››› Session 11

Keynote Address - An Executive Overview of Incident Management

John O`Laughlin - , PB Farradyne, Inc.

Incident Management programs have been developed in nearly every urban area and in most states. And in countries throughout the world. As we enter the 21st century, Intelligent Transportation Systems (ITS) solutions have been and are being deployed to reduce the impact of these incidents, especially in heavily congested urban areas. Due to a variety of impacts such as political pressure, budget restraints, institutional resistance, and lack of a clear mandate, programs and ITS solutions have a wide range of styles and success rates. In order to make them work their best, there are a number of operational, political, and institutional problems that need to be addressed. This paper summarizes the best methods of solving institutional and political problems that impact the success rate of Incident Management programs. It covers how agencies should train together, what agreements they should develop, and how to gain senior management support. It also covers safety issues that help responders from all agencies decrease their risk at roadway scenes.

››› Session 21

Why have operational performance of the road network and incident management become so important?

Dennis Walsh - Director (Network Operations and ITS Infrastructure), Main Roads Qld

Gerard  Reardon - Project Manager, Cooperative Road Management Project, Main Roads Qld

Queensland's 34,000 kilometres of state controlled road network represents only 20% of Queensland's total road network but carries 80% of the state's traffic. The State covers 1.7 million square kilometres, yet approximately 80% of the 3.3 million Queenslanders live in the State's south-east region, an area that represents less than 20% of the State. Within densely populated urban areas non-recurrent congestion due to both planned and unplanned incidents has significant adverse economic and environmental impacts. Within Brisbane city alone, adverse impacts due to non-recurrent congestion is estimated to cost approximately $200m pa. In regional areas, misinformation of road closures due to incidents adversely impacts the freight industry, the tourist industry and the economic performance of towns and regional centres. Each financial year, in excess of $1 billion is available to fund Main Roads planning, construction and maintenance responsibilities. Allocation of the funding across the range of Main Roads responsibilities is constantly being challenged from competing various interests. Within this strategic context, this paper outlines the reasons supporting Main Roads increased emphasis on assessing and understanding how the major road network is operating and how both planned and unplanned incidents are managed across the relevant state and local government agencies.

››› Session 22

The NSW Transport Management Centre's Enhanced Incident Management Program

Charles Casuscelli - General Manager, Transport Management Centre, Roads & Traffic Authority of NSW

The NSW Transport Management Centre was commissioned in September 1999, its concept of operations was based on the real time and strategic management of the NSW road network. Its business model titled Transport and Network Operations comprises a number of services that control and co-ordinates the many activities that impact upon the road network. One of these is road incident management, the TMC has managed over 30,000 incidents in year 2000. The TMC's road incident management services comprise a number of elements including: * A command and control centre. * A field response capability including the achievement of emergency worker status in law. * Leadership in the traffic management of incidents in the planning and operational sense. * The use of technology in detection and management. * Unique definition and implementation of roles between the Police and the TMC. Successful road incident management relies on the co-operation of various agencies, the use of technology, unambiguous roles, clear lines of communication and the exploitation of unique capabilities within agencies.

››› Session 23

Incident Management Expert Focus Groups - An Overview

Rebecca Brewster - Project Manager, National Incident Management Coalition

Over the past decade, coordinated incident management efforts in the United States have gained momentum as more and more transportation agencies seek ways to safely and efficiently handle congestion. Incident management, once considered a disjointed activity fraught with turf battles and jurisdictional conflicts, has, in many places around the country, become a showcase of collaborative efforts between the various incident management stakeholders. In recognition of the growing importance of incident management programs and transportation operations in general, there are a number of initiatives currently underway throughout the nation aimed at improving overall transportation operations. Incident management is also being advanced through the efforts of the National Incident Management Coalition (NIMC), which was formed in 1991 in response to the growing congestion on our nation's highways. In addition to its conference program, the NIMC, through its lead organization the American Trucking Associations Foundation (ATAF), conducted incident management best practices research and from this published the report entitled Incident Management - Challenges, Strategies, and Solutions for Advancing Safety and Roadway Efficiency. This research was conducted with the assistance of two Incident Management Expert Focus Groups - tapping the expertise of incident management practitioners from around the country. To assist the FHWA as it plans for future incident management activities, the NIMC was asked to conduct another series of Incident Management Expert Focus Groups, with professionals from over 20 programs across the nation. Represented were state DOTs, local DOTs, fire, police, metropolitan planning organizations and the towing and recovery industry. The purpose of these Focus Groups was to: develop a benchmark of the current state-of-practice in incident management, identify the greatest challenges, document what future state of incident management practice will and should be and identify what performance measures and benchmarks can be used to evaluate incident management programs. Session 2 - Brewster Smart.Traffic - 1-3 May 2001 2

››› Session 31

A General Specification for an Incident Management System

Gregory Smith - Project Sales Manager, Mi Consulting Group (Australia) Pty Ltd

An Incident Management System can be the "brain" behind a range of incident management resources and programs. Like a "brain" the incident management system must recognise and incident, analyse it, determine the best course of action, and put those actions into effect. This paper looks at what makes up an Incident Management System - how it is typically structured, what functions it performs, and how it interacts with other transport and traffic management systems.

››› Session 32

Incident Management - A Tunnel Perspective

Paul  Higgins - Managing Director, Excel Technology Group

The consequential effects of vehicle congestion and deviant vehicle behaviour within the close confines of tunnels, has been a major concern for traffic authorities since tunnels were first promoted as a traffic engineering solution. Having entered the tunnel confines, there is little chance of alternate routing and hence the ability of a vehicle monitoring system to accurately and expediently detect traffic variations, is essential to effective traffic management and the safety of motorists using the tunnel. The performance level expectation is set according to the degree of risk associated with the application. While the desired outcome of performance based on minimising false alarms and maximising incident detection in the shortest possible time applies to a freeway, tunnel based incident management requires additional verification of vehicle behaviour. The difficulties with performance expectation arises when the system has to provide the same level of incident detection performance when the number of vehicles may vary from 5 vehicles an hour to 2500 vehicles per lane regularly within a twenty-four hour period. Volume-occupancy incident management models while satisfactory at high vehicle flow rates, perform less than satisfactorily at very low volumes. A freeway model may not be concerned with low volumes, that is, low volumes will never produce congestion however, within a tunnel, more critical incidents associated with deviant vehicle behaviour emerge at low volumes. It is imperative that under any vehicle flow conditions in a tunnel, that a vehicle travelling contra flow, a stopped vehicle causing congestion or queued traffic beyond the visibility range and a vehicle travelling either considerably faster or slower than the preset tunnel speed cause a predetermined hazard warning response immediately.

››› Session 33

Automated Incident Detection Algorithms

Hussein Dia - School of Engineering, The University of Queensland

The high cost of congestion caused by incidents such as accidents, disabled vehicles, construction work and other events that result in a capacity reduction of roads has prompted a growing worldwide interest in developing efficient and effective incident management programs. The success of incident management programs will depend to a large extent on the development of reliable and efficient automated incident detection (AID) algorithms. These software programs analyse data collected from traffic detection devices to determine whether an incident has occurred and alert operators in the traffic control centre to abnormal traffic conditions. This paper will provide a background to automated incident detection algorithms and describe some of the most widely used freeway AID models. Common measures of performance and criteria used to evaluate the efficiency and effectiveness of these algorithms will then be presented. The traffic detection, software and hardware requirements needed for the development and implementation of these models will also be described. A comparative evaluation between a number of AID algorithms is then presented. The paper will conclude by highlighting current state-of-the-art techniques in the development of AID algorithms on both freeway and arterial roads and the benefits to be gained from the implementation of quick and reliable incident detection systems.

››› Session 34

Acoustic Detection Techniques

Andrew Smith - , Tyco Integrated Systems

Acoustic detectors use varied technologies. Recent techniques are very different from earlier techniques and detectors using these have new capabilities. Some of the features that are closely related to the different technologies are identified and the mechanisms of active, passive, proximity and phase coherent technologies are examined to show how they yield their particular features. The features of the new generation acoustic detectors now make them candidates for incident detection systems which were previously the domain of loops, radar and video detectors.

››› Session 41

Emerging Role of Telematics in Traveler Information & Complementary Services

Adam Game - Chief Executive, Intelematics Pty Ltd

Acoustic detectors use varied technologies. Recent techniques are very different from earlier techniques and detectors using these have new capabilities. Some of the features that are closely related to the different technologies are identified and the mechanisms of active, passive, proximity and phase coherent technologies are examined to show how they yield their particular features. The features of the new generation acoustic detectors now make them candidates for incident detection systems which were previously the domain of loops, radar and video detectors.

››› Session 42

The Commercialisation and Delivery of Traveller Information Services

David  Burden - Chief Executive Officer, Legion Interactive

In Australia, real-time traveller information has been traditionally made available by Road Authorities or Governments using a variety of means, ranging from variable messages signs to live operator services. Legion Wireless Media began one of Australia's first commercial roll outs of real-time traffic information services in 1999 and delivered the information to motorists via SMS, WAP and voice. The paper explores the take up and success of these early trials and discusses the users expectations in regard to delivery and cost. To date the supply has traffic incident information has been via data, but the paper argues that the future means of delivery will be via voice.

››› Session 43

Incident Management Service Provision

Ian Greenwood - Business Development Manager, Royal Automobile Club of Victoria (RACV) Ltd

Luc` Cendak - National Project Coordinator , National Response Pty Ltd

Traffic incidents on major arterial roads, freeways and toll roads cause major interruptions to traffic flow. This results in congestion, unpredictable travel times, inconvenience to the motoring public and additional costs to business. National Response Ltd provides traffic incident management services to road authorities and private operators. This paper discusses National Response's experience in establishing incident response services from Melbourne CityLink and Brisbane City Council. Purpose built vehicles were commissioned to suit the potentially hazardous environment and these are operated by highly trained personnel with specialised equipment. The teams provide complete surveillance and incident management services that are operating successfully. The paper includes statistics on types of incidents, response times and the effectiveness of dedicated response teams.

››› Session 51

Incident Management on Singapore Expressways

SOH Ling Tim - , Land Transport Authority

KONG Kok Onn - , Land Transport Authority

The Expressway Monitoring and Advisory System (EMAS) implemented in Singapore is an intelligent incident management that monitors and manages traffic along the expressways. The EMAS provides real-time traffic alerts and assists motorists to make well informed travel plans. This system allows early detection and quick clearance of accidents and breakdowns, provides timely and appropriate assistance to motorists in distress and minimises congestion and danger to other road users. The paper describes the various subsystems of the EMAS and highlights the operational strategy of the system and its performance. The paper also highlights the proposed integration of the EMAS with other intelligent transport systems to provide integrated traffic management, transport planning and travel information dissemination.

››› Session 52

Planning for Incident Response - Arizona Statewide Incident Management Plan

John O`Laughlin - , PB Farradyne, Inc

Responding to and managing roadway incidents has become far more important as traffic congestion has increased. Agencies of all types are becoming aware that a coordinated, well- planned approach is needed to maintain responder safety and develop effective multi-agency procedures. After a highly publicized and embarrassing long closure of a major roadway in Arizona, the Governor demanded change. This report describes the process used to develop one of the most comprehensive incident management plans ever developed. Managing roadway incidents is a growing challenge due to the significant increase in volumes of traffic on Australian roadways. Highly publicized incidents sometimes occur that result in traffic delays of several hours and led to scrutiny of the methods used by response agencies. Planning efforts to determine the best methods available for managing roadway incidents, and to make recommendations for improvements should be an important part of managing roadways and should include all response and transportation agencies.

››› Session 53

Operating the Major Road Network of South East Queensland - A Cooperative Approach

Gerard  Reardon - Project Manager, Cooperative Road Management Project, Main Roads Qld

Grant Pitman - Superintendent, State Traffic Support Branch, Queensland Police Service

The major roads of South-East Queensland function as both intra- and inter-regional routes, providing access to, and mobility between, areas of key regional, state and national significance. Non-recurrent congestion on these routes has significant adverse economic and environmental impacts. Main Roads, as lead agent responsible for maintaining optimum operational performance of these routes, has established the Cooperative Road Management Project to coordinate a cooperative multi-agency approach to progressively improving incident management, particularly across South East Queensland. The Queensland Police Service and Queensland Transport are working jointly with Main Roads on this project. This paper will outline and discuss the policies, strategies, systems and potential changes to operational processes, across Main Roads, Queensland Police and Queensland Transport, that are being investigated and implemented to assist with improving management of both planned and unplanned incidents. A progress report of the benefits and learnings of a recently established joint Main Roads / Queensland Police initiative to cooperatively improve management of unplanned incidents on key intra- and inter-regional routes south of Brisbane, will also be discussed.

››› Session 61

Defining Incident Management Requirements for the Melbourne City Link

Ken Daley - Executive General Manager, Operations, Transurban CityLink

Incident management is a major activity on all urban freeways and an area which has seen significant improvement over the past decade. Increasingly there has been a recognition of the safety, economic, environmental and operational benefits associated with a planned and purpose orientated incident response capability on our primary road network. Incident management has a number of elements which in combination integrate to provide a service to the road user. For the purpose of this paper, these elements have been defined as: * Identification; * Determination; * Response; * Management * Recovery * Review and Improvement The rise in the number of toll roads and tunnels operating in Australia's major cities has added a further dimension to the importance of a high standard incident response capability. However, this is not only related to the need to ensure that access to the toll road (and hence toll revenue) is maximised. There are driving responsibilities for directors and senior management of toll road companies relating to their obligations to customers and the community to provide a safe operating environment. This paper discusses the significance of these particular drivers and outlines how the operator and owner of Melbourne City Link has responded to their obligations.

››› Session 62

Incident Management on Infrastructure Construction Projects - Case Study: the Pacific Motorway Project

Robert Higgins - District Director, South Coast Hinterland , Main Roads Qld

Keeping the traffic flowing during the reconstruction of heavily trafficked highways is always a challenge as a traffic incident can quickly lead to congestion and subsequent road user delay. Whatever the cause of incidents, the effects are the same - road users delay, frustration and reduced road safety. This paper outlines the experiences of keeping the traffic flowing during the fast-tracked reconstruction of a 43 km section of the heavily trafficked Pacific Highway link between Brisbane and the Gold Coast, Queensland. This project was opened to traffic in October 2000. The paper reflects on the development of an overall Corridor Traffic Management Plan for managing traffic flow together with a range of incident management strategies implemented on the project. A number of key indicators were developed to monitor overall incident performance.

››› Session 63

Institutional and Legal Issues in Establishing Traffic Response Units in City of Brisbane

Brendan O`Keeffe - Principal, Travel Demand Management, Brisbane City Council

In early 2000 Brisbane City Council saw a need for traffic response units in the field to improve the Traffic Control Centres incident management procedures. Traffic Response Units are common practice tool used in incident management around the world. A number of options were assessed ranging from establishment and staffing completely with Council resources to total outsourcing. The latter was the option that was adopted due to its advantages in flexibility of staffing, experience, culture, and the minimisation of risk to Council in handling vehicles. The Brisbane road system is owned and managed by two different organisations, Brisbane City Council and the Department of Main Roads. As there are some roads close within the 8 kilometre radius of the CBD owned by DMR, it was logical to offer to DMR the advantages of this facility, so that a seamless service could be offered to the motoring public. Obstacles that needed to be overcome included different cultures and approaches to road management and different legislative frameworks. This paper explains how these obstacles were overcome to enable a satisfactory agreement to be made.

››› Session 71

Procuring The Highways Agency National Traffic Control Centre Project for England

Steve Nicholson - Traffic Control Centres Project, Highways Agency

In 1998 the UK Government established an integrated transport policy that would give greater priority to making better use of the existing transport infrastructure. The Highways Agency (the Agency) was asked to bring forward investment programmes that would harness technology and bring about institutional and private sector partnerships to help tackle congestion on the inter-urban network. To deliver improvements the Agency was given a new role as network operator. Set against this new remit, the Agency investigated a business case for a national traffic monitoring and driver information service. The Traffic Control Centre (TCC) concept was born out of an appreciation of how delays could be reduced, and network reliability improved, by monitoring real-time network performance and by managing demand for road travel through relevant and reliable driver information services. The benefit from providing real-time advice on traffic conditions at the roadside, through variable message signs, was found to be robust but the aim was to extend the influence of information to a much wider catchment, beyond roadside signing, by harnessing modern communications, notably the emerging use of in-vehicle navigation and traffic information aids. The TCC initiative required a new professional service to be established across the national road network that would work with the existing police service, engaged in law enforcement and incident management, and create a seamless national traffic management service. A range of procurement options were evaluated before the Agency embarked on a public private partnership aimed at delivering TCC benefits at value for money. A Service Requirements specification was developed, defined where practicable in output terms, and designed so that in meeting the target service levels the TCC objectives would be achieved. Defining requirements in output terms also provided maximum scope for technical innovation. A competitive tendering process commenced with four consortia being invited to submit their initial bids. Offers were subject to negotiation leading to the selection of a preferred bidder in the middle of year 2000. In March 2001, procurement was close to completion and the Agency was expecting to award a contract that would last for ten years. The successful TCC Company would be responsible for designing, and constructing a real-time traffic monitoring network, supported by computer systems and communications to a wide range of existing monitoring and police control centres. The TCC system will be operated from a central control room building. The TCC Company will raise the finance required for the project and receive payments from the Agency linked to their actual level of performance against the Service Requirements. The TCC Company would also be able to exploit the information commercially so that the project supports the private sector in developing value added driver information services. These payment and the commercial revenue opportunities establish a strong incentive for the project to be successful.

››› Session 72

Financing Incident Management - options and innovations

Phil Charles - Director, Centre for Transport Strategy , The University of Queensland

One of the key challenges to fully implementing incident management programs is the availability of adequate and ongoing financing and resourcing. A balance of public and private sector involvement can provide additional resources. This paper briefly examines the application of public-private-partnerships and road pricing in addressing congestion caused through incidents. Private sector financing has been utilised in a number of significant transport infrastructure projects, and there is increasing interest in private sector involvement in the operation of transport services and provision of traveller information.

››› Session 73

Traffic Control and Management for the Aberdeen Tunnel Hong Kong

Graham Bodell - Technical Director , Scott Wilson (Hong Kong)

The Aberdeen Tunnel in Hong Kong is owned by the Government, with operation and maintenance tendered to private companies on a 3-year basis. The tunnel forms a critical part of the strategic highway network as the only expressway link to the south side of Hong Kong Island. On the north side it feeds directly into and from the landfall interchange of the Cross-harbour tunnel, location of the heaviest traffic congestion in Hong Kong. Sub-standard junction spacing has dictated mandatory lane selection at one of the tunnel portals, and traffic signals on elevated structure at one on-ramp. Traffic conditions are further complicated by race day traffic management schemes for the adjacent Happy Valley Racetrack. The Traffic Control and Surveillance System (TCSS) has been in place since 1982. With ageing equipment, outdated technology and increasing problems in maintenance, Government decided to replace the entire TCSS. This paper covers the policies on privatisation of tunnel management in Hong Kong, review of operations at Aberdeen Tunnel, special traffic and engineering constraints, and the evaluation and recommendations of system requirements.