U.S. Department of Transportation
Federal Highway Administration
1200 New Jersey Avenue, SE
Washington, DC 20590

Skip to content U.S. Department of Transportation/Federal Highway AdministrationU.S. Department of Transportation/Federal Highway Administration


<< PreviousContentsNext >>

ACTT Workshop: Minnesota
June 14-16, 2004, Minneapolis, Minnesota

Appendix C (continued): Skill Set Report Forms
Traffic/ITS/Safety/Public Relations

Traffic/ITS/Safety/Public Relations Team
Facilitator: Nicole Rosen, Mn/DOT
Note Taker: Brian Kary, Mn/DOT
FHWA National Experts: Greg M. Jones, FHWA, NRC, Atlanta
Lisa Vander Heiden, MDT
Jerry L. Graham, Midwest Research Institute
Dean Gustafson, VDOT
Linda Mullen, WSDOT
Jimmy Travis, NC DOT
Mn/DOT, Local FHWA, or Local Experts: Amr Jabr, Mn/DOT
Jim Kranig, Mn/DOT
Judy Melander, Mn/DOT
Bill Servatius, Mn/DOT
Nick Thompson, Mn/DOT
Cassandra Isackson, Mn/DOT
Denny Eyler, SRF Consulting Group, Inc.
Jim McCarthy, FHWA
Cathy Clark, Mn/DOT
Dave Kopacz, FHWA
Brian Scott, SRF Consulting Group, Inc.
Idea (Short Name) Idea (Detailed Description) Implementation Details (Barriers, Skill Set Coordination, etc.)
Work Zone Safety
Incident management plans.
  • Dedicated Service Patrols for the project, emergency pullouts, dedicated State Patrol. Plans for emergency response.
  • Freeway Service Patrols:
    • Set up a method to use project funds for FIRST team. Freeway Service Patrol dedicated to work zone. Implement FIRST for construction. Incident clearance. WZ equipment maintenance; use heavy equipment to clear major (heavy vehicle) incidents.
    • Difficult to make a contract item. CO Construction to continue to work with RTMC and incident management.
    • Include towing in contract. Easier to do as part of contract rather than trying to find money after project is let
  • Dedicated State Patrol:
    • Pay state patrol to be onsite during critical times and after traffic switches. Currently doing this on most major projects. Work with the State Patrol to get more officers in the Metro.
Establish safety goals and measures.
  • Number of incidents, clearance times, number of worker injuries, etc.
Contractor incentives for new/innovative ideas.
  • Incentive to contractors for new/innovative ideas that will speed up the project, improve safety, and reduce the impact to traffic.
Work zone safety messages (A8).
  • Extensive coverage of work zone safety. Use print, television, Web, and radio. Should be fully integrated into every aspect of what we do.
  • Target audiences, focus on specific topics so that it is part of all media coverage (continue good work - project specific issues also).
Special provisions enforcement (A6).
  • Provide support and training for enforcement of special provisions. Let the public know of our successes with safe work zones.
  • Continue training of new inspectors, project engineers, consultants, and contractors. Management support.
Special provision penalties (A9).
  • Penalty language is often overlooked for design/build projects.
  • Project manager/engineer meet with CO to include special provision language to make sure it is included if this goes design build.
Traffic Management
Alternate routes.
  • Make improvements to alternate routes to handle the additional traffic.
  • Systemwide alternate route assessment prior to project staging decisions.
  • Make improvements on local streets and parallel corridors. Improve signal timing. Provide resources if money isn't possible.
  • Add "quick and dirty" third lane to Hwy 100.
Maintaining traffic management system.
  • Maintain existing TMS during construction for Traveler Information and incident detection.
  • Portable CMS - make sure they have remote capabilities.
  • Have alternate traffic video setup in place and functional prior to start of work.
  • Wireless, non-intrusive detection.
  • Set up penalties for management systems being down.
TMC (A9).
  • Add system to measure travel times through work zone. Make sure that TMC has management capability. Offer integrated plan with bus/transit. Approach businesses for alternative work schedules. Use of message signs for commuter information. Use cable TV for project info.
  • Ensure continuity of system (wireless, if needed). Have a special operational policy for work zone (i.e. ramp wait times not as critical). Consider "Dynamic Merge" in high access areas when closing lanes.
Incident management plan (A6).
Regional construction coordination.
  • Coordinate and organize staging to evaluate impacts from other projects (also maintenance projects).
Weekend closures (B9).
  • Allow full night and weekend closures.
  • 35W mainline should be first priority to remain open.
  • Use historical volumes to determine when TH-62 closures can be closed.
Promoting reverse transit.
  • Providing transit options in the reverse direction of normal commuter flow.
  • Working with Metro Transit to provide studies to increase transit options in reverse direction of commuter flow.
Public Relations
Communications budget.
  • Set aside a budget (1 percent of project) for communications activities. Can be used for advertising, setting up focus groups, etc.
  • 1 percent may be too high. Limited resources.
  • Use for media/advertising. Also, for communication plans.
Coordinate public relations messages.
  • Make sure everyone involved (Mn/DOT, Contractors, City, etc.) is on "theme/message" in terms of Public Relations.
  • Make announcements/press conferences as group. However, have one key Mn/DOT person. Have dedicated PAC for project (either state or contractor employee).
Strategic communications plan.
  • Recognized component in project plan (strategic business partner).
  • Establish pro-active communications plan that integrates with other plans (traffic management, etc.).
  • Identify target audiences for messages (use focus groups, etc.) Work with other agencies (that have more credibility on environmental issues) to communicate "good news" messages. Early involvement in project development and decisionmaking.
  • Flow chart. Use PACs as key experts to communicate with partners as well as public.
  • Risk assessment.
Better internal communication.
  • Lane closures and incidents take place unexpectedly or with short lead times.
  • PAC attends weekly meetings. Invite media to weekly meetings. Education of Mn/DOT construction personnel to inform PACs, RTMC, etc. Media training for individuals involved in project.
<< PreviousContentsNext >>
Updated: 06/27/2017
Federal Highway Administration | 1200 New Jersey Avenue, SE | Washington, DC 20590 | 202-366-4000