doctim - Puerto Rico Traffic Incident Management
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tim - Puerto Rico Traffic Incident Management
SAN JUAN, PUERTO RICO ADVANCED TRAFFIC INCIDENT MANAGEMENT (TIM) WORKSHOP FOR MID‐LEVEL MANAGERS SUMMARY REPORT held on: June 25, 2013 FHWA TIM Workshop Summary Report San Juan, PR Table of Contents Table of Contents EXECUTIVE SUMMARY ......................................................................................................................... 1 WORKSHOP AGENDA ........................................................................................................................... 2 WORKSHOP ATTENDEES ...................................................................................................................... 3 NUG STRATEGY DISCUSSION NOTES AND ACTION ITEMS ..................................................................... 6 SUPPLEMENT A – IDEAL TIM PROGRAM COMPONENTS ..................................................................... 12 APPENDIX A – PUERTO RICO DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS (DTOP) INTELLIGENT TRANSPORTATION SYSTEM (ITS) OVERVIEW POWERPOINT ........................................... 19 i FHWA TIM Workshop Summary Report San Juan, PR Executive Summary EXECUTIVE SUMMARY The Federal Highway Administration (FHWA), in conjunction with the Puerto Rico Department of Transportation and Public Works (DTOP) conducted a one day advanced workshop for traffic incident management (TIM) practitioners in San Juan, PR, as a part of the FHWA TIM Workshop effort. The workshops bring together multi‐disciplinary mid‐level managers in the top metropolitan areas to: (1) discuss the state of their TIM programs; (2) identify ways to improve their TIM operations; (3) collect good practices and lessons learned from the participants; and (4) provide the latest national information on FHWA‐endorsed good practices and processes. The workshop resulted in the following description of the TIM Program in the San Juan area and an action plan that outlines the steps the region will take to enhance its TIM program. Current TIM Program Status All agencies responsible for traffic incident management are currently providing effective response following (largely) their own policies and procedures. DTOP has been expanding their Intelligent Transportation System (ITS) since 2009 and in 2012, a Transportation Management Center (TMC) was established to provide traffic management and traveler information services for the San Juan area. A safety service patrol program was recently established by the PR‐22 concessionaire Metropistas to provide service on PR‐22 between San Juan and Arecibo. Primary Action Items 1. Obtain high‐level buy‐in for and establish a formal TIM Program for the San Juan area: Establish two levels of multi‐discipline committees, an Executive Level Committee and a Steering/Working Level Committee. Define the structure of the committees, identify participant roles and responsibilities, identify a lead agency, and establish program mission/vision/goals. 2. Support efforts to bring the Strategic Highway Research Program 2 (SHRP 2) National TIM Responder Training to Puerto Rico: Initiate development of a training implementation plan. Identify trainers and schedule a National TIM Train‐the‐Trainer session for fall 2013 or sooner. 3. Purchase and supply high‐visibility safety vests for law enforcement and other responders, such as towing, that currently do not have/wear vests. 4. Utilize the TIM program to support efforts to enact clear TIM‐related legislation: Including a Move Over Law, a Driver Removal Law, and an Authority Removal Law. 5. Initiate development of TIM‐related public outreach/education materials: Reach out to drivers education programs. 6. Implement a safety service patrol program in the San Juan Metro area by PRHTA/DTOP: Build on the successful practices currently being used on PR 22, and the DTOP Secretary’s endorsement of the need for safety service patrols on more roadways. 7. Develop communication protocols: Include dedication of a common radio channel/frequency for emergency communications among responders. 8. Identify opportunities to establish partnerships with the media for traveler information purposes. 1 FHWA TIM Workshop Summary Report San Juan, PR Workshop Agenda WORKSHOP AGENDA June 25, 2013 8:00 am Registration 8:30 am Welcome and Opening Comments 8:40 am Workshop Overview 8:50 am Self‐Introductions and High‐Level Needs Discussion 9:30 am TIM Self‐Assessment Review 9:40 am The TIM Business Case and TIM National Unified Goal Overview 10:00 am Break 10:15 am TIM Program ‐ Good Practices and Enhancement Discussion 11:00 am TIM After‐Action Reviews ‐ Good Practices and Enhancement Discussion 11:30 am TIM Performance Measures ‐ Good Practices and Enhancement Discussion 12:00 pm Lunch 1:00 pm TIM Training ‐ Good Practices and Enhancement Discussion 1:30 pm Responder Safety and Quick Clearance ‐ Good Practices and Enhancement Discussion 2:30 pm Break 2:45 pm Prompt, Reliable, Interoperable Communications ‐ Good Practices and Enhancement Discussion 3:15 pm TIM Strategic/Action Plan Confirmation and Next Steps 3:35 pm TIM Resources 3:45 pm Workshop Closing Remarks 4:00 pm Adjourn 2 FHWA TIM Workshop Summary Report San Juan, PR Workshop Attendees WORKSHOP ATTENDEES Last Name First Name Agency Phone E‐Mail Andrades Guzmán Gustavo A. ACT (787) 608‐4306 gandrades@dtop.gov.pr Ayala Rivera María I. ACT (787) 518‐7388 marayala@gmail.com Camacho Ayala Cándido ACT (787) 244‐4295 ccamacho@dtop.gov.pr Camacho Maldonado Daniel FHWA (787) 436‐6385 daniel.camacho@dot.gov Carbonera Pardo Pedro E. OSHA (787) 768‐2800 carbonera.pedro@dol.gov Colόn Zuleyka E. Departamento de Justicia (787) 729‐2099 zucolon@justicia.pr.gov Cordero Anglerau Antonio D. DTOP (787) 612‐4248 adcordero@dtop.gov.pr Cotto Medina Tomás ACT (787) 744‐3224 tcotto@dtop.gov.pr Cruz Martinez Josué ACT (787) 550‐5022 josuecruz@dtop.gov.pr Cruz Pérez Zuleika N. ACT (787) 729‐1527 x 2835 zcruz@dtop.gov.pr Declet Martinez Nellge ACT (787) 447‐0173 ndeclet@dtop.gov.pr Faquir Tahira Privada (407) 202‐2445 tahira.faquir@metriceng.com Ferrer Maricarmen Departamento de Justicia (787) 729‐2099 mcferrer@justicia.pr.gov Forestiev Castillo Samuel ACT (787) 403‐5642 sforestiev@act.dtop.gov.pr Fuster Ramos Carmen JCA (787) 505‐8163 carmenfuster@jca.gobierno.pr Garcia Pérez Erasto DTOP/ACT (787) 645‐2298 ergarcia@dtop.gov.pr Garcia Ortiz Gustavo A. VAG Transp. Eng. (787) 566‐0266 gustavo@vagtecpr.com Guadalupe De La Matta Savitri ACT (787) 364‐3232 sguadalupe@dtop.gov.pr 3 FHWA TIM Workshop Summary Report San Juan, PR Last Name First Name Agency Workshop Attendees Phone E‐Mail Hiraldo José R. Policía de PR (787) 593‐7571 jhiraldo@hotmail.com Lebrόn Rodríguez Peter Policía de PR (787) 643‐9418 gitano.21712@gmail.com Lόpez Fernández Frank R. ACT (939) 389‐6102 frlopez@dtop.gov.pr Lόpez Beltrán José L. AMA (787) 367‐8087 jllopez@ama.gobierno.pr Luyanda Andino Felipe Metropistas (787) 430‐7015 felipe.luyanda@gmail.com Maestre Enrique AEMEAD (787) 955‐0113 premassotu@gmail.com Maldonado Fuertes Mario A. CST (939) 475‐7575 mmaldonado@cst.gobierno.pr Marín Cordero Zulma I. ACT (787) 729‐1577 zmarin@act.dtop.gov.pr Martínez Jorge DOT Federal (787) 766‐5050 jorge.martinez@dot.gov Martínez Ortiz Nomar ACT (787) 717‐6894 nomartinez@act.dtop.gov.pr Medina Flores George OSHA (787) 754‐5803 medina.george@dol.gov Mejías Dávila René F. ACT (787) 721‐8787 x 1561 renemejias@yahoo.com Molina Perez Nurys A. ACT (787) 409‐4311 numolina@dtop.gov.pr Nieves Pedro J. CSP (787) 759‐1836 pjnieves@csp.gobierno.pr Ocasio Rodríguez Evelyn AEMEAD (787) 720‐2320 eocasio@guaynabocity.gov.pr Pagan Otero José F. ACT (787) 203‐7783 jopagan@dtop.gov.pr Pastor Reyes Luis R. ACT (787) 358‐5973 luisrpastor@gmail.com Pérez Rudy AEMEAD (787) 720‐2320 enanorj@hotmail.com 4 FHWA TIM Workshop Summary Report San Juan, PR Last Name First Name Agency Workshop Attendees Phone E‐Mail Pérez Rodríguez Wanda A. CSP (787) 392‐4012 wperez@csp.gobierno.pr Ramírez Casellas José DTOP (787) 597‐4799 jramirez@ciaprmail.org Ramos Lόpez David ACT Ramos Rivera Jethzabelle ACAA Rivera Ortiz Juan C. ACT (787) 721‐8787 juarivera@dtop.gov.pr Rodríguez Rodríguez Luis A. JCA (787) 833‐1888 luisrodriguez@jca.gobierno.pr Santiago Idalia ACT Seda Santana Victor OSHA Suárez Lόpez Vanessa JCA Torres Padilla Melvin Cuerpo de Bomberos de PR (787) 215‐4967 mtpfire@hotmail.com Vázquez Mayra AEMEAD (787) 720‐2320 mvazquez.r20@gmail.com Vélez Declet Patricia Ciencias Forenses (787) 765‐0615 x 529 pvelez@icf.gobierno.pr Vilá Roberto AEMEAD (939) 640‐6160 Zayas Luis E. CSP (787) 463‐1771 lezayas@csp.gobierno.pr Paul Jodoin TIM Program Manager FHWA Office of Operations (202) 366‐5465 paul.jodoin@dot.gov Steve Cyra Associate Vice President HNTB Corporation (414) 403‐9644 scyra@hntb.com Katie Belmore Traffic Operations Engineer HNTB Corporation (414) 410‐6791 kbelmore@hntb.com (787) 721‐8787 x 2814 (787) 759‐8989 x 2610 (787) 729‐1518 x 2754 (787) 754‐2172 daramos@dtop.gov.pr jethzabelle.ramos@acaa.pr.gov act.idsantiago@dtop.gov.pr seda.victor@dol.gov vanessasuarez@jca.govierno.pr 5 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategy Discussion Notes and Action Items NUG STRATEGY DISCUSSION NOTES AND ACTION ITEMS NUG Strategies Current State of Practice Needs/Issues/Opportunities Action Items Cross‐Cutting Strategies Strategy 1: TIM All agencies responsible for traffic Partnerships and Programs incident management are currently TIM partners at the providing effective response following national, state, regional and (largely) their own policies and local levels should work procedures together to promote, The Puerto Rico Firefighters Corps is develop and sustain the statewide fire agency, which is effective TIM Programs. comprised of 96 fire houses In Puerto Rico, the recipient of Federal‐ aid funds is the Puerto Rico Highway and Transportation Authority (PRHTA), which is an agency under the Puerto Rico Department of Transportation and Public Works (DTOP) ‐ PRHTA manages and operates Puerto Rico’s Toll Road system that includes a significant portion of the full access control highways in the PR National Highway System (NHS, PR‐18, PR‐52, PR‐30, PR‐53, PR‐66, PR‐20) ‐ Operation of PR‐22 and PR‐5 were recently acquired by Metropistas, a public‐private partnership (PPP) concessionaire ‐ PRHTA is also the lead highway design, construction, and highway operations agency within DTOP 1. Obtain high‐level buy‐in for and Congestion is a significant issue establish a formal TIM Program for Need to ensure that all response the San Juan area partners understand their own roles ‐ Establish two levels of multi‐ and the roles and responsibilities of discipline committees: others Executive Level Committee ‐ This is especially important to help Steering/Working Level preserve evidence Committee Need to integrate motor carriers into ‐ Define the structure of the TIM activities committees and identify Need to improve coordination, participant roles and collaboration, and working responsibilities relationships between response Identify a lead agency partners (possibly PRHTA/DTOP Need to provide education to the initially) executive level about the benefits of ‐ Establish program effective TIM mission/vision/goals ‐ Develop a comprehensive list of program participants Reach out to the towing and recovery community, possibly through the local Towing Truck Association, and identify how they can be incorporated into the program ‐ Consider holding a TIM summit to help kick‐off the program ‐ Goal of initiating TIM program development in the next month Set a date for the next meeting 6 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategies Current State of Practice NUG Strategy Discussion Notes and Action Items Needs/Issues/Opportunities Action Items Need more structure when responding 1. Support efforts to bring the Strategic Highway Research Program 2 (SHRP 2) to incidents, especially in regard to National TIM Responder Training to who is in charge Puerto Rico ‐ ICS training has been completed, ‐ Initiate development of a training but it is not regularly being used in implementation plan the field ‐ Identify trainers and schedule a ‐ Need to start implementing the National TIM Train‐the‐Trainer use of ICS session for fall 2013 or sooner Need to incorporate TIM training into the academies There is motor carriers money available for responder training, but it is not currently being used It is important for disciplines to work together and joint training can facilitate this Need to integrate telecommunicators/ 911 dispatchers into the TIM discussion and provide training on why their role is important to TIM Strategy 2: Multidisciplinary NIMS and TIM Training TIM responders should receive multidisciplinary National Incident Management System (NIMS) and TIM training. Strategy 3: Goals for Performance and Progress TIM partners should work together to establish and implement performance goals at the state, regional and local levels for increasing the effectiveness of TIM, including methods for measuring and monitoring progress. It is important to start measuring performance to identify how well the area is currently doing Need to start collecting better data 7 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategies Current State of Practice NUG Strategy Discussion Notes and Action Items Needs/Issues/Opportunities Action Items Objective 1: Responder Safety Strategy 7: Recommended Practices for Responder Safety Recommended practices for responder safety and for traffic control at incident scenes should be developed, and widely published, distributed and adopted. Strategy 8: Move Over/Slow Down Laws Drivers should be required to Move Over/Slow Down when approaching traffic incident response vehicles and traffic incident responders on the roadway. Need to review and rewrite existing Current legislation related to Move legislation to establish correct focus Over and quick clearance is not clear and obtain desired outcome ‐ PR Law 22 Article 4.05 is a disabled vehicle quick clearance law, but it does not address how quick clearance should take place ‐ PR Law 22 Articles 4.12 and 10.15 is related to Move Over, but focuses on people parking near an incident Strategy 9: Driver Training and Awareness Driver training and awareness programs should teach drivers how to react to emergencies on the roadway in order to prevent secondary incidents, including traffic incident responder injuries and deaths. Partners are proficient at responding to 1. Purchase and supply high‐visibility safety vests for law enforcement and an emergency, but do not properly other responders, such as towing, that manage the incident (i.e., do not currently do not have/wear vests provide traffic control, no established detour routes, etc.) Need to establish protocols and have equipment available to support TIM needs There is concern about maintaining the safety of responders and maintenance workers that are working on the highway 1. Utilize the TIM program to support efforts to enact clear TIM‐related legislation, including: ‐ Move Over Law ‐ Driver Removal Law ‐ Authority Removal Law 1. Initiate development of TIM‐related Need to promote awareness and public outreach/education materials provide education on TIM‐related laws ‐ Reach out to drivers education Motorists are not educated and do not programs move over for emergency vehicles, ‐ Utilize the materials provided in which is further complicated by the the FHWA TIM Outreach Toolkit as fact that many vehicles are equipped a resource with lights (some illegally) so motorists have stopped paying proper attention to flashing lights 8 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategies Current State of Practice NUG Strategy Discussion Notes and Action Items Needs/Issues/Opportunities Action Items Objective 2: Safe, Quick Clearance Strategy 10: Multidisciplinary TIM Procedures TIM partners at the state, regional and local levels should develop and adopt multidisciplinary procedures for coordination of TIM operations, based on national recommended practices and procedures. 1. Implement a safety service patrol Currently using independent A safety service patrol program was program in the San Juan Metro area contractors for body transport, which recently established by the PR‐22 by PRHTA/DTOP can delay incident response concessionaire Metropistas to provide ‐ Build on the successful practices service on PR‐22 between San Juan and Can be an issue when the insurance currently being used on PR 22, and Arecibo. companies of individuals involved in an the DTOP Secretary’s endorsement There is an interest in expanding the incident contact their own private tow of the need for safety service safety service patrol program in the company and then multiple tows are patrols on more roadways San Juan Metro area by PRHTA/DTOP responding from different companies Towers are regulated through the Puerto Rico Motor Carriers ‐ Typically don’t have trouble with day‐to‐day towing, but there is a limited number of heavy‐duty recovery vehicles available Objective 3: Prompt, Reliable Interoperable Communications Strategy 13: Multidisciplinary Communications Practices and Procedures Traffic incident responders should develop and implement standardized multidisciplinary traffic incident communications practices and procedures. Need to improve on the tools used for communication and coordination With the availability of new Intelligent Transportation Systems (ITS) equipment there is hope that communication and coordination will be enhanced Need to develop communication procedures with the bus authority so the resources they have can be utilized Agencies need to better share information on existing projects both from the perspective of real‐time operations and also the planning of new systems (e.g., Dept of Homeland Security (DHS) communication systems) 9 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategies Current State of Practice NUG Strategy Discussion Notes and Action Items Needs/Issues/Opportunities Action Items Continue to have issues with callers not knowing where they are ‐ DTOP is making progress in deploying more reference signs on state highways, but theft of signs is a problem Strategy 14: Prompt, Reliable Responder Notification All traffic incident responders should receive prompt, reliable notification of incidents to which they are expected to respond. There appears to be limited notification of DTOP DTOP does not typically assist with traffic control, however, the emerging Transportation Management Center needs to be notified of the situation so that they can provide traveler information Strategy 15: Interoperable Voice and Data Networks State, regional and local TIM stakeholders should work together to develop interoperable voice and data networks. Many agencies/disciplines use different 1. Develop communication protocols ‐ Include dedication of a common radio systems radio channel/frequency for emergency communications among responders Strategy 17: Prompt, DTOP has been expanding their ITS Reliable Traveler since 2009 and in 2012, a Information Systems Transportation Management Center TIM partners should (TMC) was established to provide encourage development of traffic management and traveler more prompt and reliable information services for the San Juan traveler information area systems that will enable ‐ A copy of the PowerPoint drivers to make travel presentation that provides an decisions to reduce the overview of DTOP’s recent ITS impacts of emergency deployments can be found in incidents on traffic flow. Appendix A 1. Continue to deploy electronic signing (including portables) to notify travelers of incidents 2. Expand highway advisory radio (HAR) use for TIM 10 FHWA TIM Workshop Summary Report San Juan, PR NUG Strategies Strategy 18: Partnerships with News Media and Information Providers TIM partners should actively partner with news media and information service providers to provide prompt, reliable incident information to the public. Current State of Practice NUG Strategy Discussion Notes and Action Items Needs/Issues/Opportunities Action Items 1. Identify opportunities to establish partnerships with the media for traveler information purposes 11 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components SUPPLEMENT A – IDEAL TIM PROGRAM COMPONENTS During the FHWA Advanced TIM Workshop in San Juan, PR, the most critical action item identified was the need to obtain high‐level buy‐in for and establish a formal TIM Program for the San Juan area. To support this effort, an overview of the ideal TIM program along with examples from across the country are provided below. The components of an ideal TIM program were compiled based on good practices identified over the course of the Advanced TIM Workshop project. An ideal TIM program has/is: Executive level buy‐in and program leadership, for example: Executive level steering/policy committee Formal charter/partnering agreement/operating policy/MOUs Annual report to the governor and legislature on the status of the state’s TIM program Integration of TIM‐related strategies into the state’s Strategic Highway Safety Plan (SHSP) Full/part time dedicated staff Agency staff (i.e, TMC, DOT, Law enforcement, MPO, etc.) Consultant staff Hybrid Established mutually agreed upon performance measures Program level measures/goals, such as number of meetings or trainings per year, number of participating agencies, etc. Overall TIM measures, including the three measures identified by FHWA: - Roadway Clearance Time - Incident Clearance Time - Number of Secondary Crashes Completing the FHWA TIM Self‐Assessment on an annual basis Regularly holding stakeholder meetings (statewide, regional and/or local level) that: Produce meaningful products/results for all participants Are flexible and evolve as program needs change Include an annual meeting that focuses on TIM best practices Regularly conducting after‐action reviews (AARs) Tools in place to facilitate regular communication with all responders, including the “boots on the ground” Website Newsletter Providing/supporting multi‐disciplinary training opportunities Implementing the National TIM Responder Training Program Supporting standalone projects that support the objectives of the NUG and improve TIM efforts, including: Identification of potential funding sources Development and tracking of project specific performance measures 12 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Metro Atlanta Traffic Incident Management Enhancement (TIME) Task Force ☒ Executive Support ☒ Dedicated Staff The TIME Task Force has a Board of Directors that meets monthly. Program initiatives are also supported by four committees: Communications Operations Programs Training The State of Georgia Open Roads Policy ‐ Quick Clearance for Safety and Mobility was signed by the GDOT Commissioner, the Georgia Dept of Public Safety (DPS) Commissioner and the Governor in 2011. In addition, a number of local level agencies have also adopted the Open Roads Policy and efforts to obtain additional support are ongoing. The task force is supported by both GDOT staff and contractors. ☒ Performance Measures The GDOT Transportation Management Center (TMC) is currently tracking roadway and incident clearance times, but they have not been able to address secondary crashes. ☒ TIM Self‐ Assessment Completed annually Stakeholder ☒ Meetings The TIME Task Force meets quarterly (each meeting is held at a different location) and a TIME conference is held annually. In addition, there are a number of county/local level TIM Teams that also meet on a regular basis. ☒ Conduct AARs AARs are conducted for all Towing and Recovery Incentive Program (TRIP) activations. ☒ Communication Website: http://www.timetaskforce.com/ Tools ☒ Training Conduct joint training between towing and recovery professionals and fire departments, which includes both a classroom and hands‐on component. The program was completely developed by volunteers. Developed and support a dispatcher training program, which focuses on the Towing and Recovery Association of America’s (TRAA’s) vehicle identification guide. Have developed comprehensive training to support TRIP. ☒ TIM Projects Georgia TIM Guidelines – Developed under the direction of the TIME Task Force to establish standard recommendations for traffic incident management and operations. Towing and Recovery Incentive Program (TRIP) 13 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Wisconsin Traffic Incident Management Enhancement (TIME) Program ☒ Executive Support ☒ Dedicated Staff A WI TIME Coalition was established in 2012. Initial members of the coalition include WI Dept of Transportation, WI State Patrol, Federal Highway Administration, WI County Highway Association, WI Sheriff’s and Deputy Sheriff’s Association, WI EMS Association, WI State Fire Chiefs’ Association, WI State Firefighter’s Association, WI Towing Association, and WI Motor Carriers Association. Commitment to this initiative is formalized through signing the Wisconsin TIME Coalition Partnering Agreement. Internal to WisDOT, there is a TIME Standing Committee that is comprised of the Statewide TIM Engineer and a transportation and WI State Patrol representative from each of the five WisDOT regions. The TIME Program is supported by both WisDOT staff and consultant support. ☒ Performance Measures The WisDOT Statewide Traffic Operations Center (STOC) is tracking roadway and incident clearance times, but they are not currently tracking secondary crashes. ☒ TIM Self‐ Assessment Completed annually ☒ Stakeholder Meetings Regional TIME meetings are held in each of the five WisDOT regions on a regular basis. Between the five regions, there are 12 different meeting locations. Statewide TIM conferences are held approximately every 18 months. ☒ Conduct AARs ☒ AARs are required for all Extended Duration Incidents (EDIs), which are defined as any incident that occurs on the Interstate or US 41 that: Closes one direction for 2 hours or more Closes both directions for 30 minutes or more Incident debriefings are also conducted for other incidents during regional TIME meetings as necessary. Communication Website: http://www.dot.wi.gov/travel/stoc/time.htm Tools ☒ Training Support the WI Emergency Traffic Control and Scene Management Guidelines Train‐the‐ Trainer Program, which is equivalent to the National TIM Responder Training Program. Offered over 40 training sessions in the first half of 2013. ☒ TIM Projects WI Emergency Traffic Control and Scene Management Guidelines – established to provide incident responders within Wisconsin a uniform approach to emergency traffic control and scene management. Move Over and Steer It, Clear It Law Outreach efforts, including brochures, bumper stickers, and posters. 14 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Delaware Valley Regional Planning Commission (DVRPC) Traffic Incident Management Program ☐ Executive Support ☒ Dedicated Staff The program is supported by DVRPC staff. ☐ Performance Measures ☒ TIM Self‐ Assessment Completed annually Stakeholder ☒ Meetings In coordination with the Pennsylvania and New Jersey Departments of Transportation (PennDOT and NJDOT, respectively) and the Pennsylvania and New Jersey State Police (PSP and NJSP, respectively), the DVRPC currently manages seven Incident Management Task Forces (IMTFs) and provides support for three others in the region. ☒ Conduct AARs AARs are regularly conducted during IMTF meetings. ☒ Communication Website: http://www.dvrpc.org/Operations/IncidentManagement.htm Tools ☒ Training Have provided TIM‐related training. Supporting local‐level implementation of the SHRP 2 National TIM Responder Training in 2013. ☒ TIM Projects Developed an Incident Management Task Force: Keys to Succeed Toolbox. Regional Integrated Multi‐Modal Information Sharing (RIMIS) Project – a web based information exchange network connecting highway operation centers, transit control centers, and 911 call centers in the Delaware Valley. Interactive Detour Route Mapping (IDRuM) – a DVRPC‐developed internet application for accessing official PennDOT and NJDOT detour routes covering 5 PA and 8 NJ counties. 15 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Bay Area Incident Management Task Force (IMTF) ☒ Executive Support ☒ Dedicated Staff The IMTF was established in 2002 as a joint effort between Caltrans, the California Highway Patrol (CHP) and the Metropolitan Transportation Commission (MTC). Participation in the IMTF was recently expanded to include all response partners. MTC has staff dedicated to supporting the IMTF. ☐ Performance Measures ☒ TIM Self‐ Assessment Completed annually ☒ Stakeholder Meetings IMTF meetings are held quarterly and the location and meeting chair rotates among members. ☐ Conduct AARs ☒ Communication Website: http://timbayarea.org Tools ☒ Training Recently completed three TIM Workshops in the region. ☒ TIM Projects Finalizing the development of an Incident Report iPhone app that will allow responders to pinpoint exact incident locations and share photos to facilitate response activities. In 2007, IMTF embarked on a campaign to educate the public about the “Clear the Way” law passed in 1999. Future outreach is planned with other public safety agencies. 16 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Indiana Traffic Incident Management Effort (IN‐TIME) ☒ Executive Support ☒ Dedicated Staff Member agencies/organizations sign the IN‐TIME Multi‐Lateral Working Agreement. IN‐TIME bylaws have been developed and member agencies/organizations are given voting rights. Best practices are an example of something that would be voted on. Supported by INDOT and ISP. ☒ Performance Measures The Indiana Strategic Highway Safety Plan (SHSP) includes reduction in secondary crashes as a performance metric, however, only recently has data been available to support measurement. ☒ TIM Self‐ Assessment Completed annually ☒ Stakeholder Meetings IN‐TIME meetings are held monthly. ☒ Conduct AARs ☒ Recently developed a comprehensive After Action Review process, which includes a facilitator guide and memory jogger checklist. Communication Website: http://intime‐indiana.org Tools ☒ Training IN‐TIME served as a pilot area for the SHRP 2 National TIM Responder Training and is implementing the training in 2013. Developed a commitment form for their trainers that includes a commitment to conducting a minimum of 16 hours of instruction per 12 month period with a 2 year commitment from the date of training. The Indiana State Police (ISP) have integrated TIM into their academy’s training program and TIM training will be expanded for the next class. ☒ TIM Projects Use of photogrammetry for crash reconstruction. ISP Secondary Crash/Back of Queue Traffic Management Policy IN‐TIME Emergency Responder Parking Order and Cone Placement Reference Card 17 FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components Florida Department of Transportation (FDOT) District Six Incident Management Program Executive Support The State of Florida Open Roads Policy was signed by the FDOT Secretary and the FHP Director in 2002. ☒ Dedicated Staff FDOT has dedicated staff, both at the state and district level. District Six also has consultant support. Processes are in place and documented to ensure that others can step in and continue TIM program efforts if there are personnel changes. ☒ ☒ Performance Measures The Traffic Management Center (TMC) is tracking roadway and incident clearance times, but is not currently tracking secondary crashes. ☒ TIM Self‐ Assessment Completed annually ☒ Stakeholder Meetings There are two TIM Teams in District Six: the Miami‐Dade County TIM Team and the Monroe County TIM Team. ☒ Conduct AARs Post Incident Analyses (PIAs) are regularly conducted and one‐on‐one meetings are utilized to address specific issues/needs. Website: http://www.sunguide.info/sunguide/index.php The District Six TIM Quarterly Review Newsletter – intended to keep partner agencies Communication ☒ informed of on‐going initiatives and activities completed by the TIM Team. Tools The newsletter provides quarterly statistics, including average Road Ranger response time, average travel lane blockage and DMS usage by type. ☒ Training Currently implementing the SHRP 2 National TIM Responder Training Program. In February 2013, FDOT District Six held ten four‐hour courses and had more than 220 participants. ☒ TIM Projects Rapid Incident Scene Clearance (RISC) Program Incident Response Vehicle (IRV) Program 18 FHWA TIM Workshop Summary Report San Juan, PR Appendix A – PR DTOP Intelligent Transportation Systems (ITS) Overview PowerPoint APPENDIX A – PUERTO RICO DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS (DTOP) INTELLIGENT TRANSPORTATION SYSTEM (ITS) OVERVIEW POWERPOINT 19 Jose F. Pagan, P.E. Daniel Camacho, P.E. The report is compiled from traffic speed and performance data in 101 major urban areas in the United States between 1982 and 2012. The data is collected from personal trips, commercial delivery vehicle fleets and a variety of other agencies. It takes into effect holidays, bad weather, road accidents and other factors that affect the flow of traffic. The cost of congestion is calculated based on the excess fuel consumption and annual time delay due to traffic. The cost components include average price of gasoline for non-commercial vehicles and diesel for trucks as well as the mean wages paid in the area that year. Cost of Congestion in US ($ Billions) $140.00 $121.00 $120.00 $100.00 $94.00 $80.00 $60.00 $40.00 $24.00 $20.00 $1982 2000 2011 2012 Urban Mobility Report by Texas A&M Congestion wastes a massive amount of time, fuel and money: • 5.5 billion hours of extra time (equivalent to the time businesses and individuals spend a year filing their taxes). • 2.9 billion gallons of wasted fuel (enough to fill four New Orleans Superdomes). • $121 billion of delay and fuel cost (the negative effect of uncertain or longer delivery times, missed meetings, business relocations and other congestion-related effects are not included) ($121 billion is equivalent to the lost productivity and direct medical expenses of 12 average flu seasons). • 22% ($27 billion) of the delay cost was the effect of congestion on truck operations; this does not include any value for the goods being transported in the trucks. • The cost to the average commuter was $818 in 2011 compared to an inflation-adjusted $342 in 1982. 2012 Urban Mobility Report by Texas A&M Congestion affects people who travel during the peak period. The average commuter: • Spent an extra 38 hours traveling in 2011, up from 16 hours in 1982. • Wasted 19 gallons of fuel in 2011 – a week’s worth of fuel for the average U.S. driver – up from 8 gallons in 1982. • Fridays are the worst days to travel. The combination of work, school, leisure and other trips mean that urban residents earn their weekend after suffering over 20 percent more delay hours than on Mondays. • And if all that isn’t bad enough, folks making important trips had to plan for approximately three times as much travel time as in light traffic conditions in order to account for the effects of unexpected crashes, bad weather, special events and other irregular congestion causes. 2012 Urban Mobility Report by Texas A&M Annual Hours of Delay per Commuter 35 Annual Cost of Congestion per Commuter 33 $700.00 $600.00 $500.00 $400.00 $300.00 $200.00 $100.00 $- 30 25 19 20 15 10 5 PR 0 PR 1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 0 1.25 1.16 US Annual Cost of Congestion per Commuter US 1.34 1.1 1.18 0.89 PR US Roadway Congestion Index 2010 Urban Mobility Report by Texas A&M Travel Time Index Commuter Stress Index Puerto Rico compared to 32 other “Large” Urban Areas in US 2nd Highest Travel Time Index @ 1.25 ◦ Austin, TX = 1.28 4th highest Commuter Stress Index @ 1.34 ◦ San Jose, CA = 1.39 5th highest Rush Hours/day @ 4.5hr ◦ San Jose, CA = 6 hrs 7th highest Roadway Congestion Index @ 1.16 ◦ Riverside-San Bernardino, CA = 1.4 2010 Urban Mobility Report by Texas A&M Puerto Rico compared to 32 other “Large” Urban Areas in US 4th Highest Freeway Planning Time Index @ 4.06 Planning Time Index—A travel time reliability measure that represents the total travel time that should be planned for a trip. Computed with the 95th percentile travel time, it represents the amount of time that should be planned for a trip to be late for only 1 day a month. Ex: 16-mile trip from Caguas to San Juan (PR-52 to PR-18 to Chardon Avenue) 17 min (Free Flow) x 4.06 = 1hr 9min 2012 Urban Mobility Report by Texas A&M Congestion Explained: 50% Recurring Congestion – This is the type of congestion where there are simply more vehicles than roadway. 50% Non‐recurring Congestion – Temporary disruptions that take away part of the roadway from use – or "nonrecurring" congestion. Nonrecurring events dramatically reduce the available capacity and reliability of the entire transportation system. This is the type of congestion that surprises us. We plan for a trip of 20 minutes and we experience a trip of 40 minutes. 1. Incidents ranging from a flat tire to an overturned hazardous material truck (25 percent of congestion) 2. Work zones (10 percent of congestion) 3. Weather (15 percent of congestion) Nonrecurring Congestion Aggressive “ Active ” management of temporary disruptions can reduce the impacts of these disruptions and return the system to "full capacity." 1. Incident Management 2. Work Zone Management 3. Road Weather Management Nonrecurring Congestion Intelligent Transportation Systems (ITS): From Design to Development Architecture Diagram Intelligent Transportation Systems (ITS) ITS for the San Juan Metropolitan Area : 1.2009‐ present: Traffic Signal Projects for arterial and corridor management using ITS technologies. 2.2012 – Implementation of a Traffic Management Center for corridor management. Traffic Incident Management from the TMC for special events (mostly at the Old San Juan) 3.2013‐ ITS Consultant Hired for system engineering and planning for the ITS program Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) I. Traffic Monitoring Center ATMS‐ Corridor Management Traffic signals optimization ◦ Video detection ◦ Microware radars Speed, volume, classification Speed maps Traffic data collection and analysis ◦ Wireless Communication ◦ CCTV cameras for traffic monitoring and congestion management Special Events Portable HAR with wireless communications Portable VMS with CCTV and wireless communications Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS) Challenges: ◦ Extend success of traffic incident management during special events, to the every day operations at the TMC Go from “incidental” to “active” ◦ Need of protocols to effectively involve other agencies in the TIM part of the TMC operations. ◦ Staffing at the TMC (workfoce development) ◦ Development of performance measurements to help reduce response time, incident clearance time and road clearence time. Intelligent Transportation Systems (ITS) Challenges: ◦ Need of integration/cooperation with other areas/office within the Agency (eg. DTOP homeland security office) ◦ Need for a clear “Open Road” policy ◦ Need for a “Quick clearance law” ◦ The need of an aggressive and regular maintenance program. ◦ Decision Makers' turnover at the agencies Intelligent Transportation Systems (ITS) Intelligent Transportation Systems (ITS): From Design to Development At the end, systems will be as intelligent as the person who__________ Daniel Camacho, P.E. Daniel.camacho@dot.gov Jose F. Pagan, P.E. jopagan@dtop.gov.pr FHWA Operations Website http://ops.fhwa.dot.gov/program_areas/reduce-non-cong.htm EDC2 Website https://www.fhwa.dot.gov/everydaycounts/edctwo/ Questions?
