to describe the benefits that ITS can bring to the region, how ITS can help both small cities and larger agencies manage the transportation system in the region, and why ITS applications should receive funding and support from the various agencies involved in traffic management and improving the efficiency of the regional transportation system. Recommendation: Training projects should be developed for practitioners who need to work with ITS projects and applications. This should be a priority so that they are equipped to operate and maintain systems as they come on-line. In addition, planners and others who input investment decisions need to understand the potential of ITS applications in various circumstances in order to truly mainstream thinking about ITS as a tool to help solve transportation problems. Page 3-8

3.4.6 Grass Roots Public and Political Support Stakeholders noted that effective marketing of ITS requires a demonstration of benefits. A significant barrier was cited in the ability to market and mainstream ITS into the transportation planning and programming process due to a lack of clear and relevant information on benefits to the public. Another risk mentioned was the creation of the perception that ITS was analogous to Big Brother with its cameras and other traffic surveillance equipment. ITS could become viewed as intruding on a citizens right to privacy. Recommendation: Set aside funds in ITS budgets for marketing the project to the general public. It can be expected that explaining ITS services to the public for purposes of increasing their usage will also result in building support. Recommendation: The participants felt a long-term, Big Picture view of ITS is needed in order to demonstrate to public officials that ITS technologies can be effective in resolving transportation problems. Recommendation: Educate local decision makers on the benefits of ITS to gain support. Throughout the development of this Plan, these priority problems and issues have played a key role. Many of the issues summarized here have been documented in this Plan for easy reference, as resolution of these issues must become part of the on going ITS deployment effort. 3.4.7 Air Quality Issues Stakeholders noted that the overall air quality impacts of ITS deployment are difficult to measure and predict. There was some concern that ITS, by making travel more efficient, may induce further traffic growth or land development. This was especially a concern to some when considering the possibility of Automated Highway System (AHS) applications. Some stakeholders noted that increasing mode splits to less polluting modes such as transit for people and rail for freight is more advantageous than simply decreasing travel delay. Also, some stakeholders indicated that certain high or gross emitter technology applications might be helpful in reducing emissions. Recommendation: Deployment efforts seeking to reduce emissions should focus on mode shift possibilities. The land development and induced traffic demand potential of ITS projects should be considered when ITS projects are planned, designed, deployed and operated. Stakeholders noted that weekends are now the worst air quality days, and that the potential application of ITS to recreational and non-work trips should be considered. Page 3-9

Recommendation: The potential application of ITS technology to detecting high emitter vehicles should be considered. Page 3-10

Section 4.0 USER SERVICE PRIORITIZATION 4.1 PURPOSE This Section summarizes the final results of the user service prioritization efforts undertaken by transportation stakeholders in the LA/Ventura region. Similar to the problems and needs assessment discussed in Section 3.0, user services were addressed through workshops and meetings. The Section also indicates various relationships between identified priority needs and user services. Detailed user service information and a description of each user service is available in the User Service Research Guide Technical Memorandum as indicated in Section 1.0 of this Plan. It is important to note that during the development of this Plan there was a shift in the federally defined planning process. This shift resulted in the development of market packages which somewhat superceded user services and are discussed in Section 5.0. However, this shift did not remove user services as a useful tool, as the general public and many transportation stakeholders will find them easier to understand. In this Plan, user services serve to provide a linkage between needs and market packages. Market packages then provide the necessary connection with the National Architecture discussed in Section 6.0. 4.2 DEFINITION OF A USER SERVICE Simply stated a user service is: One or more specific ITS applications that address specific needs for a specific set of users. Thirty (30) user services have been identified to date as part of the national ITS program planning process. These user services are grouped into seven user service bundles as displayed in Figure 4-1. Although each user service is unique, they do share some common characteristics. All user services are composed of the following: Page 4-1

Travel and Traffic Management Services Pre-Trip Travel Information En-Route Driver Information Route Guidance Ride Matching and Reservation Traveler Services Information Traffic Control Incident Management Travel Demand Management Emissions Testing and Mitigation Highway Rail Intersection 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10 Advanced Vehicle Safety Systems 6.1 Longitudinal Collision Avoidance Lateral Collision Avoidance Intersection Collision Avoidance Vision Enhancement for Crash Avoidance Pre-Crash Restraint Deployment Safety Readiness Automated Vehicle Operations 6.2 6.3 6.4 6.5 6.6 6.7 4.1 Commercial Vehicle Services Commercial Vehicle Electronic Clearance Automated Roadside Safety Inspections On-Board Safety Monitoring Commercial Vehicle Administrative Processes Hazardous Material Incident Response Freight Mobility 4.2 4.3 4.4 4.5 4.6 Public Transportation Management Services Public Transportation Management En-Route Transit Information Personalized Public Transit Public Travel Safety 2.1 2.2 2.3 2.4 Emergency Management Services - 5.1 Emergency Notification and Personal Security 5.2 Emergency Vehicle Management Electronic Payment Services 3.1 Electronic Payment Services FIGURE 4-1 User Services and Bundles

Multiple Technology Elements A single user service will depend upon several technologies such as advanced communications, mapping, and surveillance, which may be shared among numerous user services. Building Blocks Once the basic technology elements, such as communications or surveillance, have been deployed for one or more user services, the additional functions needed for a user service may be deployed at a small incremental cost. The added functions are expected to produce supplementary benefits beyond those provided by the basic elements. User services can be combined or grouped in various ways to meet regional and local priorities. Adaptable to Different Settings User services may be adapted to rural, urban, and suburban settings, and are not particular to a location. The functions of the services can be adapted to match identified needs. 4.3 USER SERVICE PRIORITIZATION As part of the user service prioritization process, user services were ranked to identify the near-, medium-, and long-term priorities for the Los Angeles/Ventura region. A calculated weighted score was developed for each user service that represented how well the user service addressed the higher priority problems/issues. A correlation factor of 0-3 was assigned for each user service relative to each of the higher priority problems defined in section 3. This correlation factor quantified how well each user service would work in solving the particular problem (3 being best effect, 0 being no effect). A total score was tabulated for each user service by taking the sum of the product of the problem score times the correlation factor. These totals were then used to rank the user services and categorize them as near-, medium-, and long-term. User services that scored over 20 points were deemed near-term, between 10 and 20 were medium-term, and less than 10 were rated long-term. Figure 4-2 displays the final user service prioritization results for the LA/Ventura region. Once initial rankings were performed, LA/Ventura region transportation stakeholders were asked to review and finalize the rankings. Figures 4-3, 4-4, and 4-5, display how each of the stakeholder groups ranked the user services in terms of priority (near, medium, long). It is important to note that these user service priorities and correlations reflect the workshop and outreach results of the development of this plan. As technologies advance and regional priorities shift, the implicit priorities of user services may change over time. User services should be reviewed periodically by the RICT to determine if adjustments are necessary. Page 4-3

Needs/Problem Area Roadway/Highway: Safety 1 2 1 1 2 Commercial Vehicles: Safety 1 2 1 1 2 2 Ports (Air & Sea): Ground Transportation Congestion 3 1 2 2 1 1 1 1 2 Roadway/Highway: Congestion 3 1 2 2 1 1 2 1 2 Roadway/Highway: Signal Coordination 3 Commercial Vehicles: Hazardous Material Response 3 2 1 General: Air Pollution 2 1 1 1 2 3 1 Roadway/Highway: Travel Time 2 3 2 1 2 Transit: Travel Time 1 2 1 2 1 Transit: Safety/Security 1 1 2 Commercial Vehicles: Safety Inspections 1 1 Roadway/Highway: Interjurisdictional Cooperation 2 2 1 1 1 1 Roadway/Highway: Emergency Response 2 3 2 3 1.6 Traffic Control 1.7 Incident Management 1.1 Pre-Trip Travel Information 1.2 En-Route Driver Information 1.10 Highway Rail Intersection 2.1 Public Transportation Management 5.2 Emergency Vehicle Management 1.4 Ride Matching and Reservation 3.1 Electronic Payment Services 4.1 Commercial Vehicle Electronic Clearance 1.9 Emissions Testing and Mitigation 1.3 Route Guidance Initial: N N N N N N N M M M L N Group #1: N N N N N N N N N N N N Group #2: N N N N N N N N M M L N Group #3: N N N N N M N L M L L M Consensus: N N N N N N N N N N N N Figure 4-3: Near-Term User Services Mapping with Priority Needs Basis for Prioritization Correlation Legend Legend 0-10 Long-Term Consideration 1 Low Correlation N Near-Term 10-20 Medium-Term Consideration 2 Medium Correlation M Medium-Term >20 Near-Term Consideration 3 High Correlation L Long-Term Page 4-5

Needs/Problem Area Roadway/Highway: Safety 3 3 3 3 3 1 Commercial Vehicles: Safety 1 3 3 1 1 1 3 3 1 Ports (Air & Sea): Ground Transportation Congestion Roadway/Highway: Congestion 1 1 1 1 1 1 Roadway/Highway: Signal Coordination 1 Commercial Vehicles: Hazardous Material Response 3 1 General: Air Pollution 1 Roadway/Highway: Travel Time 1 Transit: Travel Time Transit: Safety/Security 1 Commercial Vehicles: Safety Inspections 3 1 Roadway/Highway: Interjurisdictional Cooperation 1 Roadway/Highway: Emergency Response 6.3 Intersection Collision Avoidance 4.5 Hazardous Material Incident Response 4.2 Automated Roadside Safety Inspection 6.1 Longitudinal Collision Avoidance 6.2 Lateral Collision Avoidance 6.4 Vision Enhancement Crash Avoidance 6.5 Safety Readiness 4.3 On-Board Safety Monitoring 5.1 Emergency Notification and Personal Security 1.8 Travel Demand Management Initial: M M M M M M N M M M Group #1: M M M M M M M M M M Group #2: M N M M M M N M M N Group #3: L M L M M L M M L M Consensus: M M M M M M M M M M Figure 4-4: Mid-Term User Services Mapping with Priority Needs Basis for Prioritization Correlation Legend Legend 0-10 Long-Term Consideration 1 Low Correlation N Near-Term 10-20 Medium-Term Consideration 2 Medium Correlation M Medium-Term >20 Near-Term Consideration 3 High Correlation L Long-Term Page 4-6

Needs/Problem Area Roadway/Highway: Safety 2 1 3 Commercial Vehicles: Safety 1 1 1 3 Ports (Air & Sea): Ground Transportation Congestion 1 1 Roadway/Highway: Congestion 2 Roadway/Highway: Signal Coordination Commercial Vehicles: Hazardous Material Response General: Air Pollution 1 Roadway/Highway: Travel Time 1 1 2 Transit: Travel Time 2 1 Transit: Safety/Security 1 3 Commercial Vehicles: Safety Inspections 1 Roadway/Highway: Interjurisdictional Cooperation Roadway/Highway: Emergency Response 6.6 Pre-Crash Restraint Deployment 1.5 Traveler Services Information 2.3 Personalized Public Transit 2.4 Public Travel Security 4.6 Commercial Fleet Management 2.2 En-Route Transit Information 4.4 Commercial Vehicle Administrative Process 6.7 Automated Vehicle Operation Initial: L L L L L L L N Group #1: L M L L L L L L Group #2: L M L L L L L L Group #3: M L N N L L L L Consensus: L L L L L L L L Figure 4-5: Long-Term User Services Mapping with Priority Needs Basis for Prioritization Correlation Legend Legend 0-10 Long-Term Consideration 1 Low Correlation N Near-Term 10-20 Medium-Term Consideration 2 Medium Correlation M Medium-Term >20 Near-Term Consideration 3 High Correlation L Long-Term Page 4-7

4.4 APPLICABILITY OF USER SERVICES Priority user services were reiterated to LA/Ventura region transportation stakeholders in the call for projects discussed in Section 7.0. In this fashion, user services played a role in the development of individual projects. User services, along with market packages, were also considered in the categorization and classification of projects. User services will continue to play a role in the deployment of projects by providing depth to the regional ITS vision. They are useful tools for simplifying project descriptions. While a project may include many market packages as part of a single deployment effort, it is likely to include only one or two user services. In addition, as ITS systems and projects are deployed, they should be reviewed to determine which user services they address. Were these user services a regional priority? Such issues should be considered in the future funding and prioritization of projects. Page 4-8

Section 5.0 MARKET PACKAGE PRIORITIZATION 5.1 PURPOSE Based on work to date in the National ITS Architecture Program, it was found that some of the original user services were too broad in scope to be convenient in planning actual deployments. Accordingly, a finer grained breakdown of ITS services have been defined in what are called market packages. These market packages are tailored to fit, separately or in combination, real world transportation problems and needs. Many market packages are also incremental so advanced packages can be efficiently implemented based on earlier deployments. A market package based plan has been derived by leveraging the User Service Research Guide noted in Section 1.0, based on stakeholder inputs which identified the project needs early on. The purpose of this Section is to map the process of defining the market packages for the LA/Ventura region and prioritize the market packages based on the specified user requirements. Mapping of the user services to the market packages resulted in the classification of near, medium and long term priorities that should serve to guide the region toward ITS deployment. This Section will explore the process of linking the user services, ranking of the market packages and prioritization into near, medium and long term projects to provide a path for the logical deployment of ITS in the region. More detailed information is available in the Technical Memorandum entitled Market Package Prioritization (under separate cover). 5.2 DEFINITION OF MARKET PACKAGES To provide visibility into the service options that will be considered by the ITS implementor, a set of market packages have been defined. The market packages provide an accessible, deployment oriented perspective to the national architecture. They are tailored to fit, separately or in combination, real world transportation problems and needs. They address the specific service requirements of traffic managers, transit operators, travelers, and other ITS stakeholders. In short a market package is: A series of relatively detailed groupings of subsystems, equipment packages, and data flow definitions that can be logically and incrementally deployed over time to provide increasing capabilites and levels of integration. Page 5-1

A typical market package contains Subsystems, Equipment Packages, Architecture Flows and Supporting Logical Architecture Elements. The equipment packages were assembled into 54 market packages that are models of what an agency or company might deploy to provide a user service. (e.g. Interactive Traveler Information that includes equipment packages for Interactive Infrastructure Information on the infrastructure side, and Interactive Vehicle Information in the vehicle). Several different market packages are defined in each major application area which provide a palette of service options at various costs. Market packages are also structured to segregate services that are likely to encounter technical or non-technical challenges from lower risk services. This approach identifies a subset of the market packages that are likely early deployments. At the other end of the spectrum, several of the market packages represent advanced products or services that will not be available for some time. Many of the market packages are also incremental allowing for more advanced packages to be efficiently implemented by building on common elements that were deployed earlier with more basic packages. The complete set of market packages is identified in Table 5.1. In order to keep track of specific market packages in tables, each is given an abbreviation indicating the general class of stakeholder and an index (e.g., ATMS1 is a market package primarily of interest to transportation managers). Page 5-2

TABLE 5.1 MARKET PACKAGE CATEGORIES Traffic Management (ATMS) Traveler Information (ATIS) Transit Management (APTS) Network Surveillance Broadcast Traveler Information Transit Vehicle Tracking Probe Surveillance Interactive Traveler Information Transit Fixed-Route Operations Surface Street Control Autonomous Route Guidance Demand Response Transit Operations Freeway Control Dynamic Route Guidance Transit Passenger and Fare HOV and Reversible Lane Management ISP Based Route Guidance Integrated Transportation Management Transit Security Traffic Information Dissemination Regional Traffic Control Management/Route Guidance Yellow Pages and Reservation Transit Maintenance Multi-modal Coordination Incident Management System Dynamic Ridesharing Traffic Network Performance Evaluation In Vehicle Signing Advanced Vehicles (AVSS) Vehicle Safety Monitoring Dynamic Toll/Parking Fee Management Commercial Vehicles (CVO) Fleet Administration Driver Safety Monitoring Longitudinal Safety Warning Emissions and Environmental Hazards Sensing Freight Administration Electronic Clearance Lateral Safety Warning Intersection Safety Warning Virtual TMC and Smart Probe Standard Railroad Grade Electronic Clearance Enrollment International Border Electronic Pre-Crash Restraint Deployment Driver Visibility Improvement Crossing Clearance Advanced Vehicle Longitudinal Advanced Railroad Grade Weigh-In-Motion Control Crossing Roadside CVO Safety Advanced Vehicle Lateral Control Railroad Operations Coordination On-board CVO Safety Intersection Collision Avoidance CVO Fleet Maintenance Automated Highway System Emergency Management (EM) HAZMAT Management Emergency Response ITS Planning Emergency Routing ITS Planning Mayday Support The market packages presented above are inter-related and are also dependent on external factors such as technology advancement, policy change, and development of common interface standards. Moreover, each market package provides different benefits, lends itself to different cost recovery mechanisms, and is subject to different levels of market influence. It is through the interplay of these influences that ITS deployments will occur over time. Market packages are interrelated and are also influenced by the availability of basic supporting infrastructure, the evolution of technology, the emergence of industry standards, the institutional context of implementation, and market demand. 5.3 USER SERVICE/MARKET PACKAGE RELATIONSHIP Early in the Strategic Deployment Planning effort, regional transportation needs/problems were identified through a series of workshops, interviews, and surveys. The consultant team then evaluated the effectiveness of user services to address each of the regional needs/problems in order to prioritize the user services required for the LA/Ventura region. As was stated in previous sections, there is a direct correlation between user services Page 5-3

and market packages. This correlation is presented in Table 5.2. In this table, each of the user services is broken down into the market packages required to establish the user service. The market packages can then be Ranked for effectiveness. This summary of effectiveness is shown in Table 5.3. In this table, points are given for each market package where it has a relationship to the Prioritized user services. Points awarded were as follows: 10 points for Near Term user services, 3 points for Medium Term user services, and 1 point for Long Term user services. A total score was achieved for each market package by taking the sum of the products of the market package score multiplied by the user service weighting. As presented in National ITS Architecture s Implementation Strategy, the user services and market packages are well correlated. This relationship allows a translation between a set of prioritized user services and the equivalent market package prioritization. The relationship between user services and market packages identified is then used to translate the user service prioritization into a market package prioritization based on both the user service prioritization and generally recognized technology constraints at this time. Note that the market packages are defined to a finer level of granularity than the user services (54 market packages vs. 30 user services). Hence, the market package prioritization that is derived based on the user service - market package relationship should be viewed as an initial prioritization. The finer granularity of the market packages would allow a more refined prioritization of user service sub-elements that are identified separately in the market package definitions. Through this process, a market package plan may be efficiently derived by leveraging the existing user service analysis found in the User Services Research Guide. Page 5-4

TABLE 5.2 MAPPING OF MARKET PACKAGE TO USER SERVICES Page 5-5

TABLE 5.3 MARKET PACKAGE EFFECTIVENESS EVALUATION Page 5-6

5.4 PRIORITIZATION PROCESS Market package prioritization for the LA/Ventura region served as a guide in the development of the ITS projects described in Section 7.0. With an ultimate goal of widespread deployment of all market packages within the region over the lifetime of this Strategic Deployment Plan, this section phases the deployments of the market packages to capitalize on their building block feature while addressing the higher ranked needs as quickly as possible. Market packages were ranked as Near Term (0-5 years), Medium Term (5-10 years), and Long-Term (10-20 years). 5.4.1 Near Term Market Packages The National Architecture program has identified a subset of the market packages that are defined as Early market packages because they are viewed as Enabling, Feasible, and have an Established Benefit. For purposes of this ITS Strategic Deployment Plan, it is recommended that the early market packages be adopted as the Near Term priority market packages with the exceptions of Vehicle Safety Monitoring, Fleet Administration, and Roadside CVO Safety. Taking these changes into consideration, the Near Term market packages for the LA/Ventura region are summarized in Table 5.4. Page 5-7

TABLE 5.4 NEAR TERM MARKET PACKAGES LA/Ventura Market Packages Near-Term Market Package Traffic Management Network Surveillance Probe Surveillance Surface Street Control Freeway Control Incident Management System Regional Traffic Control HOV and Reversible Lane Management Traffic Information Dissemination Dynamic Toll/Parking Fee Management Standard Railroad Grade Crossing Rail Operations Coordination Transit Management Transit Vehicle Tracking Transit Fixed Route Operations Demand Response Transit Operations Transit Passenger and Fare Management Transit Maintenance Transit Security Multi-Modal Coordination Traveler Information Broadcast Traveler Information Interactive Traveler Information Autonomous Route Guidance Commercial Vehicle Ops Electronic Clearance CV Administrative Processes HAZMAT Management Emergency Management Emergency Response Emergency Routing Mayday Support ITS Planning ITS Planning Page 5-8

5.4.2 Medium Term Market Packages The focus for the Medium Term market packages should be on gaps which are necessary to fill prior to the full effectiveness of the priority user services. Using this approach, we arrive at the Medium Term market packages summarized in Table 5.5. TABLE 5.5 LA/VENTURA MEDIUM TERM MARKET PACKAGES LA/Ventura Market Packages Medium-Term Market Package Traffic Management Virtual TMC & Smart Probe Data Traffic Network Performance Evaluation Advanced Railroad Grade Crossing Emissions & Environmental Hazards Sensing Traveler Information In-Vehicle Signing ISP Based Route Guidance Dynamic Ridesharing Yellow Pages & Reservation Dynamic Route Guidance Commercial Vehicle Ops Weigh-In Motion Roadside CVO Safety On-Board CVO Safety 5.4.3 Long Term Market Packages Market packages are categorized as Long-Term due to one of the following reasons: Market package focuses on functionality that is primarily the responsibility of the private sector; Market package requires technology advancement/consumer acceptance beyond what is reasonable to expect within the next ten years; or Market package category function does not exist in LA/Ventura region. A summary of the Long Term market packages for the LA/Ventura region is provided in Table 5.6. Page 5-9

TABLE 5.6 LA/VENTURA LONG TERM MARKET PACKAGES Market Packages Traveler Information Integrated Transportation Mgmt / Route Guidance Advanced Vehicle Safety Systems Vehicle Safety Monitoring Intersection Safety Warning Intersection Collision Avoidance Longitudinal Safety Warning Lateral Safety Warning Pre-crash Restraint Deployment Driver Safety Monitoring Driver Visibility Improvement Advanced Vehicle Longitudinal Control Advanced Vehicle Lateral Control Automated Highway System Commercial Vehicle Ops International Border Electronic Clearance Freight Administration Fleet Administration CVO Fleet Maintenance LA/Ventura Long-Term Market Package 5.5 ANALYSIS OF PRIORITY MARKET PACKAGES The following sections are based on the extensive work of the National ITS Architecture Team in developing the Implementation Strategy for ITS solutions. Each section is a functional area with the market packages that were previously identified as the highest priority. 5.5.1 Advanced Traffic Management Systems (ATMS) The implementors of ATMS will be primarily public agencies that own and operate streets and roads. ATMS will be deployed more extensively in congested urban areas than in either inter-urban areas or rural areas because there is more traffic in urban areas and therefore more need for traffic management and more opportunity to use alternate routes or modes. Influences on near term ATMS deployment are summarized Page 5-10

in Table 5.7. The architecture supports several different packages for instrumentation of the roadways and control of traffic. Some network surveillance and centralized street and freeway signal control has already been initiated in many large cities and congested suburbs. It is expected that this will expand rapidly. Such facilities will be longer in coming on inter-urban roads, and may never be needed in rural areas unless they have high volumes of through traffic, special events, or resort traffic. Surveillance is a necessary prerequisite to incident detection and management, traffic information dissemination, network performance evaluation, and traffic system maintenance. Once surveillance is established in neighboring jurisdictions, information can be shared, and signal control, freeway control, and incident management can be coordinated. TABLE 5.7 INFLUENCES ON NEAR TERM ATMS DEPLOYMENT Market Package Deployment Influenced By Timing Considerations Network NTCIP standard for traffic Surveillance control and sensing devices Probe Surveillance Wide area communications equipment in-vehicle. Surface Street Control NTCIP standard for traffic control and sensing devices Freeway Control Public support for potential reduction in individual convenience to gain overall improvement in efficiency. Traffic Network Surveillance Performance Traffic Models Evaluation Dynamic Toll/Parking Fee Management Emissions and Environmental Hazards Sensing Standard Railroad Grade Crossing Vehicle Roadside Communication Technology Development of payment system Emissions sensing equipment NTCIP standards Public support for potential improvement in safety. Incentives to Deployment Near Term Collection of reliable traffic data Currently Collection of reliable available but traffic data depends on other package deployments Near term Improved utilization of surface streets Requires Improved utilization continued ATMS of freeways sales job to public Surveillance package Algorithms are current area of research Regulations will accelerate deployment Parallels surface street control enhancements Improved prediction of travel times Reduced toll and fee collection costs Greater convenience Cleaner environment Increased Safety at Highway Rail Intersection Page 5-11

5.5.2 Advanced Public Transportation Systems (APTS) Users of these services will be public transit agencies. Services such as transit security, electronic fare collection, and improved information, will have a direct effect on transit use. Other services may improve service or reduce costs, thus allowing operators to provide more service or charge lower fares than would otherwise be possible. There are no significant technical barriers to implementation, but some services may not provide sufficient benefits over current, less communication-intensive services, to justify the additional cost. Influences on near term APTS deployment are summarized in Table 5.8. TABLE 5.8 INFLUENCES ON NEAR TERM APTS DEPLOYMENT Market Package Deployment Influenced By Timing Considerations Transit Vehicle Tracking Transit Fixed Route Operations Demand Response Transit Passenger and Fare Management Capacity on Wide Area Private communication channels Cost advantage of more technically advanced systems over current systems Vehicle tracking, scheduling, and dispatch capability Passenger Security Wait for current equipment to become obsolete Federal funding for new systems Will come with tracking market package Will come with transit security Incentives to Deployment More efficient tracking of buses and recording of schedule adherence Better scheduling and utilization of resources Integrated and personalized dynamic service Payment Instrument Standard Increased convenience for passengers Reduced fare handling and patronage reporting costs Transit Maintenance On board diagnostics Improved scheduling and monitoring increase reliability and reduce equipment costs Multi-Modal Coordination Inter-agency agreements Inter-agency exchange of Information No technology issues. Need standard defined between transportation entities 5.5.3 Advanced Traveler Information Systems (ATIS) Transit vehicle priority can reduce travel time for passengers Connecting vehicles can be held at transfer points to accommodate passengers transferring from delayed vehicles Broadcast-based ATIS is now available in many areas via conventional radio, cable TV and limited-range, highway advisory radio. Fixed and portable variable message signs Page 5-12

on roads and streets provide information related to safety, delays, and recommended routing. Services, such as these, which assist road management are likely to be deployed in the near term. Services purchased by travelers are also available. In-vehicle route guidance devices are especially useful to travelers in unfamiliar areas. Although they are relatively expensive, many people may find them cost-effective on rental cars. In-vehicle ATIS deployment will be driven primarily by public demand for travel information. Influences on near term ATIS deployment are summarized in Table 5.9. TABLE 5.9 INFLUENCES ON NEAR TERM ATIS DEPLOYMENTS Market Package Deployment Influenced By Timing Considerations Broadcast Traveler Information Interactive Traveler Information Autonomous Route Guidance Yellow Pages and Reservations Incentives to Deployment Traffic information Already provided Demonstrated demand for such information Quality traffic information Position determination, map database standards Map data base Vehicle location system Industry willing to pay for service Clients with need and in-vehicle equipment 5.5.4 Commercial Vehicle Operations (CVO) Surveillance market package Current trials indicate some interest Currently available but expensive Will come with demonstrated success Depends on deployment of Wide-area communication in-vehicle equipment Improved trip and activity planning More useful and convenient than map Greater traveler convenience Increased patronage for businesses using the service There are two types of CVO services: one provides electronic support for various regulatory requirements, and the other increases the efficiency of commercial vehicle operations. Public agencies will likely implement the first type of service and private firms the latter type of service. Most freight firms already have systems for dispatching and tracking vehicles and shipments and for maintaining the fleet. Systems that exploit modern electronics and communications technologies for these purposes are being aggressively marketed, and a high level of implementation is expected. Tests of services to facilitate regulatory functions are underway, and those that prove to be costeffective are likely to be widely adopted. Influences on near term CVO deployment are summarized in Table 5.10. Page 5-13

TABLE 5.10 INFLUENCES ON NEAR TERM CVO DEPLOYMENT Market Package Deployment Influenced By Timing Considerations Freight Administration Electronic Clearance Commercial Vehicle Administrative Processes International Border Clearance Intermodal coordination Common cargo tag Enrollment standard Vehicle Roadside Communication standard Tag information standard Need cargo tag standard CVISN Vehicle Roadside Communication depends on spectrum allocation decisions Electronic clearance Likely to accompany electronic clearance International Credentials Agreements are needed Customs agreements Currently working on simple clearance More work needed on customs Weigh -in-motion Technology Current devices are expensive Roadside CVO safety On-Board CVO Safety Vehicle Roadside Communication standard Sensors for monitoring safety Vehicle Roadside Communication depends on spectrum allocation decisions Sensors for monitoring safety not yet fully developed Advanced Sensors Current research topic Incentives to Deployment Optimum cargo routing Customer planning Time savings for truckers Cost savings for regulators Cost savings Time savings for truckers Cost savings for regulators Cost savings for truckers and regulators Better enforcement in remote areas Increased safety Continual monitoring of safety of vehicle 5.5.5 Emergency Management (EMS) The Emergency Management Services package includes two services provided by public agencies, Emergency Response and Emergency Routing, and one service purchased by vehicle operators, Mayday Support. Emergency response systems are already being tested in Southern California. If they prove effective, they are likely to be highly utilized in congested areas. Emergency routing may have less application because of limited route options and traffic control in many suburban areas. Mayday Page 5-14

services will be particularly useful for vehicles that travel on little-used roads where telephones are not located nearby and where there are few other travelers to offer help and notify the road operator that there is a problem. Influences on near term EMS deployment are summarized in Table 5.11. TABLE 5.11 INFLUENCES ON NEAR TERM EMERGENCY MANAGEMENT SERVICES DEPLOYMENT Market Package Deployment Influenced By Timing Considerations Incentives to Deployment Emergency Response Inter-agency agreements and standards Better algorithms to support response decisions Emergency Routing Algorithms Route planning agencies with reliable traffic data Mayday Support Current regulations prevent Automatic mayday to 911 5.5.6 ITS Planning Agencies have difficulty sharing control due to liability issues Traffic data and coordination depend on implementation of other market packages Current private organizations provide interface service which will eventually convince public agencies of reliability of equipment Reduced delay Quicker aid to accident victims Reduced delay Easier access for emergency vehicles Faster attention to medical emergencies and hazards to vehicles and people Data from road surveillance and subsystem operations can provide valuable information for planning not only ITS deployment but also all types of transportation improvements and policies. Relatively little attention has been given to how such data might be used to model the effects of changes in the transportation system or in transportation demand. Because the extent and nature of the information varies significantly from that previously available, there are opportunities for using models and analytical methods that could not be supported by previously available information. Influences on near term ITS Planning efforts are summarized in Table 5.12. TABLE 5.12 INFLUENCES ON NEAR TERM ITS PLANNING DEPLOYMENT Market Package Deployment Influenced By Timing Considerations Incentives to Deployment ITS Planning Development of models to utilize more extensive information Need for better planning methods is recognized Better estimation of the costs and effects of transportation improvements Page 5-15

Section 6.0 SYSTEM ARCHITECTURE 6.1 PURPOSE This Section outlines the system architecture for the LA/Ventura region. This architecture is based on three basic premises: The LA/Ventura region will adopt and utilize the Showcase architecture for system to system communications, standards, and interoperability considerations. The LA/Ventura region will conduct ITS efforts in a manner in conformance with the National Architecture. That given points one and two, it is more applicable for the LA/Ventura Region ITS Strategic Deployment Plan to provide a top-level informational architecture in the form of a regional use case. The use case diagram, described in the following subsections, defines how the LA/Ventura system of systems will behave from the user s point of view in meeting its system requirements. Each capability is described in terms of use case methodology as defined by the Unified Modeling Language (UML) methodology. It is important to note that this system architecture is meant to serve in support of the Showcase and National Architectures and not as a replacement. The information presented in this architecture was developed by considering the relationship between the priority market packages identified in Section 5.0, the Showcase architecture, and the National architecture (Section 1.0 identifies supporting references for Showcase and National Architecture information). The systems architecture information presented in this Section does not define specific standards, interfaces, or protocols. It is intended that the LA/Ventura region will move towards greater standardization as part of the Southern California Priority Corridor. Priority Corridor standards stem from the Priority Corridor architecture, Showcase, National Architecture, and the Priority Corridor Configuration Management Group. The importance and applicability of configuration management to the LA/Ventura region is discussed in greater detail in the Early Action Plan (under separate cover). Caltrans is also working to define standards on a statewide level, and the LA/Ventura region stakeholders should carefully follow these efforts. Page 6-1

6.2 DEFINITION OF A SYSTEM ARCHITECTURE An ITS system architecture, when explained in its simplest terms, is best defined as: A blueprint for connecting various and often dissimilar ITS systems As shown in Figure 6-1, the primary purpose of a system architecture is to facilitate and simplify interoperability between various systems. As noted in the National System Architecture Executive Summary (January, 1997), a system architecture provides a common structure for the design of intelligent transportation systems. It is not a system design nor is it a system design concept. What it does is define the framework around which multiple design approaches can be developed, each one specifically tailored to meet the individual needs of the user, while maintaining the benefits of a common architecture. Table 6.1 outlines the various architectures, including the one defined in this Section, and the relationships between each. All of the architecture should be utilized and thought of as serving to support one another rather than replace one another. TABLE 6.1 LA/VENTURA REGION STRATEGIC PLAN SYSTEM ARCHITECTURE RELATIONSHIPS WITH OTHER ARCHITECTURES Architecture Provides National Architecture Suggestion for the region: Maintain consistency with the National Architecture. Showcase Architecture Suggestion for the region: Utilize the Showcase architecture for system to system interoperability at a regional and sometimes Subregional level. Priority Corridor Architecture Suggestion for the region: Maintain consistency with the Priority Corridor Architecture as appropriate. Track and participate in Corridor configuration management decisions. National hardware, software, and communications standards and protocols. Frequently provides multiple options which are not always interchangeable or interoperable. The region should seek to utilize the national architecture as a starting point for establishing more specific regional standards (if similar standards have not already been established at the Priority Corridor level). Defines software standards for the interoperability of systems within the Priority Corridor. Based on the kernel/seed concept and object oriented software development concepts, namely Common Object Request Broker Architecture (CORBA). Provides a framework for the interaction of systems at a Corridor level. Does not serve to define specific Corridor standards, but does support a configuration management approach as established through the Priority Corridor Steering Committee. LA/Ventura System Architecture (Section 6.0) Suggestion for the region: Serves as an interoperability reference from the users point of view. Provides a useful starting point when considering how systems should interact at a regional level. Provides a top level use case based logical architecture. Expresses regional system to system interaction in terms of the user (or actors) rather than specific system to system terms. Page 6-2

Advanced Traffic Management Systems (ATMS( ATMS) Advanced Traveler Information Systems (ATIS) Advanced Public Transportation Systems (APTS) Architecture Commercial Vehicle Operations (CVO) Emergency Management Services (EMS) FIGURE 6-1 Project Areas and System Architectures

6.3 THE SYSTEM USE CASE DIAGRAM The LA/Ventura Region Use Case is a top-level informational architecture and is used in developing the software and hardware architectures. System functions and interface requirements are expressed in use case and sequence diagrams. Interface objects are identified to meet the use case requirement and are related to the market packages. Some objects have been defined by Showcase, while others are unique to this project. The LA/Ventura Region Use Case Diagram is shown in Figure 6-2. Traffic Probe «uses» State Agency operates «extends» Freeway AT M S «uses» Freeway Devices Private Business Joint Incident Mgt «extends» Corridor Coordination «extends» «extends» Rail Coordination «extends» Emergency Management CVO «extends» City Age ncy Shared Operations «extends» «extends» «extends» Common Acce ss& Control operates State TMC County Age ncy «extends» Local ATrMS «extends» City TMC operates «uses» «extends» «extends» County TMC GPS Vehicle «extends» «extends» «extends» «uses» Regional AT IS «extends» Regional AT rm S Local ATIS Signal Coordination Signal Coordination «uses» «uses» «uses» «uses» Figure 6-2: LA/Ventura Region Use Case Diagram «uses» Highway Signals Dissemination Devices Street Devices raw data Street Signals VAR Motorist Traveler Motorist At the highest level, use case diagrams help capture the externally required functionality for a given aspect of a system. These diagrams are intended to allow user and technical audiences to gain mutual understanding of a system's operational characteristics. Use case diagrams are made up of actors (stick figures), use cases (ovals) as well as links (connecting lines) with uses and extends relationships. A use case diagram provides a mechanism to graphically show how actors play out their role in relationship to the use cases. The actors in a use case diagram represent the external interactions with the system, and the use cases (ovals) represent the transactions that occur within the system. Page 6-4

Use cases are described as containing a Basic Course of Action, an Alternative Course of Action, a Precondition, and a Post-condition. The Basic and Alternative Course of Action are sequences of action (e.g., edit an advisory) that occur as primary and secondary transactions within the system context. The Precondition and Post-condition are conditional states which define the starting and ending requirements of a given use case (e.g., the bus shall have wheels). Actors and use cases are linked together to show relationships of communication, and functional events. A plain line, or a labeled line indicates that an event is required to initiate transactions between the given actor and its connecting use case. Use cases are linked to other use cases through an extends relationship (i.e., arrow with <<extends>> ) or a uses relationship (i.e., arrow with <<uses>> ). The extends relationship is utilized when one use case adds functionality to another connecting use case. The uses relationship is utilized when one or more separate use cases are dependent on a common use case to complete its functionality. It is really a factoring out of common functionality. 6.3.1 City Agency Actor This user is any authorized city agency participating in the LA/Ventura region system of systems. 6.3.2 County Agency Actor This user is any authorized county agency participating in the LA/Ventura region system of systems. 6.3.3 Motorist Actor This user is any motorist traveling on the freeway or on surface streets in the LA/Ventura region. 6.3.4 Private Business Actor This user is any authorized commercial vehicle operations system that is connected in the LA/Ventura region system of systems. 6.3.5 State Agency Actor This user is any authorized state agency participating in the LA/Ventura region system of systems. Page 6-5

6.3.6 Traveler Actor This user is any pre-trip traveler who has access to one of the ATIS devices that is part of the LA/Ventura region system of systems. Devices include kiosks, CATV, Internet, HAR, and HAT. 6.3.7 VAR Actor This user is any authorized value added reseller system connected to and receiving data from the LA/Ventura region system of systems. 6.3.8 City TMC Use Case The City Transportation Management Center (TMC) manages the local transportation systems, which include: traffic signal control and coordination, city transit, and advanced traveler information dissemination. In addition the TMC is connected to the LA/Ventura region system of systems for shared operations. Basic Course of Action: To implement (in part) the market packages: Traffic and Transit Management packages. Precondition: None. Postcondition: None. 6.3.9 Common Access & Control Use Case Common Access and Control promotes development of new traffic mitigation strategies through the open sharing of traffic information and control. TMC to TMC communications utilizing traffic flow, event, and video data promotes new ideas in coordinated responses to traffic problems. Enhanced regional traffic management is the primary goal of these functions. Basic Course of Action: To implement (in part) market packages: Network Surveillance, Traffic Information Dissemination, and Probe Surveillance. Precondition: Interfaces required include: CCTV, VDS, and Event Objects. Postcondition: None. Page 6-6

Common Access & Control: Device Sharing Sequence Diagram Device Sharing allows any authorized agency to access and control another agency's field device on a non-interference basis. The following figure depicts how a shared field device, such as a freeway CCTV, can be controlled by a City TMC with an override by the State. The City finds the device of interest through the Trader Service that returns a list of related devices. The City then tries to connect to one of the devices through the returned object reference. The Freeway Device Object checks the connection request with the Security Service to receive permission. The City is allowed to control the device until the State TMC requests connection to the same device. At that time, the State overrides the City's access, since it has higher priority concerning its own field devices. The override lock occurs, giving the State control of the device and reducing the City access to view-only. This scenario is reversed for the State TMC accessing the City TMC's field devices. In that case, the City has override priority. City Agency Freeway Device Object Trader Service Object Security Service Object get device list connect State Agency check authorization approved control lock Security check approves for control, view-only, or no access control connect view only override lock Override occurs because State TMC has higher priority over its own devices control Figure 6-3: Common Access & Control : Device Sharing Page 6-7

6.3.10 Corridor Coordination Use Case These functions coordinate arterials and freeways. This function is sometimes called the "Smart Corridor" and can be one or more arterials running parallel to the freeway. Each arterial works in conjunction with each other and the freeway to maximize effective road capacity through a region. Basic Course of Action: To implement (in part) market packages: Incident Management, and Regional Traffic Control. Precondition: Interfaces required are Incident, Response, and Congestion objects. State and City TMCs are connected through a wide-area network and have management agreements that can execute a combined response plan. Postcondition: State and City TMCs continue to exchange traffic information until the event clears and the freeway traffic returns to normal. Corridor Coordination : Response Sequence Diagram The Corridor Coordination function involves the State and City Agencies. Its primary purpose is to mitigate an incident through automated execution of preplanned incident responses. The sequence of transactions begins with the freeway event. A TMC is the responsible event manager and therefore creates the incident or special event object. This object is then published onto the Network. Cooperative agencies that have implemented a "Smart Corridor" respond by creating a response object. This object, in turn, communicates with the initiating TMC to indicate the execution of its response to the given incident. Each TMC then exchanges information and adjust the responses according to the management policies programmed into their respective systems. Finally the initiating agency, who is responsible to the incident management, will close the event, causing the cooperative agencies to close their response. Page 6-8

State TMC Incident or Event Object Congestion Object-Freeway City TMC Response Object Congestion Object Freeway Event create create detect create publish response create City responds with an apriori response based upon incident conditions monitor monitor update update close close Figure 6-4: Corridor Coordination: Example Response 6.3.11 County TMC Use Case The County Transportation Management Center (TMC) manages the regional transportation systems. Transportation systems include: intra-city traffic signal control, county transit, and advanced traveler information dissemination. In addition the TMC is connected to the LA/Ventura system of systems for shared operations. Basic Course of Action: To implement (in part) the market packages: Traffic and Transit Management Packages. 6.3.12 CVO Use Case These functions coordinate the commercial vehicle fleet management with traffic management and vehicle administration systems. Information on commercial vehicles is transferred to these systems to provide rapid electronic clearance, tolls, safe check, and HAZMAT tracking. In order to accomplish tracking functions, the commercial vehicle would require the roadside communication link to transfer location and clearance information. Other vehicle information may be available through fleet management databases. Page 6-9

Basic Course of Action: To implement (in part) market packages: Electronic Clearance, CV Administrative Processes, and HAZMAT Management. Precondition: None. Postcondition: None. 6.3.13 Dissemination Devices Use Case Dissemination Devices provide the interactive and broadcast capability to local and regional ATIS. Devices include: kiosks, highway advisory radio, television, web page (Internet), in-vehicle displays, and personal travel assistants. Basic Course of Action: To implement the market packages: Broadcast Traveler Information. Precondition: Interfaces required include: Kiosk, PTA, HAT, HAR, CATV, and Web Objects. Postcondition: None. 6.3.14 Emergency Management Use Case Emergency Management provides remote monitoring and control of field devices across networks, so that a centralized emergency team can execute emergency procedures. During a disaster, regional control is needed to monitor and apply resources where needed. Often, city TMCs are neither manned nor operational during a regional emergency. These functions allow an emergency center to cut-over and take control of field devices, routing through the TMCs or directly to the field controllers. Emergency routing of emergency responders takes place through tracking of responders and the ability to find the most timely route through traffic. Emergency Mayday response is based on building into the system a priority which includes "Mayday" as a high priority. Messages that have a Mayday priority are routed through the network ahead of normal messages. Basic Course of Action: To implement (in part) market packages: Emergency Response, Emergency Routing, and Mayday Support. Precondition: Interfaces required are Route and Event Channel Objects. The Mayday attribute is added to the interfaces of Vehicle and Event Channel Objects. Page 6-10

Emergency Management: Emergency Control Sequence Diagram The Emergency Operations Center (EOC) exercises control over all field resources as need dictates. The EOC, if given the authority, will override any locks and take control of important field devices. Field devices include freeway field devices, street field devices, and information dissemination devices. The EOC inventory is acquired dynamically by the Trader Service. The Trader Service object returns various lists of all known devices in a given region. The EOC can automatically connect and take control of these devices through a priority override. All shared field devices are accessible including: CCTV, message signs, ramp metering, traffic signals, highway advisory radio, highway advisory telephone, kiosk, Internet, and CATV. EOC Freeway or Street Field Device Objects get ATMS device list get ATIS device list Dissemination Device Objects Trader Service Object Security Service Object connect device lists priority override EOC priority dependent on MOUs between agencies. approved control high priority lock connect priority override approved control high priorty lock control advisories Figure 6-5: Emergency Management: Emergency Control 6.3.15 Freeway ATMS Use Case This use case is the complete Freeway ATMS operating as a stand-alone system. The typical operations include: incident detection, incident management, congestion monitoring, ramp metering, video surveillance, traffic analysis, special event management, and emergency management. Basic Course of Action: To mitigate congestion caused by recurring and non-recurring events. Page 6-11

6.3.16 Freeway Devices Use Case This use case defines the freeway field devices that are used in conjunction with the Freeway ATMS operations. These devices detect and disseminate information from and to the motorist respectively. Field devices include: Changeable Message Signs (CMS), Ramp Metering Station (RMS), closed circuit TV (CCTV), vehicle detection Station (VDS), and highway advisory radio (HAR). Basic Course of Action: To implement the market packages: Network Surveillance, Traffic Information Dissemination. Precondition: Interfaces required are: CCTV, CMS, HAR, and VDS Objects. Postcondition: None. 6.3.17 GPS Vehicle Use Case The GPS vehicle is any transit vehicle that provides real-time location information. Realtime location gives accurate schedule adherence information that can be used by the traveler. It also allows signal priority for vehicles on transit routes. Basic Course of Action: To implement (in part) the market packages: Autonomous Route Guidance, Transit Vehicle Tracking. Precondition: Interfaces required include: On-board GPS systems for Bus, Train, and Para-transit vehicle Objects. Postcondition: None. 6.3.18 Highway Signals Use Case Highway Traffic Signals provide the intersection control necessary for the smooth flow of traffic on the surface streets. These devices require a real-time interface for traffic responsive and adaptive control. Basic Course of Action: To implement the market packages: Surface Street Control. Precondition: Interfaces required are: Traffic Intersection Object. Postcondition: None. Page 6-12

6.3.19 Joint Incident Management Use Case These functions detect, verify, and respond to roadway incidents across agencies to coordinate the response to an incident. The incident manager(s) and responders share information and control as the response plans are executed. The participants respond as a regional team, working together to efficiently mitigate incidents. Response plans are predetermined and executed across the network through information exchange and common access to field devices following detection and confirmation of an incident. Basic Course of Action: To implement (in part) market packages: Incident Management, and Regional Traffic Control. Precondition: Interfaces required are Incident, and Field Device objects. Incident managers, detectors, and responders are part of the network and have agreed to the incident response plans. Postcondition: None. 6.3.20 Local ATIS Use Case The Local Advanced Traveler Information System (ATIS) provides city centric information to the traveler. Traffic advisories, events, and congestion conditions are part of the traffic traveler information. Transit schedules, schedule adherence, and general fare and operation information makes up the transit portion of the traveler information. Local ATIS uses several types of dissemination devices to reach the traveler with this important information. Basic Course of Action: To implement (in part) market packages: Broadcast Traveler Information, Interactive Traveler Information, and Autonomous Route Guidance. Precondition: Interfaces required are: Advisory, Incident, Congestion, Route, Transit Vehicle, and Fare Objects. Postcondition: None. 6.3.21 Local ATrMS Use Case The Local Transit Management System provides city transit with shared schedule and vehicle information necessary to coordinate modal transfers. Fixed routes and demand response systems can share real-time data to provide better service to the traveler. Page 6-13

Basic Course of Action: To implement (in part) the market packages: Transit Fixed Route Operations, Demand Response Transit Operations. Precondition: Interfaces required are: Bus, Trains, Route Objects. Postcondition: None. 6.3.22 Rail Coordination Use Case This use case coordinates rail operations with roadway operations. Rail schedule information and real-time train location are published to make available this information available to the transit and traffic management centers. Rail route information is used to coordinate local bus and taxi transfers. Fixed route vehicles and demand responsive vehicles receive real-time rail information. Railroad crossing is also coordinated with the associated intersections through communication of train location. Signal timing plans are adjusted based on the train moving through the intersection. Basic Course of Action: To implement (in part) market packages: Standard Railroad Grade Crossing and Railroad Operations Coordination. Precondition: Interfaces needed are Route and Train Objects. Rail Coordination: Crossing Sequence Diagram The Railroad Grade Crossing coordinates the traffic signal timing and phases to the passing train near an intersection. Train location is key to the proper timing and phasing as the through traffic receives the green phases. As soon as the train clears, the block phase receives priority to clear the queue caused by the train. Page 6-14

Train Object City TMC Train Route Object Traffic Signal Object Train location updates connect schedule monitor proximity adjust timing arrival monitor adjust phases clear normal Figure 6-6: Rail Coordination:Crossing 6.3.23 Regional ATIS Use Case The Regional Advanced Traveler Information System (ATIS) provides region centric information to the traveler. Traffic advisories, events, and congestion conditions are part of the traffic traveler information. Transit schedules, schedule adherence, and general fare and operation information makes up the transit portion of the traveler information. Regional ATIS uses several types of dissemination devices to reach the traveler with this important information. Basic Course of Action: To implement (in part) the market packages: Transit Fixed Route Operations, Demand Response Transit Operations, Incident Management, and Regional Traffic Control. Page 6-15

6.3.24 Regional ATrMS Use Case The Regional Transit Management System provides county transit with shared schedule and vehicle information necessary to coordinate modal transfers. Fixed routes, and demand response systems can share real-time data to provide better service to the traveler. Precondition: Interfaces required are: Bus, Trains, Route Objects. Postcondition: None. 6.3.25 Shared Operations Use Case Shared Operations adds the management components to TMC activities. It is the general term applied to all shared activities within the LA/Ventura region system of systems. Shared activities are grouped as data information sharing and field device control sharing. In order to manage the sharing of information and control, there must be levels of authority and security. Authority levels permit participation on the network, and all systems must be registered with the authorizing agent. Security protects the information and device control from unauthorized access. Basic Course of Action: To implement (in part) market packages: This is a support to the network management and therefore an underlying part of all packages. Precondition: Interfaces required are Security Service and Network Management Objects. An authorizing agent would control these functions. Postcondition: None. 6.3.26 State Signal Coordination Use Case This use case coordinates the state highway traffic signals, including signals at the freeway off-ramps. Traffic signals receive timing plans from the TMC and return vehicle presence. Basic Course of Action: Coordinate traffic signals on state highways and freeway ramps. Precondition: Time-of-day coordination or traffic responsive. Postcondition: None Page 6-16

6.3.27 State TMC Use Case The State Transportation Management Center (TMC) manages the regional transportation systems dealing with freeways and State highways. Transportation systems include: ramp metering control and coordination, incident management, special event response planning, planned lane closure management, vehicle detection surveillance, CMS control, CCTV verification, highway advisory radio, highway signal control, media information and advanced traveler information dissemination. In addition the TMC is connected to the LA/Ventura region system of systems for shared operations. Basic Course of Action: To implement (in part) the market packages: Traffic Management Packages. Precondition: Interfaces to all shared devices and events. Postcondition: None. 6.3.28 Street Devices Use Case Street devices are used in conjunction with the city traffic and signal operations. These devices detect traffic and disseminate information to the motorist. Field devices include: Changeable Message Signs (CMS), closed circuit TV (CCTV), vehicle detection Station (VDS), and highway advisory radio (HAR). Basic Course of Action: To implement the market packages: Network Surveillance, Traffic Information Dissemination. Precondition: Interfaces required are: CCTV, CMS, HAR, and VDS Objects. Postcondition: None. 6.3.29 Street Signals Use Case City Traffic Signals provide the intersection control necessary for the smooth flow of traffic on the surface streets. These devices require a real-time interface for signal time-base coordination, traffic responsive and adaptive control. Basic Course of Action: To implement the market packages: Surface Street Control. Precondition: Interfaces required are: Traffic Intersection Object. Postcondition: None. Page 6-17

6.3.30 Traffic Probe Use Case The Traffic Probe use case provides information about real-time traffic conditions. The probe sends vehicle parameters, such as type of vehicle and speed. The probe can also give an indication of travel time as it moves across a region. The probe contains an AVL capabilities and communications with TMCS. Basic Course of Action: To indicate traffic speed and or travel time. Both of these parameters can be used to determine congestion. Precondition: The probe must be outfitted with AVL of some type. Reliable wireless communications keeps the probe in contact with the TMC. Postcondition: None. Page 6-18

Section 7.0 PROJECT AREAS 7.1 PURPOSE The purpose of this Section is to describe the five project areas developed from the results of the preceding sections in this Strategic Deployment Plan. Group discussions, outreach programs and the results of the call for projects helped to shape the five project areas described in this Section. Deployment of the ITS Infrastructure components permits efficient operation and management of roadway and transit resources through the integration and use of currently available technologies, combined with strengthened institutional ties and interjurisdictional/interagency coordination. The LA/Ventura region committed to meeting the goals and objectives of the USDOT ITS Infrastructure initiative and develop the Strategic Deployment Plan to be consistent with this concept. Cooperation and coordination are emphasized throughout all of the LA/Ventura projects. A project area is an operational and functional category within which various ITS elements are defined. The purpose of the project area is to provide a framework that encompasses existing systems, planned systems defined in the Strategic Plan, and future systems that arise as time progresses. The project areas provide latitude within the Strategic Plan, allowing for rapid advances in technology without out-dating the Strategic Plan. Although the specific technologies being considered may change over time, the general vision, goals, and concepts of the project areas will remain relatively constant. The five project areas defined in the Strategic Plan are: Advanced Traffic Management Systems (ATMS) Advanced Public Transportation Systems (APTS) Advanced Traveler Information Systems (ATIS) Commercial Vehicle Operation (CVO) Emergency Management Systems (EMS) Figure 7-1 illustrates the relationship of the LA/Ventura Projects with the ITS Infrastructure developed by the USDOT. Commercial Vehicle Operations (CVO) are not currently explicitly mentioned as part of the ITS Infrastructure though CVO depends greatly on the services and enhanced performance provided. Parallel efforts are being undertaken to encourage enhancement of CVO specific activities. Page 7-1

Showcase Projects Displayed in Figure 7-1 are the three basic types or categories of projects (regional integration, systems integration, and infrastructure) which make up each of the project areas contained in this Section of the Plan. These project types were introduced in the Plan overview and are detailed in Section 7.3. This same break down is again discussed in Section 8.0. Each of the projects provided by LA/Ventura region stakeholders was categorized into one of these three project types under the appropriate project areas (ATMS, APTS, ATIS, etc.). Also displayed in Figure 7-1 are the Showcase projects. These projects include efforts that are already underway such as IMAJINE, LA/Ventura ATIS, and the Modal Shift project. These projects play an important role in laying the foundation for regional integration. It is anticipated that many of the projects outlined in this Plan will utilize technologies or concepts developed as a part of these Showcase projects. Additional details on Showcase and the role it plays in regional ITS deployment can be found in Sections 6.0 and 8.0, as well as the Early Action Plan (under separate cover). 7.2 CALL FOR PROJECTS PROCESS To gather input on potential projects, a call for projects was distributed to the stakeholders. The potential projects were to be collected and summarized as the LA/Ventura Intelligent Transportation Strategic Deployment Plan Candidate Project list. The purpose of this list was not to select specific projects or allocate funding, but rather to prepare a comprehensive list of projects for the deployment of multi-modal transportation facilities within the region for up to the year 2015. Once a project is included in the Regional Transportation Plan, it is possible that this project will become eligible for federal transportation funding. General project criteria were outlined for each proposed project. The following are some examples of the overall criteria: Commitment to a System Architecture with Open Systems Architecture Developed through Showcase - The Showcase Program and the Southern California Priority Corridor have established an architecture framework based on distributed, object oriented applications. Operations and Maintenance Issues.- Project Sponsor defines operations and maintenance issues and proposed solutions to the extent feasible Capital & Operating Costs - Project Sponsor prepared to provide estimates for capital and annual operating costs associated with the project, as well as a Cost/Benefit Analysis. Page 7-3

Institutional Issues such as Liability, Procurement Strategies - Project Sponsor may have a concept plan in order to address institutional issues such as liability, procurement, etc. Readiness - Project Sponsor prepared to show the readiness of the candidate project. These criteria attempt to classify projects as either near, medium or long term based on the above factors and the ability to deploy elements of the high priority market packages for the region. Stakeholders were provided with examples of the near, medium and long term Market Package Projects to guide them in classifying their projects. When submitting their information, agencies were required to include detailed information about the project including the project name and description, location of the project, estimated schedule, estimated costs, sponsor of the project and the classification of near, medium and long term. Once the proposed projects, including all the detailed information, were received from the participating agencies, a final list was compiled and projects were organized by Market Package. 7.3 DEFINITION OF PROJECT AREAS The call for projects was distributed to approximately 200 stakeholders identified by the LA/Ventura regional team. A total of 15 agencies responded to the call for projects and provided project lists and project details for a total of 125 projects. The project details included the title of the project and a brief description as well as the expected benefits, estimated budget capital costs and project duration. All projects were classified into broad market packages: ATMS, APTS, ATIS, CVO and EMS. These broad market package areas are called project areas and contain all similar projects. Of the 125 projects submitted, 76 percent (95 projects) were classified as ATMS projects. A total of 18 projects were classified as APTS, five as ATIS, two as CVO and five as EMS. ATMS, APTS and ATIS projects were then further defined as infrastructure, system integration or regional integration projects. These project types are defined as follows: Infrastructure Projects Infrastructure will focus on the initial elements that are necessary to begin integration. Although infrastructure varies between project area, without the necessary infrastructure, systems will not be successfully integrated at the regional or subregional level in any project area. Page 7-4

Systems Integration Systems Integration will be the link between the initial infrastructure and the regional integration. This will involve the integration of field elements and local agency systems into subregional systems. Regional Integration - The final product of this project area will be the regional integration of all the preceding elements. Regional integration will include the links between subregions and regional agencies. For the ATMS, APTS and ATIS project areas, a majority of the projects were classified as either infrastructure or system integration level projects. Few projects were specified as regional integration projects. Since a limited number of projects were submitted for the CVO and EMS project areas, these projects will be discussed individually instead of by project type (infrastructure, system integration, regional integration). ATMS projects at the infrastructure and system integration level are very geographically oriented. Projects focusing on infrastructure development in the Arroyo Verdugo subregion are very much independent from projects in the South Bay area. Since the LA/Ventura region is very large, individual project development will break down the projects by subregion. In order for each project to receive the necessary attention for successful deployment without being overshadowed by projects in other regions, each project was assigned as either a regional or subregional project based on the sponsor and the geographical location of the project. Regional projects are typically projects that are sponsored by a regional agency such as LACMTA, Counties of Los Angeles and Ventura and Caltrans. The grouping of subregional projects is based on the structure set forth by the MTA Signal Support Group and by the County of Los Angeles Traffic Forums. There are nine subregional divisions that include each of the eight Traffic Forums and the City of Los Angeles. The subregional divisions are used throughout this Section of the Plan for organization purposes and include: City of Los Angeles North Los Angeles County Arroyo Verdugo East San Gabriel Valley Gateway Cities Pomona Valley West San Gabriel Valley South Bay Western region While the City of Los Angeles is listed as a subregion due to the compatability of geographic size with the Traffic Forums, this categorization is for organizational purposes only. Throughout this Plan, it is recognized that the City of Los Angeles is an important regional player in the deployment of ITS systems. The involvement of and coordination with the City of Los Angeles should be considered a prerequiste to the planning, design, and deployment of any regionally significant ITS system. As stated previously, with each proposed project, the sponsoring agency was asked to submit a recommended deployment timeframe. In general, deployment timeframes are Page 7-5

1.0 2.1 2.2 LA/VENTURA REGION ITS STRATEGIC DEPLOYMENT PLAN defined as near-term (0-5 years), medium-term (5-10 years), and longterm (10+ years). In the following sections, deployment timeframe tables are listed for each project area. Projects are assumed to begin implementation in the first year of the specified deployment timeframe. Table 7.1 summarizes the classification of each of the projects by project area (ATMS, APTS, ATIS, CVO, EMS), and project type (infrastructure, system integration, regional integration). For each project, a Project Section has been shown in the table for easy reference. The Project Section is defined as a four digit number such as 7.4.2.1. This can be generally written as: Project Section = A.B.C.D where, A = Chapter 7 B = Project Area: 4 = ATMS, 5 = APTS, 6 = ATIS, 7 = EMS, 8 = CVO C = Project Type: 1 = Infrastructure, 2 = System Integration, 3 = Regional Integration D = Regional or Subregional: 1 = Regional, 2 = Subregional A few examples to further clarify the method for identifying the project section are as follows: 7.4.2.1 Chapter 7, ATMS, System Integration, Regional Project 7.4.2.2 Chapter 7, ATMS, System Integration, Subregional Project ID SPONSOR DESCRIPTION City of Lancaster Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Advanced Transportation Communications System (ATCS) Will provide enhanced communication capability through deployment of fiber optics, microwave, software, etc. Caltrans/CHP Collocated TMC Building Construction of a fully co-located Caltrans/CHP Los Angeles Regional Transportation Management Center (LARTMC) TMC New Building, Central Operational System Because of the expansion of work area in the new LARTMC, additional hardware will need to be procured. Project Section Infra Structure ATMS 7.4.1.2 Project Type System Integration Regional Integration ATMS 7.4.3 ATMS 7.4.1.1 Page 7-6

2.3 2.4 2.5 2.6 2.7 2.8 2.9 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Field to New TMC Building Cutover To transition the computer systems and operational control of traffic management functions from the existing TMC to the new LARTMC. LA 1, 27 & 101 McClure Tunnel to Trancas Canyon Rd. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, highway surveillance equipment and closed circuit television. LA 57 from Orange County line to RTE 210 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 101 from RTE 27 to Ventura County This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 10 from RTE 605 to San Bernadino County Line This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Santa Monica Frwy CCTV Rehab This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include improve office to field two-way communications as well as replacement of antiquated field hardware. RTE 710 from RTE 105 to RTE 10 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Project Section Infra Structure ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.2 ATMS 7.4.1.1 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 Project Type System Integration Regional Integration Page 7-7

2.11 2.12 2.13 2.14 2.15 2.16 2.17 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area LA-5 from RTE 14 to Kern County Rd This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. RTE 710 from RTE 1 to RTE 105 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 210 from RTE 2 to RTE 710 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade & complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television, highway advisory radio and Vsat satellite Hub VEN 101 from VEN 34 (Lewis Rd) to VEN 126; Install Traffic Monitoring System This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment and closed circuit television. LA 5 from RTE 605 to RTE 14 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include improve office to field two-way communications as well as replacement of antiquated field hardware. LA 14 from RTE 5 to Sand Canyon Rd This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 210 from RTE 605 to RTE 210/57/10 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Project Section Infra Structure ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.2 ATMS 7.4.1.2 Project Type System Integration Regional Integration Page 7-8

2.18 2.19 2.20 2.21 2.22 2.23 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area LA 47 from McArthur Ave to Willow St. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 2 from RTE 5 to RTE 210 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. VEN 101 from VEN 126 to Santa Barbara County Line; Traffic Monitoring Station This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment and closed circuit television. LA 110 from RTE 47 to Carson This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 210 from RTE 5 to RTE 2 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 30, LA 60 & LA 71 (R1.0/R27; R25.4/R30.5; R0.33/R4.8) This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Project Section Infra Structure ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.1 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 Project Type System Integration Regional Integration Page 7-9

2.24 2.25 2.26 2.27 2.28 2.29 2.30 2.31 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area LA 14 from Sand Canyon to Ave. S This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. LA 14 from Ave. S to Ave D. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. VEN 118; To be Scoped (May be Combined with VEN 23) This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment and closed circuit television. VEN 126; To Be Scoped (Minor A Project) This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. VEN 23; To Be Scoped (May be Combined with VEN 118) This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. RMS 2070 Conversion This project is to upgrade existing Caltrans 170 controllers to 2070 ATMS NTCIP standards. Fiber Optic Network Management This project would provide over all management during phased implementation and installation of the Caltrans complete fiber optic network. System Consolidation/ Integration To provide system integration as well as the continuing application and development of State Traffic Operation Systems standards as new field elements are installed. Project Section Infra Structure ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 Project Type System Integration ATMS 7.4.2.1 ATMS 7.4.2.1 Regional Integration Page 7-10

2.32 2.33 2.34 2.35 2.36 2.37 2.38 2.39 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Signal Synchronization with Local Agencies To define and develop ATMS interface with arterial traffic signals maintained by local agencies. West San Fernando Valley ATSAC Intertie This project would install fiber optic cable connecting the Ventura Frwy with the Simi Valley Freeway. This installation would provide a redundant communication routing of freeway ATMS as well as expansion and intertie with the City of Los Angeles ATSAC System in the west San Fernando Valley. Mid San Gabriel Valley Interconnect This project would install fiber optic cable connecting the Rte 10 Frwy with the Rte 210 Freeway. This installation would provide a redundant communication routing of freeway ATMS as well as expansion and future intertie with local agencies in the area. Regional Smart Corridor This project will apply SMART Corridor technologies to various identified freeway & arterial corridors. These SMART technologies will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Urban Ramp Upgrade Existing ramp meter installations in most urban areas were constructed on a retrofit basis, before the advent of design guidelines for meter placement. Storage capacity for vehicles waiting in queue was based on the amount of space available rather than space needed. This project will correct that need. System Bottleneck Corrections One cause of congestion on the freeway is the merging and weaving near on/off ramps. This project would add auxiliary lanes to locations to be determined after detailed study. Connector Metering This projects adds more freeway to freeway connector metering. Temp. Interdistrict Communication Intertie Caltran's long range concept is to provide a direct fiber optic connection between adjoining Caltrans TMC'S. In order to expedite the removal of dependence from leased, interim communication facilities, this project would provide a temporary microwave link between fiber optic cable gaps until the ultimate fiber network is completed. Project Section Infra Structure Project Type System Integration Regional Integration ATMS 7.4.3 ATMS 7.4.2.2 ATMS 7.4.1.2 ATMS 7.4.2.1 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 Page 7-11

2.40 2.41 2.42 2.43 3.0 ID SPONSOR DESCRIPTION Caltrans District 7 Caltrans District 7 Caltrans District 7 Caltrans District 7 City of Inglewood 4.1 SCRRA 4.2 SCRRA 4.3 SCRRA 4.4 SCRRA 4.5 SCRRA 5.1 LACMTA TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Interim SONET Ring Connection Because of staged manner of field construction, the primary ring configuration of the SONET ring that will provide for emergency backup communications capability in the event of severance of the fiber cable will not be completed for a number of years. This project will provide for links of current and future links of fiber cable for smaller interim SONET ring configurations. CMS Technology Upgrade This project provides a scheduled upgrade to changeable message signs (CMS), at the conclusion of their projected useful life, to meet future standards. Communication Equipment Technology Upgrade This project provides a scheduled upgrade to communication equipment, at the conclusion of their projected useful life, to meet future standards. EOC Expansion This project is to enhance the Caltrans Emergency Operations Center (EOC). ITS Deployment Program Traffic Management Center with state of the art equipment, installing CCTV, fiber optics and arterial Changeable Message Signs Positive Train Separation Develop and implement technology necessary to provide enforceable positive train separation. Video Recognition Develop technology to automate Metrolink's ROW. Design and test video recognition system to record and inspect ties, ballast, road bed, grade crossing and bridges for maintenance. GIS Create information data base with associated dynamic updates necessary to produce a GIS commitment for SCCRA SCRRA Site Notification Network Create a site notification network that will receive and directly notify appropriate maintenance staff of equipment problems on Metrolink Rail System GPS System for Metrolink trains. Install GPS for all Metrolink trains. Create a real time vehicle location system to provide information through PA system, CMS, etc. Project IMAJINE Phase II Expand IMAJINE through addition of rideshare services, Modal Shift Management, adaptive signal control system for Caltrans state highway system, GPS, integrated regional and corridor rail services, traveler information via Cable TV Project Section Infra Structure ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 EMS 7.8 ATMS 7.4.1.2 APTS 7.5.1 APTS 7.5.1 APTS 7.5.1 Project Type System Integration APTS 7.5.2 APTS 7.5.1 Regional Integration APTS 7.5.3 Page 7-12

ID SPONSOR DESCRIPTION 5.2 LACMTA 5.3 LACMTA 5.4 LACMTA 5.5 LACMTA 5.6 LACMTA 5.7.1 LACMTA 5.7.2 LACMTA 5.7.3 LACMTA 5.7.4 SAFE 5.7.5 SAFE 5.7.6 SAFE 5.7.7 LACMTA 5.7.8 LACMTA TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Universal Fare System Open Architecture System which accepts multiple format fare cards. ATMS 1 - Foundation Develop and install a GIS/GPS information database capable of supporting the needs of all ITS and MTA standard requirements in all vehicles. ATMS II - TRS Migration Migrate the legacy Transit Radio Systems into an open system architecture on all vehicles. ATMS III - Integration Enhance all interfaces of ATMS and MTA operating system, VMS, TOTS, MMS, EIS, ITS, Schedule Building system, for seamless integration using open system architecture ATMS IV Rail Incident Management Expand Rail Incident Management System to include open system architecture & interface with vehicle & facilities maintenance, risk management applications and other ITS. FSP Radio Communication Upgrade Hardware and software upgrade for FSP countywide communication system Automatic Vehicle Locator (AVL) System Enhancement GPS System installation for automatic tracking of 200 FSP trucks. FSP Operation System Upgrade Upgrade the FSP operations system with software development that includes Graphical User Interface (GUI) Call Box Communication Upgrade Upgrade the call box communications system using cellular, satellite or best alternative. Call Box System Replacement Replace the entire call box system within five years (presently - 5 years into a 10 year life cycle). Call Box American Disabilities Act (ADA) Compliance Retrofit and/or replace the existing 5000 call box sites for ADA Compliance. Freeway Incident Service Tracking System (FIRST) Dissemination Provide real time information to media (i.e. radio, internet, etc.) by means of a CAD distribution system. LA County Emergency Management Radio Communication System Develop a common communication system amongst all Los Angeles Agencies. Project Section Infra Structure Project Type System Integration APTS 7.5.2 APTS 7.5.1 APTS 7.5.2 APTS 7.5.2 APTS 7.5.1 ATMS 7.4.1.1 ATMS 7.4.1.1 ATMS 7.4.1.1 EMS 7.8 EMS 7.8 EMS 7.8 ATIS 7.6.2 ATMS 7.4.2.1 Regional Integration Page 7-13

ID SPONSOR DESCRIPTION 5.7.9 LACMTA 5.7.10 LACMTA 5.8 5.9 5.10 LACMTA 5.11 LACMTA 6.0 7.1 7.2 7.3 8.0 9.0 10.1 San Gabriel Valley COG Los Angeles World Airports Los Angeles World Airports Los Angeles World Airports City of Palmdale City of Santa Clarita Long Beach Transit TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Regional Portable Incident Command Package for Emergency Responders Provide field command units for on scene management. Regional System-to-System Interface (Priority Corridor Compliance) Interface FIRST, SAFE MIR and all other FSP systems into the Priority Corridor Network. ATIS I - LA/Ventura Regional Infra. (I) - Deploy an Advanced Traveler Information System for the LA/Ventura region Initial Deploy. (II) - To improve traveler information reliability and accuracy Regional Deploy (III)- Improve traveler information through extended functionality by using modern telecommunication facilities Railroad Crossing Safety Implement health monitoring system at Metro Blue line crossing, test street and rail traffic control system synchronization for safety. Alameda Corridor -East Railroad signaling together with train detection and prediction information to interface with existing ITS to improve safety and mobility. LAX Adaptive Signal Control System Implement adaptive signal control systems, as well as CCTV Multi-Modal Advanced Vehicle Location System Implement AVL system in combination with the deployment of a mapping system to provide information on the commercial vehicles accessing the Central Terminal area, as well as manage the demand at peak times of the day or week. Integration of LAX AVL System to Network Balance, integrate and coordinate different transportation modes, facilities and information sources so that the transportation system works and responds as a unified system. North County ITS Communication Project Install a regional traveler information system in the North County Area Centralized Fiber Optic Signal Interconnect/ CCTV System Install fiber optic communication network and surveillance along the City's congested regional arterial segments and intersections Area-Wide Bus Driving Simulation System Provide facilities for transit properties in LA County to screen and train bus operators in an objective and cost-effective manner Project Section Infra Structure EMS 7.8 Project Type System Integration Regional Integration ATMS 7.4.3 ATIS 7.6.3 ATMS 7.4.1.1 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.3 ATIS 7.6.1 ATMS 7.4.1.2 APTS 7.5.1 Page 7-14

10.2 10.3 10.4 10.5 10.6 ID SPONSOR DESCRIPTION Long Beach Transit Long Beach Transit Long Beach Transit Long Beach Transit Long Beach Transit 11.0 SCAQMD 12.1 LACDPW 12.2 LACDPW 12.3 LACDPW 12.4 LACDPW 12.5 LACDPW 12.6 LACDPW TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Automated Trip Planning Assist Long Beach Transit phone operators with quick, efficient trip information to customers AVL and Monitoring System The system will enable Long Beach Transit to maintain contact with groups of vehicles to track vehicle movement for performance and security. Countywide Integrated Fare Collection Participate in countywide integrated fare collection system to provide seamless travel & transfers to transit customers. On-Bus Video Security System The on-bus video security system will increase the level of security for Long Beach Transit. Automatic Passenger Counting System Automatic passenger counting system coupled with GPS provides information for planning. Intelligent High Emitting Vehicle Detection System A comprehensive intelligent system to detect high emitting vehicles and to provide opportunities for repair and/or scrappage. County and City of LA Traffic Control System Integration Integrating the County's new Traffic Management System with LADOT's ATSAC County of LADPW ATIS Elevate the initial deployment of ATIS to a Countywide level County of LADPW Maintenance Management System ITS Enhancement Allows for immediate retrieval of inventory databases and maintenance from a Department wide system. County of LA Traffic Management Center Project will provide a facility that will house and staff equipment needed to operate an advanced traffic management system Gateway Cities Traffic Signal Corridors Project/Phase II Design and implement multi-jurisdictional signal system improvements on regional arterial in the Gateway Cities area Gateway Cities Traffic Signal Corridors Project/Phase III Add more routes to the system and refining the grid system and its capabilities. Project Section Infra Structure APTS 7.5.1 APTS 7.5.1 Project Type System Integration Regional Integration APTS 7.5.3 APTS 7.5.1 APTS 7.5.1 ATMS 7.4.1.1 ATMS 7.4.3 ATIS 7.6.3 ATMS 7.4.2.1 ATMS 7.4.1.1 ATMS 7.4.2.2 ATMS 7.4.2.2 Page 7-15

ID SPONSOR DESCRIPTION 12.7 LACDPW 12.8 LACDPW 12.9 12.10 LACDPW 12.11 LACDPW 12.12 12.13 LACDPW 12.14 LACDPW 12.15 LACDPW 12.16 LACDPW 12.17 LACDPW 13.1 TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area I-5 Corridor Multi-Modal Capacity Enhancement Inter-County Arterial Highway Smart Street Feasibility Study This study is to comprehensively address the infrastructure needs to improve mobility and air quality of the bi-county sub-region Imperial Highway and Rosecrans Ave/Interstate 105 Smart Corridor Optimize operation of Imperial Highway, Rosecrans Ave, Los & LAX by Smart Corridor elements for this area through use of ITS Pomona Valley Signal Synch and Bus Speed Improvement Project Phase II & III Increase regional traffic mobility on surface arterials throughout Pomona Valley area of LA County through signal system improvements San Gabriel Valley Signal Synch Operations and Maintenance Pilot Project Implementation Uses elements of ITS to improve mobility and congestion. San Gabriel Valley Forum, Phase III & IV Continuation of project. 13.11 by implementing a multi-jurisdictional signal system on regional arterials. South Bay Signal Synch and Bus Speed Improvement Project Phase III Improve traffic mobility through South Bay area by designing and implementing multi-jurisdictional ITS projects South Bay Signal Synch and Bus Speed Improvement Project Phase IV Fine tune traffic signal synchronization implemented in previous phases West San Gabriel Valley Signal Synch Operation and Management and Bus Speed Improvement Project Phase II Improve mobility and congestion by traffic signal synchronization, intersection improvements. designing and building a communications network between traffic signals, constructing a new TMC. West San Gabriel Valley Signal Synch Operation and Management and Bus Speed Improve. Project Phase III Improve traffic mobility by continuing the design and implementation of "Smart Corridors", and fine tuning traffic signal synchronization improvements. Arroyo Traffic Signal Coordination Verdugo Traffic Forum / Glendale Monitor and manage traffic conditions within the region through application of advanced technology to increase the capacity of the traffic system. Project Section Infra Structure Project Type System Integration ATMS 7.4.2.1 ATMS 7.4.2.1 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 Regional Integration Page 7-16

13.2 13.3 13.4 13.5 13.6 13.7 13.8 13.9 14.1 14.2 ID SPONSOR DESCRIPTION Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Arroyo Verdugo Traffic Forum / Glendale Gateway Cities COG Gateway Cities COG TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Incident Management Monitoring and applying incident management techniques to the traffic system so that incidents can be identified, responded and cleared more quickly. Pre-Trip Traveler Information Provide information via kiosks and internet to travelers. Smart Transit and Ridesharing Install AVL system to provide real time transit schedule. Communication Infrastructure Expand communication infrastructure link to existing and future intersection through hardwire or wireless communication. Variable Advisory Speed Signs Displaying a variable advisory speed sign with dynamic message capability on Colorado Blvd., San Fernando Rd or Fair Oaks Ave Vehicle Tracking Use probe vehicles to provide a better sense of actual traffic flow through use of different technologies Real-Time Route Guidance Signs Install electronic signs which show several predetermined routes in red, yellow and green. The colors indicate level of congestion. Real Time Travel Speed Signs Install electronic signs which relay real time average speeds on freeways, freeway HOV lanes, and arterials to traveler Advanced Traffic Management, Information and Commercial Vehicle Operations Systems Use ITS technology to maximize the operating efficiency of freeways and arterial in the vicinity of the ports of Long Beach and Los Angeles. Inter-Subregional Arterial Traffic Operation Improvements Compare and contrast the implemented, and yet to be implemented strategies along the arterial corridors in the juncture of the South Bay and Gateway Cities areas' common boundary to identify where further improvements and adjustments should be made. Project Section Infra Structure Project Type System Integration ATMS 7.4.2.2 ATIS 7.6.1.1 APTS 7.5.1 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 ATMS 7.4.1.2 Regional Integration ATMS 7.4.3 Page 7-17

14.3 14.4 ID SPONSOR DESCRIPTION I-5 Consortium Cities Joint Powers Authority Southeast LA County 15.1 LADOT 15.2 LADOT 15.3 LADOT 15.4 LADOT 15.5 LADOT 15.6 LADOT 15.7 LADOT 15.8 LADOT TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area I-5 CVO Intelligent Transportation Infrastructure System Design and implement Commercial Vehicle Operations system improvements through use of ITS technologies. 1-5 CVO Project Implement ITS technologies along I-5 from SR-91 to I- 710 for CVO operations improvement ATIS and Vehicle Identification. 118 Freeway Corridor ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Northeast Valley Corridor ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. North Hollywood Corridor ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Los Angeles Harbor ATSAC System Provide ATSAC control of all signalized intersections within the project limits to aid motorists. Use available ITS technology to manage traffic accessing the Vincent Thomas Bridge and provide optimal route information for trucks accessing the Port of LA. San Diego Freeway Corridor-Phase 2 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Coliseum 2 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Reseda - Canoga ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Slauson-Florence Phase 1 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Project Section Infra Structure CVO 7.7 CVO 7.7 Project Type System Integration ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 Regional Integration Page 7-18

ID SPONSOR DESCRIPTION 15.9 LADOT 15.10 LADOT 15.11 LADOT 15.12 LADOT 15.13 LADOT 15.14 LADOT 15.15 LADOT 15.16 LADOT TABLE 7.1 CLASSIFICATION OF PROJECTS Project Area Harbor Gateway Phase 1 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Harbor Gateway Phase 2 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Mid Valley ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Huntington Drive ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Slauson-Florence Phase 2 ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Eagle Rock ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Sunset ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Platt Ranch ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Project Section Infra Structure Project Type System Integration ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 ATMS 7.4.2.2 Regional Integration Page 7-19

7.4 PROJECT AREA 1.0 ADVANCED TRAFFIC MANAGEMENT SYSTEMS Among the ranked market packages, user requirements and needs assessment, traffic management had several elements that ranked highly by the stakeholders. Desires for network surveillance, freeway control and probe surveys were indicated as high priorities in the near term improvements. Figure 7-2 illustrates the breakdown of the Traffic Management project area. The Traffic Management project area focuses on three key elements: Infrastructure will focus on the initial elements that are necessary to begin integration. Communications, surveillance equipment and regional traffic management centers are key components in this process. Without the necessary infrastructure the system will not be successfully integrated at the regional or subregional level. Closing gaps in communications, implementation of the necessary surveillance equipment and utilization of real-time data sharing will need to be the foundation for all levels of integration. Specific infrastructure projects for each subregion of Los Angeles County, Ventura County and Caltrans will be discussed in detail in the following sections. Systems integration will be the link between the initial infrastructure and the regional integration. This element of the Traffic Management project area will involve the integration of City systems into subregional systems, as well as intertie between subregional TMCs. Incident management, signal synchronization projects and subregional integration are components in the systems integration process. Regional integration will include the links between subregions such as the signal synchronization across regional boundaries, intertie between subregional TMCs and regional TMCs and SMART Corridors. Page 7-20

7.4.1 Project 1.1 ATMS Infrastructure Description: Infrastructure projects provide the necessary backbone for future system integration. Development of integrated systems at the local, subregional and regional level will depend upon the basic infrastructure elements including communications, surveillance and monitoring capabilities. Therefore, a strong emphasis is placed on the need for the basic infrastructure elements. In addition, infrastructure projects will define an architecture for future systems integration. As Los Angeles and Ventura Counties encompass a large area and have varying needs, infrastructure projects have been grouped into region and subregional projects. These groupings will be discussed in future sections. This project area focuses on infrastructure enhancements for traffic management and control. Tables 7.2 and 7.3 summarize the implementation phasing for the regional and subregional projects. Whenever possible, projects with similar characteristics were grouped together, such as the freeway management projects. Otherwise, individual projects that do not fit into a general category, such as the 2070 controller upgrade project, were left as individual projects. Every ATMS infrastucture project is represented in some form in these tables. The timeframe listed is based on the recommended deployment time and duration of the project. Deployment time is defined as short, medium or long term ranging from 0 to 5 years, 5 to 10 years, and more than 10 years, respectively. Through several independent projects, infrastructure across the LA/Ventura region will be elevated to advanced levels. There are several typical infrastructure projects that need to be completed for integration to occur. Although a diverse set of projects were submitted for all subregional and regional agencies, all agencies may wish to consider projects for their region that address each of these areas. These general project types include: Interconnect and Communications Interconnect gaps between traffic signals within a City, subregion or region may need to be closed to create a seamless network of traffic signals. Through a seamless communications system, traffic signals can be easily coordinated to improve travel times and reduce delays. Initial gap closure projects should consider focusing on major routes where traffic signal coordination would provide regional and subregional benefits. To further enhance the infrastructure, communications to regional and subregional TMCs may need to be upgraded to state-of-the-art technologies. Traffic Management Centers Each of the subregional and regional agencies have identified potential locations for future traffic management centers. As these TMCs Page 7-22

begin operating throughout the region, a hierarchy of information sharing and operational procedure sharing between regional and subregional TMCs may be developed for the LA/Ventura region. In order to effectively share information seamlessly throughout the LA/Ventura region, each subregion should consider installing a minimum of one TMC. This location could receive all traffic signal operations information from the agencies within the subregion as well as transmit and receive information from the regional TMCs such as County of Los Angeles, ATSAC, Caltrans or MTA. In the event of an incident or special condition, the subregional TMC would be responsible for any traffic operation modifications for the subregion as a whole. Multiple TMCs would be beneficial to each subregion by spreading out the responsibility of managing traffic operations across several locations. However, each subregion may wish to consider selecting one TMC as the main contact between the subregion and regional agencies. It is envisioned that agencies within each Traffic Forum would maintain day-to-day operations of their arterial signal systems. Subregional TMCs would most likely be responsible for signal system operations during incidents and potential during offpeak hours, regional TMCs could be responsible for receiving and distributing information to all subregional TMCs in special circumstances or during major regional incidents. Regional TMCs responsibilities include monitoring the overall operations of the transportation system and communicating potential transportation related regional issues with the subregional TMCs. Regional TMCs will also communicate with each other share information and resources for the LA/Ventura region. Caltrans, MTA and ATSAC could best demonstrate the benefits of effective communications. Since these three entities control the greater part of the transportation system in the Los Angeles area, incidents on either a freeway or arterial street would need the intervention of the three agencies in order to return the system to normal operations. Modifications to the transit system, signal timing plans and changeable messages signs or highway advisory radio messages would help alleviate the congestion in the vicinity of the incident. Freeway Management Services Freeway Management throughout the LA/Ventura region focuses on the installation of CCTV, surveillance monitoring stations, CMS, HAR and communications along freeways throughout the region. The objective is to improve incident response times and better utilize the existing transportation system. Freeway Management Projects will include the study, design and implementation of several technologies installed in this phase of the project. Individual field elements will be integrated into the Smart Corridor concept along several Los Angeles and Ventura County freeways. Page 7-23

TABLE 7.2 REGIONAL ATMS INFRASTRUCTURE IMPLEMENTATION TIME FRAME Implementation Time Frame Year Cost LOS ANGELES COUNTY MTA 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) FSP System Upgrade $5M AVL System for FSP $2M FSP Radio Communications Upgrade $5M Railroad Crossing Safety $3.1M CALTRANS Near-Term Projects (0-5 years) Traffic Management Center $15M SONET Ring Connection $900K Medium Term Projects (5-10 years) Freeway Management Systems $7.55M CMS Technology Upgrade $10M Communications Upgrade $8.5M RMS 2070 Controller Upgrade $6M Interdistrict Intertie $800K Urban Ramp Upgrade $18M Bottleneck Corrections $30M Long Term Projects (10+ years) Connector Metering $13.6M LOS ANGELES COUNTY Medium Term Projects (5-10 years) Traffic Management Center $1.68M VENTURA COUNTY Medium Term Projects (5-10 years) Freeway Management Systems $5.2M ATMS & Communications $2.5M Upgrade TOTAL COST $134.83M Page 7-24

TABLE 7.3 SUBREGIONAL ATMS INFRASTRUCTURE IMPLEMENTATION TIMEFRAME Implementation Time Frame Year Cost CITY OF LOS ANGELES 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Freeway Management Systems $6.2M NORTH LOS ANGELES COUNTY Near-Term Projects (0-5 years) Advanced Transportation Communications $1.7M Fiber Optic Interconnect & CCTV $1.34M Medium Term Projects (5-10 years) Freeway Management System $14.04M ARROYO VERDUGO Near-Term Projects (0-5 years) Freeway Management Systems $16.28M Communications Infrastructure $6.3M Medium Term Projects (5-10 years) Real-time Route Guidance Signs $1.85M Real-time Travel Speed Signs Long Term Projects (10+ years) Variable Advisory Speed Signs Vehicles as Probes EAST SAN GABRIEL VALLEY Near-Term Projects (0-5 years) Freeway Management Systems $12.7M Highway-Rail Intersection $31.0M Safety & Mobility Improvements Medium-Term Projects (5-10 years) Freeway Management Systems $3.2M POMONA VALLEY Near-Term Projects (0-5 years) Fiber Optic Interconnect Installation $1.8M GATEWAY CITIES Near-Term Projects (0-5 years) Port ATMS & CVO Improve. $28.0M Freeway Management Systems $12.86M SOUTH BAY Near-Term Projects (0-5 years) Inglewood ITS Deployment Program (CCTV, CMS, TMC & Fiber Optics) $6.0M Long-Term Projects (0-5 years) Freeway Management Systems $1.89M WEST SAN GABRIEL VALLEY Near-Term Projects (0-5 years) Freeway Management Systems $5.25M WESTERN REGION 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Freeway Management System $4.5M LAX Adaptive Signal Control System $2.6M Medium Term Projects (5-10 years) Multi-modal AVL System at LAX $4.0M Long Term Projects (10+ years) Freeway CCTV Rehab $850K TOTAL COST $162.36M Page 7-25

Objectives: The general objective of ATMS infrastructure projects is to initiate the implementation of ITS infrastructure and to expand the existing infrastructure elements to prepare the regions for integration. The specific objectives of this project area are to: Provide a foundation for subregional ITS activities that include locating subregional and regional TMC locations. Provide the opportunity for agencies to access and share data for better monitoring and traffic signal control. Create seamless traffic signal coordination across boundaries by coordinating traffic signals regardless of jurisdiction. Modify existing signal timing plans to improve traffic flow. Provide interconnect between system traffic signals both within one jurisdiction and across jurisdictional boundaries. Incorporate latest NTCIP and advanced controller elements for improved data exchange for multi-jurisdictional signal coordination. Incorporate other ITS technologies including video surveillance, changeable message signs and improved communications to better manage incidents both on the freeways and surface streets. Provide communication to field elements for enhancement of incident response tactics including real-time signal timing modifications and information dissemination. Current Conditions: The existing conditions and project types for the Counties of Los Angeles and Ventura have been broken down into regional and subregional categories. This breakdown should aid in clearly defining the needs of each of the regions and provide direction that is specific to each of the subregional needs. As previously noted, regional agencies include LACMTA, Caltrans, County of Los Angeles, and County of Ventura. All other agencies have been grouped according to the Traffic Signal Subgroups as defined by the County of Los Angeles. Caltrans freeway management projects (FMS) which fall completely within a subregion s boundaries are included with the subregional projects. Otherwise, FMS projects along corridors that span more than one subregion are considered regional projects. Subregional FMS projects are clearly identified in the discussion of the subregional projects. There are eight subregions that will be discussed: North Los Angeles County, Arroyo Verdugo, East San Gabriel Valley, Pomona Valley, South East region (Gateway Cities), South Bay, West San Gabriel Valley and Western region. The City of Los Angeles, due to its size and the diverse projects that are contained within its boundaries, is considered its own subregion and will be discussed in the subregional ATMS sections along with the other eight subregions. Page 7-26

7.4.1.1 ATMS Regional Infrastructure Projects Regional Projects encompass all projects that span more than one subregion such as Caltrans, County of Los Angeles, County of Ventura and LACMTA. Caltrans Caltrans and CHP share a traffic management center located in downtown Los Angeles. As of September 1996, they monitored over 400 miles of vehicle detection equipment. They have installed over 65 CCTV cameras and numerous VSAT surveillance stations. CMS have been installed along various freeway segments and HAR stations are available to provide motorists with detailed information on traffic conditions. Caltrans has installed over 80 miles of fiber optic backbone along District 7 freeways. Information is made available to travelers via cable television and the Internet. Information is transmitted via the Very Small Aperture Terminal (VSAT) satellite communications system. Several miles of twisted pair communications and telephone lines are also used to communicate with the field elements to the TMC and vice versa. As of September 1996, planned projects for Caltrans included the addition of over 250 miles of fiber optic communications, the addition of over 150 miles of detection stations, and the upgrade of the TMC to include automated incident detection. Caltrans also expects to expand the freeway management system to include an additional 335 CCTV cameras, 50 CMS signs and over 10 HAR stations. At the time of the publication of this plan, several of these projects were either in progress or completed. ATMS infrastructure projects specified in this plan should expand and upgrade the existing infrastructure along Los Angeles and Ventura County Freeways. Existing changeable message signs are reaching their expected life and will need to be replaced by new units. Communications will also need to be upgraded. Existing communications including twisted pair and telephone lines will be replaced with more advanced communication media as part of this project. Communication upgrades may be phased based on need and condition of existing equipment. As traffic signal controller technology continues to advance, Caltrans will also need to upgrade the existing traffic controllers (Type 170) to meet the NTCIP standards with the 2070 controllers. This phase of the project may be completed in phases over a duration of 2 years and is estimated to cost approximately $6 million. Caltrans is in the process of installing a fiber optic backbone along all southern California freeways. Several projects in this deployment plan will expand on the installation of fiber along several Los Angeles and Ventura County freeways. As part of this phase of the project, project sponsors should consider procurement of funding to manage the installation of fiber optics along the various freeway segments. Page 7-27

Management could include oversight of installation and phasing of the projects as well as the monitoring of the conditions of the existing fiber optic cable. To back up the existing fiber optic links, a SONET ring will be needed to provide emergency backup for the communications. As the installation of new fiber along Los Angeles and Ventura County freeways is phased, an Interim SONET Ring Connection that will provide small rings of communications will be provided as a phase in this project and funds will be procured to support this infrastructure. When the system is complete the interim SONET Ring will be removed and replaced with a complete emergency backup system. TABLE 7.4 CALTRANS REGIONAL ATMS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Project Time Duration FREEWAY PROJECTS 2.02 Caltrans 2.03 Caltrans 2.14 Caltrans 2.15 Caltrans 2.29 Caltrans TMC New Building, Central Operational System Field to New TMC Building Cutover VEN 101 from VEN 34 (Lewis Rd) to VEN 126; Install Traffic Monitoring System LA 5 from RTE 605 to RTE 14 RMS 2070 Conversion Because of the expansion of work area in the new LARTMC, additional hardware will need to be procured. Will provide co-managed critical transportation management services for the public in the Los Angeles and Ventura area. To transition the computer Will provide co-managed systems and operational control critical transportation of traffic management functions management services for from the existing TMC to the the public in the Los new LARTMC. Angeles and Ventura area. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field twoway communications, freeway surveillance equipment and closed circuit television. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include improve office to field two-way communications; replacement of antiquated field hardware. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public This project is to upgrade Will bring the existing existing Caltrans 170 controllers infrastructure up to current to 2070 ATMS NTCIP and future technology standards. standards and provide improved transportation management services for the public Budget N 12 months $10M N 36 months $5M M 16 months $2.79M N 20 months $4.725M M 24 months $6M Page 7-28

TABLE 7.4 CALTRANS REGIONAL ATMS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment 2.30 Caltrans 2.36 Caltrans 2.37 Caltrans 2.38 Caltrans 2.39 Caltrans 2.40 Caltrans Fiber Optic Network Management Urban Ramp Upgrade System Bottleneck Corrections Connector Metering Temporary Interdistrict Communication Intertie Interim SONET Ring Connection This project would provide over all management during phased implementation and installation of the Caltrans complete fiber optic network. Will bring the existing infrastructure up to current and future communications standards and provide improved transportation management services for the public Time Project Duration Budget N 12 months $1.5M Existing ramp meter installations in most urban areas were constructed on a retrofit basis, before the advent of design guidelines for meter placement. Storage capacity for vehicles waiting in queue was based on the amount of space available rather than space needed. This project will correct that need. Will bring the existing infrastructure up to current and future standards and provide improved transportation facilities to the motoring public. M 72 months $18M One cause of congestion on the freeway is the merging and weaving near on/off ramps. This project would add auxiliary lanes to locations to be determined after detailed study. This projects adds more freeway to freeway connector metering. Will bring the existing infrastructure up to current and future standards and provide improved transportation facilities to the motoring public. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Caltran's long range concept is Will facilitate much needed to provide a direct fiber optic inter-district communication connection between adjoining for cooperative traffic Caltrans TMC'S. In order to management activities as expedite the removal of well as mutual aid dependence from leased, response. interim communication facilities, this project would provide a temporary microwave link between fiber optic cable gaps until the ultimate fiber network is completed. Because of staged manner of Will provide a much needed filed construction, the primary emergency backup ring configuration of the SONET communications for the ring that will provide for Caltrans office to field two emergency backup way communications. communications capability in the even t of severance of the fiber cable will not be completed for a number of years. Provide for links of existing fiber cable for smaller interim SONET ring configurations. M 72 months $30M L 72 months $13.6M M 72 months $800K N 24 months $900K Page 7-29

TABLE 7.4 CALTRANS REGIONAL ATMS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment 2.41 Caltrans 2.42 Caltrans CMS Technology Upgrade Communication Equipment Technology Upgrade This project provides a scheduled upgrade to changeable message signs (CMS), at the conclusion of their projected useful life, to meet future standards. This project provides a scheduled upgrade to communication equipment, at the conclusion of their projected useful life, to meet future standards. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Time Project Duration Budget M 48 months $10M M 36 months $8.5M Los Angeles County County of Los Angeles maintains all traffic signals located on County property as well as the traffic signals for several smaller cities. Field equipment varies from location to location but includes both Type 170 and NEMA traffic controllers, vehicle detection inductance loops and video image processing. Communications throughout the County are primarily twisted pair with some microwave communications. The County is in the process of updating all their existing Los Angeles County ( LACO ) traffic signal software to a new LACO program which provides the necessary enhancements that will allow the controllers to operate with the new Los Angeles County TCS. The County currently utilizes a Radio Corrected Time Based WWV Clock for coordination. This phase of the ATMS infrastructure project will support the construction of a new county-operated Traffic Management Center that would be integrated with other regional TMCs including Caltrans/CHP, City of Los Angeles and LACMTA. Additional field elements to support the operations at the new TMC including changeable message signs, surveillance cameras and video image processing will be installed with the individual Traffic Forum projects. State of the art communications, workstations, and traffic signal equipment will also be procured through the forum projects to support the new TMC. The construction of the new TMC will include a video wall, projection screen, and associated devices. Possible communications upgrades could include leased telephone lines, microwave, fiber optic cable and VSAT communications. Page 7-30

TABLE 7.5 LOS ANGELES COUNTY ATMS REGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time ARTERIAL PROJECTS 12.4 LA County 11.0 SCAQMD County of LADPW Traffic Management Center Intelligent High Emitter Vehicle Detection System Project will provide a facility that will house and staff equipment needed to operate an advanced traffic management system A comprehensive intelligent system to detect high emitting vehicles and to provide opportunities for repair and/or scrappage. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Reduced emissions, improved high emissions detection and enforcement. Project Duration Budget M 38 months $1.677M N-L 180 months $63.15M South Coast Air Quality Management District (SCAQMD) SCAQMD has proposed a single ITS project to detect high emitting or gross polluting vehicles as they travel throughout the region. The technology necessary to support this project are well established and tested. SCAQMD input on ITS projects in general is discussed in Section 3.0. Ventura County Ventura County ITS deployment is led by the Ventura County Transportation Commission (VCTC). At this time traffic management is limited to I-101 Freeway leading to the county from Los Angeles. Other county-wide projects are limited to other project areas that will be discussed in future sections. Two cities in Ventura County have implemented ITS related projects: Oxnard and San Buenaventura. The City of Oxnard has 125 traffic signals, 16 of which are connected to a SCOOT 2.4 traffic control system. All intersections are connected via twisted pair cable and use dial up communications to communicate with the central system. Vehicle detection is completed with inductance loop detectors. The City plans to upgrade their system by adding one CCTV camera at Highway 101 and Rose. The City of San Buenaventura has over 130 traffic signals of which the majority are interconnected using twisted pair cable. Along the east end of the City, communication between the traffic signals and the central system is dependent upon dial-up communications. The City s central system is a Bi Trans QuicNet system. Future plans for the City include the addition of fiber optics, CCTV and VIPS for detection. Projects in this region focus primarily on the freeway system surveillance and monitoring. As part of this project, funds could be procured to install CCTV, HAR, ramp meters and upgrade existing communications. Page 7-31

TABLE 7.6 VENTURA COUNTY ATMS REGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.20 2.26 2.27 2.28 Ventura County Ventura County Ventura County Ventura County VEN 101 from VEN 126 to Santa Barbara County Line; Install Traffic Monitoring Station VEN 118; To be Scoped (May be Combined with VEN 23) VEN 126; To Be Scoped (Minor A Project) VEN 23; To Be Scoped (May be Combined with VEN 118) This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment and closed circuit television. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment and closed circuit television. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Project Duration Budget M 16 months $2.2M M 18 months $2.5M M 6 months $500K M 24 months $2.5M Page 7-32

Los Angeles County Metropolitan Transportation Authority ATMS elements maintained by the LACMTA include the highway-rail interface, freeway service patrol and call boxes along County freeways. Infrastructure projects should focus on enhancing the existing Call Box network and provide new infrastructure where gaps currently exist. Call box upgrades should meet the necessary ADA standards. The existing FSP system should also be enhanced to meet the growing need for freeway assistance. Upgraded radio communications and AVL should be implemented to help meet these needs. As the LACMTA also operates and maintains the Metro Blue, Red and Green lines, they are also responsible for the safety of at-grade crossings for highway-rail intersections. Safety devices such as traffic control system upgrades and emissions monitoring at highway-rail intersections should be a focus of this project area for the MTA. TABLE 7.7 LACMTA ATMS REGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 5.7.1 LACMTA 5.7.2 LACMTA 5.7.3 LACMTA ARTERIAL PROJECTS 5.11 LACMTA FSP Radio Communication Upgrade Automatic Vehicle Locator (AVL) System Enhancement FSP Operation System Upgrade Railroad Crossing Safety Hardware and software upgrade for FSP countywide communication system GPS System installation for automatic tracking of 200 FSP trucks. Upgrade the FSP operations system with software development that includes Graphical User Interface (GUI) Implement health monitoring system at Metro Blue line crossing, test street and rail traffic control system synchronization for safety. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Improve safety, reduce delay and congestion, exhibit successful traffic signal, and railroad crossing equipment. Possibly avoid costly grade separation. Project Duration Budget N 24 months $5M N 18 months $2M N 24 months $5M N 63 months $3.1M Page 7-33

7.4.1.2 ATMS Subregional Infrastructure Projects Projects in the ATMS Infrastructure phase should be deployed by subregion. Each of the subregions is at different phases of the planning and implementation process. Therefore it is critical that infrastructure and system integration projects, both planning and implementation, begin at the subregional level, prior to beginning regional integration projects. The logical breakdown of Los Angeles County into subregions is to follow the structure set forth by the County s Traffic Signal Subgroups. The Los Angeles County Traffic Signal Subgroups are organized into eight regions, which include: North Los Angeles County Arroyo Verdugo East San Gabriel Valley Pomona Valley Southeast Los Angeles County Gateway Cities South Bay West San Gabriel Valley Western region Also included in the subregional projects are projects that involve the City of Los Angeles. Since the City is so large, the City belongs to several of the subgroups and participates in most of the subgroup s activities. City of Los Angeles specific projects will be discussed separately from the other subregions. City of Los Angeles The City of Los Angeles is on the cutting edge of technology in traffic signal operations. The Department of Transportation (LADOT) has developed and deployed an Automated Traffic Surveillance and Control System (ATSAC) over the past 11 years. Currently over 2000 of the 4219 signalized intersections are included on the ATSAC system and are controlled by Type 170 controllers. Field equipment in the City includes over 130 CCTV cameras and 7 CMS signs in Hollywood and along the Santa Monica freeway alone. Communications between traffic signals is typically provided by twisted pair cable. Fiber optic communications have also been installed but are typically used as a communications backbone or for video transmission. Communications between the intersections and the traffic control center (TCC) occur once every second. In addition to maintaining the daily signal system operations, the City monitors the operations of the roadway conditions and works with other agencies to provide incident response. The City is in the process of developing a traffic responsive signal control based system that would modify timing plans based on real-time data. Traffic responsive signal control will allow the City to provide improved incident response time. Page 7-34

Infrastructure projects in this phase of Project Area 1.0 may include the installation of field equipment including but not limited to CCTV, ramp meters, field communications such as fiber optics, and highway advisory radios. Projects focus on freeways and major arterial through the study area first, then expand to include other roadways when funding allows. Projects identified by Caltrans that are included within the City of Los Angeles include improvements to PCH, Highway 101 and State Route 27 through the Malibu Area. TABLE 7.8 CITY OF LOS ANGELES ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.6 Caltrans 2.10 Caltrans LA 101 from RTE 27 to Ventura County LA 1, 27, &101 from McClure Tunnel to Trancas Canyon Rd This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field twoway communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field twoway communications, freeway surveillance equipment and closed circuit television. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Project Duration Budget N 21 months $5.16M N 10 months $1.064M Subregion 1 North Los Angeles County Region Three cities are included in the North Los Angeles County Region: City of Palmdale, City of Lancaster and the City of Santa Clarita. Currently the City of Lancaster has 75 traffic signals and utilizes video image processing and inductance loops for vehicle detection at signalized intersections. Traffic signals in the City are connected by twisted pair cable and are centrally controlled using a Bi Trans QuicNet system from the City s Traffic Operations Center (TOC) located in City Hall. The City has plans to upgrade their communications network to include fiber optic cable that will lead to the introduction of CCTV in the city. Another planned project for the City is the upgrade of their existing TOC to a full Traffic Management Center (TMC). Page 7-35

The City of Palmdale also has a Bi Trans central system that monitors the 70 traffic signals located within the City s limits. An additional 20 traffic signals are jointly owned and operated by Caltrans and the City. Existing communications are limited to twisted pair cable. Like the City of Lancaster, the City of Palmdale plans to upgrade their existing communications to fiber optic cable and install CCTV and other ITS elements. A new TMC is also part of the City s Master Plan for signal operations. The City of Santa Clarita currently has 87 traffic signals and uses both video image processing and inductance loops for vehicle detection. Four of the traffic signals are controlled on a central Bi Trans system. Communications to the traffic signals are limited to twisted pair and telephone lines. The City plans to connect an additional 75 percent of their traffic signals to the Bi Trans system in the near future and plans to install conduit for future fiber optic communications. This phase of the project focuses on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the north county along both Interstate 5 and State Route 14. Infrastructure elements include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Specific projects as submitted by the subregional agencies are summarized in Table 7.9. Page 7-36

TABLE 7.9 NORTH LOS ANGELES COUNTY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.11 Caltrans 2.16 Caltrans 2.24 Caltrans LA-5 from RTE 14 to Kern County Rd LA 14 from RTE 5 to Sand Canyon Rd LA 14 from Sand Canyon to Ave. S This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public This project is a portion of Caltrans Will bring the existing 10 year Traffic Improvement Program infrastructure up to current to upgrade and complete the and future technology Freeway Advanced Traffic standards and provide Management System (ATMS) and improved transportation will include such elements as office to management services for field two-way communications, the public freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public M Project Duration Budget 21 months $4.125M M 19 months $2.3M M 16 months $3.265M 2.25 Caltrans ARTERIAL PROJECTS 1 9 LA 14 from Ave. S to Ave D. Advanced City of Transportation Lancaster Communications System (ATCS) City of Santa Clarita Centralized Fiber Optic Signal Interconnect/ CCTV System This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Will provide enhanced communication capability through deployment of fiber optics, microwave, software, etc. Install fiber optic communication network and surveillance along the City's congested regional arterial segments and intersections Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Provide a means of centralizing traffic control, improve signal synch, improve traffic flow. Improve traffic flow and safety, provide an interface with other information systems. M 19 months $4.350M N 12 months $1.7M N 24 months $1.34M Page 7-37

Subregion 2: Arroyo Verdugo Four cities are included in the Arroyo Verdugo region: City of Burbank, City of Glendale, City of La Canada-Flintridge and City of Pasadena. The City of Burbank operates and maintains approximately 170 traffic signals that are centrally controlled using a Bi Trans QuicNet system from the City s Traffic Operations Center. At this time all vehicles are detected using inductance loops with the exception of one 5-legged intersection which utilizes video detection. Although the existing communications are limited to twisted pair, the City is working to install fiber optic cable for several purposes including traffic signal interconnect. The City has no other plans to upgrade their existing signal system, however the City of Los Angeles ATSAC has received funding to integrate the City s signals into the ATSAC system. The City of Glendale operates nearly 230 signalized intersections. Only 65 of the City s traffic signals are currently connected to their VMS 330 central system. Vehicle detection is solely inductance loop detectors. Communications between traffic signals are provided using several media including fiber optics, twisted pair, leased phone lines and cellular communications. The City has several plans to upgrade their existing traffic signal system including an upgrade of their existing traffic control center to a TMC that will communicate with both Pasadena and Caltrans/CHP. As part of the TMC integration, field elements such as CMS, CCTV and parking information are envisioned. The City of Pasadena currently has a TMC that monitors real-time traffic information. The City can monitor all 280 traffic signals and has the capability to change the signal from red to green in a matter of seconds through a JHK Series 2000 central control system. Currently the TMC has an intertie with Caltrans/CHP District 7 TMC via dial up modem. Communications to the TMC are provided via microwave, fiber optics, twisted pair, radio and cellular communications. System detectors have been installed in the field every 700 feet for continuous traffic monitoring. Future plans to expand this system include the addition of other City traffic signals onto the central system and integration with the East San Gabriel Valley traffic signal control system. This phase of the project focuses on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the Arroyo Verdugo area along both Interstate 210 and State Route 2. Infrastructure elements include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Specific projects as submitted by the subregional agencies are summarized in Table 7.10. Page 7-38

Funding may also be secured for arterial traffic improvement projects such as the installation of real-time traveler information signs. Information showing speeds, congestion and route guidance could be made available to the traveler. Such projects focus on the main arterials through the subregion. When improvements are complete along the major arterials, then studies may be conducted to determine the potential cost-benefit analysis of expanding such technologies to the other roadways through the subregion. TABLE 7.10 ARROYO VERDUGO ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS This project is a portion of Will bring the existing Caltrans 10 year Traffic infrastructure up to Improvement Program to upgrade current and future & complete the Freeway technology standards Advanced Traffic Management and provide improved 2.13 Caltrans LA 210 from RTE 2 System (ATMS) and will include transportation to RTE 710 such elements as office to field management services two-way communications, for the public freeway surveillance equipment, ramp meters, closed circuit television, highway advisory radio and Vsat satellite Hub 2.19 Caltrans 2.22 Caltrans ARTERIAL PROJECTS 13.5 13.6 Arroyo Verdugo Traffic Forum Arroyo Verdugo Traffic Forum LA 2 from RTE 5 to RTE 210 LA 210 from RTE 5 to RTE 2 Communication Infrastructure Variable Advisory Speed Signs This project is a portion of Will bring the existing Caltrans 10 year Traffic infrastructure up to Improvement Program to upgrade current and future and complete the Urban Freeway technology standards Advanced Traffic Management and provide improved System (ATMS) and will include transportation such elements as office to field management services two-way communications, for the public freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Will bring the existing Caltrans 10 year Traffic infrastructure up to Improvement Program to upgrade current and future and complete the Freeway technology standards Advanced Traffic Management and provide improved System (ATMS) and will include transportation such elements as office to field management services two-way communications, for the public freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Expand communication infrastructure link to existing and future intersection through hardwire or wireless Comm Displaying a variable advisory speed sign with dynamic message capability on Colorado Blvd., San Fernando Rd or Fair Oaks Ave Maximize traffic flow and efficiency in the region during both recurring and nonrecurring congestion. Allows TMC operators to vary traffic speeds in order to optimize signal timing plans and improve progression on Project Duration Budget N 11 months $4.780M N 21 months $4.233M N 21 months $7.269M N 48 months $6.3M L Not Available Not Available Page 7-39

TABLE 7.10 ARROYO VERDUGO ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time high priority corridors. Project Duration Budget 13.7 13.8 13.9 Arroyo Verdugo Traffic Forum Arroyo Verdugo Traffic Forum Arroyo Verdugo Traffic Forum Vehicle Tracking Real-Time Route Guidance Signs Real Time Travel Speed Signs Use probe vehicles to provide a better sense of actual traffic flow through use of different technologies Install electronic signs which show several pre-determined routes in red, yellow and green. The colors indicate level of congestion. Install electronic signs that relay real time average speeds on freeways, freeway HOV lanes, and arterials to traveler Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Maximize traffic flow and efficiency in the region during both recurring and nonrecurring congestion. Allows motorists to make informed decisions whether to continue on the current route or select an alternative route. Provide information to travelers so that they may make informed decisions on route selection. Providing HOV information may also promote car pooling. L M M Not Available Not Available Not Available Not Available Not Available Not Available Subregion 3 East San Gabriel Valley Region The East San Gabriel Valley SOM Pilot Project, currently underway, has already enhanced regional mobility by implementing several interjurisdictional traffic signal improvements and synchronization projects along the I-210 Freeway Corridor. The initial phase of the project will provide the Caltrans District 7 freeway congestion data to the local agencies along with Intranet capabilities. Agencies included in this subregions pilot project are the Cities of Arcadia, Azusa, Baldwin Park, Duarte, Glendora, Irwindale, Monrovia, Pasadena, and San Dimas, as well as the County of Los Angeles Department of Public Works. A key ITS deployment effort in this subregion is the development of a Multijurisdictional Traffic Control System (TCS). This TCS will provide control and monitoring capabilities for the traffic signals. A separate project, the Countywide Architecture will support multijurisdictional coordination and information sharing. The system will have an Open Systems Architecture and will be compatible with systems to be developed by Showcase and other traffic forums. Hence, it will be possible to exchange data between TMCs and monitor traffic conditions throughout the County. Additional components of the pilot project include the development and implementation of a system operations plan, the design and implementation of an information exchange Page 7-40

network required to support the recommended system design, and construction or upgrade of TMCs. Two of the ten cities in the area currently maintain their traffic signals using central control: Arcadia and Pasadena. As part of the East San Gabriel Valley Pilot Project, the JHK Series 2000 will be interfaced to the new TCS and the Arcadia Multisonics 330 system will be replaced with 170 controllers and the new TCS. The project also includes the installation of the field infrastructure necessary to support the TCS and is anticipated to include leased telephone lines, hardwire conduit, and spread spectrum radio. Also included is the hardware necessary to support the system at each affected agency. It is also anticipated that this project will be one of the first deployments of the NTCIP C2C protocol in the nation. Projects proposed by the stakeholders in this deployment plan for the East San Gabriel Valley region focus on the expansion of the existing pilot projects for TSM improvements as well as freeway management integration projects along Interstate 10 to the San Bernardino County Line. The freeway management project will provide the tools necessary to integrate Los Angeles County with San Bernardino County in future regional integration projects. Specific projects as submitted by the subregional agencies are summarized in Table 7.11. Traffic signal integration improvement projects focus on the elements set forth in the East San Gabriel Valley Signal Operations and Maintenance (SOM) Pilot Project, funded by MTA. Future phases of the project will provide additional ITS field elements such as CCTV and HAR, an expansion of the project area, the incorporation of an adaptive control component to the TCS, and a SMART Corridor deployment for the region. Phases III and IV expand on the initial platform set forth in this pilot project as well as work to achieve higher levels of integration. Objectives of the future phases of this project are to provide freeway data to local agencies, tie into Caltrans media interface, and procure local computer works. Another objective of this project is to intertie with Caltrans traffic signals, LA County traffic signals and all traffic signals within the six-city region via an NTCIP compatible common system platform. The FSP proposed project focuses on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the San Gabriel Valley along Interstate 10, Interstate 210 and State Route 57. Infrastructure elements should include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Page 7-41

TABLE 7.11 EAST SAN GABRIEL VALLEY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.5 Caltrans 2.7 Caltrans 2.23 Caltrans ARTERIAL PROJECTS 6 San Gabriel Valley COG 12.11 LACDPW 12.12 LACDPW LA 57 from Orange County line to RTE 210 LA 10 from RTE 605 to San Bernadino County Line LA 30, LA 60 & LA 71 (R1.0/R27; R25.4/R30.5; R0.33/R4.8) Alameda Corridor East San Gabriel Valley Signal Synch Operations and Maintenance Pilot Project Implementation San Gabriel Valley Forum, Phase III & IV This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Railroad signaling together with train detection and prediction information to interface with existing ITS to improve safety and mobility. Uses elements of ITS to improve mobility and congestion. Continuation of project. 13.11 by implementing a multi-jurisdictional signal system on regional arterials. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Project Duration Budget N 20 months $4.775M N 24 months $6.921M M 18 months $3.2M Reduce congestion and delays from rail traffic. N 60 months $31M Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. N 60 months $10M N - M 60 months $30M Page 7-42

Subregion 4 - Pomona Valley Region The Pomona Valley region has developed a four-tier approach to improving the traffic signal operations for the five cities in the region. Projects in this region have already enhanced regional mobility by implementing several interjurisdictional traffic signal synchronization improvements. The region s projects include traditional traffic signal and intersection improvements, as well as advanced improvements. These include time-based signal synchronization and coordination, transit priority treatment, computerized traffic control and monitoring, an areawide surveillance system, an advanced communication system, and a freeway-arterial coordination system. As part of the initial phase of the project, currently underway, the City of Pomona will be implementing a Regional TMC, and the City of Diamond Bar will be installing a local TMC. Additionally, a multijurisdictional TCS for these agencies, complete with information sharing capabilities, will be installed. This phase also includes integration with the Caltrans District 7 TMC via the County of Los Angeles TMC. Lastly, the development and initial deployment of a Fairplex Traffic Management Plan (TMP) is contained in the current phase of the project. The five cities included in the Pomona Valley region include the Cities of Diamond Bar, La Verne, Pomona, San Dimas and Walnut. The City of Diamond Bar operates 34 traffic signals using inductance loops for vehicle detection. The signals are neither interconnected nor centrally controlled. With even fewer traffic signals, the City of La Verne operates 12 traffic signals. Vehicle detection in La Verne is also dependent upon inductance loops only. The City of La Verne has neither a central control system nor communications between signalized intersections. The City of La Verne plans to upgrade their existing traffic controllers as well as implement future ITS field elements such as CCTV, HAR and CMS as part of the Traffic Forum plan. The City of Pomona operates the greatest number of traffic signals in the region with 138, of which 68 are centrally controlled using a Bi Trans QuicNet system. Communications are primarily made via twisted pair with one dial-up location and two wireless locations. Vehicle detection is made using inductance loops. At this time the City has no plans to upgrade their system. The City of Walnut does not operate any of their own traffic signals. Although there are 23 traffic signals within the City boundaries, all are maintained and operated by Los Angeles County Department of Public Works. Vehicle detection at these intersections is provided by inductance loops. The traffic signals are neither interconnected nor connected to a central system. Planned improvements to the City s system include potential field elements included in the Pomona Valley Traffic Forum. Specific projects as submitted by the subregional agencies are summarized in Table 7.12 and include one Caltrans fiber optic project and future phases of the LADPW Pomona Valley Traffic Forum Signal Synchronization Project. Future phases of this Page 7-43

project will include additional traffic signal synchronization improvements, further deployment of the Fairplex TMP, incorporation into the TCS and installation of workstations for the Cities of La Verne and Walnut. In the future, ITS field elements such as CCTV and HAR will also be installed and the TCS will be expanded to include other areas. Ultimately, a SMART Corridor is envisioned to be deployed for the region. The Caltrans project provides for the installation of fiber optic cable along Interstate 10 and Interstate 210. The fiber optic backbone will be necessary to support a fully integrated freeway management system and traffic management center through the Pomona Valley Subregion. Additional infrastructure elements that may also be considered for deployment throughout the subregion include, but are not limited to, CCTV surveillance equipment, highway advisory radio and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. TABLE 7.12 POMONA VALLEY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.34 Caltrans ARTERIAL PROJECTS 12.9 LACDPW Mid San Gabriel Valley Interconnect Pomona Valley Signal Synch and Bus Speed Improvement Project Phase II & III This project would install fiber optic cable connecting the Rte 10 Fwy with the Rte 210 Freeway. This installation would provide a redundant communication routing of freeway ATMS as well as expansion and future intertie with local agencies in the area. Increase regional traffic mobility on surface arterials throughout Pomona Valley area of LA County through signal system improvements Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Project Duration Budget N 12 months $1.8M M 48 months $20.38M Subregion 5 - South East Region (Gateway Cities) The Traffic Signal Forum has developed a four year plan that has been funded by the MTA to begin the Transportation Systems Management Improvements for the region. This plan will design and implement multijurisdictional signal system improvements on regional arterials in the Gateway Cities area that include traditional traffic signal and intersection improvements, as well as advanced improvements. These include timebased signal coordination, monitoring, advanced traveler information systems, areawide surveillance systems, advanced communications systems, freeway-arterial coordination Page 7-44

systems, and SMART Corridors. A single subregional TMC will be installed along the I-105 corridor. Coordination will also occur with the Caltrans/CHP TMC via the County of Los Angeles TMC. Twentyseven cities are included in the Gateways region of Los Angeles County: Artesia, Avalon, Bell, Bell Gardens, Bellflower, Cerritos, Commerce, Compton, Cudahy, Downey, Hawaiian Gardens, Huntington Park, La Habra Heights, La Mirada, Lakewood, Long Beach, Lynwood, Maywood, Montebello, Norwalk, Paramount, Pico Rivera, Santa Fe Springs, Signal Hill, South Gate, Vernon and Whittier. The Cities of Artesia, Bell, Bell Gardens, Cerritos, Cudahy, Downey, Huntington Park, La Mirada, Lakewood, Lynwood, Maywood, and Paramount currently do not have their traffic signals interconnected or connected to a central system. In total, these cities own and operate approximately 360 traffic signals. Inductance loop detectors provide vehicle detection at all these signalized intersections. Most of these cities have signal coordination, however the timings are based on WWV time-based coordination. The City of Cudahy, with only 10 traffic signals, does not provide any coordination. The remaining cities have hardwire communications, most of which are limited to twisted pair, leased telephone line or leased T1 lines. Only 3 of the 20 cities (Commerce, Compton and South Gate ) have traffic signals that are centrally controlled. Projects proposed by the stakeholders for the Gateway Cities in this phase of the system integration deployment focus on FSP improvement projects, phases II and II of the Gateway Cities Traffic Signal Corridor Project and an ATMS/ATIS/CVO corridor project. Detailed descriptions of these projects are shown in Table 7.13. As part of Phases II and III of the Traffic Signal Corridor project, an architecture for interconnecting agency traffic systems may be developed and deployed to prepare the subregion for full regional integration to Caltrans and the County of Los Angeles. This project area could allocate funding for this expansion. Phase II and III build upon the initial infrastructure and integration developed for the region and supports any advancements and standardization in ITS technologies. Future phases of the project include additional traffic signal synchronization improvements, the future deployment of the multijurisdictional TCS to include additional intersections and agencies, the deployment of additional ITS field elements such as CCTV and HAR, and SMART Corridor deployments for the region. Additional planned improvements to traffic signals are limited to those outlined in the regional improvement plans. Traffic Signals in the Cities of Downey, La Mirada, Lakewood, Norwalk, Santa Fe Springs, and South Gate are located along the priority corridors designated in the regional improvement plan. As stated previously, the field elements for this improvement plan include CCTV, HAR and CMS. The implementation of these infrastructure will assist in the efficient movement of both people and goods through this Page 7-45

TABLE 7.13 GATEWAY CITIES ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.9 Caltrans 2.12 Caltrans 2.18 Caltrans ARTERIAL PROJECTS 12.5 LACDPW 12.6 LACDPW 14.1 Gateway Cities COG RTE 710 from RTE 105 to RTE 10 RTE 710 from RTE 1 to RTE 105 LA 47 from McArthur Ave to Willow St. Gateway Cities Traffic Signal Corridors Project/Phase II Gateway Cities Traffic Signal Corridors Project/Phase III Advanced Traffic Management, Information and Commercial Vehicle Operations Systems This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Design and implement multi-jurisdictional Improve traffic flow, signal system improv. On regional arterial reduce air emissions, in the Gateway Cities a improve traveler information traveler services, improve traffic signal synch & bus priority system. Add more routes to the system and refining the grid system and its capabilities. Use ITS technology to maximize the operating efficiency of freeways and arterial in the vicinity of the ports of Long Beach and Los Angeles. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Project Duration Budget N 19 months $5.673M N 20 months $4.887M N 16 months $2.310M N 60 months $33M Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synch & bus priority system. L 72 months $54M Improve traffic flow, reduce air emissions, allow ports to accommodate future truck movement. N 60 months $28M Page 7-46

subregion. Implementation of these field elements will be necessary to support a fully integrated CVO and ATMS system. Funding should be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. The FSP proposed projects focus on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the Southeast Los Angeles County along both Interstate 710 and State Route 47. Infrastructure elements should include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Subregion 6 South Bay Region The South Bay Traffic Signal Forum has prepared a 10-year concept plan that identified the agencies needs for TSM improvements. Traffic operational improvements, traffic control centers and SMART Corridors were included in this plan. Also included in the Plan were transit priority treatment, computerized traffic control and monitoring, an advanced traveler information system, areawide surveillance system, advance communication system, and freeway-arterial coordination. Three cities were recommended in this plan to host subregional traffic management centers that would interface with Caltrans/CHP, Los Angeles County and MTA: Gardena, Long Beach, Torrance and City of Los Angeles. The Long Beach site was built as part of Phase I of the South Bay Signal Synchronization and Bus Speed Improvement Project There are 19 cities in the South Bay region which include the Cities of Carson, El Segundo, Gardena, Hawaiian Gardens, Hawthorne, Hermosa Beach, Inglewood, Lawndale, Lomita, Long Beach, Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates, Redondo Beach, Signal Hill and Torrance. Approximately 1,390 signalized intersections are located in the South Bay region. Over 75 percent of those traffic signals are interconnected using twisted pair, leased telephone lines or microwave communications. The Gardena, Hawthorne, Inglewood, Long Beach, Signal Hill and Torrance all have interconnected traffic signals that are centrally controlled. The City of Hermosa Beach has twisted pair communications installed but does not have a central system in place. The remaining seven cities operate the remaining 25 percent of the traffic signals. None of these cities have communications or a central system installed. Most however do coordinate their traffic Page 7-47

signals using time based coordination. Traffic signals in the Cities of Rancho Palos Verdes and Rolling Hills Estates are not interconnected, however they are coordinated using WWV time-based coordination. This phase of the project focuses on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the South Bay region. Since there is minimal freeway access through this subregion, the majority of traffic passes through the subregion on arterial streets. Traffic volumes along most arterials meet or exceed the existing capacity. This subregion has been active in implementing ITS infrastructure and integration projects over the past six years. This phase may also focus on expanding the existing infrastructure and completing the tasks remaining from previous infrastructure and integration projects. Funding could be secured to build and operate the proposed subregional TMC facilities as part of this phase of the project. Funding for the expansion of existing TMCs and the design and deployment of new TMCs will need to be procured before regional integration and subregional integration can occur. It is critical that funding continue to be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Specific projects as submitted by the subregional agencies are summarized in Table 7.14. TABLE 7.14 SOUTH BAY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.21 Caltrans LA 110 from RTE 47 to Carson This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Project Duration Budget Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public L 18 months $1.893M ARTERIAL PROJECTS 12.14 LACDPW South Bay Signal Synch and Bus Speed Improvement Project Phase III Improve traffic mobility through South Bay area by designing and implementing multi-jurisdictional ITS projects Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. N 42 months $9.536M Page 7-48

TABLE 7.14 SOUTH BAY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time South Bay Fine tune traffic signal Improve traffic flow, reduce Signal Synch synchronization implemented in air emissions, improve 12.15 LACDPW and Bus Speed previous phases traveler information traveler Improvement services, improve traffic Project Phase signal synchronization & IV bus priority system. 3 ITS City of Deployment Inglewood Program Traffic Management Center with state of the art equipment, installing CCTV, fiber optics and arterial Changeable Message Signs Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Project Duration Budget L 60 months $22.387M Reduce congestion and delays, improve vehicular and pedestrian safety. Phased 72 months $6M Subregion 7 West San Gabriel Valley Like the Pomona Valley region, the West San Gabriel Traffic Forum has developed a four-tiered approach to Traffic Signal Management (TSM) improvements. Tiers 1 through 3 provide the infrastructure needed to develop an integrated system. Tier 4 pulls together the other tiers to create a SMART Corridor through the application of ITS elements. There are nine cities in the West San Gabriel Valley region including the Cities of Alhambra, El Monte, Montebello, Monterey Park, Rosemead, San Gabriel, San Marino, South Pasadena and Temple City. Approximately 431 signalized intersections are located in this subregion. Of the 431 intersections, 352 are interconnected using hardwire. The remaining signals are coordinated using time-based coordination. For all intersections the only vehicle detection technology in place is inductance loop detectors. Recently, the City of El Monte upgraded their Multisonics controllers to new 170s and has since discontinued using their VMS-220 control system. However, all traffic signals in the City are interconnected using hardwire. Infrastructure projects specified in this phase of the project focus on the installation of the necessary infrastructure to support a fully integrated freeway management system and traffic management center through the San Gabriel Valley along Interstate 10, Interstate 210 and State Route 57. Infrastructure elements include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Specific projects as selected by the subregional agencies are summarized in Table 7.15. Page 7-49

TABLE 7.15 WEST SAN GABRIEL VALLEY ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deploy Time FREEWAY PROJECTS 2.17 Caltrans LA 210 from RTE 605 to RTE 210/57/10 This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. ARTERIAL PROJECTS West San Gabriel Improve mobility and congestion by Valley Signal traffic signal synchronization, Synchronization intersection improvements. designing Operation and and building a communications network 12.16 LACDPW Management and between traffic signals, constructing a Bus Speed new TMC. Improvement Project Phase II 12.17 LACDPW West San Gabriel Valley Signal Synchronization Operation and Management and Bus Speed Improve. Project Phase III Improve traffic mobility by continuing the design and implementation of "Smart Corridors", and fine tuning traffic signal synchronization improvements. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Project Duration Budget N 20 months $5.250M N 48 months $8.572M M 84 months $16.242M Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Subregion 8 Western Region Three cities are located in the Western region: the City of Beverly Hills, City of Culver City, and the City of Santa Monica. There are over 250 traffic signals in the Western region. Currently the City of Beverly Hills has installed fiber optic cable to provide a communication link between the City and the City of Los Angeles. For the majority of the traffic signals, however communications are provided via twisted pair cables. In the City of Santa Monica the traffic signals are also interconnected using twisted pair cable. The Cities of Beverly Hills operates their signals using a TransCore Series 2000 system. Santa Monica operates their traffic signals on their own Econolite Zone Monitor IV central system. The City of Culver City has a total of 97 traffic signals, 34 of which are on-line to LADOT s ATSAC SMART Corridor System connected via twisted pair and fiber optics. The City of Culver City plans to have 77 of its traffic signals connected to this system by the end of 2001. The balance of signals not connected to ATSAC will utilize Multisonic VMS Controllers. Through the Western region runs the Santa Monica Freeway Smart Corridor. The project included the I-10 freeway between the I-5 and I-405 through west Los Angeles. Five parallel arterial streets were also involved including Washington Boulevard, Pico Boulevard, Venice Boulevard, Adams Avenue, and Olympic Boulevard. A series of new field elements including CCTV cameras, HAR, Highway Advisory Telephone (HAT), Page 7-50

CMS signs and detection stations were included in this project. A combination of fiber optic and twisted pair communications connect the Smart Corridor to the ATSAC Center and Caltrans/CHP District 12. Several agencies were involved in this project including the Cities of Los Angeles, Beverly Hills, City of Culver City, and Santa Monica, Caltrans, MTA and California Highway Patrol. Several of the participating agencies in this project indicated their continued support for its expansion, and noted that they felt the effort has established successful interoperations relationships. The Western region of Los Angeles County includes the region surrounding Los Angeles International Airport. Projects in this phase focus on the integration of field elements that will assist travelers through the LAX area. Adaptive signal control will integrate traffic signal control, CCTV information and traveler information systems. This phase of the project may also focus on the installation of the necessary infrastructure to support a fully integrated traffic management center throughout this portion of the subregion. AVL systems for paratransit, transit and commercial vehicles could also be implemented for this subregion around the LAX area to provide more efficient access to the terminals. Infrastructure elements along Interstate 10 could also be upgraded, focusing on those projects implemented as part of the Interstate 10 Smart Corridor. Field element upgrades include, but are not limited to, fiber optic communications, CCTV surveillance equipment and two-way communications for this phase of Project Area 1.0 implementation. It is critical that funding be secured for the implementation of these projects in the early phases of the infrastructure deployment because future regional and system integration projects are dependent upon these elements. The field elements will provide the necessary channels to collect traffic information and disseminate the information to the travelers. Specific projects as submitted by the subregional agencies are summarized in Table 7.16 TABLE 7.16 WESTERN REGION ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.4 Caltrans LA 1, 27 & 101 McClure Tunnel to Trancas Canyon Rd. This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include such elements as office to field twoway communications, highway surveillance equipment and closed circuit television. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public. Project Duration Budget N 20 months $4.451M Page 7-51

2.8 Caltrans ARTERIAL PROJECTS 7.1 7.2 Los Angeles World Airport Los Angeles World Airport TABLE 7.16 WESTERN REGION ATMS SUBREGIONAL INFRASTRUCTURE PROJECTS Santa Monica Frwy CCTV Rehab LAX Adaptive Signal Control System Multi-Modal Advanced Vehicle Location System This project is a portion of Caltrans 10 year Traffic Improvement Program to upgrade and complete the Urban Freeway Advanced Traffic Management System (ATMS) and will include improve office to field two-way communications as well as replacement of antiquated field hardware. Implement adaptive signal control systems, as well as CCTV Implement AVL system in combination with the deployment of a mapping system to provide information on the commercial vehicles accessing the Central Terminal area, as well as manage the demand at peak times of the day or week. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public 7.4.2 Project 1.2 - ATMS System Integration N 12 months $850K Improve traffic flow, reduce travel demand in the area, N 18 months $2.6M Improve traffic flow, manage commercial vehicles on the regional roadway network and Central Terminal area. M 18 months $4M Description: As the infrastructure provided the backbone for the system integration, system integration projects will be designed to provide the necessary backbone for future regional integration. Integration of field elements into a central system at the City or subregional level may be considered system integration. In this phase of the project the elements of the base infrastructure elements could be pulled together and operate as a system. System Integration projects considered in this project include integration of traffic signal systems between two adjacent cities, the intertie between a City TMC and a subregional TMC and the integration of two subregional TMCs. All integration activities contained within the defined subregions are considered system integration. System integration projects focus on integrating the field elements at the subregional level. As all the subregions are at varying levels of implementation of ITS technology, projects focus on the individual needs in order to bring all subregions to the same level of integration. There are several types of regional and subregional system integration projects that may be considered for full deployment of ITS technologies. Typical System Integration Projects include, but are not limited to: Page 7-52

Smart Corridors The objective of a Smart Corridor is to increase the mobility of people and goods by fully utilizing the existing freeway and arterial capacities during recurring and nonrecurring congestion. The Smart Corridor system receives information from the regional TMC s and calculates the appropriate response based on traffic conditions in the corridor. This project area integrates the field elements from the infrastructure phase of this project at both the freeway and arterial level. Real-time freeway and arterial data could be used to create incident response plans at the regional TMC that will be able to disseminate accurate information to the public about traffic conditions and alternative routes. Within the Showcase Architecture, discussed in Section 6.0, systems use a translator called a seed to speak a common language. Some projects may develop their own seeds to participate in the Showcase network, while others may combine the seed function into a single system. For example, IMAJINE will serve as the seed for several systems along a single Smart Corridor. Signal System Integration Connecting field elements such as CCTV, traffic signal controllers and CMS with the TMC is a typical system integration project. Integrating these individual elements into a central control state will provide an agency with the ability to monitor changing traffic conditions and adjust signal timing plans or provide information regarding alternate routes to travelers. Signal System Integration projects may involve multiple agencies that aim to communicate with a subregional TMC. Several Traffic Signal Forums have already begun the multijurisdictional coordination process and have included plans to install additional field equipment and communications systems to integrate their traffic signals and incorporate additional ITS elements. Objectives: The general objective of system integration projects is to bring together all of the infrastructure elements and integrate them into a common operating system. The specific objectives are as follows: Identify, design and implement Smart Corridors. Integrate all field elements along specific corridors to help manage traffic on both freeways and arterial streets and across jurisdictional boundaries. Provide subregional TMCs access to other jurisdictions through an interagency inter-tie. Develop a hierarchy of control and method for sharing traffic and incident information between jurisdictions within the same subregion. Select a common communications standard between agencies to improve the ability of the incident response team to operate. Provide regional and subregional agencies with the option to connect with each other through the Showcase network. Current Conditions: Like infrastructure projects, system integration projects have been broken down into regional and subregional categories. This breakdown should aid in clearly defining the needs of each of the regions and provide direction that is more specific to each of the subregional needs. As stated previously, regional agencies include MTA, Caltrans, Page 7-53

County of Los Angeles, and County of Ventura. All other agencies have been grouped according to the Traffic Forums as defined by the Los Angeles County Metropolitan Transportation Authority. Projects: Like the infrastructure projects, system integration projects could be deployed at the regional and subregional level. Using the same breakdown of the Los Angeles County Traffic Signal Subgroups, projects specified by the subregional agencies will be discussed in the following sections. Table 7.17 summarizes the implementation timeframe for the regional projects and Table 7.18 summarizes the subregional projects. TABLE 7.17 REGIONAL ATMS SYSTEM INTEGRATION IMPLEMENTATION TIME FRAME Implementation Time Frame Year Cost CALTRANS 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Field Element Integration to TMC $2M Fiber Network Management $1.5M Medium Term Projects (5-10 years) Regional Smart Corridor $24M LOS ANGELES COUNTY Near Term Projects (0-10 years) Smart Corridor Feasibility Study $498K Medium Term Projects (5-10 years) Maintenance Management System $1.85M I-105 Smart Corridor $15.8M LOS ANGELES COUNTY MTA Near-Term Projects (0-5 years) Common EM Radio System $12M TOTAL $57.65M Page 7-54

TABLE 7.18 SUBREGIONAL ATMS SYSTEM INTEGRATION IMPLEMENTATION TIME FRAME Implementation Time Frame Year Cost CITY OF LOS ANGELES 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) ATSAC Integration Projects $125.3M (Coliseum 2, Huntington Drive,Platt Ranch, Eagle Rock, San Diego Freeway Phase 2, Northeast Valley, Slauson-Florence Phases 1&2, Mid-Valley, Harbor-Gateway Phases 1&2, Los Angeles Harbor, 118 Freeway, North Hollywood, Reseda-Canoga, Valley, Sunset) Medium-Term Projects (5-10 years) $2.5M West San Fernando Valley ATSAC Integration Project ARROYO VERDUGO Near-Term Projects (0-5 years) Traffic Signal Coordination $4.0M Medium Term Projects (5-10 years) Incident Management $4.7M EAST SAN GABRIEL VALLEY Medium-Term Projects (5-10 years) Multi-jurisdictional Signal System $30.0M POMONA VALLEY Medium-Term Projects (5-10 years) Signal Synch Project Phases $20.38M GATEWAY CITIES Near-Term Projects (0-5 years) Multi-jurisdictional Signal Synch Project (P2) $33.0M Long-Term Projects (10+ years) Multi-jurisdictional Signal Synch Project (P3) $54.0M SOUTH BAY Near-Term Projects (0-5 years) Multi-jurisdictional Signal Synch Project (P3) $9.54M Long-Term Projects (10+ years) Multi-jurisdictional Signal Synch Project (P4) $22.39M WEST SAN GABRIEL VALLEY Near-Term Projects (0-5 years) Multi-jurisdictional Signal Synch Project (P3) $10.M Medium-Term Projects (5-10 years) Multi-jurisdictional Signal Synch Project (P4) $7.9M TOTAL $323.71M 7.4.2.1 ATMS Regional System Integration Projects Caltrans Caltrans currently shares a TMC with the CHP in Downtown Los Angeles. This project should expand upon the existing system integration as new field elements are installed. Existing infrastructure may need to be upgraded to meet current and future standards Page 7-55

leading to improved transportation management services to the public. It is envisioned that the IMAJINE project will provide a foundation for many of the software capabilities need to begin integration at a regional level. In addition, it is envisioned that the Caltrans/CHP TMC will both receive and provide useful information to/from IMAJINE. Regional SMART Corridor projects are also typical system integration projects and should be considered. The functional element of this project area could collect real-time congestion and incident information. Regional TMCs may compile the information and calculate the appropriate response based on traffic conditions in the corridor and disseminate the proposed plans to the subregional TMCs. The response plans may then be activated regionally and subregionally and disseminated to the traveler as quickly and efficiently as possible. Several Caltrans projects were recommended in ATMS Infrastructure project area. In order to develop a fully integrated regional system, field elements will need to be integrated at the subregional level. A SMART corridor would integrate the field elements with the TMC operations to provide real time information to both the traffic engineers and to the traveler. Funding may be procured to support additional SMART Corridors along several Los Angeles and Ventura County freeways. However, integration cannot begin until all field elements such as CCTV, communications and ramp meters have been installed. The phasing of these projects may be dependent upon the completion of such projects. A list of Caltrans projects is shown in Table 7.19. TABLE 7.19 CALTRANS ATMS REGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.31 Caltrans 2.35 Caltrans System Consolidation/ Integration Regional Smart Corridor To provide system integration as well as the continuing application and development of State Traffic Operation Systems standards as new field elements are installed. This project will apply SMART Corridor technologies to various identified freeway & arterial corridors. SMART technologies will include such elements as office to field two-way communications, freeway surveillance equipment, ramp meters, closed circuit television and highway advisory radio. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Will bring the existing infrastructure up to current and future technology stds and provide improved transportation management services for the public Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public as well as improved inter-agency coordination. Project Duration Budget N 24 months $2M M 72 months $24M Page 7-56

Los Angeles County Currently the County does not operate a Traffic Management Center. Future infrastructure plans for the region include the development of a regional TMC along with development of an intertie between other regional TMCs including LACMTA and Caltrans. Subregional TMCs will also share information with the new Los Angeles County TMC. Projects in this phase, as shown in Table 7.20, include a multi-modal capacity enhancement project along the I-5 freeway corridor for the two-county region (utilizing the Smart Street concept) and the I-105 Smart Street Corridor projects. Both projects will improve traffic flow and reduce air emissions by decreasing the number of starts and stops, and through a decrease in travel time. Additional benefits to Smart Street projects include the improvement of traveler information services and signal synchronization. Bus speed improvements through the use of improved signal synchronization and possibly bus priority technologies are other key elements of the SMART Street concept. TABLE 7.20 CALTRANS ATMS REGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time ARTERIAL PROJECTS 12.3 LA County 12.7 LACDPW 12.8 LACDPW County of LADPW Maintenance Management System ITS Enhancement I-5 Corridor Multi- Modal Capacity Enhancement Inter-County Arterial Highway Smart Street Feasibility Study Imperial Highway and Rosecrans Ave/Interstate 105 Smart Corridor Allows for immediate retrieval of inventory databases and maintenance from a Department wide system. Will allow more funds to be allocated for new or current ITS projects by maximizing effectiveness of operation and maintenance funds to help prevent the degradation of the current highway network This study is to Improve traffic flow, reduce comprehensively address air emissions, improve the infrastructure needs to traveler information traveler improve mobility and air services, improve traffic quality of the bi-county subregion bus priority signal synchronization & system. Optimize operation of Imperial Highway, Rosecrans Ave, Los & LAX by Smart Corridor elements for this area through use of ITS Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Project Duration Budget M 18 months $1.85M N 12 months $498K M 60 months $15.8M Los Angeles County Metropolitan Transportation Authority ATMS elements maintained by the LACMTA include the freeway service patrol and call boxes along County freeways. Future system integration projects in the ATMS project area should consider focusing on the integration of all communications systems within Los Angeles County for the Emergency Response System. Funding for this project Page 7-57

area focuses on the development of a common radio communication system for all Los Angeles Agencies. The expected duration for this project is approximately one year and is estimated to cost $12 million, as listed in Table 7.21 below. TABLE 7.21 LACMTA ATMS REGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 5.7.8 LACMTA LA County Emergency Management Radio Communication System Develop a common communication system amongst all Los Angeles Agencies. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Project Duration Budget N 12 months $12M 7.4.2.2 ATMS Subregional System Integration Projects City of Los Angeles As stated previously, the City of Los Angeles is on the cutting edge of technology in traffic signal operations. In addition to being advanced in their infrastructure development, the Department of Transportation (LADOT) has developed and deployed an Automated Traffic Surveillance and Control System (ATSAC) over the past 11 years that integrates the traffic signals and field elements into a central system. Currently over 2000 of the 4219 signalized intersections are included on the ATSAC system and are controlled by Type 170 controllers. Projects in this phase, as summarized in Table 7.22, focus on the expansion of the ATSAC system into other regions of Los Angeles County. Funds may be procured to meet the City s goal of having all 4,219 traffic signals on-line by the end of the decade. Each project listed in the following table focuses on a specific region that the City intends to integrate as a whole. This phase may also provide funding to the City to continuously upgrade and expand the existing facility. Page 7-58

TABLE 7.22 CITY OF LOS ANGELES ATMS SUBREGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.33 Caltrans 15.1 LADOT West San Fernando Valley ATSAC Intertie 118 Freeway Corridor ATSAC System 15.5 LADOT San Diego Freeway Corridor- Phase 2 ATSAC System ARTERIAL PROJECTS 15.2 LADOT 15.3 LADOT 15.4 LADOT 15.6 LADOT 15.7 LADOT Northeast Valley Corridor ATSAC System North Hollywood Corridor ATSAC System Los Angeles Harbor ATSAC System Coliseum 2 ATSAC System Reseda - Canoga ATSAC System This project would install fiber optic cable connecting the Ventura Fwy with the Simi Valley Freeway. This installation would provide a redundant communication routing of freeway ATMS as well as expansion and intertie with the City of Los Angeles ATSAC System in the west San Fernando Valley. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Provide ATSAC control of all Improve traffic flow, signalized intersections within the reduce air emissions. project limits to aid motorists. Use available ITS technology to manage traffic accessing the Vincent Thomas Bridge and provide optimal route information for trucks accessing the Port of LA. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Project Duration Budget M 12 months $2.5M N 34 months $9.219M N 30 months $5.319M N 34 months $8.793M N 36 months $12.198M N 34 months $5.755M N 27 months $5.176M N 38 months $14.955M Page 7-59

TABLE 7.22 CITY OF LOS ANGELES ATMS SUBREGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time 15.8 LADOT Provide ATSAC control of all Improve traffic flow, Slausonsignalized intersections within the reduce air emissions. Florence project limits for the purpose of Phase 1 improving the level of service to ATSAC affected motorist and reducing air System pollution to the general public. 15.9 LADOT 15.10 LADOT 15.11 LADOT 15.12 LADOT 15.13 LADOT 15.14 LADOT 15.15 LADOT 15.16 LADOT Harbor Gateway Phase 1 ATSAC System Harbor Gateway Phase 2 ATSAC System Mid Valley ATSAC System Huntington Drive ATSAC System Slauson- Florence Phase 2 ATSAC System Eagle Rock ATSAC System Sunset ATSAC System Platt Ranch ATSAC System Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Provide ATSAC control of all signalized intersections within the project limits for the purpose of improving the level of service to affected motorist and reducing air pollution to the general public. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Improve traffic flow, reduce air emissions. Project Duration Budget N 34 months $10.287M N 34 months $9.315M N 34 months $6.238M N 34 months $6.238M N 28 months $6.155M N 34 months $9.315M N 30 months $6.441M N 19 months $3.873M N 29 months $6.034M Page 7-60

Subregion 2 - Arroyo Verdugo The Arroyo Verdugo Traffic Forum is in the initial stage of preparing plans for development of integrated ITS in the subregion. ATMS projects selected in the subregion should consider focusing on developing the basic elements first and expanding to a more integrated and complex system. Funding for this phase of the project may be allocated to provide for improved multijurisdictional traffic signal coordination and improved incident management. Specific projects are summarized in Table 7.23 below. Multi-jurisdictional traffic signal coordination projects have been proven to increase the overall efficiency of traffic flow across city boundaries. The goal of such projects is to provide seamless transitions for the traveler between jurisdictions. The integration of field elements will be key to an operational incident management system. Using the information provided by the field elements, traffic conditions can be managed from the Traffic Management Center to better utilize all available routes during an incident. TABLE 7.23 ARROYO VERDUGO ATMS SUBREGIONAL SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time ARTERIAL PROJECTS 13.1 13.2 Arroyo Verdugo Traffic Forum Arroyo Verdugo Traffic Forum Traffic Signal Coordination Incident Management Monitor and manage traffic conditions within the Arroyo Verdugo subregion through application of advanced technology to increase the capacity of the traffic system. Monitoring and applying incident management techniques to the traffic system so that incidents can be identified, responded and cleared more quickly. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Maximize traffic flow and efficiency in the region during both recurring and non-recurring congestion. Incident management and the application of advanced technology (hardware) will provide a means of clearing incidents and managing traffic demand so that the capacity of the system, as a whole, is more efficiently utilized. Project Duration Budget N 36 months $4.0M M 48 months $4.7M Subregion 3 East San Gabriel Valley The primary objective of the East San Gabriel Valley Signal Operations and Maintenance project is the development of a multijurisdictional TCS that would establish a Countywide system architecture for use by all regions. This TCS will provide multijurisdictional coordination, monitoring and control and once developed, it will be able to be deployed Countywide. The system will have an Open Systems Architecture and will be compatible with systems to be developed by Showcase and other traffic forums. Hence, it will be possible to exchange data between TMCs and monitor traffic conditions throughout the County. Page 7-61

Future traffic signal integration improvements should focus on the elements set forth in the East San Gabriel Valley Signal Operations and Maintenance (SOM) Pilot Project, funded by MTA. Future phases of the project should integrate the various field elements, and develop a SMART Corridor deployment plan for the region. Phases III and IV of the SOM project were proposed by the stakeholders as part of the call for projects for this plan, and are summarized in Table 7.11 in the ATMS Subregional Infrastructure section of this plan. These phases focus on expanding on the initial platform set forth in this pilot project as well as work to achieve higher levels of integration. Systems integration objectives include providing freeway data to local agencies, tying into the Caltrans media interface, and procuring local computer works. Another objective of this project is to intertie with Caltrans traffic signals, LA County traffic signals and all traffic signals within the six city region via an NTCIP compatible common system platform. Subregion 4 Pomona Valley As stated in the infrastructure section of this plan, the Pomona Valley Traffic Signal Forum has implemented several interjurisdictional traffic signal synchronization improvement projects. Future projects should focus on the integration of local TMCs, developed as part of the infrastructure phase. Integration of field elements with the local TMCs, integration of traffic management centers and development of subregional SMART corridors are key element of the system integration phase of the ATMS project area for the Pomona Valley. Details of the future phases of the Traffic Signal Forums signal synchronization projects are outlined in Table 7.12 in the ATMS Subregional Infrastructure section of this plan. Funding should be sought to expand upon the systems integration phase of the TSM Improvement Plan Phases II and III of the Pomona Valley Signal Synchronization and Bus Speed Improvement Project. Integration of new field element into the regional TMC, upgrading existing equipment to meet the standard and future requirements for integration and expanding the system to reach all areas of the subregion are key elements of this project area. Subregion 5 Southeast Los Angeles County (Gateway Cities) As stated in the infrastructure section of this plan, the Traffic Signal Forum has developed a four year plan that has been funded by the MTA to begin the Transportation Systems Management Improvements for the region. Projects proposed by the stakeholders for the Gateway Cities in this phase of the system integration deployment focus on the expansion of existing integration projects. An architecture for interconnecting the subregional TMCs may be developed and deployed to prepare the subregion for full regional integration to Caltrans and the County of Los Angeles. This project area could allocate funding for this expansion. Phase II and Phase III build upon the initial infrastructure and integration developed for the region and support any advancements and standardization in ITS technologies. Page 7-62

Future phases of the project include additional traffic signal synchronization improvements, the future deployment of the multijurisdictional TCS to include additional intersections and agencies, the deployment of additional ITS field elements such as CCTV and HAR, and SMART Corridor deployments for the region. Detail descriptions of the future phases of the signal synchronization project are outlined in Table 7.13 located in the ATMS Subregional Infrastructure section of this report. Subregion 6 - South Bay As stated in the infrastructure section of this plan, the South Bay Traffic Signal Forum has prepared a 10-year concept plan that identified the agencies needs for TSM improvements. System integration in this phase of the project focuses on expanding upon the existing plan and may include intertie between subregional TMCs, communications between field elements and local TMCs and the design of subregional SMART corridors. Funding should be secured to continue the development of ITS integration throughout the subregion. Future phases of the project will include additional traffic signal synchronization improvements, the further deployment of the multijurisdictional TCS to include additional intersections and agencies, the deployment of additional ITS field elements such as CCTV and HAR, and SMART Corridor deployments for the region. Phase III of the South Bay Signal Synchronization project will focus on the final integration and implementation of multi-jurisdictional ITS project in order to improve traffic operations in the subregion. Phase IV will fine tune the traffic signal synchronization implemented in Phases I through III. Detailed descriptions of Phase III and Phase IV are provided in Table 7.14 in the ATMS Subregional Infrastructure section of this report. Subregion 7 - West San Gabriel Valley Tier 4 of the West San Gabriel Valley TSM plan recommends the integration of the infrastructure field elements to create a SMART Corridor. As part of the first tier of the project, currently underway, a multijurisdictional TCS for the affected agencies will be installed, complete with information sharing capabilities. This will provide the foundation for integrating the various elements and the interface for integration with the Caltrans District 7 TMC via the County of Los Angeles TMC. Future phases of the project will include the further deployment of the multijurisdictional TCS to include additional intersections and agencies, the deployment of additional ITS field elements such as CCTV and HAR, and SMART Corridor deployment for the region. This phase of the project should consider expanding upon the existing plan, infrastructure and integration projects. Phase II of the West San Gabriel Valley Signal Synchronization Operations and Management and Bus Speed Improvement Project may emphasize the integration of the proposed field elements with the new Traffic Management Center. Traffic operations improvements may include multi-jurisdictional signal coordination plans and seamless communications. Upon the completion of Page 7-63

Phase II, the next phase of the West San Gabriel Valley Signal Synchronization Operations and Management and Bus Speed Improvement Project should begin. Phase III should consider focusing on expanding upon work completed in Phase I and Phase II by fine-tuning the traffic signal synchronization and bus speed improvement strategies. Table 7.15 summarizes the details of these future phases. This table is located in the ATMS Subregional Infrastructure section of this report. Smart Corridors that integrate all field elements may be identified and implemented to help reduce traffic congestion and better utilize the existing transportation system. Subregion 8 Western Region The Santa Monica Smart Corridor is the only ITS integration project currently implemented in the Western region of Los Angeles County. Operational testing began in 1996 along this 14-mile stretch of the I-10 freeway through west Los Angles. Several agencies were involved in the implementation of this Smart Corridor including the City of Los Angeles, Caltrans, County of Los Angeles and CHP. Local agency involvement included the cities of Culver City, Santa Monica and Beverly Hills. The system architecture is not based on a replacement of the existing system, but rather incorporates the existing Caltrans and ATSAC system into a single system with the added components of new ITS elements. The computer system consists of nine PC-based workstations located at each of the six participating agencies. The backbone SunSPARC Stations are located at the Caltrans/CHP District 7 TMC and at LADOT ATSAC Center. Several traffic management strategies have been developed and are stored in a central database. Expert system software selects the most appropriate strategy and presents it to the Smart Corridor operators prior to implementation. 7.4.3 Project 1.3 - ATMS Regional Integration Description: The ultimate level of integration of the ATMS project area is the regional integration of the subregional system. It is critical that a base infrastructure and a minimum level of city system integration occur before regional integration can begin. Regional integration consumes projects that pull together the elements for all the subregions and creates a fully integrated regional system. The subregional intertie, integration of City/Subregional Signal Systems with any of the regional systems or the sharing of information between two regional TMCs such as Caltrans and County of Los Angeles are all considered Regional Integration Projects. Figure 7-3 illustrates the relationship between the ATMS infrastructure, system integration and regional integration projects. Page 7-64

Table 7.24 summarizes the implementation time frame for the deployment of the regional integration projects. The implementation time frame is based on the information provided by the agencies in response to the call for projects. All projects are assumed to begin in year one and continue through the specified duration. All projects are included as either an element of one general category, such as freeway management projects or as an individual project, such as a system-to-system interface project. At the regional integration level, most projects are listed individually due to the specific nature of the projects. TABLE 7.24 ATMS REGIONAL INTEGRATION IMPLEMENTATION TIME FRAME Implementation Time Frame Year 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Interagency ATMS Traffic Signal Interface $ 1.5M Collocation of CHP/Caltrans TMC $30.5M Intersubregional Signal Synch Project $ 3.6M Medium Term Projects (5-10 years) City/County of LA TMC Integration $ 2.0M FSP System-to-System Interface $ 1.5M Long-Term Projects (10+ years) Integration of LAX AVL System $ 850K TOTAL $39.95M Cost Objectives: In general the objective of the regional integration projects is to provide an open line of communication and data sharing between regional and subregional agencies. The specific objectives of this phase of the project are as follows: Provide inter-tie between regional and subregional TMCs as well as between the multiple regional TMCs to allow data sharing across the two county area. Develop an architecture for data sharing and control between the various agencies and TMCs. Integrate the various incident management teams. As part of the Priority Corridor Compliance, all information systems may be fully integrated in order to provide more efficient incident management response capabilities. Current Conditions: The majority of the subregional and regional agencies have not begun regional integration at this time. Caltrans and LADOT have begun integrating their systems. As the MTA, Los Angeles County and Ventura County TMCs become operational, the integration of the systems with the other regional agencies should be considered. Page 7-66

Projects: Projects submitted for regional integration in the two-county study area are summarized in Table 7.25. Regional projects may focus on integrating the subregional traffic signal systems into the regional systems such as Caltrans, County of Los Angeles and County of Ventura. Integration of local traffic signals with the Los Angeles ATSAC system as well as the integration of the County of Los Angeles TMC with the ATSAC system are both near term integration projects that are estimated to be completed in the first five years of this phase of ATMS development. Both the local intersections and the Los Angeles County TMC will need to be fully developed through the necessary infrastructure improvements before any subregional or regional integration can begin. Collocating Caltrans and CHP to form the LARTMC will be a key element to the development of a regionally integrated system. The system will be co-managed by Caltrans and CHP. Funding should be secured for the development of this system. The system will be co-managed by Los Angeles and Ventura Counties and will distribute regional information to each of the subregional TMCs. As part of the Western region infrastructure project several field elements may be installed in the vicinity of the Los Angeles International Airport (LAX). The focus of regional integration could be to tie the field element (AVL, CCTV and adaptive signal control) together to work with the freeway management system and traffic signal system of the subregion and region. Transit operations, commercial vehicle operations as well as taxi cabs, shuttles and passenger vehicles could be managed from a central system with information pertaining to the operations of the LAX area available to Caltrans and to the surrounding subregions. Page 7-67

TABLE 7.25 ATMS REGIONAL INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment Time FREEWAY PROJECTS 2.1 Caltrans 2.32 Caltrans ARTERIAL PROJECTS 5.7.10 LACMTA 7.3 Los Angeles World Airport 12.1 LACDPW 14.2 Gateway Cities COG Caltrans/CHP Collocated TMC Building Signal Synchronization with Local Agencies FSP/SAFE/MIR Regional System-to- System Interface (Priority Corridor Compliance) Integration of LAX AVL System to Network County and City of LA Traffic Control System Integration Inter-Subregional Arterial Traffic Operation Improvements Construction of a fully co-located Caltrans/CHP Los Angeles Regional Transportation Management Center (LARTMC) To define and develop ATMS interface with arterial traffic signals maintained by local agencies. Interface FIRST, SAFE MIR and all other FSP systems into the Priority Corridor Network. Balance, integrate and coordinate different transportation modes, facilities and information sources so that the transportation systems works and responds as a unified system. Integrating the County's new Traffic Management System with LADOT's ATSAC Will provide co-managed critical transportation management services for the public in the Los Angeles and Ventura counties. Will bring the existing infrastructure up to current and future technology standards and provide improved transportation management services for the public Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Improve traffic flow, coordinate with various agencies to better manage the traffic and multiple modes of transportation. Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve traffic signal synchronization & bus priority system. Compare and contrast Improve traffic flow, reduce air the implemented, and emissions. yet to be implemented strategies along the arterial corridors in the juncture of the South Bay and Gateway Cities areas' common boundary to identify where further improvements and adjustments should be made. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Project Duration Budget N 36 months $30.5M N 12 months $1.5M M 12 months $1.5M L 18 months $1.5M M 18 months $2.0M N 27 months $3.6M Page 7-68

7.5 PROJECT AREA 2.0 ADVANCED PUBLIC TRANSIT SYSTEMS This project area integrates the status and schedule of systems operated by the regional and local transit agencies for use by the public within LA/Ventura region. It also provides dynamic capabilities to manage and ensure connections between routes and modes and will enhance the individual capabilities of the transit management systems throughout the region. The focus of this project area will be in four main categories: Smart Traveler Technologies Providing basic user information to transit users before they make decisions on how to make a particular trip Smart Vehicle Technologies Integration of various vehicle-based technologies to improve vehicle and fleet planning, scheduling and operations Smart Intermodal Systems Goal is to create a multi-modal transportation network to optimize the transportation system as a whole. Safety and Operation Enhancement Strategies Monitor and maintain system for improving overall safety and operations of existing transit equipment including driver training, safety monitoring and maintenance databases. The goal of this project area is to guide all major transit agencies in the region to develop or plan for the development of an advanced vehicle management system in at least one of the above categories. Such a system would incorporate vehicle location, schedule adherence and communications systems. Expansion of one of the basic advanced vehicle management system categories would be the integration of different operating systems and progress toward providing real-time information regarding transit operations. A regionally integrated system will provide transit users and operators with complete information about schedules, routes and status of the transit information throughout the two-county region. Information developed and processed by this system would be processed and made available to the operators through a vehicle management system. Transit users would be provided the information through distribution elements defined in this project area and supported by elements defined in other program areas such as ATIS through kiosks, telephone and the Internet. Much like the ATMS project area, the APTS project area is broken down into three levels of development to ensure a complete and workable system: Infrastructure, System Integration and Regional Integration. Figure 7-4 illustrates the breakdown of APTS project area into these classifications. There are several transit service providers in the LA/Ventura region. Listed in Figure 7-4 under the infrastructure heading are some of the major service providers within the region. Page 7-69

A minimum of one major public transportation service provider for each of the subregions and regions are listed on this figure. These transit providers typically maintain the largest fleet in their subregion and should be considered leaders in the deployment of APTS technologies. All transit service providers however may want to consider implementing infrastructure type elements including AVL, AFC and on-board security systems in the infrastructure phase of the APTS deployment. Such elements must be implemented at the service provider and subregional level. Once key infrastructure elements are implemented by the major and local transit service providers, then system integration at the subregional level can occur. The implementation of a common fare collection system such as Smart Cards can be the initial link between providers. After system integration occurs at the subregional level, then the region may want to focus on larger, regional projects that will link all service providers together. Countywide Smart Cards and regional projects such as IMAJINE are examples of integration projects to be implemented at the regional level. A small number of transit service providers submitted projects for the APTS deployment. All service providers may wish to develop projects to help keep their system in synch with the rest of the region. Examples of general projects are included in the following paragraphs. In general, infrastructure for the APTS project area include elements such as Automated Vehicle Location equipment, Internet web pages, and Automated Fare Collection Devices (Smart Card) and Passenger Counting. Infrastructure projects may be defined for individual transit providers and may be compatible with other service providers throughout the LA/Ventura region. System integration projects will enhance the initial infrastructure. Transit Management systems can monitor the real-time operations of an individual transit system. Transit systems include both commuter rail and bus for each regional and local transit agency. Database management, schedule adherence monitoring and bus priority projects are included as system integration projects. The integration of two main categories such as Smart Traveler and Smart Vehicle would be included in system integration projects. MTA s Bus Priority Pilot Project seeks to enhance transit service through decreased traffic delay. This project may serve as a useful model for many parts of the LA/Ventura region that have yet to decide on their approach to bus priority and their desired level of integration between transit and traffic systems. On the regional level, integration projects should consider integrating the individual systems and provide information regarding transit performance to the entire LA/Ventura region. Projects such as IMAJINE that incorporate all elements of transit management systems are an excellent example of regional integration. The relationship between infrastructure projects, systems integration and regional integration along with the components of each of these phases of deployment are illustrated in Figure 7-5. Page 7-71

7.5.1 Project 2.1 - APTS Infrastructure Description: Infrastructure projects provide the necessary backbone for future system integration. The development of integrated systems for the local and regional transit agencies depend upon the basic infrastructure elements including communications, surveillance and monitoring capabilities. In addition, this project type should define the architecture for future systems integration. Each transit agency is at a different level of implementation of ITS technologies. It is not advantageous to focus on the needs of each of the transit agencies independently, thereby ignoring agencies for which projects were not submitted in the call for projects. Though the projects are general and can be applied to all transit agencies, some may be better suited for certain transit agencies. Each agency may wish to consider only those projects that best suit their needs. The goal of this project area is to provide all transit service providers with the necessary base infrastructure needed for both system and regional integration. Agencies must reach the same level of infrastructure, within a given subregion, before the subregion is able to move forward with integration projects. Table 7.26 summarizes the APTS infrastructure implementation time frame as specified by the local and regional transit agencies in the call for projects. TABLE 7.26 APTS INFRASTRUCTURE IMPLEMENTATION TIME FRAME Implementation Time Frame (Year) Cost 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) GIS Database for SCRRA $205K GPS/GIS Database for MTA $1.33M GPS System for Metrolink Trains $2.34M Rail Incident Management System $1.0M Automated Trip Planning $1.86M On-Bus Video Security System $2.03M Automated Passenger Counting $400K Medium-Term Projects (5-10 years) Positive Train Separation $8.13M Rail Maintenance Video $200K Recognition AVL System in Local Transit $4.15M Vehicles Bus Driving Simulation for Safety $521K TOTAL $22.17M Objectives: Transit usage through the LA/Ventura region varies from city to city and service provider to service provider. The issue that plagues most service providers is that public transportation is not attractive to the average traveler due to several issues including Page 7-73

increased travel times, transfers and convenience. The objective of this project area is to improve the quality of transit through enhancing the operational needs and infrastructure needs that will make public transportation more attractive to the average traveler. More specifically, the goals of this project area include: Improve the management, operations and planning of the individual transit service providers throughout the region by monitoring transit vehicles, routes and on-time performance. Introduce Automated Vehicle Locating (AVL) into all service providers transit vehicles to allow local monitoring. Disseminate this information to the average traveler through kiosks, internet web pages and dial-up trip planning. Implement Automated Fare Collection (AFC) and Automated Passenger Counting on all transit vehicles throughout the two-county region. Develop a common format for these automated systems so that a universal system will be developed thereby creating seamless transit usage. Riders would be able to use the same fare card on all public transportation throughout the region. Increase ridership through improved services based on data collected from improved operations and planning. Improved services include shorter travel times, improved on-time performance and increased security. Current Conditions: Both regional transit agencies and local transit agencies provide transit service in the LA/Ventura region. Regionally, the Los Angeles County Metropolitan Transportation Authority, Southern California Regional Rail Authority (SCRRA)/Metrolink and South Coast Area Transit (SCAT - Ventura County) provide transit across Ventura County. In addition there are several local transit agencies that provide service throughout Los Angeles County. There are five local transit service providers in Los Angeles County which submitted projects in the Strategic Plan call-for-projects: Foothill Transit Santa Monica Transit Long Beach Transit Torrance Transit Antelope Valley Transit (AVTA) Each of these five service providers maintain fleets greater than 50 transit vehicles and provide service to several cities within each subregion. Foothill Transit provides service to twelve communities in the San Gabriel and Pomona Valleys and maintains a fleet of over 200 vehicles. Santa Monica Transit, known as the Big Blue Bus is another large local operator with over 150 buses and provides service to cities along the west side of Los Angeles County. Long Beach Transit and Torrance Transit provide service to the South Bay and Gateway Cities subregions and maintain fleets of approximately 200 Page 7-74

vehicles and 56 vehicles respectively. North Los Angeles County including Lancaster and Palmdale have transit service provided by AVTA. Currently AVTA and the City of Santa Clarita Transit provide transit service in this region of the County. AVTA maintains a fleet of approximately 50 vehicles. While the City of Santa Clarita Transit maintains a fleet of 71 vehicles that serve local fixed routes, Downtown Los Angeles, and San Fernando and Antelope Valleys. Santa Clarita did not submit an ITS project during the call-for-projects. California is a leader among states with respect to the testing and deployment of APTS applications. In partnership with the Federal Transit Administration (FTA) and the Federal Highway Administration (FHWA), the California Department of Transportation has established the California Advanced Public Transportation Systems (CAPTS) program. This program is intended to assist with the development of means for attaining the goal of personalized public transportation system that is competitive with the private automobile. The LA/Ventura region has had a number of APTS Operational Test projects, including: VCTC Countywide Smart Card Program Los Angeles Smart Traveler Los Angeles Smart Card All transit operators in the LA/Ventura region have adequate MIS capabilities to support accounting, financial, personnel and other management functions, however automated systems in the region are not typically integrated with the agency MIS. All transit operators have adequate communications capabilities between dispatch centers and revenue and service vehicles, but not necessarily between systems. Most transit providers do not have AVL capability. As an AVL system is a fundamental element of APTS applications, most agencies may need to upgrade their existing system to have AVL capabilities. Real-time information and transit management are both dependent upon an operational AVL system. Projects: Projects in the APTS infrastructure category include the building blocks for an advanced system. Equipment for an AVL system or the installation of Smart Card readers on regional and local transit vehicles may be considered as infrastructure projects. Smart Traveler Projects Long Beach Transit is currently offering pre-trip planning for their transit customers. Part of the infrastructure project may need to allocate funding to assist the Long Beach Transit Agency in enhancing the existing service by providing transit users with accurate information in an efficient manner. Page 7-75

Automated Passenger Counting may also be included in this phase of the infrastructure project. APC devices could be installed on all regional and local transit vehicles to monitor the boarding and alighting of transit patrons. Information collected by these devices can be used to monitor activities at bus stops, transit stations and rail stations at the local and regional level. Smart Vehicle Projects As stated previously, most transit operators in the LA/Ventura region do not have an operational AVL system. In order to monitor transit vehicle performance, provide real-time transit information and maintain records on individual transit vehicles, an AVL system must be installed. All regional and most local transit agencies may wish to obtain funding for such a system as part of this phase of the project. Safety and Operations Monitoring Safety in transit operations can be considered from two stand points: safety to passengers and operational safety. There are several key elements to this project area including on-bus video monitoring, training for bus operators, maintenance monitoring of existing vehicle fleet and positive train separations. In regions where transit may be considered an unsafe mode of transportation, on-bus video monitoring could increase the level of security on the transit vehicles. Funds may need to be allocated as part of this project to increase the level of safety and security on transit vehicles. Providing safe and reliable public transportation is an important element in transit operations. As part of this project area, funds may be allocated for monitoring the maintenance of both the vehicles and the infrastructure (such as railroad tracks and right-of-ways). Infrastructure developed as part of this project will provide the necessary information to be integrated into a subregional or regional infrastructure. Specific APTS Infrastructure projects are summarized in Table 7.27. Page 7-76

TABLE 7.27 APTS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment 4.1 SCRRA Positive Train Separation 4.2 SCRRA Video Recognition 4.3 SCRRA GIS 4.5 SCRRA 5.3 LACMTA 5.6 LACMTA 10.1 Long Beach Transit GPS System for Metrolink trains. ATMS 1 - Foundation ATMS IV Rail Incident Management Area-Wide Bus Driving Simulation System Develop and implement technology necessary to provide enforceable positive train separation. Develop technology to automate Metrolink's ROW. Design and test video recognition system to record and inspect ties, ballast, road bed, grade crossing and bridges for maintenance. Create information data base with associated dynamic updates necessary to produce a GIS commitment for SCCRA Install GPS for all Metrolink trains. Create a real time vehicle location system to provide information through PA system, CMS, etc. Provide strict schedule adherence, improve speed and reliability of freight carriers, improve safety and efficiency of rail infrastructure, provide timely rail health updates to SCRRA and FRA Allow for consistent evaluation of each right of way maintenance issue, provide more accurate inspections. Provide management with dynamic locational updates, promote seamless information exchange and better coordination with other agencies, improve safety for workers on or around the right-of-way. Provide passengers with information regarding schedule compliance. Provide real time location data to feeder services, host railroads and the Web. Improve operational safety through on board delivery of Forms A&B and grade crossing health check. Develop and install a Provide foundation for GIS/GPS information integrating numerous ITS database capable of technologies into a single supporting the needs of unit. It will also provide a all ITS and MTA standard seamless interface with other requirements in all information systems. vehicles. Expand Rail Incident Provide foundation for Management System to integrating numerous ITS include open system technologies into a single architecture & interface unit. It will also provide a with vehicle & facilities seamless interface with other maintenance, risk information systems. management applications and other ITS. Provide facilities for transit properties in LA County to screen and train bus operators in an objective and costeffective manner Improves driver training with new technologies and safety. Time Project Duration Budget M 24 months $8.13M M 12 months $200K N 11 months $205K N 15 months $2.335M N 12 months $1.325M N 36 months $1M M 12 months $521.3K Page 7-77

TABLE 7.27 APTS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment 10.2 10.3 10.5 10.6 13.4 Long Beach Transit Long Beach Transit Long Beach Transit Long Beach Transit Arroyo Verdugo Traffic Forum Automated Trip Planning Automatic Vehicle Location and Monitoring System On-Bus Video Security System Automatic Passenger Counting System Smart Transit and Ridesharing Assist Long Beach Transit phone operators with quick, efficient trip information to customers The system will enable Long Beach Transit to maintain contact with groups of vehicles to track vehicle movement for performance and security. The on-bus video security system will increase the level of security for Long Beach Transit. Automatic passenger counting system coupled with GPS provide information for planning. Install AVL system to provide real time transit schedule. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Speed delivery and accuracy of telephone information, allow for easy accessibility for others to utilize information. Increase control of fleet, driver operations and fleet dispatch functions, provide on time performance, allow faster response for incidents. Increases the level of security of transit. Allow for accurate collection of data that can be used to determine trends or seasonal impacts for planning purposes. Provide commuters with real time transit schedule adherence information. Time Project Duration Budget N 18 months $1.86M M 18 months $3.05M N 24 months $2.033M N 12 months $400K M 12 months $1.1M 7.5.2 Project 2.2 - APTS System Integration Description: As the infrastructure provided the backbone for the system integration, system integration projects will be designed to provide the necessary backbone for future regional integration. Integration of field elements into a central system at the City or subregional level may be considered system integration. In this phase of the project the elements of the base infrastructure elements could be pulled together to operate as a system. System integration projects considered in this project include the development of transit agency databases and communication systems to distribute information to both the traveler and operator. The implementation timeframe for the submitted projects are summarized in Table 7.28 on the following page. As the system integration focuses on integrating the field elements at the subregional level and as all the subregions are at varying levels of implementation of ITS Page 7-78

technology, the following sections will discuss the system integration projects by subregion. For system integration, the level of information sharing is limited to the individual transit service providers or providers within a given region. TABLE 7.28 APTS SYSTEM INTEGRATION IMPLEMENTATION TIME FRAME Implementation Time Frame Year Cost 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Maintenance Notification System (SCCRA) $2.04M Open System Architecture Radio System $26.55M Medium-Term Projects (5-10 years) Integration of ATMS elements with MTA Open Architecture $42.5M Universal Fare System Smart Card $35.0M TOTAL $106.14M Objectives: The general objective of the APTS system integration project is to integrate the infrastructure elements with the local service provider as well as other regional and subregional service providers. The specific objects for this phase of the project include: Integrate the Automated Passenger Counting and Automated Fare Collection systems with the local transit agency financial department. Allows the financial department to have immediate ridership and fare information. Integrate the AVL system with a GIS system to monitor vehicle maintenance, route information and ridership information. Data could be stored at the local transit agency. Implement the Universal Fare System at the subregional level with data sharing occurring between the local area transit service providers. Current Conditions: As stated previously, all transit operators in the LA/Ventura region have adequate MIS capabilities to support accounting, financial, personnel and other management functions, however automated systems in the region are not typically integrated with the agency MIS. All transit operators have adequate communications capabilities between dispatch centers and revenue and service vehicles. Most transit providers do not have AVL capability. As an AVL system is a fundamental element of APTS applications, most agencies may need to upgrade their existing system to have AVL capabilities. Real- Page 7-79

time information and transit management are both dependent upon an operational AVL system. Projects: Projects specified as part of the call for projects are summarized in Table 7.29. As the field elements for all transit vehicles represent the infrastructure for an AVL system, an AVL system is also a system integration element in that it provides the infrastructure for integration of other APTS projects. GIS/GPS systems can be integrated to provide realtime schedule monitoring and vehicle information sharing. Funds could be allocated as part of this project to provide for the integration of field elements. Automated fare collection and passenger counting may also be integrated at the system level. Information pertaining to the ridership along specific transit routes, number of boardings and alightings at transit stops and transit performance could be collected through the use of these automated systems. Integrating the transit vehicle elements with the automated passenger information will provide transit operators with important information about the operations of their transit service. TABLE 7.29 APTS SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment 4.4 SCRRA 5.2 LACMTA 5.4 LACMTA 5.5 LACMTA SCRRA Site Notification Network Universal Fare System ATMS II TRS Migration ATMS III Integration Create a site notification network that will receive and directly notify appropriate maintenance staff of equipment problems on Metrolink Rail System Immediate identification of equipment failure, improve response time to equipment problems, shorten duration of service outages. Open Architecture System More payment options & promotes which accepts multiple format seamless travel for passengers. fare cards. Increased financial control and security, reduced sales commission costs, distributes passenger revenues to participating agencies on the basis of agreed upon formulas and actual usage. Migrate the legacy Transit Radio Systems into an open system architecture on all vehicles. Enhance all interfaces of ATMS and MTA operating system, VMS, TOTS, MMS, EIS, ITS, Schedule Building system, for seamless integration using open system architecture Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Time Project Duration Budget N 12 months $2.045M M 48 months $26.55M N 36 months $35M M 48 months $42.5M Page 7-80

7.5.3 Project 2.3 - APTS Regional Integration Description: The ultimate level of integration of the APTS project area is the regional integration of the subregional system. It is critical that a base infrastructure and a minimum level of City System Integration occur before Regional Integration can begin. Regional Integration consumes projects that pull together the elements for all the subregions and create a fully integrated regional system. The intertie between two subregions, integration of City/Subregional Signal Systems with any of the regional systems or the sharing of information between two regional TMCs such as Caltrans and the County of Los Angeles are all considered Regional Integration Projects. Successful deployment of regional Transit Management and Traffic Management may lead to the integration of the two systems. Coordination between traffic and transit to better utilize the transportation system will improve overall operating conditions of the roadways. Objectives: The general objective of the regional APTS integration projects is to integrate not only the many transit service providers throughout the region, but also to implement multimodal integration. The specific objectives of this phase of the project are: Develop a regional multi-modal traffic management center that would focus on the conditions of the transportation system as a whole including transit, traffic and commercial vehicle operations. Expand upon the existing IMAJINE project currently underway through the deployment of other corridors and new technologies. Implement the Universal Fare Collection system at a regional level with all service providers. Information collected from the fare collection system would be disseminated to the appropriate service provider through either the multi-modal traffic management center or through subregional transit management centers. Current Conditions: Currently the County of Los Angeles is involved in the first phase of the IMAJINE project. IMAJINE stands for the Inter-Modal and Jurisdictional Integrated Network Environment and was federally funded by the Federal Highway Administration as an Early Start project. Early Start projects are envisioned to improve usability of multimodal transportation to travelers along the Southern California Priority Corridor, through the implementation and integration of Intelligent Transportation Systems. The IMAJINE project is a $3 million project along a 13-mile segment of the I-105 freeway and three parallel arterials: Firestone Boulevard, Imperial Highway, and Rosecrans Avenue. The Page 7-81

goal of this project is to create an integrated transportation management network comprising the individual transportation management systems of the following agencies: the Caltrans District 7 freeway management system, the MTA fixed-route transit services, the Access Services, Inc. demand-based paratransit services, and the Gateway Cities arterial traffic signal control system. The IMAJINE project will link these four systems through a common open systems network (commonly referred to as the Showcase Network), allowing the agencies to access the various databases. Projects: This phase of the APTS project area focuses on expanding upon the first phase of the IMAJINE project by integrating additional services including ridesharing, adaptive control systems, GPS, rail services and traveler information services as shown in Table 7.30. Funding could be secured to continue the efforts already set forth in the first phase of this project. Benefits associated with this project include a reduction in traffic congestion and delays, which will correspond directly with improved air quality along the study corridor. The project will continue to benefit travelers by making them more informed of the existing traffic conditions allowing them to make educated route choices. Commercial Vehicle Operations through the Alameda Corridor could also be greatly improved by providing key information and automating operations for commercial vehicles. Another regional integration project that will be beneficial to the LA/Ventura region is a common fare collection system for transit vehicles. A standard automated fare collection system could be deployed throughout the LA/Ventura region. This type of project would make transit riding less confusing for the transit user and may encourage non-transit users to use public transportation. Transit users would find that transferring from one transit provider to another is virtually seamless. As the various transit providers develop their own automated fare collection system as part of the infrastructure phase of this project, there could be a set guideline for automated fare collection. Future integration of multiple systems in the regional integration phase of this project would be greatly simplified. Implementation of a regional automated fare collection system will provide the transit operators with greater financial control and security. Page 7-82

TABLE 7.30 APTS REGIONAL INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment 5.1 LACMTA 10.4 Long Beach Transit Project IMAJINE Phase II Countywide Integrated Fare Collection Expand IMAJINE through Reduce congestion and addition of rideshare services, delays, improve air quality, Modal Shift Management, introduce new ITS to adaptive signal control system improve traveler for Caltrans state highway information, address CVO system, GPS, integrated mobility needs in the regional and corridor rail Alameda Corridor. services, traveler information via Cable TV Participate in countywide integrated fare collection system to provide seamless travel & transfers to transit customers. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) More payment options & promotes seamless travel for passengers. Increased financial control and security, reduced sales commission costs. Time Project Duration Budget N 12 months $4.263M N 24 months $2.096M 7.6 PROJECT AREA 3.0 ADVANCED TRAVELER INFORMATION SYSTEMS This project area develops a comprehensive, integrated and multi-modal information system to serve the needs of travelers and operators within the region. This project area focuses on: The collection of transportation information from transportation management systems The fusion of this information for use by travelers and operators The distribution and preservation of this information in a manner appropriate to travelers and operators The communication systems necessary to support this information system All ATIS projects are considered to be regional projects whether they are infrastructure, system integration or regional integration projects. Projects are not broken down by subregion or region, since few projects were submitted for this project area. Instead, the focus in this section is on regional deployment of projects at the infrastructure, system integration and regional level. All agencies may wish to consider the deployment of these types of projects in order to maintain a constant level of deployment throughout the LA/Ventura region. Typical projects for the ATIS project area are described below. Page 7-83

The first phase of this project area outlines a strategy for providing the necessary infrastructure needed to develop a fully integrated ATIS. Infrastructure elements for both the operator and the traveler could be selected that will provide the necessary backbone for future integration projects at both the system and regional level. Infrastructure elements include kiosks, Internet web pages and highway advisory radio. The second phase of this project area develops a strategy for the system integration of the individual infrastructure elements planned and implemented in the first phase of the project. Projects such as Travel Tip (real-time traffic information and trip planning) and regional traffic information centers are key elements of the system integration level development of this project area. Regional plans could be developed that will guide the multiple agencies in integrating the various elements available to them. An architecture for the information system could be developed and closely followed by all agencies and participating parties. The development of advanced technology applications that serve the entire LA/Ventura region requires an overall architecture to guide and direct the effort. An architecture will allow individual systems to be developed for each region that are responsible to local needs and yet support the needs of system that will eventually serve the entire region. This Plan develops a framework that addresses the short-term elements of how the existing and planned systems can be integrated and work together. The framework will also address the long-term needs of the LA/Ventura region and how the local, subregional and regional systems can be compatible with each other and national systems as both are developed over time. It is important to note that the development of regional ATIS services requires a common approach to deployment, integration, and information dissemination. Typically, one or two projects lead the way and following efforts try to maintain compatability with the earlier systems while expanding capabilities. The LA/Ventura Regional ATIS project is likely to lead the way for regional ATIS deployment in the LA/Ventura region. It is important that this project establish a scalable system or systems which can expand to incorporate needed future functions or other ATIS projects. The final phase will provide for regional integration. In this phase system level integration will be extended to the regional level that will provide regional information to both the operator and the traveler. Regional integration projects should consider focusing on sharing information between subregions, counties and regional agencies. The architecture selected for the system integration phase of this project may be upheld in the regional integration phase of the project in order to make the transition from system level to regional level information sharing a simple as possible. The regional Traveler Information Center (TIC) may serve as a clearinghouse of information that will collect and distribute information between the subregional TICs. Page 7-84

The regional TIC will handle the regional information database and provide a real-time traveler information from a broader spectrum of interests. Table 7.31 summarizes all ATIS project area infrastructure, system integration and regional integration projects. All implementation time frames are based on the deployment and duration times provided by the agencies in their responses to the call for projects. All projects are assumed to begin in the first year of their implementation time frame (near, medium or long) and continue through their expected duration. The total expected capital cost for all ATIS projects is over $20 million. TABLE 7.31 ATIS IMPLEMENTATION TIME FRAME Implementation Time Frame Year Cost INFRASTRUCTURE 1 2 3 4 5 6-10 10+ Near-Term Projects (0-5 years) Regional Traveler Information System $2.0M Long-Term Projects (10+ years) Pre-trip Traveler Information System $7.0M SYSTEM INTEGRATION Near-Term Projects (0-5 years) FIRST System Dissemination $5.0M REGIONAL INTEGRATION Near-Term Projects (0-5 years) LA/Ventura Regional ATIS Deployment $1.88M Medium-Term Projects (5-10 years) County-wide ATIS Deployment $5.0M Improve Regional ATIS System $1.88M Long-Term Projects (5-10 years) Enhance Regional ATIS System $1.88M TOTAL $24.64M 7.6.1 Project 3.1 ATIS Infrastructure Description: ATIS infrastructure, including kiosks, internet web pages and highway advisory radio, provides the channel through which traffic information collected through ATMS applications can be transmitted to the public. Real-time, accurate traveler information is crucial to mitigating recurring and non-recurring congestion. Providing this information to the traveler prior to their trip or while en route will help motorists better plan their trip by avoiding congested areas. By potentially rerouting their trip, the traveler is helping traffic conditions by not adding to existing congested conditions. The objective of the infrastructure phase of this project area is to build a foundation by which the system architecture can be developed. The objective is to provide sufficient functionality for seamless exchange of audio, video and data among multiple data sources and sinks. The data sources and sinks at a minimum shall include interfaces to regional TMCs within the region and regional and local transit providers. Information Page 7-85

collected from these sources can then be disseminated to the public through both traditional and advanced dissemination devices including, but not limited to: Kiosks Highway Advisory Radio (HAR) Interactive Kiosks Internet Broadcast Radio Direct Media Links Objectives: ATIS focuses on providing the traveler with the necessary information to make good decisions when selecting their route. The objective of this project area is to provide the necessary channels to disseminate the information from the traffic management centers to the public. The specific objectives of this project area include: Provide the traveler with real-time traffic information to assist in making educated decisions regarding route and mode choice. Develop a web site that travelers can access before their trip to monitor traffic conditions and locate incidents. Provide en-route traffic and traveler information including kiosks at transit stations, highway advisory radio and in-vehicle navigation information both consistently and accurately. Current Conditions: Caltrans traffic conditions can currently be monitored on the Internet through the Caltrans web page. Real-time traffic conditions are illustrated on a map that shows levels of congestion through the use of red, yellow and green bands. Television news media also updates travelers of existing traffic conditions along the freeways throughout the region. Local news stations provide traffic information during the peak hours through the use of Caltrans CCTV cameras, overhead video and CHP reporting. Several local television programs have a direct link to the Caltrans camera feed. Several radio stations also report traffic conditions during the peak hours and for several news stations on a regularly scheduled basis. This information is provided to the broadcast radio via overhead video transmission or from CHP reporting. Highway advisory radio is also available at select locations along all Los Angeles County and Ventura County freeways. Page 7-86

Projects: This phase of the project area should consider focusing on projects that transmit realtime traveler information from the various sources to the public. Regional and subregional traveler information systems could be developed that efficiently and accurately distribute traffic information. Funding may be secured to provide for kiosks, Internet web page enhancement and development and other dissemination devices. Projects submitted by the stakeholders for ATIS infrastructure projects are summarized in Table 7.32. TABLE 7.32 ATIS INFRASTRUCTURE PROJECTS ID Sponsor Project Description Benefits Deployment 8.0 City of Palmdale North County ITS Communication Project Install a regional traveler information system in the North County Area Project Duration Budget Time Reduce travel delays, improve air quality and safety. N 24 months $2M 13.3 Arroyo Verdugo Traffic Forum Pre-Trip Traveler Information Provide information via kiosks and internet to travelers. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide travelers in the region with information to allow them to make more informed decisions regarding travel time and modal choice. L 60 months $7.0M 7.6.2 Project 3.2 - ATIS System Integration Description: The development of advanced technology applications that serve the entire LA/Ventura region requires an overall architecture to guide and direct the effort. An architecture will allow individual systems to be developed for each region that are responsible to local needs and yet support the needs of systems that will eventually serve the entire region. This project area develops a framework that addresses the short-term elements of how the existing and planned systems can be integrated and work together. The architecture will also address the long-term needs of the LA/Ventura region and how the local, subregional and regional systems can be compatible with each other and national systems as both are developed over time. Objectives: As the infrastructure for ATIS projects are completed, information between local ATMS systems and ATIS systems can be integrated within the subregion. The specific objectives for this phase of the project include: Integrate Advanced Transportation Management System and Advanced Traveler Information System at the subregional level Page 7-87

Integrate Advanced Public Transportation System with the Advanced Traveler Information System at the subregional level Develop a Traveler Information Center (TIC) within each subregion to disseminate the information to the traveler via the various infrastructure elements developed in the first phase of this project. Projects: A key element to a successful Advanced Traveler Information System is the integration of field elements such as kiosks, HAR, Internet information, and media feed into a common database. An advanced Traffic Information Center (TIC) can be used to serve as a clearinghouse for traveler information services. Dissemination of information received from the regional TMC may be coordinated with the TIC. The TIC responsibilities would include monitoring the transportation system information provided from the ATMS project area and providing accurate and timely information to the public. Test probe vehicles could be used to provide real-time traffic information. Projects submitted by the agencies for this phase of ATIS are summarized in Table 7.33. Implementation of a freeway incident service tracking system (FIRST) could also be deployed through this phase of the project. The FIRST program will provide accurate information to the TIC regarding the exact location of incidents along the freeways throughout the region. Information collected by FIRST can then be disseminated to the public through both ATIS and ATMS infrastructure elements. TABLE 7.33 ATIS SYSTEM INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment 5.7.7 LACMTA Freeway Incident Service Tracking System (FIRST) Dissemination Provide real time Provide foundation for information to media (i.e. integrating numerous radio, internet, etc.) by ITS technologies into a means of a CAD distribution single unit. It will also system. provide a seamless interface with other information systems. Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Time Project Duration Budget N 12 months $5M 7.6.3 Project 3.3 - ATIS Regional Integration Description: The final phase will provide for regional integration. In this phase, system level integration will be extended to the regional level that will provide regional information to both the operator and the traveler. Regional integration projects should consider focusing on sharing information between subregions, counties and regional agencies. Page 7-88

The architecture selected for the system integration phase of this project may be upheld in the regional integration phase of the project in order to make the transition from system level to regional level information sharing as simple as possible. Objectives: Once the implementation of integrated ATMS, APTS and ATIS is complete and functioning, the objective of this phase of the project is to develop the same integration at the regional level with information sharing between the regional TMCs and the subregional TICs. Projects: Two projects were submitted for this phase of the project and are summarized in Table 7.34. As part of the deployment of system integration in the ATIS project area, countywide ATIS could be enhanced from the subregional level to the regional level. Current ATIS programs have only been planned and deployed on a corridor by corridor or subregion by subregion basis. The first phase of the regional integration process should consider upgrading any existing ATIS equipment to meet all existing and future standards. Existing dissemination plans for each specific subregion may need to be evaluated and potentially modified to meet the changing needs of the subregion. The final phase of the regional integration preparation process would be to integrate the existing TMCs both regional and subregional with the regional TIC. All existing dissemination plans could be added to the TICs database for future use. A common database of ATIS dissemination strategies may be maintained at the regional TIC. The TIC may provide the regional and subregional TMCs with the appropriate dissemination strategy based on the existing traffic conditions and the regional TMC could provide to the TIC both regional and subregional dissemination strategies. TABLE 7.34 ATIS REGIONAL INTEGRATION PROJECTS ID Sponsor Project Description Benefits Deployment 5.8 LACMTA 12.2 LACDPW ATIS I LA/Ventura Regional (Parts I,II,and III) Infra. (I) - Deploy an Advanced Traveler Information System for the LA/Ventura region Initial Deploy. (II) To improve traveler information reliability and accuracy (III)- Improve traveler information through extended functionality by using modern telecommunication facilities County of Elevate the initial deployment of LADPW ATIS to a Countywide level Advanced Traveler Information System Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide travelers in the region with information to allow them to make more informed decision regarding travel time and modal choice. Enables TMC to provide general public with county wide real-time traffic information Time Project Duration Budget N - L 78 months $5.625M M 36 Months $5M Page 7-89

7.7 PROJECT AREA 4.0 COMMERCIAL VEHICLE OPERATIONS To maintain consistency with the CVO Corridor Study, the information for this project area is derived from the Showcase CVO Corridor Group submittal. Description: This project area will provide a traveler information and management system which is tailored to suit the needs of the commercial vehicle operators which do business in the Southern California Priority Corridor. Travel and route information tailored to CVO operation will be sent out using an FM subcarrier or other medium from the multiregional TMC network. Drivers and dispatchers will receive a message on a vehicle receiver or office receiver when there is unusual traffic congestion or an incident on a route or at a specific facility in which they are interested in traveling. Messages will also be provided on inspection sites, international border crossings ports, and airport facilities. Information will be provided at four Inland Empire trucking terminals/truck stops. Lead participants will include Caltrans, Southern California Association of Governments (SCAG), San Diego Association of Governments (SANDAG), San Bernardino Associated Governments (SANBAG), Riverside County Transportation Commission (RCTC), California Highway Patrol (CHP), US Customs Service, Immigration and Naturalization Service (INS), and private commercial carriers. This project area will also provide for traffic management improvements along the congested I-105 and I-405 freeways that provide access to/from the Los Angeles International airport. Because of current levels of congestion, projected increased truck travel related to the North American Free Trade Agreement (NAFTA), and the complications of airports and ports, this corridor has the opportunity to benefit from the implementation of ITS improvements. ITS technology will be used to provide improved traffic signal efficiency, incident response, and travel information directly supporting increased CVO activities resulting from NAFTA. This project will also provide for the sharing of travel information between border operations personnel, traffic management agencies, CHP, and the trucking industry. The ITS infrastructure will provide the base for improved traffic management of this important transportation corridor. The technology identified and deployed in this corridor could be applied to other commercial vehicle corridors as part of future ITS projects. This project provides a home for projects that cut across the modal and functional boundaries that define the other project areas. It is anticipated that applicable systems and projects will be added to this area as a need for them is identified. Placing systems and projects in this program area makes it easier to view these projects as essential components of the larger regional ITS picture. For example, a communications infrastructure project in this project area can be seen as supporting all other project areas, as opposed to just one or two. It is important to note that significant communications costs are still directly attributed to other systems in other project area, Page 7-90

and that development of a regional communications infrastructure will most likely not comprise a duplication of communications systems or costs. Objectives: Commercial Vehicle Advanced Traveler Management System project will consist of the following components: Monitoring of traffic speeds and the existence of any major incidents. This information may be made available for transmission to CVO operators through the Traffic Management Centers in each Caltrans District in Southern California. Transmission of CVO traveler information to all commercial vehicle operators and dispatchers with receivers. Voice messages could preempt information when significant congestion or unusual traffic congestion occurs. Operators and dispatchers could specify the receipt of messages for certain areas or routes of interest. The travel information would be transmitted through various media consistent with the national ITS architecture to provide value-added services for commercial use. Dispatchers and drivers would have access to freeway speed and incident information and could pass this on to operators as necessary. Depending on the needs of individual drivers, they may carry any available system components on board their vehicles to provide more detailed levels of information. (This could range from a simple wristwatch indicating the need to contact the dispatcher up to a full on-board computer) Installation of a Traveler Information Kiosk at each of four truck stops in the Inland Empire. The kiosks will be connected to the Anaheim Go-Smart System that includes a direct link to the Caltrans District 7 Traffic Management Center via phone/modem lines. Information to be provided at the kiosks will include freeway speed information in the Priority Corridor as well as other traveler information that is of interest and readily available. Establishment of a commercial vehicle traffic management information system amongst airport and port operations, personnel, traffic management agencies, CHP, and the trucking industry. Enhanced traffic signal control equipment in the LAX and Ports of Los Angeles & Long Beach Corridors that can be adapted to the special nature of the commercial traffic that uses these Corridors. Establishment of an incident response team in the LAX and Ports of Los Angeles and Long Beach Corridors that will be set up to handle commercial vehicle incidents in a reduced response time. For example, this response team could Page 7-91

include a rotator truck to expedite response to truck incidents. This response team could be coordinated with regional efforts to better handle truck incidents. Establishment of a database on the LAX and Ports of Los Angeles & Long Beach Corridors that will provide real-time traffic operating conditions along the I-105 and I-405 Freeway as well as local arterial corridors such as Century Boulevard. Either as part of this project or in coordination with ATIS activities, provisions will be made to distribute this information to CVO operators and dispatchers. Use of commercial vehicles with transmitters as probes in the LAX and Ports of Los Angeles & Long Beach Corridors, which will help provide information on the current status of traffic operations. Projects: Two projects, as shown in Table 7.35, were submitted in response to the call for projects. The first project focuses on the Commercial Vehicle Operation through the Gateway Cities region of Los Angeles County. High commercial vehicle activities occur through this region due to the connection between Downtown Los Angeles and the Ports of Los Angeles and Long Beach. This project may focus on implementing the necessary infrastructure and system integration to help improve overall operations of commercial vehicles including automated vehicle locating, CCTV monitoring capabilities and other ITS related infrastructure improvement. The second project concentrates on improving commercial vehicle operations along the I-5 freeway between the SR-91 and SR-710. Commercial vehicle operations through this corridor are also extremely high. ITS infrastructure elements and integration into regional systems are the focus of this project. TABLE 7.35 CVO PROJECTS ID Sponsor Project Description Benefits Deployment 14.3 14.4 I-5 Consortium Cities Joint Powers Authority Southeast LA County Commercial Vehicle Operations Intelligent Transportation Infrastructure System I-5 CVO Project Design and implement Commercial Vehicle Operations system improvements through use of ITS technologies. Implementation of ITS along I-5 from SR-91 to SR-710 for CVO improvements Improve traffic flow, reduce air emissions, improve traveler information traveler services, improve incident management for truck related incidents. Improved CVO operations, reduce air emissions, improve traveler information services. Time Project Duration Budget N 72 months $8.9M N 60 months $7.12M Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Page 7-92

7.8 PROJECT AREA 5.0 EMERGENCY MANAGEMENT SYSTEMS There are several key features of the Emergency Management System project area that could be included in future projects. EMS projects could include the automation of emergency vehicle notification upon verification of the incident location and nature of an incident by the Emergency Management response team. Through the use of existing and emerging wireless interconnect, vehicle position locators can be used for incident detection. Existing wide area wireless communications would be utilized between the Emergency Management System and emergency vehicles enabling coordination within the emergency fleet. The Emergency Management Center would include hardware and software for tracking the emergency vehicles. Law enforcement would normally be an integral part of this package as well, processing violation notifications and supporting incident clearing efforts. Another feature of the Emergency Management Systems project area is dynamic routing of emergency vehicles and coordination with the LA/Ventura region for special priority along selected route(s). An Internet Service Provider (ISP) provides the route planning function for the emergency fleet based on real-time traffic conditions and the routes are assigned to other responding vehicles. The emergency vehicle could also be equipped with dedicated short range communications for local signal coordination. An additional element of this project area could include a feature that would allow the user (driver or non-driver) to initiate a request for emergency assistance. The request would enable the Emergency Management System to locate the user and determine the appropriate response. The public or private sector provider may operate the Emergency Management System. The request from the traveler needing assistance may be manually initiated or automated and linked to vehicle sensors. The data is sent to the Emergency Management System using wide area wireless communications with voice as an option. Providing user location implies either a location technology within the user device or location determination within the communications infrastructure. Description: The Emergency Management Services project area includes two services provided by public agencies, Emergency Response and Emergency Routing, and one service purchased by vehicle operators, Mayday Support. Emergency response systems are already being tested in Southern California. If they prove effective, they are likely to be highly utilized in congested areas. Emergency routing may have less application because of limited route options and traffic control in many suburban areas. Mayday services will be particularly useful for vehicles that travel on little-used roads where telephones are not located nearby and where there are few other travelers to offer help and notify the road operator that there is a problem. Page 7-93

Projects: The main focus of EMS projects are on Call Box upgrades and replacements, as shown in Table 7.36. Funding may be procured to provide for upgrades at all existing standard Call Boxes to Smart Call boxes, as well as the installation of new Smart Call Boxes along routes where this service is not yet available. In conjunction with the upgrade, the project may focus on making all Call Box locations ADA compliant. In addition to maintaining and improving the Call Box system throughout the region, the Emergency Operations Center (EOC) could be expanded to enhance the systems current capabilities. The existing center should be upgraded to function as a true multiagency emergency response center that will handle all calls throughout the region. Expanding the EOC to be able to handle all major events and catastrophes should also be considered. Emergency response providers may also be equipped with Portable Incident Command Packages. These mobile units will provide up to the minute incident and traffic information and improve the response time and clearance time for major and minor incidents. TABLE 7.36 EMS PROJECTS ID Sponsor Project Description Benefits Deployment 2.43 Caltrans EOC Expansion 5.7.4 LACMTA Call Box Communication Upgrade This project is to enhance the Caltrans Emergency Operations Center (EOC). Upgrade the call box communications system using cellular, satellite or best alternative. Will enhance the capabilities of the CaltransTMC to a true multiagency emergency operations center and thereby provide better service to the public during major catastrophes. Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Time Project Duration Budget M 12 months $1.2M M 24 months $6M 5.7.5 LACMTA 5.7.6 LACMTA 5.7.9 LACMTA Call Box System Replacement Call Box American Disabilities Act (ADA) Compliance Replace the entire call box system within five years (presently - 5 years into a 10 year life cycle). Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. Retrofit and/or replace the Provide foundation for integrating existing 5000 call box sites numerous ITS technologies into a for ADA Compliance. single unit. It will also provide a seamless interface with other information systems. Regional Portable Provide field command Incident units for on scene Command management. Package (Pic- Pac) for Emergency Responders Note: Deployment Time Frame Definition N = Near Term (0-5 years) M = Medium Term (5-10 years) L = Long Term (10 + years) Provide foundation for integrating numerous ITS technologies into a single unit. It will also provide a seamless interface with other information systems. N-M 36 months $15M N 24 months $10M N 12 months $800K Page 7-94

Section 8.0 DEPLOYMENT ELEMENT 8.1 PURPOSE The purpose of this Section is to provide an aggregated view of ITS deployment in the LA/Ventura region. The individual projects outlined in Section 7.0 were reviewed and categorized in order to establish general deployment timelines, year by year capital cost estimates, operations and maintenance cost estimates, and total estimated deployment costs by project areas. In addition, this Section outlines a regional deployment concept which provides guidance on reaching ultimate ITS deployment levels. It is important to note that while only submitted projects were available for inclusion in this Section, it is envisioned that many ITS projects will surface as deployment efforts proceed. The information provided in this Section should be periodically modified to include significant changes in the regional ITS deployment picture. All cost estimates and timelines should be considered valid for planning purposes, and serve as a useful starting point for projecting and funding application efforts. 8.2 DEPLOYMENT CONCEPT AND IMPLEMENTATION 8.2.1 Regional Deployment Concept and Suggested Process Deployment of regionally effective and integrated Intelligent Transportation Systems is a complex and evolving process. Deployment priorities are likely to change over time. Technical difficulties will vary from area to area. New and unique institutional arrangements are often required. Given the potential complexities it is often useful to view deployment at a regional level. Effective ITS deployment will not be based on a single system or series of systems. At a regional level, ITS represents the whole of transportation systems and supporting communications linkages. ITS deployment in the LA/Ventura region should be based upon a balanced approach which considers base infrastructure needs in addition to more advanced system requirements. 8.2.1.1 Deployment Concept Figure 8-1 displays the recommended deployment concept for the LA/Ventura region. The LA/Ventura region deployment concept involves the three basic project classification levels identified and discussed in Section 7.0. Page 8-1

Infrastructure - These projects involve the deployment of base ITS infrastructure, usually in the form of communications or sensor systems. Infrastructure projects serve to provide the region with the necessary level of transportation information in order to effectively utilize more advanced management systems. The LA/Ventura region has already deployed a significant ITS base infrastructure. Despite these deployment efforts, the need for further infrastructure in numerous areas of the region is still acute. A majority of the projects presented in Section 7.0 are infrastructure projects. This is consistent with the need to establish a solid base infrastructure prior to proceeding to more complex local, subregional, and regional integration efforts. Systems Integration These projects seek to integrate various infrastructure and management systems at a local or subregional level. There are several projects currently underway in the LA/Ventura region which can be classified as systems integration projects. One example of a systems integration project would be two or three adjacent cities developing interoperability between their various signal systems. Regional Integration Deployment of these projects goes the next step beyond systems integration projects and achieves the ultimate purpose of regional ITS deployment. The focus is not on collecting more information or integrating a system between a handful of operators. Instead the focus is on a regionwide application of a system which links various subregions or regions. Very few of these systems have been deployed in the LA/Ventura region. One example of a regional integration project is current Caltrans efforts to achieve interoperability between District Transportation Management Centers (TMCs). As shown in Figure 8-1, different agencies and subregions within the LA/Ventura region have already deployed differing levels of infrastructure, system integration, and regional integration systems. The deployment concept involves maximizing the level of system and regional integration utilizing a substantial ITS infrastructure as a base. Some agencies already possess this infrastructure, while others clearly do not. Agencies with substantial infrastructure deployment may more readily move on to systems and regional integration efforts. However, it is important to note that it is not necessary to fully deploy an ITS infrastructure before entering more advanced efforts. The LA/Ventura region deployment concept involves five basic principles: 1) Reach a critical mass at each classification level As shown in Figure 8-1, the level of deployment that agencies have achieved at the infrastructure level will impact their ability to participate in system integration efforts. And their level of systems integration will impact their ability to participate in regional integration efforts. It is important that each Page 8-3

participant in a deployment consider their existing and planned level of deployment prior to undertaking significant efforts at the next level of deployment classification. Basically, this principle boils down to not trying to integrate something that does not and will not exist in a realistic timeframe. All linkages between infrastructure, systems integration, and regional integration efforts should be clearly defined and documented. For example, an agency desires to be a participant in a subregional signal integration effort. However, this agency does not have a centralized signal control system. The agency, as well as other participants in the signal integration effort should consider whether or not a centralized signal system is necessary for an agency to properly participate. If it is, then can the signal integration effort support deployment of a centralized system in the agencies lacking one, or can another solution be found? This displays a simple principle in concept, but the answer is not always clear and the very question posed by this principle is often overlooked. 2) Consider the long term impacts of deployment What role will the proposed deployment play in the bigger regional deployment picture? If the deployment is an infrastructure project then how will it fit into on-going, planned, or potential future systems and regional integration deployments. 3) Think regional - The Showcase architecture discussed in Sections 2.0 and 6.0 is based on a concept of design once and deploy many times. Deployment efforts should be similarly based. It is best to start deployment concepts and designs on a simple replicable premise that can be easily transferred to other areas of the region. This is especially true of systems and regional integration efforts. 4) Consider the ultimate goal - Deployment efforts should always consider the regional ITS vision and goals. In other words, how will the deployment improve transportation efficiency, regional productivity, and reduce negative impacts. 5) Build flexible and open systems This principle is closely associated with the third principle. It provides the region and ultimately individual agencies and participants with little benefit to deploy numerous specialized systems that cannot meet changing needs and inter-operate with the systems of neighboring agencies. The region should work together to establish reasonable standards and promote cooperation, as well as the integration of transportation management systems. These five principles may seem self-evident, however, failure to follow these basic principles of ITS deployment has led to numerous ineffective ITS deployment efforts across the nation. Page 8-4

8.2.1.2 Suggested Deployment Process The suggested deployment process for ITS projects in the LA/Ventura region is displayed in Figure 8-2. Deploying an ITS project can be visualized as three general steps: 1) Project Planning and Conceptualization 2) Project Definition and Funding 3) Project Deployment When looking at the suggested process in greater detail, there are seven steps to deploying an ITS project as displayed in Figure 8-2. 1) ITS Deployment Vision Each deployment opportunity should be reviewed for compatibility with the regional deployment vision. The region should encourage projects that allow for linkages with other ITS deployments in the region. 2) System Champion (Agency & Political) - A champion is an individual that strongly supports the deployment of a specific project or series of systems and is willing and able to exert the effort and influence necessary to follow through from the early deployment design to project funding and actual deployment. A champion is critical and must be sought for each system or project. The role of a project champion is discussed in further detail in Section 9.0. 3) LA/Ventura Region ITS Strategic Deployment Plan - The Strategic Plan in its entirety represents a tool box and framework for ITS deployment. It provides for consistency with other regions in terms of system architecture and data exchange. It should be the policy of the region to reference pertinent sections of the Strategic Plan prior to proceeding with funding application or design processes. Project champions may use the Plan to further the acceptance of their projects if the project is consistent with the Plan in terms of vision, policies, and architecture. Page 8-5

4) Funding Sources Funding is perhaps the most crucial concern to project champions. Funding is competitively obtained from federal, State, private, and other resources. Project supporters should aggressively and consistently pursue funding. Regional and local funds are a critical component to funding ITS projects and can be used to leverage additional federal and state funds. The Strategic Plan acts as a framework for pursuing funds by defining systems, projects, issues, and preliminary costs. Funding opportunities are discussed in greater detail in Section 9.0. When possible, funding should be sought for a type or classification of project rather than individual projects. For example, it may be more appropriate to seek funds for an LA/Ventura region transit management system which will be deployed across the region over time. While each agency within the region may have its own system, funding and deploying the project by considering a regional deployment first and then breaking it down as funds become available leads to more effective integration at the regional level. This approach simplifies the deployment process by increasing regional support for a type of project. The project type is then phased over time to provide the specific individual deployments desired within a regional framework. 5) Specific System/Project Work Plan This Plan does not generally provide the level of detail necessary to receive political and funding support for deployment. Project champions must work to further define their projects to address special institutional relationships, operational concepts, specific project sponsors, deployment schedules, etc. 6) Specific System/Project Deployments As individual projects are deployed, consideration should be given to regional concerns as well as local issues. Deployment of multiple similar systems, given proper consideration of regional integration needs, allows for the regional deployment of ITS capabilities. 7) Regionwide Deployment of Systems/Projects Regionwide deployment of ITS capabilities may require going one step beyond simply building multiple systems with common architectures. Regional user needs differ somewhat from subregional and local needs. Regional deployment should be considered when the level of specific project/system deployments is sufficient to support integrated operations across the region. Regionwide efforts also have a responsibility to address inter-regional concerns and/or linkages with projects in neighboring regions. While these seven components may seem self-evident, they are critical to effective deployment. The specific deployment process followed will vary from system to system or project to project, but these seven primary components will always be present. Page 8-7

8.2.2 Suggested Deployment Timeline Figure 8-3 displays the deployment timeline which provides suggested timeframes for deployment, as well as project costs for each deployment year. The deployment timeline displays each of the project types under their respective project areas. Each of the project areas have been further broken down into key project types. Each project type summarizes the deployment plan timeline for all associated projects. The budget shown in the figure is the sum cost estimated by each of the agencies for all projects in this project type. For example, ATSAC integration projects is the project type that includes all proposed ATSAC projects provided as a result of the call for projects. The sum of all projects in this category is nearly $140 million including capital and broadly estimated operations and maintenance costs. This cost has been distributed across the twenty-year time frame based on the estimated duration of the project and the estimated implementation phase (near, medium or long term). All projects expected to be deployed within the first five years were classified by the individual agencies as nearterm. Those within the second five years (six to ten years) were considered mediumterm, and those projected for 10 plus years were classified as long-term. The first year of the deployment timeline for each project includes an additional contingency fee of 15% of the first year capital costs. The contingency fee is included to provide funding for the planning and designing of the projects. In addition, general estimated operations and maintenance costs were included for each project assuming an average 10 year lifespan and a 10% annual O&M to capital cost ratio. As each project enters design and deployment more detailed estimates should be made. The budget plus the contingency fee is considered to be the capital cost of the project. The capital costs for each project area are summarized along the right hand column of this figure. It becomes apparent that the majority of the projects are planned for deployment in the near-term. The total estimated capital costs for Year 1 is over $150 million. The capital cost for deployment decreases in Year 2 when the cost is approximately $120 million. The total capital cost for deployment for all projects within the 20-year time frame is over one billion dollars at $1,105,029,530. All cost estimates are in 1998 dollars. The deployment timeline represents the general priority assigned to the systems and projects, however some implementation timeframes have been adjusted to account for projects or systems which may be in place at some level before the indicated system can be deployed. It is important to note that the deployment timeline is not fiscally constrained due to unknowns in the funding situation. The list of annual total budget requirements to deploy systems consistent with the recommended deployment timeline was illustrated previously in Figure 8-3. Table 8.1 displays a more detailed annual budget breakdown by project area (traffic, transit, etc.), which may prove helpful when Page 8-8

FIGURE 8-3 DEPLOYMENT TIMEFRAME LA/VENTURA REGION ITS STRATEGIC DEPLOYMENT PLAN PROJECT AREA 1.0 - Advanced Transportation Management Systems (ATMS) Total Cost Plus Project Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Contingency Adaptive Signal Control $2,600,000 $2,860,000 ID# 7.1 ATSAC Integration Projects $127,811,000 $140,592,100 ID# 2.33, 15.2, 15.3, 15.4, 15.5, 15.6, 15.7, 15.8, 15.9 15.10,15.11, 15.12, 15.13, 15.14, 15.15, 15.16 Automated Safety Inspections $66,250,000 $72,875,000 ID# 5.11, 11.0 Automated Vehicle Locating Systems & Database Managemen $9,350,000 $10,285,000 ID# 5.7, 7.2, 7.3, 12.3, 13.7 Base Infrastructure Projects $113,971,000 $125,368,100 ID# 2.4, 2.5, 2.6, 2.7, 2.8, 2.9, 2.10, 2.11, 2.12, 2.13, 2.14, 2.15, 2.16, 2.17, 2.18, 2.19, 2.20, 2.21, 2.22, 2.23 2.24, 2.25, 2.26, 2.27, 2.28, 2.29, 2.41, 3.0, 15.1 Communications Upgrade Projects $22,840,000 $25,124,000 ID# 1.0, 2.3, 2.34, 2.39, 2.40, 2.42, 9.0, 13.5 En-Route Driver Information $28,000,000 $30,800,000 ID# 13.8, 13.9, 14.1 Highway-Rail $31,000,000 $34,100,000 ID# 6.0 Incident Management $28,200,000 $31,020,000 ID# 5.7.1, 5.7.3, 5.7.10, 13.2 Ramp Metering $31,600,000 $34,760,000 ID# 2.36, 2.38 Regional Signal Integration Projects $2,000,000 $2,200,000 ID# 12.1 Regional TMC Projects $52,777,000 $58,054,700 ID# 2.1, 2.2, 2.3, 2.31, 12.4, 14.2 Signal Improvement Projects $209,617,000 $230,578,700 ID# 2.32, 12.5, 12.6, 12.9, 12.11, 12.12, 12.14, 12.15, 12.16, 12.17, 13.1 Smart Street Corridors $40,298,000 $44,327,800 ID# 2.35, 12.7, 12.8 Traffic Control Projects $30,000,000 $33,000,000 ID# 2.37, 13.6 TOTAL $796,314,000 $110,783,849 $97,400,958 $109,346,083 $103,878,137 $62,681,382 $83,320,226 $60,466,242 $43,675,830 $35,531,882 $25,998,619 $30,156,386 $15,225,652 $28,305,352 $19,954,067 $19,954,067 $11,266,667 $9,000,000 $9,000,000 $0 $0 $875,945,400 PERCENT OF TOTAL 13.9% 12.2% 13.7% 13.0% 7.9% 10.5% 7.6% 5.5% 4.5% 3.3% 3.8% 1.9% 3.6% 2.5% 2.5% 1.4% 1.1% 1.1% PROJECT AREA 2.0 - Advanced Public Transportation Systems (APTS) Project Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 APTS-ATMS Integration Projects $42,500,000 $46,750,000 ID# 5.5 Automated Fare Collection, Passenger Counting & Trip Plann $32,006,000 $35,206,600 ID# 5.2, 10.2, 10.4, 10.6, 13.4 Automated Vehicle Locating System & GIS System $6,915,000 $7,606,500 ID# 4.3, 4.5, 5.3, 10.3 Communications Upgrade Project $35,000,000 $38,500,000 ID# 5.4 Highway/Rail Intersection $12,393,000 $13,632,300 ID# 4.1, 5.1 Incident Management $1,000,000 $1,100,000 ID# 5.6 Safety Enhancement Projects $4,799,300 $5,279,230 ID# 4.4, 10.5, 10.1, 4.2 TOTAL $134,613,300 $30,656,900 $15,354,800 $13,016,500 $0 $0 $31,957,263 $22,564,167 $17,262,500 $17,262,500 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $148,074,630 PERCENT OF TOTAL 22.8% 11.4% 9.7% 0.0% 0.0% 23.7% 16.8% 12.8% 12.8% PROJECT AREA 3.0 - Advanced Traveler Information Systems (ATIS) Project Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Incident Management $5,000,000 $5,500,000 ID# 5.8, 8.0, 12.2, 13.3 Pretrip Traveler Information Systems $19,625,000 $21,587,500 ID# 5.7.7 TOTAL $24,625,000 $6,700,000 $1,000,000 $2,166,667 $1,666,667 $3,094,551 $865,385 $865,385 $865,385 $865,385 $865,385 $432,692 $2,100,000 $1,400,000 $1,400,000 $1,400,000 $1,400,000 $0 $0 $0 $0 $27,087,500 PERCENT OF TOTAL 27.2% 4.1% 8.8% 6.8% 12.6% 3.5% 3.5% 3.5% 3.5% 3.5% 1.8% 8.5% 5.7% 5.7% 5.7% 5.7% PROJECT AREA 4.0 - Commercial Vehicle Operations (CVO) Project Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 CVO Corridor Projects $16,020,000 $17,622,000 ID# 14.1,14.2 TOTAL $16,020,000 $4,509,333 $2,907,333 $2,907,333 $2,907,333 $2,907,333 $1,483,333 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $17,622,000 PERCENT OF TOTAL 28.1% 18.1% 18.1% 18.1% 18.1% 9.3% PROJECT AREA 5.0 - Emergency Management Services (EMS) Project Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Communications Upgrade $8,000,000 $8,800,000 ID# 2.43, 5.7.4, 5.7.9 Incident Management $25,000,000 $27,500,000 ID# 5.7.5, 5.7.6 TOTAL $33,000,000 $6,880,000 $5,000,000 $6,500,000 $5,000,000 $5,000,000 $4,920,000 $3,000,000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $36,300,000 PERCENT OF TOTAL 20.8% 15.2% 19.7% 15.2% 15.2% 14.9% 9.1% COMBINED CAPITAL COST TOTAL $1,004,572,300 $159,530,082 $121,663,092 $133,936,583 $113,452,137 $73,683,267 $122,546,208 $86,895,793 $61,803,714 $53,659,767 $26,864,004 $30,589,078 $17,325,652 $29,705,352 $21,354,067 $21,354,067 $12,666,667 $9,000,000 $9,000,000 $0 $0 $1,105,029,530 O&M TOTAL $0 $16,106,342 $28,339,317 $41,732,976 $52,858,189 $60,226,516 $72,481,137 $81,170,716 $87,351,088 $92,717,064 $95,403,465 $98,462,373 $99,908,938 $98,919,473 $101,054,880 $93,730,286 $79,175,543 $76,543,740 $80,193,740 $66,192,610 $1,422,568,393 GRAND TOTAL (CAPITAL, O&M, DESIGN) $1,004,572,300 $159,530,082 $137,769,433 $162,275,901 $155,185,113 $126,541,456 $182,772,724 $159,376,930 $142,974,430 $141,010,854 $119,581,068 $125,992,543 $115,788,025 $129,614,290 $120,273,540 $122,408,946 $106,396,953 $88,175,543 $85,543,740 $80,193,740 $66,192,610 $2,527,597,923

pursuing funding, as funding sources are often more specific. 8.3 OPERATIONAL STRATEGY 8.3.1 Objective There are two primary reasons for developing an operational strategy: (1) to define the boundaries, environment and context for the operation of LA/Ventura Region ITS Strategic Deployment Plan beyond initial deployment; and (2) to identify discriminating factors such as implementation risks and agency s operations and maintenance resources that may affect the operations of ITS projects once deployed. The LA/Ventura Region ITS Strategic Deployment Plan s operational concepts and strategies defined in this Plan are consistent with the Showcase project with minor alterations having been made for specific application to the LA/Ventura region. Because of the rapid changes in technologies involving computers, communications and consumer electronics, defining operational strategies for long-term projects poses risk of obsolescence and future validity. As a result, the operational strategies defined in this Section are more applicable to the near-term and mid-term projects identified in this Plan. This does not mean that the long-term projects are precluded or not taken into consideration. Rather, the operational strategies need to be updated based on the improvements in ITS technologies and changes in user and regional agency needs in the future. The operational strategy information provided in this Section focuses on the following: Define the operational strategies/concepts, consistent with the Showcase operational model, for the near-term, mid-term and long-term (where applicable) projects identified in the LA/Ventura Region ITS Strategic Deployment Plan. Group the identified projects from the ITS Plan to different levels of operations (operational models). Identify any discriminating factors such as operation and maintenance requirements, agency benefits and return on investment, risks involved in terms of implementation and operation, and other institutional issues that affect the various operational models. Page 8-12

8.3.2 Concept of Operations Context for the operation of projects deployed under the ITS project is discussed below. The concept of operations for the LA/Ventura region closely follows the six levels of local agency participation (Showcase operational model) defined under the regional Southern California Priority Corridor Project called the Showcase. These six levels of participation along with the definition and typical scenarios are provided. Level 1: Operate Independently: Under this scenario, the transportation agencies would continue to operate as independent entities without linkages to other agencies for exchange of traffic and multi-modal traveler information. Level 1 Operational Scenario: In transportation planning terms, this is a do nothing alternative. Under this level, major city, counties, regional and state governments including private service providers continue to operate the way they have done historically. While this type of operation provides certain advantages to the local agencies such as the ability to self govern their jurisdiction and continue the policies and practices they are used to, the level does not provide specific advantages from the motorist standpoint. Since traffic congestion knows no boundaries, doing nothing to improve traffic congestion from a regional standpoint is not desirable. Level 2: Share data/video; single function operations: At this level, the regional agencies would share data and video images for the purpose of making more informed decisions pertaining to day-to-day operations. Level 2 Operational Scenario: An example of this level of operation consists of a local city or agency monitoring freeway traffic flow based on video images from Caltrans District 7 s Closed Circuit Television (CCTV) cameras. This will enable the local agency to alter their arterial traffic signal timing parameters such as cycle length and offsets to accommodate variation in traffic flow due to incidents on freeways. This is an example of a single function where the local agencies can monitor but have no ability to control the CCTV cameras. Level 3: Share data and video; Embed modal and cross-jurisdictional responses for major/special events: At this level, the objective is to sufficiently align an adequate amount of transportation agencies databases to enable a limited amount of coordinated response (across both jurisdictional and modal boundaries) to major and special events. Level 3 Operational Scenario: An example of this level of operation is to plan for a special event such as the Rose Bowl Parade, LA Marathon or UCLA versus USC football game. A typical system installation to address the management of Page 8-13

any of the special events would involve the use of an expert system which would draw real-time information from all transportation agencies involved in the Rose Bowl parade, and based on the operational practices of the agencies, generate response plans to automatically monitor, control and manage event traffic using the ITS infrastructure such as CCTV, CMS etc., for agency approval. Once the approval is obtained, the response plan will automatically go into effect. Under this level, each agency will maintain control of their own ITS infrastructure devices. Level 4: As Level 3, with an extension to address day to day operations: At this level, a substantial effort would be levied to align major portions of each of the agency s databases in order to coordinate significant portions of each agency s operations for managing recurring and non-recurring congestion on a day-to-day basis. Level 4 Operational Scenario: A typical example of this level of operations involves automation and assigning/delegating some of the day-to-day operations to the computer control system. For example, if there are no personnel after close of business with the local agencies, the system will still perform several functions such as changing timing parameters on an arterial based on time of day, posting a sign on a city CMS, etc. Level 5: As level 4, with added redundancies to compensate for failed systems and components: Under this scenario, Level 4 operations would be supported with the added systems engineering and components required to compensate for system and component failures. Level 5 Operational Scenario: A typical scenario would be where one agency s TMC is non-functional and a second agency s TMC is used for controlling the ITS infrastructure of the first agency. An example would be the Caltrans concept in Southern California to allow Caltrans/CHP TMCs to assume the functions of another Caltrans/CHP TMC should that TMC become inoperable. This level requires substantial investment and resources in terms of computers, communications and solving of institutional issues. Hence the participation from the agencies are voluntary. Level 6: Centralize some or all management functions: Under this scenario, some or all of the transportation functions would be centralized under a common roof. Because of the complex nature of issues involved, this level of operation was not considered feasible for near term implementation under the Showcase project. Level 6 Operational Scenario: An example of this type of operation is controlling all modes and sub-regions from Caltrans District 7, MTA or any other single agency under one roof. Page 8-14

8.3.3 Regional Applications In order to exchange multi-modal traffic and traveler information in the corridor on a regional basis and to derive any benefits associated with this corridor operational approach, it is advantageous for the LA/Ventura Region ITS Strategic Deployment Plan to follow the same strategies and operational philosophies as the corridor wide concepts of operations. For the mutual benefit of both LA/Ventura ITS Plan and the Priority Corridor, it is recommended that the LA/Ventura ITS Plan also follow the same concept of operations (levels 2-5) with exceptions where applicable, due to some of the discriminating factors identified in the following paragraphs. It should be noted that FHWA has informed the corridor steering committee that funding preference would be given to those systems operating in Levels 3 through 5. Since each region is unique in terms of traffic patterns, existing infrastructure and resources, institutional structure, level of participation etc., will impact the direct application of Showcase operational strategies to the LA/Ventura ITS plan. The following are some of the discriminating factors that need to be considered in applying showcase operational strategies and concepts to the LA/Ventura Region ITS Strategic Deployment Plan. Agency Participation and Involvement Ongoing agency participation is key to the successful implementation and operation of LA/Ventura ITS Strategic Deployment Project operational models. An agency s participation is directly dependent on such factors as benefit to the agency, risks involved and costs (including personnel and equipment resources for day to day operation and maintenance). The two county region is home to more than a hundred agencies varying in population and jurisdictional size. The region will have one of the most advanced TMCs with Caltrans District 7 controlling over 600 center line miles of freeways cutting through many neighborhoods. Because of the set up, many agencies including Caltrans District 7 have shown great interest in developing a road map for the future deployment of ITS projects. While the majority of the agencies in the region support the ITS Deployment Plan, numerous agencies and jurisdictions have taken pro-active roles with planned projects for deployment. It should be noted here that the majority of the projects in the Plan s project lists fall under the five major market package categories. The majority of the projects fall under the Advanced Transportation Management Systems (ATMS). The remaining projects fall under Advanced Public Transportation System (APTS), Advanced Traveler Information System (ATIS), Commercial Vehicle Operations (CVO) and Emergency Management (EM) categories. Page 8-15

Agencies across many jurisdictions and modes (air, water and land modes) of the LA/Ventura sub-region have shown keen interest and participation. These agencies realize that ITS Strategic Deployment Plan can benefit them with their participation and continued involvement. These agencies have also realized the project benefits. Coordination Among Various Agencies In order for the operational strategies and models to be implemented successfully, the participating agencies have to coordinate with each other. This is particularly true where corridor and regional operations are envisioned. In these cases traffic congestion problems extend beyond jurisdictional boundaries and cut across modes. It is important to understand that traffic congestion knows no boundaries and the ultimate beneficiary of the LA/Ventura ITS Strategic Deployment Plan is the traveler/motorist. The LA/Ventura region has good coordination among its agencies at various levels. This will enable mutual sharing of traffic and traveler information. One such example is fiber optic communication link between LADOT (ATSAC) and District 7 TMC. Each agency coordinates with the other resulting in reduced delay and congestion for the motorist. Personnel and Equipment Resources for Operation and Maintenance Resources for system operation and maintenance is one of the most important aspects for the success of the LA/Ventura ITS Plan. Since many of the ITS funding projects do not allocate funds for operation and maintenance, the agencies should be aware, up front, of the extent of the resources needed (in terms of both personnel and equipment) to support operation and maintenance. Many agencies in the LA/Ventura region such as LADOT, LACMTA and Caltrans District 7 have the ability to provide sufficient resources both in terms of personnel and equipment for the operation and maintenance of systems beyond deployment. Similarly several cities, such as Pasadena, Oxnard, Glendale, Santa Monica, etc., have the potential to operate and maintain the systems beyond deployment. The ability of these agencies to provide personnel and equipment resources for routine, preventive and emergency maintenance sets the region apart compared to other sub- regions in the corridor. Funding Funding is a major issue in most agencies both public and private. The LA/Ventura ITS Plan has prepared a list of deployable projects. The projects are not prioritized at this Page 8-16

point other than designating them as near term, mid term and long term projects. There are several means of funding as discussed in Section 9.0. Regional and Institutional Setting The region is home to many agencies and stakeholders (over 200 stakeholder agencies and companies). These include, but are not limited to the following: Regional agencies such as Caltrans District 7, LACPW, and LADOT; Transit agencies such as Pomona valley transit, Foothill transit etc.; Event generators such as Dodger stadium, convention center etc.; Cities such as Los Angeles and Long Beach; and Numerous Commercial Vehicle Operators. The region has one of the most advanced air, water and land transportation systems in the United States. Many of these agencies have been active and are stakeholders in the LA/Ventura ITS Strategic Deployment Plan. The fact that so many agencies have consensus on the ITS deployment Plan makes it easier to develop countermeasures to mitigate traffic congestion in the LA/Ventura region. Existing Project Schedules and Dependencies: Several projects have already been planned for the region and are either in the design or implementation phases. These projects will have a bearing on the planned operational strategies and models in the LA/Ventura region. These major projects include, but are not limited to, the following; 1) IMAJINE 2) Caltrans District 7 s regional TMC 3) Signal system projects Some of these projects, such as IMAJINE, have their own operational strategies. However, these strategies are consistent with the levels of operations proposed in the Showcase project. These projects and their dependence on the planned projects in LA/Ventura ITS Plan should be taken into consideration in projecting near term, mid term and long term projects for implementation. Page 8-17

8.3.4 Pros and Cons 8.3.4.1 General Benefits of Intermodal Operation The LA/Ventura ITS Deployment Plan is adopting the operational strategies and concepts that are consistent with the Showcase projects. Some of the potential benefits expected from the intermodal Showcase project can also be expected from the LA/Ventura ITS Deployment Plan. Some of the major benefits include the following: 1) Smooth travel across jurisdictional boundaries within LA/Ventura region and adjoining jurisdictions. 2) Increased time of operation due to sharing of agency resources including personnel and equipment. 3) Faster incident response due to region wide integrated and expert system implementation. 4) Decreased delay and travel time better and faster response to recurring and nonrecurring congestion. 5) Increased benefit due to sharing of infrastructure resources such as CCTV and CMS etc. 6) Realization of significant levels of transportation, economic and environmental benefits to the region including safety. 7) Increased availability of traffic and traveler information to the end user including transit and commercial vehicle operators. 8) Encouragement, promotion, and use of multi-modes in the region. 8.3.4.2 Advantages and Disadvantages of Specific Levels of Operation The five levels (levels 2 through 5) of the Showcase operational framework recommended for LA/Ventura ITS projects allow agencies to migrate from level 2 (view traffic information, meets minimal needs) to level 5 (significant amount of data connectivity to exchange broad range of algorithm and rule based executions with redundancies) as shown in Table 8.2. Level 1, which is independent operation without any participation, is still an option for the local agencies if they choose not to participate in the ITS Plan. The following table gives some of the advantages and disadvantages associated with each level of operation. Page 8-18

TABLE 8.2 ADVANTAGES AND DISADVANTAGES OF SHOWCASE OPERATIONS LEVELS Levels of Operation Advantages Disadvantages Level 1: Operate independently or Do Nothing Level 2: Share data/video; single function operation Level 3: Share data and video; Imbed crossjurisdictional responses for major or special events Level 4: As with level 3: extends to day to day operation Continue to operate independently No additional legal and institutional obligations Make more informed decisions Monitor neighboring agency s traffic conditions Reduce delay and congestion across jurisdictional boundaries Traffic congestion knows no boundaries Lack of sufficient traffic and traveler information to make informed choices No inter-agency coordination Coordination is required Changes to the system has to be made considering impact on neighboring agency Accountability and legal risks All the advantages of level 2 All the disadvantages of level 2 Improved coordination across Requires changes in operating policies for modal and jurisdictional participating agencies boundaries Coordinated approach to mitigate congestion All the advantages of level 3 All the disadvantages of level 3 Significant portion of each Considerable participation and involvement from agencies operations are the agencies required coordinated on a day to day basis Level 5: As with level 4: with redundancies for failed systems and components Level 6: Centralize some or all of Management functions Many operational functions are automated Additional personnel and equipment for operation and maintenance All the advantages of level 4 All the disadvantages of level 4 Additional systems to compensate for system and component failure Continued smooth operation in the event of sudden failures due to disasters Reduced region wide delay and congestion All roads & all modes are centralized on a regional basis. Requires substantial software design and development effort Many agencies lose their independent status which may not be popular with the elected officials Increased legal issues and risks Considered not feasible given the institutional setup. Page 8-19

8.3.5 Mapping Regional Projects to Levels of Operation Table 8.3 shows the various project types noted in Figure 8-3 mapped against different initial operational levels. This table shows the level of complexity involved (the higher the level of operation, the higher the degree of complexity and consensus effort required and thus requires more time to complete the project). The assignment of initial level of operation for each project will enable the project to focus on the projects that yield benefits in the near term compared to project deployment complexity. The table also allows to modify duration for the project implementation depending on the complexity or level of operation. TABLE 8.3 LEVELS OF INITIAL OPERATION BY PROJECT TYPE Suggested Project Area/Type Level of Initial Operation PROJECT AREA 1.0 ATMS Adaptive Signal Control 2 ATSAC Integration Projects 2-4 Regional Signal Integration Projects 2-4 Automated Safety Inspections 2 Automated Vehicle Locating Systems 3 Communications Upgrade Projects 3 En-Route Driver Information 3 Base Infrastructure Projects 2-3 Incident Management 3 Ramp Metering 2 Regional TMC Projects 4-5 Signal Improvement Projects 3-4 Smart Street Corridors 3-4 Traffic Control Projects 2 Highway-Rail 2 PROJECT AREA 2.0 APTS Automated Fare Collection, Passenger Counting 2 Automated Vehicle Location System 2 Highway/Rail Intersection 2 Incident Management 3 Safety Enhancement Projects 3 Communications Upgrade Projects 2 APTS-ATMS Integration Projects 3-4 PROJECT AREA 3.0 ATIS Pre-Trip Traveler Information System 2-3 Incident Management 3 PROJECT AREA 4.0 CVO CVO Corridor Projects 2 PROJECT AREA 5.0 EMS Communications Upgrade 3 Incident Management 3 Page 8-20

8.3.6 Issues Most regional deployment plans will involve issues that are specific to the region. The LA/Ventura region is no exception. However, these issues are not insurmountable. Early identification of the issues will help to develop consensus among stakeholders and pave the way for the smooth deployment of the ITS projects identified in the Plan. Early identification process also helps the stakeholders to be aware of the implications, if any, before committing their agency to the Plan. Identification of key issues early on in the deployment process also paves the way for smooth implementation. Key issues include: Funding: The LA/Ventura ITS Deployment Plan is created based on user services needs which are grouped into deployable market packages. The deployment plan was developed in an effort to create a roadmap to mitigate traffic congestion using advanced technologies. The list of projects that fall within the six market packages was created independent of funding availability. In reality, this is not the case. Actual project deployment time line or schedule is very much dependent on availability of funding. In fact some project implementation priorities get shifted based on the amount of funding and it is also possible that some projects may not be implemented at all within the project schedule. Cost Sharing: In a multi jurisdictional environment, agencies have to share some of the costs associated with project implementation. This can be operation and maintenance costs or sometimes costs arising from legal issues and settlement. Agencies should be fully aware of the implications in a multi jurisdictional operational setting: Accountability: Accountability plays a big role in a multi jurisdictional environment. This is particularly true during legal situations that arise regarding safety after the project implementation. The project partners should clearly delineate operation and maintenance as well as jurisdictional responsibilities and should be made part of a Memorandum of Understanding. Institutional Issues: Some of the operational models (levels 5 and above) in the project requires local agencies to share control of their traffic system for operation on a regional level. Some agencies do not like to share control of their system either for legal issues, issues with the elected officials or for the fear of losing control itself. Other issues such as network security take a center stage when two or more jurisdictional traffic control systems are directly connected. Participating agencies should be aware of the consequences and get clearance for participation from the highest level of their respective governments. Page 8-21

Operation and Maintenance: Participating agencies should be aware of the fact that there is an ongoing cost of operation and maintenance of the project. This may include either personnel time or equipment and sometimes both. Few ITS projects deployed around the nation have generated sufficient funds from private sector for sustaining the project beyond deployment. In other cases the participating agencies have to identify the revenue source for the operation and maintenance of equipment and personnel. Agencies should enter into operation and maintenance agreements and the agreements should be made part of a memorandum of understanding. 8.3.7 Strategies In order to enable easy exchange of traffic and traveler information among agencies in standard format in the priority corridor, it is recommended that the LA/Ventura Region ITS Strategic Deployment Plan follow the operational concepts and strategies outlined in the Showcase project with minor modifications. Figure 8-4 shows the showcase operational models and recommendations (operation levels 2-5) for identified project types. The main advantage with the operational model is that it allows the agencies to participate (share traffic and traveler information) with the rest of the region at different levels. These levels vary from being an independent entity to being a major player in the region. The agencies can gradually migrate to a higher level depending on their ability in terms of size, operation and maintenance capabilities and level of integration desired on a regional basis. Page 8-22

8.3.8 Developing a Memorandum of Understanding The purpose of a Memorandum of Understanding (MOU) in a multi jurisdictional operations setting is to achieve the following: 1) Establish roles and responsibilities for the smooth operation and maintenance of system components that affect management of regional traffic and traveler information on a dayto-day basis. 2) Provide agencies with enough degree of freedom (as per agreement) so that motorist needs are met irrespective of the agency that has jurisdiction over the system component. 3) Develop operational guidelines to regional agencies such that they follow consistent and common methods of operations, which benefit both motorists and the system operators. 4) Set forth and mutually agreed upon standard operating procedure and strategies for various ITS components in the LA/Ventura region. 5) Serve as standard reference document for partnering agencies for day to day operation and during staff turnovers. 6) Establish contact personnel during and after hours of business to manage emergency situations. 7) As part of the standard operating procedure identify: a) Type of information to be shared (type and content) between agencies b) Resources to be shared between agencies and how the information is disseminated to the private sector (value added resellers, VARs) c) How income from VARs will be shared among agencies 8.4 CONTRACTING AND PROCUREMENT ALTERNATIVES The traditional procurement and contract procedures used by public agencies within LA/Ventura region vary and may not always be well suited to the unique characteristics of ITS projects. ITS projects generally require extensive interagency cooperation, private sector personnel need to be hired to staff public facilities, public/private partnership agreements need to be determined and privacy issues need to be resolved. ITS projects also involve the acquisition and placement of high-tech equipment which may require special procurement considerations. Therefore certain aspects of traditional procurement and contract procedures of the public agencies may have to be changed to accommodate ITS projects. Page 8-24

Many ITS projects will have their own unique characteristics that will need to be addressed. This section identifies some of the options and issues relative to procurement and contracting procedures of ITS projects and services. 8.4.1 Procurement Options The implementation of ITS projects will require the system components of each project to be designed, developed/manufactured and installed. Unless the implementation phase is correctly planned and managed, long delays may occur in implementation. Procurement Methods Five (5) basic procurement options have been identified: Engineer/Contractor Systems Manager Sole Source Design/Build (operate) Public/Private The first two methods are traditionally used by public agencies in LA/Ventura region. The latter three (3) methods may require education of agencies for utilization of these techniques for implementing ITS projects. Each method is discussed in greater detail on the following pages. A sixth option known as Design Competition has potential applications in very large procurement efforts. This method has been commonly used to procure very costly equipment such as military aircraft. It requires that the procuring agency fund competing designs and evaluate the results. Finally, the selected system is procured. This process is not discussed in detail here as it has rarely been used in ITS procurements. Engineer (Consultant)/Contractor Approach The Engineer (Consultant)/Contractor method represents the traditional procedure used by public agencies. Based on project requirements and preliminary studies, the Engineer (Consultant) prepares the final study and/or design plans, specifications and estimates (PS&E) for the proposed project. An agency employee or a consultant can act as the Engineer. The completed PS&E is then presented to the Contractor community and receives bids in accordance with established procedures. The Contractor bids on the PS&E and agrees to provide a complete system consisting of hardware and software - procured, installed and implemented by the Contractor. Hardware may be manufactured by the Contractor's organization and/or subcontracted Page 8-25

within the conditions imposed by the contract. The Contractor may also be responsible for system startup assistance. In the case of traffic control systems, the calibration of the system and the development and implementation of timing plans and other database elements may be required. The Engineer (Consultant) is responsible for inspecting and acceptance of project components and the entire system. Systems Manager Approach The Systems Manager option requires the public agency to select a single firm or consulting team as Systems Manager. The Systems Manager is responsible for system design, PS&E preparation, systems integration, documentation and training. The project is divided into several sub-projects and each sub-project is contracted by using the agency's normal bidding processes. The Systems Manager oversees all work by the various contractors. The sub-project contractors can be selected on the basis of specific sets of skills required for each sub-project. This permits the selection of experts for various steps of the system. The Systems Manager is responsible for integrating the sub-projects into an overall operating system. The contract between an agency and the Systems Manager is typically a negotiated contract which allows contract flexibility when projects are refined. This procurement method assigns responsibility of total system success to one entity and creates an environment to more easily meet project requirements. Sole Source Approach This form of procurement is used when there is documented existence of one (1) technical or cost effective solution to the requirements of a certain project. Sole Source procurement is most often used when compatibility with existing equipment and/or systems is required. In the early stages of establishing components of an ITS system, Sole Source procurement should not be necessary. During the later stages of development, Sole Source procurement may need to be employed to ensure system-wide compatibility. Design/Build (Operate) Approach The Design/Build approach requires the selection of a single responsible entity to perform all work associated with the deployment of the system and its components. The selected entity may also be responsible for ongoing operation of the system. The public agencies are responsible for monitoring the activity of the Design/Builder. The Page 8-26

Design/Builder performs all design work, contracts and/or constructs the system elements and systems and turns over the operating system to the public agency. In some instances the Design/Builder will operate the system with oversight and monitoring maintained by the public agency. A limitation of this approach is that the public agency loses some control over the design of the project. The agency's sole role is reduced to oversight and monitoring of the Design/Builder and does not involve any of the design details that may impact the operational needs of the agency. Private/Public Approach The Private/Public approach is a newer procurement system that establishes a Public/Private partnership for financing and implementation of a project. Several types of ITS projects have been identified for potential Public/Private partnership. The majority of these projects are identified for areas that would solicit private funding and operations of projects to encourage early development and deployment of ITS projects that will be needed in the later stages of the ITS project. Each project proposed as a Public/Private partnership would need to be investigated individually to determine that there are not issues such as conflict of interest, unfair advantage given to one competitor over another, etc. Many projects may appear to be good candidates for Public/Private partnership, but may be eliminated due to local, state and federal laws. Creativity and close study of regulations will be needed to insure Public/Private partnerships are viable projects that have benefits for all involved parties. 8.4.2 Recommended Procurement Approaches Procurement and contract issues as presented in this section represent a brief overview and are by no means inclusive to proposed or future ITS projects in the LA/Ventura region. ITS projects will most likely require coordination with multiple agencies, cross jurisdictional boundaries requiring compliance with many local regulations. The recommended procurement procedure to be used for each project should be addressed in the projects deployment process. Federal, state and local regulations will have to be addressed as they apply to individual ITS projects through the development of project operation plans, scopes of work and contracts. It will be important to consider the importance of procurement and contract issues and address them as early as possible to avoid delays in project deployment. The procurement options that may be considered for the recommended ITS projects are presented in Table 8.4. The preferred approach may change based on funding requirements, staff availability, and implementation schedule. Page 8-27

TABLE 8.4 RECOMMENDED PROCUREMENT OPTIONS Project Type Engineer/ Contractor System Manager Sole Source Design/ Builder Project Area 1.0 ATMS Adaptive Signal Control ATSAC Integration Projects Regional Signal Integration Projects Automated Safety Inspections Automated Vehicle Locating Systems & Database Public/ Private Management Communications Upgrade Projects En-Route Driver Information Base Infrastructure Projects Incident Management Ramp Metering Regional TMC Projects Signal Improvement Projects Smart Street Corridors Traffic Control Projects Highway-Rail Project Area 2.0 APTS Automated Fare Collection, Passenger Counting & Trip Planning Automated Vehicle Locating System & GIS System Highway/Rail Intersection Incident Management Safety Enhancement Projects Communications Upgrade Project APTS-ATMS Integration Projects Project Area 3.0 ATIS Pretrip Traveler Information Systems Incident Management Project Area 4.0 CVO CVO Corridor Projects Project Area 5.0 EMS Communications Upgrade Incident Management Page 8-28

Section 9.0 FUNDING ELEMENT 9.1 PURPOSE The purpose of this Funding Element Section is to outline various funding opportunities and strategies for the ITS deployment efforts outlined in this Plan. Significant local, State, and federal funding sources and processes are summarized and discussed in relation to ITS. Regardless of the project being considered, this Section provides useful funding information in a relatively easy to understand and concise format. It may be used as a prelude to additional research and more detailed consideration of specific funding opportunities. Finally, this Section provides some insight into the anticipated availability of funds for ITS deployment efforts, and discusses funding availability in relation to the deployment cost projections discussed in Section 8.0. It is important to note that several of the projects outlined in sections 7.0 and 8.0 have already received funding. However, the vast majority of these projects have not been funded as of yet. The LA/Ventura ITS Strategic Deployment Plan is not intended to be a cost constrained plan. 9.2 FUNDING ELEMENT OVERVIEW This discussion focuses principally on strategy as it relates to public sector sources of funding, and also discusses the need to develop realistic estimates of the potential for public-private partnerships as part of the ITS Strategic Deployment Early Action Plan. Given today s and tomorrow s constrained public sector budgets for transportation investment, timely funding for ITS deployment projects of the magnitude that have been proposed in this Plan will depend on four conditions being satisfied: 1) There needs to be a robust technical analysis which verifies the need for and benefits of the ITS projects, and which sets forth a project implementation strategy which tailors the schedule to needs and funding opportunities. Developers of projects should consider that funding may increasingly rely on performance based evaluations. Developers should be prepared to provide valid examples of similar deployments. 2) There needs to be a thorough understanding of the funding processes and sources at every level of government. This will enable projects to be strategically positioned vis- Page 9-1

a-vis those processes, and will help to identify the need to change those processes or create new opportunities outside the current framework. 3) There needs to be a strong local consensus as to the importance of ITS projects, plus a commitment by local jurisdictions to join together for the long haul to make it happen, and to expend at least some of their political capital in the process. 4) There needs to be a proposed funding envelope which is reasonable in the context of the region s overall transportation investment portfolio. Unless these conditions are met, a funding plan or strategy will be little more than words on paper. The first two conditions are being met through the work being done on the ITS Strategic Deployment Plan for the LA/Ventura region. However, significant efforts will need to be undertaken in order to fully satisfy the third and fourth conditions. By any measure, the level of funding envisioned and discussed in Section 8.0 (Figure 8-3) in the near-term dwarfs the amount that is expected to be available. This discrepancy between available funds and projected project deployment timeframes and costs will need to be addressed through continued efforts to maximize private sector investments. The following central and fundamental points should also be condensed. Ultimately, public sector funding results from the expression of political will that is launched from a platform supported by this combination of factors. The portfolio of both public and private funding sources, which will be necessary to support and sustain the project, can only result from the vigorous, on-going and sustained execution of a multi-faceted funding strategy. A related point is that the ultimate composition of the funding portfolio will be directly determined by which elements of the strategy prove most successful in the context of an ever-changing political and funding environment, some of whose characteristics are uncertain at this time. 9.2.1 Funding is the Outcome of Strategy Execution As noted above, the funding realities of the late 1990 s dictate that funding plans for larger projects are necessarily comprised of a complex portfolio of funding sources. For example, in the case of the Alameda Corridor project, 15 different Federal, State, regional, local and private sources are involved. Most important, it needs to be understood that this portfolio of funding sources is the end (not the beginning) point of a comprehensive, on-going multi-year funding strategy. Page 9-2

The project s advocates did not start out with this list of fund sources, but rather with the universe of potential sources. Any funding strategy for the ITS LA/Ventura Strategic Deployment Plan must take these points into consideration. As is discussed later in this report, the potential (and need) to tap resources from private capital markets and consumer spending means that, as a practical matter, the financial strategy is really part and parcel of a business plan development process. This is a key observation. Whereas most tradition highway and transit projects proceed with little or no private capital, ITS deployment is inseparably linked to both private sector suppliers and the consumer marketplace. 9.2.2 Longer Term Strategic Positioning Opportunities It is crucial that the ITS deployment effort be strategically positioned in the context of planning and legislative processes which provide the framework within which specific project planning and allocation decisions are made. These include: The MTA and VCTC Long Range Plans SCAG Regional Transportation Plan (RTP) Future ISTEA Reauthorization The State of California s Statewide Transportation Plan The California Transportation Commission s Annual Report to the Legislature 1998 State Transportation Improvement Plan (STIP) STIP Reform Legislation 9.2.3 Recommendations for Strategic Positioning Below are specific recommendations for consideration in order to begin positioning the ITS deployment effort for funding, both in the short- and longer-terms, from any and all possible public sector sources. 9.2.4 Future ISTEA Reauthorization The ITS deployment effort should be kept visible vis-a-vis future ISTEA Reauthorization processes. Updated information and progress reports should be provided to Congressional staffs on the short-term funding needs. Also, there should be a flexiblity with respect to the sources of ISTEA funding which might be tapped for the various project components (e.g., safety projects set-asides, ITS earmarking, and planning and Congestion Mitigation and Air Quality Improvement (CMAQ) Project funds). There is a Page 9-3

wide variety of activities to be funded and carried out and, while the project as a whole needs to be positioned for long-term funding, incremental steps will be necessary to begin putting the funding package together. Early start activities that could proceed quickly if funding were available can be identified and details provided to Congressional staff. Project credibility will depend in part on the ability to obligate and spend funds in a timely manner; project schedule and budget estimates should ensure project sponsors deliver on time and within budget. The funding package will continue to evolve. To bolster project credibility, the ITS deployment effort should be presented as having regional, statewide and even National significance. 9.2.5 Relating The Project to National, State and Regional Goals In making the funding case, project merits and benefits need to be related to more than just the usual local goals of safety, congestion relief, and air quality. Although those are important and should not be de-emphasized, it is also important to cast a project in the light of National, State and regional goals of economic development, jobs, international competitiveness, enhanced system performance, and return on taxpayers investment (in the project itself and in relation to the rest of the transportation system). 9.2.6 SCAG s Regional Transportation Plan (RTP) Efforts should be made to ensure the ITS deployment effort is given more emphasis and included in the SCAG RTP. The RTP was approved in April 1998, and is scheduled to be updated by December 1999. The air quality benefits of ITS deployment should be assessed and communicated to SCAG staff and policy committees to ensure that it is retained in the RTP as a benefit to the region s air quality. In addition, the job creation and other economic benefits, safety improvements, congestion relief impacts, and other associated impacts can be documented as the planning work proceeds and used in project advocacy for inclusion in the RTP. 9.2.7 County Level Long Range Plans The Alameda Corridor succeeded in the MTA s 1995 Long Range Transportation Plan (LRTP) as being listed as the top funding priority for Regional Surface Transportation in the early years to benefit air quality, economic development and bus/auto movement. This kind of inclusion in the MTA s LRTP confers upon a project an enviable level of legitimacy, virtually a most favored project status. The Alameda Corridor provides two concrete examples: In both the last and the current MTA Call-for-Projects, funding for the Alameda Corridor has been taken off the top, in effect, exempting it from the competition for funding which all other projects must undergo. Page 9-4

Recently, the MTA Board committed to accelerating the funding for the Alameda Corridor, thereby changing the funding schedule in the adopted MTA 20 Year Plan. The ITS Deployment Early Action Plan should include continuing activities to raise the level of awareness of elected, business, media and community leaders. 9.2.8 The State of California s Statewide Transportation Plan Required by 135 of the ISTEA, the State of California s first Statewide Plan was completed for the first time by Caltrans in 1996. It is difficult to tell what direct influence the Plan has on projecting and funding decisions by the California Transportation Commission. Nonetheless, the plan is part of the contextual framework which State officials including the CTC, the Governor s office and Caltrans may refer to as they consider their policy and investment strategies and options. In addition, Federal officials look to the Statewide Plan for the State s declaration of policy and investment priorities. ITS deployment statewide should be accorded a prominent role in the next State Plan update. 9.2.9 The California Transportation Commission s Annual Report to the Legislature State Government Code 14535 requires the CTC to annually submit to the Legislature a report which, among other things, identifies timely and relevant transportation issues facing the State of California. The CTC s Annual Report probably has more immediate impact than the Statewide Plan, for it is the statement of what the CTC thinks is important, and the CTC is the principle projecting and allocation authority for transportation at the State level. ITS advocates should work with the CTC to ensure that the ITS projects are included as an important priority and to raise awareness of this project and its benefits with CTC members. 9.2.10 State Transportation Improvement Program (STIP) Discretionary funding is available at the State level (Caltrans, CTC) pursuant to SB45 in the Interregional Project. Clearly, a significant interregional corridor in California is the LA/Ventura-Central Coast Corridor. An integrated, strategic approach to ITS deployment in the corridor should compete well for funding under the Interregional component of SB45 funding. If such a corridor approach is pursued, it will be important that the members of the CTC have a clear understanding of its regional and statewide importance in order to ensure that ITS projects are included in the STIP. Page 9-5

9.3 PUBLIC PRIVATE PARTNERSHIPS 9.3.1 Private Sector Opportunities Conventional highway or transit projects have little, if any, opportunity for financial participation by the private sector. There are exceptions. Private property owners sometimes donate right-of-way when a road project is in their economic interest. Commercial developers may pay for some or all of the cost of an improvement as a condition of development. Joint development arrangements around transit stations have also resulted in some private sector funding. For the most part, however, it is public tax dollars which pay for the Nation s highway and transit projects. The market for these projects is basically determined by the amount of tax dollars that are available It is a different or at least a potentially different story when it comes to ITS technologies. In some cases. because of the newness of the ITS field, potential suppliers have seen partnering with the public sector as a way to grow the market. In other cases, public agencies have turned to the private sector as a way to stretch limited public resources. And sometimes partnering arrangements occur because both the public and private sector have something the other needs (e.g., right-of-way, technology). Another important difference is that ITS often involves another party the traveling public who may be the consumer (knowingly in the case of ATIS, perhaps unknowingly in the case of ATMS) of the service and in some cases may be willing to pay for the service in part or in whole. Market assessments in this area may prove extremely difficult. For example, with regard to ATIS, a recent conference on the subject of business models for ATIS deployment concluded: near term, the emergence of a large, fee-for-service based revenue stream is unlikely beyond existing advertising revenue used to support commercial broadcast of traffic conditions. Therefore, in most regions of the country, public funding will be needed to support the underlying ATIS information infrastructure for at least the next few years. We should be candid and acknowledge that, given the fact that both the technology and the market is new and changing rapidly, making any kind of prediction about how much private sector funding (either corporate or consumer) might become available for ITS deployments is not much more than guesswork. Rather than generate arbitrary and unsubstantiated numbers which are little more than guesswork, we believe that it would be more productive to focus on the kinds of partnerships which, if formed, would expand the resources envelope. Page 9-6

9.3.2 Private Sector Motivation Much has been made of the potential for public-private partnerships to enhance a region s funding envelope for ITS deployment. The many issues involved (e.g., legal, policy, data rights, contract, project structure) are outside the scope of this discussion of financial strategy and should be addressed in the context of a business planning exercise. The purpose here is to discuss such partnerships in concept and assess their potential for bringing additional financial resources to bear in Los Angeles and Ventura region. Unlike the public sector, where multiple (and often conflicting) policy objectives may be held by the various authorities involved, the private sector generally has only one overriding motivation: profit. Some firms take a long range view and are willing to sustain interim losses in exchange for greater market share or profitability in the long run, their underlying motivation is no different from a firm that is fixated on the immediate bottom line. Although their strategies and tactics may differ, their motives are the same. While the foregoing may seem obvious, it is surprising how many public sector actors either don t understand these realities or are disappointed when they learn them. Fundamentally, partnerships only work when all parties expect to both bring something to and take something away from the table. Partnerships are about self-interest. As previously noted, the overwhelming share of the proposed ITS deployments in Los Angeles and Ventura region are ATMS, so partnership development in the Early Action Planning effort should focus on this area, although other opportunities, especially in the ATIS and CVO arena should not be ignored. 9.3.3 Types of Partnerships As mentioned above, the feasibility of private capital or public-private revenue/cost sharing arrangements is a function of the market and whether the public sector has anything to offer in terms of either creating, enhancing or providing access to that market. If the market is not there, or if the private sector can go it alone, partnering arrangements are unlikely to prove feasible or productive. Potential public-private partnerships fall into three broad categories: 1) Privatization of public sector functions: in this kind of partnership, the public sector s resource is its legal authority over certain types of activities. It exercises that authority by granting to the private sector, either by lease, license, franchise or outright sale, the Page 9-7

right to engage in certain activities. The private sector uses its own capital to provide the service. This kind of partnering arrangement works only if there is a consumer market (current or potential) which is sufficient to make the activity profitable. In other words, the value of the public agency s authority is directly a function of the market to which the granting of that authority provides access. 2) Joint Ownership: this entails any arrangement that involves the sharing of responsibility and benefits of owning and operating a facility or service. How the costs, risks and rewards are shared is entirely dependent on the objectives and capabilities of the partners. It is determined by negotiations and cannot be foretold in advance. In this kind of partnering arrangement, financial resources from the public sector, private capital markets and the consumer may all be part of the picture. 3) Innovative Institutional Arrangements: any number of other arrangements short of joint ownership are possible. These include: functional division of responsibilities; public/private consortia under the auspices of a public agency; and a variety of costsharing arrangements, including direct and indirect payments, in-kind contributions, revenue sharing, and cession of future property rights. As noted above, the feasibility and potential for revenue generation of public-private partnerships depends on a myriad of factors, including policies and priorities of the parties, their respective fiscal resources and risk preferences, the existence and strength of a market, and a host of legal, policy, contractual, project structure and technology issues. In the context of the ITS deployment efforts for Los Angeles and Ventura region, business planning efforts must carefully consider these factors in the development of reasonable estimates of the resources that might be forthcoming from the private sector and consumers. 9.4 SUMMARY Taken together, these recommendations comprise a work project for the advocates of ITS deployment in LA/Ventura region. As cost estimates and a deployment timeline are developed, it will be essential to develop a strategic project to build consensus for ITS deployment with funding agencies and prospective funding partners. The actions recommended above, placed in the context of the overall ITS Deployment Early Action Plan and executed over a sustained period of time at the Federal, State and regional levels can further reinforce the importance of ITS deployment and, taken together, will further create an environment where the ITS projects can compete successfully for funding in the months and years to come. Page 9-8

9.5 LA/VENTURA REGION FUNDING PROCESS 9.5.1 Introduction This discussion provides a brief summary of the key funding processes at the local, regional, state and Federal levels. The applicability and appropriateness of any particular process, or combination of processes, depends on the nature of the projects to be funded, statutory and regulatory provisions, planning and procedural requirements, and political considerations. Specific funding sources, eligibility provisions, and other information are included in the following tables: Local Sources (Los Angeles County) Table 9.1 Regional Sources Table 9.2 State Sources Table 9.3 Federal Funding sources (TEA-21) Table 9.4 TEA-21 ITS Specific Fund Sources Table 9.5 High Priority Projects in TEA-21 Table 9.6 Page 9-9

Funding Source 1. Proposition A 1.a. Local Return (25%) 1.b. Rail Development (35%) 1.c. Discretionary (40%) 2. Proposition C 2.a. Local Return (20%) TABLE 9.1 LOCAL SOURCES (LOS ANGELES COUNTY) Approximate Amount Available Eligible Uses Who Allocates Other Comments $100 million/year Bus and rail public transit projects (capital and operating costs) $140 million/year Rail development consistent with Prop A Rail Corridor map $160 million/ year Bus transit (capital and operating costs) $85 million/year A variety of public transit and transitrelated purposes 2.b. Security (5%) $20 million/year Improvements to bus and rail security. 2.c. Commuter Rail & Transit Centers (10%) 2.d. Transit Related Highway Improvements (25%) 2.e. Discretionary (40%) 3. Service Authority for Freeway $40 million/year Commuter rail (capital and operating costs). $105 million/year HOV/transit ways, TDM, Incident Management Program, Park-n-Ride facilities, etc. $170 million/year Improve/expand bus & rail transit service: capacity expansion, technology, safety, security. $8 million/year Emergency call boxes; Freeway Service Patrol and Incident Management MTA allocates funds to local jurisdictions on a per capita basis. Funds programmed by MTA at its discretion. MTA programs funds via Formula Allocation Plan (FAP). MTA allocates funds to local jurisdictions on a per capita basis. Funds programmed by MTA at its discretion. MTA allocates funds to Southern California Regional Rail Authority (SCRRA) MTA (via Call for Projects) MTA programs the majority via Call for Projects; some via budget process. Funds managed by the MTA SAFE program. Local jurisdictions use funds as needed; MTA performs fiscal and compliance audit upon project completion. MTA programs up-front on projects like Red Line, Blue Line, and Green Line. Approximately 95% of funds are allocated to municipal operators; Approx. 5% go to subregional paratransit and are typically only used for operating costs. Local jurisdictions use funds as needed; MTA performs fiscal and compliance audit upon project completion. Approx. 95% of funds went to the MTA police in FY 96, and 5% went into the Call for Projects. Any funds remaining after SCRRA's baseline needs are met are programmed via the Call for Projects. This is typically seen as the principal source of flexible discretionary funds which are open to competition. Page 9-10

Funding Source Emergencies (SAFE) 4. Benefit Assessments 5. Fare Box Revenues 6. Other (Advertising/ Auxiliary Funds) 7. HOV Violation Fund TABLE 9.1 LOCAL SOURCES (LOS ANGELES COUNTY) Approximate Amount Available Eligible Uses Who Allocates Other Comments $12 million/year Assessments on private property to help pay Metro Red Line costs for Dowtown portion of MacArthur park only. Established pursuant to state law. Typically 20% to 50% of operating budget (50% representing the very high end of this range). Transit capital and operating costs. Must be reflected in transit operators Short Range Transportation Plans (SRTPs). The MTA administers the program. Transit operators $28 million/year Transit capital and operating costs MTA annually determines allocations in Operating Budget. $500,000/year (in LA County) Funds for Freeway Service Patrol (FSP) program. MTA Covers interest and principal payments on $162 million in assessment district bonds. Funds collected from fines for HOV lane violations. Page 9-11

TABLE 9.2 REGIONAL SOURCES Funding Source 1. SCAG Planning Funds Approximate Amount Available Eligible Uses Who Allocates Other Comments $15.1 million annually to SCAG 1 Planning activities pursuant to 134, Title 23, U.S.C. 2. Air Quality Registration Fee in South Coast Air Quality Management District 2.a. AB2766 Local Return (40%) 2.b. AB2766 AQMD Retention (30%) 2.c. AB2766 Discretionary (MSRC) Program (30%) $14-$16 million/year Projects which produce quantifiable emission reductions $11-$12 million/year Programs which reduce pollution, and studies associated with implementing the Clean Air Act. $11-$12 million/year Proposals to reduce air pollution, including demonstration projects. 3. Air Quality Registration Fee for Ventura County Air Quality Management District 3.a. AB 2766 Air Quality Registration Fee $300,000/ year (in Ventura County) Service Authority for Freeway Emergencies (SAFE) FHWA/FTA to SCAG via the state; SCAG allocates a portion to subregions. SCAQMD allocates to cities and counties within SCAQMD area on a per capita basis. SCAQMD programs these funds at its discretion. SCAQMD's Mobile Source Pollution Reduction Review Committee (MSRC). VCTC Jurisdictions submit proposals to SCAQMD. MSRC submits recommendations to SCAQMD Board, which must accept or reject in total. 1 With the passage of the new TEA-21 these funds and the rules governing these funds may change. Page 9-12

TABLE 9.2 REGIONAL SOURCES Funding Source Funds Approximate Amount Available Eligible Uses Who Allocates Other Comments Page 9-13

Funding Source TABLE 9.3 STATE SOURCES Approximate Amount Available Eligible Uses Who Allocates Other Comments 1. SB 45 STIP Reform (County Transportation Improvement Program, CTIP) : $4.623 billion in 1998 STIP (FY98 - FY04) This legislation consolidated a number of state and federal funding streams into two new programs -- 75% of the funds go to the Regional Improvement Program and 25% of the funds go to the Interregional Improvement State Discretionary program. State programs that were consolidated and eliminated include the Flexible Congestion Relief Program, Traffic Systems Management (TSM) and TSM Match, Transit Capital Improvement (TCI), Urban and Commuter Rail, Interregional Roads, Intercity Rail, Retrofit Soundwalls, and State and Local Transportation Partnership Program (SLTPP). These programs are being phased out at different times. See end of State Sources Chart for information on programs that have been consolidated or phased out. State and Federal programs not consolidated into the SB 45 programs are: expenditures for administration of Caltrans; maintenance and operation of the state highway system; rehabilitation of the state highway system; or local assistance programs required by state or federal law or regulations, including, but not limited to, railroad grade crossing maintenance, bicycle lane account, congestion mitigation and air quality, regional surface transportation programs, local highway bridge replacement and rehabilitation, local seismic retrofit, local hazard elimination and safety, local federal demonstration projects, and local emergency relief. [See 163 and 164 of the Streets and Highways Code.] Because all the new SB 45 funds mix federal Transportation Enhancements Activities (TEA) funding as part of their revenue stream, each program has a portion of funds that are restricted to TEA activities. This is discussed under the TEA program in the section on federal funds. 1.a. Regional Improvement Program (or Regional Choice Program ) (75%) 1.b. Interregional Improvement State Discretionary Program (25%) $3.467 billion in 1998 STIP Statewide $738 million in 1998 STIP in LA County $86 million in 1998 STIP in Ventura County (40%) $565 million in 1998 STIP (60%) $693 million in 1998 STIP 2. Article XIX Permits up to 25% of state gas tax revenues to be spent on fixed guideway projects. 3. State Transportation Development Act (TDA) 75% of the funds under SB 45 go to the Regional Improvement Program for a variety of uses including roads, buses, rail, and pedestrian and bicycle facilities. Any projects which facilitate the movement of goods and people. Interregional road and rail, outside urbanized areas. with a minimum of 15% of this fund (the 60%) for rail and grade separation projects. Previously funded under Transit Capital Improvement and Flexible Congestion Relief, now under SB 45 funds. MTA, VCTC ranks projects for the Regional Program and submits list for approval to the CTC. Caltrans nominates projects in the Interregional Transportation Improvement Program (ITIP) which is approved by the CTC. (See above) Priority in the Regional Improvement Program is given to projects that 1) Make safety improvements, 2) Capital Improvements to expand capacity or reduce congestion, and 3) Environmental enhancements and mitigation. Funds are subject to 40%/60% North/South split. These funds are not subject to the North/South split. CTC CTC previously committed projects; $420 million of Article XIX funds to Metro Red Line project; minor amount to Pasadena Blue Line. Page 9-14

Funding Source TABLE 9.3 STATE SOURCES Approximate Amount Available Eligible Uses Who Allocates Other Comments 3.a. Article 3 $4 million/ year (in LA County) TBD (in Ventura County) 3.b. Article 4 $170 million/year (in LA County) 3.c. Article 8 TBD (in Ventura County) $10 million/year (in LA County) TBD (in Ventura County) Bicycle and pedestrian facilities. Bus capital and operating costs for municipal operators, transit authorities, joint powers authorities. Transit and paratransit programs which fill unmet needs outside service area of MTA operations. MTA allocates funds to local jurisdictions on a per capita basis. VCTC criteria TBD MTA allocates via Formula Allocation Plan (FAP) VCTC criteria TBD MTA allocates funds to local jurisdictions meeting this criteria (see next column) on a per capita basis. VCTC criteria TBD 4. Public Transit Account (PTA): SB 45 changed name from Transportation Planning and Development to PTA. 4.a. State PTA Funds State transit programs, intercity CTC bus/rail service and rideshare (50%) programs 4.b. State Transit Assistance (STA) (50%) Funds are currently over committed and CTC anticipates a $47 million shortfall by FY04. $11 million/year (in LA County) TBD (in Ventura County) For public transit capital and operations. MTA allocates via Formula Allocation Plan (FAP) to transit operators that are eligible to receive TDA Article 4 funds. Eligible areas include: Avalon, Lancaster, Santa Clarita, Palmdale, and unincorporated areas of Los Angeles County Transit projects or operations must be consistent with the Short Range Transportation Transit Plan and the Short Range Transportation Improvement Program. VCTC criteria TBD 5. State PUC Grade Separation Project Fund $15 million/year (Statewide) Funds to modify existing or build new railroad/ roadway crossings. State PUC prioritizes list of projects to be funded. Railroads required to provide 10% match for grade separations built at existing railroad/roadway crossings. Localities also must provide a 10% match. 6. State Highway Operation & $35-$40 million/year (in LA County) Capital funds for state highway rehabilitation, operation, safety, other improvements to maintain system Caltrans Caltrans programs these projects in the STIP and administers the program. Page 9-15

Funding Source TABLE 9.3 STATE SOURCES Approximate Amount Available Eligible Uses Who Allocates Other Comments Protection Program (SHOPP) TBD (in Ventura County) integrity. 7. Environmental Enhancement and Mitigation (EEM) $10 million (Statewide) To mitigate the effects of transportation projects on the environment. State Resources Agency ranks projects and CTC selects them. Projects must entail environmental mitigation over and above that required in environmental documents (e.g. EA, EIR). 8. Budget Change Proposal Funds 9. State Infrastructure Bank (SIB)/ Transportation Finance Bank (TFB) 10. State Gas Tax and Motor Vehicle Fee Subventions (Section 2105, 2106, 2107, 2107.5) 11. Petroleum Violation Escrow Account (PVEA) $3-$4 million/year (in LA County) TBD (in Ventura County) Up to $100 million total credit (Statewide) $267 million/year (Statewide) $86 million subject to Congestion Management Program (CMP) requirements Funds are allocated to states by the Federal government. Projects require specific state legislation. Programs Consolidated/Eliminated by SB 45 State and Local Transportation Partnership Program $4 million/year (LA County) TBD Funds for the Freeway Tow Service Patrol (FTSP) Toll roads, intermodal corridor improvements, rail transit construction, enhancements to existing facilities. Subvention funds to cities for local streets and roads purposes. Cities must be in conformance with the CMP to receive some of these funds. Energy conservation projects and programs that result in energy savings and/or displaced or nonrenewable fuels. Enhance capacity, extend service to new area, or extend useful life of a roadway by 10 years. Caltrans, CHP Caltrans,CTC,California Economic Development Finance Authority (CEDFA) Allocated by formula to cities and counties. MTA and VCTC certify CMP compliance. State legislature Local agencies Caltrans Headquarters allocates to Caltrans District 7, which passes them through to the MTA and VCTC for the FSP. Application and selection processes are under development. Funds can only cover construction contract items, not right-of-way and administrative costs. Page 9-16

Funding Source (SLTPP) TABLE 9.3 STATE SOURCES Approximate Amount Available Eligible Uses Who Allocates Other Comments (in Ventura County) Ends FY 99 Flexible Congestion Relief (FCR) Replaced by CTIP on Jan. 1, 1998 Interregional Road (IRR) System Program Replaced by Interregional Improvement State Discretionary Program, Jan. 1, 1998 Transit System Management (TSM) Expires end of FY 98 $200 million/year (LA County) TBD (In Ventura County) $25 million/ year (LA County) TBD (in Ventura County) $30-$35 million/year (in LA County) TBD (in Ventura County) Highway and fixed guideway capacity improvements to reduce or avoid congestion Improvements for interregional traffic on state highways outside urban limit lines (1) $8-$9 million programmed to match federal STP and CMAQ funds on projects which make better use of existing transportation facilities (e.g. ramp meters, message signs, HOV lanes, bus turn-outs, etc.) MTA, Call for Projects Caltrans MTA (indirectly via the Call for Projects) MTA submits rankings to the CTC for STIP programming. Caltrans programs these projects in the STIP and administers the program. Federal STP and CMAQ funds programmed by the MTA via the Call for Projects are automatically matched by the State with TSM funds (as long as the project is TSM eligible). Transit Capital Improvements (TCI) Program over except for funding already committed to existing projects. (2) Remaining funds, $20-$25 million programmed for TSM projects consistent with LA County CMP. Abandoned railroad rights-of-way; bus rehabilitation; rail guideway & rolling stock ; grade separations; intermodal Local Caltrans Office (District 7) MTA must ensure local consistency with CMP requirements. Page 9-17

Funding Source Ended under SB 45. TABLE 9.3 STATE SOURCES Approximate Amount Available Eligible Uses Who Allocates Other Comments stations; ferry vessels & terminals; short line railroad rehabilitation. Page 9-18

Funding Source TABLE 9.4 FEDERAL FUNDING SOURCES (TEA-21) Approximate Amount Available Eligible Uses Who Allocates Other Comments FEDERAL HIGHWAY PROGRAM 1. National Highway System (NHS) or (Highways of National Significance) 1.a. Interstate Maintenance Program Approx. $441.7 million per year FY98-03 (Statewide) Approx. $344.2 million per year FY98-03 (Statewide) NHS projects; up to 50% may be shifted to STP. Maintenance and reconstruction on Interstate routes. Programmed by the CTC through the STIP process. CTC, Caltrans through the STIP process. TEA-21 clarifies that funds may be spent on infrastructure based ITS, publicly owned bus terminals, and natural habitat mitigation. Under TEA-21, the IM program is technically a sub-program of NHS. The legislation allows states with unused Interstate Construction authorization to transfer the funds to their IM account. 2. Surface Transportation Program (STP): $535.4 million per year FY98-03 (Statewide); Program is divided into 4 subcategories, 10% Safety programs, 10% Transportation Enhancements (TEA), 50% Regional STP (STP 110% guarantee program and rural areas guarantee program), and 30% State Discretionary funds. 2.a. Safety Projects (10%) 2.b. Transportation Enhancement Activities (TEA) (10%) 2.c. Regional suballocations (50%) 2.d. State Discretionary STP funds (30%) 10% of Statewide STP funds $48 million under 1998 STIP in LA County Approx. $160.6 million per year FY 98-03 (Statewide) Highway safety projects. Caltrans Funds are included in the STIP but not called out as separate program. Funds improvements which beautify or enhance transportation projects and make them more environmentally or community friendly. Highway, transit, multi-modal, and intermodal projects. Highway, transit, multi-modal, and intermodal projects. MTA nominates projects and CTC awards after screening by Caltrans. TEA projects will be awarded through a process separate from the regular STIP process. MTA via Call for Projects Included as part of SB 45 CTIP funding. Since federal TEA funds are blended into both SB 45 funding programs, a percentage of Regional Improvement Program funds as well as a portion of Interregional Program funds are restricted to TEA projects. Eligibility under the regional and statewide discretionary STP has been broadened to include additional environmental provisions, ITS capital improvement projects, intercity bus terminals and facilities, etc. See above. 3. Congestion Approx. $277.4 million Projects to improve air quality. MTA via Call for Projects TEA-21 broadens CMAQ eligibility from Page 9-19

Funding Source TABLE 9.4 FEDERAL FUNDING SOURCES (TEA-21) Approximate Amount Available Eligible Uses Who Allocates Other Comments Mitigation & Air Quality (CMAQ) 4. Highway Bridge Rehabilitation and Replacement (HBRR) Program 5. Minimum Guarantee Program 6. Federal Lands Highways Program 7. High Priority Projects per year FY 98-03 (Statewide) $48.5 million in FY 96 (in LA County) TBD in Ventura Approx. $260.8 million per year FY98-03 (Statewide) Approx. $348.7 million per year FY98-03 (Statewide) $4.1 billion FY98-03 (Nationally); No formula amount -- allocations made on a need basis. $153.7 million per year FY98-03 (Statewide) Funds may be spent on ITS strategies that improve traffic flow. Funds for 7 project categories: (1) Seismic Retrofit; (2) Replacement Projects; (3) Rehabilitation Projects; (4) Bridge Painting; (5) Low Water Crossings; (6) Barrier Rail Replacement; (7) Special Bridge Program Funds are distributed among the program listed above. 50% of the funds are administered as though they were STP (except a state does not have to allocate to local jurisdictions on the first 50% of STP). The rest are divided among IM, NHS, Bridge, CMAQ and STP based on share for each program under the regular formula allocations. Indian reservation roads; parkways and park roads; public and federal lands highways. Highway, transit, intermodal, and other projects. Local Caltrans Office (District 7) See relevant program. FHWA; Caltrans Congress only non-attainment areas to both nonattainment areas and maintenance areas. Also, a State may transfer up to 50% of its increase in CMAQ funds to other federal aid programs for projects in maintenance or non-attainment areas. Local match of apx. 12% has been required in the past. District 7 creates list of projects and forwards to Caltrans Headquarters for approval; Seismic Retrofit requirements are the top priority for funds. TEA-21 added the minimum allocation program to ensure that each State received at least a 90.5% return on each dollar put into the Highway Trust Fund. The funding for the Minimum Allocation program is listed separately from the other programs even though it is incorporated into their funding streams. TEA-21 designated 1,850 projects as high priority projects to receive earmarked demonstration grant funds. A local match is required. Page 9-20

Funding Source TABLE 9.4 FEDERAL FUNDING SOURCES (TEA-21) Approximate Amount Available Eligible Uses Who Allocates Other Comments FEDERAL TRANSIT PROGRAM 8. Section 5307 (9) Formula Grant Program 9. Section 5311 (18) Rural Program 10. Section 5310 [16(b)(2)] Paratransit Vehicles $155.2 million in FY98 (L.A. Urbanized area) Bus capital and operations; Southern California Regional Rail Authority (SCRRA) NA Rural transit purposes. Caltrans NA Transportation for elderly and disabled persons. MTA via established formula. Local operators apply to MTA which makes recommendations to the state; CTC allocates with advice of Caltrans. L.A. Urbanized area includes Orange Co., portion of San Bernardino Co. In California, funds are restricted to capital purchases only. 11. Section 5309 Discretionary 11.a. New Starts $6.1 billion in TEA-21 FY98-03 (Nationwide) New rail starts (e.g. Metro Red Line). Congress (via earmarks); FTA 11.b. Fixed Guideway Modernization $6.1 billion in TEA-21 FY98-03 (Nationwide) Modernization of rail systems seven years old or older. Congress (via statutory formula). MTA administers LA County funds. LOSSAN received $15 million earmark under this section. $11.5 million in LA in FY98 11.c. Bus & Bus Facilities $3 billion in TEA-21 FY98-03 (Nationwide) FTA, or Congress (via earmarks) TEA-21 created several new subcategories for this grant program, including projects using fuel cell technology, and other clean fuels. 12. Transit Planning & Research Program Over $600 million in TEA-21 FY98-03 (Nationwide) Specified transit-related research activities and programs. FTA; TCRP Board. 45% subvened to MPOs for regional planning (see Regional Sources). Page 9-21

Funding Source TABLE 9.4 FEDERAL FUNDING SOURCES (TEA-21) Approximate Amount Available Eligible Uses Who Allocates Other Comments Selected Other TEA-21 Programs 13. MAGLEV Deployment Program $60 million in TEA-21 FY 99-02 $950 million in TEA-21 is authorized from FY 98-03, but must be appropriated. To fund nationally significant projects testing the feasibility and safety of MAGLEV technologies. US Department of Transportation (USDOT) STP and CMAQ funds may also be used for developing MAGLEV technology. 14. Welfare to Work Program $400 million in TEA-21 for FY 99-03 out of the Highway Trust Fund; $350 million can be appropriated. To develop transportation services to move welfare recipients to jobs; and to develop transportation services for residents of urban areas to commute to suburban areas where there are employment opportunities. USDOT 15. National Corridor Planning and Border Infrastructure Programs $700 million in TEA-21 for FY 99-03 $30 million available for law enforcement needs in border States For coordinated planning, design and construction of corridors for international and interregional trade; specific corridors are identified in ISTEA. And for improving the infrastructure along the US/Mexico, US/Canada border. USDOT/Congress 16. Ferry Boats $220 million in TEA-21 for FY 99-03 For the construction of ferry boats and ferry boat terminals. USDOT A portion of these funds is taken off the top for New Jersey, Alaska, Washington, and Hawaii. 17. Recreational Trails Program Approx. $3.1 million in TEA-21 for FY 98-03 (Statewide) To provide and maintain recreational trails. 30% for motorized use; 30% for non-motorized and 40% for diverse trail uses. Caltrans 18. National Scenic Byways $148 million in TEA-21 for FY 99-03 Developing National Scenic Byways Programs USDOT 19. Transportation and Community and System $120 million in TEA 21 for FY 99-03 Demonstration grants to plan and implement strategies which improve the efficiency of the transportation system, reduce the environmental USDOT Page 9-22

Funding Source Preservation Pilot TABLE 9.4 FEDERAL FUNDING SOURCES (TEA-21) Approximate Amount Available Eligible Uses Who Allocates Other Comments impacts of transportation, etc. Page 9-23

TABLE 9.5 TEA-21 ITS SPECIFIC FUND SOURCES (Also see other TEA-21 Major Fund Categories For ITS Project Eligibility) Funding Source Approximate Amount Available Eligible Uses Who Allocates Other Comments 1. Research and Technology: This part of the TEA-21 legislation is broken down generally into three categories: Surface Transportation Research, Technology Deployment and Training and Education. The first two programs are listed below. Training and Education is to be provided through the National Highway Institute, and through funds that States may set aside to fund training. 1.a. Surface Transportation Research $592 million for FY 98-03 (Nationwide) 50/50 match for collaborative research and development projects. Research, development and technology transfer activities for motor carrier transportation and all phases of transportation planning and development activities. FHWA Funds are set aside under this program for: Advanced Research (long term, high risk), Surface Transportation-Environment Cooperative Research, Advanced Vehicle Technologies, Long-Term Pavement Performance program, the Seismic Research Program, and the International Highway Program also continue to be funded. 1.b. Technology Deployment $250 million for FY 98-03 (Nationwide) Note: Preference shall be given to projects that leverage significant public and private resources. Projects that stimulate advances in transportation technology and promote the rapid deployment of such technology based on 5 goals to be determined by the Secretary. FHWA There is a separate program specifically for Innovative Bridge Research and Construction that applies innovative material technology to the construction of bridges. 1.c. Training and Education $90 million for FY 98-03 (Nationwide) National Highway Institute receives $39 million over 6 years. Local Technical Assistance Program (LTAP) receives $51 million over 6 years. Training and education of local, state and federal officials as well as private contractors about a range of transportation issues. Also, to provide technical assistance to transportation agencies about how to effectively address transportation problems. USDOT 2. Intelligent Transportation Systems: $1.2 billion is provided for FYs 98-03 to fund the Intelligent Transportation Systems (ITS) programs. Of this amount $603 million is for research, training and the development of National Standards. The legislation requires the USDOT to issue critical National ITS Standards by June 1, 1999 with all standards completed by January 1, 2001. Applications for funds for ITS projects under any funding category will not be approved unless the project is in conformance with the national standards. Page 9-24

TABLE 9.5 TEA-21 ITS SPECIFIC FUND SOURCES (Also see other TEA-21 Major Fund Categories For ITS Project Eligibility) Funding Source Approximate Amount Available Eligible Uses Who Allocates Other Comments 2.a. ITS Integration Program $482 million in FY 98-03 (Nationwide) Projects that accelerate the integration and inter-operability of intelligent transportation systems in metropolitan and rural areas. FHWA In any fiscal year, no more than $15 million may be used for projects in a single metropolitan area, and not more than $2 million in a single rural area. Not more than $35 million may be used for projects in a State. 2.b. Commercial Vehicle ITS Deployment $184 million in FY 98-03 (Nationwide) Federal funds made available under this source must be matched 50/50. Total federal funds for a project in this program must not exceed 80% of total costs. Deployment of ITS programs that improve the safety and productivity of commercial vehicles, and reduce costs associated with commercial vehicle operations and federal and state regulatory requirements. FHWA A number of priorities are listed for projects that can receive funding; however, one of the key priorities is that the project address inter-state and international commercial vehicle operations issues. Page 9-25

TABLE 9.6 HIGH PRIORITY PROJECTS IN TEA-21 LOS ANGELES AND VENTURA REGION LOS ANGELES AND VENTURA COUNTY DEMONSTRATION PROJECTS Title 1F Project Description Amount($ millions) 5 Extend I-10 HOV lanes, Los Angeles $2.2 24 Calabasas: Improve streets, bike path construction $0.8 65 Improve streets and construct bicycle path- Westlake Village $0.2 173 Widen and improve I-5/SR 126 Interchange in Valencia $10.4 198 Construct Alameda Corridor East Project $9.6 221 Construct bike paths-thousand Oaks $0.6 226 Upgrade access to Sylmar/San Fernando Metrolink Station and Westlake Village, Los Angeles 234 Construct connector between I-5 & SR 113 and reconstruct I-5 Interchange w/road 102, Woodland Hills $0.4 $11.5 280 Construct I-5 rail grade crossings between I-605 & SR 91, LA and Orange Co. $15.1 410 Construct grade separation project at Redondo Junction, located in the North end of an intermodal corridor of economic significance, Los Angeles $6.7 413 Construct HOV lane and bicycle lane within the Glendale Blvd. Corridor in LA $12.0 453 Construct Palisades Bluff Stabilization project-santa Monica $6.0 465 Construct-So.Central LA Exposition Park Intermodal Urban Access Project-LA $19.5 491 Construct Nogales St. at Railroad St. Grade separation in Los Angeles Co. $6.5 499 Construct I-10/Pepper Ave. Interchange $6.6 552 Construct Los Angeles Co. Gateway Cities NHS Access $6.6 654 Reconstruct and widen Mission Rd. Alhambra $2.4 664 Improve & modify-port of Hueneme Intermodal Corridor-Phase II, Ventura Co. $16.8 673 Rehabilitate Artesia Blvd. $3.0 707 Implement safety and congestion management improvements along Pacific Coast $0.7 Highway, Malibu 731 Improve streets and highways and/or construct sound walls along SR 23 in $1.3 Thousand Oaks 742 Construct Ocean Blvd. & Terminal Island Freeway Interchange- Long Beach $15.0 779 Construct Recreational trails in Santa Monica National Recreation Area $6.0 802 Construct bike path between Sepulveda Basin Recreation Area & Warner Center/Canoga Park, Los Angeles $1.9 Page 9-24

TABLE 9.6 HIGH PRIORITY PROJECTS IN TEA-21 LOS ANGELES AND VENTURA REGION LOS ANGELES AND VENTURA COUNTY DEMONSTRATION PROJECTS Title 1F Project Description Amount($ millions) 834 Construct Phase 3 of Alameda St. Project, Los Angeles $2.5 939 Improve streets and construct bicycle paths, Agoura Hills $0.7 940 Implement City of Compton Traffic signal systems improvements $3.8 972 Roadway improvements-provide access to Hansen Dam Rec. Area in LA $0.8 978 Construct improvements to Harry Bridges Blvd., Los Angeles $6.5 984 Improve streets and related bicycle lane in Oak Park, Ventura Co. $0.5 987 Improve the Avenue H Overpass in Lancaster $4.6 995 Improve streets in Canoga Park and Reseda areas, Los Angeles $1.0 1017 Construct Alameda Corridor East- San Gabriel Valley $2.2 1138 Upgrade and synchronize traffic lights in Alameda Corridor East- LA County $17.3 1142 Widen SR-23 between Moorpark and Thousand Oaks $10.5 1173 Upgrade Del Almo Boulevard at I-405 $5.0 1208 Reconstruct La Loma Bridge in Pasadena $2.3 1273 Construct Centennial Transportation Corridor $15.8 1275 Reconstruct Palos Verdes Drive, Palos Verdes Estates $0.3 1307 Reconstruct the I-710/Firestone Interchange $12.0 1454 Construct Arbor Vitae Street Improvements, Inglewood $2.6 1477 Implement ITS technologies in Employment Center in El Segundo $2.7 1531 Construct Santa Monica Transit Parkway $17.0 1533 Construct highway/grade separation/other improvements for Gateway for America Project in San Gabriel Valley SUBTOTAL HIGHWAY PROJECTS $100.0 $369.9 TRANSIT FACILITIES AND PROJECTS 28 Culver City Buses $2.5 66 San Fernando Valley Smart Shuttle Buses, Los Angeles $0.3 67 Union Station Gateway Intermodal Center $2.5 141 Warner Center Transportation Hub, Los Angeles $1.0 142 LA Foothill Transit Buses $2.9 143 Santa Clarita Facilities and Buses $2.5 SUBTOTAL TRANSIT PROJECTS $11.7 GRAND TOTAL ALL PROJECTS $381.6 Page 9-25

9.5.2 Local Level 9.5.2.1 Los Angeles County MTA Call-for-Projects The principle source of discretionary funds for transportation projects comes through the MTA s Call-for-Projects process, which at present is on a two-year cycle. The 1997 Call-for-Projects allocated approximately $665 million to projects in six modal categories as shown in Table 9.7 TABLE 9.7 FINAL STAFF RECOMMENDATION 1997 MTA CALL-FOR-PROJECTS Total Amount Modal Category Recommended [$ million] 1. Freeway HOV, TOS and Gap Closures $ 260.9 2. Regional Surface Transportation Improvements $ 278.2 3. Signal Synchronization & Bus Speed Improvements $ 65.5 4. Transportation Demand Management $ 19.0 5. Bikeways and Transportation Enhancements $ 18.1 6. Transit Capital $ 24.1 TOTAL $ 665.8 Preliminarily, the next MTA Call-for-Projects process is slated for late 1998, with application packages scheduled to be mailed in mid-december 1998, applications due in February 1999, and MTA Board adoption in June of 1999. Modal categories and fund estimates are not available as yet. These will depend on MTA s overall budgetary considerations and funding requirements for rail, bus, HOV and administrative needs. MTA 20 Year Plan The MTA also has developed a 20 Year Plan. The Plan is significant because inclusion of projects does represent some degree of commitment by the MTA, and in any case the planning process does help to define the context and parameters for MTA s allocations of funds to modal categories and specific projects. At this writing, it is unclear as to exactly when the update to the MTA Plan will be brought forward for Board approval. The Interim Restructuring Plan through 2004 has been adopted to serve as a short range guide. This Plan as been accepted by the FTA. Page 9-26

9.5.2.2 Ventura County The transportation planning and project process in Ventura County is relatively straightforward compared to the one in Los Angeles County. There is no dedicated local source of transportation funding in Ventura, and State funds are generally used to match Federal funds. With only ten cities plus the County, the decision-making process is a collaborative one in which the highest priorities are identified and consensus reached. The Ventura County Transportation Commission (VCTC) is MTA s counterpart in Ventura, except that VCTC does not construct or operate any bus or rail systems or services. 9.5.3 Regional Level 9.5.3.1 Regional Funding Sources There are two principle sources of funding at the regional level related to transportation: South Coast Air Quality Management District AB2766 Discretionary Project; and SCAG Federal Planning Funds (PL) Suballocations to Subregions. The former can be an important source of funds for smaller projects which may result in air quality improvements, while the latter is important to subregions and cities as they struggle to deal with transportation-related planning issues. Neither is a significant source of funds for capital projects, but PL funds can be important for developing a project to a point where it can better compete for funds in the local, state and Federal processes. 9.5.3.2 Regional Transportation Plan and RTIP Also important at the regional level is SCAG s Regional Transportation Plan (RTP). Updated every two or three years, the RTP is developed pursuant to Federal requirements as set forth in 134, Title 23, U.S.C. The RTP is important for several reasons: 1) Regionally significant projects are specifically identified in the RTP and thereby become part of the accepted givens for the region s transportation future. 2) Smaller projects are not individually identified in the RTP, but broad project categories within which a project fits are identified. For projects to receive Federal funds, they must be identified in the Regional Transportation Improvement Program (RTIP), which by Federal law must include every proposed project for the first three-years. The RTIP Page 9-27

must be consistent with the RTP and, in the SCAG region, must be fiscally constrained (e.g. only projects for which funds are available and identified may be included). 3) For Federal funds to flow to the region, both the RTP and the RTIP must be found to be in conformity with the State Implementation Plan (SIP), which is the state air quality improvement plan. The SCAQMD s Air Quality Management Plan is the region s input to the SIP. The RTP update was adopted on April 16, 1998, at which time the SCAG Regional Council committed to developing another revision by December 1999. The RTP was accompanied by a $1.9 billion unconstrained list of ITS projects which are analyzed elsewhere in this report. Specific funding for these projects was not identified in the RTP. 9.5.4 State Level 9.5.4.1 State Transportation Improvement Program (STIP) State law prescribes a process for estimating the amount of State and Federal funds to be available for transportation projects in the State, and for appropriating and allocating available funds to those projects. This process results in a State Transportation Improvement Program (STIP), adopted bi-annually by the California Transportation Commission. The STIP process is partially a bottoms-up process which builds on project nominations from the regional transportation planning agencies (RTPAs). For Los Angeles and Ventura region, the MTA and VCTC are, respectively, the RTPAs, although the submittal to the State is via the Regional Transportation Improvement Program (RTIP), submitted by SCAG, which in turn incorporates projects submitted by the individual counties TIPs. The STIP process is also partially discretionary, as the CTC, both by statute and by interpretative regulation, has reserved for itself latitude to award funds to projects based on issues of statewide significance, inter-regional inconsistency, fiscal viability, or political considerations. Specifically, 14530 of the California Government Code specifies: Page 9-28

The commission may deviate, in the adoption of the State Transportation Improvement Program, from a Regional Transportation Improvement Program based on a finding that there: are inconsistencies between the project and the appropriate guidelines; are insufficient funds available to implement the project; are conflicts between the regional transportation improvement projects; are conflicts between a regional transportation improvement project and the department s recommendations in its transportation improvement project; is an overriding state need for a project to adequately accommodate interregional traffic; or, is no adopted congestion management project for a county in which a project is proposed. As is the case at the Federal level, the process is more than a straightforward competition of projects based on merit; i.e. there is (or can be) a political overlay at the State level which can have significant impact on the amount of funds a project receives. As discussed below, SB45 significantly changed, and in some ways simplified, the STIP process. 9.5.4.2 1998 State Transportation Improvement Program Fund Estimate The statutorily required 1998 STIP Fund Estimate (FE) covers the six year period from FY98/99 through FY03/04. Improvements to the California economy are clearly reflected in the estimate. It was estimated that $4.63 billion statewide is projected to be available for new projects over and above prior STIP commitments. This is the first time since the 1992 STIP FE that there has been funding available for new projects. 9.5.4.3 STIP Reform: Passage of SB45 Previous law prescribed a process for estimating the amount of state and federal funds to be available for transportation projects in the state, and for appropriating and allocating the available funds to those projects. SB45 (Chapter 622, Statutes of 1997) substantially revises that process, by changing the 7-year State Transportation Improvement Program to a 4-year project (after an initial transition STIP of 6 years), and consolidates existing funding projects both inside and outside the STIP into two new projects: Page 9-29

1) Regional Improvement Program: 75% of all funds estimated to be available for programming are allocated to the Regional Entitlement Program, to be programmed by local and regional agencies in a manner consistent with their long range plans. 2) Interregional State Discretionary Project: 25% of all funds are allocated to projects proposed by Caltrans. Within the Interregional Program, 60% of the funds are to be programmed for interregional road and inter-city rail projects outside urbanized areas, with a minimum of 15% of these funds to be programmed for intercity rail projects. The other 40% may be targeted for projects which facilitate the interregional movement of people and goods anywhere in the state, but there is no statutory requirement that any of the funds be spent in urbanized areas. It should be noted that the so-called north/south split which apportions 60% of all funds to the 13 county south group does not apply to the portion of the Interregional Project targeted for non-urbanized areas. Figure 9-1 summarizes the provisions of SB45. Other key points regarding SB45 are summarized below: Authorizes regional agencies to receive up to 0.5% of their Regional Improvement funds for project planning, projecting, and monitoring costs. Requires the STIP to include separate allocation amounts by year for each of the following project components: Permits and environmental studies. Plans and estimates. Right-of-way acquisition. Construction. Caltrans project development costs, which were previously funded off the top of the project, must be included as line item amounts for each Caltrans-supported project. In effect, regional agencies who are buying Caltrans project development services will now know what they re paying for them. SB45 requires that state highway projects may not be included in the STIP without a Project Study Report, and that other projects may not be included without a Major Investment Study (MIS). Includes a use it or lose it provision that STIP funds be expended within three fiscal years, subject to a single extension by the CTC for up to 20 additional months. Page 9-30

FIGURE 6-1 Project Areas and System Architectures

Requires Caltrans, in cooperation with the CTC and the regional agencies, to develop new STIP guidelines by September 15, 1998, to be adopted by the CTC by December 15, 1998. The new STIP guidelines must include, at a minimum: 1) Standards for project deliverability and cost estimating. 2) Criteria for measuring system performance and cost-effectiveness of candidate projects. Limits Caltrans administrative expenditures to the level of the most recent Budget Act, adjusted for inflation. Limits Caltrans expenditures for maintenance and operations to the level of the most recent Budget Act, adjusted for inflation and increased lane mileage. Limits Caltrans expenditures for rehabilitation of the state highway system to the amounts in a 10 year plan which is required to be completed by the Department by May 1, 1998 and updated every two years thereafter. Prohibits the state budget from including individual appropriations for specific transportation projects, and prohibits individual bills from containing specific transportation projects. Grandfathers all 1996 STIP projects into the 1998 STIP. County minimum deficits are carried forward into the 1998 STIP. Requires that federal funds used for demonstration projects which would otherwise be available to the state shall be subtracted from the county share of the county where the project is located. 9.5.4.4 Framework for Interregional Improvement Project The California Transportation Commission (CTC) has adopted the following project objectives to guide Caltrans in developing the Interregional Project Strategic Plan and the Interregional Transportation Improvement Project: Completing a trunk system of higher standard State highways. Connecting all urbanized areas, major metropolitan centers, and gateways in the freeway and expressway system to ensure a complete statewide system for the highest volume and most critical trip movements, Page 9-32

Ensuring a dependable level of service for movement into and through major gateways of statewide significance and ensuring connectivity to key intermodal transfer facilities, seaports, air cargo terminals, and freight distribution facilities. Connecting urbanizing centers and high growth areas to the trunk system to ensure future connectivity, mobility, and access for the State s expanding population. Linking rural and smaller urban centers to the trunk system. Implementing an intercity passenger rail project that complies with Federal and State laws, improves service reliability, decreases running times, and reduces the perpassenger operating subsidy. For highway projects, the CTC has stated that higher priority should be given to projects with greatest benefits relative to: Traffic safety, including the potential for reducing fatalities and injuries; Reduced travel time and vehicle operating costs for interregional travel; Economic benefits to California of expanding interregional commerce through faster and more reliable access between markets; and, Economic benefits to California of expanding interstate and international trade and commerce through faster and more reliable access to California s airport and seaports. Through intent and interpretation, the Interregional Program has a strong goods movement flavor. To the extent that ITS projects can enhance the efficiency and safety of the flows of goods in interregional context, those projects may compete well for funding in future STIPs. 9.5.5 Federal Level Basically, there are three ways of directly securing funds at the Federal level: Congressional earmarks: authorization bills. Congressional earmarks: appropriations bills. USDOT discretionary grants. Federal funds are indirectly secured for projects via state, regional and local processes such as the MTA Call-for-Projects, the TRIP and STIP. Page 9-33

9.5.5.1 Congressional Earmarks: Authorization Bills The Federal highway and mass transit projects are authorized by Congress every few years. The ISTEA (1991) and the Surface Transportation Assistance Act (STAA)(1987) are examples of authorizing legislation. These bills establish broad policy directions for Federal transportation projects, and authorize specific sums to be spent in identified project categories (e.g. FHWA Congestion Mitigation and Air Quality (CMAQ) Project; FTA Section 5307 Formula Grant Project). Authorization bills also contain a myriad of other provisions, including specific projects (commonly referred to as demonstration projects, but identified in various ways in legislative language). Such projects can be identified in statute itself, or in conference and committee report language which accompany a bill (and have the force of law) when it is signed by the President. Normally, authorization of a project also constitutes an appropriation of a specified amount of funds to the project, which is why demonstration projects are always a point of discord between the authorizing committee (e.g. the House Infrastructure and Transportation Committee) and the appropriations committee. Congressional earmarks are, almost by their very nature, an expression of political will in the legislative process. There are a number of theoretical arguments for and against such earmarks, but the bottom line is that most members of Congress see it as part of their responsibility to deliver needed funding for projects which are important to their districts and which, for whatever reason, have little if any chance of obtaining sufficient funding through the normal process. 9.5.5.2 Congressional Earmarks: Appropriations Bills Projects which are authorized can also receive additional funds via the yearly appropriations bill which Congress enacts to fund the Department of Transportation and its various agencies projects. One strategy is to include a project in an authorizing bill for a fairly modest amount, and then return in subsequent appropriations bills to secure additional funding. Projects which have not been previously authorized can be earmarked in appropriations bills, but in recent years this has been more difficult from a political standpoint. Another approach, which can be used in either an authorization or appropriations context, is to earmark funds for a project from an existing program of the USDOT (see next section). For example, Title VI of the ISTEA established the Intelligent Vehicle- Highway Systems project, and authorized $695 million over 6 years. A portion of these funds have been allocated to projects at the discretion of USDOT via processes that Page 9-34

have been established after passage of the ISTEA, but appropriations bills have also earmarked some of these funds for specific projects. 9.5.5.3 U.S. Department of Transportation Discretionary Grants Authorizing bills also establish (or continue) specific projects to be administered by USDOT and its various modal administrations, and funds flow to these projects via both authorizing and appropriations bills. The Department, through its modal administrations [the Federal Highway Administration (FHWA), Federal Transit Administration (FTA), Federal Railroad Administration (FRA), and, in the case of the ITS project, the FHWA/FTA Joint Project Office] then establishes processes which involve, to varying extent, state DOTs, MPOs and others, for awarding funds to projects which may be proposed. As noted above, Congress sometimes directs that funds from such projects be directed toward specific projects. In addition to the example cited above, the portion of the New Starts FTA discretionary Section 3 project leaves, in reality, little discretion to FTA since almost all the funds are earmarked for specific projects. Page 9-35

Section 10.0 MANAGEMENT ELEMENT 10.1 PURPOSE The purpose of this Section is to define concepts, policies, and procedures that support the continuation of this Plan, the vision it defines, and the deployment of regionally integrated Intelligent Transportation Systems (ITS). This Plan is a vehicle for the cooperative deployment of ITS in the LA/Ventura region. To play the role of a vehicle for ITS deployment it is critical that two actions are taken: 1) The LA/Ventura ITS Strategic Deployment Plan is incorporated into the regional transportation planning process as appropriate; and 2) All ITS projects are proposed, promoted, and deployed in a manner that considers the integration objectives of the entire region in addition to those objectives at a subregional or local level. This Section provides suggestions and guidelines to assist regional transportation stakeholders in undertaking these two actions. 10.2 CONTINUING PLAN SPONSORSHIP As with many other transportation improvement options, ITS deployment is a complex undertaking involving many agencies and individuals. In addition, regional ITS deployment efforts in the LA/Ventura region must often overcome significant institutional barriers due to the number of project stakeholders likely to be involved. ITS deployment requires prolonged and energetic institutional support in order to be successful. Creating and maintaining a political and technical consensus is critical to effective regional ITS deployment. Transportation stakeholders must promote ITS as a concept, in addition to the obvious promotion of individual project deployment efforts. In support of continued regionwide ITS deployment and decision making efforts, the Regional ITS Coordination Team (RICT) which was created for this study will continue to meet on a regular basis. The renewed focus of the RICT will be encouraging regionwide cooperative deployment efforts that match regional needs and conform with regional, State, and national architecture standards. The RICT will also continue to sponsor this Plan throughout its continued evolution. Page 10-1

10.3 PLAN DEPLOYMENT SUPPORT Supporting and managing the deployment efforts for individual ITS systems or projects is primarily the responsibility of the deployment champion. The desired qualities, general responsibilities, and arenas of institutional involvement for deployment champions are discussed below. 10.3.1 Qualities and Role of a Deployment Champion Figure 10-1 describes the role of a deployment champion. Each ITS deployment effort or project should have a designated champion who will see the project through from beginning to end. Champions should have the following qualities: Time to dedicate to the effort; Support of their superiors; Desire to see the system/project deployed; Good communication and moderation skills; Willingness to compromise on system/project details combined with the will to maintain the integrity of the system/project; Basic understanding of the regional ITS vision and on-going architecture efforts; and Solid understanding of the system/project concept and how it will fit into existing operations. Promotional and mediation capabilities are more important qualities for a champion than technical skill, as long as technical resources will be made available to support the champion. It is desirable for a champion to be supported by a subcommittee or even unofficial group of stakeholders in the project being deployed. However, while tasks may be distributed among members of a group to assist the champion, it is critical that an individual be the recognized coordinator of a deployment effort. The champion is the early project manager for an ITS deployment with the distinction that the project may not be fully conceptualized, funded, or designed. The champion must be a jack of all trades. Champions should be prepared to focus their efforts in the following areas. Page 10-2

1) System/Project Concept/Design The champion should ensure that the system concept and design are keeping with the needs for which the project was originally proposed and considered. The champion should establish a basic understanding of how the project fits into regional ITS vision. Finally, the champion must be able to describe the basic project components or design considerations, although he/she need not be the most knowledgeable in these matters. 2) Funding Applications - The champion should identify which timely funding sources may be available for deployment of the ITS system/project and aggressively pursue these sources. SCAG, Caltrans, and MTA may be excellent support resources for champions from smaller agencies or stakeholder groups. 3) Inter-Agency Communication The champion is responsible for maintaining consistent communication with agencies involved in the deployment of a system/project. ITS deployments will likely require the sponsor to gain subregional or regional support. The champion should seek the support of the appropriate stakeholders. 4) Political Support - The deployment champion should identify the appropriate political support required to obtain funding and overcome institutional obstacles. The champion may need to aggressively argue their viewpoint to both internal and external political concerns in order to gain this support. 5) Agency Support Many champions will be required to promote the project internally with their own agencies and organizations in addition to their external promotion efforts. The champion will have to seek substantial support from their organization. This may include the identification of additional supporting champions from within the organization. 6) Public Promotion In addition to gaining and maintaining support from within the champion s organization at political levels, the champion will need to consider the appropriate application of public promotion activities. Most projects could benefit from some general promotion to the public that will inform them as to the purposes and benefits of the project. Potential use of Web pages, flyers, and news articles/reports should be considered. If possible, the champion may seek the support of additional champions with good connections with communities that the project will benefit. Chambers of Commerce, Regional Technology Alliances, and professional organizations are good sources of support. 7) Deployment Vision - The champion should ensure that the system is consistent with the deployment vision discussed in Section 8.0. Some deployment efforts may better fit this vision when combined with other regional ITS deployments, and the champion should consider this option in cooperation with appropriate regional agencies and/or other potential stakeholders. Grouping of similar projects, especially if they occur in adjacent jurisdictions, can prove highly beneficial in obtaining funds for a project. Cooperative deployment efforts should be encouraged. Page 10-4

As a whole, the actions of the deployment champion are what drives successful ITS deployment. Most of the projects identified in Section 7.0 of this Plan already have a sponsoring agency. However, many of these projects may not yet have an individual champion. For those projects which are planned for the near-term, sponsoring agencies should identify appropriate champions given the information noted above. 10.3.2 Arenas of Deployment Champion Involvement The LA/Ventura region contains a diverse and complex economic, political, and institutional environment. Given the number and scope of projects described in Section 7.0, it is not possible to discuss the individual political, institutional, and economic relationships related to each individual system or project. A simplified approach to broader market, institutional, and political considerations may be based upon four general arenas: 1) Political Arena comprised of local, regional, and national politicians and community leaders. 2) Agency Executive Arena comprised of transportation related agencies executives at upper management levels with the authority to make decisions regarding staffing and funding concerns. 3) Private Market Arena comprised of private industry and organizations with a recognizable stake in the deployment of effective and marketable ITS services. 4) Agency Staff Arena comprised of agency middle management, technical, and support staff. It is the responsibility of the deployment champion to effectively utilize available resources in each of these arenas. It is likely that deployment champions will come from either the private market or agency staff arenas, and that they will need to gain the support and championship of key individuals in the political and agency executive arenas. When considering these arenas it may be useful for the deployment champion to consider the abilities, skills, and barriers to utilizing resources from each arena. Figure 10-2 displays some important considerations for each arena for deployment champions. Page 10-5

1) Political Arena The champion should point out the public benefits of deploying the system/project, especially any benefits that may be easily promoted to the general public. The champions should seek to describe the project in simple terms that take into account the limited time and variable technical knowledge likely to be present in the arena. It is ideal if the champion takes a few hours to develop a simple and brief presentation (five slides/five minutes) and project sheet that describe the key concepts of the deployment effort. The beneficial effects to deployment efforts of having politicians participate in tours or visits to similar deployed systems at other locations across the nation should not be underestimated. 2) Agency Executive Arena The deployment champion should seek to promote the regional benefits of the deployment. The champion should seek to discuss the deployment of the system/project in terms familiar with each executive. As with the political arena, initial presentations should be simple and brief, with further details and technical information provided as requested. As with the political arena, the champion should try to get agency executives to visit sites with similarly deployed ITS systems. Tours are an effective means to display that ITS has real operational and resource benefits. 3) Private Market Arena The champion should consider the best role for the private market in the ITS deployment under consideration. If the private market will play a key role, then early involvement of potential private market participants in deployment efforts is crucial. The champion should seek to promote market opportunities involved with the deployment effort, if applicable. 4) Agency Staff Arena The support of agency staff is critical to a champion being able to perform effectively. The champion should seek the support of stakeholding agencies staff by pointing out the benefits to agency operations. The champion should work closely with agency staff to ensure their support. 10.4 SUGGESTED PROCEDURES AND POLICIES There are a few suggested procedures and policies that should be considered by the LA/Ventura region. Procedures include processes or tools that support ITS deployment efforts. Policies are statements of policy to be adopted by ITS stakeholders that will promote cooperation, integration, and ITS deployment efforts. 10.4.1 Suggested Procedures There are several actions that should be considered by the region to support and promote ITS deployment and coordination. Each of these is discussed below. Page 10-7

Develop ITS Deployment Impact Analysis Tools - As ITS deployments occur in the LA/Ventura region simple impact analysis tools should be developed for use by deployment champions in determining benefit/costs, emissions reductions, traffic impacts, etc. For ITS to become part of the common transportation tool box of solutions, simple impacts analysis tools are needed. Precede Deployments with Appropriate Studies - In order to ensure that prototype deployments maintain a regional focus and open system architecture each deployment should include a functional requirements and high-level system architecture design that is consistent with the Plan, as well as Showcase for systems which will link to additional systems at the subregional or regional level. Review and Update of the ITS Strategic Deployment Plan As Needed The RICT should review and update appropriate Sections of the LA/Ventura Region ITS Strategic Deployment Plan as needed to properly reflect significant changes in technologies, regional needs, and/or regional priorities. The RICT should coordinate with SCAG to provide suggestions on updating appropriate portions of the Regional Transportation Plan (RTP) to reflect any significant changes in the ITS Strategic Plan as appropriate. Include Background (Before) Data Collection as Part of ITS Deployment - Prior to deployment of an ITS project, sufficient background data should be collected to determine the near-term effectiveness of the deployment and its overall transportation and air quality impacts. The need for good background data for the evaluation of the effectiveness of ITS deployments is often overlooked. 10.4.2 Suggested Policies The following policies may be encouraged for adoption by agencies in the LA/Ventura region: 1) Adoption of the LA/Ventura region and Showcase Corridor System Architectures should be encouraged to allow the exchange of transportation related information between agencies. 2) The inclusion of intermodal capabilities should be encouraged and supported in every regional ITS deployment effort. 3) Agencies in the LA/Ventura region should be encouraged to work together to establish common ITS resources (software, equipment, staff, etc.) and systems where feasible. 4) Institutional arrangements and/or legal agreements should be encouraged and sought where the joint deployment of an ITS project promotes economies of scale, avoids duplication of effort, and/or promotes integration among agencies. Page 10-8

5) Agencies should be encouraged to cooperate at a local and subregional level to establish common and/or seamless transportation operations across jurisdictional boundaries. 6) Agencies should be encouraged to integrate and establish ITS elements as part of all major transportation projects, where appropriate, during the project development process. Adoption of these policies by transportation stakeholders in the region will promote integrated and effective ITS deployment. Page 10-9

ADDENDUM TABLE The Regional ITS Coordination Team (RICT) received several new project ideas from agencies during the final round of revisions to the LA/Ventura Region ITS Strategic Deployment Plan (SDP). While it was not possible to include these new projects in Sections 7.0 and 8.0 of the Plan, the RICT did want to recognize the receipt of the projects and the role these projects may play in the deployment of ITS in the LA/Ventura region. The table below summarizes the project ideas received from stakeholders following the SDP call for projects. The inclusion or lack of inclusion of a project in the SDP does not in any way impact its potential of being programmed or funded through available processes. ADDENDUM TABLE LIST OF ADDITIONAL PROJECTS (PROVIDED FOLLOWING THE SDP CALL FOR PROJECTS) ID Project Name A1.1 Farebox System Upgrade A1.2 Dispatch Communications System A1.3 On-Board Video Security System A1.4 Bus Stop Voice Annunciation System A1.5 Downtown Santa Monica Transit Mall ATIS Sponsoring Agency City of Santa Monica Big Blue Bus City of Santa Monica Big Blue Bus City of Santa Monica Big Blue Bus City of Santa Monica Big Blue Bus City of Santa Monica Big Blue Bus Description Will provide 175 new fareboxes with passenger counting and upgraded fare collection functions. Upgrade/replacement of existing radio system to support APTS systems integration/data transmission. Install and operate 10 video cameras to enhance passenger security and decrease vandalism. Install automated voice annunciation system on transit buses. Testing underway. Funds committed for apx. 75 buses with 165 remaining. Install real-time transit information kiosks at the Transit Mall with associated fiber-optic communications. Est. Cost $2.7M $1.8M $98.5K $915K + TBD NA funded as part of const. Funding Status Committed est. complete end of FY99 Committed est. complete within 2 years. Committed est. completion by the end of 1998 First $915k Committed est. completion within 12 mos. Est. completion within 3 years. Transit mall funded at $5.37M Page A-1

ADDENDUM TABLE LIST OF ADDITIONAL PROJECTS (PROVIDED FOLLOWING THE SDP CALL FOR PROJECTS) ID Project Name A2.1 Expanded Coverage as part of Project 14.1 and Caltrans ATMS Freeways A2.2 Rail-Highway Grade Crossing Information System Sponsoring Agency Port of Long Beach Port of Long Beach Description Expand CCTV, CMS, & HAR coverage to include State Routes near the Port. Suggested joint deployment and operation between Port, COG, & Caltrans of ITS devices on non-state facilities in proximity to the Port. Use CMS as part of ATMS or ATIS to provide advance warning of impending street blockage by trains at grade crossings would include anticipated blockage times by calculating arrival, speed, and length of approaching trains. Est. Cost TBD TBD Funding Status Expansion of projects already under consideration with proposed coordination between the Port, Caltrans and Gateway Cities COG. Proposed by the Port could be combined with on-going efforts or A2.1 above. Near to medium term timeframe noted. A3.1 ITS Field Elements/Communi cations Culver City Area City of Culver City Deploy CCTV and fiber optic communications to improve traffic flow & incident management also to provide a foundation for adaptive signal control. $2.9M + $2.1M To be proposed in 1999 MTA Call for Projects. Noted as near term effort. Page A-2

Glossary of ITS Terms List of ITS Acronyms A AASHTO ABS ADA AFD AID AHS AMPS ANSI APTS Architecture ASTM ATC ATMS ATIS American Association of State Highway and Transportation Officials. One of five standards development organizations with which US DOT is working to establish standards for integrated, interoperable ITS deployment. Antilock Brake System Americans with Disabilities Act Architecture Flow Diagram Architecture Interconnect Diagram Automated Highway System Advanced Mobile Phone System American National Standards Institute Advanced Public Transportation System An overarching framework that allows individual Intelligent Transportation System (ITS) services and technologies to work together, share information, and yield synergistic benefits. American Society of Testing and Materials. One of five standards development organizations with which US DOT is working to establish standards for integrated, interoperable ITS deployment. Automatic Train Control Advanced Traffic Management Systems. An array of institutional, human, hardware and software components designed to monitor, control and manage traffic on streets and highways. Advanced Traveler Information Systems. System which assists the driver with commute/trip planning by giving accurate, real-time information on routes, road conditions, etc. PAGE G-1

AVCS AVI AVL AVO Advanced Vehicle Control Systems. Vehicle and/or roadway-based electromechanical and communications devices that enhance the control of vehicles by facilitating and augmenting driver performance. Of particular importance are collision avoidance or warning systems to prevent accidents. Automated Vehicle Identification. A system that combines an on-board transponder with roadside receivers to automate identification of vehicles for purposes such as electronic toll collection and stolen vehicle recovery. Automatic Vehicle Location. Computerized system that tracks the current location of vehicles to assist dispatching, emergency response, data collection, route navigation, etc. Automated Vehicle Operation B Beacons BNF Bus Lane Short-range roadside transceivers for communicating between vehicles and the traffic management Infrastructure. Common transmission technologies include microwave and infrared. Backus-Nauer Form A lane reserved for bus use only. Sometimes also known as a diamond lane. See also HOV. C CAD CASE CCTV CD CDROM CDMA CDPD Computer-Aided Dispatch. Uses advanced communications to coordinate and relay information efficiently to vehicle fleets, such as transit buses, patrol cars, emergencyresponse vehicles, and private carriers. Computer Aided Systems Engineering Closed Circuit TV Compact Disk CD Read Only Memory Code Division Multiply Access Cellular Digital Packet Data PAGE G-2

CMAQ CMS Conformity COTR CSP CV CVAS CVCS CVISN Congestion Management and Air Quality program. Funding category in the Intermodal Surface Transportation Efficiency Act that targets efforts to reduce metropolitan air pollution. ITS technologies that contribute to improving air quality are eligible for CMAQ funds. Changeable Message Signs. Electronic sign on a highway that can change the message it displays. Used to warn and redirect traffic. Process to assess the compliance of any Federally funded or approved transportation plan, program, or project with air quality implementation plans. The conformity process is defined by the Clean Air Act. Contracting Officer Technical Representative Communication Service Provider Commercial Vehicle Commercial Vehicle Administration Subsystem Commercial Vehicle Check Subsystem Commercial Vehicle Information System and Networks. A network that connects existing federal, state, and private-sector information systems to improve commercial vehicle movement. CVO Commercial Vehicle Operations. Assist the safe and efficient movement of trucks and buses. These systems use electronic screening and vehicle identification systems, advances in administration. CVS Commercial Vehicle Subsystem D DAB DD DDE Demand Response Digital Audio Broadcast Data Dictionary Data Dictionary Element Segment of public transit designed to efficiently move persons not able to access regular, fixed transit routes. This form of transit is utilized especially for persons with disabilities and senior citizens. PAGE G-3

DFD DGPS DMS DMV DOD DOT DSRC DTA Data Flow Diagram Differential Global Positioning System Dynamic Message Sign Department of Motor Vehicles Department of Defense Department of Transportation. When used alone, indicates US Department of Transportation. In conjunction with a place name, indicates state, city, or county transportation agency. Dedicated Short Range Communications Dynamic Traffic Assignment E E9-1-1 Emergency 9-1-1 ECPA EDI EDP Electronic Fare Payment EPA EM EMC EMMS EMS ESMR Electronic Communications Privacy Act Electronic Data Interchange Early Deployment Plan. Same as a Strategic Deployment Plan. Systems that allow electronic debit or credit processing of transit fares. Environmental Protection Agency Emergency Management Subsystem Emergency Management Center Emissions Management Subsystem Emergency Management Services. Services designed to optimize the response time to incidents and enhance emergency service coordination. Also Extinguishable Message Sign. A message sign with two modes (on and off). Enhanced SMR PAGE G-4

ETC ETA ETS ETTM Electronic Toll Collection. Scanners at toll plazas read transponders on vehicles entering the facility and allow traffic to flow without stopping to pay toll fees. Expected Time of Arrival Emergency Telephone Services Electronic Toll and Traffic Management F FAA FARS FCC FHWA Fiber Financial Capacity FIPS FOT FMC FMS FPR FRA FTA Federal Aviation Administration. The Federal agency which regulates air travel and associated areas in the United States. Fatal Accident Reporting System Federal Communications Commission. The Federal agency which regulates telecommunications in the United States. Federal Highway Administration. Agency of the US Department of Transportation that funds highway planning and deployment programs. A medium used to transmit information via light impulses rather than through the movement of electrons. A single strand of optical fiber, the approximate size of a human hair, can carry thousands of digital voice conversations or data transmissions at the same time. Refers to the ISTEA requirement that an adequate financial plan for funding and sustaining transportation improvements be part of the plan and TIP. Federal Information Processing Standard Field Operation Test Freeway Management Center Final Management Subsystem Final Program Review Federal Railroad Administration. Agency of the US Department of Transportation that funds rail planning and deployment programs. Federal Transit Administration. Agency of the US Department of Transportation that funds transit planning and deployment programs. PAGE G-5

G GIS GPS Geographic Information System. Computerized data management system designed to capture, store, retrieve, analyze, and report on geographic and demographic information. Global Positioning Systems. A system that determines the real-time position of vehicles using communications with a satellite. Also, refers more specifically to a government owned system of 24 Earth-orbiting satellites which transmit data to ground-based receivers and provides extremely accurate latitude/longitude ground positions. H HAR HAZMAT HELP / Crescent. HOV HRI HSR HUD Highway Advisory Radio Hazardous Material(s) A multi-state research effort to design and test an integrated truck-monitoring systems using AVL, AVC, and WIM technologies. High Occupancy Vehicle. Any vehicle containing more than one or two persons, such as bus, carpool, or vanpool. Highway Rail Intersection High Speed Rail Heads-Up Display. A device usually located on a vehicle dashboard which projects important information such as speed, vehicle status, etc. onto the windshield in clear view of the driver. I IEEE Intermodal Intermodalism Internet Institute of Electrical and Electronics Engineers. One of five standards development organizations with which US DOT is working to establish standards for integrated, interoperable ITS deployment. The ability to connect, and make connections between modes of transportation. Seamless integration of multiple travel modes. A collection of computer networks, all connected using a common set of protocols and rules on sharing and directing messages. PAGE G-6

Interoperability Interstate Highway System IP IPR ISO ISP ISTEA The ability to integrate the operation of diverse networks and systems. The vision of the intelligent transportation infrastructure is a seamless interoperable network from coast to coast that allows drivers and information to flow through the system without barriers. The system of highways that connects the principal metropolitan areas, cities, and industrial centers of the United States. The Interstate System also connects the U.S. to internationally significant routes in Mexico and Canada. Internet Protocol Interim Program Review International Standards Organization Information Service Provider Intermodal Surface Transportation Efficiency Act of 1991. Federal law providing primary federal funding for highway and other surface transportation programs in the United States through 1998. ISTEA contains the Intelligent Vehicle-Highway Systems Act, and has been superceded by the Transportation Equity Act for the 21 st Century (TEA-21). ITE Institute of Transportation Engineers. One of five standards development organizations with which US DOT is working to establish standards for integrated, interoperable ITS deployment. ITI ITS ITS America ITS Infrastructure Intelligent Transportation Infrastructure. The computer, communications, and control systems required to support a variety of intelligent transportation system products and services in urban and rural areas. Intelligent Transportation Systems. The application of advanced technologies to improve the efficiency and safety of transportation systems. Intelligent Transportation Society of America. A nonprofit, public/private scientific and educational corporation that works to advance a national program for safer, more economical, more energy efficient and environmentally sound highway travel in the United States. Federal advisory committee used by the US Department of Transportation. Computer, communications, and control systems required to support a variety of ITS products and services in urban and rural areas. PAGE G-7

IVHS IVIS Intelligent Vehicle Highway Systems In Vehicle Information System J JPO Joint Program Office for ITS. Office of the US Department of Transportation established to oversee and guide the multi-modal National ITS program. L LAN LCD LED LEO Long Term Loop Detectors LPD LRMS Local Area Network Liquid Crystal Display Light Emitting Diode Low-Earth Orbit Satellite System In transportation planning, refers to a time span of, generally, twenty years. Sensors embedded below the surface of roads and highways that monitor the flow of vehicles and help authorities manage traffic and incidents. Liability and Property Damage Location Reference Messaging Standard M Mainstreaming MAN The act of bringing ITS technology into everyday use by travelers and transportation professionals. Also refers to incorporating ITS into traditional transportation planning and programming processes. Metropolitan Area Network MDI Model Deployment Initiative. A program designed to develop model sites demonstrating integrated intelligent transportation infrastructure and successful jurisdictional and organizational working relationships. The program is also designed to demonstrate the benefits of integrated transportation management systems that feature strong regional, multimodal traveler information services. PAGE G-8

MMDI MMI Mode MOE MPH MPO MTC Multi-Modal Metropolitan DI Man-Machine Interface (or Interaction) A form of transportation such as an automobile, bus or bicycle. Measure of Effectiveness Miles per Hour Metropolitan Planning Organization. Regional policy body that is responsible in cooperation with the state and other transportation providers for carrying out the metropolitan transportation planning requirements of federal highway and transit guidelines. Metro Traffic Control The availability of transportation options using different modes within a system or corridor. N NA National ITS Architecture NAR NAV NEMA NHPN NHS NII NTCIP National Architecture Establishment of nationally compatible systems linking all modes of transportation. Discourages local or regional areas from developing incompatible ITS implementations. National Architecture Review Navigation National Electrical Manufacturers Association National Highway Planning Network National Highway Traffic Safety Administration. Agency of the US Department of Transportation whose charge is safety. National Information Infrastructure (aka Information Superhighway) National Transportation Communications for ITS Protocol. Required for traffic management operations. Allowing for wireline communications between traffic management centers and field equipment. PAGE G-9

O OEM Open System OSI OTP Original Equipment Manufacturer A vendor-independent computer system that is designed to interconnect with a variety of commonly available technology products. Open Systems Interconnection Operational Test Plan P Paratransit PC PCB PCS PD PDA PIAS PMS PS PSA PSPEC PSTN A variety of smaller, often flexibly-scheduled and routed transportation services using lowcapacity vehicles, such as vans, to operate within normal urban transit corridors or rural areas. These services usually serve the needs of persons that standard mass transit services would serve with difficulty, or not at all. Often, the patrons include the elderly and persons with disabilities. Personal Computer Professional Capacity Building program. Personal Communications System Police Department Personal Digital Assistant Personal Information Access Subsystem Parking Management Subsystem Planning Subsystem Precursor System Architecture Process Specification Public Switched Telephone Network PAGE G-10

PTS Public Participation Positive Train Separation The active and meaningful involvement of the public in the development of transportation plans and programs. R Ramp Metering R&D RDS RDS-TMC RFID RFP RS RSPA RTA RTS Regulation of vehicle entry to a freeway via sensor-controlled freeway-ramp signals. Research and Development Radio Data Systems Radio Data Systems incorporating a Traffic Message Channel Radio-Frequency Identification. An electronic identification method that uses radiofrequency signals to read on-vehicle tags for automated vehicle identification. Request for Proposal Roadway Subsystem Research and Special Programs Administration of the US Department of Transportation. Regional Transit Authority Remote Traveler Support Subsystem S SAE SC SDO Society of Automotive Engineers. One of five standards development organizations with which US DOT is working to establish standards for integrated, interoperable ITS deployment. Single Click Standards Development Organization. US DOT is working with five organizations to develop standards in areas relevant to intelligent transportation: state-level participation and roadside infrastructure, (AASHTO), dedicated short-range communication systems (ASTM), electronics and communication message sets and protocols (IEEE), traffic management and transportation planning systems (ITE), and in-vehicle and traveler information (SAE). PAGE G-11

SDP Smart Card SMR SONET SOV SOW Statewide Transportation Plan SQL SSR STIP STMF Strategic Deployment Plan Electronic information systems that uses plastic cards (similar to credit or debit cards) to store and process information. Used in fare-payment and parking applications. Specialized Mobile Radio Synchronous Optical Network Single Occupancy Vehicle Statement of Work The official, statewide intermodal transportation plan that is developed through the statewide transportation planning process. Standard Query Language Standard Speed Rail Statewide Transportation Improvement Plan. A staged, multi-year statewide Intermodal program of transportation projects, which is consistent with the statewide transportation, plan and planning processes and metropolitan plans, TIPs, and processes. Simple Transportation Management Framework T TAS TCIP TCM TCS TDM Toll Administration Subsystem Transit Communications Interface Profiles Transportation Control Measures. Actions to adjust traffic patterns or reduce vehicle use to reduce air pollutant emissions. These may include HOV lanes, provision of bicycle facilities, ridesharing, telecommuting, etc. Toll Collection Subsystem Transportation Demand Management - Programs designed to reduce demand for transportation through various means such as the use of high occupancy vehicles, alternative work hours, transit and telecommuting. PAGE G-12

TDMA TEA-21 Telecommuting TIP TM TMA TMC TMDD TMS TOC Transit Transponder Time Division Multiple Access Transportation Equity Act for the 21 st Century. The latest Federal law providing primary federal funding for highway and other surface transportation programs in the United States through 2004. TEA-21 contains guidelines and funding for ITS deployment. The substitution, either partially or completely, of transportation to a conventional office through the use of computer and telecommunications technologies (e.g., telephones, personal computers, modems, facsimile machines, electronic mail). Transportation Improvement Plan. An MPO program for transportation projects, developed jointly with the state for a 3 to 7 year period. Traffic Management Transportation Management Area. All urbanized areas over 200,000 in population and other areas that request designation. Traffic Management Center Traffic Management Data Dictionary Traffic Management Subsystem Traffic Operations Center Generally refers to passenger service provided to the general public along established routes with fixed or variable schedules at published fares. Related terms include: public transit, mass transit, public transportation, urban transit and paratransit. Electronic device designed to store information. Electronic readers access the information stored on these devices for such functions as toll collection and trucking activities. TRB Transportation Research Board. Part of the National Academy of Science, National Research Council. Serves to stimulate, correlate, and make known the findings of transportation research. TRMC TRMS TRT TRVS Transit Management Center Transit Management Subsystem Technical Review Team Transit Vehicle Subsystem PAGE G-13

TSM Transportation System Management. The element of a TIP that proposes noncapital intensive steps toward the improvement of a transportation system, such as refinement of system and traffic management, the use of bus priority or reserved lanes, and parking strategies. It includes actions to reduce vehicle use, facilitate traffic flow, and improve internal transit management. U Urbanized Area USDOT User Services USR Area which contains 50,000 or more population plus incorporated surrounding areas. US Department of Transportation Principal direct Federal funding agency for transportation facilities and programs. Services available to users of an ITS equipped roadway, as set forth by ITS America. There are 30 services, arranged in seven categories as follows: Travel and Transportation Management Travel Demand Management Public Transportation Operations Electronic Payment Commercial Vehicle Operations Emergency Management Advanced Vehicle Control and Safety Systems User Service Requirement V VMS VMT VRC VS Variable-Message Sign. Electronic highway sign that can change the message it displays. Used with traffic-management systems. Also referred to as changeable or electronic message signs. Vehicle Miles of Travel. A standard area wide measure of travel activity. The most conventional VMT calculation is to multiply average length of trip by the total number of trips. Vehicle/Roadside Communications Vehicle Subsystem PAGE G-14

W WAN WIM WWW Wide Area Network Weigh-in Motion World Wide Web Z Zone The smallest geographically designated area for analysis of transportation activity. A zone can be from one to 10 square miles in area. Average zone size depends on the total size of study area. PAGE G-15