ITE Journal February 2018 - 43

Intermediate Design Elements
Common practice in San Francisco has been to identify the ideal
result then wait for design, funding, contracting, and construction
to deliver the design. While this makes sense for many situations,
a new approach was used recently where intermediate designs
were implemented in the near term to act as "stepping stones" to a
longer term design.
For instance, there are some locations where a redesign of
an existing traffic signal may make sense to separate people on
bikes traveling through from motorists turning right. This design
can easily take 2-4 years to fund, design, advertise/contract, and
deliver, which would affect the timeline for the overall project.
Rather than wait for that process, "mixing zones" relying primarily
on paint and sign elements were implemented to allow for the
overall project to be delivered in months rather than in years.

Regular Check-Ins and Meetings
SFMTA planning, engineering, and communications staff worked
well together; meeting frequently, documenting key milestones
and decisions along the way, and not letting time pass unnecessarily between steps. The team looked forward frequently and
regularly, anticipating upcoming steps and starting processes
ahead of time rather than waiting for the completion of the current
phase. The project manager was strong and actively engaged with
all staff involved throughout each phase of the project.

Smart Public Outreach
The outreach for these projects was thorough in that relevant
stakeholders, residents, and businesses were contacted and
communicated to using mailings, email, on-street posters,
community meetings, and one-on-one conversations at a stakeholder's place of business. The outreach approach was to inform/
consult and request feedback on adjusting the design as needed,
rather than asking for permission. The narrative for the public
outreach was (basically): "these projects will be delivered, here
are details about the projects and their schedule, here are aspects
of the project that are undetermined where we could use your
feedback, and here is how we will evaluate and adjust the projects
as needed."
All of this was communicated consistently and transparently
so that expectations were managed and so people's limited time
was used wisely. To have an open-ended outreach process that can
stretch to a year or more and potentially involve a large number
of public meetings and hearings without a clear roadmap is
confusing and frustrating to the public and can easily waste their
time. To expect the average person to attend multiple meetings,
each lasting 2 or more hours, is disrespectful of their time and can
easily alienate people who are interested in the project outcome but
have busy schedules.

Lastly, a short but pithy outreach period is more efficient for
everyone involved. Momentum can be maintained on a project
with reduced need to reiterate past discussions, something that
can be necessary if many months pass between outreach events.
This approach can save city staff and the public a lot of time and
energy, and it builds more confidence in the public that city staff are
competent and serious about the project.

Impermanence of Design
These projects consist primarily of pavement markings and flexible
delineator posts, with some concrete. The projects are easily
modifiable and even reversible, including the concrete elements.
With more capital-intensive projects, there is pressure to
get the final product as correct as possible for fear of installing
something that does not work and requires disruptive, expensive,
and embarrassing modifications later. This pressure can rightfully
lead to a very drawn out planning and outreach phase. By using
less capital intensive materials to create a "less permanent" design,
affected stakeholders can be assured that any issues that arise after
installation can be addressed with some adjustment of the design
in the field.
 This leads to a shorter planning and outreach phase, and can
embolden city staff to try new ideas to solve challenging issues. It
also creates an ongoing relationship between city staff and affected
stakeholders that does not end at project completion. An avenue for
post-installation feedback is established, which can lead to a better
final product and also give city staff additional insight on what
works or doesn't, something that can inform future projects.
 This approach does not mean staff should not strive for the best
result possible the first time around. Instead, it allows for quicker
implementation and more nimble adjustment of the design after
installation. It also creates some additional breathing room to try
new and innovative ideas.

Effective Use of In-House Resources for Construction
Generally, San Francisco contracts out street construction work
beyond relatively simple projects, but in this case, transportation
engineers reached out to our Public Works staff to determine the
extent of their construction abilities and were pleasantly surprised
to find that they were capable of building such elements as transit
boarding islands and curb ramps. For the islands, they use a
technique of primarily pouring concrete on top of the asphalt
roadway, pinned to the underlying concrete roadway base via
sections of rebar.
 This resulted in some clear advantages:
1.	 Much cheaper: These islands cost around one-quarter to
one-fifth of those islands that were contracted out. This was
due to simpler process to design and build (rather than design,
advertise, award, and then build).
w w w .i t e.or g

Febru ar y 2018

43


http://www.ite.org

Table of Contents for the Digital Edition of ITE Journal February 2018

President’s Message
Director’s Message
People in the Profession
News
Op/Ed: Why the Uptick in Toll Roads?
Op/Ed: The P3 Paradox
Where in the World?
Calendar
2018 ITE Collegiate Traffic Bowl Kicks Off
Technical Programs Division Spotlight
Member to Member: Gary F. Duncan
Member to Member: Kate Whitfield, P.Eng., MCIP, RPP
New Products
Industry News
Breaking Barriers to Bike Share: Lessons on Bike Share Equity
The Value of Vanpooling as a Strategic, Cost-effective, and Sustainable Transportation Option
Delivering Impactful Projects Quickly and Effectively
Trip and Parking Generation for Shopping Centers in Jordan
Professional Services Directory
ITE Journal February 2018 - 1
ITE Journal February 2018 - 2
ITE Journal February 2018 - 3
ITE Journal February 2018 - President’s Message
ITE Journal February 2018 - 5
ITE Journal February 2018 - Director’s Message
ITE Journal February 2018 - 7
ITE Journal February 2018 - People in the Profession
ITE Journal February 2018 - 9
ITE Journal February 2018 - News
ITE Journal February 2018 - 11
ITE Journal February 2018 - 12
ITE Journal February 2018 - 13
ITE Journal February 2018 - Op/Ed: Why the Uptick in Toll Roads?
ITE Journal February 2018 - 15
ITE Journal February 2018 - Op/Ed: The P3 Paradox
ITE Journal February 2018 - 17
ITE Journal February 2018 - 18
ITE Journal February 2018 - 19
ITE Journal February 2018 - Calendar
ITE Journal February 2018 - 21
ITE Journal February 2018 - 2018 ITE Collegiate Traffic Bowl Kicks Off
ITE Journal February 2018 - Technical Programs Division Spotlight
ITE Journal February 2018 - Member to Member: Gary F. Duncan
ITE Journal February 2018 - 25
ITE Journal February 2018 - Member to Member: Kate Whitfield, P.Eng., MCIP, RPP
ITE Journal February 2018 - 27
ITE Journal February 2018 - Industry News
ITE Journal February 2018 - 29
ITE Journal February 2018 - 30
ITE Journal February 2018 - Breaking Barriers to Bike Share: Lessons on Bike Share Equity
ITE Journal February 2018 - 32
ITE Journal February 2018 - 33
ITE Journal February 2018 - 34
ITE Journal February 2018 - 35
ITE Journal February 2018 - The Value of Vanpooling as a Strategic, Cost-effective, and Sustainable Transportation Option
ITE Journal February 2018 - 37
ITE Journal February 2018 - 38
ITE Journal February 2018 - 39
ITE Journal February 2018 - Delivering Impactful Projects Quickly and Effectively
ITE Journal February 2018 - 41
ITE Journal February 2018 - 42
ITE Journal February 2018 - 43
ITE Journal February 2018 - 44
ITE Journal February 2018 - Trip and Parking Generation for Shopping Centers in Jordan
ITE Journal February 2018 - 46
ITE Journal February 2018 - 47
ITE Journal February 2018 - 48
ITE Journal February 2018 - 49
ITE Journal February 2018 - Professional Services Directory
ITE Journal February 2018 - 51
ITE Journal February 2018 - 52
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