Traffic Incident Management (TIM) Gap Analysis Outreach Briefing – TIM Program Managers

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Contact Information: Operations Feedback at OperationsFeedback@dot.gov

slide 1

Traffic Incident Management (TIM) Gap Analysis Outreach Briefing -
TIM Program Managers

Photo credits: FHWA

slide notes

Make introductory remarks about:

• The presentation format.
• The project – to identify gaps in the current national state of the practice and recommend actions for addressing those gaps.
• The fact that this presentation is directed at TIM Program Managers. Program managers need to understand the importance and benefits of TIM as their understanding of TIM is essential to an effective TIM program.

slide 2

Outline

• Briefing Objective and Overview
• Primer Objectives and Outline
• TIM Gap Analysis
• Successful TIM Program
• Steps to Establish a TIM Program and Action Plan

slide notes

This slide outlines the format for today’s presentation:

• Briefing Objective and Overview
• Primer Objectives and Outline
• TIM Gap Analysis
• Successful TIM Program
• Steps to Establish a TIM Program and Action Plan

Each item will be addressed in detail during the presentation

Indicate that at the end of the presentation and at the end of the document, the goal is that you have very targeted information to help you as you seek to establish a TIM Program and Action Plan.

slide 3

Briefing Objective and Overview

slide notes

As this is a transition slide, you may wish to say “the first element is the objective of the briefing and an overview” and then quickly advance to the detailed slides.

slide 4

Briefing Objective

• To provide traffic incident management practitioners and technical staff with guidance to design, operate, and maintain a sustainable traffic incident management program

slide notes

Use this slide to emphasize that a successful TIM program needs leadership and support from its program managers. 

Key elements of this are:

• Leadership
• Policies
• Inter-agency coordination and cooperation
• Operations procedures
• Resources

At the end of the presentation – and more importantly, in the document – you will have a better idea of how best to design, operate, and maintain a sustainable traffic incident management program.

slide 5

Background

• Traffic incident – “Any non-recurrent event, such as a vehicle crash, vehicle breakdown, or other special event, that causes a reduction in highway capacity and/or an increase in demand”

Source:  I-95 Corridor Coalition "Coordinated Incident Management Toolkit for Quick Clearance” 2007

slide notes

Traffic incidents encompass a wide variety of occurrences and TIM programs must be developed to address the full spectrum.

slide 6

Background

• Non-recurring incidents dramatically reduce the available capacity and reliability of the entire transportation system and when an incident occurs, congestion quickly builds up and chances of a secondary incident increase.

slide notes

Traffic incidents, including crashes, disabled vehicles and debris on the road, create unsafe situations; put motorists, and responders’ lives at risk; and account for approximately 25 percent of all traffic delays.

For each minute that a freeway travel lane is blocked during peak use, an estimated 4 minutes of delay result after the incident is cleared.

This estimate accounts for 4.2 billion hours per year in delays. Additionally, the U.S. Department of Transportation Strategic Plan Fiscal Year (FY) 2010 – FY2015 reports that Americans burn more than 2.8 billion gallons of gasoline every year while stuck in incident-related traffic.

slide 7

Impact of Incidents

• Significant threat to life safety and influence travel time, economic productivity, and transportation system performance
• Requires pre-planning to achieve quick incident clearance

slide notes

Benefits of TIM – you can choose to highlight a few as desired:

• 160+ law enforcement officers struck and killed by a vehicle since 2000 (and this number is higher by 2012).  Source: National law enforcement database, 2010
• 2.8 billion gallons of fuel wasted annually by Americans idling…Source: Cambridge Systematics, Inc. 2011.  Crashes vs. Congestion: What’s the Cost to Society? Bethesda, MD: AAA Foundation.  
• 4 minutes added to traffic delay for every minute a lane is blocked.  Source:  Oregon DOT, 2012 (and they estimate 4-6, so this is conservative!)
• 36 hours are wasted every year sitting in traffic queues by the average American.  Source: U.S. DOT Strategic Plan FY 2010 – FY2015; April 15, 2010
• 85% jump in incident related costs… Source: AAA, 2012
• 38,000 responders are in harm’s way…. Source:  Emergency Responder Institute.  Estimate based on number of injury crashes per minute; and typical number of emergency responders to injury crashes.  This number is conservative and actually much higher as non-injury crashes also require response, as do fatal crashes
• An estimated three injury crashes occur every minute. This translates to 1,620 responders working in or near moving traffic every hour or 38,880 responders potentially in harm’s way in a 24-hour period based on a typical response.  A typical response might include: two law enforcement responders, four fire department responders, two EMS responders, and one tow truck operator, for a total of nine responders.

slide 8

Overview of Traffic Incident Management (TIM)

• Timeline of Stages in the TIM Process:

Source: FHWA Traffic Incident Management Handbook 2010

	National Averages
	Roadway Clearance Time	Incident Clearance Time
2012	70.29 min.	55.66 min.
2013	68.90 min.	56.34 min.

Source:  2013 FHWA Traffic Incident Management Self-Assessment Executive Summary

slide notes

This timeline shows the timeline and on the right, the national averages.  If you know, note where your TIM program fits with regard to this timeline.

• This slide shows the various stages of an incident.
• It is important for executive managers to understand at this high level the complexities of incident response and the manner in which their agency can support the response.
• Incident duration varies by a number of factors including severity and response time and capabilities.
• In the annual evaluation of its Coordinated Highways Action Response Team (CHART) program, the State of Maryland estimated that the CHART-directed incident management resulted in average incident duration of 22 minutes, as compared to 29 minutes for other agencies.

slide 9

Overview of Traffic Incident Management (TIM)

• Effective TIM programs reduce the duration and impacts of traffic incidents and improves the safety of motorists, crash victims, and emergency responders

slide notes

• All effective programs include active involvement and coordination with multi-disciplinary stakeholder agencies, including the public and private sector.
• No one agency can develop and implement a comprehensive TIM program alone. All effective programs include active involvement and coordination with multi-disciplinary stakeholder agencies, including the public and private sector.
• Improved TIM has been shown to reduce both overall incident duration as well as secondary crashes.
  • In the annual evaluation of its Coordinated Highways Action Response Team (CHART) program, the State of Maryland estimated that the CHART-directed incident management resulted in average incident duration of 22 minutes, as compared to 29 minutes for other agencies, and that this reduction in incident duration resulted in 290 fewer secondary incidents in 2005.
  • The impact of this reduction incident duration is demonstrated by a study published in the ITS Journal that estimated that the likelihood of a secondary crash increases by 2.8 percent for every minute that the primary incident remains a hazard.

slide 10

TIM Goals

• Promote the safety of motorists, crash victims, and incident responders
• Reduce the time for incident detection and verification

slide notes

Indicate the following issues of incident safety and delay.

• Incidents are estimated to cause more than 50 percent of total delay experienced by motorists in all urban areas.
• Many incidents are caused by traffic incidents such as crashes, stalled vehicles, roadway debris, and spilled cargo.

slide 11

TIM Goals

• Exercise proper and safe on-scene management of personnel and equipment, while keeping as many lanes, as possible, open to traffic.
• Conduct an appropriate response, investigation, and safe clearing of an incident

slide notes

Of equal importance is to reduce clearance time (the time required for the incident to be removed from the roadway)

Indicate the following issues related to incident on-scene safety:

• Many police, Emergency Medical Services (EMS) personnel, and firefighter fatalities occurred as a result of transportation incidents (either accidental or “struck-by” incidents or crashes in pursuit or other line-of-duty activities).

slide 12

Overview of TIM Stakeholder Involvement

Traditional Responders	Special/Extreme Circumstance Responders	Incident Information Providers	Transportation System Providers and Users
Law Enforcement Fire and Rescue Emergency Medical Services (EMS) Towing and Recovery Transportation Agencies	HazMat Contractors Coroners and Medical Examiners Emergency Management Agencies Environmental/ Natural Resources/ Departments of Health (DOH) Utilities	Public Safety Communications Traffic Media Traveler Information Services Transportation Agencies	Traveling Public Trucking Industry Insurance Industry Public Transportation Providers Motorist Organizations

Source: FHWA Traffic Incident Management Handbook 2010

slide notes

• This slides shows the range of stakeholders that need to be engaged to make a well-organized, multi-discipline TIM program successful. 
• As decision makers, your support and proactive leadership is critical in the engaging of the various stakeholders.
• It has been shown that the most effective TIM programs put a significant effort into the development, signing and maintenance of MOUs. Management support of this activity is critical.

slide 13

Primer Objectives and Outline

slide notes

This is a transition slide.  You may wish to say “next we will discuss the objectives of the primer and outline its content”.

slide 14

Statement of the Problem

Policies and operating procedures for TIM programs not only vary from state to state, but vary regionally within each state and between rural, suburban, and urban areas

slide notes

The problem:

• Many of the nation’s TIM programs lack a robust, full-scale, comprehensive approach that includes all aspects of incident management with long-term vision and objectives.
• While there are a number of very comprehensive and successful TIM programs across the country, their lessons learned and best practices need to be extended to create more consistent incident management on a wider scale.

slide 15

Primer Objectives

• Identify and summarize the current state of TIM practice and activities
• Identify and summarize gaps found in TIM activities/information

slide notes

In addition to these two, the other objectives are to

• Identify and outline a framework for achieving a complete TIM program utilizing national guidelines, and
• Outline the key elements that are contained in successful TIM programs

slide 16

Primer Organization

• Introduction
• TIM Gap Analysis Summary
• Components of Successful TIM Program

slide notes

You can “read” the bullets as a summary of the organization of the primer – and indicate that the roles of decision makers will be discussed in the content.

slide 17

Primer Organization

• Roles and Responsibilities of TIM Stakeholders
• TIM Program with Transportation Operations Program
• Conclusions and Recommendations

slide notes

“Read” the bullets as a summary of he organization of the primer – and indicate that the roles of decision makers will be discussed in the content of the presentation.

slide 18

TIM Gap Analysis

slide notes

As this is a transition slide,  may wish to say “and now we will discuss the gaps that were identified in the national TIM program analysis” and then quickly advance to the detailed slides.

slide 19

TIM Gap Analysis

• Inventory of institutional, technical, and financial capabilities of current TIM programs at different government levels
• Two-tier Analysis
  • Federal and National
  • State and Local

slide notes

The speaker can discuss the two tiers:

• The success of the TIM practice at any of the state/local level programs depends mainly on the active involvement and coordination between the different TIM partners.
• Slide #8 identified key agencies involved including Law Enforcement, Fire and Rescue. EMS, Towing and Recovery and Transportation Agencies. Examples of the state/local level TIM activities include conducting TIM committee meetings, multidisciplinary trainings, tracking of targeted performance goals, developing and promoting TIM procedures and policies, coordinating the available TIM resources including equipment and data, and successful incident scene interagency collaboration.
• On the national level, government and non-governmental agencies and coalitions contribute to the development and success of the TIM practice at both the policy and operations levels. A key role of the national TIM agencies is to provide support to the state/local level TIM programs to enhance and advance their TIM practices. Examples of the national TIM-involved agencies include FHWA Office of Operations’ Traffic Incident & Events Management (TI&EM) team, International Association of Chiefs of Police (IACP), International Association of Fire Chiefs (IACF), Towing and Recovery Association of America (TRAA), and the U.S. Fire Administration (USFA).
• This approach provides agencies at all levels with insight into their gaps and actions needed to address the gaps.

slide 20

Current TIM Gaps

• Represent focus areas for national level TIM agencies in order to most effectively support state/local programs in achieving their TIM goals
• Examples of Program/Institutional Gaps:
  • Multiagency involvement from all TIM partners
  • Formal documentation of the TIM agreements (e.g., MOUs)
  • Multidisciplinary TIM training

slide notes

Indicate that the Program/Institutional gaps are some of the most critical to executive managers as they relate to matters of policy, organization and inter-agency coordination. Executive management support is often required for these issues to be addressed.

Other examples of Program/Institutional Gaps include

• PM and goals tracking
• Road clearance laws and legislations
• Public awareness and outreach

The Traffic Incident Management Self-Assessment (TIM SA) was developed by the Federal Highway Administration (FHWA) as a benchmarking tool to evaluate TIM program components and overall TIM program success. The 2011 Self-assessment had more than 90 responses and included a comparison to a baseline derived from previous self-assessments.

In their 2011 Incident Management National Analysis Report, USDOT found that:

• The establishment and use of TIM performance measures consistently ranked low. The ability to track reduction in secondary accidents was ranked lowest, almost half of respondents indicated no activity in this area.
• Another area with low scores was multi-agency coordination – in particular defining agency roles for planning and funding TIM as well as regularly updating TIM related agreements.

slide 21

Current TIM Gaps

• Examples of Operational Gaps:
  • Responder safety procedures and practices
  • Equipment staging and scene management
  • Accident reconstruction and investigations
  • 24/7 responder availability
  • Safety service patrol (SSP) availability

slide notes

Other interesting results from the 2011 Traffic Incident Management Self-Assessment include:

Operational Gaps

• Activities related to the existence of safe, quick clearance laws scored high
• The lowest scores pertained to the existence od mutually understood equipment staging and lighting
• There was little improvement in the use of SSP for incident response

slide 22

Current TIM Gaps

• Examples of Communication/Technology Gaps:
  • Emergency communications systems during incident response
  • Prompt incident detection and notification
  • Interoperable data sharing

slide notes

Other interesting results from the 2011 Traffic Incident Management Self-Assessment include:

Technology Gaps

• The use of TMCs to coordinate incident detection, response, etc. scored very high; sharing of incident related data also scored high
• The availability of interoperable interchangeable interagency communications scored low

slide 23

TIM Gap Analysis Results

• A key role of the national multidisciplinary TIM efforts and agencies is to develop and promote TIM policies and procedures at a national policy level that enhance and advance TIM training and practices at the state/local operations level

slide notes

Indicate that the role of TIM agencies and efforts at the national level is at a policy level aimed at supporting the implementation of effective TIM training and practices at the state/local level.

slide 24

TIM Gap Analysis Results

• The ability to efficiently achieve the 18 strategies of the National Unified Goal (NUG), represents the key framework for a successful complete TIM program
  • Cross-Cutting Strategies
  • Responder Safety
  • Safe, Quick Clearance
  • Prompt, Reliable Incident Communications

slide notes

This explains what the NUG is and what it means for a TIM program.  As a decision maker, it’s more than likely that he/she has never heard of the NUG.

The National Unified Goal (NUG) for Traffic Incident Management is a unified national policy developed by major national organizations representing traffic incident responders, under the leadership of the NTIMC.

The Traffic Incident Management National Unified Goal is directed at improving:

• Responder safety;
• Safe, quick clearance; and
• Prompt, reliable, interoperable communications

The three major objectives of the National Unified Goal will be achieved through 18 strategies including recommended practices for multidisciplinary TIM operations and communications; multidisciplinary TIM training; goals for performance and progress; promotion of beneficial technologies; and partnerships to promote driver awareness.

slide 25

The Nation Unified Goal (NUG) Gap Analysis Framework

• Document the identified challenges and barriers (i.e. gaps) in the current TIM practice
• Develop a means to bridge these challenges and barriers
• Propose the components of a complete TIM program

slide notes

The Gap Analysis was accomplished via a comprehensive literature search directed at determining the current state of the practice as well as best practices. 

A framework was then created based on the National Unified Goal to document the elements of current TIM programs, identify gaps and barriers and recommend strategies to address the gaps/barriers.

slide 26

The NUG Gap Analysis Framework (Examples)

National Unified Goal (NUG) Strategy	Key Elements	Challenges & Barriers	Strategies to Overcome Challenges & Barriers
TIM Partnerships and Programs	Synchronized TIM programs at the state, multistate, regional, and local levels	Departments of Transportation (DOTs) often are not included in emergency planning and preparedness organizations’ activities	Agency executive/senior leader engagement and buy-in
Multidisciplinary NIMS and TIM Training	Cross training of the incident scene roles and responsibilities	Volunteer agencies do not have the same time available for training that full-time agencies have	Availability of multidisciplinary TIM training courses and delivery processes appropriate for full-time and volunteer agencies
Goals for Performance and Progress	Having a systematic approach for measuring TIM program performance across national and state/local levels.	Performance metrics vary across agencies, making it difficult to compare results	Development of performance measures (PM) and data collection methods including those for each stage of an incident
TIM Technology	Sustainable and interoperable ITS technologies for TIM	Consistent use of existing technologies by all disciplines	Establishment and implementation of standard and efficient use of technology
Effective TIM Policies	Formal strategic plans and written interagency operational policies.	Lack of interagency coordination at all levels including the senior executive level.	TIM Task Force representatives with information to educate their agencies, senior leaders.
Awareness and Education Partnerships	Develop partnerships to educate responders and motorists on responsibilities of the safe, quick clearance of incidents.	Lack of awareness and education regarding the public’s role.	Identification of the best ways of getting information out to the public.

slide notes

Full table can be accessed in the main primer document in pages 12-16.

Briefly discuss the overall content and approach at a high level and then discuss one key row and an example:

For example – this is an example in which program management support is important

NUG Strategy: Effective TIM Policies
Key Elements: Formal strategic plans and written interagency operational policies.
Challenges & Barriers: Lack of interagency coordination at all levels including the senior executive level.
Strategies to Overcome Challenges & Barriers: TIM Task Force representatives with information to educate their agencies, senior leaders.

slide 27

The NUG Gap Analysis Framework (Examples)

National Unified Goal (NUG) Strategy	Key Elements	Challenges & Barriers	Strategies to Overcome Challenges & Barriers
Recommended Practices for Responder Safety	Promote practices to protect responders on-scene.	Lack of coordinated safety practices for TIM responders.	Developing and adopting coordinated safety practices.
Move Over/Slow Down Laws	Ensure that motorists provide a safety buffer for responders when possible.	Lack of and challenges related to legislation and enforcement.	Coordination with the advancement of legislation with multi-organization support.
Driver Training and Awareness	Teach drivers how to prevent secondary incidents from behaviors such as incident scene curiosity.	Driver understanding of what to do in an incident scene.	Use technology to help drivers respond properly to diversions as well as awareness.
Multidisciplinary TIM Procedures	Encourage widespread adoption of procedures for quickly clearing incident scenes.	Coordination of TIM operations.	Active participation of TIM stakeholder agencies.
Response and Clearance Time Goals	Establish benchmarks, or time goals for incident response and clearance.	Lack of data consistency.	Establishment of metrics based on obtainable data.
24/7 Availability	Encourage 24 hours a day, 7 days per week availability of traffic incident responders and equipment.	Organizational capabilities on a 24/7 basis.	Identification of availability of TIM resources on a 24/7 basis.

slide notes

Full table can be accessed in the main primer document in pages 12-16.

Briefly discuss the overall content and approach at a high level and then discuss one key row and an example:

For example – this is an example in which outreach is necessary

NUG Strategy: Move Over/Slow Down Laws
Key Elements: Ensure that motorists provide a safety buffer for responders when possible.
Challenges & Barriers: Lack of and challenges related to legislation and enforcement.
Strategies to Overcome Challenges & Barriers: Coordination with the advancement of legislation with multi-organization support.

slide 28

The NUG Gap Analysis Framework (Examples)

National Unified Goal (NUG) Strategy	Key Elements	Challenges & Barriers	Strategies to Overcome Challenges & Barriers
Multidisciplinary Communications Practices and Procedures	Develop guidelines for standardized communications practices and procedures.	Communication capabilities of TIM organizations.	Common language, operational channels.
Prompt, Reliable Responder Notification	Develop systems and procedures to ensure prompt and reliable notification of incident information to incident responders.	Lack of understanding of information needs of other agencies.	Provide timely notification of incidents to responders.
Interoperable Voice and Data Networks	Create links between incident responder information and communications systems.	Incompatibility of current voice and protocol data networks.	Determine how interoperable communications equipment could improve TIM and promote implementation.
Broadband Emergency Communications Systems	Promote integrated broadband networks linking emergency service providers.	Integration between broadband emergency communication systems.	Promote integration of TMC and law enforcement CAD systems.
Prompt, Reliable Traveler Information Systems	Encourage the development and deployment of traveler information systems to deliver real-time traveler information.	Timely and relevant information to the motorists to avoid additional incidents.	Examine additional outlet mechanisms for traveler information.
Partnerships with News Media and Information Providers	Develop recommended practices for working with news media and ISP to deliver timely and reliable traveler information.	Conflicting priorities and unfamiliarity with the media’s TIM role.	Educate media of their TIM role.

slide notes

Full table can be accessed in the main primer document in pages 12-16.

Briefly discuss the overall content and approach at a high level and then discuss one key row and an example:

For example – this is an example that shows the need for prompt, reliable, interoperable communications

NUG Strategy: Prompt, Reliable Traveler Information Systems
Key Elements: Encourage the development and deployment of traveler information systems to deliver real-time traveler information.
Challenges & Barriers: Timely and relevant information to the motorists to avoid additional incidents.
Strategies to Overcome Challenges & Barriers: Examine additional outlet mechanisms for traveler information.

slide 29

Successful TIM Program

slide notes

As this is a transition slide, may wish to say “now we will identify the individual elements of a comprehensive TIM program ” and then advance to the detailed slides.

slide 30

TIM Program Framework

slide notes

Emphasize the importance of these three areas - strategic, tactical and support – for TIM, especially for a multidiscipline program.

Activities associated with a TIM program can be classified into three different categories:

• Strategic activities provide the underlying basis for organizing and sustaining a program. 
• Tactical activities are completed at the scene of a crash and can also include the policies in place to guide on-scene activities.
• Support activities include tools and technologies that are implemented to improve incident detection, response and clearance.

Program management leadership and support is needed for all three areas.

slide 31

Key TIM Program Elements

Strategic (Institutional)

• Have a TIM multiagency team or task force which meets regularly to discuss and plan for TIM activities
• Conduct multiagency training held at least once a year on TIM-specific topics
• Conduct multiagency post-incident debriefings
• Develop and distribute summaries of after action reports
• Conduct planning for special events
• Have multiagency agreements/MOUs
• Conduct planning to support the TIM activities across and among participating agencies including the MPO
• Have someone from at least one of the participating agencies responsible for coordinating the TIM program as their primary job function
• Have multiagency agreement on the two PM being tracked

slide notes

Full list can be accessed in the main primer document in pages 33-35.

Mention each of the major “bullets” and then talk in more detail about one or two of them – such as training and MOUs.

Conduct multiagency training held at least once a year on TIM-specific topics:

• NIMS/ICS 100
• TIM SHRP2  Training
• Training of mid-level managers from primary agencies on the NUG
• Traffic control
• Work zone safety
• Safe on-scene parking

MOUs is one that has already been noted that needs strong support from program managers.

slide 32

Key TIM Program Elements

Strategic (Institutional) – Cont’d

• Have established methods to collect and analyze the data necessary to measure performance in reduced roadway clearance time and reduced incident clearance time
• Have targets (e.g., time goals) for performance of the two measures
• Routinely review whether progress is made in achieving the targets
• Track performance in reducing secondary incidents
• Deploy effective and affordable TIM technology to support TIM activities
• Have 24/7 availability of key responders and equipment
• Develop and perform efficient and effective multiagency resource management
• Have a multiagency commitment and approach to the establishment of effective budgeting to provide stable funding for TIM within the processes and capabilities of the individual and/or collective agencies as appropriate to the activity
• Education and Awareness Partnerships including driver training and awareness

slide notes

Full list can be accessed in the main primer document in pages 33-35.

Mention each of the major “bullets” and then talk in more detail about one of them – such as data collection.

Have established methods to collect and analyze the data necessary to measure performance in reduced roadway clearance time and reduced incident clearance time.

• Note that it is difficult implement and sustain a complex program without adequate performance measures that can be used to show program benefit.

slide 33

Key TIM Program Elements

Tactical (Technical/Operational)

• Have "authority removal" laws allowing pre-designated responders to remove disabled or wrecked vehicles and spilled cargo:
  • "Authority removal" law in place
  • Understood and utilized by responders
• Have "driver removal" laws that require drivers involved in minor crashes (i.e., not involving injuries) to move vehicles out of the travel lanes:
  • "Driver removal" law in place
  • Adequately communicated to motorists
• Use a safety service patrol for incident and emergency response
• Utilize the ICS onscene
• Have response equipment pre-staged for timely response
• Identify and document resources so that a list of towing and recovery operators (including operator capabilities and special equipment) is available for incident response and clearance
• Identify and document resources so that a list of HazMat contractors (including capabilities and equipment) is available for incident response
• Give at least one responding agency the authority to override the decision to utilize the responsible party's HazMat contractor and call in other resources
• Have the medical examiner response clearly defined and understood for incidents involving fatalities

slide notes

Full list can be accessed in the main primer document in pages 33-36.

Mention each/key of the major “bullets” and then talk in more detail about one of the ones that has sub-bullets – such as removal laws.

Have "authority removal" laws allowing pre-designated responders to remove disabled or wrecked vehicles and spilled cargo:

• "Authority removal" law in place
• Understood and utilized by responders

You should note that in some cases it has been found that removal laws/authority is in place but has not been adequately conveyed to field personnel. As a result, field personnel are reluctant to take action.

slide 34

Key TIM Program Elements

Tactical (Technical/Operational) – Cont’d

• Have the electric utility companies' role clearly defined for incidents involving downed electrical wires
• Have procedures in place for expedited accident reconstruction/ investigation
• Have a policy in place for removal of abandoned vehicles
• Have "Move Over" laws that require drivers to slow down and if possible move over to the adjacent lane when approaching workers or responders and equipment in the roadway:
  • "Move Over" law in place
  • Adequately communicated to drivers
• Train all responders in traffic control following MUTCD guidelines
• Routinely utilize transportation resources to conduct traffic control procedures for various levels of incidents in compliance with the MUTCD
• Routinely utilize traffic control procedures for the end of the incident traffic queue
• Have mutually understood equipment staging and emergency lighting procedures onsite to maximize traffic flow past an incident while providing responder safety:
  • Vehicle and equipment staging procedures
  • Light-shedding procedures
  • Personal protective equipment used by responders
  • Pre-established, signed accident investigation sites
• Have procedures in place for prompt responder notification

slide notes

Full list can be accessed in the main primer document in pages 33-36.

Mention each/key of the major “bullets” and then talk in more detail about one of the ones that has sub-bullets – such as equipment staging and lighting procedures

Have mutually understood equipment staging and emergency lighting procedures onsite to maximize traffic flow past an incident while providing responder safety:

• Vehicle and equipment staging procedures
• Light-shedding procedures
• Personal protective equipment used by responders
• Pre-established, signed accident investigation sites

Note this is an area that received low scores in the recent USDOT TIM self-assessment survey.

slide 35

Key TIM Program Elements

Support (Financial/Technological)

• Use a TMC/TOC to coordinate incident detection, notification and response
• Share data/video between agencies
• Have specific policies and procedures for traffic management during incident response:
  • Signal timing changes
  • Pre-planned detour and alternate routes identified and shared between agencies
• Provide for interoperable, interagency communications onsite between incident responders
• Have a real-time motorist information system providing incident-specific information:
  • Traveler information delivered via 511/ website
  • Traveler information delivered via mobile applications
  • Traveler information delivered through traffic/news media partnerships/access to TMC/ TOC data/ information
• Provide motorists with travel time estimates for route segments
• Develop and implement Cost Recovery and Management systems including:
  • Costs recovery for the reimbursement for services from sources outside of the direct budget that funds the program seeking reimbursement
  • Cost management includes efforts to maximize the cost-benefit relationship of program activities via a cyclical loop of cost planning, tracking, analysis, and evaluation and reprogramming

slide notes

Full list can be accessed in the main primer document in page 37.

Mention each/key of the major “bullets” and then talk in more detail about one of the ones that has sub-bullets – such as traveler information.

Have a real-time motorist information system providing incident-specific information:

• Traveler information delivered via 511/ website
• Traveler information delivered via mobile applications
• Traveler information delivered through traffic/news media partnerships/access to TMC/ TOC data/ information

Note that traveler information services scored very high in the most recent self-assessment with provision of information via alternate means such as web, mobile and media increasing.

slide 36

Success Story
New York State TIM Program

• Established in 2010
• TIM Components
  • A statewide strategic plan.
  • NYS Emergency Traffic Control and Scene Management Guidelines.
  • A “Move Over” law.
  • Numerous well developed regional TIM programs.

Photo credits: (left) VHB, (right) NYSDOT

slide notes

At this point we present some of the major elements of a successful TIM program using New York State as the example.

One of the key actions in the implementation of the program was the formation of an executive level steering committee.

slide 37

Success Story
NYS TIM Program

• TIM Components
  • An active statewide TIM task force.
  • Model partnerships with the state police.
  • A statewide service patrol.
  • TMCs operational for 24 hours and 7 days a week in most regions.

Photo credit: VHB

slide notes

This summarizes more of the elements of the New York State statewide TIM program.

slide 38

Steps for Establishing a TIM Program and Action Plan

slide notes

This is a transition slide, may wish to say “this section discusses desired the steps for establishing a TIM program and action plan” and then advance to the detailed slides.

slide 39

Steps for Establishing a TIM Program

• Identify Stakeholders
• Define the Problem
• Set Goals and
• Objectives
• Develop Alternatives
• Evaluate and Select Alternatives
• Implement Alternatives
• Reevaluate Alternatives
• Refine the System

Photo credit: VHB

slide notes

This slide lists the essential steps needed to establish a TIM Program.

Each step is discussed in detail in the following slides.

slide 40

Steps for Establishing a TIM Program

• Identify Stakeholders
  • Identifying relevant stakeholders is a critical first step to the success of a TIM program
  • Once these stakeholders commit to establishing a TIM program, they can sponsor a TIM Task Force that meets periodically to enhance and guide the program

slide notes

The ability to develop a cooperative spirit and consensus among the various stakeholders early on is quite essential to success.

slide 41

Steps for Establishing a TIM Program

• Define the Problem
  • Defining the problem can be accomplished through a combination of data collection, data compilation, brainstorming, and a constructive assessment of existing practices

slide notes

A clear understanding of the severity, impacts, and locations of incident-related problems is imperative before even attempting to identify or determine a solution. This can often be accomplished using commonly available data such as accident, geometric and volume data.

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Steps for Establishing a TIM Program

• Set Goals and Objectives
  • These "guiding principles" usually consist of a mission statement with goals and objectives based on the identified problems. These goals and objectives describe what the program is designed to accomplish and are meant to reflect multiagency efforts and not those of individual agencies

slide notes

Guiding principles for the program development should be established by the TIM Task Force.  It is important that

• This be a collaborative effort
• The correct, responsible agency representatives be involved
• As TIM got underway, champions were encouraged.  We think it is now time to move to institutionalize these programs, and as
• Regular meetings be held and minutes/follow up action reports issued

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Steps for Establishing a TIM Program

• Develop Alternatives
  • TIM programs consist of numerous individual practices, tools and infrastructure elements
  • Based on the goals and objectives developed previously, alternatives should be determined to combine available TIM tools and techniques into program packages for evaluation

slide notes

A number of alternatives will surface in the development of a TIM program. Alternatives can involve

• Strategies
• Deployment locations
• Deployment systems
• Deployment phasing, etc.

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Steps for Establishing a TIM Program

• Evaluate and Select Alternatives
  • The developed alternatives should be evaluated based on:
    • Prioritization
    • High-level cost estimates
    • Expected benefits

slide notes

As always, it comes down to finding the balance between priority and availability of resources and funding.

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Steps for Establishing a TIM Program

• Implement Alternatives
  • As alternatives are being implemented, mechanisms for resolving the issues associated with incident management must be developed
  • Example issues include:
    • Jurisdictional boundaries
    • Operational responsibilities
    • Funding sources

slide notes

Other alternatives besides those on the page include

• Joint training
• Field communications
• Onsite command
• Approval of alternate routes

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Action Plan

• Establish the baseline of where your jurisdiction is regarding statutes, policies, and procedures
• Identify counterparts in each pertinent local/state discipline and contact them
• Hold a kick-off team meeting to start establishing relationships

slide notes

Other components of the action plan include:

• Identify champions who can encourage the institutionalization of TIM throughout the various disciplines.
  • Select/recruit 1-2 to lead the overall effort
• Identify roles and responsibilities

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Action Plan

• Develop key policies and documents
• Create an Open Roads policy
• Develop a Concept of Operations
• Execute operational MOUs
• Implement multi-disciplinary TIM teams
• Implement a multi-disciplinary training program
• Enable interagency communications and info exchange

slide notes

Other components of the action plan include:

• Enable interagency communications and information  exchange regional/corridor-wide
• Implement a training and certification program, including interdisciplinary training for all TIM responders
• Implement multidisciplinary TIM teams and associated field  procedures

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Thank You!