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GUIDE FOR EMERGENCY TRANSPORTATION OPERATIONS
· Fostering of an interagency focus on the complete array of incidents and
emergencies;
· Establishment of a formal program with senior responsibility, organization, and
reporting;
· Allocation of adequate resources;
· Establishment of objectives with related performance measures and account-
ability; and
· Development of agency policy, laws, regulations, and interagency agreements.
Given a decision to move ahead, top-level agreement must be reached among the DOT,
law enforcement, fire and rescue, towing and recovery, and state and local emergency
response entities on a joint focus for improvement. Cementing this relationship is crucial,
and DOTs can serve as conveners to create a positive environment for change. Policy
commitment and joint agreements within the responder community can then be converted
into a manageable program working simultaneously on joint interagency improvements
and the department's own internal approach to achieving a higher level of sustainable
activities and commitment to continuous, measurable improvement. This will require
development of a strategic business plan, specifying responsibilities, resources, and per-
formance targets.
THE GUIDE
Addressing the ETO challenge will require careful guidance and assignment of roles and
responsibilities within and across agencies. The the first five sections of this guide are
for all readers. The sections addressing Institutions and Leadership are for policy mak-
ers and senior managers to establish the case for increased programmatic attention to
ETO. The section addressing Operations and Technology is for program-level managers
to develop specific plans and projects based on the evolving institutional framework
established by senior managers. The resources guide, which is published as NCHRP Web
Document 73, provides reference materials.
Two related tools for process improvement are provided:
1. A self-assessment that allows managers to determine current strengths and
weaknesses and thereby focus on the relevant part of the guidance material.
2. General strategies and tactics related to five areas of principal weakness described
in a subsequent section of the guide.
In the material that follows, Driving Forces and State of the Practice describe key chal-
lenges to be overcome in three key areas--institutions, operations, and technology. The
subsequent Improvement Strategies section serves as the basis for the guide and sets
forth areas for change based on current problems. The Guidance Framework is then
explained, followed by Self-Assessment and Guidance sections, which are organized
around strategies and tactics for improvement.
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GUIDE FOR EMERGENCY TRANSPORTATION OPERATIONS
It is important to recognize that this guidance material represents a starting point in
identifying and consolidating related needs and practices to improve management of
transportation-related emergencies. The material included necessarily represents a first
cut at this consolidation--a point of departure--focused principally on the mix of inci-
dents that impact the upper-level roadway systems (freeways and expressways). The
same issues and approaches are substantially applicable on the lower-level components
of the roadway network. Furthermore, the material developed in this guide can be used
as the basis for further, more detailed guidance appropriate for specific jurisdictions and
the mix of emergencies experienced in a given state, region, or jurisdiction (for example,
more/less weather emergencies or planned events).
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