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Guide for Emergency Transportation Operations (2005)

Chapter: The Operations and Technology Self-Assessment and Guidance

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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
×
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
×
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
×
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
×
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
×
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Suggested Citation:"The Operations and Technology Self-Assessment and Guidance." National Academies of Sciences, Engineering, and Medicine. 2005. Guide for Emergency Transportation Operations. Washington, DC: The National Academies Press. doi: 10.17226/13857.
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THE OPERATIONS AND TECHNOLOGY SELF-ASSESSMENT AND GUIDANCE The Operations and Technology Guidance is designed for the ETO program manager, namely the individual designated by senior management as responsible for implement- ing the key strategies through a series of coordinated tactics within and across agencies. The guidance for operations and technology is divided into four basic strategy areas, and a brief questionnaire has been developed for each. (The fifth strategy area is covered in the Institutions and Leadership Guidance.) For each of the strategy areas, guidance is presented at two levels, related to the agency’s current level of program development: • Base-Level Tactics—Plans for achieving fundamental agency and cross-agency capabilities in ETO when little or no formal programs exist. Each strategy also contains indicators of readiness to progress from the Base to the Advanced level. • Advanced-Level Tactics—Plans for enhancing existing components of an ETO capability or program within an agency, as well as across multiple agencies. A self-assessment chart precedes each strategy to assist the ETO program manager in determining level of readiness for a particular strategy Figure 7 illustrates this process. The questionnaire responses should be in the boxes that most closely resemble the following: • Understood—The respondent understands the issue and is aware that little progress has been made to date. • Start-Up—The respondent understands the issue and believes that a deliberate issue is underway to respond to the issue as stated. • In-Place—A deliberate effort has been underway for some time and the issues are substantially addressed. Based on the self-assessment scoring, if a majority of the marks are in the • Understood column, proceed to the base-level tactics. • Start-up column, then review the base-level tactics for completeness in this strat- egy, but also consider one or more of the tactics in the advanced-level listing. • In-place column, then review the advanced-level tactics. 33 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S

STRATEGY 1: MAKE HAZARD-SPECIFIC/PROACTIVE PREPARATIONS Proactive anticipation of common and unique hazards and development of hazard- specific protocols and technology are key to improving the safety of those involved in incidents, as well as responders. Therefore, key useful features are incorporated from preparation and response requirements to the complete range of special events and emer- gencies (including major incidents, HAZMAT, criminal, severe weather, natural disas- ters, and terrorism) (see Table 9). 34 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Figure 7. Process for Navigating the Operations and Technology Self- Assessment and Guidance Table 9. Operations and Technology Self-Assessment for Strategy 1 Based on your self-assessment score, please select either the base-level or advanced- level tactics that are presented in Tables 10 and 11. Understood Start-Up In-Place ETO program addresses all types of roadway-related emergencies and hazards. Special response units (equipment, trained personnel) are available to address all hazard situations. Advanced detection and prediction technologies are available to assist with decision-making for an all emergency and all hazards situation. Contractual procedures are available to engage specialty towing and recovery services or special clearance equipment, e.g., for HAZMAT, WMD (not available through conventional agency resources) in a timely and efficient manner. Interoperable and secure communication systems exist among responders (public and private sector). Mutual aid agreements among jurisdictions and responders executed. SUMMARY SCORE (Tally number of checks in each column)

35 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 10. Strategy 1 Base-Level Tactics Base-Level Tactics Key Objectives Addressed Improve Emergency Prediction Capability Enhance the ability to predict emergencies (type, location, and timing) to minimize or reduce emergency response times and to prepare specific traffic and other emergency responses for pre-planned special events (celebrations, concerts, athletic); major weather events (hurricanes, floods, snow); and established patterns and locations of non-recurrent congestion (“hot spots”). • Maintain capacity • Control traffic • Inform motorist Improve Asset Threat Detection and Hardening Deploy appropriate critical asset countermeasures to ensure appropriate threat detection, deterrence, and hardening consistent with threat types and warning levels. Critical assets must be identified, their vulnerability assessed, and appropriate countermeasures deployed. These may include surveillance and detection technologies, lighting, barriers, key element lockouts, increased patrolling, and reduced access during periods of heightened threats. • Maintain capacity • Control traffic Allocate Personal Protective Equipment Allocate as appropriate personal protective equipment (detection, monitors, suits, masks, decontamination equipment) to protect first responders, including key public safety and certain DOT personnel, who may face road-related chemical, biological, or radiological threats from WMD. • Ensure responder safety • Reduce victim fatality Develop Advanced Traffic Incident and Emergency Management Plans for Predictable Emergencies/Incidents Develop advanced Traffic Incident and Emergency Management Plans for predictable disruption and high probability events (weather, construction, and special events) including pre-determined protocols (evacuation, diversion) and pre-positioned equipment. • Ensure responder safety • Control traffic • Maintain capacity • Inform motorist • Clear roadway Arrange for Towing and Recovery and Special HAZMAT Removal Capabilities Arrange for special clearance and control equipment and services for handling, removal, and treatment of heavy vehicles, debris, and HAZMAT to minimize responder risk and traffic disruption. The variety of on-road emergencies stemming from traffic, natural, and terrorism causes can introduce a range of on-site removal and treatment challenges including large vehicles and debris, hazardous materials, and WMD-associated hazards. Handling of removal and treatment problems introduced the need for specialized equipment for towing cargo and HAZMAT handling and disposal. Arrangements must be made for the availability of such equipment on a routine or exception basis in a timely fashion to reduce the safety and delay impacts – especially associated with major incidents. • Reduce victim fatality • Investigate crime and liability • Control traffic • Enforce law • Maintain capacity • Minimize backup and secondary crashes • Clear roadway Develop Functional Flexibility into TMC Equipment and Operations During incidents, the functions at the TMC are aligned to the scale and scope of the incident. These changes may include 24x7 operational requirements; access to special agency information systems (purchasing, design, personnel, etc.); or equipment inventories and locations. This requires forethought in the design and operation of the TMC that, depending on the event, may require the TMC to evolve into an auxiliary Emergency Operations Center, closely networked with other emergency responding agencies and centers. • Reduce victim fatality • Investigate crime and liability • Control traffic • Enforce law • Maintain capacity • Minimize backup and secondary crashes • Clear roadway Readiness to Advance • Independent, joint agency review and self-assessment of the degree of achievement of these tactics in support of the overall strategy. • Review of dispatcher logs and post-incident reports to assess incident management capacity and performance. • Existence and concurrence across agencies on the operational plans for pre-planned events and activities. • Accuracy and usefulness of prediction models.

36 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 11. Strategy 1 Advanced-Level Tactics Advanced-Level Tactics Key Objectives Addressed Develop Interoperable Interagency Communications Develop and deploy interoperable interagency communications for both voice and data to better coordinate emergency detection and response among emergency responders who are typically hampered by communications difficulties on a field-to-field, field-to- center, and center-to-center basis. • Reduce victim fatality • Ensure responder safety • Inform motorist • Provide motorist assistance Deploy Specialized Advanced Medical Communications Equip emergency medical services (EMS) vehicles with appropriate communication to support improved patient care at scene and better prepare hospital pre-arrival protocols. Deploy real-time video voice and data communications so that emergency physicians (telemedicine) can target patient care on scene and en route. DOTs can support these efforts through shared use of ITS assets. • Reduce victim fatality • Ensure responder safety • Inform motorist • Provide motorist assistance Improve Contacts/Communications with Security Entities Develop formal interagency relationships and communications networks and protocols between state DOTS and the non-transportation public safety, emergency, and security communities including secure routings for classified information. Improved ties, both formal and informal, are essential to facilitate appropriate and timely communication of relevant strategic and tactical information including early warnings of elevated security threats. In this context, dealing with necessary federal and state security clearances and secure information handling will be essential. • Ensure responder safety • Investigate crime and liability • Maintain capacity Arrange for Special Clearance and Control Equipment Arrange for special clearance and control equipment and services for handling, removal, and treatment of heavy vehicles, debris, and HAZMAT to minimize responder risk and traffic disruption. The variety of on-road emergencies stemming from traffic, natural, and terrorism causes can introduce a range of on-site removal and treatment challenges, including large vehicles and debris, hazardous materials and WMD-associated hazards. Handling of removal and treatment problems introduced the need for specialized equipment for towing cargo and HAZMAT handling and disposal. Arrangements must be made for the availability of such equipment on a routine or exception basis in a timely fashion to reduce the safety and delay impacts – especially associated with major incidents. • Reduce victim fatality • Investigate crime and liability • Control traffic • Enforce law • Maintain capacity • Minimize backup and secondary crashes • Clear roadway • Inform motorists

STRATEGY 2: DEVELOP AND IMPLEMENT COORDINATED PROTOCOLS, PROCEDURES, AND TRAINING There appears to be significant efficiency and other benefits to combining the best prac- tices from TIM and the range of ETO into a single comprehensive framework that can be organized, managed, and improved. This must be based on the negotiated develop- ment of protocols and procedures among the DOT, public safety agencies, emergency management agencies, and the towing and recovery community to establish effective command, coordination, and response for timely management and clearance. There are two levels of consideration. Development of plans and strategies—including their resource implications—is best carried out on an interagency basis. It is recognized that the key partners in response are all constrained regarding availability of adequate personnel and resources. For this reason, training is particularly important. This is essen- tial if a coordinated approach is to be achieved with clear fulfillment of roles, coordi- nated common procedures, and interoperable technology. At the operational level, the proper performance of ETO is dependent on the effective- ness of incident response performance at the scene, from arrival through clearance and recovery. Improvements are in the areas of safety of travelers and responders, quick clear- ance time, and minimal traffic disruption. Improving performance in the field requires the prior establishment of effective communications, coordination, pre-established protocols, cooperation with other responders, and multi-agency planning and training (see Table 12). 37 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 12. Operations and Technology Self-Assessment for Strategy 2 Based on your self-assessment score, please select either the base-level or advanced- level tactics that are presented in Tables 13 and 14. Understood Start-Up In-Place Existence of joint protocols and procedures for quick clearance. Existence of joint protocols and procedures for site investigation. Existence of joint protocols and procedures for positive traffic control. Availability and use of joint agency training in protocols and procedures. Use of a 24x7 program to monitor and respond to ETO. Use of service patrols and other “probe vehicles” for ETO awareness, response, and recovery. Existence and use of first responder protocols and training for WMD response. Availability and use of specialized plans and programs for special events or emergency circumstances. Comprehensive and coordinated public information and messaging program. SUMMARY SCORE (Tally number of checks in each column)

38 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 13. Strategy 2 Base-Level Tactics Base-Level Tactics Key Objectives Addressed Develop/Negotiate Quick Clearance Policies Negotiate/develop quick clearance policies between state DOTs and public safety agencies for rapid removal of vehicles/debris on traveled lanes to minimize safety exposure and delay, reduce liability, and improve public image. • Maintain capacity • Control traffic • Eliminate secondary accidents Improve Site Investigation Procedures Crime scene preservation and documentation. Improve site investigation procedures, including better utilization of accident data collection technology and team procedures to minimize disruptions to traffic and responder exposure on roadways. • Investigate crime and liability • Minimize delays Develop Positive Traffic Control Implement positive traffic control (traffic management plans) including motorist alert, speed, and lane control as per MUTCD. • Maintain capacity • Control traffic • Ensure scene responder and public safety Deploy/Improve Service Patrols Service patrols have become a familiar and expected public service for motorist assistance. With a modest expansion of objectives and functions, service patrols can provide greater assistance in ETO. Key issues to resolve include reporting requirements; authority for on-scene operations and actions; resource allocation (number/coverage patterns/operational hours); and training. • Ensure scene responder and public safety • Control traffic • Minimize delays • Eliminate secondary accidents • Divert traffic • Coordinate response • Maintain capacity Arrange for Special Clearance and Control Equipment Arrange for call outs and/or availability of special clearance and control equipment and services for handling, removal, and treatment of heavy vehicles, debris, and HAZMAT to minimize delays. Arrangements must be made for the availability of such equipment on a routine or exception basis in a timely fashion to reduce the safety and delay impacts – especially associated with major incidents. • Ensure responder safety • Control traffic • Maintain capacity • Inform motorist • Clear roadway • Enforce law Establish 24x7 Program Consistent and customer-appropriate level and type of readiness by incident/emergency frequency/location (rather than business hours), including continued facility staffing, and vehicle/equipment disposition. • Investigate crime and liability • Minimize backup and secondary crashes • Clear roadway Provide Training in Quick Clearance and Site Management Collectively train DOT and public safety personnel in proper site management, prevention of secondary crashes, responder safety best practices, and quick clearance, including improved investigative methods, updated towing requirements, and improved spill clean-up procedures. • Control traffic • Enforce law • Maintain capacity • Minimize backup and secondary crashes • Clear roadway Provide Combined Training for Interagency Communications Train DOT and public safety personnel on the importance of clear and concise communications on the scene, in the area of the incident, and from traffic management/operations centers and emergency communications centers. • Coordinate response • Control traffic • Ensure scene responder and public safety Readiness to Advance • Number of program elements established after 1 year of top-level management commitment. • Existence of quick clearance policy signed by major agency leaders. • Individual and joint agency training and practice in the use of quick clearance and site management.

39 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 14. Strategy 2 Advanced-Level Tactics Advanced-Level Tactics Key Objectives Addressed Establish Public Information and Messaging Program Establish standardized incident-related public information and messaging program to support informed driver decisions for routing and trip-making. Communicating with the driving public both on the road (including those within impacted areas, as well as upstream) and pre-trip is an essential component of minimizing traffic build up with associated safety and delay impacts as well as providing real-time information to improve individual decision-making, confidence, and comfort of those already or potentially impacted. Methods include use of Dynamic Message Signs (DMS), Highway Advisory Radio (HAR), broadcast media, and 511 systems. • Provide motorist assistance • Control traffic • Divert traffic • Minimize delays • Coordinate response Improve TMC-Based Detection and Response Procedures TMCs are evolving from a passive information collection role to one of fusing multiple sources of data to coordinate responses and support decision-making for the on-scene responders and general public. Effective TMCs have adopted this expanded mission and provide the appropriate training and resources for personnel. Activities include not only agency-based improvements, but cross-agency coordination, such as TMC-CAD interfaces, improved traffic detection algorithms, timely coordination with homeland security agencies, and improved public messaging and information. • Victim treatment and extraction • Ensure scene responder and public safety • Control traffic • Minimize delays • Divert traffic • Maintain capacity • Coordinate response • Provide motorist assistance Develop Special Emergency Traffic Management Plans Develop advanced Traffic Incident and Emergency Management Plans for predictable disruption and high probability events (weather, construction, and special events) including pre-determined protocols (evacuation, diversion) and pre-positioned equipment. • Ensure scene responder and public safety • Control traffic • Enforce law • Minimize delays • Eliminate secondary accidents • Divert traffic • Maintain capacity • Coordinate response • Provide motorist assistance Provide Combined Training in Incident Command and Unified Command Systems Train DOT personnel jointly with public safety agencies in incident command systems, as it is widely used by public safety agencies in a large range of emergencies. • All agency objectives Provide First Responder Training for WMD and Other Emergencies Include DOT personnel in training for first response to WMD hazards and related protocols as appropriate to minimize first responder risks. • All public safety objectives • Awareness of emergency management community objectives

STRATEGY 3: DEPLOY ADVANCED TECHNOLOGY/EQUIPMENT The potential range of technology applications covers communications, personnel pro- tection, incident prediction processes, and warning/detection technology with the poten- tial for automated response protocols. Appropriate technology, equipment, and supplies should be deployed for their important role in reducing the impact of incidents by min- imizing the time and cost of each phase of emergency response and improving its effec- tiveness. The development of interoperable field-to-field and field-to-center communi- cations is a key step in improving ETO effectiveness. Other valuable technologies include those deployed to detect or mitigate incidents as well as analytical procedures to predict incident occurrence and potential impacts/outcomes. Sufficient pre-specification of poten- tial emergency events allows for mitigation by protection, deterrence, or predetermined management tactics. Training in the use of these tools, as well as the results obtained in other regions, is important to help instill interest in the programs. The activities of Strategy 3 include the development of concepts, methods, and systems to improve the timeliness and content of notification of incidents or emergency events to responders, TMC staff, and dispatchers. In some cases this would include pre-notification through prediction. They also include potential improvements in interoperable inter- agency communications to support DOT-public safety communications both at the TMC and field levels (that may be a by-product of improved law enforcement communica- tions) as well as special medical communication, investigatory, and HAZMAT technol- ogy. Most of the deployment and associated costs are with law enforcement or other spe- cial emergency management entities, but DOT management can play a key role (including potential cost-sharing) in the stimulation or cooperation of advancing such projects (see Table 15). 40 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 15. Operations and Technology Self-Assessment for Strategy 3 Based on your self-assessment score, please select either the base-level or advanced- level tactics that are presented in Tables 16 and 17. Understood Start-Up In-Place Use of state-of-the-practice incident/emergency detection and prediction technologies and systems. Availability and training in the use of advanced site investigation technologies. Use of advanced communication systems supporting interoperable voice, data, and video communications to aid in responder safety and victim care/treatment. Coordinated secured communication with other local, regional, state, and federal agencies to enable situation assessment, reporting, response, and recovery. Programs to assess and protect critical assets. SUMMARY SCORE (Tally number of checks in each column)

41 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 16. Strategy 3 Base-Level Tactics Base-Level Tactics Key Objectives Addressed Improve Incident/Emergency Detection Upgrade incident and emergency detection technology and systems and coverage and related interagency communication systems coordination to support improved emergency response times and targeting. Incident detection approaches include a complete range from wireless 911 calls, automated collision notification (ACN), and service patrols. • Ensure scene responder and public safety • Control traffic • Eliminate secondary accidents • Provide motorist assistance • Divert traffic Develop Interoperable Interagency Communications Develop and deploy interoperable interagency communications for both voice and data to better coordinate emergency detection and response among emergency responders who are typically hampered by communications difficulties in the field-to-filed, field-to- center, and center-to-center basis. Interagency communications should also extend to towing and recovery service providers as well as individuals associated with victim extraction, if not already assigned to public safety agencies. • Victim treatment and extraction • Ensure scene responder and public safety • Control traffic • Divert traffic • Minimize delays • Coordinate response Acquire Advanced Site Investigation Equipment and Facilities Acquire and deploy the most up-to-date investigative technology such as geographic information system (GIS) mapping and “photogrammetry” to improve scene safety and minimize traffic disruption by reducing technician exposure and reducing overall traffic disruptions including secondary crash potential. • Investigate crime and liability • Minimize delays • Ensure scene responder and public safety • Coordinate response Improve Site Investigate Procedures Improve site investigation procedures, including better utilization of accident data collection technology and team procedures, to minimize disruption to traffic and responder exposure on the roadway. • Ensure scene responder and public safety • Minimize delays • Maintain capacity • Control traffic Arrange for Special Clearance and Control Equipment Arrange for special clearance and control equipment and services for handling, removal, and treatment of heavy vehicles, debris, and HAZMAT to minimize responder risk and traffic disruption. The variety of on-road emergencies stemming from traffic, natural, and terrorism causes can introduce a range of on-site removal and treatment challenges including large vehicles and debris, hazardous materials, and WMD-associated hazards. Handling of removal and treatment problems introduced the need for specialized equipment for towing cargo and HAZMAT handling and disposal. Arrangements must be made for the availability of such equipment on a routine or exception basis in a timely fashion to reduce the safety and delay impacts – especially associated with major incidents. • Ensure scene responder and public safety • Victim treatment and extraction • Coordinate response Readiness to Advance • Number of technology components or programmatic elements established after 1 year of top-level management commitment. • Case study review of technology effectiveness. • Joint training and certification in specialized technologies.

42 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 17. Strategy 3 Advanced-Level Tactics Advanced-Level Tactics Key Objectives Addressed Deploy Specialized Advanced Medical Communications Equip EMS vehicles with appropriate communication to support improved patient care at the scene and better prepare hospital pre-arrival protocols. Supply real-time video voice and data communications to emergency physicians (telemedicine) so they can target patient care on scene and en route. DOTs can support these efforts through shared use of ITS assets. • Victim treatment and extraction • Ensure scene responder and public safety • Coordinate response Improve Critical Asset Threat Detection and Hardening Critical assets must be identified, their vulnerability assessed, and appropriate countermeasures deployed. These may include surveillance and detection technologies, lighting, barriers and key element lockouts, and increased patrolling and reduced access during periods of heightened threats. • Ensure scene responder and public safety • Control traffic • Enforce law • Minimize delays • Divert traffic • Maintain capacity • Coordinate response Improve Contacts/Communications with Security Entities Develop formal interagency relationships and communication networks and protocols between state DOTs and the non-transportation public safety agencies, emergency and security communities including secure routing for classified information. Improved ties – both formal and informal – are essential to facilitate appropriate and timely communication of relevant strategic and tactical information, including early warning of elevated security threats. In this context, dealing with necessary federal and state security clearances and secure information handling will be essential. • All agency objectives Allocate Personal Protective Equipment Allocate as appropriate personal protective equipment (detection, monitors, suits, masks, decontamination equipment) to protect first responders including key public safety and certain DOT personnel who may face road-related chemical, biological, or radiological threats from WMD. These protective measures may need to extend to the towing and recovery specialists as well as other agencies or individuals assisting with an emergency. • Ensure scene responder and public safety

STRATEGY 4: MEASURE/BENCHMARK PERFORMANCE AGAINST BEST PRACTICE The establishment of clear objectives and related benchmarks together with the mea- surement of task time and resource utilization are essential for the establishment of a meaningful and worthwhile performance improvement strategy. While it is unlikely that agencies will see a significant increase in budgets for ETO, the establishment of key per- formance measures will be invaluable in determining how other elements of an agency’s programs and activities are contributing to ETO. Because the measurement of performance is such a fundamental concept for the overall success of ETO, an advanced level of tactics is not included; the advanced tactics will likely be an outgrowth or innovation from the findings at the base level (see Table 18). 43 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 18. Operations and Technology Assessment for Strategy 4 Based on your self-assessment score, please select either the base-level or advanced- level tactics that are presented in Tables 19 and 20. Understood Start-Up In-Place Identification of process maps for major emergency/all hazard circumstances. Measurement of performance for key process elements or performance targets. Use of automated data collection for performance assessment. Pre-planned data reduction and analysis methods, including preferred summary findings and report formats. Periodic independent review and assessment of the performance improvement program. SUMMARY SCORE (Tally number of checks in each column)

44 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 19. Strategy 4 Base-Level Tactics Tactics Key Objectives Addressed Identify Basic Performance Metrics For each key field activity affecting safety or mobility, identify one or more key metrics to reflect performance in customer (output) terms – recognizing that data limitations may require reliance on secondary data. • Initiate consensus on use of performance measures • Capitalize on available data Develop Data System for Performance Data Install necessary “systems” (including reporting formats and ITS technology) to detect performance changes. • Ensure scene responder and public safety • Minimize delays • Maintain capacity • Control traffic Measure Performance Measure and evaluate performance of ETO based on a combination of field and CAD reporting/logging, using agreed-upon definitions of stages of components as the basis for continuous cooperative improvement. • Ensure scene responder and public safety • Control traffic • Minimize delays • Eliminate secondary accidents Negotiate Clearance Time Targets Develop reasonable targets with all involved agencies, choosing reasonable targets based on current best practice and continuous improvement. • Investigate crime and liability • Minimize delays • Ensure scene responder and public safety • Enforce laws • Eliminate secondary accidents • Coordinate response Develop Incentive/Disincentive Contracts with Towing and Recovery and HAZMAT Responders Enhance the performance and responsiveness of the towing and recovery community through the use of certification/training requirements, to-scene response times, availability of the proper equipment and trained personnel upon first-time arrival, and speed and safety in towing and recovery activities. • Ensure scene responder and public safety • Minimize delays • Maintain capacity • Control traffic Develop Regular Reporting Mechanism Determine use of data for both performance improvement in field and progress in service for customer reporting and develop regular reporting mechanisms. • Establish basis for field activity performance improvement • Customer service reporting Readiness to Advance • Use of advanced techniques and technologies to automate some of the data collection process. • Use of the metrics to dispel “myths” about current practices and develop continuous improvements. • Conduct baseline levels of analysis (e.g., summary statistics, trend analysis) to assess overall ETO objectives by agency or participant. • Basis for budget justification and program enhancements. • Prioritize training activities. • Develop outreach with non-traditional partners.

45 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S Table 20. Strategy 4 Advanced-Level Tactics Tactics Key Objectives Addressed Refine/expand performance measures consistent with network and objectives scope. • Ensure scene responder and public safety • Minimize delays • Maintain capacity • Control traffic Conduct formal interagency evaluation of performance and establish next-level improvement targets. • Ensure scene responder and public safety • Minimize delays • Maintain capacity • Control traffic

MOVING FORWARD—IDEAL STATE OF THE PRACTICE FOR ETO The ideal state for ETO represents a balanced approach to institutional, operational, and technology issues. It is a carefully crafted and monitored program enhanced through a performance-based improvement process. The ETO program is reflected as a major pri- ority for each agency, possibly incorporating elements of the ETO into each agency’s mission/vision statement, as well as in interagency agreements containing clear lines of authority and responsibility that are sustainable through administrations and budget cycles. The successful ETO program is heavily dependent on the efficiency and effectiveness of the incident response and performance at the scene, from arrival through clearance and recovery. Effective traffic incident and emergency event response focuses on the safety of travelers and responders, quick clearance time, and minimum traffic disrup- tion. Exceptional performance requires effective communications, coordination, pre- established protocols, cooperation with other responders, and frequent multi-agency plan- ning and training. Appropriate technology, equipment, and supplies are deployed for their important role in reducing the impact of incidents and emergency events by minimizing the time and cost of each phase of emergency response and improving its effectiveness. ETO are continu- ously improved through advanced techniques, such as problem-specific and location- impact-specific prior actions, implying a combination of technology, operational, and institutional effectiveness. This “proactivity” depends on the ability of early warning or sufficient pre-specification of potential emergency events so that their potential impacts can be mitigated by protection, deterrence, or predetermined management measures. Training within and across agencies in the use of these technical tools and techniques, as well as the results obtained in other regions, are important to help maintain and improve the program. Finally, the successful ETO program is acknowledged by the general public, elected officials, and the media as a superior operation and valued for its contribution to mobil- ity, safety, and security. 46 G U I D E F O R E M E R G E N C Y T R A N S P O R T A T I O N O P E R A T I O N S

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TRB’s National Cooperative Highway Research Program (NCHRP) Report 525: Surface Transportation Security, Volume 6: Guide for Emergency Transportation Operations supports development of a formal program for the improved management of traffic incidents, natural disasters, security events, and other emergencies on the highway system. It outlines a coordinated, performance-oriented, all-hazard approach called “Emergency Transportation Operations” (ETO). The guide focuses on an enhanced role for state departments of transportation as participants with the public safety community in an interagency process.

NCHRP Web-Only Document 73 is a resources guide on ETO containing bibliographical material that may be useful to readers of NCHRP Report 525, Volume 6.

NCHRP Report 525: Surface Transportation Security is a series in which relevant information is assembled into single, concise volumes—each pertaining to a specific security problem and closely related issues. The volumes focus on the concerns that transportation agencies are addressing when developing programs in response to the terrorist attacks of September 11, 2001, and the anthrax attacks that followed. Future volumes of the report will be issued as they are completed.

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