Results and Discussion

This section presents the results of the 2005 WZSA. Results from the 2004 WZSA are also included for comparative purposes. Most agencies reported an increase in their overall WZ SA score between 2004 and 2005. The average score increased for 35 of 48 agencies (73%), decreased for 3 of 48 agencies (6%), and remained the same for 10 of 48 agencies (21%).[1] Table 3 shows the changes in average agency scores from 2004 to 2005.

Table 3. Percent Change in Score by Agency

Score Change	Agencies	Percent of Agencies
Increased by 10% or more	12	25%
Increased 6% to 10%	5	10%
Increased 1% to 5%	18	38%
No Change	10	21%
Decreased	3	6%
Total	48	100%

Table 4 shows the average ratings for each of the six sections and compares the 2005 results with the 2004 average ratings. The data from Table 4 show that the highest average ratings were assigned to Section 5 (Communications and Education), and Section 4 (Project Construction and Operation). The lowest average rating was assigned to Section 6 (Program Evaluation). This is consistent with the results of the 2004 WZ SA. Between 2004 and 2005, Section 5 (Communications and Education) and Section 6 (Program Evaluation) had the highest average rating increase (8%). The lowest average rating increase (5%) was observed in Section 4 (Project Construction and Operation).

Table 4. National Average Score by Section

Section	# of Questions	2004	2005	Change	% Change
1. Leadership and Policy	10	6.7	7.1	0.4	6%
2. Project Planning and Programming	6	6.4	6.8	0.4	6%
3. Project Design	12	7.8	8.3	0.5	6%
4. Project Construction and Operation	9	8.4	8.8	0.4	5%
5. Communications and Education	5	10.4	11.2	0.8	8%
6. Program Evaluation	4	4.9	5.3	0.4	8%
Overall	46	7.7	8.2	0.5	6.5%

Figure 1 shows the national average section ratings for each of the three years the WZ SA has been conducted.

Figure 1. National Average Section Ratings by Year, 2003 to 2005

The remainder of this section presents the results at a more detailed level. For each section of the WZ SA, the information includes:

• An explanation of the intent of the section,
• The questions asked in that section,
• National average ratings for each question and comparative data from the 2004 WZ SA, and
• A question-by-question discussion of the scores, including the percentage of agencies rating themselves at 7 or higher (meaning they are implementing the practice asked about in the question), and a summary of comments included by respondents in the results they submitted.[2]

Note that many responders either provided comments on a few questions, or did not submit any comments. The responders that provided comments offer helpful examples of some of the specific practices and efforts being done to make work zones work better.

Another rich source of examples is the series of implementation guides being published by FHWA to provide guidance to transportation agencies as they implement the updated work zone regulations at 23 CFR 630 Subpart J. The Guides contain many good examples of State DOT practices in use, and references to many helpful informational resources. The first guide in the series is the overall implementation guide, "Implementing the Rule on Work Zone Safety and Mobility," which was published by FHWA in late September 2005. The Guide, as well as other information on the updated Rule, is available from the FHWA Work Zone Program website at http://www.ops.fhwa.dot.gov/wz/resources/final_rule.htm. The website also contains a list of work zone publications and studies, links, and training resources. In late 2005, FHWA will publish three companion technical guidance documents covering work zone public information and outreach strategies, transportation management plans, and impacts assessment. These guides will be uploaded to the website as they become available.

Leadership and Policy

Agency leadership support should drive overall policy making for the agency. This support fosters an environment conducive to developing an effective work zone program. Project planning, design, and construction and maintenance activities should all incorporate work zone mobility and safety impacts and mitigation strategies. Agency management should facilitate and encourage a multidisciplinary approach to traffic management throughout all phases in the life of a project. Senior managers should be personally, visibly, and proactively involved in efforts to minimize work zone delays and enhance the safety of the motorist and workers in work zones.

Goals provide high-level direction and establish expectations for agency staff. Clear and specific goal statements such as "Reduce congestion and delay in work zones by 10% in 5 years" establish a basis on which to develop strategies and actions. Use performance measures to assess progress toward fulfillment of a goal. For example, to track progress toward reduction of work zone delays, an agency may gather information regarding the total vehicle hours of delay in work zones and track these values over time.

Figure 2. Results for Leadership and Policy Section

Table 5. Ratings for Leadership and Policy Section, 2004–2005

Section	2005	2004	Change	% Change
4.1.1	6.4	6.1	0.3	5%
4.1.2	7.0	6.3	0.7	10%
4.1.3	7.5	6.8	0.7	9%
4.1.4	4.7	4.4	0.3	6%
4.1.5	8.5	7.9	0.6	7%
4.1.6	6.2	6.0	0.2	3%
4.1.7	7.8	7.5	0.3	4%
4.1.8	9.0	8.7	0.3	3%
4.1.9	9.7	9.4	0.3	3%
4.1.10	4.6	4.1	0.5	11%

4.1.1 Has the agency developed a process to determine whether a project is impact type I, II, III, or IV? Forty-two percent of the agencies have developed a process to determine the impact type of project. These processes are located in a standard policy or sometimes in an informal process during the construction phase. One agency explained that it categorizes p rojects as low, medium, or high impact and relates that to what level of public information/involvement is needed. The same agency noted that designers recognize the impact of a project and are mindful of it during design, but the agency does not yet determine specific project types like Types I, II, III, and IV. One agency stated that transportation management plans are required for all jobs that involve a process of determining the anticipated delay.

4.1.2 Has the agency established strategic goals specifically to reduce congestion and delays in work zones? About half the responding agencies indicated that they have strategic goals to reduce work zone congestion and delays. Goals to reduce congestion and delays in work zones are supported by practices such as the use of Quick Zone (a queue analysis spreadsheet for work zones), ITS technologies, and lane closure policies. Twenty-six agencies have implemented strategic goals to work toward reducing congestion and delays in work zones. Some agencies have included work zone mobility goals as part of their strategic plans. One agency reported that in its traffic design manual it has established criteria to minimize the impacts of work zones. A few rural States said that work zone congestion and delay are not issues in their States.

4.1.3 Has the agency established strategic goals specifically to reduce crashes in work zones? Out of 48 reporting agencies, a little over half of them (29 agencies) have strategic goals specifically to reduce crashes in work zones. Most of the States that provided specific comments on their goals said that they have adopted goals based on the trend in or percent reduction of work zone crashes and/or fatalities. Other agencies are reviewing specifications, standards, and guidelines to help improve work zones. Items under review are traffic drum placement, K-rail, radar trailer usage, intrusion alarms, work zone crash analysis, enforcement, trench plates, longitudinal edge conditions, crane operations, public safety, and traffic maintenance. One agency has worked with FHWA to develop a work zone fatal crash team that makes recommendations that are implemented as appropriate on all projects. The agency noted that this has resulted in a significant reduction in crashes and severe crashes.

4.1.4 Has the agency established measures (e.g., vehicle throughput or queue length) to track work zone congestion and delay? Only 29% of the states are implementing measures to track work zone congestion and delay. One State noted that it tracks volume and queue lengths on every project. Another State noted that it does not have official measures yet, but it deploys smart work zones (work zone ITS) on some projects and tracks delay through those systems. Another agency noted that increased deployment of permanent ITS in the State has provided traffic data that enable the DOT to plan for establishing work hours for construction work zones and to measure traffic impacts. Some agencies have delay policies in their preconstruction manual that set limits on delay, such as a 20- or 30-minute delay policy, however the agency may not track the measures in the field. A few rural States said that work zone congestion and delay are not issues in their States.

4.1.5 Has the agency established measures (e.g., crash rates) to track work zone crashes? Thirty-two agencies (67%) have established measures to track work zone crashes. Strategies mentioned by respondents include adopting policies to track work zone crashes as part of their standard operating procedures and including work zone crashes in their overall crash reports. One state noted that it has a crash database, but it is difficult to determine which crashes were in work zones and can be attributed to work zones.

4.1.6 Has the agency established a policy for the development of Transportation Management Plans to reduce work zone congestion and crashes? Less than half (48%) of the states are implementing a policy for the development of Transportation Management Plans (TMPs) to reduce work zone congestion and crashes. Some of the agencies require TMPs be required for all activities on the highway system. Some agencies include TMPs in design manuals. Other agencies have established measures and activities.

4.1.7 Has the agency established work zone performance guidance that addresses maximum queue lengths, the number of open lanes, maximum traveler delay, etc.? Standards of work zone performance guidance have been established in 33 agencies (69%). Agencies may adopt a policy on closing lanes, evaluate technologies for better management of work zones, use work zone restrictions established in every project proposal, or handle this on a project-by-project basis.

4.1.8 Has the agency established criteria to support the use of project execution strategies to reduce public exposure to work zones and reduce the duration of work zones? Thirty-six agencies (75%) have established criteria to support the use of project execution strategies. Agencies schedule work at night if it is feasible, adopt a lane closure policy, or use alternative contract methods on sensitive projects. A full closure is rare for high volume roadways. One agency noted that its design manual requires the designer to study congestion and delay as part of the traffic management analysis.

4.1.9 Has the agency developed policies to support the use of innovative contracting strategies to reduce contract performance periods? Of 48 reporting agencies, 41 of them (85%) are developing policies to support the use of innovative contracting strategies to reduce contract performance periods. Strategies used include A+B bidding, design-build, and incentives/disincentives on major projects. One agency noted that is had made efforts to change design-build regulation/legislation to enable use of this contracting strategy. Another agency said that it established a new innovative contracting unit in the past year.

4.1.10 Has the agency established Memoranda of Understanding (MOU) between utility suppliers to promote the proactive coordination of long-range transportation plans with long-range utility plans, with the goal of reducing project delays and minimizing the number of work zones on the highway? Only 15 agencies (31%) have established an MOU between utility suppliers to promote the proactive coordination of long range transportation plans with long-range utility plans. One agency reported that one of its districts holds monthly coordination meetings with all utilities. Another agency said that while it does not have MOUs with utilities, the agency does have coordination councils in each district that meet at least once a year to review the annual and multi-year program and discuss major issues and major upcoming projects. Another agency stated that it has worked with contractors and utilities to develop a plan for better utility coordination. This was one of the lowest scoring questions on the WZ SA, perhaps due to the use of these other approaches. For some agencies, MOUs are general for the coordination of highway projects to avoid scheduling delays and conflicts. Some agencies have no policy to develop an MOU.

Project Planning and Programming

While transportation planning and implementation processes differ significantly from state to state, they all focus on developing increased capacity and efficiency in the transportation system. They do this by developing long-range transportation plans (LRTP), transportation improvement program plans (TIP), unified planning work programs (UPWP), and in some cases congestion management system (CMS) plans.

Transportation management and operations (M&O) processes are increasingly important to the planning professional. Metropolitan areas account for 75% of the nation's population and 83% of its economic output. They are centers for social as well as economic activity and are the hubs of the national transportation system. In addition, they are portals for people and freight moving between the United States and other countries. To meet the challenge of continued social mobility, the planning community will need to take a more active role in the development and implementation of transportation system M&O strategies.

Although the role of planners in the development of project-specific criteria has not been universally defined, the complexity of our transportation systems and the impact of congestion on our nation will necessitate input from planners during the project development process, as shown by the following example roles:

• Use analytical traffic models to assess the system-wide impacts of specific project requirements.
• Evaluate programming estimates to ensure that the proper level of funding is included to mitigate traffic congestion and improve safety through work zones.
• Provide the critical "bridge" of knowledge between the planning world and the design world to reduce the impacts of work zones on the traveling public.

Figure 3. Results for Project Planning and Programming Section

Table 6. Rating for Project Planning and Programming Section, 2004–2005

Section	2005	2004	Change	% Change
4.2.1	5.4	5.5	-0.1	-2%
4.2.2	6.5	6	0.5	8%
4.2.3	7.4	7	0.4	5%
4.2.4	6.9	6.6	0.3	4%
4.2.5	7.1	6.4	0.7	10%
4.2.6	7.6	7	0.6	8%

4.2.1 Does the agency's planning process actively use analytical traffic modeling programs to determine the impact of future type I and II road construction and maintenance activities on network performance? Only 19 states (40%) actively use analytical traffic modeling programs to determine the impact of future type I and II project activities. One agency's lane closure policy for the interstate system was developed based on QUEWZ and other modeling programs. Other practices mentioned by respondents include requiring the use of modeling in high volume areas and regularly using traffic modeling programs in the planning and design stages.

4.2.2 Does the agency's planning process include developing alternative network options (e.g., frontage roads, increased capacity on parallel arterials, beltways, or strategically placed connectors) to maintain traffic volumes caused by future road construction and maintenance? Fifty-six percent of the States use software to determine alternate network options for traffic volumes that could be delayed due to road construction. One strategy used is to conduct a corridor study to identify area road network options.

4.2.3 Does the agency's planning process manage the transportation improvement program to eliminate network congestion caused by poorly prioritized and uncoordinated execution of projects? Thirty-one States indicated they make efforts during the planning process to manage the transportation improvement program to eliminate network congestion caused by poorly prioritized and uncoordinated execution of projects. Some agencies only do this for high profile projects. Some States mentioned using performance measures to assist in this effort. One agency noted that although it does not have a formal process in place to carry this out, potential problems are often identified in the design process. The same agency also noted that it coordinates with metropolitan and regional planning organizations (MPOs and RPOs) to help prevent the uncoordinated execution of projects. In some cases, to address potential network congestion from a new development, a developer may pay for roadway improvements (e.g., an interchange to provide access to the interstate from the development).

4.2.4 Does the agency's transportation planning process include a planning cost estimate review for work types I, II, and III that accounts for traffic management costs (e.g., incident management, public information campaigns, positive separation elements, uniformed law enforcement, and intelligent transportation systems [ITS])? Twenty-six states (54%) have a process for estimating traffic management costs during the transportation planning process. Some agencies do this on Type I and II projects, but not on Type III projects. This process may also be used on the field check stage.

4.2.5 Does the agency's transportation planning process include the active involvement of planners during the project design stage to assist in the development of congestion mitigation strategies for type I and II projects? Planners assist in developing congestion mitigation strategies in 60% of reporting States. Strategies can be developed from the early design phase, with designers, field personnel, and other partners working with planners. In some cases, planners develop recommendations, and the design staff only confers with the planning staff if they do not agree with all of the planning recommendations.

4.2.6 Does the agency's transportation planning process engage planners as part of a multidisciplinary/multi-agency team in the development of Transportation Management Plans involving major corridor improvements? In 63% of the responding agencies, the transportation planning process engages planners as a part of a team in the development of Transportation Management Plans. Origin/Destination studies, travel surveys, and access management are used in this process.

Project Design

Project designers, working in concert with other functional experts, should consider maintenance of traffic during construction early in the design process. Designers should examine the use of different project execution strategies that can accelerate construction time and minimize the exposure of travelers to work zones. In addition, designers should actively lead the preparation of Transportation Management Plans, including Traffic Control Plans that will mitigate the impact of work zone activities.

Figure 4. Results for Project Design Section

Table 7. Ratings for Project Design Section, 2004–2005

Section	2005	2004	Change	% Change
4.3.1	8.4	8.2	0.2	2%
4.3.2	8.7	8.3	0.4	5%
4.3.3	9.5	8.9	0.6	6%
4.3.4	10	9.5	0.5	5%
4.3.5	6.4	5.8	0.6	9%
4.3.6	9.2	8.4	0.8	9%
4.3.7	6.8	6.1	0.7	10%
4.3.8	8.8	8.5	0.3	3%
4.3.9	11.1	10.7	0.4	4%
4.3.10	8.9	8.3	0.6	7%
4.3.11	5.9	5.2	0.7	12%
4.3.12	5.9	5.6	0.3	5%

4.3.1 Does the agency have a process to estimate road user costs and use them to evaluate and select project strategies (full closure, night work, traffic management alternatives, detours, etc.) for type I and II projects? Thirty-four agencies (71%) have a process to estimate road user costs. Some agencies implement this strategy on certain projects such as those with a project cap over a certain amount, while other agencies use it regularly on contracts. Another tactic is the use of software, such as Quick Zone, to analyze potential project strategies. One agency noted that its design manual requires the designer to study congestion and delay as part of the traffic management analysis.

4.3.2 Does the agency develop a Transportation Management Plan that addresses all operational impacts focused on project congestion for type I and II projects? Thirty-eight agencies (79%) develop a transportation management plan that addresses all operational impacts focused on project congestion for type I and II projects. Agencies mentioned some different approaches for implementing this practice. Approaches mentioned include implementing this practice on a regular basis across projects for a limited timeframe (one year), and including guidance on when to use TMPs in the agency Highway Design Manual. Transportation management plans are initiated during the early planning states and updated and revised during the design and bid preparation phase. Strategies are also evaluated during construction and modified as needed.

4.3.3 Does the agency use multidisciplinary teams consisting of agency staff to develop Transportation Management Plans for type I and II projects? Forty-one of the reporting agencies (85%) use multidisciplinary teams. These teams may consist of staff from planning, design, construction, and operations. In some cases, multidisciplinary teams are used primarily on high priority projects.

4.3.4 Does the agency perform constructability reviews that include project strategies to reduce congestion and traveler delays during construction and maintenance for type I and II projects? Out of the 48 responding States, 44 of them (92%) use constructability reviews on projects. Agencies may only require constructability reviews for all complex projects, or may decide to use them on a project-by-project basis. Some agencies perform constructability reviews, but they do not focus on congestion or delay.

4.3.5 Does the agency use independent contractors or contractor associations to provide construction process input to expedite project contract time for type I and II projects? About half of the agencies (56%) use contractor associations to provide construction process input. This practice may be executed primarily on complex projects. Design staff may communicate with operations and conduct ongoing meetings with the contractors' association to discuss general standards and specifications. Strategies used to reduce project contract time include partnering, joint contractor value analysis, joint contractor constructability reviews, cost-plus-time bidding, and incentive/disincentives.

4.3.6 Does the agency use scheduling techniques that are based on time and performance, such as the critical path method or parametric models, to determine contract performance times for type I and II projects? Forty agencies (83%) are using a technique to determine contract performance times for type I and II projects. During the construction phase, the critical path method is used to determine performance times. Some agencies use general working day rates, Gantt charts, or major activity flow charts to establish contract performance times.  

4.3.7 Does the agency have a process to evaluate the appropriate use of ITS technologies to minimize congestion in and around work zones for type I, II, and III projects? Approximately half of the agencies consider ITS technologies to minimize congestion in work zones. Some agencies may evaluate whether to implement ITS technologies on a project-by-project basis, while other agencies only consider ITS use for major projects. Some commenters noted that although implementation of ITS is in progress, additional assessment of the practices and technologies needs to occur. One agency noted that although work zone ITS is not currently used much, they are seeing growing use of and desire to use smart work zone equipment at the district level.

4.3.8 Does the agency use life-cycle costing when selecting materials to reduce the frequency and duration of work zones for type I, II, and III projects? To reduce the frequency and duration of work zones, life-cycle costing is used by 35 agencies (73%). Life-cycle costing has been used to determine the selection of pavement types for certain types of projects, such as new construction projects with a traffic index of 10 or more.

4.3.9 Does the agency have a process to assess projects for the use of positive separation devices for type I and II projects? Forty-two agencies (88%) have a process to assess projects for the use of positive separation devices for type I and II projects. This was one of the highest scoring questions on the WZ SA. An agency may require the use of temporary concrete median barriers in freeways or use portable barriers in construction work zones. Some agencies set standards, specifying that certain project types require positive separation devices.

4.3.10 Does the agency anticipate and design projects to mitigate future congestion impacts of repair and maintenance for type I, II, and III projects? Thirty-eight agencies (79%) incorporate features into their project designs that accommodate the need for future repair and/or maintenance activities. Some techniques/features include the use of snow plow-able markers; wider and full-depth shoulders; widening of bridges; and steel-guardrail posts. Another factor considered is the life span of the pavement.

4.3.11 When developing the Traffic Control Plan for a project, does the agency involve contractors on type I and II projects? Contractors are involved with the development of traffic control plans in 21 agencies (44%). Some agencies hold traffic control meetings on each project to determine the best approach. Others agencies use consultants in critical item constructability reviews. The contractor may be responsible for planning the traffic flow through work zones in some cases.

4.3.12 When developing the Traffic Control Plan for a project, does the agency use computer modeling to assess Traffic Control Plan impacts on traffic flow characteristics such as speed, delay, and capacity for type I and II projects? Only 22 of the 48 responding agencies implement computer modeling in the development of traffic control plans. Some agencies use this on a project-by-project basis or on occasion to evaluate traffic control effects.

Project Construction and Operation

A roadway construction or maintenance site can be a very complex orchestration of activities affecting the public in many ways. Approximately 13% of the NHS, totaling 20,876 miles, has a work zone on it during the peak summer work season, and approximately 24% of all nonrecurring congestion on freeways is due to work zones. A recent study by the Texas Transportation Institute revealed that from a sampling of 4 states, an average of 26% of the NHS was under contract for construction. The average project length was 3.7 miles, and the average active time (without weekends) was approximately 62% of the total contract time. There are many pieces of the project delivery process and everyone has a critical role, but what the public mostly sees and experiences is the construction end. By focusing on letting strategies, quality-based contractor selection, time-sensitive bidding, efficient operations, aggressive contract management, and good public information, we can improve the execution and public perception of transportation improvements.

Figure 5. Results for Project Construction and Operation Section

Table 8. Ratings for Project Construction and Operation Section, 2004–2005

Section	2005	2004	Change	% Change
4.4.1	8.2	7.9	0.3	4%
4.4.2	8.8	8.9	-0.1	-1%
4.4.3	10.4	10	0.4	4%
4.4.4	6.5	5.6	0.9	14%
4.4.5	8.7	8.3	0.4	5%
4.4.6	9.5	8.6	0.9	9%
4.4.7	12.4	12	0.4	3%
4.4.8	10.7	10.3	0.4	4%
4.4.9	4.5	3.9	0.6	13%

4.4.1 Is the letting schedule altered or optimized to reflect the available resources and capabilities of the construction industry? Thirty-one agencies (65%) are involved with this practice. Some agencies consult with the budgeting section of the DOT to schedule times in order to get better bids. Some political concerns exist concerning the project delivery and advertising of the projects.

4.4.2 Is the letting schedule altered or optimized to minimize disruptions to major traffic corridors? Seventy-nine percent of the agencies are minimizing disruptions on major traffic corridors by optimizing the letting schedule. Projects are reviewed to make sure that multiple projects do not adversely impact traffic along certain corridors. Construction issues are considered, as well and political and budgetary concerns of the project, to expedite delivery and advertising of the projects in some instances.

4.4.3 When bidding type I and II projects, does the agency include road user costs in establishing incentives or disincentives (e.g., I/D, A+B, or lane rental) to minimize road user delay caused by work zones? Eighty-one percent of the agencies include road user costs in establishing incentives/disincentives to minimize road user delay in work zones. Examples include A+B, lane rental, innovative contracting, and using Quick Zone to determine effects on traffic.

4.4.4 When bidding type I, II, and III projects, does the agency use performance-based selection to eliminate contractors who consistently demonstrate their inability to complete a quality job within the contract time? Half of the responding agencies use performance-based selection to eliminate contractors that regularly have difficulty completing quality jobs on-time. Some agencies use field feedback and fiscal capacity to qualify contractors and limit the dollar size of projects that may be bid.

4.4.5 When bidding type I and II project contracts, does the agency use incident management services (e.g., wreckers, push vehicles, and service patrols)? Incident management services such as wreckers, courtesy patrols, and off-duty highway patrol officers are used by 34 agencies (71%).

4.4.6 When bidding contracts, does the agency use flexible starting provisions after the Notice to Proceed is issued? Most agencies (83%) use flexible starting provisions after the Notice to Proceed is issued. Agencies reported that the start date may be up to the contractor, or the completion date may control the start date.

4.4.7 During type I, II, and III projects, does the agency use uniformed law enforcement? This was one of the highest scoring questions on the WZ SA, with 94% of the reporting agencies indicating they use uniformed law enforcement on projects. Comments from some respondents noted that they use uniformed law enforcement mainly on type I and II projects, but very seldom on type III projects. Agencies may include the reimbursement of these services in the project costs.

4.4.8 Does the agency provide/require training of contractor staff on the proper layout and use of traffic control devices? This was one of the highest scoring questions on the WZ SA. Most agencies (81%) indicated that they provide and/or require training of contractor staff with regard to traffic control devices. Some agencies list training and certification requirements in their specifications for aspects such as the proper layout and use of traffic control devices. Some agencies require or are in the process of requiring the contractor to take courses dealing with traffic control device training. In some instances, certification is required, although the requirement may not be enforced. Many complaints from the traveling public focus on the proper use and maintenance of traffic control devices such as cones, drums, signs, barricades, barriers, striping, and changeable message signs. Signs inform travelers of conditions that do not exist, striping is misleading and dangerous, changeable signs show the wrong message, cones and drums are improperly spaced, and so on. These inconsistencies have a tremendous impact on agency credibility with the traveling public. Drivers develop work zone habits that are based on past observations. If you want them to slow down when they see a "Work Zone Ahead" sign, make sure there is work ahead! The agency should require and provide incentives for work zone contractor personnel to be trained in the proper application and maintenance of traffic control devices in work zones.

4.4.9 Does the agency provide training to uniformed law enforcement personnel on work zone devices and layouts? A little more than one-quarter (27%) of responding agencies provide training to uniformed law enforcement. Several agencies have conducted traffic safety seminars and traffic control supervisor training, and make these courses available to uniformed law enforcement personnel. In some cases, courses specifically geared toward emergency responders and law enforcement personnel are available. In some cases, a one-on-one short training session will be conducted with law enforcement officers working on DOT projects. One agency had its district traffic engineers contact area police offices and consult with them about work zone drawings. MUTCD training has also been considered by some agencies. This was one of the lowest scoring questions on the WZ SA. One reason given for some low scores is that a DOT and the law enforcement agency have agreed that law enforcement personnel already have adequate training.

Communications and Education

To reduce public anxiety and frustration, it is important to sustain effective communications and outreach with the public regarding road construction and maintenance activity and its potential impacts. This also increases the public's awareness of such activity. Lack of information is often cited as a key cause of frustration for the traveling public; therefore, the agency should identify and consider key issues from a public outreach and information perspective.

Figure 6. Results for Communications and Education Section

Table 9. Ratings for Communications and Education Section, 2004–2005

Section	2005	2004	Change	% Change
4.5.1	11.1	10.2	0.9	8%
4.5.2	11.7	10.9	0.8	7%
4.5.3	11.7	10.9	0.8	7%
4.5.4	12.5	11.7	0.8	6%
4.5.5	8.8	8.1	0.7	8%

4.5.1 Does the agency maintain and update a work zone web site providing timely and relevant traveler impact information for type I, II, and III projects to allow travelers to make effective travel plans? Forty-four agencies (92%) implement the use of a web site to provide traveler impact information on projects to allow travelers to make more effective travel plans. Some agencies noted that more frequent updates of its web site are needed and that more assessment is needed on the effectiveness of the web site for travelers and their travel plans. Commenting agencies noted that they have not established measures of effectiveness.

4.5.2 Does the agency sponsor National Work Zone Awareness week? This was one of the highest scoring questions on the WZ SA. Most agencies (92%) sponsor National Work Zone Awareness week. Some agencies have no formal campaign but still support the program.

4.5.3 Does the agency assume a proactive role in work zone educational efforts? Most agencies (98%) are developing educational materials to inform and educate the public community on work zone safety. This question was one of the highest scoring on the WZ SA, with many agencies not only implementing this strategy but also performing assessment of their work zone educational efforts. Some agencies have included information in the State driver's manual/handbook. Some public information and traffic safety departments provide safety work zone information to the public.

4.5.4 During type I, II, and III project construction, does the agency use a public information plan that provides specific and timely project information to the traveling public through a variety of outreach techniques (e.g., agency Web site, newsletters, public meetings, radio, and other media outlets)? All agencies use a public information plan to provide specific and timely project information to the traveling public through a variety of outreach techniques. Some of these techniques include publishing information on the agency's web site and providing information to media outlets. This was the highest scoring question on the WZ SA.

4.5.5 During type I, II, and III projects, does the agency use ITS technologies to collect and disseminate information to motorists and agency personnel on work zone conditions? Thirty-four agencies (71%) use ITS technologies to collect and disseminate work zone information. Many agencies use dynamic message signs and portable changeable message signs to give the traveling public specific and timely project information. Some agencies may incorporate ITS into the work zone plan.

Program Evaluation

Evaluation is necessary to analyze failures and identify successes. Work zone performance monitoring and reporting at a nationwide level can increase the knowledge base on work zones and help better plan, design, and implement road construction and maintenance projects. At the local level performance monitoring and reporting provides the agency with valuable information on the effectiveness of congestion mitigation strategies, contractor performance, and work zone safety.

Figure 7. Results for Project Evaluation Section

Table 10. Ratings for Project Evaluation Section, 2004–2005

Section	2005	2004	Change	% Change
4.6.1	3.5	3.1	0.4	11%
4.6.2	6.7	6.4	0.3	4%
4.6.3	5	4.6	0.4	8%
4.6.4	5.8	5.3	0.5	9%

4.6.1 Does the agency collect data to track work zone congestion and delay in accord with agency-established measures? Only six agencies collect data to track work zone congestion and delay performance against agency measures. Although the score on this question increased 11% from the score in the 2004 WZ SA, indicating that agencies are making significant efforts in this area, this was the lowest scoring question on the WZ SA. Many agencies have recognized the need to track work zone performance. ITS is one technique being reviewed to perform this monitoring. Another agency noted that it does not collect data, but its lane closure policy asks maintenance crews to not backups of traffic.

4.6.2 Does the agency collect data to track work zone safety performance in accordance with agency-established measures? Less than half of the agencies (48%) are collecting data to track work zone safety performance. Some agencies have a plan developed, conduct reviews on work zones, collect data in accordance with stand operating procedures, or integrate these measures in the safety management section.

4.6.3 Does the agency conduct customer surveys to evaluate work zone traffic management practices and polices on a statewide/area-wide basis? Agencies provide opportunities for feedback on ways to improve work zones. Customer surveys are taken in most cases. Only 15 agencies (31%) are implementing this practice.

4.6.4 Does the agency develop strategies to improve work zone performance on the basis of work zone performance data and customer surveys? Only 21 agencies develop strategies to improve work zone performance based on work zone performance data and customer surveys. One agency noted that it develops strategies with a focus on keeping the number of complaints low.

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