Process for Establishing, Implementing, and Institutionalizing a Traffic Incident Management Performance Measurement Program

STEP 6: Formalize or Institutionalize Traffic Incident Management Performance Measurement

Formalization and/or institutionalization of traffic incident management (TIM) performance measurement is an important step for taking a TIM performance measurement program to the next level. While there are a few specific actions that can be taken to help in formalizing/institutionalizing TIM performance measurement, in many cases, any "formalization" has come about through either a bottom-up/grass roots effort, as the result of a top-down directive, of some combination of the two.

Bottom-up formalization of TIM performance measurement usually starts with a champion or planned special event:

• The Minnesota Department of Transportation (MnDOT) started TIM performance measurement over a decade ago as a benchmark for the traffic management centers (TMC) within the department. In addition, the Republican National Convention was a good motivator to get it done. Capitalizing on planned special events that require coordination can sometimes spur changes, integration, and funding.
• Freeway and Arterial System of Transportation's (FAST) internal database and dashboard program came about as a combination of a strong champion that provided the vision, the desire at the agency level to get the data, and having available staff with the necessary skill set to develop the program.
• As a way to get the TIM performance measures data and formalize the process, the Arizona Department of Public Safety (AZDPS) went through the Traffic Records Coordinating Committee (TRCC), the committee responsible for developing and approving changes to the statewide crash report. The AZDPS suggested to the TRCC that 15 blank fields be added to the electronic crash report that would be available for each law enforcement agency to configure to its needs. These extra fields provided AZDPS a way of adding the TIM performance data elements into the crash report. Arizona also incorporated TIM performance measurement into its Strategic Highway Safety Plan (SHSP) by making it an awareness/focus area.

Top-down formalization of TIM performance measurement is usually the result of a specific directive or a leadership initiative:

• In Tennessee, the TIM performance measures program was established through a formal stewardship and oversight agreement between Tennessee Department of Transportation (TDOT) and the Federal Highway Administration (FHWA) division office. While TDOT had been tracking the TIM performance measures prior to this agreement, now it is required. Additionally, there is a memorandum of understanding (MOU) between TDOT and the Tennessee Highway Patrol, which outlines the goal to clear incidents within 90 minutes.
• In general the Wisconsin Department of Transportation (WisDOT) is focused on TIM, quick clearance, and emergency operations planning and readiness; and the commitment of the department's leadership to these programs has resulted in increased resources. Incident management, in particular, has risen within the top 10 issues, and WisDOT hired a consultant to develop reports on TIM performance measurement. In addition, WisDOT recently was given a staff position to support TIM performance measurement.

Combination of Bottom-Up and Top-Down

Each Virginia Department of Transportation (VDOT) region has its own personality, which has driven the establishment of local MOUs and relationships with respect to TIM. While many of the same data are captured by the traffic operations centers (TOC) across the State, VDOT is now in the process of statewide expansion and standardization of its TIM performance measurement program, and outreach has been important in achieving a change. VDOT central staff has reached out to the regions to inquire about discrepancies as they work to standardize best practices to operate on the same level. Through this outreach, central staff is making an effort to foster an attitude amongst regions that they are all connected within the State and to promote the idea that the collection and reporting of TIM performance measures goes beyond just the local areas, and that eventually the data need to be rolled up to the statewide level. This effort has involved working at the executive level within VDOT and through the statewide TIM Executive Leadership Team.