stsmo focus area 3 traffic incident management … incident management technical advisory group ......

STSMO Focus Area 3

Traffic Incident Management Technical

Advisory Group

2017 Joint Annual Meeting of AASHTO

STSMO and SCOWCT Presentation

September 13, 2017

2

Agenda

• Introduction

• TIM TAG membership support and updates

• TIM TAG Business Plan

• FHWA Executive Leadership Group

• Arizona Secondary Crash Research

• FHWA EDC-4 – Advancing TIM through

Data

• Open Discussion

TIM TAG Co-Chairs

Joey Sagal

Director, Office of

CHART & ITS for

Maryland DOT

17 years of experience in

State DOT operations

22 years Vol. Fire/EMS

Balt.Co. MD

2 years working with

FHWA Resource

Center/Office of

Operations

Tim Lane

Division Director of ADOT

Enforcement and Compliance

Division

30 years of law enforcement

experience for Arizona DPS

3 years working with FHWA

Office of Operations

4

Current TIM TAG Membership

• Chris King – Delaware Valley Regional Planning Commission

• Angie Kremer – MI DOT

• Darin Weaver – OR DOT

• Becky Gibson - NYSDOT

• Todd Leiss – PA Turnpike

• Carl Merckle – OH DOT

• John McClellan – MN DOT

• Eileen Singleton – Baltimore Metro Council

5

Business Plan

• Why have a business plan for TIM?

A lot of great work has been done in TIM across the nation

Different programs are at different levels of maturity

AASHTO has the opportunity to continue the dialog, enhance

the collaboration

Specific focus is needed to maximize volunteer time

investments

Business Plan Details

• Interviewed 12 different AASHTO groups

• Also interviewed and collaborated with:

FHWA Office of Operations

TRB RTSMO TIM Subcommittee

IACP Highway Safety Committee

FHWA ELG

• Collaboration with the National Operations

Center of Excellence

• Subcommittee on Transportation Systems Management &

Operations

• Special Committee on Intermodal Transportation and

Economic Expansion

• Special Committee on Transportation Security and

Emergency Management

• Subcommittee on Transportation Communications

• Subcommittee on Information Systems

• Subcommittee on Transportation Finance Policy

• Subcommittee on Safety Management

• Subcommittee on Design

• Subcommittee on Highway Transport

• Standing Committee on Public Transportation

• Standing Committee on Performance Management

• Standing Committee on Research

• Standing Committee on Highways

How the Business Plan was Created

• Used a strategic planning

approach

For committees that experience

turnover, provides better longevity

Easier to plan volunteer

engagement needs and secure

funding for efforts that exceed

volunteer capacity

Vision

Mission

Goals

Objectives

Strategies


• Two documents resulted

A four-page brochure style

document

Easy to use, easy to understand

Designed to relate the plan to

people that may not have an in-

depth understanding of TIM


• Two documents resulted

A detailed project overview plan

Provides complete descriptions

about each matrix initiative

Includes specific actions

Timeframes

Order of magnitude costs

Groups to collaborate with

10

Vision, Mission and Goals

• Alignment with STSMO

Priorities is Important

• TSMO provides an

overarching framework to

operate highways better

• TIM is an important effort

within the TSMO area

Goals

• 5 Goals

• Diversity to address multiple issues

• Central themes

Internal and External Collaboration

Scalable projects where volunteers can

show progress without consultant

support

Opportunities for big leaps forward, if

properly resourced

• Coordinate extensively within AASHTO to

complement and enhance ongoing

activities

• Serve as the focal point for TIM

collaboration between AASHTO and other

organizations

• Support efforts to nationalize TIM

performance management

• Amplify the value of TIM through traditional

and progressive outreach

• Actively support TIM practitioners

Immediate Term (Within 12 months)

• Formalize TIMTAG

Membership

• Appoint TIMTAG liaisons to

other AASHTO groups

• Create content/sessions for

AASHTO and TSO annual

meetings and activities


• Hold quarterly TIMTAG

meetings

• Build relationships with IACP

Highway Safety Committee

and TRB RTSMO TIM

Subcommittee and Freeway

Ops Committee

• TIMTAG co-chairs participate

in FHWA ELG Meetings


• Work with Subcommittee on

Transportation Finance Policy

to identify TIM funding sources

• Support effort to achieve goals

put forth in Every Day Counts

4


• Promote Traffic Incident

Response Week

• Conduct a TIM Success

Stories Webinar with NOCoE

• Attend Communications

Committee Meeting

• Partner with IACP to distribute

TIM Media Reporter Training


• Conduct a joint webinar on

TIM performance

management with FHWA -

planned

• Identify TIM technologies that

can improve TIM

• Begin identifying best

practices for incentive towing

Short Term (Within 3 years)

• Establish Regional TIMTAG

Groups that align with

AASHTO Regions

• Collaborate with the Research

Advisory Committee to ensure

multidisciplinary research

activities


• Collaborate with TRB RTSMO TIM

Subcommittee and Freeway Ops

Committee to submit research

needs statement

• Establish formal relationships with

the Fire and Towing communities

• Review FHWA’s Guide for the

Selection of Crash Reconstruction

Technology


• Identify opportunities to

continue research on the

impact of secondary crashes

• Adopt a unified TIM business

case


• Collaborate with Transportation

Communications Subcommittee to

develop a marketing campaign

• Collaborate with the Safety

Management Subcommittee to

further connect TIM to safety

engineering

• Develop model social media

outreach campaigns


• Disseminate products that

help DOTs understand how

TIM falls into safety

management

• Publish guidance on how to

sustain safety service patrol

programs

Long Term (Within 5 years)

• Renew the TIMTAG Business

Plan


• Work with IACP to create guidance

on the integration of law

enforcement data into predictive

information.

• Complete a project that studies

historical freeway data to improve

TIM

• Conduct an international scan tour

on the integration of TIM into TMC

software from an IT perspective


• Study the integration of TIM

performance measures with

commercial vehicle telematics

• Achieve widespread adoption

of TIM performance measures

• Develop a recommended

practice for integration of TIM

into TMC software


• Develop business case and

resource materials linking TIM to

economic congestion relief

• Assist with creation of TIM training

designed to educate transportation

agency human resources and

finance personnel on how to hire

TIM staff


• Compile a clearinghouse for

research and development

needs that relate to practical

challenges

• Work with TRAA to develop

incentive towing guidance

Notes about the Plan

• Balance between helping solve

tactical challenges and progressing

the national practice of TIM

• Continued support from STSMO

leadership is essential for success

Can’t slip off the radar

• With sun setting of SHRP2,

continuing funding for TIM activities

needs to be addressed

• TIM Pooled Fund Study is not

included in the plan, but is a high

priority item

May be a partial answer for

accomplishing the TIMTAG Business

Plan

28

FHWA Executive Leadership Group

• ELG 10 held on June 29, 2017

• AASHTO, STSMO, and TIMTAG are present along with

APWA, IACP, IAFC, NVFC, NASEMSO, NEMSMA, NSA,

TRAA

• Delivered TIM TAG Business Plan

• Discussing other key opportunities and action items to

institutionalize TIM within national programs

SPR-740: Reducing Secondary Crashes Through EffectiveTraffic Incident Management

ResearchPurpose,Intent,Vision

RESEARCH DESIGNED TO:

Investigate how TIM strategies and tactics help reduce the risk of secondary crashes, resulting in a benefit to Arizona

RESEARCH INTENDED TO:

Explore the connections among TIM measurements of time spent in an activity and the secondary crashes that occur while TIM is happening

RESEARCH THAT ENVISIONS:

A future condition where a whole community approach to TIM results in shorter delays, fewer injuries and deaths, and minimizes the resulting higher costs born by all of society

Project Overview and Current Status

Talk to leaders: Arizona hosted a multi-state summit that examined how local, state, and multi-state efforts might improve TIM and a report generated that set some goals at each level.

Talk to practitioners: Arizona TIM responders were convened in four locations to do a self-assessment personally and as a group, focused on the real threats, opportunities, weakness, and strengths seen in current programming and in future programming.

Collect and analyze existing data: Arizona DPS provided a set of data from 2011-2015 that identified secondary crashes as a subset of all crashes investigated by DPS during that period.

Calculate risk of secondary crashes: The research team used a security risk calculation equation to establish the relationships among TIM tactics and resultant secondary crashes.

Examine costs of secondary crashes: The research team used existing Federal Highway Administration costs, but looked deeper, including today, at costs not easily captured in dollars and cents. Costs and benefits must be defined if it is to drive investment.

What is the risk model?

CAN WE ESTABLISH RISK PROJECTION?

The relative risk function, adapted for secondary crashes and TIM strategies, takes the following form:

R = f(P2C, PTIME, C)

R = P2C * (1-PTIME) * C

where

R = relative risk

P2C = probability of a secondary crash

PTIME = probability of TIM strategy effectiveness

C = consequence of extended duration


County Primary Secondary P2C Fatal Injury Non-Inj C R

Apache 1,186 20 3.16% 1 7 12 6.323 0.1066

Cochise 1,835 32 3.27% 1 11 20 4.178 0.0729

Coconino 5,129 182 6.65% 1 47 134 1.110 0.0394

Gila 1,583 22 2.61% 2 7 13 10.932 0.1519

Graham 442 2 0.85% 0 0 2 0.079 0.0004

Greenlee 247 0 0.00% 0 0 0 0.0000

La Paz 1,187 42 6.63% 0 16 26 0.677 0.0240

Maricopa 91,242 7,629 15.68% 21 2,529 5,079 0.913 0.0764

Mohave 2,992 94 5.89% 1 33 60 1.842 0.0579

Navajo 1,826 26 2.67% 0 10 16 0.683 0.0097

Pima 6,604 498 14.14% 2 171 325 1.076 0.0811

Pinal 4,374 240 10.29% 1 69 170 1.005 0.0551

Santa Cruz 937 27 5.40% 0 9 18 0.603 0.0174

Yavapai 4,504 149 6.20% 2 48 99 2.114 0.0699

Yuma 1,051 57 10.17% 0 12 45 0.410 0.0222

Total 125,139 9,020 13.51% 32 2,969 6,019 1.000 0.0721

Strategies and Tactics to Mitigate Secondary Crashes

The research team asked itself a question: What TIM strategies might work best in changing driver behaviors to reduce the number and magnitude of secondary crashes.

A TIM strategy/tactic is a planned and coordinated effort aimed at:

protecting responders and motorists;

clearing the roadway and restoring traffic safely and quickly; and

engaging in interoperable communications that is prompt and reliable.

A secondary crash is an incident subsequent to an initial incident:

behind the first incident,

in the opposite direction on adjacent lanes;

connected to the initial incident by a supposition that changes in traffic flow in both directions contribute directly to the secondary crash.

Can We Look at Some Examples of TIM Strategies and Tactics?

COMMUNICATION TO ALERT DRIVERS: Public Education to Responders, Community

Advance Warning Applied On-Scene

Advance Warning through Traveler Information

QUICK CLEARANCE: Policy, Procedure Development and Deployment

Strategic Technology Investment

Strategic Highway Design

RESPONDER SAFETY Training of TIM Practitioners

Sharing of Information Among Disciplines

Multi-Disciplinary Drills and Exercises

What Kind of Costs Are We Talking About?

To date, the collection of cost data has been focused on the individual costs and societal costs. Perhaps that is because life safety is always our top concern.

For that reason, individual costs/impacts are the most widely used as measures.

On-scene costs include response to transportation infrastructure damage, and all responder agency costs of materials, equipment, and personnel.

Individual costs include lost jobs, time, wages, medical and disability expenses, and an overall reduced quality of life in the most severe circumstances

Agency costs include negative public opinions, worker productivity impacts, claims, and in the most severe cases, shorter infrastructure life span.

Societal costs include lost time (congestion), lost profit, delays, and lost productivity as a result of individual costs

THE DIFFICULTY IN CAPTURING COSTS IS A FUTURE OPPORTUNITY.

Secondary Crash Cost Categories

On

-Sce

ne

• Transportation infrastructure and roadside features

• Fire dispatch and clean up• Ambulance dispatch and transport• Law enforcement investigation• Specialized Clean-up

Ind

ivid

ua

l

• Lost time• Lost wages• Lost job• Hospitalization & After-care• Long-term medical care• Disability• Reduced earning potential• Reduced quality of life

Ag

en

cy

• Reduced infrastructure life-span• Lost productivity• Worker compensation • Disability claims• Negative Publicity

So

cie

ty

• Lost time• Lost money• Freight delay• Lost productivity

The Trouble With Response to the Next Crash or Incident

The secondary crash is particularly difficult in terms of assessing cost.

Often, the initial crash uses a majority of local resources.

When the secondary is a serious incident or crash, the fact that local resources are occupied means a delay in response, or minimal response, until:

resources dispatched to the original incident are available to assist,

resources must be called from further away to assist

resources can negotiate the backlog from the original incident

Using Data to Improve Traffic Incident Management

Overarching Goals:

Expand collection of uniform TIM data.

Improve the quality of the data collected.

Analyze data to track performance and identify areas for improvement.

EDC4 Using Data to Improve TIM

43

36 States Adopted the TIM Data Innovation –End Goal 2018

41

What Progress is Planned?

25 States are a one-stage jump.– 12 are development to demonstration– 7 development to demonstration.– 6 assessment to institutionalization.

7 States are two-stage jump.– 1 demonstration to

institutionalization.– 6 are development to assessment.

4 States are three-stage jump.– Development to Institutionalization

(MD, AZ, NJ, UT, OH).– primarily looking to add third PM.

Among 15 not implementing.– They span from Dev (Idaho) to

Institutionalized (WA).

42

Development

Demonstration

Assessment

Institutionalized

33%

19%

17%

19%

11%

3%

Kick-off meetings

Regional workshops

Implementation plans

Webinars

Peer exchanges

Training

Technical Assistance

Making Progress - Initial Approach

43

Model Minimum Uniform Crash Criteria (MMUCC)

• MMUCC offers voluntary guidance on data elements that states might include in crash reporting systems

• Historically secondary crashes were not included.

• 2017 version of the MMUCC will now include secondary crash as a crash data element via a “Yes/No” code.

• The NEW data element will be in MMUCC Section C2, “Crash Classification” which is in the very first section CRASH DATA ELEMENTS that describe the overall characteristics of the crash.

44

Model Minimum Uniform Crash Criteria (MMUCC)

• MMUCC offers voluntary guidance on data elements that states might include in crash reporting systems.

• Historically Roadway Clearance Time not included.

• 2017 version of the MMUCC will now include roadway clearance time as a

date/time field when roadway.

• The NEW data element will be a subsection in MMUCC Section C3 “Crash

Date and Time” which is in the very first section CRASH DATA ELEMENTS

that describe the overall characteristics of the crash.

45

46

Open Discussion

• Questions, comments and expressions of optimism are

welcome

• What opportunities for collaboration do you see?

47

Thanks for the continued support

Joey Sagal

[email protected]

410-582-5605

Tim Lane

[email protected]

602-712-8753

mailto:[email protected]

mailto:[email protected]

stsmo focus area 3 traffic incident management … incident management technical advisory group ......

Documents