SAN JUAN PUERTO RICO ADVANCED TRAFFIC INCIDENT …...Vilá Roberto AEMEAD (939) 640‐6160 Zayas Luis E. CSP (787) 463‐1771 [email protected] Paul Jodoin TIM Program Manager

SAN JUAN, PUERTO RICO

ADVANCED TRAFFIC INCIDENT MANAGEMENT (TIM) WORKSHOP FOR MID‐LEVEL MANAGERS

SUMMARY REPORT

held on: June 25, 2013

FHWA TIM Workshop Summary Report San Juan, PR Table of Contents

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Table of Contents

EXECUTIVE SUMMARY ......................................................................................................................... 1

WORKSHOP AGENDA ........................................................................................................................... 2

WORKSHOP ATTENDEES ...................................................................................................................... 3

NUG STRATEGY DISCUSSION NOTES AND ACTION ITEMS ..................................................................... 6

SUPPLEMENT A – IDEAL TIM PROGRAM COMPONENTS ..................................................................... 12

APPENDIX A – PUERTO RICO DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS (DTOP) INTELLIGENT TRANSPORTATION SYSTEM (ITS) OVERVIEW POWERPOINT ........................................... 19

FHWA TIM Workshop Summary Report San Juan, PR Executive Summary

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EXECUTIVE SUMMARY

The Federal Highway Administration (FHWA), in conjunction with the Puerto Rico Department of Transportation and Public Works (DTOP) conducted a one day advanced workshop for traffic incident management (TIM) practitioners in San Juan, PR, as a part of the FHWA TIM Workshop effort. The workshops bring together multi‐disciplinary mid‐level managers in the top metropolitan areas to: (1) discuss the state of their TIM programs; (2) identify ways to improve their TIM operations; (3) collect good practices and lessons learned from the participants; and (4) provide the latest national information on FHWA‐endorsed good practices and processes. The workshop resulted in the following description of the TIM Program in the San Juan area and an action plan that outlines the steps the region will take to enhance its TIM program.

Current TIM Program Status

All agencies responsible for traffic incident management are currently providing effective response following (largely) their own policies and procedures.

DTOP has been expanding their Intelligent Transportation System (ITS) since 2009 and in 2012, a Transportation Management Center (TMC) was established to provide traffic management and traveler information services for the San Juan area.

A safety service patrol program was recently established by the PR‐22 concessionaire Metropistas to provide service on PR‐22 between San Juan and Arecibo.

Primary Action Items

1. Obtain high‐level buy‐in for and establish a formal TIM Program for the San Juan area: Establish two levels of multi‐discipline committees, an Executive Level Committee and a Steering/Working Level Committee. Define the structure of the committees, identify participant roles and responsibilities, identify a lead agency, and establish program mission/vision/goals.

2. Support efforts to bring the Strategic Highway Research Program 2 (SHRP 2) National TIM Responder Training to Puerto Rico: Initiate development of a training implementation plan. Identify trainers and schedule a National TIM Train‐the‐Trainer session for fall 2013 or sooner.

3. Purchase and supply high‐visibility safety vests for law enforcement and other responders, such as towing, that currently do not have/wear vests.

4. Utilize the TIM program to support efforts to enact clear TIM‐related legislation: Including a Move Over Law, a Driver Removal Law, and an Authority Removal Law.

5. Initiate development of TIM‐related public outreach/education materials: Reach out to drivers education programs.

6. Implement a safety service patrol program in the San Juan Metro area by PRHTA/DTOP: Build on the successful practices currently being used on PR 22, and the DTOP Secretary’s endorsement of the need for safety service patrols on more roadways.

7. Develop communication protocols: Include dedication of a common radio channel/frequency for emergency communications among responders.

8. Identify opportunities to establish partnerships with the media for traveler information purposes.

FHWA TIM Workshop Summary Report San Juan, PR Workshop Agenda

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WORKSHOP AGENDA

June 25, 2013

8:00 am Registration

8:30 am Welcome and Opening Comments

8:40 am Workshop Overview

8:50 am Self‐Introductions and High‐Level Needs Discussion

9:30 am TIM Self‐Assessment Review

9:40 am The TIM Business Case and TIM National Unified Goal Overview

10:00 am Break

10:15 am TIM Program ‐ Good Practices and Enhancement Discussion

11:00 am TIM After‐Action Reviews ‐ Good Practices and Enhancement Discussion

11:30 am TIM Performance Measures ‐ Good Practices and Enhancement Discussion

12:00 pm Lunch

1:00 pm TIM Training ‐ Good Practices and Enhancement Discussion

1:30 pm Responder Safety and Quick Clearance ‐ Good Practices and Enhancement Discussion

2:30 pm Break

2:45 pm Prompt, Reliable, Interoperable Communications ‐ Good Practices and Enhancement Discussion

3:15 pm TIM Strategic/Action Plan Confirmation and Next Steps

3:35 pm TIM Resources

3:45 pm Workshop Closing Remarks

4:00 pm Adjourn

FHWA TIM Workshop Summary Report San Juan, PR Workshop Attendees

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WORKSHOP ATTENDEES

Last Name First Name Agency Phone E‐Mail

Andrades Guzmán Gustavo A. ACT (787) 608‐4306 [email protected]

Ayala Rivera María I. ACT (787) 518‐7388 [email protected]

Camacho Ayala Cándido ACT (787) 244‐4295 [email protected]

Camacho Maldonado Daniel FHWA (787) 436‐6385 [email protected]

Carbonera Pardo Pedro E. OSHA (787) 768‐2800 [email protected]

Colόn Zuleyka E. Departamento de Justicia (787) 729‐2099 [email protected]

Cordero Anglerau Antonio D. DTOP (787) 612‐4248 [email protected]

Cotto Medina Tomás ACT (787) 744‐3224 [email protected]

Cruz Martinez Josué ACT (787) 550‐5022 [email protected]

Cruz Pérez Zuleika N. ACT (787) 729‐1527

x 2835 [email protected]

Declet Martinez Nellge ACT (787) 447‐0173 [email protected]

Faquir Tahira Privada (407) 202‐2445 [email protected]

Ferrer Maricarmen Departamento de Justicia (787) 729‐2099 [email protected]

Forestiev Castillo Samuel ACT (787) 403‐5642 [email protected]

Fuster Ramos Carmen JCA (787) 505‐8163 [email protected]

Garcia Pérez Erasto DTOP/ACT (787) 645‐2298 [email protected]

Garcia Ortiz Gustavo A. VAG Transp. Eng. (787) 566‐0266 [email protected]

Guadalupe De La Matta Savitri ACT (787) 364‐3232 [email protected]


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Hiraldo José R. Policía de PR (787) 593‐7571 [email protected]

Lebrόn Rodríguez Peter Policía de PR (787) 643‐9418 [email protected]

Lόpez Fernández Frank R. ACT (939) 389‐6102 [email protected]

Lόpez Beltrán José L. AMA (787) 367‐8087 [email protected]

Luyanda Andino Felipe Metropistas (787) 430‐7015 [email protected]

Maestre Enrique AEMEAD (787) 955‐0113 [email protected]

Maldonado Fuertes Mario A. CST (939) 475‐7575 [email protected]

Marín Cordero Zulma I. ACT (787) 729‐1577 [email protected]

Martínez Jorge DOT Federal (787) 766‐5050 [email protected]

Martínez Ortiz Nomar ACT (787) 717‐6894 [email protected]

Medina Flores George OSHA (787) 754‐5803 [email protected]

Mejías Dávila René F. ACT (787) 721‐8787


Molina Perez Nurys A. ACT (787) 409‐4311 [email protected]

Nieves Pedro J. CSP (787) 759‐1836 [email protected]

Ocasio Rodríguez Evelyn AEMEAD (787) 720‐2320 [email protected]

Pagan Otero José F. ACT (787) 203‐7783 [email protected]

Pastor Reyes Luis R. ACT (787) 358‐5973 [email protected]

Pérez Rudy AEMEAD (787) 720‐2320 [email protected]


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Pérez Rodríguez Wanda A. CSP (787) 392‐4012 [email protected]

Ramírez Casellas José DTOP (787) 597‐4799 [email protected]

Ramos Lόpez David ACT (787) 721‐8787


Ramos Rivera Jethzabelle ACAA (787) 759‐8989


Rivera Ortiz Juan C. ACT (787) 721‐8787 [email protected]

Rodríguez Rodríguez Luis A. JCA (787) 833‐1888 [email protected]

Santiago Idalia ACT (787) 729‐1518


Seda Santana Victor OSHA (787) 754‐2172 [email protected]

Suárez Lόpez Vanessa JCA [email protected]

Torres Padilla Melvin Cuerpo de Bomberos de PR (787) 215‐4967 [email protected]

Vázquez Mayra AEMEAD (787) 720‐2320 [email protected]

Vélez Declet Patricia Ciencias Forenses (787) 765‐0615


Vilá Roberto AEMEAD (939) 640‐6160

Zayas Luis E. CSP (787) 463‐1771 [email protected]

Paul Jodoin TIM Program Manager FHWA Office of Operations (202) 366‐5465 [email protected]

Steve Cyra Associate Vice President HNTB Corporation (414) 403‐9644 [email protected]

Katie Belmore Traffic Operations Engineer HNTB Corporation (414) 410‐6791 [email protected]

FHWA TIM Workshop Summary Report San Juan, PR NUG Strategy Discussion Notes and Action Items

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NUG STRATEGY DISCUSSION NOTES AND ACTION ITEMS

NUG Strategies Current State of Practice Needs/Issues/Opportunities Action Items

Cross‐Cutting Strategies

Strategy 1: TIM Partnerships and Programs TIM partners at the national, state, regional and local levels should work together to promote, develop and sustain effective TIM Programs.

All agencies responsible for traffic incident management are currently providing effective response following (largely) their own policies and procedures

The Puerto Rico Firefighters Corps is the statewide fire agency, which is comprised of 96 fire houses

In Puerto Rico, the recipient of Federal‐aid funds is the Puerto Rico Highway and Transportation Authority (PRHTA), which is an agency under the Puerto Rico Department of Transportation and Public Works (DTOP) ‐ PRHTA manages and operates Puerto Rico’s Toll Road system that includes a significant portion of the full access control highways in the PR National Highway System (NHS, PR‐18, PR‐52, PR‐30, PR‐53, PR‐66, PR‐20)

‐ Operation of PR‐22 and PR‐5 were recently acquired by Metropistas, a public‐private partnership (PPP) concessionaire

‐ PRHTA is also the lead highway design, construction, and highway operations agency within DTOP

Congestion is a significant issue Need to ensure that all response partners understand their own roles and the roles and responsibilities of others ‐ This is especially important to help preserve evidence

Need to integrate motor carriers into TIM activities

Need to improve coordination, collaboration, and working relationships between response partners

Need to provide education to the executive level about the benefits of effective TIM

1. Obtain high‐level buy‐in for and establish a formal TIM Program for the San Juan area ‐ Establish two levels of multi‐discipline committees: Executive Level Committee Steering/Working Level Committee

‐ Define the structure of the committees and identify participant roles and responsibilities Identify a lead agency (possibly PRHTA/DTOP initially)

‐ Establish program mission/vision/goals

‐ Develop a comprehensive list of program participants Reach out to the towing and recovery community, possibly through the local Towing Truck Association, and identify how they can be incorporated into the program

‐ Consider holding a TIM summit to help kick‐off the program

‐ Goal of initiating TIM program development in the next month Set a date for the next meeting


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Strategy 2: Multidisciplinary NIMS and TIM Training TIM responders should receive multidisciplinary National Incident Management System (NIMS) and TIM training.

Need more structure when responding to incidents, especially in regard to who is in charge ‐ ICS training has been completed, but it is not regularly being used in the field

‐ Need to start implementing the use of ICS

Need to incorporate TIM training into the academies

There is motor carriers money available for responder training, but it is not currently being used

It is important for disciplines to work together and joint training can facilitate this

Need to integrate telecommunicators/ 911 dispatchers into the TIM discussion and provide training on why their role is important to TIM

1. Support efforts to bring the Strategic Highway Research Program 2 (SHRP 2) National TIM Responder Training to Puerto Rico ‐ Initiate development of a training implementation plan

‐ Identify trainers and schedule a National TIM Train‐the‐Trainer session for fall 2013 or sooner

Strategy 3: Goals for Performance and Progress TIM partners should work together to establish and implement performance goals at the state, regional and local levels for increasing the effectiveness of TIM, including methods for measuring and monitoring progress.

It is important to start measuring performance to identify how well the area is currently doing

Need to start collecting better data


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Objective 1: Responder Safety

Strategy 7: Recommended Practices for Responder Safety Recommended practices for responder safety and for traffic control at incident scenes should be developed, and widely published, distributed and adopted.

Partners are proficient at responding to an emergency, but do not properly manage the incident (i.e., do not provide traffic control, no established detour routes, etc.)

Need to establish protocols and have equipment available to support TIM needs

There is concern about maintaining the safety of responders and maintenance workers that are working on the highway

1. Purchase and supply high‐visibility safety vests for law enforcement and other responders, such as towing, that currently do not have/wear vests

Strategy 8: Move Over/Slow Down Laws Drivers should be required to Move Over/Slow Down when approaching traffic incident response vehicles and traffic incident responders on the roadway.

Current legislation related to Move Over and quick clearance is not clear ‐ PR Law 22 Article 4.05 is a disabled vehicle quick clearance law, but it does not address how quick clearance should take place

‐ PR Law 22 Articles 4.12 and 10.15 is related to Move Over, but focuses on people parking near an incident

Need to review and rewrite existing legislation to establish correct focus and obtain desired outcome

1. Utilize the TIM program to support efforts to enact clear TIM‐related legislation, including: ‐ Move Over Law ‐ Driver Removal Law ‐ Authority Removal Law

Strategy 9: Driver Training and Awareness Driver training and awareness programs should teach drivers how to react to emergencies on the roadway in order to prevent secondary incidents, including traffic incident responder injuries and deaths.

Need to promote awareness and provide education on TIM‐related laws

Motorists are not educated and do not move over for emergency vehicles, which is further complicated by the fact that many vehicles are equipped with lights (some illegally) so motorists have stopped paying proper attention to flashing lights

1. Initiate development of TIM‐related public outreach/education materials ‐ Reach out to drivers education programs

‐ Utilize the materials provided in the FHWA TIM Outreach Toolkit as a resource


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Objective 2: Safe, Quick Clearance

Strategy 10: Multidisciplinary TIM Procedures TIM partners at the state, regional and local levels should develop and adopt multidisciplinary procedures for coordination of TIM operations, based on national recommended practices and procedures.

A safety service patrol program was recently established by the PR‐22 concessionaire Metropistas to provide service on PR‐22 between San Juan and Arecibo.

There is an interest in expanding the safety service patrol program in the San Juan Metro area by PRHTA/DTOP

Towers are regulated through the Puerto Rico Motor Carriers ‐ Typically don’t have trouble with day‐to‐day towing, but there is a limited number of heavy‐duty recovery vehicles available

Currently using independent contractors for body transport, which can delay incident response

Can be an issue when the insurance companies of individuals involved in an incident contact their own private tow company and then multiple tows are responding from different companies

1. Implement a safety service patrol program in the San Juan Metro area by PRHTA/DTOP ‐ Build on the successful practices currently being used on PR 22, and the DTOP Secretary’s endorsement of the need for safety service patrols on more roadways

Objective 3: Prompt, Reliable Interoperable Communications

Strategy 13: Multidisciplinary Communications Practices and Procedures Traffic incident responders should develop and implement standardized multidisciplinary traffic incident communications practices and procedures.

Need to improve on the tools used for communication and coordination

With the availability of new Intelligent Transportation Systems (ITS) equipment there is hope that communication and coordination will be enhanced

Need to develop communication procedures with the bus authority so the resources they have can be utilized

Agencies need to better share information on existing projects both from the perspective of real‐time operations and also the planning of new systems (e.g., Dept of Homeland Security (DHS) communication systems)


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Continue to have issues with callers not knowing where they are ‐ DTOP is making progress in deploying more reference signs on state highways, but theft of signs is a problem

Strategy 14: Prompt, Reliable Responder Notification All traffic incident responders should receive prompt, reliable notification of incidents to which they are expected to respond.

There appears to be limited notification of DTOP

DTOP does not typically assist with traffic control, however, the emerging Transportation Management Center needs to be notified of the situation so that they can provide traveler information

Strategy 15: Interoperable Voice and Data Networks State, regional and local TIM stakeholders should work together to develop interoperable voice and data networks.

Many agencies/disciplines use different radio systems

1. Develop communication protocols‐ Include dedication of a common radio channel/frequency for emergency communications among responders

Strategy 17: Prompt, Reliable Traveler Information Systems TIM partners should encourage development of more prompt and reliable traveler information systems that will enable drivers to make travel decisions to reduce the impacts of emergency incidents on traffic flow.

DTOP has been expanding their ITS since 2009 and in 2012, a Transportation Management Center (TMC) was established to provide traffic management and traveler information services for the San Juan area ‐ A copy of the PowerPoint presentation that provides an overview of DTOP’s recent ITS deployments can be found in Appendix A

1. Continue to deploy electronic signing (including portables) to notify travelers of incidents

2. Expand highway advisory radio (HAR) use for TIM


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Strategy 18: Partnerships with News Media and Information Providers TIM partners should actively partner with news media and information service providers to provide prompt, reliable incident information to the public.

1. Identify opportunities to establish partnerships with the media for traveler information purposes

FHWA TIM Workshop Summary Report San Juan, PR Supplement A – Ideal TIM Program Components

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SUPPLEMENT A – IDEAL TIM PROGRAM COMPONENTS

During the FHWA Advanced TIM Workshop in San Juan, PR, the most critical action item identified was the need to obtain high‐level buy‐in for and establish a formal TIM Program for the San Juan area. To support this effort, an overview of the ideal TIM program along with examples from across the country are provided below. The components of an ideal TIM program were compiled based on good practices identified over the course of the Advanced TIM Workshop project. An ideal TIM program has/is:

Executive level buy‐in and program leadership, for example:

Executive level steering/policy committee

Formal charter/partnering agreement/operating policy/MOUs

Annual report to the governor and legislature on the status of the state’s TIM program

Integration of TIM‐related strategies into the state’s Strategic Highway Safety Plan (SHSP)

Full/part time dedicated staff

Agency staff (i.e, TMC, DOT, Law enforcement, MPO, etc.)

Consultant staff

Hybrid

Established mutually agreed upon performance measures

Program level measures/goals, such as number of meetings or trainings per year, number of participating agencies, etc.

Overall TIM measures, including the three measures identified by FHWA:

- Roadway Clearance Time

- Incident Clearance Time

- Number of Secondary Crashes

Completing the FHWA TIM Self‐Assessment on an annual basis

Regularly holding stakeholder meetings (statewide, regional and/or local level) that: Produce meaningful products/results for all participants Are flexible and evolve as program needs change Include an annual meeting that focuses on TIM best practices

Regularly conducting after‐action reviews (AARs)

Tools in place to facilitate regular communication with all responders, including the “boots on the ground” Website Newsletter

Providing/supporting multi‐disciplinary training opportunities

Implementing the National TIM Responder Training Program

Supporting standalone projects that support the objectives of the NUG and improve TIM efforts, including: Identification of potential funding sources Development and tracking of project specific performance measures


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Metro Atlanta Traffic Incident Management Enhancement (TIME) Task Force

☒ Executive Support

The TIME Task Force has a Board of Directors that meets monthly.

Program initiatives are also supported by four committees: Communications Operations Programs Training

The State of Georgia Open Roads Policy ‐ Quick Clearance for Safety and Mobility was signed by the GDOT Commissioner, the Georgia Dept of Public Safety (DPS) Commissioner and the Governor in 2011. In addition, a number of local level agencies have also adopted the Open Roads Policy and efforts to obtain additional support are ongoing.

☒ Dedicated Staff The task force is supported by both GDOT staff and contractors.

☒ Performance Measures

The GDOT Transportation Management Center (TMC) is currently tracking roadway and incident clearance times, but they have not been able to address secondary crashes.

☒ TIM Self‐Assessment

Completed annually

☒ Stakeholder Meetings

The TIME Task Force meets quarterly (each meeting is held at a different location) and a TIME conference is held annually.

In addition, there are a number of county/local level TIM Teams that also meet on a regular basis.

☒ Conduct AARs AARs are conducted for all Towing and Recovery Incentive Program (TRIP) activations.

☒ Communication Tools

Website: http://www.timetaskforce.com/

☒ Training

Conduct joint training between towing and recovery professionals and fire departments, which includes both a classroom and hands‐on component. The program was completely developed by volunteers.

Developed and support a dispatcher training program, which focuses on the Towing and Recovery Association of America’s (TRAA’s) vehicle identification guide.

Have developed comprehensive training to support TRIP.

☒ TIM Projects Georgia TIM Guidelines – Developed under the direction of the TIME Task Force to

establish standard recommendations for traffic incident management and operations.

Towing and Recovery Incentive Program (TRIP)


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Wisconsin Traffic Incident Management Enhancement (TIME) Program


A WI TIME Coalition was established in 2012. Initial members of the coalition include WI Dept of Transportation, WI State

Patrol, Federal Highway Administration, WI County Highway Association, WI Sheriff’s and Deputy Sheriff’s Association, WI EMS Association, WI State Fire Chiefs’ Association, WI State Firefighter’s Association, WI Towing Association, and WI Motor Carriers Association.

Commitment to this initiative is formalized through signing the Wisconsin TIME Coalition Partnering Agreement.

Internal to WisDOT, there is a TIME Standing Committee that is comprised of the Statewide TIM Engineer and a transportation and WI State Patrol representative from each of the five WisDOT regions.

☒ Dedicated Staff The TIME Program is supported by both WisDOT staff and consultant support.


The WisDOT Statewide Traffic Operations Center (STOC) is tracking roadway and incident clearance times, but they are not currently tracking secondary crashes.


Completed annually


Regional TIME meetings are held in each of the five WisDOT regions on a regular basis. Between the five regions, there are 12 different meeting locations.

Statewide TIM conferences are held approximately every 18 months.

☒ Conduct AARs

AARs are required for all Extended Duration Incidents (EDIs), which are defined as any incident that occurs on the Interstate or US 41 that:

Closes one direction for 2 hours or more Closes both directions for 30 minutes or more

Incident debriefings are also conducted for other incidents during regional TIME meetings as necessary.


Website: http://www.dot.wi.gov/travel/stoc/time.htm

☒ Training Support the WI Emergency Traffic Control and Scene Management Guidelines Train‐the‐

Trainer Program, which is equivalent to the National TIM Responder Training Program. Offered over 40 training sessions in the first half of 2013.

☒ TIM Projects

WI Emergency Traffic Control and Scene Management Guidelines – established to provide incident responders within Wisconsin a uniform approach to emergency traffic control and scene management.

Move Over and Steer It, Clear It Law Outreach efforts, including brochures, bumper stickers, and posters.


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Delaware Valley Regional Planning Commission (DVRPC) Traffic Incident Management Program

☐ Executive Support

☒ Dedicated Staff The program is supported by DVRPC staff.

☐ Performance Measures


Completed annually


In coordination with the Pennsylvania and New Jersey Departments of Transportation (PennDOT and NJDOT, respectively) and the Pennsylvania and New Jersey State Police (PSP and NJSP, respectively), the DVRPC currently manages seven Incident Management Task Forces (IMTFs) and provides support for three others in the region.

☒ Conduct AARs AARs are regularly conducted during IMTF meetings.


Website: http://www.dvrpc.org/Operations/IncidentManagement.htm

☒ Training Have provided TIM‐related training.

Supporting local‐level implementation of the SHRP 2 National TIM Responder Training in 2013.

☒ TIM Projects

Developed an Incident Management Task Force: Keys to Succeed Toolbox.

Regional Integrated Multi‐Modal Information Sharing (RIMIS) Project – a web based information exchange network connecting highway operation centers, transit control centers, and 911 call centers in the Delaware Valley.

Interactive Detour Route Mapping (IDRuM) – a DVRPC‐developed internet application for accessing official PennDOT and NJDOT detour routes covering 5 PA and 8 NJ counties.


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Bay Area Incident Management Task Force (IMTF)


The IMTF was established in 2002 as a joint effort between Caltrans, the California Highway Patrol (CHP) and the Metropolitan Transportation Commission (MTC).

Participation in the IMTF was recently expanded to include all response partners.

☒ Dedicated Staff MTC has staff dedicated to supporting the IMTF.

☐ Performance Measures


Completed annually


IMTF meetings are held quarterly and the location and meeting chair rotates among members.

☐ Conduct AARs


Website: http://timbayarea.org

☒ Training Recently completed three TIM Workshops in the region.

☒ TIM Projects

Finalizing the development of an Incident Report iPhone app that will allow responders to pinpoint exact incident locations and share photos to facilitate response activities.

In 2007, IMTF embarked on a campaign to educate the public about the “Clear the Way” law passed in 1999. Future outreach is planned with other public safety agencies.


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Indiana Traffic Incident Management Effort (IN‐TIME)


Member agencies/organizations sign the IN‐TIME Multi‐Lateral Working Agreement.

IN‐TIME bylaws have been developed and member agencies/organizations are given voting rights. Best practices are an example of something that would be voted on.

☒ Dedicated Staff Supported by INDOT and ISP.


The Indiana Strategic Highway Safety Plan (SHSP) includes reduction in secondary crashes as a performance metric, however, only recently has data been available to support measurement.


Completed annually


IN‐TIME meetings are held monthly.

☒ Conduct AARs Recently developed a comprehensive After Action Review process, which includes a

facilitator guide and memory jogger checklist.


Website: http://intime‐indiana.org

☒ Training

IN‐TIME served as a pilot area for the SHRP 2 National TIM Responder Training and is implementing the training in 2013.

Developed a commitment form for their trainers that includes a commitment to conducting a minimum of 16 hours of instruction per 12 month period with a 2 year commitment from the date of training.

The Indiana State Police (ISP) have integrated TIM into their academy’s training program and TIM training will be expanded for the next class.

☒ TIM Projects Use of photogrammetry for crash reconstruction.

ISP Secondary Crash/Back of Queue Traffic Management Policy

IN‐TIME Emergency Responder Parking Order and Cone Placement Reference Card


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Florida Department of Transportation (FDOT) District Six Incident Management Program


The State of Florida Open Roads Policy was signed by the FDOT Secretary and the FHP Director in 2002.

☒ Dedicated Staff

FDOT has dedicated staff, both at the state and district level. District Six also has consultant support.

Processes are in place and documented to ensure that others can step in and continue TIM program efforts if there are personnel changes.


The Traffic Management Center (TMC) is tracking roadway and incident clearance times, but is not currently tracking secondary crashes.


Completed annually


There are two TIM Teams in District Six: the Miami‐Dade County TIM Team and the Monroe County TIM Team.

☒ Conduct AARs Post Incident Analyses (PIAs) are regularly conducted and one‐on‐one meetings are

utilized to address specific issues/needs.


Website: http://www.sunguide.info/sunguide/index.php

The District Six TIM Quarterly Review Newsletter – intended to keep partner agencies informed of on‐going initiatives and activities completed by the TIM Team.

The newsletter provides quarterly statistics, including average Road Ranger response time, average travel lane blockage and DMS usage by type.

☒ Training Currently implementing the SHRP 2 National TIM Responder Training Program.

In February 2013, FDOT District Six held ten four‐hour courses and had more than 220 participants.

☒ TIM Projects Rapid Incident Scene Clearance (RISC) Program

Incident Response Vehicle (IRV) Program

FHWA TIM Workshop Summary Report San Juan, PR Appendix A – PR DTOP Intelligent Transportation Systems (ITS) Overview PowerPoint

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APPENDIX A – PUERTO RICO DEPARTMENT OF TRANSPORTATION AND PUBLIC WORKS (DTOP) INTELLIGENT TRANSPORTATION SYSTEM (ITS) OVERVIEW POWERPOINT

Jose F. Pagan, P.E. Daniel Camacho, P.E.

The report is compiled from traffic speed and performance data in 101 major urban areas in the United States between 1982 and 2012.

The data is collected from personal trips, commercial delivery vehicle fleets and a variety of other agencies. It takes into effect holidays, bad weather, road accidents and other factors that affect the flow of traffic.

The cost of congestion is calculated based on the excess fuel consumption and annual time delay due to traffic. The cost components include average price of gasoline for non-commercial vehicles and diesel for trucks as well as the mean wages paid in the area that year.

$24.00

$94.00

$121.00

$-

$20.00

$40.00

$60.00

$80.00

$100.00

$120.00

$140.00

1982 2000 2011

Cost of Congestion in US ($ Billions)

2012 Urban Mobility Report by Texas A&M

Congestion wastes a massive amount of time, fuel and money:

• 5.5 billion hours of extra time (equivalent to the time businesses and individuals spend a year filing their taxes).

• 2.9 billion gallons of wasted fuel (enough to fill four New Orleans Superdomes).

• $121 billion of delay and fuel cost (the negative effect of uncertain or longer delivery times, missed meetings, business relocations and other congestion-related effects are not included) ($121 billion is equivalent to the lost productivity and direct medical expenses of 12 average flu seasons).

• 22% ($27 billion) of the delay cost was the effect of congestion on truck operations; this does not include any value for the goods being transported in the trucks.

• The cost to the average commuter was $818 in 2011 compared to an inflation-adjusted$342 in 1982.


Congestion affects people who travel during the peak period. The average commuter:


• Spent an extra 38 hours traveling in 2011, up from 16 hours in 1982.

• Wasted 19 gallons of fuel in 2011 – a week’s worth of fuel for the average U.S. driver – upfrom 8 gallons in 1982.

• Fridays are the worst days to travel. The combination of work, school, leisure and other trips mean that urban residents earn their weekend after suffering over 20 percent more delay hours than on Mondays.

• And if all that isn’t bad enough, folks making important trips had to plan for approximately three times as much travel time as in light traffic conditions in order to account for the effects of unexpected crashes, bad weather, special events and other irregular congestion causes.

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19

0

5

10

15

20

25

30

35

PR US

Annual Hours of Delay per Commuter

$- $100.00 $200.00 $300.00 $400.00 $500.00 $600.00 $700.00

PR US

Annual Cost of Congestion per Commuter

Annual Cost of Congestion per Commuter

1.16 1.25 1.34

0.891.1 1.18

00.20.40.60.8

11.21.41.6

Roadway CongestionIndex

Travel Time Index Commuter Stress Index

PRUS



Puerto Rico compared to 32 other “Large” Urban Areas in US

2nd Highest Travel Time Index @ 1.25◦ Austin, TX = 1.28

4th highest Commuter Stress Index @ 1.34◦ San Jose, CA = 1.39

5th highest Rush Hours/day @ 4.5hr◦ San Jose, CA = 6 hrs

7th highest Roadway Congestion Index @ 1.16◦ Riverside-San Bernardino, CA = 1.4


Puerto Rico compared to 32 other “Large” Urban Areas in US

4th Highest Freeway Planning Time Index @ 4.06

Planning Time Index—A travel time reliability measure that represents thetotal travel time that should be planned for a trip. Computed with the95th percentile travel time, it represents the amount of time that shouldbe planned for a trip to be late for only 1 day a month.

Ex:

16-mile trip from Caguas to San Juan (PR-52 to PR-18 to Chardon Avenue)17 min (Free Flow) x 4.06 = 1hr 9min

Congestion Explained:

50% Recurring Congestion – This is the type ofcongestion where there are simply more vehicles thanroadway.

50% Non‐recurring Congestion – Temporarydisruptions that take away part of the roadway from use –or "nonrecurring" congestion. Nonrecurring eventsdramatically reduce the available capacity and reliability ofthe entire transportation system. This is the type ofcongestion that surprises us. We plan for a trip of 20minutes and we experience a trip of 40 minutes.

Nonrecurring Congestion

1. Incidents ranging from a flat tire to an overturned hazardous material truck (25 percent of congestion)

2. Work zones (10 percent of congestion)

3. Weather (15 percent of congestion)

Nonrecurring Congestion

Aggressive “ Active ” management of temporarydisruptions can reduce the impacts of these disruptionsand return the system to "full capacity."

1. Incident Management2. Work Zone Management3. Road Weather Management

Architecture Diagram

Intelligent Transportation Systems (ITS):From Design to Development

Intelligent Transportation Systems (ITS)

ITS for the San Juan Metropolitan Area :

1.2009‐ present: Traffic Signal Projects for arterial and corridormanagement using ITS technologies.2.2012 – Implementation of a Traffic Management Center forcorridor management. Traffic Incident Management from the TMCfor special events (mostly at the Old San Juan)3.2013‐ ITS Consultant Hired for system engineering and planning forthe ITS program


I. Traffic Monitoring Center ATMS‐ Corridor Management Traffic signals optimization◦ Video detection◦ Microware radars

Speed, volume, classification Speed maps Traffic data collection and analysis

◦ Wireless Communication◦ CCTV cameras for traffic monitoring and congestion management

Special Events Portable HAR with wireless communications Portable VMS with CCTV and wireless communications







Challenges:◦ Extend success of traffic incident management during special events, to the every day operations at the TMC

Go from “incidental” to “active”

◦ Need of protocols to effectively involve other agencies in the TIM part of the TMC operations.

◦ Staffing at the TMC (workfoce development)

◦ Development of performance measurements to help reduce response time, incident clearance time and road clearence time.


Challenges:◦ Need of integration/cooperation with other areas/office within the Agency (eg. DTOP homeland security office)

◦ Need for a clear “Open Road” policy◦ Need for a “Quick clearance law”◦ The need of an aggressive and regular maintenance program.

◦ Decision Makers' turnover at the agencies



At the end, systems will be as intelligent as the person who__________

Intelligent Transportation Systems (ITS):From Design to Development

Questions?

Daniel Camacho, [email protected]

Jose F. Pagan, [email protected]

FHWA Operations Websitehttp://ops.fhwa.dot.gov/program_areas/reduce-non-cong.htm

EDC2 Websitehttps://www.fhwa.dot.gov/everydaycounts/edctwo/

Documents

SAN JUAN PUERTO RICO ADVANCED TRAFFIC INCIDENT …...Vilá Roberto AEMEAD (939) 640‐6160 Zayas Luis E. CSP (787) 463‐1771 [email protected] Paul Jodoin TIM Program Manager