Contents
List of Tables ................................................................................................................................................. 3
List of Figures ................................................................................................................................................ 4
Introduction .................................................................................................................................................. 5
Southeastern Regional Planning Model [SERPM] ......................................................................................... 5
Study Area ..................................................................................................................................................... 5
Existing Transportation System .................................................................................................................... 7
Highway and Mass Transit Data................................................................................................................ 7
Bicycle, and Greenway Data ................................................................................................................... 11
Bicycle ................................................................................................................................................. 13
Pedestrian ........................................................................................................................................... 16
Waterborne Transportation System ....................................................................................................... 18
Water Taxi ........................................................................................................................................... 21
Freight Transportation Network Data .................................................................................................... 23
Socioeconomic Data Characteristics ........................................................................................................... 25
American Community Survey ................................................................................................................. 25
US Census ................................................................................................................................................ 27
National Household Travel Survey .......................................................................................................... 27
Longitudinal Employer-Household Dynamics ......................................................................................... 28
Future Land use Plan............................................................................................................................... 30
SERPM 7 .................................................................................................................................................. 33
Transportation System Management and Operation Data ........................................................................ 48
TSM&O Initiatives ................................................................................................................................... 48
Local Initiatives,,,.................................................................................................................................. 48
Regional Initiatives .............................................................................................................................. 52
State Initiatives (Reference 7) ............................................................................................................. 54
National Initiatives (Reference 8) ....................................................................................................... 56
Connected Vehicles Initiative (Reference 9) ....................................................................................... 58
Connected Vehicle Technology ........................................................................................................... 58
IBM’s Smarter Planet Initiative (Reference 10) .................................................................................. 60
Southeast Florida Regional ITS Architecture (Reference 11) .................................................................. 62
Summary ................................................................................................................................................. 62
Data Sources ............................................................................................................................................... 63
List of Tables
Table 1 - 2010 Center-line Miles by Functional Classification ...................................................................... 9
Table 2 - 2010 Transit Route Miles by Mode .............................................................................................. 11
Table 3 - Broward B-Cycle Station Locations .............................................................................................. 13
Table 4 - Obstructions on Intercoastal Waterway ...................................................................................... 18
Table 5 - Obstructions on the New River .................................................................................................... 19
Table 6 - American Community Survey Auto Ownership ........................................................................... 26
Table 7 - American Community Survey Travel Mode ................................................................................. 27
Table 8 - US Census Population over time .................................................................................................. 27
Table 9 - US Census Households over Time ................................................................................................ 27
Table 10 - Auto Ownership over Time ........................................................................................................ 28
Table 11 - Average Trip Length (minutes) by Travel Purpose over Time .................................................... 28
Table 12 - Travel Mode over Time .............................................................................................................. 28
Table 13 - County Employment Estimates over Time ................................................................................. 29
Table 14 - Future land use areas ................................................................................................................. 31
Table 16 - Growth in Total Population, 2010 to 2040................................................................................. 33
Table 17 - Growth in Population Age Groups, 2010 to 2040 ...................................................................... 33
Table 18 - Growth in Total Households, 2010 to 2040 ............................................................................... 34
Table 19 - Growth in Total Workers, 2010 to 2040 .................................................................................... 34
Table 20 - Growth in Employment, 2010 to 2040....................................................................................... 34
Table 21 - Growth in School Enrollment, 2010 to 2040.............................................................................. 35
Table 22 - TSM&O Program in Broward County ......................................................................................... 49
List of Figures
Figure 1 - Study Area Map ............................................................................................................................ 6
Figure 2 – 2010 Roads by Facility Type ......................................................................................................... 8
Figure 3 - 2010 Transit Routes by Mode ..................................................................................................... 10
Figure 4 - 2010 Bicycle and Greenway Map................................................................................................ 12
Figure 5 - Bicycle Share Stations ................................................................................................................. 15
Figure 6 - Sidewalk/Pedestrian Deficiencies ............................................................................................... 17
Figure 7 - Navigable Inland Waterways and Obstructions.......................................................................... 20
Figure 8 - Existing Waterborne Traffic Network ......................................................................................... 22
Figure 9 - 2010 Freight analysis framework (FAF) network ........................................................................ 24
Figure 10 - Correlation Analysis of Employment versus Population........................................................... 30
Figure 11- Future Land Use ......................................................................................................................... 32
Figure 12 - Growth in Total Population, 2010 to 2040 ............................................................................... 36
Figure 13 - Growth in Total Housing, 2010 to 2040 .................................................................................... 37
Figure 14 - Growth in Workers, 2010 to 2040 ............................................................................................ 38
Figure 15 - Growth in Employment, 2010 to 2040 ..................................................................................... 39
Figure 16 - Change in Industrial Employment, 2010 - 2040........................................................................ 40
Figure 17 - Change in Commercial Employment, 2010 - 2040 ................................................................... 41
Figure 18 - Change in Service Employment, 2010 - 2040 ........................................................................... 42
Figure 19 - Change in Public Kindergarten through Eighth Grade Enrollment, 2010 to 2040 .................... 43
Figure 20 - Change in Private Kindergarten through Eighth Grade Enrollment, 2010 to 2040 .................. 44
Figure 21 - Change in Public High School Enrollment, 2010 to 2040 .......................................................... 45
Figure 22 - Change in Private High School Enrollment, 2010 to 2040 ........................................................ 46
Figure 23 - Change in College Enrollment, 2010 to 2040 ........................................................................... 47
Figure 24 - TSM&O Network in Broward County ........................................................................................ 51
Introduction
Technical Report Number 3 (TR3) summarizes the data compilation effort, reviews the socioeconomic
composition, and existing transportation characteristics of Broward County, in preparation for the LongRange Transportation Plan [LRTP] Update to the year 2040. The County’ transportation network
performance is profoundly impacted by population, households, and employment growth. Because of
this inextricable link, it is important to assess the County’s socioeconomic data projections in order to
develop a clear understanding of the region’s evolving travel patterns.
Growth in population and employment underscores the need for a wide array of transportation options.
Therefore, a thorough understanding of the socioeconomic growth dictates how and where
transportation investments should be leveraged over the next 30 years.
Southeastern Regional Planning Model [SERPM]
Much of the information contained within this report was utilized as data input to prepare the travel
demand modeling process in forecasting the County’s transportation needs through the year 2035 .The
socioeconomic datasets for the base (2010) and horizon (2040) years were prepared by the Broward
Metropolitan Planning Organization [MPO] .The Southeastern Regional Planning Model version 7.0
[SERPM7.0] is the regional travel demand modeling engine that will be employed to forecast travel
behavior in Broward County. SERPM7.0 will be multimodal activity based travel demand model serving
the regional transportation modeling needs for the three counties within Southeast Florida – Palm
Beach, Broward and Miami-Dade Counties For the 2040 LRTP study, SERPM7.0 will be used to model
three alternatives, or networks: existing-plus-committed (E+C), 2040 Candidate Improvements, and
2040 Cost Feasible Plan. SERPM7.0 uses Cube-Voyager (CV) for highway and transit travel estimation,
respectively, in a time-of-day process that will provide disaggregate forecasts by peak and off -peak
travel periods during the average weekday.
Study Area
The Broward County urban area serves as the geographic boundary that comprises the study area for
the 2040 LRTP update. Broward County includes approximately 1205 square miles of land area with an
approximate 471 square miles covering the urbanized portion Broward County is characterized by its
pristine climate, diverse cultural and ethnic communities, and an eclectic nightlife. The City of Fort
Lauderdale is the largest municipality in the County with a population of 165,521. The County is
bounded on the north by Palm Beach County, and on the south by Miami-Dade County, on the west by
Collier and Lee Counties, and on the east by the Atlantic Ocean. Moreover, Broward is part of the 2040
Southeast Florida Regional LRTP study area along with Miami-Dade and Palm Beach counties. To further
analyze the 2040 LRTP study area the County was divided into two boundary types: Traffic Analysis
Zones [TAZ] and Micro Area Zone [MAZ]. TAZs are the primary unit of analysis for most travel demand
models. Broward County has 953 TAZs
Figure 1 - Study Area Map
Existing Transportation System
Broward County includes a vast transportation network consisting of expansive roadways, commuter rail
service, and freight rail lines. The County also offers internationally renowned seaport and airport
facilities; in 2010, the Port attracted over 3.6 million passengers. The County has approximately 74,981
center-line miles of roadway. Table 1 provides an account of the center-line mileage by facility type.
The data for the mileage and vehicle miles traveled were derived from SERPM6.5. Figure 2 depicts
Broward County’s roads by facility type.
Highway and Mass Transit Data
One source of highway and mass transit data and other useful themes is the National
Transportation Atlas Database (NTAD). The NTAD is a set of nationwide geographic databases of
transportation facilities, transportation networks, and associated infrastructure. These datasets
include spatial information for transportation modal networks and intermodal terminals, as well as
the related attribute information for these features. Metadata documentation, as prescribed by the
Federal Geographic Data Committee, is also provided for each database. The data supports
research, analysis, and decision making across all modes of transportation. It is most useful at the
national level, but has major applications at regional, state, and local scales.
Broward County Transit (BCT) provides transit services and programs for residents and visitors of
Broward County. BCT provides transit service via two modes: Community bus routes, and Fixed bus
routes. Fixed bus is the primary transit service offered with a fleet of approximately 286 buses serving
42 routes. In addition to the two primary modes, BCT also offers a Para transit component as part of its
Special Transportation Services program designed to meet the needs of disadvantaged County residents
Alternatively, Tri-Rail, operated by the South Florida Regional Transportation Authority (SFRTA),
provides a 72-mile commuter rail service connecting Broward, Palm Beach, and Miami-Dade
Counties; currently, there are seven Tri-Rail stations located within the County Table 2 summarizes the
transit route miles by mode for 2010.
Figure 2 – 2010 Roads by Facility Type
Table 1 - 2010 Center-line Miles by Functional Classification
Functional
Classification
Expressway
Principal
Arterial
Minor Arterial
Collector
Total
Center
line Miles
121
Percent
11.0%
Lane
Miles
806
Percent
17.4%
264
309
405
1,099
24.0%
28.2%
36.9%
100.0%
1,482
1,239
1,112
4,639
32.0%
26.7%
24.0%
100.0%
Figure 3 - 2010 Transit Routes by Mode
Table 2 - 2010 Transit Route Miles by Mode
Mode
Route Miles
% of Total
Fixed Route Bus
755
26%
Community Bus
2145
73%
Tri-Rail
25
1%
Total
2925
100%
Bus
Bicycle, and Greenway Data
It is well understood in the Broward County planning community that there are limited funds and desire
to continue the traditional pattern of the endless demand for increased highway capacity. As a result,
starting with the prior long range transportation plan the metropolitan planning organization began the
process of developing alternative modes of transportation, including bicycle and pedestrian facilities.
Further, emphasis on ‘active transportation’ has many additional benefits beyond simply meeting
peoples need for mobility. These benefits include health benefits and lower transportation costs for
those who partake as well as improved climate and reduced greenhouse gasses for the entire
community. Further, all active transportation modes, function as force multipliers for traditional transit
operations.
Unlike, current emphasis on high technology solutions such as ITS and TSM&O, the active transportation
mode requires no technological breakthroughs or expensive investments. Active transportation is the
most cost effective mode and can easily accommodate the majority of a populations travel needs given
that such travel is frequently only traversing a couple of miles.
Figure 4 - 2010 Bicycle and Greenway Map
Bicycle
In the US, the bicycle has traditionally been viewed as either a child’s toy or a source of recreation for
adults and not as a practical means of transportation. In other parts of the world, such as the
Netherlands, bicycle service as much as 40% of the transportation needs of the population. While some
of this difference is culturally based, recent escalation of the bicycle mode in some US cities (Portland,
OR and New York, NY for example) indicate that much of the traditional U.S. resistance to this mode can
be overcome with the investment in infrastructure for cycling. Fortunately, compared to other modes,
such required investment is of far less magnitude on a passenger mile basis-hence why active
transportation modes are so much more cost effective.
Bicycle Share
A new service since the adoption of the last long range transportation
program has arisen around the country, they are bicycle share
services. The concept of a bicycle share is that stations are located
around the community with bicycles. A user of the service purchases
a single use, 7-day, or annual membership, then may obtain a bicycle
at any station and return it to any other station within the system. If
the total time between obtaining and returning the bicycle is thirty
minutes or less, no additional costs are incurred. For times above 30
minutes, incremental charges up to a daily maximum are incurred.
The purpose of the incremental costs is to prevent long term rentals
while encouraging short term use on demand. As an example; instead Typical Bike Share Station
of renting the bike to commute to work where you would lock it all
day, you rent it near your home in the morning and return it to a station near your work in the morning,
then walk to work from that station. In the evening you would reverse the process. As the system
expands to add stations near transit stops, it serves a particularly valuable service in meeting the
demand for the ‘last mile’ of trips that is known to occur with transit use. This force multiplier allows
transit stations to service larger areas since the bicycle allows transit users to get much further via
bicycle than they could by simply walking.
The Broward county bicycle share system is known as Broward Bcycle and was established in December
2011. As of the spring of 2013 the system has 27 active stations with 275 bicycles, with an additional 13
stations planned for the near future.
Table 3 - Broward B-Cycle Station Locations
ID
1
2
3
4
5
6
7
Location
Esplanade Park
Seabreeze & Las Olas
Beach Community Center
Sebastian Lot
17th Street Causeway
Willingham Park
Las Olas Circle
Status
Active
Active
Active
Active
Planned
Active
Active
ID
21
22
23
24
25
26
27
Location
Trolley Transfer
Nevada Parking Lot
Johnson & North Surf
Hollywood Tri-Rail
Boardwalk @ Jefferson
Pompano Beach City Hall
Hillsboro Inlet
Status
Planned
Active
Active
Planned
Active
Active
Active
8
9
10
11
12
13
14
15
16
17
18
19
20
Earl Lifshey
Holiday Park @ Sunrise
George English Park
DC Alexander Park
1200 Garage
BCT Main Terminal
Main Library
540 Building
Whole Foods
Sunrise & A1A
17th Street Convention Center
Hollywood City Hall
Arts Park
Active
Active
Active
Active
Planned
Planned
Planned
Planned
Planned
Planned
Planned
Active
Active
28
29
30
31
32
33
34
35
36
37
38
39
40
Aquatic Center
McNair Park
North Ocean Park
East Atlantic & Briny Avenue
BCT NE Transit Center
Coconut Creek and Lyons
Wiles and Lyons
Dania City Hall
Dania Beach Pier
Lauderdale by the Sea
Hallandale Community Center
Water Tower
Hollywood North Beach
Active
Active
Active
Planned
Planned
Planned
Planned
Planned
Planned
Planned
Planned
Planned
Planned
Figure 5 - Bicycle Share Stations
In February 2013 Broward Bcycle had 2462 rentals by 897 individuals who made trips of 9,297 miles.
The system is able to identify home locations based upon cell phone reporting of a sample (67%) of its
users. Using this data it was demonstrated that there was a 45%/55% split between local (three county)
users and visitors to the area.
Pedestrian
In the early 1990s, the Transportation Planning Division and the Broward MPO developed a Pedestrian
Facilities Plan based on the idea of promoting walking for short-distance trips, and walking in
combination with transit usage for most long-distance trips. The plan envisioned a countywide system of
pedestrian facilities, along which individuals could walk safely and conveniently. This pedestrian system
is composed of a primary regional network of facilities extending throughout the County along state and
county right-of-ways, and a set of local networks extending along municipal and neighborhood streets.
The notion of linking the regional network to several local or secondary networks is being explored using
a concept along the lines of pedestrian districts.
Broward County Traffic Engineering Division is responsible for the County’s sidewalk program, which
consists of evaluating new sidewalk locations, as well as completing missing links of sidewalks of all
County roads and any roads within the unincorporated portions of Broward County.
New developments are typically required to have sidewalks installed as a part of their project. However,
in doing so, this may create missing links of sidewalks within older developments which may not have
been required to install sidewalks. Also, new roadway projects may have been given waivers for
standard sidewalks on both sides of the road in order to install a wider sidewalk on one side of the road,
which may also create missing links of sidewalks.
Upon receiving a request, Broward County Traffic Engineering staff visit the site to determine if the area
is safe for pedestrians and determine if there is ample room for the installation or if there are conflicts
such as utilities poles, drainage, etc. If a determination is made that the proposed sidewalk is warranted,
staff coordinate with the Highway Construction & Engineering Division for the installation of the new
sidewalk. Figure 6 illustrates the missing sidewalks within Broward County.
Figure 6 - Sidewalk/Pedestrian Deficiencies
Waterborne Transportation System
The United States Coast Guard defines navigable waterways as those waters that are subject to the ebb
and flow of the tide shoreward to the mean high water line and/or are presently used, or have been
used in the past or may be susceptible to transport of interstate or foreign commerce (33 CFR Part 329).
The US Army Corps of Engineers and Bureau of Transportation Statistics recognize the Intercoastal
Waterway and portions of the New River (approximately 37 miles in total) as navigable, as illustrated in
Figure 7. The Broward County Parks and Recreation Department identifies more than 300 miles of
navigable inland waterways. The Broward County Comprehensive Plan Transportation Element supports
the periodic dredging of navigable waterways to assure appropriate water depths.
Broward County’s waterways are crossed by several drawbridges that require boaters to request an
opening. There is only one 55’ span on the Intercoastal Waterway in Fort Lauderdale, the 17th Street
Bridge, providing access to Port Everglades and the inlet to the ocean. The rest are all bascule bridges,
with their respective locations, clearance and schedule of openings listed in Tables 9 and 10. Effective
July 31, 2006, the Coast Guard changed the regulations governing the operation of all Broward County
drawbridges across the Atlantic Intracoastal Waterway, requiring those drawbridges to open twice an
hour to “meet the reasonable needs of navigation while accommodating increased vehicular traffic flow
throughout the County”. These obstructions are also shown in Figure 7, along with the navigable inland
waterways.
Table 4 - Obstructions on Intercoastal Waterway
Location
Hillsboro Boulevard/SR 810
NE 14th Street Causeway
Atlantic Boulevard/SR 814
Commercial Boulevard
Oakland Park Boulevard
Sunrise Boulevard/SR 838
Clearance
21 ft.
15 ft.
15 ft.
15 ft.
22 ft.
25 ft.
Las Olas Boulevard
31 ft.
SE 17th Street Causeway
Dania Beach Boulevard
Sheridan Street
Hollywood Boulevard/SR 820
Hallandale Beach Boulevard
55 ft.
22 ft.
22 ft.
25 ft.
22 ft.
Openings
Opens on the hour and half-hour
Opens on the ¼ and ¾ hour
Opens on the hour and half hour
Opens on the hour and half hour
Opens on the ¼ and ¾ hour
The draw shall open on the hour and half-hour. On the
first weekend in May, the draw will not open from 4
p.m. to 6 p.m. on Saturday and Sunday, and, on the first
Saturday in May, the draw will not open from 9:45 p.m.
to 10:45 p.m.
The draw shall open on the ¼ and ¾ hour. On the first
weekend in May, the draw will not open from 4 p.m. to
6 p.m. on Saturday and Sunday, and, on the first
Saturday in May the draw will not open from 9:45 p.m.
to 10:45 p.m.
Opens on the hour and half hour
Opens on the hour and half hour
Opens on the ¼ and ¾ hour
No regulations, opens on demand
Opens on the ¼ and ¾ hour
Table 5 - Obstructions on the New River
Location
Andrews Avenue
SE 3rd Avenue
rd
SW 3 Avenue/7th Avenue
Clearance
22 ft.
22 ft.
22 ft.
11th Avenue Bridge
0 ft./Swing
Openings
Monday through Friday closed
7:30am – 9:00am and 4:30pm to
6:00pm, and all other times open
on demand
Opens on Demand
Figure 7 - Navigable Inland Waterways and Obstructions
Water Taxi
There are two commercial waterborne taxi routes in Broward County. This service caters to the tourist
trade, with the full route taking several hours to complete. In addition to these passenger
transportation services, there are two waterborne routes that primarily serve freight traffic. The first is
the inter-coastal waterway, and a parallel route further out in the Atlantic.
Figure 8 - Existing Waterborne Traffic Network
Freight Transportation Network Data
The network for the Freight Analysis Framework (FAF) data is part of the National Transportation
Atlas Database (NTAD). The FAF network is shown in Figure 9 below. The FAF is based primarily on
data collected every five years as part of the Economic Census. Recognizing that goods movement
shifts significantly during the years between each Economic Census, FHWA produces a provisional
estimate of goods movement by origin, destination, and mode for the most recent calendar year.
These provisional data sets are extracted and processed from yearly, quarterly, and monthly
publicly available publications for the current year or past years and are less complete and detailed
than data used for the base estimate. The FAF commodity origin-destination database estimates
tonnage and value of goods shipped by type.
Figure 9 - 2010 Freight analysis framework (FAF) network
Socioeconomic Data Characteristics
A number of different data sets are available to provide insight into the socioeconomic data
characteristics of the study area. Some of these are national data sets such as the American Community
Survey, the 2010 Census, and the National Household Travel Survey, while others are localized (and
more detailed) data sets such as the land use data for the SERPM travel demand model.
While the national datasets do not contain the same level of spatial detail that the local data has, they
have a unique insight. They provide evidence of how travel and population characteristics have changed
over time.
American Community Survey
The American Community Survey (ACS) is an ongoing survey that provides data every year -- giving
communities the current information they need to plan investments and services. Information from the
survey generates data that help determine how more than $400 billion in federal and state funds are
distributed each year.
To help communities, state governments, and federal programs, The ACS collects information
concerning; age, sex, race, family and relationships, income and benefits, health insurance, education,
veteran status, disabilities, where you work and how you get there, where you live and how much you
pay for some essentials. All this detail is combined into statistics that are used to help decide everything
from school lunch programs to new hospitals.
American Community Survey 1-, 3-, and 5-year estimates are period estimates, which means they
represent the characteristics of the population and housing over a specific data collection period. Data
are combined to produce 12 months, 36 months or 60 months of data. These are called 1-year, 3-year
and 5-year data. The ACS contains data relating to the following subjects:
Demographic Characteristics
Age
Sex
Hispanic Origin
Race
Relationship to Householder
Economic Characteristics
Income
Food Stamps Benefit
Labor Force Status
Industry, Occupation, and Class of Worker
Place of Work and Journey to Work
Work Status Last Year
Vehicles Available
Health Insurance Coverage
Social Characteristics
Marital Status and Marital History
Fertility
Grandparents as Caregivers
Ancestry
Place of Birth, Citizenship, and Year of Entry
Language Spoken at Home
Educational Attainment and School Enrollment
Residence One Year Ago
Veteran Status, Period of Military Service, and VA Service-Connected Disability Rating
Disability
Housing Characteristics
Year Structure Built
Units in Structure
Year Moved Into Unit
Rooms
Bedrooms
Kitchen Facilities
Plumbing Facilities
House Heating Fuel
Telephone Service Available
Farm Residence
Financial Characteristics
Tenure (Owner/Renter)
Housing Value
Rent
Selected Monthly Owner Costs
Table 6 - American Community Survey Auto Ownership
Ownership
0 Cars
1 Car
2 Cars
3+ Cars
Percentage
2.9%
24.5%
46.5%
26.1%
Table 7 - American Community Survey Travel Mode
Mode
Drive
Public Transit
Walk
Other
Percentage
90.2%
2.7%
1.2%
1.7%
US Census
The United States Census is a decennial census mandated by the United States Constitution. The
population is enumerated every 10 years and the results are used to allocate Congressional seats
(congressional apportionment), electoral votes, and government program funding. The United States
Census Bureau is responsible for the United States Census.
The census data is available at a variety of geographic levels such as blocks, block groups, tracts,
counties, and state. In the smaller geographic areas the data may be restricted or obfuscated to comply
with privacy laws. The regular nature of the census allows for the understanding of how communities’
demographics are changing over time.
Table 8 - US Census Population over time
County
Broward
Miami-Dade
Palm Beach
1990
1,255,531
1,937,194
863,504
2000
1,623,018
2,253,779
1,131,191
2010
1,748,066
2,496,435
1,320,134
Table 9 - US Census Households over Time
County
Broward
Miami-Dade
Palm Beach
1990
528,442
692,355
365,558
2000
654,445
776,774
474,175
2010
686,047
867,352
544,227
National Household Travel Survey
The National Household Travel Survey (NHTS) is a periodic national survey, to assist transportation
planners and policy makers who need comprehensive data on travel and transportation patterns in the
United States. The 2009 is the latest survey collected by FHWA, in coordination with a private firm who
conducted the survey around the country.
Previous surveys included the 2001 NHTS, and the former Nationwide Personal Transportation Surveys
(NPTS) of 1969, 1977, 1983, 1990, and 1995. The NHTS/NPTS serves as the nation's inventory of daily
travel. Data is collected on daily trips taken by households and individuals in those households, over a
24-hour period, and includes:
 purpose of the trip (work, shopping, social, etc.)
 means of transportation (car, walk, bus, subway, etc.)
 travel time of trip
 time of day/day of week
This data is collected for all trips, modes, purposes, trip lengths, and all areas of the country, urban and
rural. In much the same way that the Census and American Community Survey allows for an
understanding of how demographics can change over time, the National Household Travel Survey allows
for an understanding of how travel behaviors may change over time.
Table 10 - Auto Ownership over Time
Year
1995
2001
2009
0 Vehicles
9.7%
6.5%
6.7%
1 Vehicle
40.2%
41.3%
38.1%
2 Vehicles
41.5%
34.2%
39.7%
3+ Vehicles
8.6%
18.0%
15.5%
Table 11 - Average Trip Length (minutes) by Travel Purpose over Time
Trip Purpose
Home based work
Home based shopping
Home based social-recreational
Home based other
Non-home based
1995
25.5
13.4
17.6
19.0
14.4
2001
30.7
15.2
21.9
19.7
18.2
2009
28.7
14.9
19.1
20.0
19.0
Table 12 - Travel Mode over Time
Mode
Drive
Public Transit
Walk
Other
1995
93.1%
0.3%
1.3%
5.3%
2001
86.5%
4.8%
6.1%
2.6%
2009
84.5%
1.6%
0%
13.2%
Longitudinal Employer-Household Dynamics
The Longitudinal Employer-Household Dynamics (LEHD) program is part of the Center for Economic
Studies at the U.S. Census Bureau. The LEHD program produces new, cost effective, public-use
information combining federal, state and Census Bureau data on employers and employees under the
Local Employment Dynamics (LED) Partnership. State and local authorities increasingly need detailed
local information about their economies to make informed decisions. The LED Partnership works to fill
critical data gaps and provide indicators needed by state and local authorities.
Under the LED Partnership, states agree to share Unemployment Insurance earnings data and the
Quarterly Census of Employment and Wages (QCEW) data with the Census Bureau. The LEHD program
combines these administrative data, additional administrative data and data from censuses and surveys.
From these data, the program creates statistics on employment, earnings, and job flows at detailed
levels of geography and industry and for different demographic groups. In addition, the LEHD program
uses these data to create partially synthetic data on workers' residential patterns.
Table 13 - County Employment Estimates over Time
Estimate Year
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
Miami-Dade
852,077
866,529
879,982
911,283
937,185
943,791
946,754
998,813
984,655
968,011
926,514
948,879
973,572
989,248
995,424
961,666
935,112
Broward
493,139
518,381
546,281
584,211
604,330
621,979
640,827
660,580
663,605
668,900
683,098
665,813
730,580
742,370
755,071
738,191
686,421
Palm Beach
344,911
362,729
376,267
398,412
417,025
437,571
464,000
485,034
489,348
495,521
520,969
483,762
518,444
531,276
533,214
512,718
474,227
The availability of the LEHD data estimates for a seventeen year period, along with population estimates
for the same period available from the State Demographer’s office allowed for an examination of the
relationship between the two variables. As shown in Figure 10 below, there is a strong linear
relationship between Employment and Population. This established relationship has an impact on
future demographic estimates for the study area since the population growth is expected to occur
disproportionately to those age groups outside of the normal ‘work age’. The aging of the population is
illustrated in Table 14 above.
Figure 10 - Correlation Analysis of Employment versus Population
Future Land use Plan
Transportation networks are greatly affected by land use and the intensity of activities. When updating
the long range transportation plan, it is important to not only to consider, but calculate existing and
proposed developments and land uses within the County.
The designation of Future Land Uses is a holistic approach to future-focused, state mandated by Chapter
163, Part II, F.S., Local Government Comprehensive Planning and Land Development Regulation Act
while zoning is a current-focused, local regulatory tool to control the character of geographically specific
land and buildings. Broward County Future Land Use amendments are to be consistent with the
County’s Comprehensive Plans and municipal zoning codes should be consistent with County’s Future
Land Uses.
Table 14 - Future land use areas
Land Use
Agricultural
Commercial
Community Facilities
Conservation/Recreation
Industrial
Local Activity Center
Office
Regional Activity Center
Residential
Utilities and Transportation
Area
(acres)
13,903
25,137
6,146
21,227
12,863
1,089
756
9,081
143,591
15,539
Figure 11- Future Land Use
SERPM 7
The socioeconomic data inputs for the 2040 LRTP define the demand on the County’s transportation
system through the next 30 years. This section focuses on the trends in housing, population, and
employment characteristics from the base year (2010) to the horizon year (2040). These data elements
are compiled into datasets that will serve as inputs into the travel demand model (SERPM7.0) for the
2040 LRTP. SERPM7.0 will be different for the prior travel demand models used in design and
implementation, it will be an activity based model (ABM) rather than the more traditional four step
model used in prior years. One fundamental difference between the two approaches is that the ABM
model uses statistical descriptions of the characteristics of the population demographics to synthesize
each and every person within each household in the County for the purposes of modeling individual
behavior. In older approaches, the model was attempting to estimate average group behaviors. It is
hoped that the new approach will provide a tool set that can more robustly and accurately reflect
impacts of new policies and approaches to the transportation problem.
The socioeconomic data for the ABM are organized by two spatial groupings, Traffic Analysis Zones (TAZ)
and Micro Analysis Zones (MAZ). The TAZ zones cover a larger geographical area and are comprised of
two or more MAZs. Table 4, shows that the population is only expected to grow by 13%, a much slower
growth rate than has historically occurred in the area, which is indicative of the maturation of
developable area.
Table 15 - Growth in Total Population, 2010 to 2040
2010
2040
Growth (Absolute)
Growth (%)
Total
1,731,174
1,962,322
231,148
13.4%
In addition to a slowing of the population growth in the area, Table 5, shows that the population is
expected to reflect an aging population that is even more sharply defined than elsewhere in the country.
The majority of all of the population growth is expected to occur in the population age 65 and older.
Table 16 - Growth in Population Age Groups, 2010 to 2040
Mode
Under 5
Years 5 to 14
Years 15 to 17
Years 18 to 24
Years 25 to 34
Years 35 to 49
Years 50 to 64
Years 65 to 79
80 and over
Total
2010
2040
Growth (Absolute)
Growth (%)
103,106
216,005
71,524
144,108
221,622
391,618
337,940
168,327
76,924
110,551
224,510
70,820
150,377
247,514
381,204
311,521
304,154
161,671
7,445
8,505
-704
6,269
25,892
-10,404
-26,419
135,827
84,747
7.2%
3.9%
-1.0%
4.4%
11.7%
-2.7%
-7.8%
80.7%
110.2%
1,731,174
1,962,322
231,148
13.4%
This aging of the local population is also reflected, indirectly, in Table 18 which shows that the number
of households is expected to increase by 21%. When compared to an overall population increase of only
13%, this slightly sharper increase is expected as the population ages and fewer households contain
children or living partners.
Table 17 - Growth in Total Households, 2010 to 2040
Total
2010
2040
Growth (Absolute)
Growth (%)
686,047
831,491
145,444
21%
Since the population of traditional work age is expected to decrease as a percentage of the overall
population, the work age is anticipated to rise. So the population increase of a slightly larger group (up
to 79) is used to project overall growth of workers and employees as shown in Tables 19 and 20.
Table 18 - Growth in Total Workers, 2010 to 2040
Total
2010
2040
Growth (Absolute)
Growth (%)
896,543
989,902
93,359
10.4%
Table 19 - Growth in Employment, 2010 to 2040
Mode
2010
2040
Growth (Absolute)
Growth (%)
Agriculture, Mining, Forestry, Fishing
Construction
Utilities
Manufacturing
Wholesale Trade and Warehousing
Transportation
Retail Activity
Professional and Business Services
Education, Elementary K-12
Education, Post-Secondary
Personal Services
Amusement Services
Hotels and Motels
Restaurants and Bars
Health Services
Federal, State, and Local Government
1,193
48,453
565
47,164
45,358
17,517
109,448
167,131
36,195
12,947
52,903
20,009
12,566
62,892
62,797
33,175
1,302
53,469
625
52,061
50,039
19,300
120,860
184,569
39,989
14,261
58,381
22,051
13,878
69,461
69,331
36,617
109
5,016
60
4,897
4,681
1,783
11,412
17,438
3,794
1,314
5,478
2,042
1,312
6,569
6,534
3,442
9.1%
10.4%
10.6%
10.4%
10.3%
10.2%
10.4%
10.4%
10.5%
10.1%
10.4%
10.2%
10.4%
10.4%
10.4%
10.4%
Total
730,313
806,194
75,881
10.4%
Total school enrollment is projected to add an approximate 5,446 students through 2040. All of those
new students are expected in grades Kindergarten through eighth, while high school enrollment is
expect to remain at current levels since population of high school age students is expected to remain
essentially constant. College/University enrollment within the County is expected to grow by 4%, or
4,547 students. All of the levels of expected student population reflect the low growth rates anticipated
for the relevant age groups, and are shown in Table 17.
Table 20 - Growth in School Enrollment, 2010 to 2040
Mode
2010
2040
Growth (Absolute)
Growth (%)
K thru 8, Public
156,874
161,343
4,469
3%
K thru 8, Private
34,297
35,274
977
3%
High School, Public
67,758
67,758
0
0%
High School, Private
21,663
21,663
0
0%
College
101,377
105,924
4,547
4%
Total
381,969
391,962
9,993
3%
Figure 12 - Growth in Total Population, 2010 to 2040
Figure 13 - Growth in Total Housing, 2010 to 2040
Figure 14 - Growth in Workers, 2010 to 2040
Figure 15 - Growth in Employment, 2010 to 2040
Figure 16 - Change in Industrial Employment, 2010 - 2040
Figure 17 - Change in Commercial Employment, 2010 - 2040
Figure 18 - Change in Service Employment, 2010 - 2040
Figure 19 - Change in Public Kindergarten through Eighth Grade Enrollment, 2010 to 2040
Figure 20 - Change in Private Kindergarten through Eighth Grade Enrollment, 2010 to 2040
Figure 21 - Change in Public High School Enrollment, 2010 to 2040
Figure 22 - Change in Private High School Enrollment, 2010 to 2040
Figure 23 - Change in College Enrollment, 2010 to 2040
Transportation System Management and Operation Data
The Federal Highway Administration defines Transportation Systems Management and Operations
(TSM&O) as "an integrated program to optimize the performance of existing multimodal infrastructure
through implementation of systems, services, and projects to preserve capacity and improve the
security, safety, and reliability of our transportation system."
FDOT District 4 further defines TSM&O as a performance-driven approach for solving congestion and
traffic problems in which Intelligent Transportation Systems (ITS), signal system control and other
management and operational strategies are used to locate and correct the causes of congestion in realtime. The objective of the TSM&O program is to improve the efficiency of the existing transportation
network through performance monitoring, active arterial management, integrating freeway
management with arterial management and incident management on arterials and freewaysi
In recent years, there has been significant progress made in the advancement of TSM&O programs at
the local, regional, state and national levels. This section provides a summary of the status of these
programs along with other related initiatives (i.e., Connected Vehicles, Smarter Planet) and the
Southeast Florida Regional ITS Architecture.
TSM&O Initiatives
TSM&O includes regional operations collaboration and coordination activities between transportation
and public safety agencies; and improvements to the transportation system such as traffic detection and
surveillance, arterial management, freeway management, demand management, work zone
management, emergency management, electronic toll collection, automated enforcement, traffic
incident management, roadway weather management, traveler information services, commercial
vehicle operations, traffic control, freight management, and coordination of highway, rail, transit,
bicycle, and pedestrian operations.
Local Initiativesii,iii,iv,v
The goal of the Broward County TSM&O program is to provide a framework for active management for
the regional transportation network. Active management is already very mature along the freeways as
part of the ITS Program; therefore, the Broward County TSM&O program emphasizes arterial traffic
management. Specifically, the focus is on how to actively manage traffic such that performance targets
relating to outcomes, such as travel time reliability and delay reduction, can be achieved. This approach
is based on many of the principles that guide FDOT District 4's ITS Program: defining a network to be
managed; defining performance measures and targets; deploying and operating ITS-based systems to
manage traffic in real time; reporting performance outcomes; and improving performance.
The initial Broward County TSM&O network was defined by the program's partners and includes six
critical arterial segments within Central Broward County (i.e., Broward Boulevard, Sunrise Boulevard,
Oakland Park Boulevard, US 441, University Drive and US 1). A larger focus on the system as a whole,
utilizing inter-agency technologies and practices, is vital for the successful daily operations of the
transportation infrastructure. The current participating municipalities include FDOT District 4, Broward
Metropolitan Planning Organization (MPO), Broward County Traffic Engineering Division (BCTED) and
Broward County Transit (BCT).
It should be noted that there is a common misconception between TSM&O and ITS. ITS include
technologies used by TSM&O to gather and share information and to keep the system operating
efficiently. TSM&O is about operating a defined network of arterials and limited-access facilities
through the utilization of tools such as ITS devices. However, there are many more tools used by the
program including parking management systems, ramp metering, hard shoulder running, transit signal
priority, work zone management, incident management, active signal retiming, etc.
The statewide SunGuide software will be used to manage incidents and track performance measures
(e.g., trip reliability, travel time index, etc.) while the BCTED signal system software (i.e., ATMS.now) will
focus on signal timing optimization. The two software packages will not be integrated in the near-term.
ATMS.now has predictive functions that are based on trending. Traffic mitigation plans will still need to
be activated manually. These functions can also be applied to “train delay predictions”, based on train
speeds and length of trains; and train crash avoidance (i.e., pre-empting signals sooner and flushing out
delays after the train passes).
The limited access facilities deployed, operated and maintained by the FDOT District 4 Traffic Operations
ITS Program include I-95, I-595 and I-75. The TSM&O program to be deployed by FDOT and Broward
County to operate and maintain the systems along arterials is summarized below (Reference 4).
Table 21 - TSM&O Program in Broward County
Project
Limits
Phase 1 – Central
Broward
Oakland Park Blvd
(University Dr. to US 1)
Sunrise Boulevard
(US 441 to US 1)
Broward Boulevard
(University Dr. to US 1)
Phase 2
Southern Corridor:
Hallandale Beach Blvd
(US 441 to 3 Island
Blvd)
Pembroke Rd
(I-95 to NW 10th Ave)
Hollywood Blvd
(NW 142 Ave to US 1)
Project
Components
Construction
Schedule
Deployment
Costs
O&M
Costs
Anticipated
Benefits
63 CCTV cameras,
10 Arterial DMSs,
33 vehicle
detectors, 38 blue
tooth readers, 14
transit signal
priority sites, 18
mi. fiber
communication
2012 - 2013
$8,970,181
($1,006,894 CEI)
$1,300,000
Incident duration: - 30%
No. Crashes – 3%
BCR – 17.1
22 CCTV cameras
4 Arterial DMSs,
15 vehicle
detectors, 12 blue
tooth readers,
transit signal
priority, BCT
passenger
advisory signs, 19
mi. fiber
2013 - 2014
N/A
N/A
Incident duration: - 30%
No. Crashes – 3%
BCR – 17.1
communication
Phase 3
US 441, University Dr.
and Griffin Rd
N/A
N/A
N/A
N/A
N/A
The Southern Corridor (i.e., Hallandale Beach Boulevard, Pembroke Road, Hollywood Boulevard) is the
next TSM&O phase; followed by US 441 (SW 25th Street to Fillmore Street, FY 13/14) and SR 7 (Fillmore
Street to Stirling Road, FY 14/15) as part of roadway improvement projects where the TSM&O
components are built into the overall construction. These are being deployed as part of design-bid-build
procurements. There are no other TSM&O projects planned within the five-year plan. Unfunded
TSM&O improvements include US 441 between Stirling Road and Broward Boulevard and University
Drive between Hallandale Beach Boulevard and Broward Boulevard.
TSM&O projects are selected based on levels of congestion, transit needs, location of mobility hubs and
fiber optic backbone needs. The TSM&O Network in Broward County is presented on the exhibit below.
Figure 24 - TSM&O Network in Broward County
Meanwhile, the Broward County Traffic Engineering Department (BCTED) continues their focus on
replacing traffic signal controllers; replacing mast arms; and upgrading the telecommunications
infrastructure.
FDOT will fund the initial two years of TSM&O operations and maintenance (i.e., FY 14/15 and FY 15/16).
BCTED has not committed to operations and maintenance funding beyond the initial two years;
therefore, FDOT may continue to provide operations and maintenance for TSM&O corridors while
BCTED would continue to operate and maintain the balance of the signal system. Operations and
maintenance funding for arterials is being discussed at the FDOT Central Office level as part of the
Transition Plan.
The Broward MPO will establish a subcommittee to develop a TSM&O Plan that identifies future TSM&O
corridors beyond the five-year plan. This plan is to provide active traffic management along arterials to
address the transit and multimodal hub needs of the county. Meanwhile, FDOT and BCTED will
coordinate in developing a transition plan to work out the technical details for the TSM&O corridors
being deployed during the next five years.
Regional Initiatives
In addition to the Broward TSM&O program, similar initiatives in Palm Beach County and Miami-Dade
County (FDOT District 6) are in the development phases. FDOT District 6 is studying an Integrated
Corridor Management System along the I-95 / US 441 corridor as well as along the US 1 corridor south
of I-95. FDOT District 6 has also prepared a draft TSM&O network, indicating which roads are proposed
for inclusion, as well as a listing of possible performance measures being considered such as travel time
index, planning time index, buffer time index, average segment speed, average travel time, vehicle
throughput, vehicle-miles, congestion delay, duration of congestion, number of primary incidents and
average incident duration.
In Palm Beach County, a “living laboratory” is being implemented to begin the utilization of TSM&O
principles in a controlled environment for a limited number of arterial roadways in order to identify key
elements and the requirements of the process. This encompasses developing active management
strategies; arterial performance measures; and interagency partnerships & coordination. The primary
deliverable will be scalable standard operating guidelines that can be applied for the Broward County
TSM&O program. This is being accomplished through a partnership between Palm Beach County and
FDOT. (Reference 3)
Portable ITS devices (i.e., 10 CCTV cameras, 7 blue tooth readers) have been located along major eastwest corridors (i.e., Okeechobee Road, Belvedere Road and SR 80) and north-south corridors (i.e., SR
7/US441, North Jog Road, North Military Trail) within northern Palm Beach County to enable traffic
engineers to “groom” the software functions to determine which ones should be selected for initial
TSM&O operations as well as to work out the inter-agency notifications in managing incidents. The
system will be transitioned over to a permanent operation at the end of the test period.
In addition, design-build projects are programmed during FY13-14 to install a traffic adaptive signal
system along Northlake Boulevard in West Palm Beach and arterial dynamic message signs along SR 80
and the approaches to I-95 in Palm Beach County. (Reference 3)
In addition, the FDOT District 4 TSM&O program is also focusing on freight and goods mobility and work
zone management. In freight and goods mobility, FDOT is developing a Freight Advanced Traveler
Information System (FRATIS) to reduce delay for commercial vehicles moving to and from the region’s
key freight facilities; reduce the number of truck empty and unproductive movements; enhance realtime monitoring of system performance and improve effectiveness of mobility applications; improve
safety and regulatory compliance of commercial vehicles operating within the region; and improve
environmental stewardship. Regarding work zone management, FDOT is developing a Construction
Impact Analysis (CIA) tool - a GIS technique to identify work zone overlaps and problematic segments
(i.e., segments more sensitive to work zones). New features or supplements to the tool under
development address work zone delay; work zone forecasts; and guidelines for maintenance of traffic
and ITS within work zones. (Reference 3)
A regional TSM&O workshop was conducted during February 7-8, 2012 with transportation stakeholders
participating from Broward, Miami-Dade and Palm Beach Counties (Reference 6). The purpose of this
workshop was to provide a consensus evaluation of the TSM&O program and next steps in advancing
the program’s effectiveness within the Southeast Florida region. These next steps include the following:



















Develop a regional TSM&O plan, program and budget for the arterial network.
Consider staging of the TSM&O plan in terms of geography and level of commitment.
Indicate incremental benefits for each strategy and estimate the costs.
Establish processes and develop analytics (e.g. net present value) for valuing investment
alternatives and educating decision makers on their application (e.g. for MPOs).
Embody TSM&O plan components in agencies’ plans and budgets including FDOT (not just ITS).
Convene a regional working group and develop regional vision, policies, strategies and regional
unified work program item for TSM&O.
Present plan to executive committee.
Organize activities at the MPO level using available tools to provide education on TSM&O –
needs to be consistent and recurring.
Introduce TSM&O into MPO policy, planning, programming and budgeting as a key focus.
Use expected success from Broward Central Corridor project to promote system expansion.
Develop a “before and after” demonstration to incorporate TSM&O into TMC tours; present
hypothetical outcomes of deploying TSM&O strategies along specific corridors.
Strengthen decision-maker support for TSM&O by capitalizing on FHWA materials.
Agree on and use consistent terminology for public discussions and presentations.
Address issue of branding; consider TSM&O logo.
Develop marketing plan (should be statewide).
Identify TSM&O coordinators by district.
Study organizational options that elevate TSM&O to appropriate level (all agencies).
Make consistent case for appropriate staffing levels at local level.
Map out proposed changes to organizational structure and stages of improvement; develop
reorganizational proposal (structure and methodology) for presentation to upper management;
consider Central Office’s desire for district organizational consistency (which could still consider
differences between urban vs. rural).
 MPO to develop TSM&O program effort with internal staff or consultants.
 Formalize inter-jurisdictional collaboration forum (TSM&O quarterly meetings).
 Develop stronger arterial incident management plan (i.e., detection, dissemination, traveler
information, action).
 Include arterial incidents as part of Traffic Incident Management team agendas.
 Develop local law enforcement notification protocols for incidents, operational changes, etc.
 Determine future strategy for 511 and providing traveler information.
Rationalize current FDOT strategy with multiple outsourcing entities (transportation management
centers, safety service patrol, device maintenance) in terms of a consistent contract performance
management approach and consideration for localized differences in performance requirements.
State Initiatives (Reference 7)
In 2008, FDOT’s Executive Board recommended the establishment of a TSM&O Task Team. The team’s
role was to develop a Tier 2 Business Plan for TSM&O. FDOT has several levels of business plans ranging
from one for the entire FDOT to more specific and detailed department or office-level guidance
documents. A Tier 2 Plan is made up of functions that are available statewide and are created as a
cooperative effort between the Central Office and Districts. Tier 2 Business Plans include actions related
to leadership; strategic planning; customer and market focus; measurement, analysis, and knowledge
management; human resources focus; process management; and organization performance results.
The TSM&O Task Team has conducted many meetings, discussed TSM&O concepts at length, created a
Tier 2 Plan as well as a Strategic Plan outline, and proposed specific policy action recommendations to
the Executive Board. The TSM&O Tier 2 Business Plan defines the following TSM&O vision and mission
statements:


Vision: To operate the transportation system at the highest level of cost-effective performance,
resulting in reduced excess delay on arterials and freeways, real-time management and traveler
information for all modes, and seamless coordination with all operating agencies.
Mission: To deploy a customer-driven TSM&O program focused on mobility outcomes through
real-time and effective management of the existing transportation system toward its maximum
efficiency.
On May 20, 2010, FDOT’s Executive Board endorsed TSM&O as an FDOT program. The FDOT Secretary
called for the creation of a TSM&O Leadership team of FDOT executives from Central Office and the
Districts to provide leadership and direction to the current TSM&O Task Team. The formal definition
and outlines of the Strategic Plan and Tier 2 Business Plan were also approved at that time.
The FDOT Statewide TSM&O Strategic Plan is a high-level document describing the need for TSM&O,
program definition, and plan for deployment. It lays the groundwork for establishing and maintaining
such a program at FDOT. It recommends actions which must be taken within FDOT during the next five
years to successfully establish a TSM&O Program at the Central and District Office levels. The actions will
ensure the following outcomes:



Champions are identified and pilot programs initiated,
Policies/procedures are established, as appropriate, and
Dashboards are created to report on results in terms of system and business plan performance
measures
The FDOT Statewide TSM&O Strategic Plan is consistent with the 2005 ITS Strategic Plan Update, FDOT’s
mission statement, and the 2020 Florida Transportation Plan and its Short-Range Component. Work is
also progressing to incorporate TSM&O into the 2060 Florida Transportation Plan.
The FDOT Central Office has established a transition team to focus on arterial traffic management. Their
scope includes developing specifications; Roadway Characteristics Inventory updates; approved product
lists; operations and maintenance funding; and joint project agreements with municipalities.
The activities and actions needed to deploy TSM&O are presented below. These include those activities
and actions affecting FDOT operations and planning, project development, and construction and
maintenance.
FDOT Operations and Planning
FDOT Operations and Planning encompasses the organization and establishment of roles,
responsibilities, and assignments to sustain the TSM&O Program. The following “Operations and
Planning” actions need to be accomplished over the next five years. They are discussed in terms of
people (i.e., Central Office and District champions and task teams), processes (i.e., performance
measures, network identification, and pilot programs), and tools (i.e., travel time data collection,
analysis, archiving, reporting, travel demand and simulation models). Each of these items is listed in the
Tier 2 Plan with associated performance measures and targets. The Tier 2 Plan also includes the
development of technical memoranda for initiatives such as Connected Vehicles, new data sources,
benefit-cost analyses for projects, adoption of funding flexibility, and work zone sketch planning.
FDOT Project Development Cycle encompasses methods that TSM&O can be embedded as an integral
component of all transportation projects. FDOT’s TSM&O Program needs commitment from executive
and staff level teams in order to move forward and successfully realize goals and objectives. This is
particularly true because TSM&O spans multiple offices and functions within FDOT.
The TSM&O Leadership Team is comprised of executive leaders from the Central Office and the Districts.
Once their meeting schedule is established, they provide high-level direction and policy guidance for
implementation of TSM&O actions. The TSM&O Task Team will continue to meet to carry out the
Leadership Team’s directives and work at the staff and project levels to incorporate TSM&O concepts
into FDOT projects and practices.
Time and team member commitment are needed to strategically implement TSM&O actions and
measure the program’s performance. This new program to actively manage the multimodal
transportation network may take several years to achieve widespread results. However, as TSM&O
actions and practices are put into place, FDOT will achieve important and measurable improvements to
safety and mobility.
National Initiatives (Reference 8)
TSM&O strategies enable transportation practitioners to provide higher levels of customer service in the
near-term without incurring the high cost associated with major infrastructure projects. TSM&O
strategies have benefits for both transportation planners and operators. By working toward optimizing
the transportation system with management and operations strategies, transportation planners are
better able to demonstrate to the public and elected officials that progress is being made on reducing
congestion in the short-term with lower cost techniques. Similarly, operators are able to make their
limited staff time and other resources go further by collaborating with planners and other operators to
pro-actively address operations from a regional perspective. Transportation operations improvements
made in one jurisdiction are reinforced by coordinated improvements in neighboring areas enabling
travelers to move seamlessly across the region without encountering, for example, inconsistent traveler
information, toll collection technologies, or traffic signal timing. Overall, by working together to address
transportation issues of regional significance with management and operations strategies, operators
and planners are able to have a greater impact on the performance of the transportation system in the
region than they would by working alone.
Effective planning and implementation of TSM&O strategies requires planners and operators to make a
fundamental cultural shift that allows them to meet on common ground. Management and operation of
the transportation system is generally left to individual operating agencies (e.g., local departments of
public works, transit agencies, state departments of transportation) within the region and is often
performed on an ad hoc basis without a view toward the transportation system on a regional level.
TSM&O requires operators to broaden their traditional perspective to one where individual facilities are
viewed as interconnected pieces of a regional system and neighboring jurisdictions and agencies work
together as partners in providing transportation services to customers. This transition necessitates new
action: anticipating needs rather than only "putting out fires," managing the system on a 24/7 basis
rather than only during the peak period commutes, measuring system performance rather than only
agency output, and reaching outside of your agency to coordinate your piece of the system with other
jurisdictions and modes rather than working in functional stovepipes.
For transportation planners, the shift to TSM&O requires planners to expand their traditional focus on
long-range infrastructure projects to include managing and operating the existing and planned
infrastructure. This means engaging operations managers on a regular basis to address management
and operations needs through regional strategies and establishing specific goals, objectives, and
performance measures for the performance of the transportation system. Additionally, a shift toward
TSM&O requires full consideration of management and operations strategies in the investment decision
making process.
Successfully managing and operating the regional transportation system depends upon deliberate,
sustained collaboration among operators, planners, and other key stakeholders to establish direction
and decide how to move forward. Meaningful and realistic objectives are necessary to guide the effort.
By establishing specific and measurable objectives, partnering agencies can choose the best "road" to
follow. Lacking shared objectives to guide operations efforts, agencies risk unnecessary duplication with
neighboring agencies, limited progress due to funding or staffing shortages, inconsistent traveler
information and underutilized or incompatible technologies.
Deliberate, sustained collaboration among participating jurisdictions is evident in a number of regions
across the United States. In the National Capital Region more than 30 participating agencies from the
District of Columbia, Maryland, and Virginia have established a formal partnership to implement and use
the Capital Wireless Integrated Network (CapWIN). CapWIN enhances information sharing and
communications among public safety and transportation agencies as they coordinate their efforts during
special events and incidents. In Detroit, Michigan transportation and public safety professionals have
met regularly since 1992 as an incident management committee wherein the participants jointly plan
and implement initiatives such as a freeway courtesy patrol and an incident management center.
Although the group retains its incident management title, it has expanded in scope to freeway
operations and arterial traffic management.
A common thread among these partnerships and others like them is the agreed objectives and the
strategies for achieving them, including institutional relationships and performance expectations. This
thread is the concept for how they want to improve regional transportation system performance by
working together. A Regional Concept for Transportation Operations (RCTO) formalizes this thread by
providing a framework that guides collaborative efforts to improve system performance through
management and operations strategies.
The fundamental thinking behind a RCTO is not new. The RCTO brings together systems engineering
concepts and the experience of successful transportation operations partnerships. The idea of a RCTO
came out of a broad-based Federal Highway Administration (FHWA) and Federal Transit Administration
(FTA) working group on linking planning and operations in 2000 and 2001. The working group consisted
of operations, planning, and public safety officials in local, regional, State, and Federal agencies. The
idea was advanced in 2003 when a special policy committee of the Transportation Research Board (TRB)
supported and endorsed it and recommended further development and demonstration.
FHWA developed a primer that introduces transportation operators and planners to the RCTO process.
The primer describes a RCTO and its essential components, explains its potential role in the
transportation planning process, and illustrates its development through examples. Additionally, the
primer highlights the benefits gained from partnerships that develop a RCTO and the keys for success as
partners work toward a RCTO.
The following short-term actions apply to a wide range of regional TSM&O programs. These are some
examples of how agencies can focus on using existing TSM&O projects to build a broader regional link
between planning and operations.
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Identify multi-jurisdictional Management & Operations programs that should involve the MPO.
MPOs have skills relevant to many integrated management and operations strategies including
public outreach and funding opportunities.
Expand participation in existing TSM&O projects. Many regions have nascent regional TSM&O
projects and programs with involvement from a limited number of regional stakeholders. For
example, signal coordination efforts and special event management programs often include no
more than a few local governments. Identify opportunities to expand these programs.
 Use specific successes to sell new regional coordination efforts. Agencies can identify successful
local examples of coordination between regional planning and TSM&O projects or programs.
FHWA has sponsored research in several areas of TSM&O which can be used as reference material in
developing local, regional and state programs.
Connected Vehicles Initiative (Reference 9)
Connected Vehicles has the potential to transform travel as we know it. Using leading edge technologies
- advanced wireless communications, on-board computer processing, advanced vehicle sensors, GPS
navigation, smart infrastructure, and others - Connected Vehicles provide the capability to identify
threats and hazards on the roadway and communicate this information over wireless networks to give
drivers alerts and warnings.
At the core of this research is a networked environment supporting very high speed transactions among
vehicles (V2V), and between vehicles and infrastructure components (V2I) or hand held devices (V2D) to
enable numerous safety and mobility applications. This connectivity offers the opportunity to know
much more about traffic and roadway conditions than ever before. It may be possible for equipped
vehicles to anonymously send information that includes travel time and environmental conditions,
making it possible one day to know traffic conditions along every major street in urban areas as well as
along every interstate highway across the nation. This information could lead to improved traffic signal
control, ubiquitous traveler information, better transportation plans, and reduced cost for existing
transportation data collection methods, among other benefits.
The development and deployment of a fully connected transportation system that makes the most of
multi-modal, transformational applications requires a robust, underlying technological platform. The
platform is a combination of well-defined technologies, interfaces, and processes that, combined,
ensure safe, stable, interoperable, reliable system operations that minimize risk and maximize
opportunities. Connected vehicle research has been organized into the following focus areas:
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Connected Vehicle Technology
Connected Vehicle Applications
Connected Vehicle Technology Policy and Institutional Issues
Connected Vehicle Technology
A successful platform will be developed through a process of thorough research and will meet a set of
rigorous criteria:
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The platform will allow for growth, expandability, and incorporation of newly evolving
technologies.
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In knowing the architectural configuration and definition of interfaces, creative private-sector
firms will be able to develop new applications that are not yet envisioned but remain for future
imagination.
 The platform will be developed based on the complexity and range of human behaviors that will
interact with and impact upon the system.
The following represent some of the critical research efforts over the next five years that will address
the underlying technological platform:
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Harmonization of International Standards and Architecture around the Vehicle Platform
Human Factors Research
Systems Engineering
Connected Vehicle Certification
Connected Vehicle Test Bed
Connected Vehicle Applications
Connected vehicle safety applications are designed to increase situational awareness and reduce or
eliminate crashes through vehicle-to-vehicle (V2V) and vehicle-to-infrastructure (V2I) data transmission
that supports: driver advisories, driver warnings, and vehicle and/or infrastructure controls. These
technologies may potentially address up to 82 percent of crash scenarios with unimpaired drivers,
preventing tens of thousands of automobile crashes every year (further research will incorporate heavy
vehicle crashes including buses, motor carriers, and rail).
Connected vehicle mobility applications provide a connected, data-rich travel environment. The
network captures real-time data from equipment located on-board vehicles (automobiles, trucks, and
buses) and within the infrastructure. The data are transmitted wirelessly and are used by transportation
managers in a wide range of dynamic, multi-modal applications to manage the transportation system for
optimum performance.
Connected vehicle environmental applications both generate and capture environmentally relevant
real-time transportation data and use this data to create actionable information to support and facilitate
"green" transportation choices. They also assist system users and operators with "green" transportation
alternatives or options, thus reducing the environmental impacts of each trip. For instance, informed
travelers may decide to avoid congested routes, take alternate routes, public transit, or reschedule their
trip - all of which can make their trip more fuel-efficient and eco-friendly. Data generated from
connected vehicle systems can also provide operators with detailed, real-time information on vehicle
location, speed, and other operating conditions. This information can be used to improve system
operation. On-board equipment may also advise vehicle owners on how to optimize the vehicle's
operation and maintenance for maximum fuel efficiency.
Connected Vehicle Technology Policy and Institutional Issues
The USDOT's ITS Joint Program Office (JPO) is actively working to engage a wide range of stakeholders to
help guide the policy research program so that it is based on sound, real-world application of new
technologies that give vehicles the capability to communicate with one another and with devices
located on the surrounding infrastructure for the purpose of improving transportation outcomes in the
areas of safety, mobility, and impact on the environment. Research into connected vehicle technologies
is multimodal.
The USDOT’s Research and Innovative Technology Administration (RITA) aims to foster cooperative
international research of ITS and to support international harmonization of ITS standards. Coordinated
research can support and accelerate the deployment and adoption of cooperative vehicle (also termed
connected vehicle) systems and preclude the development and adoption of redundant standards.
Cooperative systems enabling vehicle-to-vehicle and vehicle-to-infrastructure communications have the
potential to contribute to a safer, more energy-efficient and environmentally friendly transportation
system.
Using a five-year strategic research plan, the USDOT is committing to the use of Dedicated Short Range
Communications (DSRC) technologies for active safety for both vehicle-to-vehicle and vehicle-toinfrastructure applications. The Department is also reaffirming its intention to explore all wireless
technologies for their applicability to safety, mobility, and environmental applications. In 2008, the ITS
Program framed the definition of connectivity to include both DSRC and non-DSRC technologies as a
means of providing an open connected vehicle platform. Such a framework has multiple benefits:
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It will allow for the integration of a wider array of technologies and thus enable private industry
to develop innovative technologies that may offer new or additional features.
It will allow the connected vehicle architecture to adapt as technologies evolve over time,
ensuring that the connected vehicle network incorporates innovative approaches and
applications as they become available.
It will ensure that benefits are not limited only to drivers of vehicle equipped with smart
technologies.
The USDOT’s commitment to DSRC highlights two critical points:
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That safety is the highest priority for the Department and will form the central focus for the
connected vehicle program.
That analysis illustrates that DSRC is the only available technology in the near-term that offers
the latency, accuracy, and reliability needed for active safety.
IBM’s Smarter Planet Initiative (Reference 10)
Smarter Planet is a corporate initiative of the information technology company IBM. The initiative seeks
to highlight how forward-thinking leaders in business, government and civil society around the world are
capturing the potential of smarter systems to achieve economic growth, near-term efficiency,
sustainable development and societal progress.
Examples of smarter systems include smart grids, water management systems, solutions to traffic
congestion problems, greener buildings and many others. These systems have historically been difficult
to manage because of their size and complexity. But with new ways of monitoring, connecting, and
analyzing the systems, business, civic and nongovernmental leaders are developing new ways to manage
them. IBM's strategy is to provide or enable many of these technology and process management
capabilities and, outside of the realm of technology, to advocate for policy decisions that could "make
the planet smarter."
IBM has found that many of the challenges the planet faces are concentrated in cities. Cities struggle
with traffic congestion, water management, communication technology, smart grids, healthcare
solutions, and rail transportation, to name a few. For this reason, IBM has created its Smarter Cities
portal, which tracks progress on these issues in several key cities around the world. Municipal leaders
who run the complex network of diverse people, expected services and aging infrastructure are on a
constant search for more efficient ways to analyze data, anticipate problems and coordinate resources
in their cities.
As centers of business, culture and life, cities are logical places to integrate many of the Smarter Planet
principles and innovations in public safety, transportation, water, building, social services and agencies.
A new kind of solution, the IBM Intelligent Operations Center for Smarter Cities synchronizes and
analyzes efforts among sectors and agencies as they happen, giving decision makers consolidated
information that helps them anticipate - rather than just react to - problems. By using these tested
approaches, cities can manage growth and development in a sustainable way that minimizes disruptions
and helps increase prosperity for everyone. Five broad categories of solution to the problem of traffic
are considered:
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Better route guidance, to use roads more efficiently.
ITS, including better traffic prediction, to allow people to alter their routes or traveling times
and allow system operators to manage the road network better.
Greater ease in switching between cars and various forms of public transportation.
Faster removal of road blockages due to damages or collisions from location based Information.
More dynamic workplaces that allow telecommuting flexibility.
A summary of two initiatives developed by IBM as it relates to TSM&O is presented below:

Intelligent Transportation - Provides traffic analysis and prediction capabilities and a
comprehensive, scalable platform for traffic management solutions. It aggregates data from
multiple devices that identify and measure traffic speed and volume on city roads, with near
real-time citywide visibility into traffic conditions. It can capture data from disparate sources,
such as cameras, radar and under-road loop detectors, as well as systems based on Bluetooth or
mobile phone technology.
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IBM Traffic Prediction Tool - This system uses historical traffic data and real-time traffic input.
Integrating all the information, traffic controllers can anticipate and better manage the flow of
traffic to prevent the build-up of congestion.
Southeast Florida Regional ITS Architecture (Reference 11)
The Southeast Florida Regional ITS Architecture is a roadmap for transportation systems integration in
southeast Florida over the next 20 years. The Southeast Florida Regional ITS Architecture has been
developed through a cooperative effort by the region's transportation agencies, covering all modes. The
initial regional ITS architecture was developed from the existing ITS architecture and documentation
gathered from stakeholders. This final version of the regional ITS architecture takes into account input
from stakeholder workshops conducted in 2005. There have been no subsequent updates of the
architecture to address the TSM&O program.
The Statewide and Regional ITS Architectures represent a shared vision of how each agency’s systems
will work together in the future, sharing information and resources to provide a safer, more efficient,
and more effective transportation system for travelers in the State.
The Statewide and Regional ITS Architectures have a time horizon of up to twenty years with particular
focus on those transportation elements likely to be implemented during the next ten years. The ITS
architecture covers the broad spectrum of ITS, including Traffic Management, Transit Management,
Traveler Information, Maintenance and Construction, Emergency Management, and Archived Data
Management over this time horizon.
The “Guideline for Implementation of Rule 940 in Florida” requires the statewide and regional ITS
architecture be updated on an as-needed basis. The general rule of thumb is to update the document
every three to five years. The Southeast Florida Regional ITS Architecture was last updated on March 8,
2010 to include the necessary market packages for the deployment of the I-95 Express Project. It may
be necessary to provide further updates to the ITS Architecture to reflect future TSM&O projects.
Summary
In summary, the Broward MPO 2040 LRTP Update should consider TSM&O strategies in addressing the
highway and transit needs of travelers within the region. The research summarized in this technical
memorandum provides the framework in developing specific TSM&O deployment projects in
transportation corridors where needed. It is noted that the 2035 Broward MPO LRTP does not include
any proposed operations and maintenance funding. Also the 2035 Broward MPO LRTP did not have
TSM&O as a specific program included, although some of the proposed generic ITS projects would fall
within the scope of the TSM&O Program (Reference 5). The TSM&O strategies and programs developed
as part of the Broward MPO 2040 LRTP Update should better defining the TSM&O program within the
LRTP, as well as specific TSM&O concepts.
Data Sources
As part of the data compilation activities the consultant team reviewed several transportation plans and
studies to ensure the 2040 LRTP’s consistency with their stated goals, policies, and strategies. Several of
these plans were used as inputs for the initial development of the 2035 Needs Plan. The following is list
of documents referenced during the 2040 LRTP study process:
•
References
1. FDOT District 4, “District-Wide Traffic Operations Transportation System Management Support
Services”, Contract No. C9371, FM 22976553201, Task Work Order Authorization No. 13, September
2012.
2. FDOT District 4, “ATMS Installation in Central Broward County”, Contract Plans, Financial Project ID
No. 427971-1-52-01, Federal Aid Number 8887-828, 90% ITS Plans, 2012.
3. Ackert, Melissa, “FDOT District 4 TSM&O Update”, presented to ITS America Freeway Management
Committee, December 6, 2012.
4. FDOT District 4, “TSM&O Website”.
5. Metric Engineering, “Draft Report: Broward County Arterial Traffic Management Strategic Plan
Development”, prepared for FDOT District 4, November 28, 2012.
6. Broward MPO and FDOT District 4, “Improving Transportation Systems Management & Operations:
A Capability Improvement Workshop”, February 7-8, 2012.
7. FDOT Central Office, “Transportation Systems Management & Operations” website.
8. FHWA, “Regional Concept for Transportation Operations”, website.
9. USDOT, “Connected Vehicle Research”, Research and Innovative Technology Administration, ITS
Joint Program Office, June 28, 2012.
10. IBM, “Frustration Rising: IBM 2011 Commuter Pain Survey”, September 8, 2011.
11. ConSysTec, Final Florida Districts 4 & 6 Regional ITS Architecture, 2005, updated March 8, 2010.
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