Interstate 93 Corridor Traffic Incident Management Plan. FINAL August Submitted to: New Hampshire Department of Transportation

Transcription

1 FINAL August 2005 Submitted to: New Hampshire Department of Transportation Submitted by: Edwards and Kelcey

2 TABLE OF CONTENTS Chapter 1: Project Background OVERVIEW PROJECT PARTICIPANTS Technical Advisory Committee Regional Stakeholders Project Timeline I-93 TRAFFIC INCIDENT MANAGEMENT PLAN DEVELOPMENT PROCESS VISION, GOALS, AND OBJECTIVES PERFORMANCE MEASURES...10 Chapter 2: Current Practices, Challenges, & Opportunities I-93 CORRIDOR GENERAL CHARACTERISTICS Interstate 93 (I-93) Parallel Arterial Routes Connectors TRAFFIC INCIDENT MANAGEMENT INITIATIVES Current Initiatives Planned Initiatives Other Related Projects Traffic Incident Management Needs...19 Chapter 3: Concept of Operations INCIDENT DETECTION AND VERIFICATION INCIDENT ASSESSMENT AND RESPONSE LEVEL 3 NHDOT INCIDENT RESPONSE EXAMPLE SCENE MANAGEMENT GUIDELINES Incident Command System (ICS) National Incident Management System (NIMS) Moving Vehicles Emergency Traffic Control ALTERNATE ROUTE GUIDELINES Implementation Operation of Traffic Along Alternate Routes Return to Normal Conditions COMMUNICATIONS AND INTEROPERABILITY WORK ZONE CONSIDERATIONS Agency Roles and Responsibilities Incident Response Agency Responsibilities...35 Chapter 4: Strategies and Deployments INSTITUTIONAL STRATEGIES TECHNOLOGY / ITS DEPLOYMENTS OTHER STRATEGIES AND DEPLOYMENTS...48

3 Chapter 5: Implementation and Program Management PROGRAM LEADERSHIP TRACK PROJECT DEPLOYMENT AND INSTITUTIONAL RECOMMENDATIONS UPDATE I-93 TRAFFIC INCIDENT MANAGEMENT PLAN PROVIDE TECHNICAL SUPPORT AND ASSISTANCE EVALUATE PROGRAM AND PROJECTS PROMOTE I-93 TIMP ACTIVITIES PROVIDE TRAINING OPPORTUNITIES THE PATH FORWARD...59 LIST OF TABLES Table 1.2.3: Strategic Deployment Plan Chronology...7 Table 2.1.1: I-93 Full Access Interchanges...12 Table 2.1.2: Key Parallel Routes...13 Table 2.1.3: Connector Routes...14 Table 2.2.5: I-93 Corridor Traffic Incident Management Needs...21 Table 3.2: Incident Levels and NHDOT Associated Actions...24 Table 4.3: I-93 Traffic Incident Management Program Strategy Matrix...50 LIST OF FIGURES Figure 3.0: Potential NHDOT Traffic Incident Management Process...22 Figure 3.3: Potential Level 3 NHDOT Incident Response...26 Figure 3.8.2: Agency Information Flows during Incident Response...37 Figure 5.1: I-93 TIM Program Institutional Structure...54 APPENDICES Appendix A: Detour Routes and Maps Appendix B: Sample Memorandum of Agreements (MOAs) Appendix C: I-93 Corridor Traffic Incident Management Contact List

4 C HAPTER 1: P ROJECT B ACKGROUND The (I-93 TIMP) has been an effort led by the New Hampshire Department of Transportation (NHDOT) in cooperation with the Federal Highway Administration (FHWA) and regional stakeholders. The overall vision of the I-93 TIMP is the seamless management of traffic and emergency operations across multiple jurisdictional and agency boundaries for the I-93 Corridor in New Hampshire, from the Massachusetts State Line to the I-93/I-293 Interchange in Manchester. This management will be facilitated through the establishment of cooperative strategies, agreements, and the integration of advanced technologies. The I-93 TIMP project limits include the parallel arterial routes and east-west connectors to I-93, as well as the mainline in New Hampshire from the Massachusetts State Line to the I-93/I-293 Interchange in Manchester. The also includes areas of influence beyond the project limits to take advantage of regional traffic diversion opportunities. The project area is show in Figure 1.1. The I-93 TIMP employs a philosophy that emphasizes efficient performance of transportation facilities during an incident through regulatory, management, operational, and traffic engineering strategies. In general, the I-93 TIMP promotes cooperation, coordination, information sharing and the application technology-based solutions, such as the use of dynamic message signs (DMS) to disseminate traffic information to motorists, and traffic signal coordination to increase throughput on alternate routes during incidents along the I-93 corridor. In addition, by improving the exchange of information among agencies, the NHDOT, New Hampshire Emergency Communication Section (NHECS), Emergency Responders and local municipalities can react more effectively to incidents on I-93, and minimize and manage the impact to local streets and services. Development of this Plan has included an examination of the primary and secondary parallel alternate routes to I-93, identification of cooperative strategies and technologies that would aid in alleviating congestion, and recommendations for operations and maintenance roles and responsibilities. Also included in this Plan are recommended strategies and project deployments, which have been prioritized. 1.1 OVERVIEW The is the beginning of a multi-stage program for improved traffic incident management, which includes the proposed Transportation Management Center and I-93 Intelligent Transportation Systems (ITS) deployment. With proper guidance and funding, the I93 TIMP will evolve into a formal and sustained traffic incident management program. This plan encompasses the I-93 Corridor from the Massachusetts State CHAPTER 1 PROJECT BACKGROUND 3

5 Line to the I-93/I-293 Interchange in Manchester. This section of I-93 runs through the municipalities of Salem, Windham, Derry, Londonderry, and Manchester. In 2003, the Average Daily Traffic (ADT) along I-93 ranged from 77,000 vehicles per day north of Exit 5 in Manchester to 114,000 vehicles per day south of Exit 1 in Salem. Figure 1.1: Project Overview Map In addition to the high AADT, traffic incidents have occurred regularly on I-93 within the project limits. The incidents vary in severity, from debris on the Interstate to overturned tractor-trailers, which cause motorists to seek detours on local streets, spreading congestion onto the parallel roads. It has become evident that a corridor-wide traffic incident management solution has become increasingly critical to keep people and goods moving. As a result, NHDOT has sponsored the development of this plan to improve traffic flow during incident conditions along the I-93 corridor, building on the current efforts of regional stakeholders. CHAPTER 1 PROJECT BACKGROUND 4

6 1.2 PROJECT PARTICIPANTS The I-93 TIMP is a joint effort between multiple government agencies and municipalities along the I-93 Corridor as well as stakeholders outside of the corridor (such as MassHighway and the Massachusetts State Police) with 31 separate agencies participating in the development of the Plan. Project participation was established as a two-tiered format: the Regional Stakeholders and the more focused Technical Advisory Committee (TAC) Technical Advisory Committee The TAC was responsible for guiding the progress and direction of the Traffic Incident Management Plan, and approved all major decisions. The following agencies were members of the TAC: Federal Highway Administration (FHWA) Massachusetts Highway Department ITS Operations Massachusetts State Police New Hampshire Department of Safety State Police New Hampshire Department of Transportation (NHDOT) Division of Operations Maintenance District 5 Town of Derry Highway Department Town of Londonderry Department of Public Works Town of Salem Town of Salem Fire Department Community Development Department Town of Windham Fire Department Regional Stakeholders The Regional Stakeholders provided the input necessary to develop the Traffic Incident Management Plan. Two Stakeholder Workshops were held to gather the knowledge and experience of the participants involved. Participants from each municipality included personnel associated with the local government, administration and public works, police force, and emergency services. In addition to the TAC, the following organizations were involved as Regional Stakeholders: CHAPTER 1 PROJECT BACKGROUND 5

7 Al s Automotive and Truck Center Central New Hampshire Regional Planning Commission City of Manchester Derry Fire Department Federal Motor Carrier Safety Administration Federal Highway Administration Manchester Police Department Massachusetts Highway Department Massachusetts State Police Nashua Regional Planning Commission New Hampshire Bureau of Emergency Services New Hampshire Towing Association New Hampshire Department of Safety New Hampshire Department of Transportation New Hampshire Fire Academy New Hampshire International Speedway New Hampshire State Police Troop A New Hampshire State Police Troop B New Hampshire Towing Association Rockingham Planning Commission Salem Fire Department Salem Police Department Southern New Hampshire Regional Planning Commission State of New Hampshire Town of Derry Town of Londonderry Town of Salem Town of Windham Windham Fire Department Windham Police Department Woody's Auto Repair and Towing, Inc. CHAPTER 1 PROJECT BACKGROUND 6

8 1.2.3 Project Timeline Stakeholder participation was a key to the development of the Traffic Incident Management Plan. Stakeholders were engaged in the process through a variety of meetings and working sessions. Table provides a chronology of events in the development of the Traffic Incident Management Plan. TABLE 1.2.3: STRATEGIC DEPLOYMENT PLAN CHRONOLOGY MEETING, MEMO, DELIVERABLE, PRESENTATION, NTP Project Kick-Off Meeting Stakeholder Workshop #1 TAC Meeting #1 SUBJECT Project History, Identification of Stakeholders, Project Goals, Project Scope and Schedule, Project Administration Fact finding; Identify Transportation Incident Management Needs; Define Vision, Goals, and Objectives of the Program Adopt Program Vision, Goals, and Objectives; Prioritize Needs; Discuss I-93 TIMP components DATE July 2004 September 2004 December 2004 Deliverable DRAFT I-93 TIMP February 2005 TAC Meeting #2 Stakeholder Workshop #2 TAC Meeting #3 (Final Meeting) Comments on the draft I-93 TIMP. Planning for stakeholder workshop #2 Present concepts and recommendations to stakeholders. Select priority strategies and deployments. Present Final I-93 TIMP strategies and deployments. Discuss Program Management and Sustainability February 2005 March 2005 April 2005 Deliverable FINAL I-93 TIMP August I-93 TRAFFIC INCIDENT MANAGEMENT PLAN DEVELOPMENT PROCESS As shown in the previous section, this Strategic Deployment Plan was created though a logical process involving a multitude of stakeholders. The process began with an inventory and assessment of existing incident management practices. This was the foundation of the needs assessment for the I-93 TIMP. Strategies and projects were then recommended to meet the Vision, Goals, and Objectives of the I-93 TIMP and launch a sustainable Traffic Incident Management Program for the corridor. The overall process does not end with the publication of this plan. I-93 TIMP stakeholders are recommended to form an Incident Management Team to continue project deployment and refinements to the I-93 Corridor Traffic Incident Management Program. CHAPTER 1 PROJECT BACKGROUND 7

9 The following elements comprise the I-93 development process: Vision, Goals, and Objectives Performance Measures Existing Conditions and Needs Assessment Recommended Strategies / Deployments Program Implementation Evaluation Vision, Goals, and Objectives The Vision for a Traffic Incident Management Program along the I-93 Corridor guides the direction of the project team for establishing the goals of traffic incident management, and to a certain extent, the process to achieve these goals. In order to bring focus to the I-93 TIMP process, it is imperative to grasp the Goals and Objectives of the program. Therefore, the overall Vision is supported by a formal set of Goals and Objectives. Performance Measures Performance measures are developed to determine the effectiveness of a strategy or deployment. This is most clearly applied in terms of quantification of a stated objective, such as the measurement of time, but may also be measured in qualitative data such as responder observations or public feedback. For example, the measurement of time (in minutes) may be a performance measure for incident detection and verification. Existing Conditions and Needs Assessment Before recommending strategies and activities for improved incident management along the corridor, the strengths and weaknesses of the existing activities must be understood (essentially what works, and what does not work). Through a detailed inventory of the existing conditions, the Needs for the program are defined and documented. Recommended solutions to reconcile these Needs must also meet the stated Goals and Objectives of the program. This back check process is referred to as traceability. Recommended Strategies / Deployments Strategies and Deployments are specific activities employed to produce a certain outcome. If the desired outcome is the reduction in delay, then the specific activity may be to provide a Motorist Assistance Patrol to reduce delay during the peak hours. A successful traffic incident management program must consider a combination of Strategies (people related activities) and Deployments (improvements and technology that enable improved TIM activities). Program Implementation A traffic incident management program is a combination of tactics and activities. This generally includes operational, procedural, and technical alternatives combined in a comprehensive system to support the Vision, Goals, and Objectives of the Program. Implementation is essentially installing the recommendations outlined in this Plan. CHAPTER 1 PROJECT BACKGROUND 8

10 Program Evaluation An essential part of any sustainable program is Program Evaluation. Evaluation applies the performance measures to the program through a formal review process. This can be achieved by incorporating tactics into regularly scheduled evaluations, collecting before-and-after data on specific objectives, and building performance monitoring into service contracts. 1.4 VISION, GOALS, AND OBJECTIVES The project team established the Vision, Goals, and Objectives as the first order of business in the development of this. The Vision, Goals, and Objectives were built through stakeholder consensus and were adhered to throughout the development of this Plan. VISION STATEMENT The overall vision of the I-93 TIMP is for the traffic and emergency operations of the I-93 Corridor will be managed seamlessly across multiple jurisdictional and agency boundaries, with the assistance of cooperative strategies, agreements, and the integration of advanced technologies. In order to achieve this vision, the I-93 TIMP documents the necessary institutional strategies and outlines specific project deployments that will enable seamless transportation management of the I-93 corridor. To bring focus to the process of developing an effective for the I-93 Corridor, it is imperative to embrace the Goals and Objectives of this effort. Effective traffic incident management emphasizes the cooperation and communication among various agencies. In addition, by improving the technology for incident detection and traffic management, NHDOT can react more effectively to incidents on I-93 to minimize the impact to local service and streets. The Goals and related Objectives of the I-93 TIMP are: GOAL #1: Minimize the impacts of incidents on the I-93 Corridor and surrounding communities. Objectives: Identify key issues through stakeholder input and historical data. Develop institutional strategies that will improve and enhance inter-agency coordination. Implement technology based projects to provide effective tools for traffic management. CHAPTER 1 PROJECT BACKGROUND 9

11 GOAL #2: Improve safety at the incident scene Objectives: Provide safe, efficient access for emergency responders to the incident scene. Provide effective on-scene traffic control. Enhance coordination among agencies at the incident scene. GOAL #3: Reduce the probability of secondary incidents. Objectives: Enhance incident detection and verification. Provide motorists approaching incident with traveler information. GOAL #4: Foster inter-agency cooperation Objectives: Promote cross-cutting training opportunities. Formalize inter-agency communications through standard protocols. GOAL #5: Establish a sustainable Traffic Incident Management Program for the I-93 Corridor. Objectives: Identify dedicated funding steams for Incident Management activities. Develop performance measures for tracking and investment evaluations. Establish a Traffic Incident Management (TIM) Team for the corridor. 1.5 PERFORMANCE MEASURES Incident management programs can reduce the effects of incident-related congestion by decreasing the time to detect incidents, the time for responding vehicles to arrive at the incident scene, and the time required for traffic to return to normal conditions. Incident management programs can make use of a variety of surveillance technologies as well as enhanced communications and other technologies that facilitate coordinated incident response. CHAPTER 1 PROJECT BACKGROUND 10

12 Tracking the progress of a program s performance through an evaluation process is critical to long-term success of the program. For a future evaluation to be useful, the performance measures must be tied to the Goals and Objectives of the program. They must also be measurable, so that the evaluation represents factual data. The core stakeholders and TAC should jointly select the performance measures ensuring that the program participants do not interpret the objectives differently. This will also reinforce the commitment to collecting, analyzing, and revising, as necessary, the program based on the results of the evaluation. The performance measures recommended for the I-93 TIMP include: Number of primary and secondary traffic incidents along I-93 Travel time Incident detection time Incident verification time Incident response time Incident clearance time Traveler information dissemination Data recording of existing conditions must start immediately to ensure that a proper analysis of performance measures can be conducted. Traffic Incident Management Programs in other areas of the country have yielded significant improvements, which have in turn, provided evidence for soliciting funding allocations and maintaining a high level of support. For example, the following benefits have been documented as a result of other Incident Management Programs: The Coordinated Highways Action Response Team (CHART) in Maryland found that the system reduced average incident duration 57% in 2000 and 55% in Delay savings identified in studies of systems in Minnesota, Colorado, and Indiana yield benefits of $1.2-$1.8 million/yr. Reductions in incident-related delay also lead to fuel savings and related emissions reductions. A simulation study of the San Antonio, Texas, TransGuide system of freeway and incident management found the system saved an average 2,600 gallons of fuel during major incidents. I-93 TIMP Strategy: A responsibility of the Traffic Incident Management Team is to select appropriate performance measures and ensure that the required data collection is completed for every project deployment. CHAPTER 1 PROJECT BACKGROUND 11

13 C HAPTER 2: C URRENT P RACTICES, C HALLENGES, & O PPORTUNITIES 2.1 I-93 CORRIDOR GENERAL CHARACTERISTICS The I-93 Corridor is a network of roadways that support the movement of people and goods between Massachusetts and central and northern New Hampshire. These roadways include an interstate (I-93), major arterials (north-south diversion routes and east-west connectors), and local streets. In many cases, the amount of traffic that can be diverted from the Interstate will be limited by the capacity of both the east-west connectors as well as the primary north-south diversion routes, as most of the connector roadways are only two-lane local roadways. Traffic flow through these arterials and connectors must be made as simple and efficient as possible. This will limit the amount of decisions that must be made by drivers and maximize the capacity of these roadways by utilizing standard traffic engineering tools and techniques. The connectors, as well as the parallel arterial routes, must be monitored and managed as part of an overall traffic management plan so that efficient end-to-end operation of the roadways can be accomplished Interstate 93 (I-93) I-93 is a major limited-access north-south interstate highway with its southern terminus in Canton, MA, in the Boston metropolitan area at Interstate 95, and its northern terminus near St. Johnsbury, VT, at Interstate 91. It has approximately 47 miles in Massachusetts, 132 miles in through New Hampshire, and 11 miles in Vermont. This Plan is focused on the portion of the I-93 Corridor in New Hampshire, from the Massachusetts State Line to the I-293 Interchange in Manchester, NH. The Interstate is a limited-access facility with a posted speed limit of 65 mph that predominantly consists of 2 travel lanes in each direction. Within this project area, there are six (6) full access interchanges, as indicated in table TABLE 2.1.1: I-93 FULL ACCESS INTERCHANGES EXIT ROUTE MUNICIPALITY I-93 Massachusetts 1 Rockingham Park Blvd Salem, NH 2 Pelham Road Salem, NH 3 Route 111 Windham, NH 4 Route 102 Londonderry, NH 5 Route 28 Londonderry, NH I- 293 Manchester CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 12

14 In 2003, the Average Daily Traffic (ADT) along I-93 ranged from 77,000 vehicles per day north of Exit 5 in Manchester to 114,000 vehicles per day south of Exit 1 in Salem. In addition to the high AADT, traffic incidents on the Interstate occur regularly, (especially during inclement weather). These incidents vary in severity, from debris on the Interstate that cause a minor delays, to overturned tractor-trailers that have resulted in the closure of the interstate for several hours. In each case, these incidents can cause motorists to seek alternate routes on already congested local streets, exacerbating the congestion on these parallel roads Parallel Arterial Routes Within the study area, there are a limited number of predominant north-south parallel routes to I- 93, on both the east and west sides of the Interstate. These parallel routes and their characteristics are outlined in the table below. Beyond the study area, major regional northsouth parallel routes include I-95, the F.E. Everett Turnpike, and I-293 in Manchester. TABLE 2.1.2: KEY PARALLEL ROUTES ROUTE NH 28 (from 213 to Rockingham Park Boulevard) NH 28 (from Rockingham Park Boulevard to NH 97) AADT # OF TRAFFIC SIGNALS LENGTH OF ROUTE AVG. # LANES PER DIRECTION 28, to 2 21, NH 28 (from NH 97 to NH 111) 18, NH 28 (from NH 111 to NH 102) 12, NH 28 (from NH 102 to NH 128) 22, NH 28 (from NH 128 to NH 101/I293) 18, NH 128 (from NH 102 to NH 101) 10, NH 128 (from NH 111 to NH 102) 14, NH 28 Bypass (from NH 28 to NH 101) 6, Hampshire Road / Cross Street / South Policy Street (from NH 28 to NH 97 in Salem) Lowell Road / Windham Road (from NH 111 to NH 28) 6, , Connectors Within the study area, there are also several key east-west roadways that connect the diversion routes to I-93. They are as essential as the diversion routes themselves. These CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 13

15 connectors and their characteristics are outlined in the table below. Beyond the study area, major east-west connector routes include NH 101, I-293 and I-495 in Massachusetts. TABLE 2.1.3: CONNECTOR ROUTES CONNECTOR ROUTE Rockingham Park Boulevard (from Exit 1 to NH 28) AADT # OF TRAFFIC SIGNALS LENGTH OF ROUTE AVG. # LANES PER DIRECTION 33, NH 97 (from Exit 2 to NH 28) 10, NH 111 (from NH 128 to Exit 3) 14, NH 111 (from Exit 3 to NH 28) 22, NH 102 (from NH 128 to Exit 4) 33, to 2 NH 102 (from Exit 4 to NH 28) 24, NH 102 (from NH 28 to NH 28 Bypass) 14, Auburn Road / Beaver Brook Road (from NH 28 to NH 28 Bypass) 2, TRAFFIC INCIDENT MANAGEMENT INITIATIVES Presently, NHDOT staff offers a supporting role in traffic incident management activities on I-93 and provides necessary resources such as sand trucks and traffic control devices. NHDOT plans to increase its role in Incident Management by performing regional Traffic Management during an incident on the Interstate. Recently, NHDOT has engaged in several activities (including the development of this plan) to mitigate traffic congestion resulting from incidents. These efforts have resulted in active stakeholder involvement and multi-agency cooperation in which separate entities join together to strategize and prioritize various traffic mitigation plans on a proactive basis Current Initiatives NHDOT is currently involved with the following efforts related to Incident Management: Statewide Traffic Incident Management Protocol CARS / 511 System Quick Clearance Legislation CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 14

16 Statewide Traffic Incident Management Protocol In May 2003, four state agencies (Department of Transportation, Department of Safety, Department of Health and Human Services, and the Department of Environmental Services) signed a Memorandum of Understanding (MOU) supporting the creation and implementation of a Statewide Traffic Incident Management Protocol. This plan is being developed for the I-93 Corridor, and will be expanded statewide. CARS / 511 System Currently, traveler information is available to motorists on the Interstate or the parallel alternate routes. There is an operational system ( along the corridor, which provides details on weather related road conditions, traffic incidents, and highway construction. More detailed information for the I-93 Corridor is not yet available because of a lack of a detector/surveillance system along the I-93 Corridor. The CARS 511 system will continue to evolve as one comprehensive and timely source of data that ultimately improves the quality and quantity of information available to motorists. Quick Clearance Legislation About half of the states have laws that require drivers involved in minor property damage crashes (no injuries) to moves their vehicles, if they can be driven, to a safe location out of traffic lanes. These laws, generally called "Move It", or "Steer It, Clear It" laws, are very helpful not only in quickly opening traffic lanes, but also increasing the safety of motorists who are often tempted to get out of their vehicles to talk to each other, inspect damage and exchange insurance information. Quick clearance policies can also include immediate tow-away policies, especially in proximity to metropolitan areas, to ensure the timely removal of disabled vehicles from roadway shoulders. This reduces the potential for moving traffic colliding with parked vehicles. While removal of the vehicles is typically at the expense of the owners, increasingly many of these vehicles are derelicts, abandoned by their owners. Once towed, these abandoned vehicles can become a financial burden to tow companies who have to store, and then scrap them. Working with the towing and recovery companies on development of traffic incident management policies helps mitigate these financial impacts. The New Hampshire Quick Clearance Policy includes the following components: Provides authority for the prompt clearance of roadways in emergencies; Establishes the duties of a motorist approaching a highway emergency or blockage; Requires motorists to avoid blocking roadways whenever possible; Requires drivers of vehicles involved in an accident to move the vehicle to an untraveled portion of the highway if possible. CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 15

17 2.2.2 Planned Initiatives NHDOT is currently involved with the following two efforts related to Incident Management on the I-93 Corridor: I-93 Intelligent Transportation Systems (ITS) Deployment New Hampshire Traffic Management Center (TMC) I-93 Intelligent Transportation Systems (ITS) Deployment This project will deploy an Advanced Transportation Management System (ATMS) along the corridor. This ATMS will provide the eyes for improved incident detection, verification and response. It is envisioned that the following ATMS components will be installed: Closed Circuit Television (CCTV) Cameras Dynamic Message Signs (DMS) (Portable) Vehicle Detection (VD) Roadway Weather Information System (RWIS) Low Power FM / Highway Advisory Radio (LPFM/HAR) 511 Web Page and 511 Traveler Information Phone System connectivity The scope of this system will extend beyond the I-93 corridor to facilitate traffic management. It is expected that this system will be in place before the construction associated with the I-93 Widening begins. New Hampshire Traffic Management Center (TMC) The New Hampshire Department of Transportation and the New Hampshire Department of Safety are collaborating on the development of a joint Transportation Management Center (TMC) and an Emergency Management Center (EMC) to be located on the campus of the New Hampshire Fire Academy in Concord, New Hampshire. This Incident Management Center (IMC) is envisioned to be a new, fully functional, self-contained building housing the communications and computer infrastructure necessary to coordinate the transportation management system and the incident/emergency management operations throughout the state. This center will control the I-93 ATMS Other Related Projects In addition to current and planned Incident Management initiatives, there are also a number of related efforts, which have an impact on Incident Management activities along the corridor. These related projects include: CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 16

18 New Hampshire Statewide ITS Architecture I-93 Reconstruction Salem Route 28 Corridor ITS Project New Hampshire Statewide ITS Architecture On April 8, 2001, the FHWA and FTA published the final rule (FHWA) and policy (FTA) on ITS Architecture and Standards. The Rule/Policy states that if the architecture is to fulfill the objective of promoting ITS integration within a region, a regional ITS architecture must define how agencies, modes, and systems will interact and operate. The Architectures Process will include the I-93 ATMS, Traffic Management Center, Salem ITS Deployments, and related ITS deployments in both Massachusetts and New Hampshire. I-93 Widening Project The I-93 reconstruction project will widen the highway from two lanes to four lanes in each direction. Five interchanges will be reconstructed and reconfigured, and forty bridges will be replaced or reconstructed. Additional Park and Ride facilities will be constructed to provide bus service at Exits 2, 3, and 5. This construction will be completed in stages over a multi-year timeframe. Salem Route 28 Corridor ITS Project The Town of Salem has conduced a needs assessment and developed an ITS Master Plan to identify the transportation system needs that can be addressed through the deployment of ITS technologies. Identified systems include: Increased traffic signal coordination and central control Network surveillance of strategic intersections and roadway segments Coordination with the I-93 ATMS Traffic Incident Management Issues During the stakeholder involvement process, it became evident that there are several deficiencies within the corridor that increase the difficulty of efficiently and actively managing traffic congestion associated with incidents. The major issues and deficiencies, summarized as part of an overall Needs Assessment for the I-93 TIMP, are identified below: Difficulty with Incident Detection and Verification Emergency responders reported incident detection and verification was one of the biggest issues related to Traffic Incident Management along the corridor. Delays in finding the incident scene are a source of concern for both the victims of the crash and the traveling public oftentimes unaware of the source of traffic congestion. Improved monitoring systems such as CCTV and access such as emergency turnarounds can help improve detection and verification times. CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 17

19 Lack of Wayfinding Signage along Parallel Alternate Routes In many cases, motorists that migrate away from the Interstate during an incident may not be familiar with the surrounding roadway network. This subsequently leads to motorist indecision, stoppages along the parallel route for guidance and route confirmation, and unnecessary turning movements. These activities compound the issue of limited capacity along the parallel routes and result in further decreased traffic flow. Lack of Coordinated Traffic Signal Operations along Parallel Alternate Routes Often in the case of an incident on I-93, traffic diverts from the Interstate to one of the several key signalized alternate routes. However, currently there is no plan, operational policy, or infrastructure in place to provide event traffic signal timing patterns along these routes. More often than not, the signals simply run their normal time-of-day program even though the traffic demand on a particular roadway may have doubled or tripled within minutes. In some cases, local police will man key intersections in an attempt to manually optimize the movement of traffic along these routes. However, it is important to note that there are rarely enough officers on duty to properly monitor all of the key intersections along a particular route. Also, when police officers are stationed at individual intersections, they do not have the ability to monitor adjacent signalized intersections or the overall view of traffic on the route unless they pro-actively communicate with officers at other intersections. The combination of these issues results in unintentionally inconsistent and uncoordinated operation along parallel alternate routes that creates extensive queuing and inefficient movement of traffic along the route, as well as a potentially inefficient use of the green time that is allotted to the primary route. More importantly, the responders time may be better used in another area, even assisting with the incident itself. Lack of Roadway Monitoring along the Interstate and Parallel Alternate Routes Motorists traveling on the Interstate have limited access to accurate and timely traveler information. Due to the lack of surveillance (CCTV monitoring and vehicle detectors), travel time and congestion information is often lacking in sufficient detail needed to make transportation mode and route choices. Lack of Traveler Information Dissemination There are currently no devices along the local roadways that provide real-time information regarding traffic conditions. As previously mentioned, the only traveler information available is provided by the system and local radio station traffic reports, which are often based upon either roving radio station vehicles or motorists/local police relaying information about their current view of a situation, oftentimes unable to discern the greater implications of the incident. As such, there is currently great difficulty in understanding the operation of the roadways in real time. CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 18

20 Lack of Information Exchange among Responders As reflected in stakeholder discussions, the biggest concern among the emergency responders is lack of communication. While, each responder group (fire, police, EMS, NHDOT, tow trucks) is willing to improve coordination and cooperation, effective strategies must be formalized and reinforced with proper training. One example is the selection of towing equipment. Extensive delays in clearing incidents are common due to requests for towing equipment that is not sufficient for the clearing activities. Lack of Established Incident Management Program and Funding There is currently no dedicated funding specifically for an I-93 TIM Program. Even if responders know what they need to improve TIM activities along the corridor, little can be done without the proper training and funding. A dedicated source of funding for training as well as the construction, operations, and maintenance of TIM-related ITS systems would greatly improve TIM activities in the region. An established program also provides the necessary institutional framework required for effective inter-agency coordination and cooperation. Lack of Documented Roles and Responsibilities There are no defined plans for handling traffic that diverts from the Interstate to parallel alternate routes, as the available resources to assist in traffic management along these routes vary within each of the adjacent municipalities that border the Interstate Traffic Incident Management Needs An important part of the I-93 TIMP development process has been the identification of Traffic Incident Management Issues along the corridor. The recommended strategies and deployments set forth in this Plan are designed to specifically address the documented needs of the corridor. The objective is not to simply recommend strategies and deployments because they are available, but rather to specifically tailor recommendations based on the Traffic Incident Management needs of the region. The Issues answer the question What are the problems with IM along the corridor? The Needs answer the questions What do we need to do to address these problems with IM along the corridor? The Traffic Incident Management needs in the corridor were identified and ranked through the stakeholder involvement effort. The identified needs were classified into five specific categories and assigned a relative priority of high, medium, and low. The categories include: Safety Alternate Route Congestion Emergency Responder / On-Scene Communication, Coordination, & Cooperation Institutional, Programming, and Funding CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 19

21 These categories are not necessarily presented in order of priority. It should be noted that many of the needs are inter-related or overlap. Safety Safety is the paramount concern of traffic incident management activities. Safety considerations include victims, emergency responders, and other motorists (secondary incidents). There are a number of strategies that can improve traffic incident management while continuing to make safety the top priority. Better detection / verification systems and traveler information will help reduce secondary incidents. Alternate Route Congestion Due to the limited and highly commercial roadways network surrounding the corridor, the alternate routes become heavily congested when an incident occurs on I-93. Mitigating this congestion through traffic signal and other innovative improvements is considered a priority item for IM along the corridor. Emergency Responder / On-scene The emergency responders have a number of needs related to access to the site as well as detection and verification of incidents. These needs are inter-related to safety as the improvement of emergency responder activities will increase safety and decrease congestion related to incidents along the corridor. Communication, Coordination, & Cooperation As was noted during Workshop #1 by several stakeholders, improved communications between responders is the most important need for improved IM operations. Incident Management is a team effort, and the team is comprised of several different agencies with distinct responsibilities. The ability for a team to work cohesively by breaking down inter-agency barriers is the key to a successful IM Program. The technology and ITS deployments are only tools to the program. The full benefit of an incident management program will only be realized through seamless communication and cooperation along all involved agencies. Institutional, Programming, & Funding The driving force that is needed to maintain an IM Program is institutional support through a dedication to training and funding IM initiatives. Without high-level agency support, a sustainable IM Program becomes impossible to achieve. While these needs are not the most pressing from a day-to-day perspective, they are vital for the long-term success of the program. A summary of the Traffic Incident Management Needs is presented in Table These needs were summarized and then ranked in order of priority based on stakeholder responses. The TAC considered crucial areas and refined the identified Needs. CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 20

22 TABLE 2.2.5: I-93 CORRIDOR TRAFFIC INCIDENT MANAGEMENT NEEDS TIM CATEGORIES NEEDS RELATIVE PRIORITY Safety Alternate Route Congestion Emergency Responder / On- Scene Communication, Coordination, & Cooperation Institutional, Programming, & Funding Ensure safety of emergency responders Ensure safety of victims Ensure safety of motorists Reduce secondary incidents Designate Staging Areas Reduce congestion on alternate routes during incidents Deploy advanced technologies for congestion management Reduce exit ramp congestion Deploy of I-93 trailblazer signage on alternate routes Geometric Improvements at key intersections Reduced response times Improved Quick clearance activities Improved placement of response vehicles Improved identification of tow truck requirements Improved access to the scene Improved incident identification and verification Improved Traffic Information Dissemination (5-1-1, Radio, TV, schools, etc.) Interoperable Systems (Radios, Future CCTV Sharing) Inter-agency protocols for incidents Defined Agency Roles and Responsibilities Dedicated funding for Incident Management Programs Funding for Traffic Incident Management Training Additional Staffing Ownership and sharing of technology High High High High Low High Medium Medium Medium Low High High Medium Medium Medium High Medium Medium Medium Medium High High Medium Low CHAPTER 2 CURRENT PRACTICES, CHALLENGES, AND OPPORTUNITIES 21

23 C HAPTER 3: C ONCEPT OF O PERATIONS The Concept of Operations for the I-93 TIMP consists of the NHDOT approach to Traffic Incident Detection, Verifications, and Response. Traffic Incident Management and Response consists of three distinct stages: Detection, Verification, and Response. Within those three stages a variety of activities must take place. The detail of the activities depends on the severity of the incident. An overview of the Traffic Incident Management Process for the NHDOT is presented in Figure 3.0 and subsequent Figures in this section. Many of the concepts in this Chapter assume the installation of ITS devices such as CCTV, DMS, and HAR along the corridor. While there are activities NHDOT can complete without these tools, NHDOT s role in Traffic Incident Management will expand significantly with the installation of ITS devices along the corridor. Essentially the Concept of Operations is a formalized process for NHDOT s Traffic Incident Management Operations in the I-93 Corridor. FIGURE 3.0: POTENTIAL NHDOT TRAFFIC INCIDENT MANAGEMENT PROCESS Normal Operations Maintain Surveillance Monitor Asset Location and Status Post Status to CARS Post Travel Times to DMS Incident Detection Detect Incidents via Field Devices (CCTV, Detectors) Radio Communications Other Agencies (Police, 9-1-1) Incident Verification Verify and Monitor with CCTV Notify State Police Implement Video Sharing Incident Response Diversion Routes Notification Operations NHDOT Incident Response Return to Normal Operations CHAPTER 3 CONCEPT OF OPERATIONS 22

24 3.1 INCIDENT DETECTION AND VERIFICATION During normal operations, the future TMC will monitor the I-93 corridor ATMS (cameras and detector stations) for incidents and the statewide RWIS for weather events. The TMC will also receive incident information from the state police, DOT District Dispatchers, local police and fire, emergency responders, MassHighway and the Massachusetts State Police, and motorists. The TMC will verify this information with the aid of the camera system and incident responders. This information will be provided to state police and incident responders to improve incident response times and activities. Existing Conditions: Since NHDOT has not yet deployed these tools (i.e. I-93 ATMS); their current role in detection and verification is limited. NHDOT Maintenance personnel currently assists in the detection / verification process by reporting incident along the Interstate to State Police. 3.2 INCIDENT ASSESSMENT AND RESPONSE Assessing the characteristics and impact of an incident is of critical importance in identifying the necessary response activities and deploying the proper assets quickly. Relevant incident characteristics include: Number of lanes blocked Anticipated time to clear an incident Injuries/Fatalities Hazardous Materials Traffic Impact (time of day, location of incident) Incident levels help guide the assessment process and required response to traffic incidents. They are intended to simplify and guide consistent responses based on the level of impact to the roadway and the specific needs of the corridor. The purpose of defining incident levels is to help NHDOT personnel identify appropriate actions to be taken in response to the anticipated level of impact. Common use of incident levels also helps those responsible for disseminating information immediately grasp the magnitude of the incident. The purpose of defining incident levels is not to create additional burden to the NHDOT personnel, but to provide consistent actions and support based on the anticipated level of impact. Incident levels are defined by the extent and durations of the impact anticipated on the roadway. While an initial assessment may indicate a minor incident, subsequent information (such as the presence of a HAZMAT) may change the response to a more complex operation. The levels should reflect realistic response and clearance times for the incident. CHAPTER 3 CONCEPT OF OPERATIONS 23

25 The recommended NHDOT Traffic Incident Management Levels and response actions are listed in Table TABLE 3.2: INCIDENT LEVELS AND NHDOT ASSOCIATED ACTIONS LEVEL IMPACT TO ROADWAY ASSOCIATED ACTIONS Scene Management Activities Follow internal agency protocols Assist/Remove disabled vehicle Contact NHDOT Traffic Operations Disabled vehicle(s) off roadway (no lane blockages). Impact to traveled roadway estimated to be less than 1 hour with lane blockages. Impact to traveled roadway estimated to be greater than 1 hour, but less than 2 hours with lane blockages, but not a full closure of the roadway. NHDOT Traffic Management Center Activities Contact/dispatch maintenance assets as necessary Monitor traffic impacts (congestion and secondary incidents). If there are traffic impacts: Update CARS (NHDOT website and 511) Activate Dynamic Message Signs/Highway Advisory Radio near incident Log event characteristics Scene Management Activities Follow internal agency protocols Assist/Remove disabled vehicle Contact NHDOT Traffic Operations NHDOT Traffic Management Center Activities Contact/dispatch maintenance assets as necessary Update CARS (NHDOT website and 511) Activate Dynamic Message Signs/Highway Advisory Radio near incident Monitor traffic impacts (congestion and secondary incidents) Log event characteristics Scene Management Activities Establish Incident Command Consider designating staging areas Coordinate with NHDOT TMC NHDOT Traffic Management Center Activities: Consider implementing alternate routes Update CARS (NHDOT website and 511) Activate and/or place Dynamic Message Signs/Highway Advisory Radio Implement Variable Speed Limits Fax or contact Level 2 Incident contact list (Mass Highway, Transcom) Monitor traffic impacts (congestion and secondary incidents) Contact regional maintenance Communicate with State Police Contact media Log event characteristics CHAPTER 3 CONCEPT OF OPERATIONS 24

26 LEVEL IMPACT TO ROADWAY ASSOCIATED ACTIONS Scene Management Activities Establish Incident Command Contact NHDOT TMC Coordinate with NHDOT on alternate routes Consider designating staging areas 3 Impact to traveled roadway estimated to be greater than 2 hours with lane blockages OR roadway is fully closed in either direction for any period of time. NHDOT Traffic Management Center Activities: Update CARS (NHDOT website & 511) Activate and/or place Dynamic Message Signs and Highway Advisory Radio Implement Variable Speed Limits Fax or contact Level 3 contact list (Mass Highway, I-95 Corridor Coalition IEN) Contact/dispatch maintenance assets as necessary Communicate with State Police Communicate with Emergency Operations Center Monitor traffic impacts (congestion and secondary incidents) Coordinate with municipalities regarding signal operations on alternate routes Contact media 3.3 LEVEL 3 NHDOT INCIDENT RESPONSE EXAMPLE As the severity of impact increases, the associated actions become more involved. The NHDOT associated actions for a Level 3 incident are further detailed in the following flowchart. While many of these functions are not be possible with existing systems, the planned TMC and ITS deployment on I-93 will allow this level of regional traffic management in the future. As mentioned previously, NHDOT s current role in Traffic Incident Management is limited. As ITS devices are deployed throughout the region, the DOT s capability to assist in Traffic Incident Management increases dramatically. This is a result of the commitment by NHDOT to build, maintain, and operate their roadways in a safe and efficient manner. Coordination and cooperation with other agencies is essential to the successful operation of the I-93 Corridor during an incident. Please note: Many of the actions detailed in Figure 3.3 require NHDOT s coordination with the Incident Commander as part of a coordinated incident response. CHAPTER 3 CONCEPT OF OPERATIONS 25

27 FIGURE 3.3: POTENTIAL LEVEL 3 NHDOT INCIDENT RESPONSE Open Incident Log LEVEL 3 INCIDENT Diversion Notificatio Assist Incident Commander in selecting diversion routes Coordinate with local municipalities / police on route diversion Coordinate with NHDOT Maintenance to deploy support Activate Traffic Signal Control Activate DMS, HAR, & CARS / Messages Diversion Route Incident Return to Condition Notify Level 3 Contacts Contact NHDOT Maintenance District(s) Communicate with State Police Contact Media Maintain Incident Log Receive clearance from Incident Commander Notify appropriate parties including other TMC s and media Maintain log Update or remove DMS and HAR messages Monitor diversion route traffic Return normal signal operation to municipality Close incident log Normalization Monitor Alternate Routes Update DMS and HAR Update CARS / Coordinate NHDOT support Assess traffic conditions Suggest traffic management enhancements Communicate with EOC and regional TMCs Notification Update Incident Log Incident Proces CHAPTER 3 CONCEPT OF OPERATIONS 26

28 3.4 SCENE MANAGEMENT GUIDELINES In order to provide an effective coordinated response to incidents among agencies, it is important to document specific procedural guidelines for managing traffic incidents that are compatible with the current response agencies practices and address the concerns and issues raised by these agencies. The I-93 TIMP will base these response guidelines on the National Incident Command System (ICS) Incident Command System (ICS) The Incident Command System (ICS) is a federally adopted system to manage all varieties of incidents. ICS provides clear procedures for coordinating between agencies and responders on-scene. The ICS outlines roles and the activities assigned to those roles. The role of the Incident Commander is central to this system. The individual/agency who fills the role of Incident Commander is usually dictated by the nature of the call. For example, on an injury accident scene that requires extrication of a patient, it is common for a fire/rescue officer to serve as the Incident Commander. On a spilled load or other incident that impacts traffic flow but does not involve life/safety threats, a law enforcement officer may perform the command function. On complex incidents with multiple response agencies, Unified Command is used to coordinate between the agencies and provide a management structure for the incident. The I-93 traffic incident management program should use standard ICS principles in managing highway incidents on I-93. ICS Common Responsibilities Receive assignment from your agency Upon arrival at the incident, check in at designated Check-in location Receive briefing from immediate supervisor Acquire work materials Supervisors shall maintain accountability of their assigned personnel Organize and brief subordinates Know your assigned frequency(s) for your area of responsibility and ensure that communication equipment is operating properly Use clear text and ICS terminology (no codes) in all radio communications Complete forms and reports required Respond to demobilization orders and brief subordinates regarding demobilization CHAPTER 3 CONCEPT OF OPERATIONS 27

29 ICS Positions The Command Staff consists of the Information Officer, Safety Officer and Liaison Officer, who report directly to the Incident Commander. The General Staff is comprised of the Agency Representatives, Operations Section Chief, Division / Group Supervisor, Staging Area Manager, Planning Section Chief, Multi-Casualty Branch Director, Medical Group/Division Supervisor, and Patient Transportation Group. Command Staff Incident Commander The Incident Commander s responsibility is the overall management of the incident. On most incidents a single Incident Commander carries out the command activity. The type of incident selects the Incident Commander: On I- 93, it is envisioned that the incident commander would be: First responder IC transfers to the State Police upon arrival IC transfers to Fire (upon arrival, or if injuries or HAZMAT are present) Information Officer The Information Officer is responsible for developing and releasing information about the incident to the news media, to incident personnel, and to other appropriate agencies and organizations. Only one Information Officer will be assigned for each incident, including incidents operating under Unified Command and multi-jurisdictional incidents. Safety Officer The Safety Officer s function is to develop and recommend measures for assuring personnel safety, and to assess and/or anticipate hazardous and unsafe situations. Only one Safety Officer will be assigned for each incident. Liaison Officer Incidents that are multi-jurisdictional, or several agencies involved, may require the establishment of the Liaison Officer position. Only one Liaison Officer will be assigned for each incident, including incidents operating under Unified Command and multi-jurisdictional incidents. The Liaison Officer is the contact for the personnel assigned to the incident by assisting or cooperating agencies. These are personnel other than those on direct tactical assignments or those involved in a Unified Command. General Staff Agency Representatives An Agency Representative is an individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency s participation at the incident. Agency CHAPTER 3 CONCEPT OF OPERATIONS 28

30 Representatives report to the Liaison Officer or to the Incident Commander in the absence of a Liaison Officer. Operations Section Chief The Operations Section Chief is responsible for the management of all operations directly applicable to the primary mission. Division/Group Supervisor A Division/Group Supervisor reports to the Operations Section Chief and is responsible for the implementation of the assigned portion of Incident Action Plan, assignment of resources within the Division/Group, and reporting on the progress of control operations and status of resources within the Division/Group. Groups are assigned by functional area, such as a medical group, a debris removal group, or a traffic control group. The creation and assignment of these groups is the role of the ICS General Staff. Staging Area Manager The Staging Area Manager is responsible for managing all activities within a Staging Area. Planning Section Chief The Planning Section Chief is responsible for the collection, evaluation, dissemination, and use of information about the development of the incident and status of resources. Multi-Casualty Branch Director The Multi-Casualty Branch Director is responsible for the implementation of the Incident Action Plan with the Branch. This Branch Director reports to the Operations Section Chief and supervises the Medical Group/Division and Patient Transportation Group Supervisors. Medical Group/Division Supervisor The Medical Group/Division Supervisor reports to the Multi-Casualty Branch Director and supervises the Triage Unit Leader, Treatment Unit Leader and Medical Supply Coordinator in order to assure the best possible emergency medical care to patients during a multi-casualty incident. Patient Transportation Group Supervisor Patient Transportation Group Supervisor reports to the Multi-Casualty Branch Director and supervises the Medical Communications Coordinator and the Air and Ground Ambulance Coordinators, and is also responsible for the coordination of patient transportation and maintenance of patient records. CHAPTER 3 CONCEPT OF OPERATIONS 29

31 3.4.2 National Incident Management System (NIMS) Developed by the Secretary of Homeland Security at the request of the President of the United States, the National Incident Management System (NIMS) integrates effective practices in emergency preparedness and response into a comprehensive national framework for incident management. The NIMS will enable responders at all levels to work together more effectively and efficiently to manage domestic incidents no matter what the cause, size or complexity, including catastrophic acts of terrorism and disasters. On March 1, 2004, after close collaboration with state and local government officials and representatives from a wide range of public safety organizations, Homeland Security issued the National Incident Management System (NIMS). It incorporates many existing ICS best practices into a comprehensive national approach to domestic incident management, applicable at all jurisdictional levels and across all functional disciplines. NIMS will enable responders at all jurisdictional levels and across all disciplines to work together more effectively and efficiently. Beginning in FY 2006, federal funding for state, local and tribal preparedness grants will be tied to compliance with the NIMS. One of the most important 'best practices' that has been incorporated into the NIMS is the Incident Command System (ICS), a standard, on-scene, all-hazards incident management system already in use by firefighters, hazardous materials teams, rescuers and emergency medical teams. The ICS has been established by the NIMS as the standardized incident organizational structure for the management of all incidents. More information regarding NIMS is available at The National Highway Institute is offering a new course NHI Course Using the Incident Command System (ICS) at Highway Incidents. I-93 TIMP Strategy: Each response agency will actively train both management and response personnel on the ICS as it relates to Highway Incidents Moving Vehicles The Technical Advisory Committee will review established guidelines and recent legislation for the movement of vehicles at the incident scene. These guidelines are expected to remain unchanged with the implementation of new TIM strategies. The Quick Clearance legislation is a proactive step in improving Traffic Incident Management. CHAPTER 3 CONCEPT OF OPERATIONS 30

32 3.4.4 Emergency Traffic Control In the event of an incident that closes one or more travel lanes, a procedure for implementing the required emergency traffic control is essential. Guidelines for when to open and close lanes are also important. The following guidelines are suggested for lane closures and opening along I-93: The Incident Commander is responsible for all lane closure or opening decisions With the exception of care for the injured and safety of the responders, clearance of the travel lanes should be the top priority Prior to any lane closure or opening, the safety of responders, patients, and traveling public, and the preservation of evidence should be considered. Any change in the status of the roadway capacity (lane closures / openings) requires notification to NHDOT. The use of local alternate routes should be considered only when both lanes of I-93 must be closed or the Incident Commander deems it necessary for the safety of the responders, patient(s), or traveling public. It should be noted that traveler information with suggested alternate routes does not require a full closure of I-93. Other guidelines for establishing an alternate route include: Consideration of the extent of roadway or structural (bridge) damage as a result of the incident. If the Incident Commander implements an alternate route to I-93, NHDOT should be contacted when both the alternate route is implemented and when travel lanes are reopened to traffic. 3.5 ALTERNATE ROUTE GUIDELINES If an alternate route must be used due to an incident on the Interstate, a set of guidelines and considerations must be followed for: Implementation of an alternate route, Operation of the traffic on the alternate route, and Return to normal conditions Implementation After determining an alternate route should be implemented, the following steps should be taken to establish an alternate route: CHAPTER 3 CONCEPT OF OPERATIONS 31

33 NHDOT must be notified of any lane closures or the implementation of an alternate route. The notification should include: Direction of closure (NB or SB) Extent and location of closure (# of lanes, closed between which exits) Anticipated duration of closure Presence of HAZMAT NHDOT District personnel will provide resources for the operation of alternate routes. These resources may include arrow boards, portable DMS, traffic cones, and other traffic control devices. All agencies affected by the alternate route must be notified. NHDOT will be responsible for notifying the appropriate municipalities and transportation agencies. These agencies / municipalities include: Derry Londonderry Manchester Salem Windham Methuen (Massachusetts) MassHighway I-95 Corridor Coalition Local and Intercity Transportation Operation of Traffic Along Alternate Routes Upon notification, municipalities that have traffic signal systems should implement incident signal timings to accommodate a particular alternate route. (The NHDOT TMC, with appropriate Memorandums of Understanding, may initiate this function. The local municipalities will receive proper notification of all diversion route implementations). If a municipality (or the TMC) is not capable of changing the signal system timing remotely, traffic control personnel should be posted at critical intersections along the alternate route. NHDOT will monitor the operation of the alternate routes and suggest enhancements, as needed, to the Incident Commander and municipal personnel. NHDOT will also disseminate traveler information with details regarding the alternate route through CARS / 511, DMS, HAR, Media and other available means. CHAPTER 3 CONCEPT OF OPERATIONS 32

34 In the event of a long-term closure, traffic may need to be detoured on a regional basis beyond the adjacent alternate routes. This type of diversion should be carried out through the dissemination of regional traveler information and in coordination with the media, Mass Highway and the I-95 Corridor Coalition Return to Normal Conditions Once the Interstate is re-opened to traffic and the alternate route is no longer needed, the NHDOT TMC will coordinate with municipal and District staff to return operations to normal conditions. This would include resetting the traffic signal timings, removing traffic control devices such as arrow boards, traffic cones, and portable DMS. NHDOT will also remove any traveler information messages regarding the alternate route from CARS / 511, DMS, HAR, and also contact the media and other transportation agencies to inform them of the return to normal conditions. 3.6 COMMUNICATIONS AND INTEROPERABILITY One of the key issues on any emergency scene is the ability for responding units to communicate with one another. Interagency interoperability is critical to effective scene management. Due to the range of agencies responding to incidents along I-93, there are often many different systems in use. Pre-planning for on-scene communications can include procedural guidelines as well as identification of frequencies and opportunities to address incompatibilities. One tool that has been effective in helping on-scene management is a frequency matrix of the radio channels each response agency can access. Ideally, all traffic control activities related to incidents should be coordinated on one frequency. Common frequencies, operational procedures, and radio cross-patching capabilities are desired for a seamlessly coordinated incident response. NHDOT is also working on statewide interagency communications issues as part of the Statewide Incident Management Committee. I-93 TIMP Strategy: The I-93 TIM Team will coordinate with the Statewide Incident Management Committee regarding Inter-agency Communications and Inter-operability issues. CHAPTER 3 CONCEPT OF OPERATIONS 33

35 3.8 WORK ZONE CONSIDERATIONS The traffic incident management activities will become more complex when I-93 becomes an active work zone during the multi-year I-93 Widening Project. There are two effective strategies for implementing effective traffic incident management in a work zone. First, is to identify Traffic Incident Management as a planning priority. The early deployment of the I-93 ATMS prior to construction will enable NHDOT to monitor the impacts of construction on the corridor. The second is to actively incorporate incident management as a key component of the reconstruction project. The inclusion of a comprehensive traffic incident management program in construction projects supports safety goals and provides traffic mitigation during construction. When I-93 becomes an active work zone, NHDOT and the TIM Team must determine how existing strategies can be modified for the Work Zone. The TIM Team should meet with the contractor to determine the additional traffic incident management needs. Additional needs might include: Contact lists for contractor and utility personnel. Procedures for communicating with the contractor during an incident. Procedures for updating the TIM Team on changes to traffic patterns / traffic control. Emergency access requirements during construction. Coordination of Portable VMS for work zone construction with the I-93 ATMS. Revisions or changes to detour / alternate routes. Procedures for altering construction activities in response to incidents to facilitate emergency response activities/movement of traffic. Implementation of Variable Speed Limits in work zones and in response to incidents. Inclusion of break-down areas within the construction zones. Motorists Assistance Patrols in the work zone to aid in quick clearance of minor incidents or breakdowns. The contractor should anticipate meeting with the TIM Team to identify all potential concerns and develop mitigation strategies. Since I-93 will be reconstructed over multiple phases, it will be necessary to develop strategies for each phase of the reconstruction. The contractor should document all Work Zone strategies and distribute the documentation to the TIM Team for their approval. Strategies that require implementation (signing, ITS devices, motorist assistance patrols) should be implemented prior to the start of construction. CHAPTER 3 CONCEPT OF OPERATIONS 34

36 3.8 AGENCY ROLES AND RESPONSIBILITIES Incident Response Agency Responsibilities As indicated previously, one of the key issues that must be addressed with the development of this Plan is the formalization of operational roles and responsibilities for traffic incident management on the corridor. As such, the Project Team has documented the Traffic Incident Management activities within the corridor. Each agency responding to an incident in the corridor has specific priorities and responsibilities. During complex incidents, some of these roles may overlap. Documenting these roles and responsibilities will minimize the probability of conflicts and confusion during an actual incident. The scene management responsibilities for the response agencies are listed below. Not all activities are required for every incident New Hampshire State Police Incident Response Responsibilities: Incident Commander for non-injury/fatal crashes Traffic Control including highway closure and detour route, if required Determine type of tow truck required and contact tow trucks provider Contact NHDOT headquarters Contact Massachusetts State Police Coordinate with Fire for contacting HAZMAT Team and Medical Examiner Input incident information into CARS Act as the primary disseminator of regional roadway traffic information to the broadcast media Fire / Rescue / EMS Incident Response Responsibilities: Incident Commander for injury/fatal crashes Lead medical / life saving efforts Support State Police in traffic control Coordinate with Fire for contacting HAZMAT Team and Medical Examiner CHAPTER 3 CONCEPT OF OPERATIONS 35

37 NHDOT Incident Response Responsibilities: Provide support and resources to Incident Commander such sand trucks and traffic control devices Contact affected Municipal Public Works Departments Contact MassHighway Enter incident information on the I-95 Corridor Coalition IEN Local Municipalities Incident Response Responsibilities: Provide assistance based upon available resources for local traffic management as a result of a diversion from the Interstate Towing and Recovery Incident Response Responsibilities: Respond quickly to incident when called Coordinate with Incident Commander immediately upon arrival at the scene Remove vehicles in a safe manner HAZMAT Teams Incident Response Responsibilities: Respond quickly to incident when called Coordinate with Incident Commander immediately upon arrival at the scene Current Incident Response Information Flows An important aspect of developing an Incident Management Plan is the documentation of the incident response activities and information flows of each agency. Documenting these activities identifies areas where coordination may be lacking and also provides a baseline for improvements to the existing system. Through a stakeholder workshop session, the following information flows were documented. Not all flows are required for every incident but it provides a top-down overview of the information exchange activities and responsibilities of the various responding agencies. These flows are shown in Figure CHAPTER 3 CONCEPT OF OPERATIONS 36

38 FIGURE 3.8.2: AGENCY INFORMATION FLOWS DURING INCIDENT RESPONSE Media (via Scanner or Blast ) NHDOT Maintenance Mass Highway I-95 Corridor Coalition IEN Potential Incident Detection Points State Police HQ NHDOT HQ FHWA Motorists Cell Phone Mass State Police Local DPW State Police Dispatch (Milford) State Police Incident Commanader for non-injury Tow Truck (if needed) NHDOT Response Information Flows Center (Concord) HAZMAT (if needed) Local Fire and EMS Local Fire Incident Commanader for Injury/Fatals Medical Examiner (Fatal) Local Police may or may not respond Verification and Initital Response Information Flows Detection Information Flows It should be noted that this figure represents existing information flows. As NHDOT deploys CCTV along the corridor, additional detection points will become available. It was also documented that either the State Police or Fire contacts the HAZMAT Team and Medical Examiner if they are needed. This information should be formalized for consistency among multi-agency responsibilities Protocols and Memorandums of Agreement (MOAs) To formalize the coordination between agencies documented protocols and Memorandums of Agreement are adopted. These formal multi-agency documents further define the roles and responsibilities of agencies for particular activities. Protocols and MOAs are recommended for the following I-93 TIM Activities: CHAPTER 3 CONCEPT OF OPERATIONS 37

39 Radio Communications Traffic Signal Operations Traffic Signal Maintenance Video and Data Sharing Radio Communications One of the challenges of coordinated Traffic Incident Management is the communications between agencies. For effective management, organized seamless communications is required. The challenge is that agency radio systems vary greatly in age, technology, frequencies, and compatibility. Due to this issue, the response agencies must come together to agree on a radio communication protocol. This may be a documentation of the current practices and a vision for the future. Adopting a standard technology for the entire corridor is an expensive, but viable option for seamless communications. The barrier to a common system is typically funding, as agencies have already invested significant amount of money to their existing system. Traffic Signal Operations The traffic signal operations in the corridor need a documented set of guidelines and memorandums documenting responsibilities. The traffic signals in the corridor are owned and operated by a variety of agencies. As advanced traffic signal systems are implemented along the corridor, the ability to adjust the signal timings in real time becomes an effective strategy for alleviating congestion during an incident. The guidelines and agreements set forth documentation for traffic signal operations during an incident. Essentially NHDOT would be given the ability to adjust traffic signal timings of signals owned by other agencies. Traffic Signal Maintenance If NHDOT ATMS equipment (such as CCTV or detectors) are mounted on traffic signal poles owned by another entity, traffic signal maintenance agreements will be required to document the maintenance responsibilities of each party. This may also be true for other co-located facilities. If the timing plans of traffic signals are to be modified to facilitate the diversion of traffic from the interstate, protocols have to be initiated for the development and implementation of these plans. Agreements on the maintenance requirements and responsibilities of these signals to reflect their use in diversions must also be present. Video and Data Sharing Once NHDOT has CCTV systems operational, there is a benefit to sharing this video and control with other agencies and broadcast entities. For example, the state police are expected to utilize the camera system to evaluate the incident scene for response needs. This utilization will include pan-tilt-zoom (PTZ) control of the camera. As part of this effort, a video sharing and control policy will be developed for NHDOT. Once finalized and adopted by NHDOT, other agencies can agree to the policy and receive CCTV video feeds from NHDOT. CHAPTER 3 CONCEPT OF OPERATIONS 38

40 C HAPTER 4: S TRATEGIES AND D EPLOYMENTS In addition to standards and guidelines for proper Incident Management such as agency protocols and systems such as ICS and NIMS, a successful Incident Management Program must employ strategies and deploy technology that enables responders to accomplish their task more efficiently. The Project Team has developed a shopping list of candidate strategies and deployments and then considered their effectiveness for the I-93 Corridor Traffic Incident Management Program. The strategies were presented to the TAC and stakeholders (to be completed) and ranked for deployability and anticipated effectiveness. The potential solutions have been grouped into several categories: Institutional Strategies Technology and Intelligent Transportation Systems (ITS) Deployments Other Strategies Each of these strategies was presented to the Technical Advisory Committee and Stakeholders for review, ranking, and comments. Some strategies were added or removed based on this process. The priority rankings were also established using feedback and input from the TAC and Stakeholders. The implementation of these strategies is ultimately up to the Traffic Incident Management (TIM) Team. Implementation will be based on a number of factors including funding. The rankings and status of each strategy are shown in Table INSTITUTIONAL STRATEGIES The following is a list of strategies that can be incorporated into existing NHDOT activities. Most of these strategies required additional activities related to incident management rather than the deployment of systems. The Institutional Strategies are easy to implement, required relatively limited funding, and promote coordinated Traffic Incident Management among all agencies. Personnel Resource List A prepared list of NHDOT personnel resources improves the timely response of appropriate personnel for various incident types. The resource list should include contact information for personnel and department designations (traffic, maintenance, etc.). The resource list must be updated and distributed regularly. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 39

41 Equipment / Materials Resource List A prepared list of equipment and materials improves the timely response of appropriate equipment for various incident types. This type of resource may be difficult to maintain due to the relocation of equipment such as arrow boards and portable DMS. Pre-planned Alternate Routes Alternate route planning is a key aspect of response, site management, clearance, and motorist information. Pre-established detour routes provide quick removal of traffic from the Interstate, allowing easier access to the site by Emergency Responders, easier and more effective site management, and clear, definitive information for motorists forced off the Interstate. Communication Protocols Radio communications between agencies is enhanced with predetermined frequency assignments, lists of channel access for responding agencies, and interagency communication protocols. Traffic Signal Control MOAs Agreements between local municipalities and NHDOT are required for active traffic signal control by the DOT in case of an incident on the Interstate. The MOA should be in place before construction of any closed-loop systems under the jurisdiction of a local municipality. Video Sharing Once NHDOT installs CCTV along I-93, there will be an inherent benefit to sharing this video feed with other agencies performing Traffic Incident Management activities. Agreements between response agencies and NHDOT are required for shared video feeds. The CCTV camera control would remain with NHDOT. Interagency Training Program Training programs can reduce response and clearance time by ensuring that personnel are trained to respond quickly and effectively. They enhance site management by providing a common understanding of the incident command system and program guidelines. Personnel training can improve motorist information by assuring a preestablished information dissemination procedure and designated personnel. Equipment Storage Sites Equipment storage sites provide quick access to necessary equipment, improving both incident response and site management. Incident Response Manual - An Incident Response Manual, available to emergency response personnel, provides clear guidelines and information for responding to an incident, managing an incident, and informing the public. Much of the information necessary for quick response and incident management is predetermined, including guidelines, preplanned alternative routes, and general response information, thereby reducing the time and resources needed to address these issues during an incident. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 40

42 Closure and Alternate Route Guidelines In addition to pre-determined routes and traffic control, guidelines should be determined for the implementation of alternate routes to ensure proper and effective use. Closure and Alternate Route Guidelines are included in Section 3. Media Interface Guidelines One of the best sources of motorist information is the media. Improved media ties that provide fast, accurate information to the media will improve information dissemination to the traveling public. Public Education and Awareness Campaign Public information activities may include websites, press releases, or newsletters informing the public of planned construction and phasing activities. These provide an opportunity to inform the public of procedures related to incidents such as the Quick Clearance Law. The use of public education campaigns, press releases, and signs along the Interstate can greatly enhance compliance with the Quick Clearance Law and accident alerts. 4.2 TECHNOLOGY / ITS DEPLOYMENTS The use of advanced technologies is a proven strategy to enhance the efforts of traffic incident management. The technology should only be used to enable the responders to coordinate and communicate more effectively, and should not replace the actual direct communication and cooperation among incident management teams. Several technological strategies and programs are: I-93 ITS Deployments Currently, the NHDOT is progressing on the deployment of ITS technologies on I-93 through a two-phased approach: Phase One Within the Phase One deployment, ITS devices will be deployed on I-93 in (anticipated) Fall This deployment is envisioned to include the following field devices: Weather Stations (Fall 2005) CCTV Systems Dynamic Message Signs Highway Advisory Radio (HAR) Vehicle Detection Stations CARS Interface These devices will be controlled from the statewide Transportation Management Center (TMC) in Concord. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 41

43 Phase Two Within the Phase Two deployment, the Phase One ITS devices will be replaced and or augmented with permanent installations as part of the I-93 Widening Project. Additionally, the installation of a fiber optic communications backbone is anticipated alongside I-93. This communications backbone will connect the ITS devices to the TMC. This effort is expected to be completed in The ITS technologies incorporated in the phase one and two deployments are detailed below. Additional technologies are also detailed. Please note: the cost estimates included for each technology should be viewed as approximate figures only. Actual costs are expected to vary significantly due to actual field conditions, device locations, contracting mechanisms, acceptance testing, integration and maintenance requirements, vendor selection, material price fluctuations, and project timeframes. Weather Stations Weather monitoring and forecasting equipment improves detection of and response to weather related incidents. I-93 is subject to a significant amount of weather related crashes. NHDOT is in the process of procuring a statewide RWIS network. Two RWIS are planned to be installed on I-93 as part of a statewide RWIS network. The statewide RWIS deployment is expected to include over 50 installations installed statewide. The RWIS will be monitored from the statewide Transportation Management Center (TMC) in Concord. Weather conditions and alerts will be available from the TMC. The TIM Team may evaluate the effectiveness of providing this weather information to emergency responders within the corridor to aid in incident response and monitoring of road conditions that may impact the likelihood of accidents. RWIS installation Cost: It is estimated that the cost of an additional RWIS station would be $20,000 to $30,000 depending on location and availability of utility connections. It should be noted that additional RWIS located on the I-93 corridor might not result in significant benefits to monitoring weather conditions on the corridor. CCTV Systems Video equipment, mounted along the freeway, provides detection, verification and improved response and site management. Video equipment can be combined with automated detection to form an Incident Detection and Verification System. Video can be used to verify the occurrence of an incident and identify the appropriate response equipment needed. Video surveillance is also useful in site management for incidents that restrict access, such as hazardous materials incidents. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 42

44 Within the phase one ITS deployment, six temporary CCTV installations are planned for strategic locations along the I-93 corridor. These cameras will provide surveillance for high incident and high congestion areas on I-93. These cameras will be monitored from the Statewide Transportation Management Center. Full video coverage of the I-93 corridor may be possible within the Phase Two deployment. CCTV installation The IM Task Force may evaluate the effectiveness of providing camera video from the TMC to emergency responders within the corridor to aid in incident response and monitoring of road conditions that may impact the likelihood of accidents. The TIM Team may recommend camera site locations for the Phase One and Phase Two deployments. These locations could include known incident areas (including exit ramps) as well as locations, which offer views of exit ramps and arterials. Cost: It is estimated that the cost of an additional camera procured under the Phase One deployment would be $20,000 to $50,000 depending on location and availability of utility connections. The actual cost of the camera and video encoding equipment is estimated to cost less than $10,000 Dynamic Message Signs Within the Phase One deployment, portable DMS are currently planned for 10 strategic locations along I-93. The location of the DMS will be coordinated with the placement of major route guidance signs to remain compliant with NHDOT, FHWA, and MUTCD sign placement standards. These signs will be utilized to provide motorists with construction, incident, and roadway information. These signs are envisioned to provide the capability to display three lines of eight characters. Additional capabilities may include the provisioning of graphics and multi-color displays. These signs will be controlled from TMC. DMS: Four-line LED amber matrix display Permanent signs are envisioned for the corridor as part of the Phase Two deployment. These signs will be mounted over the highway and will include the capability of displaying fifteen to twenty CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 43 DMS: Full matrix amber LED display

45 characters per line; additional capabilities may include the provisioning of graphics and displays. The IM Task Force may evaluate the effectiveness of different sign displays and technologies. These technologies would include: character matrix, line matrix and full matrix, as well as single and multi-color displays. The TIM Team may recommend sign locations for the phase one and phase DMS: High resolution full color LED display two deployments. These locations could include key decision points along the corridor as well as locations in Massachusetts for drivers entering the corridor. Additional signs could be placed on arterials to inform local motorists of I-93 traffic conditions before they enter the highway. Cost: It is estimated that the cost of an additional portable sign under the phase one deployment would be $30,000 to $40,000 depending on location and availability of utility connections. The actual sign cost is estimated at $20,000 to $30,000. It is estimated that the cost of an additional permanent sign under the Phase Two deployment would average $200,000 to $250,000 depending on location and availability of utility connections. The actual sign cost is estimated at $80,000 to $110,000. The remainder of the cost includes the sign truss and foundation, conduit and utility connections. DMS: Full matrix color LED display Highway Advisory Radio (HAR) Within the Phase One deployment, HAR stations are currently planned for six strategic locations along the corridor. The locations of the HAR will be developed in parallel with the DMS locations. The estimated roadway coverage of each site will be based on RF power output and RF field strength in accordance with FCC Rules and Regulations. The coverage is expected to average three to six miles. The HAR will provide motorists with information on construction, incidents and roadway conditions. These HAR stations will be controlled from TMC. The TIM Team may evaluate the effectiveness of operating the HAR under three scenarios: Individual stations In this scenario each HAR will operate independently. A different message will be broadcast on each HAR. Motorists traveling the corridor will observe drop-outs between HAR coverage areas. This scenario will allow the TMC to broadcast different messages relevant to drivers at different locations along the corridor. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 44

46 Corridor broadcasts In this scenario, all HARs will operate in synchronization. The same broadcast will be available, uninterrupted, throughout the corridor. This will allow the TMC to broadcast longer duration messages to motorists, and ensure the same message reaches all drivers. A hybrid approach corridor broadcasts which can be broken up into individual HAR broadcasts. HAR installation Cost: It is estimated that the cost of an additional HAR under the Phase One deployment would be $35,000 to $50,000 depending on location and availability of utility connections. The actual sign cost is estimated at $20,000 to $35,000 depending on configuration (HARS synched for corridor operation are considerable more expensive. The cost for HAR beacons (signs that illuminate a beacon light to indicate a message is of significance to motorists is estimated to cost between $1,500 and $3,000. Variable Speed Limits (VSL) VSL may be used to control the speed limit through the corridor. Recent legislation has enabled the NHDOT Commissioner to implement VSL in response to construction and road conditions. VSL signs may be incorporated into the I-93 Corridor under the Phase One or Phase Two deployments. In order to support enforcement, VSL signs would be located at the northern and southern entrances to the I-93 corridor as well as after highway on-ramps within the corridor. VSL would provide the greatest benefit if used in coordination with HAR and DMS strategies. The TM Team may evaluate the effectiveness of implementing VSL within the corridor. This evaluation could include the determination of road condition and congestion thresholds, which could trigger a VSL condition. VLS would be controlled from the TMC. Cost: The estimated cost of a VSL sign under the Phase One deployment is $3,000 to $15,000 depending on location and availability of utility connections. Solar power and wireless communications options may be considered for specific locations. VSL installation Vehicle Detection Stations Vehicle Detectors, such as roadside microwave units, can be used to detect congestion on the freeway. Detection can be used with equipment to notify response agencies of changes in traffic flow that indicate congestion and a potential incident. The congestion information can be published on websites in real time. Within the Phase One CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 45

47 deployment, vehicle detectors may be installed at up to 16 strategic locations. The detector locations and spacing will be based on existing loop detector locations as well as traffic conditions and time to detect incident requirements. These detection stations are envisioned to be expanded within the Phase Two deployment to provide detection with a half-mile spacing. These detection stations will be monitored from the TMC. The TIM Team may evaluate the location of the vehicle detection stations within the Phase One deployment to include high incident and congestion locations. This evaluation could also include the potential of outputting vehicle detection station information to DMS placed on arterials to inform local motorists of I-93 traffic conditions before they enter the highway. Cost: The estimated cost of a Vehicle Detection Station under the Phase One deployment is under $30,000 depending on location and availability of utility connections. Solar powered VDS installation Traffic Signal Incident Timing Plans Pre-established traffic signal control plans can be used to quickly implement alternative incident timing plans on the alternate routes during a closure of the Interstate. Traffic responsive equipment can ensure the most efficient use of roadways for the new traffic demand. The TIM Team may evaluate the effectiveness of implementing traffic signal control plans within the framework of evaluating alternate routes. This evaluation could include the determination of road condition and congestion thresholds, which could trigger a traffic signal timing, plan change. Cost: The estimated cost of implementing a traffic signal timing plan change is indeterminate due to the number of factors involved: number of signals, signal locations, controller type, communications requirements, coordination with other signal systems, and controlling authority. 511 Enhancements The I-93 ITS field equipment deployment will build upon the existing data sources for the existing 511-system (i.e. VD & RWIS) through the Condition Assessment and Reporting System (CARS). It is anticipated these systems will interface with the CARS 511 system through the TMC. The IM Task Force may make recommendations to NHDOT on the type of information that may be most relevant to motorists on the I-93 corridor for inclusion in future CARS implementations. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 46

48 Cost: The estimated cost of implementing a CARS change is indeterminate due to the uncertainties in the required change, and cost of implementing these changes within the CARS consortium. NHDOT Website Enhancements NHDOT s website can inform the public of highway conditions before they leave their homes/office. This website is a dissemination platform for online information from CARS. It is anticipated the TMC will interface with the website through the CARS system. The TIM Team may make recommendations to NHDOT on the type of information that may be most relevant to motorists on the I-93 corridor for inclusion in future CARS implementations. Cost: The estimated cost of implementing a CARS change is indeterminate due to the uncertainties in the required change, and cost of implementing these changes within the CARS consortium. Motorists Assistance Patrols Service patrols can provide early detection, verification and response. Patrol vehicles are typically equipped to help stranded motorists and quickly remove a disabled vehicle from the roadway. NHDOT is currently planning to deploy service patrols as part of the I-93 Widening project. These patrols will be dispatched by the TMC. The TIM Team may make a number of recommendations to NHDOT on service patrol attributes, including: Number of patrols, routes and patrol hours that will be most effective for the corridor traffic control Equipment to be included in each patrol vehicle Function and relationship between service patrols and other response providers Required Memorandums of Agreement relating to service patrols and incident responders Cost: The estimated cost of equipping an existing vehicle to serve as a service patrol (equipment + communications) is estimated at $8,000 to $10,000. The cost to operate a service patrol vehicle (including driver) is estimated at $55 - $85/hour. These estimates will change depending on service patrol hours, functions, equipment, and sponsorship opportunities. Smart Work Zone Systems Smart work zone systems, typically comprised of portable ITS equipment distributed on and along the roadway, monitors and controls traffic prior to and within a work zone. These systems may be stand-alone units (DMS, CCTV, Variable Speed Limits, Vehicle Detectors), stand-alone integrated systems (usually comprised of a co-located VMS, camera and Vehicle Detector), and/or systems comprised of multiple stand-alone units that are integrated to form a traffic management system. The field devices could send traffic data and CCTV images to a remote base station for operator control of the system. These systems are CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 47

49 also capable of autonomous control; for example, a programmed VDS may send a signal to a remote DMS to display a caution message when the detected speed decreases below a set threshold. It is anticipated that a work zone system will be included in the I-93 Widening project and will interface with the TCM. The TIM Team may make a number of recommendations to NHDOT on Smart work zones, including: Number and type of devices, location and configuration of the system. Alert notification procedures Remote system monitoring Cost: The estimated costs of these systems vary greatly depending on system configuration and communications method. The cost of an integrated stand-alone unit (DMS, Camera and Vehicle detector) may be estimated between $75,000 and 100,000 depending on capabilities and manufacturer. The cost of an integrated system (multiple cameras, detectors, DMS, VSL, communication system, base station, website) may be estimated between $500,000 and $1,000,000. Integration of the Salem Route 28 Corridor ITS Project The Town of Salem may be implementing an ITS deployment which (potentially) includes: Up to six traffic surveillance cameras Closed loop signal systems (including vehicle detection capabilities) An operations center located in Town Hall Future signs and Highway Advisory Radio The TIM Team may make a number of recommendations to NHDOT and the Town of Salem on this project including: co-location of cameras that could monitor I-93 as well arterials, integration of this center into the incident response plan, and coordination with the I-93 ATMS and TMC. 4.3 OTHER STRATEGIES AND DEPLOYMENTS There are a variety of other strategies that do not fall within the classification of Institutional or Technology / ITS but can still provide real TIM benefits. These potential strategies are: Emergency Turnarounds Median breaks along divided highways, strategically located between interchanges, which allow emergency response and highway operations personnel to reverse direction along the interstate. This reduces the response time by providing incident CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 48

50 responders authorized access to both directions of the interstate without traveling to the next interchange. The design of emergency turnaround and crossovers should be considered during the final design of the I-93 Widening project. Emergency Access Emergency Access locations are authorized controlled access drives onto the interstate from strategic locations along the corridor that allow incident responders direct access to the interstate without having to utilize a potentially congested interchange or closed facility. Gated access points should be considered during the final design of the I-93 Widening project. Standpipes and Access Doors Standpipes on bridge structures along I-93 would provide Fire Emergency Responders a direct source of water from municipal water systems onto I-93. Access doors should be located at logical points along noise walls to provide alternate access to active fire hydrants. Staging Areas Pre-determined staging areas improve site management by establishing apparatus staging areas for each segment of freeway. These reduce confusion on staging and improve equipment response. Pre-determined staging areas can be developed along I-93. Command Post Identification Using an identifying mark, such as a flag, for the scene command post would assist responders with quickly locating the command post upon arriving at the incident scene. Incident Management Review Team An Incident Review Team provides increased coordination through post-incident evaluation of each of the phase of an incident. A standing team of incident response professionals would meet to review major incidents and identify opportunities to improve incident detection and verification, response, site management, clearance, and motorist information. While this is already done for major incidents along I-93, the process should be formally incorporated and adopted by the TIM Team. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 49

51 TABLE 4.3: I-93 TRAFFIC INCIDENT MANAGEMENT PROGRAM STRATEGY MATRIX STRATEGY / DEPLOYMENT PRIORITY RANKING CURRENT STATUS / NEXT STEPS TIM NEED CATEGORY ADDRESSED Motorist Assistance Patrols High! NHDOT to consider immediate deployment Safety; Congestion CCTV Systems High! To be deployed as part of the I-93 ITS Deployment Congestion; Emergency Response; Communication, Coordination, & Cooperation Dynamic Message Signs High! To be deployed as part of the I-93 ITS Deployment Congestion; Emergency Response; Communication, Coordination, & Cooperation Closure and Alternate Route Guidelines High! TIM Team will adopt the guidelines developed as part of the I-93 TIMP Congestion; Communication, Coordination, & Cooperation Public Education and Awareness Campaign High! To be developed by the TIM Team Communication, Coordination, & Cooperation Incident Traffic Signal Timing Plans High! NHDOT to deploy advanced signal systems with ability to actively control timings Congestion; Communication, Coordination, & Cooperation Traffic Signal Control MOAs High! To be developed with installation of closed-loop systems Communication, Coordination, & Cooperation Video Sharing Agreements High! To be developed with installation of CCTV Communication, Coordination, & Cooperation Emergency Turnarounds High! To be incorporated as part of the I- 93 reconstruction Safety; Emergency Response Emergency Access High! To be incorporated as part of the I- 93 reconstruction Safety; Emergency Response IM Review Team High! TIM Team will coordinate future IM reviews for I-93 Corridor Safety; Emergency Response; Communication, Coordination, & Cooperation Variable Speed Limit (VSL) Medium Strategy to be considered by the TIM Team Safety Automated Detection Medium To be deployed as part of the I-93 ITS Deployment Congestion; Emergency Response Personnel Resource List Medium Developed as part of the I-93 TIMP Communication, Coordination, & Cooperation Communications Protocols Medium Being addressed as a statewide issue Communication, Coordination, & Cooperation CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 50

52 STRATEGY / DEPLOYMENT PRIORITY RANKING CURRENT STATUS / NEXT STEPS TIM NEED CATEGORY ADDRESSED Equipment Storage Sites Medium Sites to considered by TIM Team Emergency Response Medium Update and enhance as necessary Congestion; Communication, Coordination, & Cooperation NHDOT Website Medium NHDOT to consider real-time traveler information via Internet Congestion; Communication, Coordination, & Cooperation Incident Response Manual Low TIM Team will consider developing IRM for Emergency Responders Safety; Emergency Response Equipment / Materials Resource List Low TIM Team will determine if this a worthwhile effort Emergency Response Weather Stations Low To be deployed as part of the I-93 ITS Deployment Safety; Emergency Response Staging Areas Low To be incorporated as part of the I- 93 reconstruction Safety; Emergency Response Standpipes and Access Doors Low To be incorporated as part of the I- 93 reconstruction Safety; Emergency Response Command Post Identification Low Strategy to be adopted by the TIM Team Emergency Response Pre-planned Alternate Routes N/A TIM Team will adopt the routes developed as part of the I-93 TIMP Congestion; Communication, Coordination, & Cooperation Interagency Training Program N/A TIM Team will coordinate all future inter-agency training courses. Appropriate personnel will be selected for all courses. Communication, Coordination, & Cooperation Based on discussions with the TAC and the Stakeholders several strategies / deployments were viewed as crucial to the success of the Program. A high-priority, early-action type of deployment will display early success of this program as well as keep the stakeholders engaged. The Top Three priorities that can be deployed immediately for Traffic Incident Management along the corridor are Motorists Assistance Patrols, Closed Circuit Television Cameras, and Dynamic Message Signs. I-93 TIMP Strategy: The TIM Team will pursue an early-deployment of top priority strategies / deployments. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 51

53 C HAPTER 5: I MPLEMENTATION AND P ROGRAM M ANAGEMENT 5.1 PROGRAM LEADERSHIP The development process of the I-93 TIMP involved a multi-agency regional effort, which has generated significant interest in traffic and incident management along the corridor. It is essential to maintain the momentum and communication within and among agencies that has resulted from this coordinated effort. The successful implementation of the strategies presented in this document requires the dedicated support of individual agencies and focused top-level leadership to keep the overall perspective of the program intact. Stakeholder commitment to a cooperative method of program management is necessary to realize the full benefits of the recommended projects. The first order of business for the TIM Management Team is the adoption of this document as the I-93 Corridor Traffic Management Plan. Figure 5.1 shows the proposed organizational structure for the Traffic Incident Management Team. The NHDOT will serve as the Team Leader to facilitate the activities required for the execution of this plan. Because the implementation of a Traffic Management Plan along this corridor will occur in conjunction with the multi-year I-93 Widening Project, the NHDOT will utilize a team approach that will provide the appropriate level of managerial and technical skills, and coordination required between federal, state and local agencies. The NHDOT will have representatives in the following areas: Project Management Construction Highway Maintenance Traffic/Intelligent Transportation Systems (ITS) Planning Public Information A Steering Committee representing the following major agencies: Regional Planning Commissions Local Government Administration Local Fire/EMS Local Police Local Public Works CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 52

54 NH Department of Safety NH Department of Environmental Services Massachusetts representatives MassHighway and State Police Towing Industry Federal Highway Administration (FHWA) The proposed organizational structure would require that a local representative, with an alternate, serve on the Steering Committee to develop and implement the Traffic Incident Management Plan. As issues are brought to the Steering Committee, the local representatives would work with their counterparts in the other communities or with other local agencies, as appropriate, to further develop implementation plans and procedures. Although all decisions made by the team would be made through a consensus-building process, one member will represent the group in outside activities. The preferred option for this role is NHDOT since they are a regional agency that can represent the interests of all team members. NH DOT will provide continuity for the path forward as laid out in this document. The main responsibilities of the Team Leader would be the facilitation of the I-93 TIM Team activities such as meetings and training. The NH DOT Program Manager would also be responsible for the periodic updates recommended for the I-93 TIMP. NHDOT will undertake the following immediate activities: Facilitate adoption of I-93 TIMP by the Steering Committee Organize and facilitate meetings and workshops Create outreach materials for traveling public Ensure the coordination of Incident Management/ITS prior to and during the I-93 Widening Project The overall structure will enable the effective coordination of operations from a regional perspective to simplify and centralize the requests for funding of the deployment measures, which will consist of both personnel and physical resources necessary to enable this coordination to take place. The recommended Institutional Structure provides a framework for coordination and cooperation within the full body of stakeholders, and the relationship of these efforts to the region. The structure should guide how organizational, institutional and operational issues are addressed and resolved for the common purpose of transportation management within the corridor. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 53

55 The communication and cooperation between the NHDOT and stakeholders will: Provide a means for stakeholders to coordinate with the region s transportation operation agencies. Enhance communications from local agencies to regional stakeholders. Enhance technology transfer to the stakeholders based upon the experiences of a diverse group of regional transportation managers. Promote a single point of contact for Traffic Incident Management issues/deployment. FIGURE 5.1: I-93 TIM PROGRAM INSTITUTIONAL STRUCTURE Project Public Info Construction NHDOT Team Planning Maintenance Traffic/ITS Steering Committee Local Government Administration Salem Windham Derry Londonderry Manchester Local Police Salem Windham Derry Londonderry Manchester Local Fire / EMS Salem Windham Derry Londonderry Manchester Local Public Works Salem Windham Derry Londonderry Manchester FHWA NH Dept. of Environmental Services NH Department of Safety State Police Fire Marshall EMS Highway Enforcement Emergency Management Regional Planning Commission Southern NH RPC Nashua RPC Rockingham PC Massachusetts Representatives State Police MassHighway Towing Industry Tow Masters NH Towing Association CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 54

56 The organizational structure of the Traffic Incident Management Team encompasses all of the stakeholders within the project. Representatives of each of the individual stakeholder groups will bring the concerns of each group to the attention of the Team, enabling discussion and consensus building on current and future action plans. Each of the individual stakeholder groups will address matters that are common amongst them with the goal of improving traffic incident management within the I-93 Corridor. I-93 TIMP Strategy: NHDOT will establish and lead a Traffic Incident Management (TIM) Team for the I-93 Corridor. 5.2 TRACK PROJECT DEPLOYMENT AND INSTITUTIONAL RECOMMENDATIONS As individual projects are deployed and recommendations are instituted, it is critical that their status be actively tracked. For the initial phase of design projects, this tracking will involve verification of conformance with the Regional Architecture and applicable ITS Standards. This will also help facilitate coordination among projects and apply economy of scales cost savings to some efforts. Institutional changes must also be monitored not only to ensure that goals and objectives are met, but also to provide additional support to improve the program. The Management Team must also finalize improvement concepts that could not be resolved during the development of the I-93 TIMP, including the interoperable voice communication for Emergency Service Providers The Management Team should serve as a forum for sharing information regarding the status of recommendations contained in this Plan. This may include information regarding design details, schedules, funding sources, and coordination requirements. The Management Team should maintain a log of implemented recommendations, and use this information to check conformance and update program resources such as the Concept of Operations and the Regional Architecture. The Management Team should establish select the specific performance measures for each strategy or deployment. Actively tracking performance of deployments is imperative for justification of future funding requests. 5.3 UPDATE I-93 TRAFFIC INCIDENT MANAGEMENT PLAN The I-93 Corridor (I-93 TIMP) should be a living document. This is particularly important in light of the planned Transportation Management Center, I-93 ITS Deployment, rapid changes in technology, and numerous local projects. The technology CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 55

57 options and projects in this plan are aimed at meeting specific TIM needs while addressing the goals identified in the Vision, Goals, and Objectives process. While it is imperative for a guiding document such as this to be in place, as changes in direction within the agencies or the region as a whole are realized, the planning goals and specific projects may need to be revisited and revised. The I-93 TIMP presents an overall framework, but decisions regarding the best timing and technical approaches for projects must be responsive to conditions that exist at the time when the decisions are being made. While the Strategic Deployment Plan cannot be constantly updated to keep pace with these changes, a process should be established to conduct a periodic review and update of information in the Strategic Deployment Plan. It is suggested that this be done on a cycle similar to the State Transportation Commission (STC) regional hearings (i.e. two years). Particular attention needs to be given to the effect of new/revised ITS Projects and updates of the Regional ITS Architecture. Additionally, the I-93 TIMP should be revisited when the I-93 Widening Project begins. The Management Team should be responsible for overseeing all updates to the I-93 TIMP, for example, top-level issues such as program goals, or specific issues such as project scoping and scheduling. The I-93 TIMP was developed on the current conditions including the existing transportation infrastructure and the needs and priorities of the I-93 Corridor. Although planned projects and changes to the existing conditions were considered as much as possible, these conditions will inevitably change as strategies and deployments are made to enhance the traffic incident management efforts within the Corridor. 5.4 PROVIDE TECHNICAL SUPPORT AND ASSISTANCE The level of knowledge and expertise among potential project champions in the I-93 Corridor varies considerably. Therefore, it would be valuable to establish the means for sharing the available knowledge and supporting the activities of individual implementers. The Management Team should serve as a forum for sharing information and an opportunity for members to ask questions of one another. The Management Team should maintain a library of Traffic Incident Management related information. This library should be accessible to al, stakeholders and may include: A listing of technical resources agencies can refer for assistance in project design, procurement, maintenance, and operations. These could be individuals within FHWA, NHDOT, Emergency Responders or other agencies that are available to provide technical guidance on various facets of TIM implementation. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 56

58 5.5 EVALUATE PROGRAM AND PROJECTS As the TIM Program is established, the need to evaluate the effectiveness of these strategies and deployments is be required. This need will stem from the desire to ensure that future expenditures on TIM implementations will continue to be worthwhile and cost effective. This requires the development of criteria that may be used to evaluate the TIM program and individual projects. There are several purposes of the evaluation criteria: To select specific data types to be used for performance measurements To demonstrate effectiveness of the TIM Program To document project accomplishments The primary purpose is to identify specific types of data that can be used to set quantitative and qualitative goals for TIM deployment. The goals and objectives for TIM can be defined in both quantative and qualitative terms such as a decrease in the delay on parallel routes, reduction in time to clear incidents, or traveler s perception of improved traveler information. The evaluation criteria will provide parameters for measuring improvements in the transportation network that result from TIM deployment and serve as justification for additional funding. Evaluation criteria can also be used to assess the performance of a system and to detect and correct problems. These criteria also establish sets of data to be collected for system management and to help determine which future activities to undertake. Finally, these criteria provide the statistical evidence that can be used to demonstrate TIM effectiveness and document project accomplishments. The Management Team should take the lead in defining appropriate evaluation criteria and the evaluation efforts for every strategy or deployment implemented. 5.6 PROMOTE I-93 TIMP ACTIVITIES All stakeholders should undertake efforts to promote the I-93 TIM Program as part of outreach efforts to agency management, the general public, and in particular our elected policy makers. These efforts are needed to gain the support to obtain funding and overcome institutional obstacles. While this should be a collective effort involving the Management Team, the sponsors or champions of individual projects should also seek to promote their project and the overall program. Some champions will be required to promote the project internally within their own agencies and organizations in addition to their external promotion efforts. Most projects could benefit from some general promotion to the public that will inform them of the purposes and benefits of the project. Potential use of web pages, brochures, and news articles/reports CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 57

59 should be considered. Public support may also be found with Chambers of Commerce, economic development groups, and professional organizations. 5.7 PROVIDE TRAINING OPPORTUNITIES Training programs can reduce response and clearance time by ensuring that personnel are trained to respond quickly and effectively. They also serve as a method to sustain the TIM Program participants by offering a vehicle to enhance their individual skills. The following organizations provide training courses that are relevant to the I-93 TIM Program: National Highway Institute (NHI) - NHI is a training arm of the Federal Highway Administration (FHWA). NHI provides leadership and resources for the development and delivery of training and education programs to improve the quality of our Nation's highway system and its intermodal connections. NHI offers courses in Highway Safety, Incident Response and Intelligent transportation Systems. Courses can be arranged through the local FHWA representative. Consortium for ITS Training and Education (CITE) - CITE offers an integrated advanced transportation training and education program. The program, based on a consortium of universities, is open to anyone pursuing a career in advanced transportation. Instruction offered through CITE may include graduate and undergraduate level courses, as well as skill-based training and technology transfer. In addition to its educational responsibilities, CITE will facilitate networking and communication among universities and other CITE members. CITE has developed over thirty interactive web-based courses, including o o o Corridor management ITS and Traffic management Deploying ITS FEMA - FEMA is part of the Department of Homeland Security's Emergency Preparedness and Response Directorate. FEMA is headquarters in Washington D.C., at regional and area offices across the country, FEMA training activities include the development of a National Standard Curriculum for NIMS, which will be built around available federal training opportunities and course offerings that support NIMS implementation. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 58

60 5.8 THE PATH FORWARD Throughout this Plan, recommended I-93 TIMP Strategies have been identified to move this plan into an active and sustainable program. One of the keys to launching a successful program is the establishment of strong cohesive management team that understands the Plan and can promote the activities and projects that are founded on the Vision, Goals, and Objectives adopted at the beginning of this process. The implementation of the I-93 TIMP will require active participation by all key agencies. The pursuit of early-deployment projects will enhance the TIM activities along the corridor as well as keep stakeholders engaged throughout the process. With continued stakeholder participation and effective leadership from the Management Team, this Plan will become the foundation for an I-93 Traffic Incident Management Program that will allow traffic incident management operations of the I-93 Corridor to be managed seamlessly across multiple jurisdictional and agency boundaries enabled by cooperative strategies and advanced technologies. CHAPTER 5 IMPLEMENTATION AND PROGRAM MANAGEMENT 59

61 Appendix A Detour Routes and Maps

62 1 - Diversion Route From: Exit 47 (Pelham Street/MA 213) To: Exit 1 (Rockingham Park Blvd) Road Details: Interstate Distance 2.6 miles Diversion Route Distance 3.2 miles Route Description Exit I-93 at Exit 47 (Route 213) in Massachusetts, East on Route 213 to Exit 1 (Route 28), North on Route 28 to Rockingham Park Boulevard, West on Rockingham Park Boulevard to I- 93 Exit 1. Jurisdiction Salem Methuen Route 28: Route 213 interchange to Route 28: o High volume, four lane road o Significant commercial development. Route 28 to Rockingham Park Blvd: o High volume, six lane road o Significant commercial development Intersections: (typically) exclusive left turn lanes and shared right turn lanes Speed limit: 30 mph, Pavement: fair to good condition. Rockingham Park Boulevard 4 to 6 lane road Intersections: o Two traffic signals. o Major entrance and exit for the Mall at Rockingham Park (flyover from I-93 North) Speed limit: 30 mph, Pavement: very good condition. Discussion & Findings: Rte 213/Rte 28 signal at the intersection of the Route 213 exit ramp and Route 28. A left turn is required to travel north on Route 28. Large volumes of traffic will result in queues that can extend the length of the ramp onto Route 213, a divided, limited access highway. Rte 28 Spicket River flows under NH 28 through a culvert just south of Kelly Road. This area is prone to frequent flooding in the spring. The road is subject to partial or full lane closures during those times. Diversion Route Draft Summary Page 1 of 15

63 2 - Diversion Route From: Exit 47 (Pelham Street/MA 213) To: Exit 2 (Rockingham Park Blvd) Road Details: Pelham Street Interstate Distance 2.6 miles Diversion Route Distance 4.8 miles Route Description Exit I-93 at Exit 47 (Pelham St) in Massachusetts, West on Pelham Street to Cross Street, North on Cross Street into New Hampshire to South Policy Street North on South Policy St to Pelham Rd. West on Pelham Rd to I-93 Exit 2. Jurisdiction Salem Methuen Cross Street / South Policy Street Primarily residential, two lane, winding geometry Paved shoulders, where present, are typically narrow Intersections: Unsignalised Cross Street/Hampshire Road intersection in Methuen. Speed Limits: 30 to 35 mph. Pavement: good condition Cross Street Bridge over I-93 (South of Exit 1) scheduled to be replaced as part of the I-93 widening project. Pelham Road: Two lane road from NH 28 to the North/South Policy Street intersection, Intersections: Three Speed Limit: 30 mph. Pavement: fair to good condition. Discussion & findings: This route is utilized during the evening rush hour to avoid traffic backup on I-93 at the Exit 1 lane drop. Traffic delays at that location can be especially lengthy on the Friday evening of a holiday weekend. Diversion Route Draft Summary Page 2 of 15

64 3 - Diversion Route From: Exit 1 (Rockingham Park Blvd.) To: Exit 2 (Pelham Road) Road Details: Interstate Distance 1.2 miles Diversion Route Distance 2.8 miles Route Description Exit I-93 at Exit 1 Rockingham Park Boulevard to NH 28, North on NH 28 to Pelham Road, West on Pelham Road to I-93 Exit 2. Jurisdiction Salem Rockingham Park Boulevard 4 to 6 lane road Intersections: o Two traffic signals. o Major entrance and exit for the Mall at Rockingham Park (flyover from I-93 North) Speed limit: 30 mph, Pavement: very good condition. Route 28: High volume, four lane Heavy Commercial Development Intersections: Main Street intersection - narrow lanes, lacks exclusive turning lanes Speed Limit: 30 mph. No median or center turn lane, shoulders are narrow. Some commercial development Pavement: fair condition. Occasional spring flooding in the vicinity of Friendship Drive.. Pelham Road: Medium to high volume, Two lane Intersections: Three Speed Limit: 30 mph. Pavement: fair to good condition. Discussion & findings: During peak travel periods, traffic heading easterly on Main Street to NH 28 can face significant delays. Queues will extend westerly through the signalized intersection at Pleasant Street. Diversion Route Draft Summary Page 3 of 15

65 4 - Diversion Route From: Exit 1 (Rockingham Park Blvd.) To: Exit 2 (Pelham Road) Road Details: Interstate Distance 1.2 miles Diversion Route Distance 2.7 miles Route Description Exit I-93 at Exit 1 Rockingham Park Boulevard, Flyover (NH 38) to South Policy Street, North on South Policy Street to Pelham Road, Left on Pelham Road to I-93 Exit 2. Jurisdiction Salem Rockingham Park Boulevard 4 to 6 lane road Intersections: o Two traffic signals. o Major entrance and exit for the Mall at Rockingham Park (flyover from I-93 North) Speed limit: 30 mph, Pavement: very good condition. NH 38: Main circulation road for the Mall at Rockingham Park Four lanes near the flyover, two lanes from the track entrance to South Policy Street. Intersections: o Numerous drives into parking lots, o Entrance to the track, o Several signalized intersections. Speed limit: 30 mph. South Policy Street Primarily residential, two lane, winding geometry Paved shoulders, where present, are typically narrow Intersections: Unsignalised Cross Street/Hampshire Road intersection in Methuen. Speed Limits: 30 to 35 mph. Pavement: good condition Pelham Road: Medium to high volume, Two lane Intersections: Three Speed Limit: 30 mph. Pavement: fair to good condition. Discussion & findings: The signalized intersection of NH 38 and Pleasant Street has a significantly skewed alignment, with narrow lanes and tight turning geometry. Diversion Route Draft Summary Page 4 of 15

66 5 - Diversion Route From: Exit 2 (Pelham Road) To: Exit 3 (NH 111) Road Details: Interstate Distance 2.8 miles Diversion Route Distance 4.1 miles Pelham Road: Medium to high volume, Two lane Intersections: Three Speed Limit: 30 mph. Pavement: fair to good condition. Route Description Exit I-93 at Exit 2 Pelham Road, East on Pelham Road to NH 28, North on NH 28 to NH 111, West on NH 111 to I-93 Exit 3. Jurisdiction Salem Windham NH 28: High Volume, four lane (A segment of southbound traffic to the south of the Walmart signalized intersection is just one lane) Extensive commercial development, numerous driveways Intersections: four - Turning movements share lanes with through traffic. Speed Limit: 30 to 40 mph, Pavement: good condition. NH 111: Medium Volume, Two lane Curvy road, limited sight distances and no shoulders Residential, commercial and industrial land uses Intersections: o Several unsignalized intersections with minor roads o flashing yellow at the intersection with North Policy Street. Speed limit: 35 mph. Pavement: good condition. Discussion & findings: NH 111/NH 28/Lake Street intersection: five legged, high volume, Peak hour queues and delays. Unsignalized intersection in peak hours. Diversion Route Draft Summary Page 5 of 15

67 6 - Diversion Route From: Exit 3 (NH 111) To: Exit 4 (NH 102) Road Details: Interstate Distance 5.7 miles Diversion Route Distance 9.8 miles Route Description Exit I-93 at Exit 3 (NH 111), West on NH 111 to NH 128, North on NH 128 to NH 102, East on NH 102 to I-93 Exit 4. Jurisdiction Windham Derry Londonderry NH 111 o Medium volume, two lane o Few residences and commercial establishments. o Intersections: 3 signals, low volume, Center of Town has exclusive turning lanes. o Speed limit: 40 mph to 50 mph o Pavement: very good condition. o The Windham Police and Fire Departments are located at the signalized intersection with Fellows Road. NH 28 o o o o o Medium volume, two lane Few residences, low volume Intersections: non-signalized side road intersections Speed limit: 35 mph Pavement: good condition. (several passing zones). NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: 5 signalized intersections - exclusive left turn lanes) o Speed limit: 40 mph o Pavement: very good condition. Discussion & findings: I-93 Exit 3 Southbound ramps intersection is unsignalized. NH 111 approaches do not have exclusive left turn lanes, Preliminary plans for the I-93 widening indicate that this intersection, along with the I-93 Northbound ramps and a portion of NH 111, will be redesigned. Signals may be installed at the intersection of NH 111 and Wall Street in the near future. Diversion Route Draft Summary Page 6 of 15

68 7 - Diversion Route From: Exit 3 (NH 111) To: Exit 4 (NH 102) Road Details: Interstate Distance 5.7 miles Diversion Route Distance 9.8 miles Route Description Exit I-93 at Exit 3 (NH 111), West on NH 111 to NH 128, North on NH 128 to NH 102, East on NH 102 to I-93 Exit 4. Jurisdiction Salem Windham Derry Londonderry NH 111 o Medium volume, two lane o Few residences and commercial establishments. o Intersections: 3 signals, low volume, Center of Town has exclusive turning lanes. o Speed limit: 40 mph to 50 mph o Pavement: very good condition. NH 28 o o o o o Medium volume, two lane Few residences, low volume Intersections: non-signalized side road intersections Speed limit: 35 mph Pavement: good condition. (several passing zones). NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: 5 signalized intersections - exclusive left turn lanes) o Speed limit: 40 mph o Pavement: very good condition. Discussion & findings: I-93 Exit 3 Southbound ramps intersection is unsignalized. NH 111 approaches do not have exclusive left turn lanes, Preliminary plans for the I-93 widening indicate that this intersection, along with the I-93 Northbound ramps and a portion of NH 111, will be redesigned. Signals may be installed at the intersection of NH 111 and Wall Street in the near future. Diversion Route Draft Summary Page 7 of 15

69 8 - Diversion Route From: Exit 3 (NH 111) To: Exit 4 (NH 102) Road Details: Interstate Distance 5.7 miles Diversion Route Distance 10.4 miles Route Description Exit I-93 at Exit 3 (NH 111), East on NH 111 to NH 28, North on NH 28 to NH 28 Bypass, North on NH 28 Bypass to NH 102, West on NH 102 to I-93 Exit 4. Jurisdiction Salem Windham Derry Londonderry NH 111 o Medium volume, two lane o Few residences and commercial establishments. o Intersections: 3 signals, low volume, Center of Town has exclusive turning lanes. o Speed limit: 40 mph to 50 mph o Pavement: very good condition. o The Windham Police and Fire Departments are located at the signalized intersection with Fellows Road. NH 28 o o o o o Medium volume, two lane Few residences, low volume Intersections: non-signalized side road intersections o small rotary with yield control (NH 102 and NH 28) Speed limit: 35 mph Pavement: good condition. (several passing zones). NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: 5 signalized intersections - exclusive left turn lanes) o Speed limit: 40 mph o Pavement: very good condition. Discussion & findings: I-93 Exit 3 Southbound ramps intersection is unsignalized. NH 111 approaches do not have exclusive left turn lanes, Preliminary plans for the I-93 widening indicate that this intersection, along with the I-93 Northbound ramps and a portion of NH 111, will be redesigned. Middle school is located across NH 28 from a large apartment development. There is a crosswalk and pedestrian signals at the intersection. With a high volume of traffic, pedestrian safety may be a concern at this location. Signals may be installed at the intersection of NH 111 and Wall Street in the near future. Diversion Route Draft Summary Page 8 of 15

70 9 - Diversion Route From: Exit 3 (NH 111) To: Exit 4 (NH 102) Road Details: Interstate Distance 5.7 miles Diversion Route Distance 8.6 miles Route Description Exit I-93 at Exit 3 (NH 111), West on NH 111 to North Lowell Road, North Lowell Road changes to Windham Road in Derry North on Windham Road to NH 102 West on NH 102 to I-93 Exit 4. Jurisdiction Windham Derry Londonderry NH 111 o Medium volume, two lane o Few residences and commercial establishments. o Intersections: 3 signals, low volume, Center of Town has exclusive turning lanes. o Speed limit: 40 mph to 50 mph o Pavement: very good condition. o The Windham Police and Fire Departments are located at the signalized intersection with Fellows Road. North Lowell/Windham Road o Low Volume, two lane road o Winding alignment, residential, o Intersections: Numerous minor road intersections and residential drives. o Speed limit: mph. o Pavement: good condition. NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: 5 signalized intersections - exclusive left turn lanes) o Speed limit: 40 mph o Pavement: very good condition. Discussion & findings: I-93 Exit 3 Southbound ramps intersection is unsignalized. NH 111 approaches do not have exclusive left turn lanes, Preliminary plans for the I-93 widening indicate that this intersection, along with the I-93 Northbound ramps and a portion of NH 111, will be redesigned. Diversion Route Draft Summary Page 9 of 15

71 10 - Diversion Route From: Exit 4 (NH 102) To: Exit 5 (NH 28) Road Details: Interstate Distance 3.6 miles Diversion Route Distance 8.4 miles Route Description Exit I-93 at Exit 4 (NH 102), West on NH 102 to NH 128, North on NH 128 to NH 28, South on NH 28 to I-93 Exit 5. Jurisdiction Londonderry NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: 5 signalized intersections - exclusive left turn lanes) o Speed limit: 40 mph o Pavement: very good condition. NH 128 o Medium Volume, two lane o Primarily residential development o The Londonderry Police Department and middle and high schools are located just north of the Pillsbury Road intersection. o Intersections: 2 intersections with exclusive left turn lanes o Pedestrian traffic near Pillsbury Road o Speed limit: mph NH 28 o o o o o Medium volume, two lane Few residences, low volume Intersections: NH 128 intersects NH 28 at a skew Speed limit: 35 mph Pavement: good condition. (several passing zones). Discussion & findings: Exit 5 interchange (NH 28): one through lane in each direction with one center lane that is split into exclusive left turn lanes. queues can extend into the travel lanes, thereby blocking them. Preliminary plans for the I-93 widening project propose a new interchange with new geometry and greater capacity. Diversion Route Draft Summary Page 10 of 15

72 11 - Diversion Route From: Exit 4 (NH 102) To: Exit 5 (NH 28) Road Details: Interstate Distance 3.6 miles Diversion Route Distance 5.1 miles Route Description Exit I-93 at Exit 4 (NH 102), East on NH 102 to NH 28, North on NH 28 to I-93 Exit 5. Jurisdiction Derry Londonderry NH 102 o Medium volume, four lane/two lane o Commercial development o Intersections: 4 signalized intersection - exclusive left turn lanes o Speed limit: 40 mph o Pavement: very good condition. NH 28 o o o o High Volume, two lane (4 lane at Wal-Mart) Residential, Industrial, Commercial development Intersections: four Speed limit: 30 (south of Wal-Mart) -40 mph Discussion & findings: Exit 5 interchange (NH 28): one through lane in each direction with one center lane that is split into exclusive left turn lanes. queues can extend into the travel lanes, thereby blocking them. Preliminary plans for the I-93 widening project propose a new interchange with new geometry and greater capacity. Diversion Route Draft Summary Page 11 of 15

73 12 - Diversion Route From: Exit 5 (NH 28) To: I 293 Exit 1 (NH 28) Road Details: Interstate Distance 4.0 miles Diversion Route Distance 6.3 miles Route Description Exit I-93 at Exit 5 (NH 28), North on NH 28 to I-293 Exit 1, South on I-293 to I-93 North. Jurisdiction Londonderry Manchester NH 28 o o o o o Highvolume, o two lanes: I-93 to the Harvey Road intersection in Manchester, o four lanes: to the Mall of NH drive, o six lanes to I-293 Exit 1. Industrial and commercial development Intersections: Numerous drives for commercial developments o 7 intersections -exclusive left turn lanes Speed limit: 40 mph from I-93 to NH 128, 50 mph from NH 128 to Harvey Road, and 30 mph from Harvey Road to I-293. Pavement: very good condition. Discussion & findings: Exit 5 interchange (NH 28): one through lane in each direction with one center lane that is split into exclusive left turn lanes. queues can extend into the travel lanes, thereby blocking them. Preliminary plans for the I-93 widening project propose a new interchange with new geometry and greater capacity. Diversion Route Draft Summary Page 12 of 15

74 13 - Diversion Route From: Exit 5 (NH 28) To: Exit 7 (NH 101) Road Details: Interstate Distance 4.0 miles Diversion Route Distance 8.7 miles Route Description Exit I-93 at Exit 5 (NH 28), South on NH 28 to Auburn Road, North on Auburn Road to NH 28 Bypass, North on NH 28 Bypass to NH 101, West on NH 101 to I-93 Exit 7. Jurisdiction Derry Auburn Manchester Auburn Road o Medium Volume, two lane o Residential winding road o Locally maintained o Pavement: fair to good condition o Speed limit: 30 mph. NH 28 Bypass o Medium Volume, two lane road o Intersections: Flashing yellow (Scobie Pond Road and English Range Road) o Speed limit: 40-50mph (Tsienneto Road and the Massabesic traffic circle) 30 mph (NH 102 and Tsienneto Road), o Pavement: Very good condition NH 101: o four lane, limited access divided highway. o Speed limit is 55 mph. o Pavement: Very Good Discussion & findings: None Diversion Route Draft Summary Page 13 of 15

75 14 - Diversion Route From: Exit 4 (NH 102) To: Exit 7 (NH 101) Road Details: Interstate Distance 7.6 miles Diversion Route Distance 14.7 miles Route Description Exit I-93 at Exit 4 (NH 102), East on NH 102 to NH 28 Bypass, North on NH 28 Bypass to NH 101, West on NH 101 to I-93 Exit 7 Jurisdiction Derry Londonderry Auburn Manchester NH 102 o Medium volume, four lane/two lane o Commercial development (few drives access NH 102 directly) o Intersections: signalized intersections - exclusive left turn lanes o Speed limit: 40 mph o Pavement: very good condition. NH 28 Bypass o Medium Volume, two lane road o Intersections: Flashing yellow (Scobie Pond Road and English Range Road) o Speed limit: 40-50mph (Tsienneto Road and the Massabesic traffic circle) 30 mph (NH 102 and Tsienneto Road), o Pavement: Very good condition NH 101: o four lane, limited access divided highway. o Speed limit is 55 mph. o Pavement: Very Good Discussion & findings: Pinkerton Academy (south of Tsienneto Road) crosswalks cross NH 28 Bypass. Diversion Route Draft Summary Page 14 of 15

76 15 - Diversion Route From: Exit 3 (NH 111) To: Exit 5 (NH 28) Interstate Distance 7.6 miles Diversion Route Distance 12.9 miles Route Description Exit I-93 at Exit 3 (NH 111), East on NH 111 to NH 28, North on NH 28 to NH 28 Bypass, North on NH 28 Bypass to Tsienneto Rd in Derry, West on Tsienneto Rd to NH 28, North on NH 28 to I-93 Exit 5. Jurisdiction Salem Windham Derry Londonderry NH 111 o Medium volume, two lane o Few residences and commercial establishments. o Intersections: 3 signals, low volume, Center of Town has exclusive turning lanes. o Speed limit: 40 mph to 50 mph o Pavement: very good condition. NH 28 (and Bypass) o Medium/High volume, two lane o Few residences, low volume o Intersections: non-signalized side road intersections o Rotary at the intersection of NH 102 and NH 28 Bypass o Speed limit: 35 mph o Pavement: good condition. (several passing zones). Tsienneto Road o Medium Volume, two lane, locally maintained o Several commercial drives. o Speed limit: 30 mph o Pavement: good condition. NH 28 (to exit 5) o High Volume, two lane (4 lane at Wal-Mart) o Residential, Industrial, Commercial development o Intersections: four o Speed limit: 30 (south of Wal-Mart) -40 mph Discussion & findings: Alternate route avoids downtown Derry. Pinkerton Academy (south of Tsienneto Road) crosswalks cross NH 28 Bypass Diversion Route Draft Summary Page 15 of 15

77 CONTACT INFORMATION AVAILABLE RESOURCES Draft I-93 Diversion Route Maps Page 1 of 15

78 Draft I-93 Diversion Route Maps Page 2 of 15

79 Draft I-93 Diversion Route Maps Page 3 of 15

80 Draft I-93 Diversion Route Maps Page 4 of 15

81 Draft I-93 Diversion Route Maps Page 5 of 15

82 Draft I-93 Diversion Route Maps Page 6 of 15

83 Draft I-93 Diversion Route Maps Page 7 of 15

84 Draft I-93 Diversion Route Maps Page 8 of 15

85 Draft I-93 Diversion Route Maps Page 9 of 15

86 Draft I-93 Diversion Route Maps Page 10 of 15

87 Draft I-93 Diversion Route Maps Page 11 of 15

88 Draft I-93 Diversion Route Maps Page 12 of 15

89 Draft I-93 Diversion Route Maps Page 13 of 15

90 Draft I-93 Diversion Route Maps Page 14 of 15

91 Draft I-93 Diversion Route Maps Page 15 of 15