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Integrating Business Processes to Improve Travel Time Reliability (2011)

Chapter: Chapter 3 - Case Studies: Incident Management

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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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Suggested Citation:"Chapter 3 - Case Studies: Incident Management." National Academies of Sciences, Engineering, and Medicine. 2011. Integrating Business Processes to Improve Travel Time Reliability. Washington, DC: The National Academies Press. doi: 10.17226/14510.
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C H A P T E R 3 Case Studies: Incident ManagementAccording to the FHWA, traffic incidents account for 25% of traffic congestion and are the largest source of nonrecurring congestion in the United States (1). Effectively managing con- gestion can reduce travel delay, increase safety, and ultimately improve travel time reliability. The traffic incident management case studies presented in this section examine the processes that three agencies have developed to improve their incident man- agement capabilities. The Washington State DOT (WSDOT) Joint Operations Policy Statement is discussed with a focus on a specific process that was developed to implement the Instant Tow Dispatch Program. The Florida DOT (FDOT) Road Ranger program and the integration of public and pri- vate partners as part of that program are reviewed. Finally, the United Kingdom’s Highways Agency’s (HA) program for ATM and how it is used for incident management is presented. Washington: WSDOT Joint Operations Policy Statement The State of Washington has developed one of the most comprehensive and effective incident response programs in the United States. WSDOT and the Washington State Patrol (WSP) are the two primary agencies responsible for incident response on highways in Washington. WSDOT and WSP have a long history of working together to improve incident response and reduce incident clearance times in Washing- ton. In 2002, WSDOT and WSP developed a Joint Opera- tions Policy Statement (JOPS) Agreement that formalized each agency’s roles and responsibilities for freeway opera- tions, including incident response. This document is signed by the Washington State Secretary of Transportation and the Chief of the Washington State Patrol and is updated each year (2). The JOPS Agreement clearly defines how incident response will be conducted in the State of Washington, identi- fies a specific employee from both WSDOT and WSP respon- sible for each program, and sets performance measures for the program.20Washington State was selected for a case study because of the well-documented and proven results they have demonstrated for their Incident Response Program. One aspect of the Incident Response Program, the Instant Tow Dispatch Program, was selected for more detailed consideration in this case study (3). As part of this case study, an interview was conducted with Rick Phillips who, at the time of this writing, was serving as the incident response program manager for WSDOT, where he oversaw the Instant Tow Dispatch Program. Before joining WSDOT, Phillips was with the WSP for 28 years, retiring as a district commander. In his role with WSDOT, he coordinated the statewide Incident Response Program for WSDOT and worked closely with the WSP to update the JOPS Agreement each year. Phillips was also responsible for reporting the per- formance of the Incident Response Program to the governor’s Government Management Accountability and Performance report and the WSDOT Gray Notebook (4). Description The Washington State Incident Response case study exam- ines the process that is used in Washington State to document the Incident Response Program through the JOPS Agreement and includes a close look at the Instant Tow Dispatch Pro- gram, one of many successful programs for incident response in Washington State. The JOPS Agreement was first devel- oped in 2002 and covers 13 areas of operation, including traf- fic incident management, enforcement, winter operations, work zone safety, and transportation safety and security. This case study focuses on the traffic incident management section of the JOPS Agreement. There are seven subcategories that are included in the JOPS Agreement under traffic incident management: • Responder safety; • Safe and quick clearance; • Incident-Response Team Program;

21• Contracted service patrols and motorists assistance vans (MAVs); • Instant Tow Dispatch Program; • Blok-Buster Major Incident Tow Program; and • Using technology and education to expedite investigations. An expanded look at the Instant Tow Dispatch Program is included in this case study. Background of Agency WSDOT and WSP are the two agencies that partner together and lead incident response on Washington State highways. The two organizations have a long history of successfully working together. For instance, all WSDOT incident response vehicles have WSP-compatible radios. Although there are some areas of the country where opening public safety radio communica- tion to a non-public-safety agency would be difficult, in Wash- ington State this is the expectation. This relationship between WSDOT and WSP was formalized in the JOPS Agreement. WSDOT is divided into six regions, each with its own Incident Response Program. The greatest focus for incident response has been in the Puget Sound area, where congestion is greatest. Puget Sound is covered by the Northwest and Olympic WSDOT regions. To coordinate the program and act as a liai- son to WSP, WSDOT has created a position for an incident response program manager within its headquarters. This role has traditionally been filled by someone with a law enforcement background who can speak the language of WSP and work closely with WSP to continue the strong incident response part- nership between WSDOT and WSP. Process Development WSDOT’s Incident Response Program can be traced back to 1963 when WSDOT tow and push trucks began clearing block- ages on the Mercer Island and Evergreen Point floating bridges. In the 1990s, incident-response teams were introduced as a pilot program during the Goodwill Games. In 2000, WSDOT began a small pilot service patrol program, contracting out with WSP and private tow companies to provide roving units. The program continued to grow, and, in 2002, the manage- ment of WSDOT and WSP developed the JOPS Agreement to formalize each agency’s roles and responsibilities for freeway operations. The development of the JOPS Agreement was a major step in moving the Incident Response Program forward. By formal- izing the roles and responsibilities of each agency, identifying individuals to lead the different programs, setting timelines and goals, and meeting annually to review and update the JOPS Agreement, accountability was placed directly on individuals at WSDOT and WSP.Development of the JOPS Agreement also led to the development of consistent performance measures because it required the agencies to define how data are collected and reported. For example, WSDOT was measuring clearance times based on when the last incident response vehicle left the scene. This method of reporting affected another program that WSDOT was implementing to provide incentives for meeting the 90-min clearance goal by tow providers. WSDOT could not effectively measure if tow providers met the 90-min clearance goal if they measured based on when the last incident response vehicle left the scene, because police and fire may stay on the scene after all lanes are clear. On the other hand, WSP measured clearance time based on when all lanes were clear. In order to report clearance time consistently during the develop- ment of the JOPS Agreement, WSDOT and WSP reached an agreement to record clearance times based on when all lanes were clear. In 2006, the governors’ office requested that WSDOT and WSP begin reporting jointly on performance monitoring and accountability goals related to incident response and clearance time. Meeting the 90-min goal became a joint responsibility of WSDOT and WSP that both agencies would be evaluated on together. The reports that WSDOT and WSP provided were used as part of the Government Management Accountability and Performance Program that was being implemented in Washington State (5). The joint reporting and joint responsi- bility for incident response was identified as one of the most significant enablers for Washington State to deliver such an effective incident response program. WSDOT and WSP had already established a good working relationship, but now their programs were tied to each other for success. One example of the cooperation and innovative thinking of WSDOT and WSP is found in the development and implementation of their Instant Tow Dispatch Program. This low-cost program has shown significant benefits in terms of clearance time and is a great example of WSDOT and WSP sharing resources and providing assistance to each other. The next section describes this program in more detail. Detailed Process and Integration Points The Instant Tow Dispatch Program initially began as a pro- gram on the Tacoma Narrows Bridge to allow the quick removal of disabled vehicles from travel lanes. Traditionally, when a disabled vehicle was reported or spotted using the WSDOT CCTV cameras, a WSP trooper was dispatched and would verify that a tow was needed after arriving on scene. Under the Instant Tow Dispatch Program, as soon as an inci- dent is verified on the CCTV cameras, a tow truck can be dis- patched before a WSP trooper verifying the need for a tow. In the initial program used on the Tacoma Narrows Bridge, tow

22operators on each side of the bridge participated and were dispatched based on which operator could access the disabled vehicles the fastest. An evaluation of the program by the Uni- versity of Washington Transportation Research Center found that the Instant Tow Dispatch Program saved an average of 15 min for clearance compared to having an officer first respond to the incident. However, the problem with the pro- gram was how to reimburse drivers for dry runs. Dry runs occurred when tow truck drivers were dispatched, but before they arrived, the disabled vehicle was already able to move out of the lane. This might happen if the driver was able to get his or her car restarted or if a passing motorist provided assis- tance. When this occurs, tow operators could waste as much as 30 min; they then would not want to participate in the pro- gram unless they could be reimbursed for such lost time. There were also other inconsistencies with this initial pro- gram, as identified in the University of Washington study, including how units were dispatched (6). To address this concern, WSDOT implemented a pilot pro- gram over a larger area that would reimburse drivers $25 for each dry run. When a disabled vehicle that is blocking at least one lane of traffic is identified by WSDOT CCTV cameras in an area with the Instant Tow Dispatch Program, WSP will dispatch a WSP trooper and an Instant Tow Dispatch truck. WSDOT Incident Response monitors the dispatch of the WSP and will deploy a unit to the incident as well. WSP has up to 10 min to cancel the call before the Instant Tow Dispatch oper- ator is eligible for a dry run reimbursement. If the WSDOT Incident Response unit arrives on scene first and can clear the incident, the Instant Tow Dispatch operator is only entitled to a dry run reimbursement. If the Instant Tow Dispatch opera- tor does tow the vehicle, then the tow operator is reimbursed by the driver of the vehicle. In 2008, there were 597 calls for Instant Tow Dispatch, result- ing in 347 tows, 192 cancellations, and 58 dry runs. WSDOT was not billed for every dry run, and the program resulted in total direct costs of less than $1,000 for WSDOT. Results in 2007 were similar, with 235 calls for Instant Tow Dispatch, resulting in tows and total direct cost to WSDOT of less than $1,000 (7). The Instant Tow Dispatch Program works well because of the trust between WSDOT and WSP and the formalized program established in the JOPS Agreement. WSP dispatches Instant Tow Dispatch vehicles and determines if the call should be canceled, but WSDOT is responsible for paying for dry runs. Even though WSDOT is essentially paying for a program run by WSP, there have been no issues with the program or pay- ment procedures thus far. The program is providing a tremen- dous benefit to motorists by clearing traffic lanes an average of 15 min faster and is doing so at a cost of less than $1,000 per year to WSDOT. The process used for the WSDOT Instant Tow Dispatch Program is displayed using the BPMN method in Figure 3.1.Several key integration or communication points were iden- tified in the Instant Tow Dispatch Program process, including the following: • WSP Communications and Instant Tow Operators for dis- patch of tow operators to incident scene; • WSDOT and Instant Tow Operators for providing reim- bursement to Instant Tow Operators for dry runs; and • WSP on-scene officer and Instant Tow Operator on-scene to allow tow operator to remove vehicles. As noted, the JOPS Agreement is updated annually and signed by the Washington State secretary of transportation and the chief of the WSP. As part of the update process, each of the 13 areas of operation is reviewed and updates are made if necessary to the objective, policy, action items, measures of performance, and timeline for that area. One of the most important updates is the designation of a specific lead employee from WSDOT and WSP. By assigning an individual who is responsible for each area, the JOPS Agreement adds an important level of accountability for each area of operation. Types of Agencies Involved The incident response program in Washington State requires the involvement of WSDOT and WSP at all levels. From the WSDOT secretary of transportation and the WSP chief who sign the JOPS Agreement to the WSDOT incident-response teams and WSP troopers in the field, there is collective coop- eration at all levels. One of the most important roles in the Incident Response Program is the WSDOT incident response program manager. This person is responsible for coordination with WSP for all the Incident Response Programs. The incident response program manager also coordinates with WSDOT regions. While each region has an Incident Response Program, the level of implementation varies. For example, the Instant Tow Dispatch Program is only provided in the Puget Sound area, Vancouver, and Spokane. The incident response pro- gram manager can coordinate with WSDOT personnel in other regions to be sure they understand the benefits of the program and help them determine if and when it would be appropriate to implement such a program in their region. In order for the Incident Response Program to be effective, WSDOT and WSP also had solicited the help and input of pri- vate tow operators in Washington State. WSDOT and WSP understood that the only way to make the Instant Tow Dis- patch Program fair was to compensate the tow operators for dry runs. The tow operators had to accept that the Instant Tow Dispatch requests could be canceled within 10 min of initial dispatch. WSDOT and WSP have also listened to the other sug- gestions from private tow operators. The operators suggested that it would be more effective for Instant Tow Dispatch to

23Figure 3.1. Detailed business process diagram of WSDOT incident response.assign a day or week to a particular Instant Tow Dispatch com- pany rather than use a rotation list. This would allow them to add additional staff during the time they were on-call. This has resulted in WSDOT and WSP receiving better service and oper- ators who can appropriately staff for the weeks they are on-call. Types of Nonrecurring Congestion Addressed The JOPS Agreement addresses all types of nonrecurring con- gestion caused by incidents. It includes quick clearance poli- cies, incident-response teams, motorist assist vans, instant tow, major incident tow programs, and technology and education to expedite investigation. The JOPS Agreement is essentially a living document because it is closely reviewed and updated annually. The JOPS Agreement is applied statewide, although there are certain programs that have only been implemented in urban areas because of the higher levels of congestion in the urban areas. The Instant Tow Dispatch Program that has beenhighlighted in this case study also relieves nonrecurring con- gestion caused by incidents, but it is limited to incidents that block traffic lanes and is not used for nonblocking incidents. Performance Measures The primary performance measure used in the Incident Response Program is the 90-min clearance goal for all inci- dents. WSDOT began discussing the 90-min clearance goal in 1997 and 1998, but the agency did not establish it as a per- formance measure and develop specific actions to accomplish it until the JOPS Agreement was put into place. Since then, WSDOT has worked with WSP to develop a consistent defini- tion for how to define when an incident is cleared and agreed to use data from the WSP computer-aided dispatch (CAD) software to determine incident clearance times. Because WSDOT uses the same CAD database for dispatch of their incident-response teams, they can compare data and use

24written logs of the incident timeline to rectify any inconsis- tencies. The achievement of the 90-min clearance goal is reported jointly by WSDOT and WSP; both agencies are accountable for this performance measure. The 90-min clear- ance goal is reported as part of the Government Management Accountability and Performance Program and in the WSDOT Gray Notebook. For the Instant Tow Dispatch Program, WSDOT keeps track of the total number of calls each year, as well as the number of calls requiring tows, the number canceled, and the number of dry runs. Total cost for reimbursement of dry runs also is tracked. Benefits Since the JOPS Agreement was put into place, WSDOT and WSP have seen numerous benefits regarding incident response. It was noted during the interview that after the 90-min clear- ance goal was first discussed in the late 1990s, there were few formal actions to help achieve those goals. The JOPS Agree- ment formally documented the goal, identified specific actions that were needed, and put people at WSDOT and WSP in charge of accomplishing these actions. The JOPS Agreement defined how performance would be measured and ensured that performance was measured consistently across the state. The information from these performance measures has been useful to WSDOT when seeking additional funding because it can clearly demonstrate its progress toward impor- tant statewide goals. One of the most significant benefits to both WSDOT and WSP was the joint reporting of the 90-min incident clearance goal required in the Government Management Accountability and Performance Program. This forced WSDOT and WSP to partner together closely and each dedicated the resources that were needed to reach this common goal. The Instant Tow Dispatch Program has resulted in sig- nificant benefits for WSDOT at minimal cost. A University of Washington study found that without the Instant Tow Dis- patch Program, it would take an average of 18 min to dispatch a tow truck after an incident is detected and verified. With the Instant Tow Dispatch Program, it takes an average of 3 min to dispatch a tow truck. The program has reduced the time for a tow truck to arrive at an incident by approximately 15 min for most incidents. WSDOT looked at the savings this created in terms of lost time and wasted fuel from congestion and esti- mated that for less than $1,000 per year to operate the program, WSDOT has seen annual benefits of approximately $6.5 mil- lion to $11.1 million. Lessons Learned The formalizing of roles, responsibilities, and goals in the JOPS Agreement regarding freeway operations was an importantstep to move WSDOT and WSP from discussing goals to actu- ally getting things accomplished. Assigning joint responsibility to the two agencies for the reporting of the 90-min incident clearance goal was also important. WSDOT and WSP already had a strong working relationship, but the joint responsibility required even closer coordination between the agencies because they were both measured against the same goal. WSDOT has learned to speak the other agency’s language to effectively communicate. By hiring a former WSP officer to serve as the WSDOT incident response program manager, WSDOT was able to effectively communicate with WSP and present ideas and programs that could be mutually beneficial. The importance of a good Department of Transportation maintenance program was noted as necessary for effective incident response. If WSDOT thinks an incident will last more than an hour, it calls for WSDOT maintenance to come to the scene and establish a traffic control system that is com- pliant with the Manual on Uniform Traffic Control Devices (MUTCD). This makes the incident scene safer for both emer- gency management responders and motorists and relieves the incident response team so they can respond to other incidents if necessary. Finally, so that they can share ideas and learn from each other, WSDOT works closely with several other states, includ- ing Wisconsin and Florida, which are considered to have out- standing incident management programs. Analysis and Research Observations The Incident Response Program in Washington is successful because WSDOT and WSP have a close working relationship and coordinate well with each other. The agencies, further strengthening their relationship with the JOPS Agreement, have taken the time to evaluate the performance of their pro- grams and can show clear benefits that have allowed great buy- in around the state and assisted WSDOT in finding funding to continue programs. They have also involved the leadership of both organizations by requiring that both the WSDOT secre- tary and the WSP chief sign the JOPS Agreement. This has added credibility to the document and increased the priority both agencies put on accomplishing the JOPS Agreement goals. Florida: FDOT Road Rangers The Florida Road Rangers are a freeway service patrol operated by FDOT in all seven FDOT districts and on the Florida Turn- pike. Statewide, there are more than 100 Road Ranger vehicles in service patrolling more than 1,000 centerline miles of free- ways. To operate the Road Ranger program, FDOT contracts with private vendors to provide vehicles and drivers and uses private sponsorship to supplement funding for the program. This case study examines the use of private tow vendors and sponsors to successfully deliver the FDOT Road Ranger

25program. Close coordination between public agencies and the private tow vendors that provide the Road Ranger service in each district is required for the service patrols to operate suc- cessfully. Joint FDOT and private sponsorship funding is required for FDOT to continue to offer the Road Ranger ser- vice without significant cuts to the miles of freeways covered or the hours of operations involved. For this case study, Patrick Odom, FDOT’s traffic inci- dent management and Road Ranger program manager, was interviewed. In his position, Odom coordinates the program throughout the state. Part of his responsibilities includes work- ing closely with the districts to assist them with the implemen- tation, evaluation, and funding of their Road Ranger program and ensuring that a consistent level of service is provided by the program throughout the state. It is interesting to note that although the Road Ranger pro- gram in its current format has only been in place since the year 2000, FDOT has provided various service patrol functions since the 1980s. Service patrols were first used by FDOT to manage incidents in work zones for major construction projects. In the 1990s, a service patrol was initiated in what is known as Alligator Alley, a desolate stretch of I-75 through the Florida Everglades in southern Florida. FDOT has been able to coordinate the different service patrols offered around the state and develop a program that is recognized by motorists across Florida (8). Description The Florida Road Ranger case study focuses on the use of private tow vendors and sponsors to deliver a freeway service patrol program throughout the state of Florida. Delivery of the Road Ranger program includes the participation of FDOT, Florida Highway Patrol (FHP), private service patrol providers, and private sponsors. The Road Ranger program is coordinated through the FDOT Central Office and operated by the FDOT districts and the Florida Turnpike Enterprise. The Road Ranger program in its current format began in 2000, but at that time the program was completely funded by the State of Florida. Budget cuts later forced FDOT to look elsewhere for funding or consider reducing the hours and miles of service covered by the Road Ranger program. FDOT was able to successfully imple- ment a sponsorship program to supplement funding of the Road Ranger program through corporate sponsorship. This case study focuses on how the Road Ranger program was able to grow from a local program that was only offered in a few districts into a statewide program with deployments in every district. Background of Agency FDOT includes a Central Office, seven District Offices, and the Florida Turnpike Enterprise. Each of the seven districtsand the Turnpike Enterprise operate Road Ranger service patrols, although the level of coverage varies with each dis- trict. Road Ranger roving patrols are used on heavily con- gested freeways, high incident locations, and work zones. The State Traffic Engineering and Operations Office coordinates the Road Ranger program statewide, but each district has independent supervision and control over its Road Ranger program. Districts contract directly with private companies to provide the operators and vehicles for a specified number of miles that need to be patrolled. To ensure program consis- tency across the state, each tow vendor provides white vehi- cles affixed with the Road Ranger logo, provides uniforms to drivers, and offers the same types of services as all other tow vendors. Road Ranger operators are trained in the same man- ner and all must have training in first aid and CPR. Since 2000, the Road Rangers have provided more than 2 million assists to motorists and currently patrol more than 1,000 centerline miles. Road Rangers are equipped to assist in lane clearance and traffic control during incidents. They also provide limited amounts of fuel, tire changing assistance, cell phone calls for car service, and other types of minor emer- gency repairs to disabled vehicles to get them off the free- way and reduce the potential for secondary incidents. Road Rangers will move disabled vehicles off the roadway to the nearest safe place and contact the FHP to request a towing service to assist the driver at the driver’s expense. During hur- ricane evacuations, the Road Rangers may be called upon to assist in traffic control and incident management as well. The FDOT Road Rangers work closely with the Florida Highway Patrol in providing incident management. Motorists can dial *-F-H-P from their cell phones to request assistance. When appropriate, FHP will transfer calls from motorists to the FDOT District Traffic Management Center (TMC) and TMC operators will then dispatch a Road Ranger unit. In some areas of the state, dialing *-F-H-P will link the caller directly to the FDOT TMC. Process Development Service patrols have been used in Florida for more than 20 years; however, the Road Ranger program in its current format was implemented in 2000. In the late 1980s, service patrols were used to assist disabled vehicles in construction zones and were operated by the contractor doing the construction. In 1995, FDOT and the FHP worked together to develop a service patrol to assist disabled vehicles on I-75 through the Florida Everglades. This desolate stretch of interstate had a shortage of FHP officers to patrol it and a service was needed to assist stranded motorists and relieve FHP of that duty. The Alley Service Patrol was implemented in 1995, with FDOT contracting the service out to a private vendor. FDOT pro- vided funding and the private vendor was responsible for providing trucks and operators.

26Although service patrols were operating in several areas of the state in the late 1990s, FDOT lacked a consistent program statewide. The service patrols that had been deployed through the 1990s had received excellent feedback and their benefits were well understood by many at FDOT. To expand the ser- vice patrols, FDOT began formally funding the Road Ranger program in 1999 and the name Road Ranger was selected in 2000 through a statewide contest. The Road Ranger program was coordinated by the FDOT Central Office, but each FDOT district was responsible for the Road Ranger program in their respective jurisdictions. Through a competitive bid process, contracts were established with private companies in each dis- trict to provide drivers, training, and vehicles for the Road Ranger service. A majority of the companies that were awarded these contracts are towing companies, with the exception of District 5 in Central Florida. District 5 contracts with LYNX, the Central Florida Regional Transportation Authority, which also coordinates public transportation in three counties in Central Florida. Despite proven benefits and an extremely positive response from the public, the Road Ranger budget was reduced in 2008 because of the economic downturn. In order to prevent a reduction in service of the Road Ranger program, FDOT gave permission to the private tow vendors to seek sponsorship to supplement funding of the Road Ranger program. Sponsor- ship funding allowed tow vendors to maintain or expand the hours of operation and miles of freeway serviced. In exchange for sponsorship, the Road Ranger vehicles are wrapped with logos from the sponsor, although there are still some elements of consistency for the Road Ranger vehicles. All will remain primarily white and will prominently display the Road Ranger logo. Sponsors must be considered family friendly by FDOT. Oversight of the sponsorship program is provided jointly by the FDOT Central Office and the districts. In addition to the regular Road Ranger service patrols, FDOT requires that contractors provide a service patrol within work zones on some large construction projects. These service patrols are usually operated by the contractor, and the cost for the program is covered in the contractor’s bid for the project. Most contractors understand that the service patrols provide an added element of safety within the work zones for both workers and motorists. There have been some cases where FDOT did not require contractors to pro- vide service patrols, but the contractor implemented a pro- gram on their own because of the benefits they believe the patrols provide. Detailed Process and Integration Points Figure 3.2 documents an example of the process used by the Road Ranger program for incident response. The specificprocess shown in Figure 3.2 demonstrates the integration that is necessary between the FDOT District TMC, the FHP, and the private tow vendor that provides the Road Ranger service, to effectively respond to incidents. Incidents are typically identi- fied by an FHP officer, the TMC, the Road Ranger operator during roving service, or by a stranded or observant motorist. Depending on the incident, the Road Ranger unit may respond independently to motorists who call for help, such as a stranded motorist who needs fuel, or they may respond in coordination with FHP to assist with traffic control during a major incident that closes part or all of a freeway. The Road Ranger operators complete an incident report for every inci- dent they respond to and the FDOT District Office compiles the incident reports to monitor performance of the Road Ranger program.In the process diagram, some of the initial steps that need to occur to implement a Road Ranger program are also docu- mented. Competitive proposals are solicited for private com- panies to contract with FDOT districts to provide the Road Ranger service. These contracts are typically paid on an hourly basis and require the tow vendor to provide the Road Ranger vehicles, operators, and training of the operators. Sponsorship will continue to be sought to supplement the budget for the Road Ranger program. Several key integration points were identified in the Road Ranger incident response process, including the following: • Integration between FDOT TMC dispatch and private tow vendors responsible for providing Road Ranger service; • Integration between FDOT Headquarters and private tow vendors to document services provided and develop the performance monitoring reports; • Integration between FDOT TMC and FHP for identifying and responding to incidents; • Integration between FDOT Headquarters and private spon- sors for funding of the Road Ranger service; and • Integration still needed between FHP and Road Ranger oper- ators to allow FHP offices to talk directly to Road Rangers in the field. The incident report that Road Ranger operators complete for each incident provides a detailed log of what services were provided, time to clear incident, and any other relevant infor- mation about the incident. FDOT keeps numerous perfor- mance measures to track the benefits of the Road Ranger program, such as the miles of freeway patrolled with roving service, number of patrols operating, and the number of assists provided to motorists. In addition, comment cards are pro- vided by the Road Ranger operators to every motorist that receives assistance. The cards allow motorists to rate the ser- vice they received and can then be mailed back to FDOT.

27Figure 3.2. Detailed business process diagram of FDOT Road Rangers incident response.Types of Agencies Involved Three primary agencies work together to deliver the Road Ranger program: FDOT (Central Office and districts), FHP, and private tow vendors. FDOT provides the oversight for the program through the Central Office and districts. Day-to-day monitoring of the freeways and dispatch of the Road Rangers are provided by the FDOT TMC. In the Central Office, the traf- fic incident management manager and Road Ranger program manager are responsible for coordinating with each district to provide a consistent level of service for the Road Ranger program and to compile performance information. FHP iden- tifies incidents through their patrol officers, as well as through dispatchers answering calls from motorists. FHP also coordi- nates directly with Road Ranger operators in the field duringincidents. Private tow vendors contract with FDOT to provide the equipment and staff necessary to deliver the Road Ranger program in each district. In addition, private sponsorship sup- plements the funding provided by the state, thereby allowing FDOT to enhance the Road Ranger program. Types of Nonrecurring Congestion Addressed The Road Ranger program primarily addresses nonrecurring congestion caused by traffic incidents, through assistance to stranded motorists and provision of traffic incident manage- ment for major incidents. Stranded motorists present a potential hazard to other motorists and often contribute to congestion when other vehicles slow down as they pass the stranded vehicle. By assisting stranded motorists with such

28services as tire changes, fuel, or short tows to remove them from the freeway, the Road Rangers are removing this poten- tial hazard and avoiding a possible secondary incident. During larger incidents when emergency responders are called to the scene, the Road Rangers can provide traffic man- agement through assisting with placing cones and flares, setting up detour routes, or providing warning, with truck-mounted dynamic message signs (DMSs), to motorists near the back of queues caused by incidents. Road Rangers have also been used to address nonrecurring congestion caused by hurricane evacuations. Road Rangers can assist in traffic control and assist motorists who may be stranded during an evacuation. Assistance during evacuations is extremely important because motorists stranded on the side of the road may block some or all of a travel lane and may cause secondary incidents. Because capacity is critical during an evacuation, it is extremely important that assistance is pro- vided to stranded motorists during evacuations to move them off the evacuation routes as quickly as possible. Performance Measures FDOT collects both output- and outcome-based performance measures for the Road Ranger program. Output-based per- formance measures include the number of assists provided to motorists and the number of miles of freeways covered by Road Ranger patrols. Outcome-based performance measures include the incident duration, travel time reliability, and cus- tomer satisfaction. Of the outcome-based performance mea- sures, the Road Ranger program only has a direct impact on the customer satisfaction measure. Motorists who receive assistance from a Road Ranger unit are given a comment card to complete and mail back to FDOT to rate their satisfaction with the Road Ranger service. Responses have been extremely positive, with more than 90% of responses rating the Road Rangers as “very useful.” In addition to the comment cards, FDOT routinely receives letters and e-mail thanking them for the Road Ranger service. The performance measures for incident duration and travel time reliability are not a direct measurement of the Road Ranger program; however, the Road Rangers have a significant impact on both of these measures. Through close cooperation between the FDOT Road Ranger program, FDOT TMCs, FHP, and local fire and EMS, these agencies can improve incident detection, response, and clearance times. An overall decrease in incident clearance time will reduce nonrecurring conges- tion, reduce the chances of secondary incidents, and improve overall travel time reliability. Benefits In November 2005, FDOT sponsored a benefit-cost analysis to evaluate the cost-effectiveness of the Road Ranger program.The analysis was conducted under the direction of the Center for Urban Transportation Research at the University of South Florida. The overall benefit-cost ratio of the Road Ranger pro- gram was measured at 25.8:1. Benefits of the program included a savings of 1,138,869 vehicle hours of delay and 1,717,064 gal- lons of fuel. At the time, the program cost approximately $1.1 million statewide and the benefits were estimated at $29.2 million. The results of this evaluation clearly show that the Road Ranger program provides a major benefit and cost savings to travelers in Florida (9). FDOT has also emphasized that, compared with the con- struction of new roadways, the Road Ranger program provides exceptional value. For example, FDOT has stated that the cost for construction of two new lanes of road for 2 mi is approxi- mately $45 million and will provide additional capacity only in one localized area. That same funding for the Road Ranger program will benefit the entire interstate highway system in Florida. FDOT’s unique approach to using private tow vendors and private sponsors has been beneficial. Through the private tow vendors, FDOT is able to reduce some of its administrative burden of managing the program and can seek competitive bids to provide the service after each contract expires. The pri- vate sponsorship has provided a revenue source to replace funding cuts to the Road Ranger program by the Florida legis- lature. Without sponsorship, FDOT would have had to cut back on the Road Ranger service severely in the last two years and future operation of the system might have been in jeo- pardy. The private sponsorship has been a true win-win pro- gram. It has allowed FDOT to continue to offer an important component of its incident management program while allow- ing private sponsors an opportunity to build goodwill with the community through provision of the very popular Road Ranger program. Lessons Learned Despite FDOT’s efforts to clearly document the benefit-cost ratio of the Road Ranger program and the positive response from the public, FDOT saw funding for the Road Ranger pro- gram reduced as the state looked for ways to reduce expendi- tures to deal with the national economic downturn. There is little doubt that the program has been successful, but FDOT is concerned that, given the continued economic downturn, the Road Ranger program could endure a funding cut once again. One lesson that FDOT has learned is the importance of emphasizing that the Road Ranger program is not a cour- tesy patrol program. These types of programs are easy to cut because the perception is that they only benefit a few motorists. They are important services to provide but easy to reduce or eliminate when budgets are tight. To emphasize the incident management function of the Road Ranger program, FDOT

29promotes the functions that respond to incidents that affect traffic on the interstate system, provide safety alerts to oncom- ing traffic, provide temporary maintenance of traffic to the incident scene, and clear the road of incidents. Road Ranger patrols help distressed motorists on the interstate because these motorists create a situation that is a traffic hazard that could compromise safety, cause delays because of onlookers, and dis- tract motorists, which often leads to secondary incidents. The relationship and cooperation between FDOT and FHP have been good, and the benefits of the Road Ranger program to both agencies is clearly understood. One challenge has been in interoperable communications between FHP officers and Road Ranger operators in the field. Interoperable communi- cation is especially important during major incident response, when Road Rangers may be managing traffic several miles away from the actual incident scene itself. FHP officers and Road Ranger operators used to relay messages through their respective dispatchers to communicate in the field. Interoper- able 800-MHz radios are being implemented by FDOT and was set to be fully implemented by the end of 2009. The radios would then allow direct field communications and reduce the amount of time and potential for erroneous messages to be conveyed. Analysis and Research Observations The Road Ranger program has been successful in part because it fulfills a critical incident management need, and is the result of several years of grassroots efforts before expanding statewide. Service patrols were implemented in Florida over 20 years ago to assist with work zones and later expanded to include cover- age of I-75 through the Everglades to assist stranded motorists in an area with little amenities. The service patrol on I-75 through the Everglades relieved FHP of the burden of assist- ing motorists on a stretch of road where the FHP patrols were already sparse. By the time the Road Ranger program was expanded statewide and implemented across Florida, there was strong buy-in from FDOT, FHP, and many of the tow vendors who saw the benefits of service patrols in work zones. FDOT continued to monitor the benefits of the Road Ranger pro- gram through an ongoing performance measurement effort, customer surveys, and a benefit-cost analysis by the Center for Urban Transportation Research. Early buy-in from FDOT and FHP, coupled with continual measurement of the performance and benefits of the Road Ranger program, have been key to its success. Private sponsorship of the Road Ranger program was needed in 2008 to supplement the service due to budget reductions. FDOT was able to get the support of private sponsors by allow- ing them to tie their name to a program with a proven track record of great customer service and strong public support. Even with the slow economy in 2008 and 2009, FDOT has notexperienced cancellations or reductions from any of the pro- gram sponsors. Continued expansion of the program is one of the future challenges for FDOT. Typically, freeways need to reach a criti- cal level of congestion or show a high crash rate to receive rov- ing Road Ranger patrols. FDOT is continuing to seek funding sources to allow for expansion of the Road Ranger program. There are clear benefits to having the service patrols operate on freeways even if congestion is not at peak levels. FDOT would like to find ways to expand the program and bring the proven benefits of Road Rangers to an expanded area of Florida in the near future. United Kingdom: Active Traffic Management Active traffic management (ATM) is a method of managing traffic through a dense deployment of technology applica- tions that reduces congestion and improves traffic flow. This method focuses on improving travel reliability, enhancing efficiency, and increasing throughput and safety along the existing roadway. ATM is based on several new or modified operational strategies that together produce a fully managed corridor, optimizing the existing infrastructure along the road- way. Currently, ATM is used in a number of European coun- tries, including Denmark, Germany, the United Kingdom, and the Netherlands. In addition, several states are in the process of implementing some elements of the ATM practice and tech- nologies to enhance their current networks. The United Kingdom initiated a pilot program along M42, southeast of Birmingham, England. The program consists of gantries, detection, variable speed limit (VSL) signs, cameras, and variable message signs (VMS) along a 10.5-mi section. The Regional Control Center (RCC) in the area, West Midlands Regional Control Center, actively operates the ATM deploy- ment. The success of the pilot project has generated significant benefits that have led to the support and funding for an exten- sive expansion of the ATM project to over 300 mi (10). David Grant, the group manager and head of ATM within the Highways Agency (HA) was interviewed for this case study. The HA is an executive agency within the Department for Transport of the United Kingdom. It manages traffic and congestion, provides information, and improves safety. Description This case study investigates how ATM practices and technolo- gies are used to improve travel time reliability. HA took a dif- ferent approach to designing and developing its ATM program by conducting a safety analysis of the corridor. Based on the identified safety issues, mitigation strategies were determined and packaged into the ATM solution for the corridor. The

30work completed during the safety analysis provided before- data that could be used to calculate actual benefits of the fully implemented pilot project. After the M42 ATM deployment was in operation for 12 months, a private firm was hired to review its effectiveness and document its benefits. These docu- mented benefits were used to gain support for funding of a full ATM program, including extending ATM to all seven regions in England. The UK case study was selected because of its excellent doc- umentation of benefits and because of the analytical approach it used to define the components of the ATM pilot project. Background of Agency The HA is responsible for operations, maintenance, and improvements of approximately 5,500 mi of strategic road- ways, or trunk roads, within England. Over 105 billion vehicle miles are travelled along the roadways each year. The HA has eight transportation control centers throughout the region to monitor traffic. The National Traffic Control Center (NTCC) near Birmingham is the main hub for travel information within England. The NTCC is used to relay information to motorists along the national network. NTCC provides continuous information about incidents, notification of congested sections, and alerts concerning severe weather that may affect the roadway. The other seven regional control centers (RCC) are used for tacti- cal issues along the roadway. They dispatch support to disabled vehicles, help clear incidents, provide traffic management sup- port, and operate ATM deployments. Currently, only one of the regional facilities has ATM in its jurisdiction, but eventu- ally, all seven will operate some level of ATM. The NTCC uses a variety of technologies to monitor traffic along the HA network. Some of the technologies include traf- fic flow monitoring equipment, cameras (including automatic number plate recognition [ANPR]), vehicle sensors or detec- tion, and floating car technology. This information is relayed to a variety of traveler information tools, which include Traf- fic England (traveler information website), kiosks, VMS, and the media. Process Development In 2000, The UK government’s Transport 2010 strategy included the idea of an ATM solution. After a comprehensive review of five potential sites (including M25, London’s Orbital Motorway), the M42 was selected for a pilot study. The HA performed a safety evaluation of M42 during 2002 and 2003. The safety analysis identified over 2000 new and existing safety issues on the corridor. A risk assessment was performed for each hazard type to determine the probability of occurrence. The impacts were reviewed and mitigation strategies specificto each hazard were identified. Data in several areas including safety, traffic conditions (mobility), noise, and user perspec- tive were documented so the benefit of ATM strategies could be evaluated appropriately and to guide future decisions for the HA (11). The pilot project was designed and construction began in March 2003. It included variable speed limit (VSL) signs, emer- gency refuge areas (ERA), hard shoulder running, vehicle detec- tion, and VMS. One of the larger concerns of the pilot project was user compliance; HA needed to verify that motorists would comply with variable speed limits. To address this issue, HA used specially developed digital cameras to enforce the variable speed limits. HA was not concerned with the monetary penal- ties received, but with the impact on reducing the safety risks of those who are speeding. Another issue that HA considered was the accuracy and timeliness of the messages provided. The message signs are used to give travel information or detour routes during severe incidents. If the information is not consistent or current on the VMS, drivers likely would stop heeding the messages, thereby affecting the impacts of the overall ATM solution. Detailed Process The process used for managing an incident using ATM is displayed in Figure 3.3. When an incident occurs, the RCC receives notification through various means, including data collected by the detection equipment and cellular phone calls to the police agency. RCC operators continually monitor the roadway from cameras located along the corridor and can ver- ify the incident location and severity.The role of the police at any roadway incident is for investi- gation only; they do not play a role in traffic management. Uni- formed traffic officers run the control room and can dispatch personnel to the scene. In the West Midlands RCC, the police also share the control room and can dispatch units to a serious incident. Traffic officers are personnel that help monitor and patrol the roadway network. When the detection deployment acknowledges a change in the traffic flow, the VSL signs are automatically adjusted to slow the approaching traffic and reduce the risk of rear-end crashes. This integration allows RCC to monitor the incident and activate the gantry signals to move traffic out of the affected lane. VMS also are activated from RCC to divert traffic onto alternate routes and alert traf- fic of the upcoming incident. RCC closely monitors and con- tinues to divert additional traffic, if warranted, in conjunction with the NTCC. Traffic officers are tasked with providing onsite traffic man- agement, such as full ramp closures, to supplement the ATM and protect the incident scene for the police. Traffic officers are strategically located in depots adjacent to the road network so they can easily be dispatched by RCC operators along with

31Figure 3.3. Detailed business process diagram of United Kingdom active traffic management.emergency response personnel (i.e., fire and first responders) and the police. Based on the observed incident location and severity, the RCC operators activate messages on the VMS to share information concerning the incident and to manage lane use of approaching traffic. In addition, ERAs have been installed to assist in quickly clearing incidents and stalled vehicles from the hard shoulder. These locations also provide safe and easy access for mainte- nance of the ATM field devices. ERAs include phones with multilingual, hearing loops, and texting capabilities. The refuge areas improve safety and capacity by providing a location for travelers and maintenance personnel to move off the hard shoulder and out of the roadway. Once the incident has been cleared, the RCC operators will evaluate the safety of the roadway and decide when to reopen traffic lanes. Once the operators decide the roadway is safe, the devices are reset to normal operations and the VMS are usedto continue sharing updates on traffic flow. The VSL signs will automatically adjust to higher speeds as the traffic flow regains capacity and speeds slowly increase. Several key integration points were identified in the ATM incident management process, including the following: • Integration between NTCC and the regional control centers to monitor incidents and to activate devices, respectively; • Integration between NTCC and the traffic officer service, emergency response, and the police; • While monitoring the incident location, the on-road traffic officer service integrates with the RCC; and • Integration between the RCC operator and the field devices. The process is documented in a 12-month performance report about the project, the process, the outcomes, and the benefits (12). The HA website also contains comprehen-

32sive information about the ATM pilot project. This informa- tion includes details of the project scope, funding, how ATM manages traffic, and the results. In addition, all incidents require a report. The complexity of the report depends on the severity of the incident. A more severe incident requires a larger number of agencies involved with investigation and clearance and is therefore more com- plex. Some severe incidents also require debriefings with the agencies involved. Types of Agencies Involved There were more than 120 stakeholder groups that provided input to guide the development of the ATM system. HA is one of seven executive agencies within the Department for Trans- port that is responsible for ATM and has led the effort since its inception. Another significant supporter of ATM is the Freight Transport Association. Trunk roads connect the ports with inland delivery destinations and therefore have a significant impact on freight operations. Types of Nonrecurring Congestion Addressed This ATM pilot project was developed to address recurring and nonrecurring congestion. ATM is used to alert travelers of any incident occurring along the corridor by means of VSL signs, vehicle detection, and VMS. Advanced capabilities of the sys- tem provide technology and infrastructure to address all forms of nonrecurring congestion on the corridor. Before implemen- tation, congestion on M42 was so severe that motorists were regularly experiencing stop-start conditions. However, as con- gestion continued, safety improved. Because of lower average travel speeds, crashes often did not involve any fatalities or severe injuries. Before ATM was implemented and an incident occurred, the impact on capacity was severe, with impacts lasting for several hours. Travel time along the corridor was extremely volatile, ranging from 30 min to 3 h. Use of arterials was lim- ited because of the lack of traffic management strategies and limited coordination with local agencies. The pilot project pro- vided the regional center with comprehensive monitoring and traffic management strategies along the 10.5-mi corridor. This coordination has significantly improved impacts related to nonrecurring congestion. Performance Measures As mentioned, HA hired a consultant to evaluate and docu- ment the impacts of ATM on the roadway network. The con- sultant conducted surveys with local users, local nonusers (those who live near the roadway but have not traveled onit in the previous three months of the survey), and long- distance users. They surveyed the users’ thoughts about the ATM modifications, specifically as they pertain to conges- tion along the corridor, the ATM measures, environmental impacts, enforcement, driver information, and overall use of the corridor. It was understood that users need to have reliable, accurate information displayed at all times to trust the message at a given time. The operators within the control centers are con- stantly monitoring the flow of traffic along the corridor to ensure that what is happening on the roadway is being dis- played. Based on effective operations of ATM, the motorists on M42 have experienced a 27% improvement in travel time vari- ability and a 24% improvement in travel times during the worst pm peak. The ATM pilot project also has resulted in a 4% decrease in fuel consumption; a 10% decrease in vehicle emissions; and a decrease in the crash rate from 5.1 to 1.8 per month (12). Benefits The ATM pilot project demonstrated several congestion and safety benefits along the M42 corridor. The documentation of these benefits has helped to gain the support of govern- ment ministers and industry. As stated, the benefits include improvements in travel time, emission and fuel consumption reduction, and a decrease in the crash rate. These benefits are due in large part to the overwhelming compliance rate of the drivers. Driver compliance with VSL signs and VMS was a concern before implementing the pilot project. However, HA has doc- umented a 95% compliance rate for speed limits equivalent to 50, 60, and 70 mph and an 85% compliance rate for speed lim- its equivalent to 40 mph (12). Another benefit of the ATM project is the lower cost and reduced schedule compared to a road widening project. Widen- ing of the corridor by one additional lane was estimated to cost about $820 million, take 8 to 12 years to complete, and would require an environmental statement and public involvement. The ATM pilot project cost only $160 million and was complete within 3 to 4 years, with no environmental impacts or need for additional right-of-way. Finally, the benefits demonstrated from the pilot project provided sufficient documentation to support funding for project expansion. In January 2009, government ministers announced that a $10 billion project, Managed Motorways, was initiated to expand ATM to over 300 roadway miles. The expansion will provide ATM coverage across England, with ATM control being conducted from all seven regional control centers.

33Lessons Learned Even with the success of the pilot program, there are still some elements that will be modified or improved during the expan- sion of ATM. Some of these modifications will affect the approach for detection, cameras, ERA, and new technology. In hindsight, the camera density could be reduced. The possibility of supplementing cameras with more advanced detection or other technologies should be considered. Cur- rently, the detection equipment is spaced every 300 ft, which is excessive for monitoring traffic flow. The proposed spac- ing, shown in Figure 3.4, would locate the detector stations 600 ft before the gantries and 600 ft after the gantries. Gantry spacing is at 2,400-ft intervals, which means the detector sta- tions would be located every 1,200 ft.Figure 3.4. UK ATM gantry and detector spacing schematic. 1,200ft 2,400ft 1,200ftSecond, HA has an interest in more advanced technologies, such as artificial intelligence or millimetric radar detection. Millimetric detection provides a more refined monitoring of the roadway and could recognize debris or stalled vehicles. This advanced detection would help the control center deter- mine when it is safe to reopen the roadway after an incident. Finally, it may be possible to reduce the overall size of an ERA. Decreasing the size of the ERAs could provide the same services and safety factors as the larger space at a lower cost. Analysis and Research Observations The UK implementation of ATM was initiated differently from those of other countries within Europe. They began by com- pleting an in-depth safety analysis of the corridor. HA focused on determining the problem areas, the influences, and the impacts that these areas make on an average daily trip along one of the UK’s busiest corridors. Once those hazards were identified, a risk assessment was completed. ATM was identi- fied through a compilation of solutions focused on mitigating the safety issues that had been identified. The solution was decided to be the best choice for the cost, safety, and mobil- ity of the motorists along M42.The ATM solution was unprecedented in many ways. The Department for Transport is the first agency to use digital cameras for speed enforcement along a corridor with variable speeds. The cameras are connected with the variable speed limit data and have assisted in maintaining a compliance rate along the corridor that remains in the 90th percentile for speeds above 50 mph. The digitized images from the enforce- ment cameras are transmitted directly to the police for review and enforcement. Information on VMS is informative and accurate, which also helps with user compliance. The detection subsystem on the corridor is motorist incident detection automation signal (MIDAS) sensor loops. The system uses algorithms to moni- tor traffic flow and automatically adjusts VSL signs when flow decreases. These algorithms have been used for years on other roadway sections and are well trusted by HA personnel. The automation between the detection and VSL signs allows the operators to focus on the issue that is causing slower speeds while also monitoring the back of the queue and approach- ing traffic. ATM is successful in the UK because of user compliance, whether they are local, long distance, or freight. The stake- holder outreach performed during the early development of ATM has increased the buy-in and support for the solution. The corridor is clearly focused on the efficient and safe move- ment of goods and people. References 1. Office of Operations, Federal Highway Administration. Traffic Inci- dent Management. http://ops.fhwa.dot.gov/aboutus/one_pagers/ tim.htm. Accessed July 19, 2011. 2. JOPS: A Joint Operations Policy Statement. Washington State Patrol and the Washington State Department of Transportation, July 2008. www.watimcoalition.org/pdf/JOPS.pdf. Accessed July 19, 2011. 3. Washington State Department of Transportation. Incident Res- ponse: Initiatives. www.wsdot.wa.gov/Operations/IncidentResponse/ initiatives.htm. Accessed July 19, 2011.

344. The Gray Notebook. Washington State Department of Transporta- tion. www.wsdot.wa.gov/accountability. 5. State of Washington. Government Management Accountability and Performance. www.accountability.wa.gov. Accessed July 19, 2011. 6. Hallenbeck, M., and J. Nee. Evaluation of the Instant Tow Dispatch Pilot Program in the Tacoma Area. Washington State Transportation Center, Seattle, 2003. 7. Washington State Department of Transportation. Incident Response Strategic Initiatives, November 19, 2007. www.transportation.org/ sites/ntimc/docs/WSDOT-IR%20Initiatives%20as%20of%2011-19- 07.doc. Accessed July 19, 2011. 8. State Traffic Engineering and Operations Office. Road Rangers: A Free Service Provided by the Florida Department of Transportation.www.dot.state.fl.us/TrafficOperations/Traf_Incident/rrangers/ rdranger.shtm. Accessed July 19, 2011. 9. Hagen, L., H. Zhou, and H. Singh. Road Ranger Benefit-Cost Analysis. Center for Urban Transportation Research, University of South Florida, 2005. 10. Department of Transport. www.dft.gov.uk. Accessed July 19, 2011. 11. MacDonald, M. M42 Active Traffic Management Monitoring Project, Road Safety “Before” Report. United Kingdom Highways Agency, London, 2005. 12. MacDonald, M. ATM Monitoring and Evaluation: 4-Lane Variable Mandatory Speed Limits—12-Month Report (Primary and Secondary Indicators), Version D, Final Version. United Kingdom Highways Agency, London, 2008.

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TRB’s second Strategic Highway Research Program (SHRP 2) Report: S2-L01-RR-1: Integrating Business Processes to Improve Travel Time Reliability addresses various ways that transportation agencies can reengineer their day-to-day business practices to help improve traffic operations, address nonrecurring traffic congestion, and improve the reliability of travel times delivered to roadway system users.

The project that produced this report also produced SHRP 2 Report S2-L01-RR-2: Guide to Integrating Business Processes to Improve Travel Time Reliability.

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