transportation day at the capitol jon chiglo, director of engineering services minnesota department...
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Transportation Day at the Capitol
Jon Chiglo, Director of Engineering ServicesMinnesota Department of Transportation
February 23, 2012
MnDOT Strategic Vision
Global leader in transportation committed to upholding public needs and collaboration with internal and external
partners to create a safe, efficient and sustainable transportation system for the future.
Performance Management
Minnesota GO - 50 Year Vision
Minnesota’s multimodal transportation system maximizes the health of people, the environment and our
economy.
50-year Vision for Transportation
Minnesota GO – Guiding Principles• Leverage public
investments to achieve multiple purposes
• Ensure accessibility• Build to a maintainable
scale• Ensure regional
connections
• Integrate safety• Emphasize reliable
and predictable options
• Strategically fix the system
• Use partnerships
The Vision Will Lead Directly Into the next 20-year Statewide Multimodal Transportation Plan
Minnesota GO - 50 Year Vision
For more information: http://www.minnesotagoplan.org
Quality of Life (QOL)
11 Identified Quality of Life Categories
• Education• Employment/ finances• Environment• Housing• Family, friends &
neighbors• Health
• Local amenities• Recreation &
entertainment• Safety & Security• Spirituality & individual
psychic (serenity)• Transportation
Relationship Among 11 QOL Areas
Factor 1 Factor 2 Factor 3 Factor 4
Education Health Local services/ amenities
Spirituality, faith & serenity
Environment Family/friends Recreation
Employment Safety/security
Housing
Transportation
Seven Transportation Areas
• Access• Design• Environment• Maintenance• Mobility• Safety• Transparency (planning &
communications)
8 out of 10 Minnesotans’ Satisfied with MnDOT Services
Maintenance .27
7 of 8 Areas Significant Predictors of Satisfaction with MnDOT Services
Four areas identified as ‘good work’
Opportunity to focus in
maintenance area [smoothness
of roads]
Workforce Products and Services
Quality of Life Indicators
Performance Measures
Market Research
MnDOT defines risk as the effects of uncertainty on objectives; or anything that could be an obstacle to achieving goals and objectives.
Enterprise Risk Management (ERM) is an analytic and management process that ensures a focus on identifying, assessing and responding to the inherent uncertainties of managing an organization and its assets.
Enterprise Risk Management
– Risk Assessment
– Market Research
– Performance Management– Quality of Life
Enterprise Risk Management Results in Integrated:
• Focus on performance and outcomes that enhance Minnesota’s quality of life
• Use risk-based investments to provide the greatest transportation benefit with the funds available
• Deliver a transportation system for the future that is flexible and maintainable in scale, not weighed down with an excessive unfunded burden for maintenance and operations
Risk-Based Highway Investment Strategy
• Previous 20-Year Plan identified a $50 billion additional investment needed, above and beyond the available $15 billion
• Minnesota cannot, realistically, expect to fill this entire $50 billion gap
• Instead, the new strategy identifies almost $8.9 billion in risk-based (priority) additional investments over the next 20 years
• This is roughly equivalent to a $0.24 increase or doubling of the state motor fuels tax
The Needs Gap
Performance Management
• The standard planning method generates a $50 billion gap of unconstrained needs
• The adjusted risk based approach shows an $8.9 billion gap of high priority needs
Risk-Based Investment Strategy
• Safetyo Toward Zero Deathso Rural Intersection Safety Technologies
• Infrastructure preservationo Better Roads for a Better Minnesota
• Urban mobilityo MnPASS
• Economic developmento Transportation Economic Development (TED) Program
Priority Investment Areas
Innovative Solutions = Same Benefits, Lower Costs
Need *Standard Solution New Solution
Rush Hour Congestion
Example: I-35W MnPASS “HOT” lanes between Burnsville and Minneapolis
Add more general purpose lanes [Disadvantages: unused capacity in off peak hours and on weekends, may require expensive and disruptive property acquisitions]
Add MnPASS transit/toll lanes [Advantages: moves more people at lower cost, attractive express bus transit option]
Freeway Mobility
Example: Hwy 169/494 interchange in Eden Prairie
Full eight-way interchange [Disadvantages: high cost, meets 100 percent of the need, may provide costly service to low-volume traffic movement]
Modified six-way interchange [Advantages: can achieve 90 percent of the need while saving millions of dollars]
Safety
Example: Cable median barrier
Concrete or steel barrier, or no barrier. [Disadvantages: concrete and steel are costly, cause more damage. No barrier means cross median crashes can occur.]
Cable median barrier [Advantages: More cost effective to install. Easier to repair and replace. Can put more up, which reduces incidence of cross-median crashes.]
Corridor Investment Management Strategy (CIMS)
• Strategy to address collaboration opportunities on corridors– Design: Incorporate local input into MnDOT project design– Prioritize: Time MnDOT projects to coincide with
development opportunities and local partner construction schedules
– Partner: Plan joint projects with local partners– Prepare: Identify and develop candidate projects for potential
discretionary funding
CIMS Approach
• Focus on next 4-10 years with clear linkage to the vision of sustainable solutions
• Essential improvements needed at any funding level• Not a static plan, but dynamic needs assessment• Periodic updates as context changes• Share information, rationale behind desired projects• Seek alternative, cost effective approaches to achieve
desired outcomes• Identify priorities for potential competitive funding
MnDOT is on a journey!
