Sustaining Traffic Incident Management Programs with State DOT Leadership Steven Cyra, PE, PTOE HNTB Fellow, Associate Vice President

Transcription

1 2014 Annual Meeting November 12-14, 2014 Sustaining Traffic Incident Management Programs with State DOT Leadership Steven Cyra, PE, PTOE HNTB Fellow, Associate Vice President

2 Presentation Why Traffic Incident Management (TIM)? TIM program definition Sustaining programs by applying TIM capability maturity framework The need for program leadership Conclusion

3 Traffic Incident Management (TIM) The planned, coordinated, multi-disciplinary process to detect, respond to, and clear incidents to restore traffic flow as safely and quickly as possible. TIM reduces the duration and impacts of traffic incidents and improves the safety of motorists, crash victims, and emergency responders.

4 TIM Response Timeline Incident Timeline

5 Why TIM? SAFETY Incident Victims-Responders-Users

6 Responder Safety A police officer is 18 times more likely to die from being hit by a vehicle than being struck by a bullet. Mortality rates are staggering: 6 8 die each year: Fire/Rescue, EMS die each year: Law Enforcement 50 die each year: Towing 100 die each year + 20,000 injured: Highway Personnel Source: Emergency Responder Safety Institute, AAA

7 Secondary Crashes Fatal crash on I-70 underscores backup risks The Columbus Dispatch

8 Why TIM? COST Cost of Crashes Cost of Congestion Total Average Per Person Total Average Per Person 2005 National $164.2 billion $1,051 $57 billion $ National $299.5 billion $1,522 $97.7 billion $590 Source: AAA Crashes vs Congestion, What s the Cost to Society? - Nov. 2011

9 What is a TIM Program? The goal of a TIM program is not to create a response, but rather to allow for a more effective, efficient response for all responding agencies Incident response in and of itself, does not entail the same degree of coordination, planning, and conscious effort that is more broadly required for an effective, comprehensive TIM program TIM programs and associated committees and/or task forces have consistent leadership, are sustained and ongoing

10 TIM Program Components TIM Components Program (Committee/Task Force) Relationships Needs Assessment Training Performance Evaluation Asset Management Contracting Administration & Staffing Finance/Budget Response TIM Process

11 TIM Program - Key Attributes Leadership Multi-discipline participation Relationships Needs identification/assessment Solution/strategy development and implementation Goals for performance and progress

12 TIM Program Examples State DOT Led Washington TIM Coalition Wisconsin Statewide TIME Program Metro Atlanta TIME Task Force Michigan Mi-TIME Florida DOT TIM Teams

13 TIM Program Formalization WI TIME Coalition Partnering Agreement 1. Assess 2. Strategize 3. Measure 4. Sustain 5. Promote 6. Train 7. Commit

14 The TIM Capability Maturity Framework A emerging tool for improving and sustaining TIM programs Integrates and augments TIM Self-Assessment Builds off of earlier work done as part of SHRP2 L01 Integrating Business Processes to Improve Reliability L06 Institutional Architectures to Advance Operational Strategies Focus on the role of lead agencies and required process to achieve operational objectives

15 TIM Capability Maturity Framework Process Matters TIM Programs fail or do not achieve desired functionality for a variety of reasons unrelated to technology Prioritizing the right actions Is your agency ready? How would you know? What should you do next? Focus on the weakest link What is holding the agency back in becoming a leader in this area? Capability Maturity Frameworks for Transportation Operations Process Adapted from software development world A consensus-driven consistent structured evaluation or assessment of a process. Guides an agency towards a higher level of implementation, standardization, and return on investment. Outcomes Clear identification of weak links in the process Prioritization of areas of improvement List of process-oriented actions that an agency can implement

16 Six Dimensions/Buckets of Capability #1 #2 #3 #4 #5 #6

17 Capability Maturity Framework Six Process Improvement Areas Capability Levels Dimensions or Process Area What is it? Level 1 Ad-Hoc. Low Level of Capability Level 2 Level 3 Level 4 Optimized. High level of capability 1. Business Process Plans, Programs, Budgets 2. Systems & Technology 3. Performance Measurement Approach to building systems Use of performance measures 4. Workforce Improving capability of workforce 5. Culture Changing culture and building champions 6. Collaboration Improving working relationships Statement of capability Step 1. Self- Step 2. Identify.... Assessment.... areas of Work with your improvement and stakeholders to the desired levels of.... assess where you.... capability to are in terms of the improve program capabilities in each effectiveness area Identify actions that you need to take to move to the desired levels of capability

18 Levels of Advancement for TIM Capability Low Capability High or Model Capability Level 1 Performed Level 2 Managed Level 3 Integrated Actions Actions Actions ADVANCEMENT Level 4 Optimized

19 The Spectrum of Today s TIM Capability Low Capability High or Model Capability Broad Attributes and Characteristics TIM is performed out of necessity On-scene inefficiencies common Roles unclear Congestion and delay is routine Poor communication Some multi-discipline coordination but only on-scene Frequent struck-bys and/or near misses No/little training No formal TIM Program No formal TIM Program leader TIM is a core, performance-based operational function Responders work with sense of urgency Congestion and delay is minimized Excellent communication Strong multi-discipline coordination through on-going TIM program Strong, sustained program leadership Infrequent struck-bys or near misses Multi-discipline training routine, institutionalized

20 The Need for TIM Program Leadership Lots of Responders and Stakeholders Leader?? Core Response Disciplines Transit PSAPs/Dispatch Counties Coroner/ME Municipalities Electeds MPOs/COGs Tollways/Tunrpikes Environmental Training Academies Researchers Additional Responders and Stakeholders

21 Need for Program Leadership and Conclusion Sustaining TIM programs is dependent upon leadership Candidates: DOTs, MPOs/COGs, Public Safety, Others State DOTs (arguably) best positioned to be TIM program leaders Why? DOT s largely are roadway owners Operations already a core function, expanding focus on TIM required Staffing for TIM program leadership, administration Ability to contract with consultants for support Geographic consistency Relationships Best positioned to set policy May be best positioned to fund TIM strategies Successful models exist and are the majority

22 2014 Annual Meeting November 12-14, 2014 Thank You! Steven J. Cyra, PE, PTOE (414)