5. Evaluation and Lessons Learned
5.1 Evaluation Findings
Following are the composite findings resulting from this Pilot Project:
- Finding #1: The Pilot Project successfully demonstrated that
interoperable applications using a single transponder are both technically
and institutionally feasible - As a result of the cooperative working
relationship established between the IAG and MDOT, motor carriers have been
able to use the Mark IV Fusion transponder for both ETC and E-screening,
as reported during the Motor Carrier Focus Groups.
As is noted in this report, the ETC and E-screening systems used different roadside reader systems that are not interoperable. The approach used by the Pilot Project of having the manufacturer assign separate identifier numbers for each application has successfully enabled motor carriers to participate in both the E-ZPass program and the Maryland Electronic Screening Program.
The working relationship established between the Maryland Electronic Screening Program and NORPASS has enabled motor carriers to successfully participate in two separate E-screening programs.
As reported during the Maryland Enforcement and Motor Carrier Focus Groups, motor carriers enrolled in the Maryland Electronic Screening Program did receive "green light" signals using the Mark IV Fusion transponder. A "green light" is the E-screening signal that notifies a motor carrier driver that he or she does not have to enter a weigh station and may bypass the facility. - Finding #2: The Pilot Project successfully demonstrated that
the CVISN model of electronic screening, where motor carriers are issued
a transponder but not given a guarantee that simply having the transponder
will result in a weigh station bypass, is both technically and operationally
feasible - Both motor carriers and the MdTA enforcement personnel
stationed at the Perryville Weigh Station confirmed that trucks were being
issued electronic bypass messages (green lights) during E-screening operational
periods. The ROC at Perryville maintains a record of all such transactions.
In the focus group, motor carriers confirmed that they had enrolled in the
Maryland Electronic Screening Program and had been receiving bypass notices
at the Perryville Weigh Station.
The Maryland Electronic Screening Program does not pre-screen carriers to determine bypass eligibility, and instead relies on information contained in a motor carrier snapshot downloaded to the electronic screening computer at Perryville. Bypass determinations are made based on the information contained in these snapshots, and these determinations are made on a real-time basis using this data. - Finding #3: The results of the mobility and efficiency tests demonstrate that interoperable applications do result in quantifiable benefits to the motor carrier industry - These results also demonstrate that the greater the number of interoperable applications incorporated into a single transponder, the greater the benefit to industry and the greater the potential incentives for industry to obtain transponders and participate in these programs. The estimated benefits realized by industry through participation in ETC and E-screening, when combined through interoperability, double in value. This significant increase in benefits from interoperability is the strongest incentive that can be offered to industry - use of a transponder to save time and money.
- Finding #4: The application of ITS/CVO technologies and systems produces significant environmental benefits through reduced truck idling and emissions - The environmental benefits obtained through ITS deployment in general, and ITS/CVO in particular, increase the potential sources of funding that a state is eligible to use and also expands the stakeholder community beyond DOTs and enforcement agencies. This is particularly true for states with significant non-attainment areas - an ITS/CVO deployment that also produces an environmental benefit will be of interest to Metropolitan Planning Organizations (MPOs) and state environmental agencies, and may enable a state to use sources of funding such as from the Congestion Mitigation and Air Quality (CMAQ) Improvement Program.
Table 5-1 summarizes findings by each evaluation goal.
| Goal | Hypothesis | MOE | Findings |
|---|---|---|---|
| Improve mobility at weigh stations and toll collection facilities. | ETC and E-screening will improve the mobility of transponder-equipped commercial vehicles at weigh stations and toll collection facilities. | Travel time through facilities. Travel time variability through facilities. Number of commercial vehicles passing through weigh stations per day. |
Travel times through weigh stations and toll plazas show
statistically significant time savings from the use of a transponder.
Unweighted time savings at toll facilities ranged from 13 to 55 seconds. Unweighted time savings at weigh stations averaged 68 seconds. Detailed results showing travel time savings by fime of day and by facility are included in Section 4.2 |
| Improve safety. | Carriers with transponders will maintain compliance with
safety standards. Enforcement personnel will be better able to identify non-compliant or unsafe carriers. Crash rates involving commercial vehicles will be reduced at both weigh stations and toll facilities. Station closings due to ramp backups onto the mainline when station is operating at capacity based on traffic volume will be reduced. |
Number of compliant carriers with transponder inspected
per day. Out-of-service rates for transponder-equipped and non-transponder-equipped vehicles. Crash rates. Number of times stations must close per day due to ramp backups when stations are operating at capacity based on traffic volume, and duration of closures. |
This goal was not met due to the limited market penetration
of electronic screening services in the study area and a resulting lack
of the data needed to conduct the analysis. See Section 4.3 for a more
detailed discussion of this issue. |
| Improve efficiency of motor carrier operations for government and industry. | Data sharing will improve inter-agency coordination,
thereby improving efficiency of motor carrier operations. Enforcement agencies will establish standardized criteria for bypass, inspection selection, and other enforcement activities to improve identification of non-compliant carriers. |
Costs associated with reduced fuel consumption and travel
time. Costs associated with enforcement activities (number of enforcement officials, hours of operation). Number of inspections on one trip. Agency procedures and policies. |
Per event savings at toll plazas ranged from $0.26 to
$1.09. Per event savings at weigh stations ranged from $0.63 to $2.15. See Section 4.4 for a more detailed presentation of per event savings. |
| Reduce fuel consumption and emissions at toll facilities. | The use of one transponder for both ETC and E-screening
will help promote industry acceptance and use. Drivers will perceive a time savings association with use of the technology. Enforcement officials will benefit from the carriers’ use of the technology. |
Industry acceptance/ endorsement of technology. Incentives offered by state agencies to encourage use of transponders. Drivers’ perceived time savings. Enforcement officials’ assessment of technology and perception of benefits. |
VOC emission reductions ranged from 30.8% to 35.4% at
toll plazas, depending on travel speed, and 43.5% to 50% at weigh stations,
depending on travel speed. Similar reductions for CO ranged from 23.5%
to 29.4% and 33.2% to 41.5%, respectively. Similar reductions for NOX
ranged from 5.8% to 7.9% and from 8.3% to 11.1%, respectively. See Section 4.4 for a more detailed discussion of findings. |
| Improve safety. | Carriers with transponders will maintain compliance with
safety standards. Enforcement personnel will be better able to identify non-compliant or unsafe carriers. Crash rates involving commercial vehicles will be reduced at both weigh stations and toll facilities. Station closings due to ramp backups onto the mainline when station is operating at capacity based on traffic volume will be reduced. |
Number of compliant carriers with transponder inspected
per day. Out-of-service rates for transponder-equipped and non-transponder-equipped vehicles. Crash rates. Number of times stations must close per day due to ramp back-ups when stations are operating at capacity based on traffic volume, and duration of closures. |
This goal was not met due to the limited market penetration of electronic screening services in the study area and a resulting lack of the data needed to conduct the analysis. See Section 4.3 for a more detailed discussion of this issue. |
| Improve efficiency of motor carrier operations for government and industry. | Data sharing will improve inter-agency coordination,
thereby improving efficiency of motor carrier operations. Enforcement agencies will establish standardized criteria for bypass, inspection selection, and other enforcement activities to improve identification of non-compliant carriers. |
Costs associated with reduced fuel consumption and travel
time. Costs associated with enforcement activities (number of enforcement officials, hours of operation). Number of inspections on one trip. Agency procedures and policies. |
Per event savings at toll plazas ranged from $0.26 to
$1.09. Per event savings at weigh stations ranged from $0.63 to $2.15. See Section 4.4 for a more detailed presentation of per event savings. |
| Reduce fuel consumption and emissions at toll facilities. | With reduced delays and idle time, fuel consumption and emissions will be reduced. | Vehicle delays. Fuel consumption. Estimated emissions reductions. |
VOC emission reductions ranged from 30.8% to 35.4% at
toll plazas, depending on travel speed, and 43.5% to 50% at weigh stations,
depending on travel speed. Similar reductions for CO ranged from 23.5%
to 29.4% and 33.2% to 41.5%, respectively. Similar reductions for NOX
ranged from 5.8% to 7.9% and from 8.3% to 11.1%, respectively. See Section 4.4 for a more detailed discussion of findings. |
| Improve customer satisfaction. | The use of one transponder for both ETC and E-screening
will help promote industry acceptance and use. Drivers will perceive a time savings association with use of the technology. Enforcement officials will benefit from the carriers’ use of the technology. |
Industry acceptance/ endorsement of technology. Incentives offered by state agencies to encourage use of transponders. Drivers’ perceived time savings. Enforcement officials’ assessment of technology and perception of benefits. |
Overall, the industry perceives ETC to offer significant
benefits, although several of the changes made as part of the ETC program
implementation (for example, a reduction in volume discounts) were identified
as concerns. Drivers also indicated acceptance of ETC. E-Screening acceptance is at best mixed, in part due to the limited market deployment of the program in the study area. Motor carriers perceive a benefit, but the enforcement community still expresses concerns about issuing bypass signals to motor carriers. See Section 4.5 for a more detailed discussion of findings. |
5.2 Lessons Learned
Following are the composite lessons learned:
- Lesson Learned #1: Flexible Approach to Project Management - Without question, one of the key successes of the project has been the flexible approach to project management adopted by the Project Team. This approach supported the mid-term project review that resulted in the re-scoping of the project to eliminate the transponder subsidy for the motor carrier industry and to reallocate funds to support the development of on-line program enrollment capabilities. This flexible approach also enabled the Project Team to leverage the policy changes that enabled the creation of super accounts, thus enabling the creation of Best Pass, PrePass Plus, and the extensive outreach efforts by MMTA and NYSMTA to promote their super accounts.
- Lesson Learned #2: Need for Process Re-Engineering - The management structure established by MDOT to oversee the ETC/E-screening deployment in Maryland included all the appropriate stakeholder groups, was led by a project manager, and included technical staff. Unfortunately, while the deployment was successfully completed, it does not appear that the process re-engineering needed to integrate E-screening into ongoing MdTA and other State agency programs was fully successful. ETC for CMV, however, has been successfully integrated, as evidenced by the significant levels of market penetration and the processes by which MdTA has successfully addressed initial deployment problems.
With respect to E-screening, the process re-engineering challenges include:
- Systems Engineering - Given that the project was deployed as a Pilot Project, the E-screening system was not developed within the existing MDOT IT infrastructure and did not utilize the existing systems engineering processes established for the State. Although the intent was to bring on a third-party vendor to provide ongoing maintenance and support, the delays in state-wide deployment of E-screening resulted in this support being provided by MdTA IT staff that did not have adequate familiarity with the system.
Such systems development should be done using the existing processes and methodologies established for the deploying agency. This approach ensures that the system will be integrated with existing systems, and in turn, be included in technical and budget processes. This approach will also ensure that the appropriate documentation is developed to support long-term operations. - Human Factors - The system was not fully integrated into the daily work flow of the Perryville Weigh Station, and as a result, did not provide the anticipated level of benefit. It is critical that the deployment of such systems include a human factors assessment that integrates E-screening, or any new system, into the daily work processes of staff that will be using the system. This may include a re-design of consoles or workstations, training, or restructuring of work assignments. An assessment should be done to determine how to integrate a new activity such as E-screening with existing work activities and processes.
- Business Model - While MdTA and MDOT provided full support to the project, the project did introduce a new business process (E-screening) to the agency that did not fit with the agency's existing business model. Introducing such a new program, in particular, one that requires an extensive level of budget and technical support, requires much: that senior management buy into the program; necessary resources are allocated; and make necessary operational changes needed to integrate a new program into the existing business model.