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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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Suggested Citation:"Appendix I - Seattle, Washington, Case Study." National Academies of Sciences, Engineering, and Medicine. 2004. Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management. Washington, DC: The National Academies Press. doi: 10.17226/13730.
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I-1 APPENDIX I SEATTLE, WASHINGTON, CASE STUDY 1 INTRODUCTION Washington State Department of Transportation (WSDOT) and Washington State Patrol (WSP) have a long history of cooperatively managing traffic incidents in the Seattle met- ropolitan area, as well as developing and implementing data and communications systems that support traffic incident management (TIM). This section describes the institutional framework and initiatives that underpin these activities, as well as the roles and responsibilities of both WSDOT and WSP as they relate to TIM. 1.1 Institutional Framework WSP and WSDOT have traditionally approached TIM in a coordinated and cooperative manner. Effective incident man- agement in the Seattle metropolitan area is further supported by information sharing at the programmatic and operational levels. Three primary initiatives have set the stage for the insti- tutional coordination and cooperation between WSDOT and WSP that have resulted in enhanced TIM activities through information sharing: • A joint operations policy statement (JOPS), • Joint development of a WSP computer-aided dispatching (CAD) system and the WSDOT Traffic System Manage- ment Center (TSMC) interface, and • The Smart Trek Metropolitan Model Deployment Ini- tiative (MMDI). 1.1.1 Joint Operations Policy Statement WSP and WSDOT have cooperatively developed a work- ing agreement referred to as a joint operations policy state- ment (JOPS). The purpose of the JOPS is to document the joint policy positions between the two agencies regarding issues of mutual interest in operating Washington State High- ways. The WSP Chief and the Washington State Secretary of Transportation both endorse the JOPS for statewide imple- mentation. The Seattle metropolitan region has taken the lead in implementing the concepts identified in the JOPS. From an institutional perspective, the JOPS makes many references regarding programmatic directions that relate directly to TIM and the sharing of information, including the following: • Leveraging the advantages of co-location, including WSDOT TSMCs and WSP dispatch centers. • Sharing information needed to facilitate joint operations of highways. This idea may include but is not limited to CAD access and user training; real-time traffic flow, road, collision, and weather information; video surveil- lance; video road inventories; speed data; and geospatial data, including interchange drawings. • Creating a joint policy for data sharing that includes, among other things, content and formatting, documen- tation and meta-data, collection and update methods and procedures, accuracy, update cycles, and stewardship. Memoranda of understanding will be used to document the sharing of information for the items addressed in the joint policy. • Coordinating public information messages and outreach on issues that affect agencies and/or their customers. Sample areas of coordination include highway incidents, special events (such as winter and mountain pass driv- ing), the “Give ‘Em a Brake” campaign, or new policy initiatives such as “Steer it and Clear It.” • Communicating timely and accurate information to the public on traffic and travel conditions, including restric- tions and information on incidents to allow the public to make decisions about their traveling convenience and safety. • Assisting motorists with service patrols by clearing lane- blocking debris and disabled vehicles and their occu- pants and resolving other problems within the ability and scope of WSP and WSDOT. • Coordinating all public and private resources in the effort to clear incidents within 90 minutes. This includes using resources to expedite responding to incidents, efficiently and effectively conducting needed investigations, and reducing highway lane and state-designated ferry route closures to a minimum. A copy of the JOPS is attached to this appendix. 1.1.2 CAD-ATMS Integration In the late 1980s, WSDOT and WSP entered into a joint venture to disseminate WSP CAD data to WSDOT. The activities that were required to develop, implement, and operate the system further illustrated the high level of insti- tutional coordination and commitment of the two agencies. In early 2003, WSP and WSDOT entered into a federally sponsored cooperative agreement for a field operational test (FOT) to integrate intelligent transportation system (ITS) technologies and CAD systems from multiple vendors across

organizational boundaries. This CAD-ATMS integration project is structured around WSP and WSDOT’s capability to cooperatively manage multiagency incidents with signifi- cant multimodal transportation challenges, ranging from automobile crashes to natural and non-natural disasters. WSP and WSDOT are cooperatively approaching the inte- gration between CAD and the advanced traffic management system (ATMS) using applicable standards that enable exchange of traffic management information systems and pub- lic safety dispatch information systems. This integration will further facilitate existing exchanges of information between the WSP CAD system and the WSDOT TSMC information systems. Ultimately, benefits related to locating and respond- ing to the incident, including on-scene activities and incident documentation, will be realized. Commitment to cooperatively manage incidents is demon- strated in that WSDOT provided WSP with capital resources to help procure WSP’s new CAD systems. WSDOT also has a technical representative supporting the procurement of the CAD system that is a focal point of this project and that will enhance the existing interface with WSDOT. 1.1.3 Smart Trek Model Deployment Initiative WSDOT has a long history of cooperatively implement- ing, operating, and supporting advanced technologies with regional partners, like WSP, to support transportation opera- tions and traffic incident management. Under the leadership of WSDOT and supported by WSP, the Seattle metropolitan area was selected in 1997 as one of four federally funded national Metropolitan Model Deployment Initiatives (MMDIs) that focused on aggressive deployment of regionwide intelligent transportation systems (ITS) (1). Seattle’s MMDI efforts are collectively referred to as Smart Trek. Recognizing the significant potential benefits of sharing information between WSP and WSDOT Smart Trek included a project that specifically addresses the need to share informa- tion between WSP and WSDOT—a regional fiber-optic back- bone. The backbone interconnects a diverse coalition of regional, multimodal traffic and transit data and information sources. This interconnection improves capabilities to receive, process, and prepare freeway and arterial traffic and transit data for further distribution to ISP and to other users. The inter- connection is also used for transportation research and the exchange of CAD data and has resulted in enhanced system monitoring and traffic control through a regional, multiagency, advanced transportation management system. The backbone enables video sharing between WSDOT and WSP. The institutional structures that underpinned Smart Trek deployments also provided transportation and public safety agencies with the ability to cooperatively increase levels of service to the traveling public through the integration of tra- ditional functions of traffic signal control; transit management; freeway management; incident management; emergency ser- I-2 vices management; and regional, multimodal traveler infor- mation services. 1.2 Roles and Responsibilities Many of WSP and WSDOT’s TIM activities and coordina- tion result from longstanding working relationships between the two agencies. Roles and responsibilities of both agencies as they relate to TIM are detailed below. 1.2.1 WSDOT WSDOT, created by the Washington State Legislature in 1977, is responsible for managing most of the state’s trans- portation infrastructure, including approximately 7,048 cen- terline miles of state roadways. WSDOT is organized into executive staff, five service centers, three modal divisions, and six operating regions. The state’s transportation infra- structure is managed through four major programs: mainte- nance, operations, preservation, and improvements. Central to WSDOT’s incident management functions are the incident response teams (IRTs) that are operated in each of its six regions. IRTs are specially trained groups of WSDOT maintenance employees who respond to blocking incidents on state highways and freeways. IRT vehicles are available 24 hours a day, 7 days a week, to provide traffic control, traf- fic rerouting, mobile communications, and incident clearance and clean up. IRTs also assist motorists with changing flat tires, jump starts, directions, and many other types of calls for assis- tance. WSDOT has operated the IRT program since 1990 (2). In the Seattle metropolitan area, IRTs are dispatched from the WSDOT TSMC. IRTs can be requested by WSP for assistance through communication with the WSDOT traffic system oper- ations specialist. In addition, to help support incident management efforts, WSDOT currently operates five traffic management centers (TMCs) throughout the state, including the Northwest Region TSMC that services the Puget Sound cities of Seattle, Everett, and Tacoma. The TSMC is the central processing and opera- tional facility for freeway, tunnel, and selected arterial man- agement systems in the Seattle metropolitan area. TSMC flow operations cover 124 miles on I-5, I-405, I-90, State Route (SR) 167, and SR 520. The current system includes 3,000 loop sensors that collect traffic flow data, more than 250 closed-circuit television (CCTV) cameras, a fiber-optic com- munication system, 113 ramp metering systems operating on 75 freeway ramps, and numerous motorist call boxes. The TSMC is operational 24 hours a day, 7 days a week. The facility collects, integrates, processes, and disseminates regional freeway system information. The facility and the regional roadway ITS infrastructure include traffic surveil- lance to detect traffic flows on the freeways, fixed and pan- tilt-zoom CCTV to allow WSDOT operators to observe traf- fic on the freeways, and ramp metering systems to regulate

the flow rate of traffic entering freeways. In addition, more than 45 variable message signs (VMSs) are installed on the freeways in the region, 7 highway advisory radio (HAR) sta- tions are in operation, and several weather stations are dis- tributed throughout the region. WSDOT also has a history of working cooperatively with the media in the Seattle metropolitan area. This history enables the agency to offer accurate and timely traffic information to travelers. The area’s major television stations have direct video connections that permit them to select the view of any CCTV camera. These stations also have a connection to (1) the “FLOW” congestion map for real-time traffic conditions and (2) information on construction activities and incidents. The FLOW map is available to the public on WSDOT’s Internet home page and averages over 100,000 hits each day (3). 1.2.2 WSP WSP is organized into seven bureaus that administer the activities of nearly 1,000 commissioned offices and more than 1,000 noncommissioned personnel. Bureaus include • Field operations, • Fire protection, • Forensic laboratory services, • Investigative services, • Management services, • Technical services, and • Offices of the chief. The primary response to traffic incidents on highways owned and operated by the state of Washington is provided by WSP. Duties administered by WSP include patrolling and con- ducting accident investigations on highways owned and oper- ated by the state of Washington. WSP commissioned traffic officers also work traffic law enforcement. These positions include • Traffic officers (troopers), • Traffic sergeants, • Traffic assistance detectives, • Traffic assistant detective sergeants, and • Lieutenants and command officers assigned to the field operations. WSP is divided into eight geographical areas organized as districts. Troopers in District 2 (headquartered in Bellevue) are responsible for responding to incidents on state-owned facilities in the Seattle metropolitan area. WSP units involved in response to TIM include • Office of the State Fire Marshall, Emergency Mobiliza- tion Section; • Field Operations Bureau, Statewide Incident Response Team (SIRT); I-3 • Investigative Services Bureau, Major Accidents Inves- tigations Team (MAIT); and • Technical Services Bureau, Communications Division. The communications division of the WSP Technical Ser- vices Bureau operates a 24/7 statewide emergency communi- cations system that includes eight centers statewide. The divi- sion provides emergency dispatch services for mobile units of WSP, the Department of Fish and Wildlife, the Liquor Con- trol Board, the Department of Transportation, state parks, and federal agencies. Duties performed by the communications division include • Receiving, relaying, and dispatching emergency calls for services; • Dispatching services provided to line troopers and other state agencies; • Providing assistance to the public via telephone or in person; • Using CAD to dispatch officers to calls; • Working with other law enforcement agencies and com- munications centers; and • Answering all regional cellular 911 calls. 1.3 Study Approach and Methodology In August 2002, specific data related to information exchanges between WSDOT and WSP were collected during site visits to (1) WSDOT’s Northwest Region TSMC located in Shoreline, Washington, and (2) the WSP communications center located in Bellevue, Washington. Site visits provided researchers with the opportunity to observe data sharing and communication between the two agencies in the context of actual operations. Site visits entailed observations of actual operations and an extensive question and answer session. Peri- odic follow-up phone interviews were also conducted with the hosts to collect and verify additional information. 1.4 Acknowledgments The key contributors to the Seattle case study are • Jerry Althauser, Maintenance/Operations Superinten- dent—Traffic, WSDOT; • Bill Legg, Assistant ITS Program Engineer, WSDOT— Washington State Transportation Center; and • Linda Spaetig, WSP. 2 INFORMATION-SHARING METHODS As mentioned, WSDOT and WSP have a long history of cooperatively managing traffic incidents in the Seattle met- ropolitan area. Various methods are used to communicate at

the scene of the incident and between operations personnel in the communications or operations centers. Because of the maturity of the agencies and their level of institutional coor- dination, information-sharing activities between WSP and WSDOT serve as a model for many other transportation agen- cies and public safety agencies around the nation. Described below are the remote voice, text transfer, and other media and advanced methods that WSP and WSDOT use to com- municate when managing traffic incidents. 2.1 Remote Voice Voice communication at the incident scene between WSDOT and WSP is also accomplished using the WSP radio systems. IRT operators are equipped with WSP radios that enable the operators to communicate with officers respond- ing to the same incident. Use of the WSP radio also enables WSDOT to communicate with local fire departments via a common frequency. This frequency does not enable WSDOT or WSP to communicate with fire dispatch. The WSP call center and WSDOT TSMC communicate via an intercom system. This system enables the WSP dis- patcher to communicate directly with a traffic system opera- tions specialist in the TSMC communications center 24 hours a day, 7 days a week. Essentially, for after-hour calls, if a responding officer requests assistance from the IRT at the incident scene, the officer contacts the WSP dispatcher via radio and requests assistance. The WSP dispatcher then con- tacts a WSDOT traffic system operations specialist in the call center via the intercom system. The WSDOT traffic system operations specialist in turn dispatches the IRT to the inci- dent scene. Conversely, if needed, the WSDOT traffic sys- tem operations specialist can contact the WSP dispatcher via the intercom system if needed. 2.2 Text Transfer For many years, WSP has provided incident data to WSDOT via a WSP CAD terminal located in the TSMC. Information provided by WSP typically includes incident location, nature of the incident, and resulting lane closures. This information is filtered and read-only. To enable the provision of data dissemination to WSDOT, data are collected in the field by the responding WSP officer. The officer enters the incident data into the CAD system at the scene, and the data are transmitted to the WSP call cen- ter in Bellevue. The data are then processed to remove any sensitive information, such as crash victim’s name or vehicle tag information, and are then sent to the TSMC. Upon receiving the data, operators in the TSMC manually enter the location, nature, and duration of the incident into WSDOT’s traveler information system. This system includes website and 511 information. The traffic system operations specialist in the TSMC also has a WSP CAD terminal in the I-4 communications room. The traffic system operations special- ist uses this information to dispatch the IRT and update trav- eler information. The data sent via the current CAD system are archived. However, they are difficult to process for future analysis. The process of entering the data into the traveler information sys- tem is not automated. It must be keyed in by an operator in the TSMC. However, the new CAD-TMC integration will sig- nificantly increase the systems functionality, as will be dis- cussed later. Recognizing that the first generation of the system was beneficial, WSDOT and WSP are currently developing a next generation of the system to further enhance information shar- ing. To make this system deployment even more timely, WSP is in the process of procuring and installing a new CAD system for statewide use. This system will maintain state-of- the-art dispatching across the entire state of Washington and bring all dispatchers to a common platform. The two agen- cies have worked cooperatively in this procurement. Com- mitment to information sharing between the two agencies is further illustrated in that WSDOT has provided funding for WSP’s procurement of the system and has provided a WSDOT representative on the procurement committee. WSDOT operates the Condition Acquisition and Report- ing System (CARS). WSDOT dispatchers use CARS to record accident, construction, traffic, and road condition events. CARS is viewed by WSDOT dispatchers to assist in roadway response, and it supplies a portion of the traveler information content in WSDOT’s 511 system and Internet pages. Further assisted by an FHWA cooperative agreement, the new WSP CAD system and the WSDOT CARS system will be integrated. As part of this system, three components will be developed to work together in a system called the Unified Incident Information System (UIIS). The overall vision for UIIS is to facilitate open communications between the WSP CAD system and the WSDOT CARS system in a manner that improves emergency response and traveler information distri- bution without causing any additional burdens on the already busy emergency response and radio operations staff. UIIS components include the following: • Primary Alert—Serves as a direct line of communica- tion from WSP to WSDOT. At the core of the primary alert is an institutional filter to ensure that only appropri- ate information reaches WSDOT and that any details not suited for public consumption are not exchanged. Within 1 minute from the time an event is entered into the WSP CAD system, a filtered report will appear before every relevant WSDOT CARS user. The filtered report will be geo-coded, and a map will be provided on an on-screen display. Using the institutional filter, data communicated from the WSP CAD system to WSDOT will include – The agency entering the incident, – The identification of the operator,

– The text of the message relating to the incident, – The time and date on which the incident record is created, – The location of the incident, – The type of incident, – The incident priority, – The status of the incident, – The incident detail, and – The tracking number for the incident. • Response Support—Enables the WSDOT traffic system operations specialist to provide WSP dispatchers with information about other conditions surrounding the inci- dent location. As an example, traffic, construction, or adverse weather conditions that could affect the trooper’s response will be provided to dispatchers to provide the safest and most efficient response. Response support respects any concerns from WSP about inserting ele- ments of nonemergency into the CAD system. To make this noninvasive, a dynamic web page with the conditions will be created that can be linked to and from the WSP CAD system. • Secondary Alert—Offers a direct line of communica- tion to a number of secondary responders, including emergency medical services (EMS), towing and recovery service providers, and utility companies. Secondary alert transfers incident information to responders about events in the WSP CAD system and the WSDOT CARS system. 2.3 Other Media and Advanced Methods Another element of information sharing between WSDOT and WSP is the exchange of video images. WSDOT currently I-5 operates more than 250 CCTVs throughout the Seattle metro- politan area. Cameras are currently deployed on SR-167, I-5, I-405, SR-520, SR-99, and SR-90. More cameras are contin- ually implemented throughout the Seattle metropolitan area and further enhance WSP’s ability to monitor traffic. Through an operational agreement, WSDOT provides WSP with the images from these cameras. In addition, WSDOT pro- vides WSP with secondary control of the cameras. This func- tion enables WSP to view the incident scene, verify inci- dents, and dispatch additional officers if needed. As with the CAD data, CCTV images are communicated to the call cen- ter via the fiber-optic backbone that, as previously discussed, was a project included in Smart Trek. 3 REFERENCES 1. The Metropolitan Model Deployment Initiative (MMDI) was an aggressive deployment of ITS at four urban sites: New York/ New Jersey/Connecticut, Phoenix, San Antonio, and Seattle. These sites were chosen because of their high level of pre-existing ITS and because of the promise of evaluating the integration of these legacy ITS components together with new ITS components. 2. Washington State’s Incident Response Team Program Evalua- tion. Washington State Transportation Center (TRAC). Draft Final—Research Project T9903, Task 58. May 1997. Prepared for Washington State Transportation Commission. 3. Systems Overview Specification. Metropolitan Model Deploy- ment Initiative Project of the Washington State Department of Transportation, Regional and Local Partners, Commercial and Academic Partners, and the United States Department of Transportation. Version 2.0—March 23, 1999. http://depts. washington.edu/trac/mdi/partners/pdf/sos.pdf

I-6 ATTACHMENT TO APPENDIX I A JOINT OPERATIONS POLICY STATEMENT

I-7 Index 1. Agency Missions and Organizational Alignment a) Washington State Patrol b) Washington State Department of Transportation c) Joint Operations 2. Data Sharing a) General b) Budget 3. Traffic Management a) Coordinated Public Communication i) Traveler Information ii) Media b) Service Patrols c) Enforcement processes d) Incident response i) Road Ranger Program ii) Hazardous material handling iii) Tow truck use iv) Accident clearance and civil liability (Damaged Load Clearance) v) Expedited investigations vi) Incident Command System e) Event planning f) Disaster Response g) Winter driving 4. Work Zone Safety 5. Commercial Vehicles a) Weigh Stations b) Permitting and Weight Enforcement c) Commercial Vehicle Safety Inspections d) CVISN / WIM 6. Joint Facilities 7. Wireless Communication 8. Washington State Ferries 9. Transportation System Security 10. Safety Rest Areas 11. Policy Performance Measures 12. Policy training 13. Policy Update Process 14. Appendices

I-8 1. Agency Missions and Organizational Alignment a) Washington State Patrol The Washington State Patrol (WSP) was established in 1921 and operates under the authority of R.C.W. 43.43.010, which gives full police powers to the commissioned officers of the department. The Washington State Patrol is comprised of the following six bureaus; • Field Operations Bureau (FOB) • Investigative Services Bureau (ISB) • Technical Services Bureau (TSB) • State Fire Protection Bureau • Forensic Services Bureau • Management Services Bureau The Chief of the WSP commands all department employees. The chain of command continues as follows; • Deputy Chiefs are appointed by the Chief, this person is in charge of a bureau. • Captains are appointed by the Chief, these people command a district or other command area and are accountable to a bureau commander; • Lieutenants are appointed on a permanent basis from a promotional list; they command a section, unit, or other command area and are accountable to a captain; • Sergeants are appointed on a permanent basis from a promotional list; they supervise a section, detachment or unit; and • Trooper are a permanent appointment by the Chief upon graduation from the academy The Washington State Patrol (commissioned) traffic officers work traffic law enforcement or in direct support of traffic enforcement. These positions include: • Traffic officers (troopers); • Traffic sergeants; • Traffic assistance detectives; • Traffic assistance detective sergeants; and • Lieutenants and command officers assigned to the Field Operations Bureau The WSP is divided into eight geographical areas designated as districts. A captain who is directly accountable to the FOB commander commands each of these districts. The distribution of troopers is based on service needs within each districts’ Autonomous Patrol Area (APA). An APA is an area within a district where specific detachments patrol and respond to calls for service.

I-9 Some investigations may require immediate response and investigation. The Traffic Investigation Division (TID) provides specialized investigative services. Upon receiving notification from a traffic sergeant or a district command officer the appropriate TID supervisor shall assign a detective to conduct follow up investigations. The TID commander (captain) is directly accountable to the ISB commander. The Commercial Vehicle Division (CVD) is responsible for commercial vehicle safety requirements, to include freight terminal safety audits under R.C.W. 46.32.080. The CVD commander (captain) is directly accountable to the ISB commander. The communications division is responsible to expedite communications between mobile units and District offices as well as other governmental agencies and the general public. The regional communications centers are located at the district headquarters offices. These communications centers operate 24 hours a day to ensure timely response and availability for calls for service. The Communications Division manager is directly accountable to the TSB commander. The Property Management Division (PMD) is responsible for providing facilities management through the capital and operating budget process. The PMD manager is directly accountable to the Management Service Bureau. This division consists of the following three sections: • Fleet; • Supply; and • Property Management. The Information Technology Division (ITD) provides the WSP with technology and software engineering, as well as field support. This includes mobile radio and statewide telecommunications (microwave, data, and voice). The division also provides project management, application development, a 24-hour help desk, and system maintenance. The ITD manager is directly accountable to the TSB commander. The Government and Media Relations office serves two functions for the Office of the Chief. The commander of this office (captain) serves as the WSP’s legislative liaison, responsible for coordinating agency legislation with legislators, committees, and other state agencies. The liaison also reviews and seeks input from interested stakeholders on agency legislation and answers policy questions for legislative constituents. This office also handles all statewide media relations for the agency. Budget and Fiscal Services is responsible for the management off all WSP financial activities and allotting the department’s operating and capital budgets. The commander (captain) of this office is directly accountable to the Management Service Bureau.

I-10 b) Washington State Department of Transportation The Washington State Department of Transportation was first created by the State Legislature as a State Highway Department in 1905. It was further organized into highway districts (the precursor to today’s Transportation Regions) in 1925. In 1951, the State Highway Commission was formed to govern the Highway Department. Further, the Highway Department also assumed the functions of the then Puget Sound Ferry System. In 1977, today’s Department of Transportation was created. The Transportation Commission governs the policy and budget actions of the Department, as well as selecting the Secretary of Transportation. The Commission is a seven member body, appointed by the Governor, and represents all transportation interests in Washington. Commissioners serve six year terms and no more than four of them can be from the same side of the state or affiliated with the same political party. The mission of the WSDOT is to “keep people and business moving by operating and improving the state transportation systems vital to our taxpayers and communities.” The Department of Transportation is organized with a headquarters function to provide centralized guidance and a field function to provide decentralized implementation of transportation policies. The Secretary of Transportation is an ex-officio member of the Transportation Commission and is the chief executive officer of the DOT. The Office of the Secretary of Transportation contains the following functions: 1. Chief of Staff 2. Engineering and Regional Operations Division This Division includes Planning and Capital Programs, Environmental and Engineering Programs, and Maintenance and Operations Programs. The Maintenance and Operations Programs include the Maintenance Office; Traffic Office; Facilities and Equipment Office (which includes Radio) and Employee Safety Programs. Four of the six transportation regions report to this Division (Southwest, North Central, South Central, and Eastern) 3. Northwest Division This Division includes the Northwest Region, the Olympic Region, and the Urban Corridors Office. 4. Washington State Ferries 5. Administration and Support 6. Audit Office 7. Equal Opportunity Office DOT Transportation regions are led by Region Administrators who report to the Office of the Secretary. The Region’s boundaries were originally determined based on the number of state highway centerline miles in each region and are divided into the Northwest, North Central, Olympic, South Central, Southwest and Eastern Regions. With few

I-11 exceptions, each Region manages the maintenance, operations, and construction activities within their geographical boundaries. c) Joint Operations Policy: Valuable coordination has resulted from numerous facilities where WSP and WSDOT have co-located operations. It is the policy for WSP and WSDOT to continue to leverage the advantages of co-locating including WSDOT Traffic Management Centers (TMC’s) and WSP dispatch centers. Roles: Reviews of joint operations will be conducted annually. Action: WSDOT and WSP will continue to implement plans for joint operations centers where co-location has not yet occurred. 2. Data Sharing a) General Policy: It is the intent of the WSDOT and WSP to share information needed to facilitate joint operations of state highways. This information is envisioned to consist of things like: • CAD access and user training • Real time traffic flow, road, collision, and weather information • Video from surveillance cameras • Video road inventories, like SRView • Speed Data • Geo-spatial data, including Interchange Drawings Roles: WSP and WSDOT will create a standard for data sharing. Such as: • Data content and formatting • Data documentation and Meta-data • Data collection and update methods and procedures • Data accuracy • Data update cycles • Third party data • Stewardship Information will be shared between agencies at the same cost as if the information were shared between programs within the agency. (Cost recovery data will be shared at the same rate). Memorandum of Understandings will be used to document the sharing of information, which would cover the items addressed in the standards.

I-12 Action: WSDOT and WSP will work to transition the collision data reporting system from WSP to WSDOT per the budget notes of the 2001 Legislative Session. This will require joint development and support of the needed legislation in the 2003 Legislative Session. b) Budget WSDOT and WSP will strategically plan and coordinate the development of budget initiatives that involve activities performed by both agencies before submittal to OFM and the Legislature. OFM Budget Instructions include the following Statement: “If applicable, agencies should describe key programs or initiatives involving major partners, such as other state agencies. The description should include a clear statement of each partner’s responsibilities. We strongly encourage agencies to coordinate with these major partners and with OFM during the budget development process to share initiatives and plans.” 3. Traffic Management a) Coordinated Public Communication Policy: It is the policy of WSDOT and WSP to coordinate public information messages and outreach on issues that affect both agencies and/or their customers. Sample areas of coordination include highway incidents, special events such as the winter and pass driving, “Give ‘em a Brake” campaign, or new policy initiatives such as “Steer it and Clear It” and the Operations Initiative. Roles: WSDOT will disseminate road and traveler information through the HAR, VMS, web and 1.800.695 ROAD phone line. WSP will disseminate road and traveler information by referring citizens to the WSDOT site and through its communications centers and public information officers. i) Traveler Information Policy: Communicating timely and accurate information to the public on traffic and travel conditions including restrictions and information on incidents allows the public to make decisions about their traveling convenience and safety. To accomplish this important communication activity it is the policy of WSDOT and WSP to provide information using Highway Advisory Radio (HAR), Variable Message Signs (VMS), the Internet, telephone hotlines, and through partnership with the media. It is the policy to ensure that this information is updated within 10 minutes of a change in conditions.

I-13 Roles: It is the role of the WSDOT Traffic Management Centers (TMCs), and Washington State Ferries (WSF) Operations Center functioning as a TMC, to communicate using the various tools mentioned above the traffic and travel conditions and restrictions. The TMCs will disseminate the messages with proper coordination with WSP and WSDOT Public Information Officers. It will be the role of WSDOT Maintenance, WSDOT Incident Response Teams, WSF Operations Center, WSDOT sponsored Service Patrols and WSP to provide the TMC’s and the public with accurate and timely information on the status of emergency responses and traffic conditions. Reference: Chapter 2 of the WSDOT Traffic Manual (M 51-02). Policy on the use of VMS, Policy on the use of HAR. Action: WSDOT TMCs will work with WSP Districts to develop standard operating procedures for use of HAR, VMS, Hotlines, the Internet, etc. ii) Media Policy: It is the policy of WSP and WSDOT that press releases affecting the other agency will be shared with the affected agency prior to their release. b) Service Patrols Policy: During peak congestion periods, on some of the most heavily traveled freeways, roving service patrols will assist motorists by clearing lane-blocking debris, disabled vehicles and their occupants, and resolving other problems within the ability and scope of the WSP and WSDOT. Roles: WSDOT TMC managers will administer day-to-day management of WSP Agreements and Registered Tow Truck Operators (RTTO) Contracts for these Service Patrol services. In addition, WSP will provide some service patrols using cadets. Reference: WSDOT Agreement GCA - 1932; GA Procurement Contract 13199; Service Patrol Study, Nov. 14, 1998; Evaluation of Service Patrol Program, August, 2001 draft. Action: Working with WSP, the Washington Tow truck Association (WTTA), and the WSDOT TMC in the Tacoma area, initiate a pilot test of "expedited tow, or instant dispatch", as recommended in the November, 1998 Study. Also, WSDOT will advertise for a “renewable term" RTTO contract through the Dept. of General Administration. Finally, WSDOT and WSP will jointly develop a plan for education legislative membership on the decision package to expand service patrols.

I-14 c) Enforcement processes Policy: The quality of life in Washington State is heavily dependent upon the free movement of people and vehicles. The WSP and the WSDOT share the responsibility for achieving and maintaining the degree of order necessary to make this free movement possible. Implicit in the objective of facilitating the movement of people on the interstate and state route systems and state designated ferry routes, is the overriding concern for their safety. The WSP, in cooperation with the WSDOT, support enforcement processes that facilitate the efficient movement of people and vehicles that travel on the interstate and state route, and state designated ferry route, systems. This includes, but is not limited to the necessary enforcement of traffic laws and regulatory signs (i.e. HOV and Required Traction Devices), the investigation of traffic collisions, and the direction of traffic to facilitate the safe and expeditious movement of vehicles and pedestrians. Roles: In order to obtain compliance with traffic laws, provide the necessary and appropriate driver education, and to develop driver awareness of the causes of traffic collisions, WSP officers issue warnings, infraction notices, cites, or arrests traffic violators. WSP officers are aware of and sensitive to the fact that these enforcement processes can contribute to traffic congestion. Action: WSP officers will take the necessary steps to mitigate the traffic congestion caused by enforcement processes whenever possible. d) Incident response Policy: The WSP and WSDOT will collaborate to respond to incidents and coordinate all public and private resources in this effort to work toward clearing incidents within 90 minutes. It is the policy of WSP and WSDOT to effectively use resources to expedite responding to incidents, efficiently and effectively conduct needed investigations, and reduce highway lane and state designated ferry route closures to a minimum. Action: WSP will begin conversations with emergency medical services and fire districts to explore ways to reduce highway incident blockage time. i) Road Ranger Program Policy: The WSDOT will deploy Road Rangers on congested freeways and highways where and when incidents cause significant congestion. These well-coordinated, strategically positioned, fleet and qualified staff will rove in a service patrol mode (see above) during the hours of the day when congestion occurs and will respond to incidents when they occur.

I-15 Roles: During major incidents (incidents lasting 30 minutes or more), the priorities for Road Rangers are to first, coordinate with WSP, emergency responders, and second, provide traffic control for a safe incident zone, and third, provide incident and traffic condition information to the TMC for traveler information. If funded in the WSDOT budget request, the WSP will deploy the helicopter to respond to serious incidents with an estimated clearance time of 45 minutes or more to first, expedite investigations of incidents, and second, provide incident information and traffic condition information to dispatch centers and TMCs, and third, provide a tool for traffic management. Reference: IRT manuals, procedures, training to be identified. Action: WSP and WSDOT Identify where and when Road Rangers and the helicopter should be deployed and jointly support funding to implement needed resources. ii) Hazardous material handling Policy: On all state and interstate highway corridors and in other political subdivisions that have designated the State Patrol as Incident Commander, the first arriving Trooper at the scene of a collision involving hazardous material will assume the role of Incident Commander. Other “first responders” will be trained to recognize hazardous materials and follow procedures to ensure qualified clean-up resources are available to expedite the removal of hazardous materials. The policy of WSDOT and WSP is to coordinate the removal of hazardous materials within the targeted time frame of 90 minutes. Roles: WSDOT Traffic Office, WSF and WSP Field Operations will work with Department of Ecology and/or the USCG as appropriate/necessary to identify how hazardous material clean-up will be accomplished within the time needed to meet the target of clearing incidents within 90 minutes. WSF must also work with both the WSP and the U.S. Coast Guard, who has ultimate authority over WSF actions in a hazardous materials spill on a vessel. Troopers and other first responders will attempt to identify the hazardous material, divert traffic, isolate and evacuate the area and deny entry. The trooper or other first responder will also make initial notifications necessary to deal with the incident; including fire, EMS, Department of Ecology, etc. Under the Unified Command System, troopers will then direct a coordinated response to the incident with assistance of other agencies at the scene. Hazardous material incidents occurring at weigh stations will result in the immediate closure of the weigh station, isolation of the vehicle, evacuation of the area and denying of entry. Assistance will be requested and the first trooper arriving on the scene will assume Incident Command.

I-16 Action: The WSDOT Traffic Office will share this joint operations policy statement with DOE and U.S. Coast Guard to explore the options available to achieve the 90 minutes clearance time goal for hazardous materials. iii) Tow truck use Policy: It is the goal of both agencies that all incidents be cleared from the roadway and shoulder within 90 minutes. In order to achieve this objective, the right tow equipment (capable, certified, qualified operator), at the right price (contract, rotational list, etc.), will always be available at the time needed. DOT/WSP will work together to address policy issues surrounding incidents where major clean up is required. Issues that need to be addressed are: • Is there a way to reimburse tow companies for the “extras” which are associated with removal of materials from the scene? • Does DOT have equipment available around the State to help the tow companies with the clean up? • Since insurance companies do not always cover all costs, how will tow companies be reimbursed for cleanup? Roles: WSP will initiate any changes necessary to their existing tow truck usage arrangements with the tow industry to ensure effective tow assistance References: Existing rotational contract(s); certification requirements; tow categories/capabilities vs. estimated vehicle weights chart, and WAC’s. Action: WSDOT’s Regional Administrators and WSP’s District Commanders will develop tailored incident response and tow truck usage for each region of the state. In all but rare exceptions, the WSP tow truck rotation list will be used. The WSDOT Traffic Office will evaluate the need to expand tow-away zones around the state. In conjunction with tow operators, WSP will re-evaluate the opportunity of including pay incentive clauses to current tow contracts. iv) Accident clearance and civil liability (Damaged Load Clearance) Policy: Traffic congestion caused by incidents has an enormous economic cost to society. This cost is often much greater than the value of trying to salvage a damaged load of cargo involved in a crash. It is the policy to remove the collision debris (and cargo) for the purpose of opening traffic lanes as a higher priority over attempting to salvage portions of the cargo. Salvage operations will be scheduled during non-peak hours of travel. Roles: WSDOT Maintenance and Traffic Offices will develop and train its forces on a Damaged Load Clearance Policy in coordination with WSP, WSDOT Risk Management

I-17 and the Attorney General. WSDOT Maintenance and Incident Response will coordinate with WSP during individual incidents to implement this policy. WSDOT will work with communications and regions to provide information about this policy to the trucking associations. Action: WSP and WSDOT will develop a “Damaged Load Clearance Policy.” Also, both agencies will support passage of legislation to implement rapid movement of damaged but drivable vehicles (e.g., SB 5961, “Steer It – Clear It”). v) Using technology to expedite investigations Policy: Every effort will be made, in a coordinated fashion, to achieve all responders' objectives at incident scenes and to have roadways open and/or ferries operating in less than 90 minutes. Technology which reduces the scene investigation time will be part of achieving this goal. Therefore, WSP and WSDOT will aggressively pursuer new technologies to expedite investigations. Roles: WSP, with assistance from WSDOT (traffic control, equipment, survey technologies, etc.) will take the lead in evaluating candidate technologies.. The WSDOT Design Office Computer Aided Engineering Branch provides training and some support to the State Patrol for total stations and other survey technologies that they use to collect data at accident and crime scenes. Action: WSP will take the lead in forming a joint task force to identify procedures for reducing accident investigation time to achieve the 90 minute goal of clearing incidents. vi) Incident Command System Policy: WSP and WSDOT agree to use the Incident Command System (ICS) for all highway incidents and disaster management activities that warrant its use. In the event of an incident necessitating emergent response on a ferry or at a terminal, WSF will use the ICS as the response organization. The ICS will be set up in the WSF EOC at the Colman Dock in Seattle. Roles: WSP will provide joint agency and industry ICS training to facilitate communication and accomplishment of joint objectives. e) Event planning Policy: Periodically events are held on state highways or on WSF ferries by municipalities or other organizations or private entities. It is the policy to allow such events on non-limited access facilities provided that the transportation effects of the event are well publicized and a traffic control strategy is developed by the event organizer and approved in advance.

I-18 Roles: WSDOT HQ Traffic Operations Office, WSF Operations Center and Region Traffic Engineers' Offices approve events with coordination with State and Local law enforcement, allowing for adequate public communications lead-time. WSP is often asked by event organizers to provide police services during events at the expense of the event organizer. Reference: Traffic Manual Chapter 7; MOU with WSP for special events/filming. f) Disaster Response Policy: The Washington State Comprehensive Emergency Management Plan (CEMP) establishes the policy under which all state agencies will respond to emergencies and disasters. Action: The WSP and WSDOT agree to enhance existing procedures that will provide additional protection measures for the traveling public and the transportation system. Specifically, WSP and WSDOT will meet at least annually to discuss opportunities for improvement in disaster response and to establish cooperative partnerships with other emergency response agencies to increase our effectiveness. Lead participants for setting up the annual meeting will be Terry Simmonds (WSDOT) and Steve Kalmback (WSP). Separate meetings will be held for WSF. WSF has worked with WSP in the past to conducted exercises as part of disaster response planning, with other organization participation such as the US Coast Guard. g) Winter driving Policy: WSP and WSDOT acknowledge that proper communications, signage, and enforcement are key to providing safe motorist travel during the winter season. Each agency will respond to requests for service by the other with a joint commitment to enhancing motorist safety and mobility. Action: WSP and WSDOT agree to hold a “Winter Summit” meeting before each winter season to discuss tactical response plans and to discuss any changes from the previous winter. In addition, WSP and WSDOT agree to hold a “Winter Debrief” meeting in the spring to discuss challenges and opportunities from the past winter and develop action plans for the upcoming winter. Lead participants for setting up the summits are Brian Ziegler (WSDOT) and Lowell Porter (WSP). 4. Work Zone Safety Policy: Each day, highway workers are placed in hazardous circumstances working near traffic. Their safety and the safety of the traveling public is the top priority of WSDOT and WSP. It is the policy to achieve the highest level of safety in work zones through working together to maintain or improve work zone safety in those areas that will benefit from combining the expertise and resources of both agencies.

I-19 Roles: WSDOT will develop effective work zone strategies to ensure the safety of workers and the traveling public. WSP will enforce existing and new regulations in work zones based on methods to most effectively encourage motorists to traverse work zones in a safe manner. WSP and WSDOT will work together through the Work Zone Safety Task Force to: • Enforce traffic regulations in work zones • Coordinate work zone strategies • Develop and provide work zone training • Develop and implement public information/education strategies • Develop and support work zone safety legislation • Develop and support new technologies to aid work zone safety • Communicate work zone safety issues and provide recommendations • Update procedures and standards • Combine resources such as funding, equipment and workforce • Address worker safety and security issues References: • WSDOT Instructional Letter, IL 4008.00 • WSDOT/WSP Agreement, GC 9131 • WSDOT Executive Order, E 1001.00 • WSDOT Policy Statement, P 2002.00 • WSDOT Manual, M 54-44 • Guidelines for WSP Traffic Control Assistance in Work Zones • Guidelines for Security in Work Zones • WSP Field Checklist, WSDOT Form 421-045 EF • Proposed Procedures for WSP Traffic Control Assistance in Work Zones • RCW’s, section 46.61, several work zone-directly related (.015, .215, .527, etc.) • RCW’s, section 47.48, several work zone-indirectly related (closures, speeds,etc.) • Directive, D 55-20, Reduced Speed in Maintenance and Construction Zones Action: Currently, WSDOT and WSP are working together on a pilot project that will help to define new more effective procedures. The results of the pilot project will be reported in spring/summer of 2002, recommendations will be made and existing agreements and guidance will be updated. Also, WSDOT may some day be delivering an expanded highway construction program. This will require an increased commitment of WSP resources to provide acceptable safety levels in more work zones. Therefore, WSDOT and WSP will jointly approach the legislature for the necessary increase in WSP resources.

I-20 5. Commercial Vehicles a) Weigh Stations Policy: The WSP and WSDOT agree that there is a need for fixed and portable weighing sites throughout the state. These sites include Plug and Run sites as well as other locations without permanent in-ground scales. Roles: The role of the WSP is to identify where the portable weighing sites should be located and the role of the WSDOT is to prepare paved and level sites for conducting portable weighing events. b) Permitting and Weight Enforcement (include curfews) Policy: The WSDOT and the WSP recognize the need to move over-legal size loads as well as the need for a permitting process to regulate over-legal moves in order to provide for the safety of the motoring public, preserve the infrastructure and assist industry in completing their move. Roles: RCW 46.44.090 authorizes the Department of Transportation to issue permits, authorizing the permits to operate or move a vehicle of a size or weight exceeding the maximums specified by law. The Washington State Patrol is one of several agents appointed by WSDOT to assist in issuing oversize and overweight permits. The State Patrol is charged with responsibility of enforcement of oversize and overweight permit use. RCW 46.44 charges the WSP with enforcement of size and weight laws. Five permanent Port of Entry scales located on the interstate system are operational 24 hours per day, 7 days per week. Forty-seven other permanent scales are located throughout the state and operated on an as-needed basis. Portable scales are utilized in locations without scales as well as scale by-pass routes. Action: WSP will also continue to work with DOT in selling permits at the Port of Entries. In collaborative manner we will work to streamline process through the use of technology and provide the best service possible to the trucking industry. The WSDOT and WSP also recognize the need to meet regularly, typically monthly, to review the relationship of administration and enforcement of the State’s vehicle size and weight laws and rules. The WSDOT and the WSP jointly share in the preparation of the State’s annual certification to FHWA, certifying that both state and federal law have been properly applied and enforced on the national highway system.

I-21 c) Commercial Vehicle Safety Inspections Policy: Commercial vehicle safety inspections are required by the federal government. Also, a commercial vehicle examination (CVE) program conducted at WSF vehicle terminals, which supports both the safety and security of WSF is an integral and important part of the WSP vessel and terminal security program. Roles: The Washington State Patrol performs safety inspections on commercial vehicles traveling in the state. Inspections are conducted by WSP at three inspection buildings located at the Ridgefield, Bow Hill, and Cle Elum weigh stations. Level 1, 2 and 3 inspections are also performed in weigh station parking lots and safe, designated roadside areas throughout the state. Vehicles with severe violations may be placed out of service until repairs are made. Action: WSDOT will continue to advocate for use of its highway construction funding to build necessary commercial vehicle safety inspection facilities. d) CVISN / WIM Policy: It is the policy of the WSP, WSDOT, DOL and the Washington Trucking Associations (WTA) that the CVISN and WIM program will provide a framework for "architecture" that will enable government agencies, the motor carrier industry, and other parties engaged in CVO safety assurance and regulation to exchange information and conduct business transactions electronically. The goal of the CVISN program is to improve the safety and efficiency of commercial vehicle operations. The Washington State Patrol, Washington State Department of Transportation, the Department of Licensing and the Washington Trucking Associations are jointly participating in a program to increase safety and to protect the states’ highway infrastructure and enhance the movement of freight by mobility of commercial motor vehicles. The program is entitled “CVISN” (Commercial Vehicle Information Systems and Networks). Additionally, the agencies have installed weigh-in-motion (WIM) at each of these scale facilities in order to weigh trucks while they are traveling on the mainline freeway system. Together these programs are also designed to check credential and safety information on a commercial vehicle at freeway speeds. If the truck is safe and legal, it is permitted to stay on the mainline and bypass weigh stations. The Washington State Patrol is responsible for installation and maintenance of the weigh-in- motion scales at sixteen high traffic volume weigh station sites. Roles: The role of WSP will be to manage the weigh in motion systems and act as the end line user of the roadside screening systems. The role of DOL is to manage the electronic credentialing component of CVISN and the role of WSDOT is to manage the overall program and act as the system architect, selling of transponders, and database

I-22 management. The role of the WTA, the private sector partner, is to market the overall CVISN/WIM program to the motor carrier industry. References: Weigh Station Memorandum of understanding (between WSP and WSDOT) and DIS Information Technology Feasibility Study. Action: The actions items for the 01-03 biennium are to deploy CVISN/WIM at three or four sites, Everett southbound, SeaTac north and southbound, and, if time and funds permit, Kelso southbound. 6. Joint Facilities Policy: WSDOT and WSP will work collaboratively to assure that joint support facilities needs are identified and met economically, service to the public is enhanced, environmental impact is minimized, and investment in support facilities (buildings and related sites) is maximized. WSDOT and WSP will provide integrated workplaces that meet joint agency strategic goals. Action: To support the vision stated above, the two agencies agree to: • Coordinate Agency Capital Plans to facilitate new joint facilities development. • Modify existing facilities to accommodate both agencies’ missions. • Exchange facilities where shifting operational requirements allow. • Share vehicle fueling facilities. • Outreach to other development partners that can help leverage lower cost / higher efficiency facilities, and • Simplify inter-agency facilities agreements. • Meet monthly to identify joint facility opportunities and develop facility security plans. 7. Wireless Communication Policy: The WSP and the WSDOT agree to support a shared vision to create a coordinated and integrated wireless transportation communications for the safe, effective, and efficient protection of the traveling public. The agencies mutually agree it is their joint goal to implement a statewide wireless mobile communications network that is fully interoperable between agencies and workgroups to provide needed services to our field forces and support groups to benefit the citizens of this State. The WSP and WSDOT provide public safety communications to many public safety organizations. These organizations include local, state, and federal public safety agencies whose missions encompass the protection of life and property. This joint vision is consistent with the development of a Statewide Interoperability Executive Committee (SIEC). In particular, the SIEC will be working for the sharing of resources to create the

I-23 basis of an intergovernmental wireless public safety network. Resource may include, but not be limited to spectrum, facilities, equipment, staff, and systems. The WSP and the WSDOT agree to view their respective wireless communication systems as a single wireless system to plan for and foster interoperability among existing wireless networks and future wireless development that meets the requirements of local, state, and federal public safety. Roles: To support the vision as stated above, the two agencies agree to: • Improve public safety wireless communications by addressing each of the five issue areas of interoperability – coordination and partnerships, funding, spectrum, standards and technology, and security. • Listen to, learn from, and collaborate with local and state public safety officials to improve communications interoperability. • Encourage the implementation of interoperability by developing short-term action plans that support the long-term strategy of developing and sharing a statewide transportation wireless communication system. 8. Washington State Ferries Policy: The safety and security of passengers and crews onboard ferries and at the terminals leading to the ferries is a primary concern of both the WSDOT and WSP. The WSP is the law enforcement agency with primary responsibility for terminal traffic management on the designated state highways, vessel and terminal security, and emergent incident response for all criminal events such as assault, DUI, bomb threats or other acts of terrorism. In carrying out these roles, any of the possible activities listed in the table below may be used singularly or collectively in an effort to fulfill these responsibilities. Roles: The WSP will work cooperatively with the Washington State Ferries to ascertain the most appropriate and cost effective use of resources. The WSP has committed to perform the following functions at WSF terminals and onboard vessels:

I-24 Activity Resources Particulars Terminal traffic control and on scene presence Dedicated Vessel and Terminal Security (VATS) troopers. Direct/control vehicle/passenger traffic at various terminals typically focused on high passenger/vehicle density locations. Random vessel boardings/ferry rides Two trooper teams; at various times throughout WSF’s daily operating period Onboard presence in general passenger spaces or located in pilothouse. Focus on high passenger density routes and times. Random vehicle inspections at terminals Existing and/or supplemental Vessel and Terminal Security (VATS) troopers Consensual vehicle inspections conducted on random intervals. Again, focus on high passenger density routes and times. Commercial vehicle enforcement (CVE) exams Dedicated CVE troopers possessing vehicle inspection training/skills Random vehicle searches focused on commercial trucks at high volume terminals and times. Bomb dog team sweeps Bomb dog teams from East and West Puget Sound Districts Random team sweeps at various WSF terminals focused on high passenger and vehicle traffic Other visible uniformed presence Supplemental WSP troopers At various locations (terminal and vessel) dictated by WSP operational tempo Emergency response Any combination of resources list above Response level and dedication of resources is situational, depending upon the circumstances presented. 9. Transportation System Security Policy: WSP and WSDOT are committed to transportation system security and agency preparedness. Roles: WSP is responsible for transportation system security. Action: The WSP and the WSDOT jointly agree to develop a plan to enhance the security of the transportation system for the benefit of the traveling public and protection of the infrastructure. This plan will identify high cost/high consequence locations on the transportation system which warrant extra protection measures. This plan will include, but not limited to, (1) periodic routine patrols by WSP, (2) thorough WSP enforcement of signed no parking-tow zones, (3) increased monitoring of traffic cameras by WSDOT, and (4) scheduled random drive-by inspections of key transportation facilities by WSDOT maintenance employees. The plan will address threat levels and a joint

I-25 escalating response commensurate with the threat level. Lead participants are Terry Simmonds (WSDOT) and Dave Karnitz (WSP). WSF, U.S. Coast Guard, and WSP will be charter members of the WSF Security Committee aimed at assuring the secure operations of WSF during normal and heightened states of terrorist/criminal threats. 10. Safety Rest Areas Policy: It is our intent that the WSDOT and the WSP will work together to ensure that operations of the Safety Rest Areas are conducted to maximize the public health, safety, and enjoyment of these very popular sites. Roles: WSDOT has responsibility for operations and maintenance of Safety Rest Areas and WSP has responsibility for enforcement of laws and regulations. Actions: Safety Rest Area maintenance and operations will be an agenda topic at each annual joint meeting to determine if any operational or enforcement emphasis areas are necessary to benefit the users of the Safety Rest Areas. 11. Policy Performance Measures WSDOT and WSP will coordinate the development of performance measurements that involve activities reported on by both agencies before submittal to OFM and the Legislature. Both agencies will work collaboratively to develop joint measures for incident response and clearance times. 12. Policy training Each agency commits to provide resources and expertise to share this policy internally and with key constituencies. 13. Policy Update Process This policy will be reviewed annually at the WSP/WSDOT joint meeting. In advance of that meeting, each agency will survey internally to identify accomplishments that will be reported at the annual meeting. 14. Appendices a) Key Personnel Contacts b) Tables of Organization

I-26 APPENDIX A – Key Personnel Contacts WSDOT (Washington State Department of Transportation) Headquarters John Conrad, Assistant Secretary, Engineering & Regional Operations, Olympia (360-705-7032) Brian Ziegler, Director of Maintenance and Operations, Olympia (360-705-7801) Ken Kirkland, State Maintenance Engineer, Olympia (360-705-7851) Fred DeBolt, Equipment and Facilities Administrator (360-705-7880) Toby Rickman, State Traffic Engineer, Olympia (360-705-7280) Jim Shanafelt, Assistant State Traffic Engineer, Olympia (360-705-7282) Northwest Region Lorena Eng, Regional Administrator, Seattle (206-440-4762) Tom Lentz, Maintenance Engineer, Seattle (206-440-4656) Dave McCormick, Traffic Engineer, Seattle (206-440-4487) North Central Region Don Senn, Regional Administrator, Wenatchee (509-667-3001) Bob Stowe, Maintenance Engineer, Wenatchee (509-667-3065) Jennene Ring, Traffic Engineer, Wenatchee (509-667-3080) Olympic Region Randy Hain, Regional Administrator, Tumwater (360-357-2658) Jerry Walter, Maintenance Engineer, Tumwater (360-357-2619) John Nisbet, Traffic Engineer, Tumwater (360-357-2670) Southwest Region Don Wagner, Regional Administrator, Vancouver (360-905-2001) Rick Sjolander, Maintenance Engineer, Vancouver (360-905-2020) Chris Christopher, Traffic Engineer, Vancouver (360-905-2240) South Central Region Don Whitehouse, Regional Administrator, Yakima (509-577-1620) Casey McGill, Maintenance Engineer, Yakima (509-577-1901) Rick Gifford, Traffic Engineer, Union Gap (509-577-1985) Eastern Region J.C. Lenzi, Regional Administrator, Spokane (509-324-6010) Larry Chatterton, Maintenance Engineer, Spokane (509-324-6538) Ted Trepanier, Traffic Engineer, Spokane (509-324-6550)

I-27 WSP (Washington State Patrol) Headquarters Deputy Chief Lowell Porter, Field Operations Bureau (360-586-2340) Deputy Chief Steve Jewell, Investigative Services Bureau (360-753-1770) Deputy Chief Maurice King, Technical Services Bureau (360-753-4632) Director Diane Perry, Management Services Bureau (360-753-5141) Captain Fred Fakkema, Commercial Vehicle Division (360-753-0302) Mr. Marty Knorr, Communications Division (360-438-5862) Mr. Tom Neff, Property Management Division (360-570-9820) District 1 Captain Dan Eikum, Tacoma (253-536-4301) District 2 Captain Les Young, Bellevue (425-649-4650) District 3 Captain Dave Karnitz, Yakima (509-249-6701) District 4 Captain Mike Dubee, Spokane (509-456-3061) District 5 Captain Carrie Greene, Vancouver (360-449-7901) District 6 Captain Bill Larson, Wenatchee (509-665-4006) District 7 Captain Bob Lenz, Marysville (360-651-6336) District 8 Captain Gail Otto, Bremerton (360-405-6601)

I-28 APPENDIX B – Tables of Organization

WASHINGTON STATE PATROL ORGANIZATIONAL CHART JANUARY 2002 An internationally accredited agency providing professional law enforcement services Government and Media Relations Department Psychologist Labor and Risk Management Fire Protection Bureau Field Operations Bureau Emergency Mobilization Fire Code & Info. Services Fire Services Training Regional Fire Services Technical Services Bureau Communications Division Criminal Records Division Information Technology Division Training Division Tacoma D-1 Seattle D-2 Yakima D-3 Spokane D-4 Vancouver D-5 Wenatchee D-6 Marysville D-7 Bremerton D-8 Administrative Division Management Services Bureau Property Management Division Human Resource Division Budget and Fiscal Services Investigative Services Bureau Traffic Investigation Division Office of Professional Standards Investigative Assistance Division Commercial Vehicle Division Forensic Laboratory Services Bureau Crime Laboratory Division Kelso Marysville Seattle Tacoma Toxicology Laboratory Division Spokane Kennewick Implied Consent CHIEF

Citizens of Washington State Governor Gary Locke Washington State Transportation Commission Christopher Marr, Chair Ed Barnes Elmira Forner A. MichÈle Maher Aubrey Davis George Kargianis Connie Niva Attorney General S. Reinmuth, AAG Audit Office W. Donaldson Equal Opportunity Office B. Richardson Chief of Staff P. Hammond Administration and Support H. Morgenstern Washington State Ferries M. Thorne Eastern Region J. Lenzi South Central Region D. Whitehouse Southwest Region D. Wagner North Central Region D. Senn Planning & Cap. Prog. Mgmt. R. Smith Environmental & Engr. Programs D. Nelson Maint. & Ops. Programs B. Ziegler Engineering and Regional Operations J. Conrad Northwest Washington J. Okamoto - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Secretary D. MacDonald - - - - - - - - - - - - - - - - - - - - - - - - To be developed - - - - - - - - - - - - - - - - - - - - - I-405 Team SR 520 Team Viaduct Team I-90 Team Tacoma Narrows Team SR 167 Team Highways and Local Programs K. Davis (Acting) Public Trans. and Rail J. Slakey Aviation J. Sibold TEP J. Ellis Sound Transit - - - - - - - - - - - - - - - - - - - - - - - - - - Finance A. Arnis Budget B. Ford Information Technology B. OíBrien Human Resources Vacant Administrative M. Bowman - - - Douglas B. MacDonald Date Communications L. Mullen Governmental Liaison D. Griffith Ombudsman A. Briggs Tribal Liaison C. Jollie Freight Strategy & Policy J. Doyle Planning and Policy C. Howard Olympic Region R. Hain Urban Corridors D. Dye Northwest Region L. Eng Deputy Director T. McCarthy Operations J. Nortz Maintenance M. Nitchman Org. Strategy and HR G. Baldwin Public Affairs P. Patterson (Acting) Vessel Engineering L. Zuidweg Information Technology J. Long Terminal Engineering R. East Board Pilotage Comm. H. Dudley - - - - - - - - - - - - - - - - - - - - - - - Accounting M. Yates Risk Management W. Henselman Washington State Department of Transportation

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TRB’s National Cooperative Highway Research Program (NCHRP) Report 520: Sharing Information between Public Safety and Transportation Agencies for Traffic Incident Management presents lessons learned from around the country on how public safety and transportation agencies share information for managing traffic incidents.

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