The Fort Worth
Regional
Intelligent Transportation System
Plan
prepared by the Texas Transportation Institute - Arlington Office
January 1999
FORT WORTH REGIONAL
INTELLIGENT TRANSPORTATION SYSTEM PLAN
by
Poonam B. Wiles, P.E.
Associate Research Engineer
Texas Transportation Institute
Scott Cooner
Assistant Research Scientist
Texas Transportation Institute
and
Carol H. Walters, P.E.
Research Engineer
Texas Transportation Institute
Contributing Authors: James D. Carvell, Edward J. Seymour,
Cynthia Weatherby, Don Szczesny and Diana Wallace
Texas Transportation Institute
Final Report
Project Number 407840
Study Title: Fort Worth Regional ITS Plan
Sponsored by the
Texas Department of Transportation
In Cooperation with the
U.S. Department of Transportation
Federal Highway Administration
January 1999
TEXAS TRANSPORTATION INSTITUTE
The Texas A&M University System
College Station, Texas 77843-3135
ACKNOWLEDGMENTS
The research reported herein was performed by the Texas Transportation Institute
as part of a study titled Development of a Regionally Compatible Fort Worth Intelligent
Transportation System Plan. This study was co-sponsored by the Federal Highway
Administration and the Texas Department of Transportation Fort Worth District. Ms. Carol
Walters, P.E. No. 51154 (Texas), and Ms. Poonam Wiles, P.E. No. 60052 (Texas), of the
Texas Transportation Institute, served as the co-research supervisors.
The authors wish to acknowledge each of the members of the Fort Worth Regional
ITS Steering Committee for their assistance, guidance, and valuable input throughout the
duration of this project. The authors would also like to thank the individuals from incident
response agencies (i.e., police departments, fire departments, courtesy patrol, etc.) that
participated in the incident management interviews.
TABLE OF CONTENTS
Chapter
Page
1.
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.1
Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.2
Study Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.3
Study Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.4
Study Background and History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.5
ITS Plan Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.5.1 National Goals for ITS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.5.2 Fort Worth Area Goals for ITS . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.6
Study Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.7
Plan Development Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1.8
FWRITS Plan Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
1
1
2
3
3
5
5
5
7
7
9
2.
Fort Worth Area Traffic Management Systems Status . . . . . . . . . . . . . . . . . .
2.1
TxDOT Fort Worth System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.2 Traffic Management Concept . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.3 Satellite Operations Center . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.4 Flow Signals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.5 Joint District Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.6 TransVision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2
City of Fort Worth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2.2 ITS Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3
City of Arlington . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3.1 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3.2 ITS Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3.3 ITS Plan for the Entertainment District . . . . . . . . . . . . . . . . . . . .
2.4
City of Grand Prairie . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.5
City of Hurst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.6
Traffic Signal and Signal Systems Inventory . . . . . . . . . . . . . . . . . . . . .
2.7
Broadcast Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
11
11
12
19
19
19
19
21
21
23
25
25
25
27
29
30
30
30
3.
The T, Fort Worth Transportation Authority . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.1
Background and Description of Existing Systems . . . . . . . . . . . . . . . . .
3.1.1 Fort Worth Transportation Authority, The T . . . . . . . . . . . . . . . .
3.2
Transit ITS Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.2.1 Advanced Public Transportation Systems . . . . . . . . . . . . . . . . .
3.3
ITS Systems Utilized by the T or Under Consideration for
Short-Range Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.3.1 Automated Fleet Management Systems . . . . . . . . . . . . . . . . . . .
33
33
33
34
34
36
36
i
TABLE OF CONTENTS
Chapter
3.3.2 Automated Scheduling Software . . . . . . . . . . . . . . . . . . . . . . . .
3.3.3 Automated Fare Payment Systems . . . . . . . . . . . . . . . . . . . . . .
3.3.4 Communications Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ITS Elements Being Planned by The T . . . . . . . . . . . . . . . . . . . . . . . . .
3.4.1 Fleet Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.4.2 Traveler Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
3.4.3 Transportation Demand Management . . . . . . . . . . . . . . . . . . . .
APTS Summary for The T . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
36
37
37
37
38
39
40
40
Fort Worth Regional ITS Priority Development . . . . . . . . . . . . . . . . . . . . . . . .
4.1 Steering Committee Priorities for Regional Mobility Issues . . . . . . . . . . . .
4.1.1 Development of Priority Issues . . . . . . . . . . . . . . . . . . . . . . . . . .
4.1.2 Determination of Priority Corridors . . . . . . . . . . . . . . . . . . . . . . .
4.1.3 Other Considerations for Deployment Implementation Priorities
4.2
Priorities for ITS User Services, Subsystems, and Market Packages . .
4.2.1 User Service Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.2.2 Subsystem Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.2.3 Market Package Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.3
Problem Locations Assessment for ITS Solutions of Key
Freeway Sections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.3.1 Action Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.3.2 Determination of Key Freeway Sections . . . . . . . . . . . . . . . . . . .
4.3.3 ITS Solutions List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
4.3.4 Assessment Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
41
41
41
41
42
44
44
44
45
Incident Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.1
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.2
History of Incident Management in Fort Worth Region . . . . . . . . . . . . .
5.3
Establishment of Goals for Incident Management . . . . . . . . . . . . . . . . .
5.3.1 Find out about/Local Incident . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.3.2 Incident Verification/Dispatch . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.3.3 Information to Motorists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.3.4 Implementation of a “Plan” . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.3.5 Response to Scene (After Dispatch) . . . . . . . . . . . . . . . . . . . . .
5.3.6 Clearance (Non-Hazmat) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.3.7 All Clear Signal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.4
Comprehensive Incident Management Interviews: Process
and Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.4.1 Phase 1 Interviews: TxDOT, Arlington and Fort
Worth Police Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
56
56
56
57
58
58
58
58
59
59
59
3.4
3.5
4.
5.
Page
45
45
49
50
50
60
61
ii
TABLE OF CONTENTS
Chapter
Page
5.4.2 Phase 2 Interview: TxDOT Courtesy Patrol . . . . . . . . . . . . . . . .
5.4.3 Phase 3 Interviews: Arlington and Fort Worth
Fire Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.4.4 Unique Issues from the Fort Worth Fire
Department Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.4.5 Unique Issues from the Arlington Fire
Department Interview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
5.4.6 Phase 4 Interviews: Mid-Cities . . . . . . . . . . . . . . . . . . . . . . . . . .
Information Collected from 911 Regarding Incident Reponse . . . . . . .
5.5.1 Opportunities for Coordination and Information
Sharing Between 911 Agencies and TxDOT
Should Be Pursued . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Summary of Findings, Issues and Recommended Actions for
Incident Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Future Efforts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
63
6.
Regional Issues and Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.1
Regional Implications of Transportation Services . . . . . . . . . . . . . . . . .
6.2
Intelligent Transportation Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.3
Regional Transportation System Management . . . . . . . . . . . . . . . . . . .
6.4
Dallas Area-wide Plan Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.4.1. Plan Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.4.2 Institutional Issues in Deployment . . . . . . . . . . . . . . . . . . . . . . .
6.4.3 Advanced Traffic Management Systems (ATMS) . . . . . . . . . . .
6.4.4 Advanced Traveler Information Systems (ATIS) . . . . . . . . . . . .
6.4.5 Advanced Public Transportation System (APTS) . . . . . . . . . . . .
6.4.6 Incident Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.4.7 Dallas Area-Wide Its Strategic Deployment Plan . . . . . . . . . . . .
6.5
North Texas Tollway Authority ITS Plan . . . . . . . . . . . . . . . . . . . . . . . .
6.6
Other Regional ITS Features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
6.6.1 University of Texas at Arlington . . . . . . . . . . . . . . . . . . . . . . . . .
6.6.2 Texas Transportation Institute . . . . . . . . . . . . . . . . . . . . . . . . . .
6.6.3 Commercial Vehicle Operations . . . . . . . . . . . . . . . . . . . . . . . . .
76
76
77
79
79
79
79
80
80
81
81
81
82
82
82
82
83
7.
Fort Worth Regional ITS Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.2
ITS Architecture Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.2.1 User Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.2.2 The Architecture “Sausage Diagram” . . . . . . . . . . . . . . . . . . . . .
7.2.3 Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
84
84
85
85
86
87
5.5
5.6
5.7
65
66
67
68
71
72
72
72
iii
TABLE OF CONTENTS
Chapter
7.3
7.4
7.5
8.
9.
Page
Regional Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.3.1 User Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.3.2 Architecture Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.3.3 Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Regional Perspective - Data Flows . . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.4.1 Ranking of Market Packages . . . . . . . . . . . . . . . . . . . . . . . . . . .
7.4.2 Architecture Flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Endnotes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
89
89
91
92
93
93
98
99
Potential Fort Worth Regional ITS Deployment Plan . . . . . . . . . . . . . . . . . .
8.1
Development of Concept and Strategy . . . . . . . . . . . . . . . . . . . . . . . .
8.2
Rapid Deployment Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.3
Traveler Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.4
Virtual Center Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.5
Coordination With 911 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.6
Transfer of Information and Regional Coordination . . . . . . . . . . . . . .
8.7
Coordination with Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.8
Potential Ultimate ITS Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.9
Potential ITS Strategic Deployment Plan and Modular
Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
8.10 Funding Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
100
100
100
101
103
103
104
105
106
Fort Worth Regional ITS Plan Benefits-Cost Analysis . . . . . . . . . . . . . . . . . .
9.1
Fort Worth Regional ITS Plan Benefits and Costs . . . . . . . . . . . . . . .
9.1.1 Benefits Evaluation Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . .
9.1.2 Fort Worth Regional ITS Plan Estimated Benefits . . . . . . . . . .
9.1.3 Fort Worth Regional ITS Plan Estimated Costs . . . . . . . . . . . .
114
114
114
115
123
108
111
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Appendix A “Fort Worth Regional ITS Questionnaire #1: Preliminary Identification of
Mobility Problems and Plan Priorities” . . . . . . . . . . . . . . . . . . . . . . . . 127
Appendix B “Fort Worth Regional ITS Questionnaire #2: Final Identification of Mobility
Problems and Plan Priorities” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135
Appendix C “Fort Worth Regional ITS Problem Location Analysis: Assessment of ITS
Solutions for Key Freeway Segments” . . . . . . . . . . . . . . . . . . . . . . . . 145
Appendix D “TxDOT Fort Worth Courtesy Patrol: Detailed Operations Data (May 1997
to April 1998)” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
Appendix E “Fort Worth Fire Department: Standard Operating Procedure Documents for
Hazardous Materials Response” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
iv
TABLE OF CONTENTS
Chapter
Page
Appendix F “Arlington Fire Department: Standard Operating Procedure Document for
Freeway Incident Response” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202
Appendix G “Summary of Fort Worth Area 1996 Accident Data: Strategic Freeways,
Other Freeways, and Regional Arterials” . . . . . . . . . . . . . . . . . . . . . . 205
Appendix H “Fort Worth Regional ITS Plan Air Quality Benefits: Calculation of Emissions
Reduction for the Fort Worth District Courtesy Patrol” . . . . . . . . . . . . 208
v
LIST OF TABLES
Table
1-1.
1-2.
2-1.
2-2.
2-3.
4-1.
4-2.
4-3.
4-4.
4-5.
4-6.
4-7.
4-8.
4-9.
5-1.
5-2.
5-3.
5-4.
7-1.
7-2.
7-3.
7-4.
8-1.
8-2.
8-3.
8-4.
9-1.
9-2.
9-3.
9-4.
9-5.
Page
Correlating ITS User Services with ITS Goals . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Fort Worth Regional ITS Steering Committee .................................................... 8
Itemized Description of Traffic Management System Projects .......................... 14
City of Arlington Cost Estimate for ITS Elements ............................................. 29
Fort Worth Area ITS Plan, Traffic Signal and Signal Systems Inventory .......... 32
Prioritizing ITS User Services ........................................................................... 46
ITS Subsystem Priorities ................................................................................... 47
ITS Market Package Priorities (Part 1) ........................................................ 47-48
Criteria for Assessment of Key Freeway Sections ............................................ 49
Key Freeway Segments .................................................................................... 50
Potential ITS Solutions ..................................................................................... 51
Fort Worth E/W Key Freeway Corridor ITS Potential Assessment ................... 52
North-South Key Freeway Segments ITS Potential .......................................... 53
Regional (Fort Worth to Dallas) E/W Key Freeway Corridors ITS Potential
Assessment References ................................................................................... 54
Summary of Incident Management Goals ......................................................... 57
Incident Management Interviews ...................................................................... 60
Summary of Incident Management Interview Findings ..................................... 74
Summary of Incident Management Interview Issues ......................................... 75
ITS User Services ............................................................................................. 85
ITS User Services for Fort Worth Regional Problems ...................................... 90
Market Packages Omitted from the Near-Term Fort Worth Regional ITS
Architecture ....................................................................................................... 94
Systems in the Fort Worth Regional Architecture ........................................ 96-98
Guidelines For State-Owned Communications Infrastructure For ITS In
The Western Sub-Region ............................................................................... 102
Ultimate Fort Worth Regional ITS Plan Deployment Quantities ..................... 107
Potential Rapid Modular Deployment System Costs ...................................... 108
Fort Worth Regional Intelligent Transportation System Plan .................. 112-113
Non-Recurrent Freeway Congestion Reduction Factors ................................ 116
Recurrent Freeway Reduction Factors ........................................................... 117
Fort Worth Regional ITS Plan Benefit Calculations ........................................ 119
Total APTS Benefits from FTA Report ........................................................... 120
Estimated Ultimate ITS System Costs ............................................................ 125
vi
LIST OF FIGURES
Figure
1-1.
2-1.
2-2.
2-3.
2-4.
2-5.
2-6.
2-7.
4-1
6-1.
7-1.
7-2.
7-3.
7-4.
7-5.
7-6.
7-7.
8-1.
8-2.
Page
Fort Worth Regional ITS Plan - Study Area Map ................................................ 4
TxDOT Transportation Operations Center, Satellite, and Fiber Optic Cable
Locations .......................................................................................................... 15
TxDOT Closed-Circuit Television Camera Locations ....................................... 16
TxDOT Dynamic Message Sign Locations ....................................................... 17
TxDOT Lane Control Signal Locations ............................................................. 18
Architectural Rendering of TransVision Facility ................................................ 20
City of Fort Worth Traffic Management Center ................................................. 22
City of Arlington ITS Plan for the Ballpark ........................................................ 28
Classification of Freeways and Arterials ........................................................... 43
Regional ITS Deployment Concept ................................................................... 78
Logical and Physical Architecture Relationships .............................................. 84
Twenty Year Rendition of the National ITS Architecture .................................. 86
Architecture and Application Perspectives ....................................................... 88
Standards Activities and Responsible SDOs .................................................... 89
Existing Architecture Rendering ....................................................................... 91
Near Term Fort Worth Regional ITS Architecture ............................................ 92
Recommended Fort Worth Regional Standards ............................................... 93
Typical Modular Deployment Scenario ........................................................... 109
Potential Modular Deployment Coverage Area for Rapid Deployment ........... 110
vii
LIST OF ABBREVIATIONS
AHAR:
AHS:
APC:
ATIS:
ATMS:
APTS:
AVI:
AVL:
AVSS:
CATV:
CBD:
CCTV:
CMS:
CV:
CVO:
DART:
DATMC:
DBMS:
DMS:
EDP:
EMRS:
EMS:
ETTM:
FCC:
FHWA:
FOTs:
FTE:
GIS:
GPS:
HAR:
HAT:
HAZMAT:
HDLC:
HOV:
IDR:
IP:
ISDN:
ISO:
ISP:
ISTEA:
Automated Highway Advisory Radio
Automated Highway System
Automatic Passenger Counters
Advanced Traffic Information Systems
Advanced Traffic Management Systems
Advanced Public Transportation Systems
Automatic Vehicle Identification
Automatic Vehicle Location
Advanced Vehicle Safety Systems (formerly Advanced Vehicle Control
Systems)
Community Access Television (Cable Television)
Central Business District
Closed Circuit Television
Changeable Message Sign
Compressed Video
Commercial Vehicle Operations
Dallas Area Rapid Transit
Dallas Area Transportation Management Center
Database Management Systems
Dynamic Message Sign
Early Deployment Planning Projects
Emergency Response Management Systems
Emergency Management Systems
Electronic Toll and Traffic Management
Federal Communications Commission
Federal Highway Administration
Field Operational Tests
Full-Time Equivalent
Geographical Information Systems
Global Positioning Systems
Highway Advisory Radio
Highway Advisory Telephone
Hazardous Materials
High Level Link Data Control
High Occupancy Vehicles
Incident Detection and Response
Internet Protocol
Integrated Serviced Digital Network
International Organization for Standardization
Information Service Providers
Intermodal Surface Transportation Efficiency Act
viii
LIST OF ABBREVIATIONS - CONTINUED
ITMS:
ITP:
ITS:
LCS:
LCN:
LOS:
MAP:
ME:
MITS:
MOE:
MPO:
NCTCOG:
NEMA:
NTCIP:
OPAC:
ORNL:
PC:
PCS:
RF:
ROW:
RSS:
SCAT:
TBC:
TIPS:
TSO:
TTI:
VMS:
VIP:
WAN:
WIM:
Integrated Transportation Management Systems
Incident Timing Plans
Intelligent Transportation Systems (formerly Intelligent
Vehicle/Highway Systems)
Lane Control Signals
Local Communications Network
Level-of-Service
Mobility Assistance Patrols
Medical Examiner
Mobility Impaired Transportation Service
Measure of Effectiveness
Metropolitan Planning Organization
North Central Texas Council of Governments
National Electrical Manufacturers Association
National Traffic Control/Intelligent Transportation Systems
Communications Protocol
Optimization Policies for Adaptive Control
Oak Ridge National Laboratory
Personal Computer
Personalized Communications Devices
Radio Frequency
Right-of-Way
Root of Squared Sums
Sydney Coordinated Adaptive Traffic System
Time-Based Controller
Trip Itinerary Planning Systems
Traffic Safety Officer
Texas Transportation Institute
Variable Message Signs
Video Imaging Processing
Wide Area Network
Weigh-in-Motion
ix
FOREWORD
The Fort Worth Regional ITS (FWRITS) Plan is organized into nine chapters. References
to other published documents are provided at the conclusion of each chapter. The Plan
also contains several appendices following the final chapter. The following paragraphs
provide an overview of the contents of the FWRITS Plan.
Chapter 1 (Introduction) provides an introduction to the FWRITS Plan. This chapter
identifies the problem statement, study scope, study area, and some of the background
and history applicable to the FWRITS Plan. The chapter also provides information on
goals and objectives for ITS, both nationally and in this region. The final few section of
this chapter gives some details on the FWRITS plan development process and
membership of the FWRITS Steering Committee.
Chapter 2 (Fort Worth Area Traffic Management Status) identifies the status of traffic
management systems in the Fort Worth area. The chapter contains a brief overview of the
history of the TxDOT Fort Worth District’s involvement in traffic management since the
early 1970’s. The primary focus of the chapter is providing status reports on the
deployment of ITS projects in the TxDOT Fort Worth District, City of Fort Worth, City of
Arlington, City of Grand Prairie, and City of Hurst. The final section in this chapter gives
information about Traffic Broadcast Services that operate in the Fort Worth area.
Chapter 3 (The T, Fort Worth Transportation Authority) begins with a background and
description of existing systems and operations for The T. The remainder of the chapter
concentrates on ITS opportunities in public transit and specifically on potential ITS
implementation initiatives at The T.
Chapter 4 (Fort Worth Regional ITS Priority Development) presents the development of
priorities for focus during the FWRITS Plan development process. The first section
outlines the process and results from the determination of priorities by the Steering
Committee for the ITS elements that were considered important to the Fort Worth area.
The second section presents the priorities developed by the Steering Committee for the
three major components of the National ITS Architecture: user services, subsystems, and
market packages. The final sections focus on the development of short-term ITS solutions
for 8 priority freeway sections in the study area.
Chapter 5 (Incident Management) identifies issues and processes involving incident
management in the Fort Worth region. The first few sections contain background and
historical information about incident management in Fort Worth. The chapter also
provides a summary of the goals established for incident management during a joint
meeting of the Dallas and Fort Worth ITS Plan Steering Committees. The primary focus
of the chapter is reporting the results of the interviews conducted with agencies throughout
x
the Fort Worth area responsible for management of traffic related incidents. The final
section of this chapter gives a summary of the findings, issues, and recommended actions
related to incident management for the Fort Worth Regional ITS Plan.
Chapter 6 (Regional Issues and Coordination) outlines coordination with the Dallas region
regarding ITS initiatives. Specifically, the chapter provides an interface to the existing
Dallas Area-Wide ITS Plan and ITS plans for other agencies (i.e., The T, North Texas
Tollway Authority, and Dallas Area Rapid Transit) that are currently in various stages of
development. The final few sections give information on ITS activities for the University
of Texas at Arlington, the Texas Transportation Institute, and national Commercial Vehicle
Operations effforts.
Chapter 7 (Fort Worth Regional ITS Architecture) describes the national ITS architecture,
and the development of an architecture for the Fort Worth region. The chapter provides
a rendering of the existing ITS deployment and a proposed diagram of the near term Fort
Worth regional ITS architecture.
Chapter 8 (Potential Fort Worth Regional ITS Deployment Plan) documents the concepts,
strategies, guidelines, coordination, and implementation of a proposed deployment plan
for Fort Worth. The chapter focuses on several deployment concepts including: (1) rapid
deployment, (2) virtual center connectivity, (3) regional coordination, and (4) modular
deployment. The chapter also provides a timeline (i.e., year one, year two, years three to
five, and years six to ten) of the proposed deployment initiatives.
Chapter 9 (Fort Worth Regional ITS Plan Benefit-Cost Analysis) provides a comprehensive
analysis of the planning-level benefits and costs associated with the system elements
specified in the deployment plans outlined in the previous chapter.
Appendix A presents the results of the first fax questionnaire conducted in this study. The
questionnaire was distributed to all FWRITS Steering Committee members. This
questionnaire provided a preliminary identification of mobility problem areas and plan
priorities for this Plan.
Appendix B gives the results of the second fax questionnaire conducted during this study.
The questionnaire was distributed to all FWRITS Steering Committee members. This
questionnaire provided the final identification of mobility problem areas and plan priorities
for this Plan.
Appendix C provides the results of the mobility problem location analysis. This analysis
assessed potential short-term ITS solutions for several key freeway facilities in the study
area.
xi
Appendix D supplies detailed operations data for the Texas Department of Transportation
Fort Worth District Courtesy Patrol. The information provided is for operations during the
May 1997 to April 1998 time period.
Appendix E contains copies of standard operating procedure documents for the Fort Worth
Fire Department related to incident management and hazardous materials response.
Appendix F includes copies of standard operating procedure documents for the Arlington
Fire Department related to freeway incident response.
Appendix G shows a summary of 1996 Fort Worth area accident data for the Strategic
Freeways, Other Freeways, and Regional Arterials identified in this study.
Appendix H documents the methodology for the estimation of air quality benefits for the
Fort Worth District Courtesy Patrol.
xii
The Fort Worth Regional
Intelligent Transportation System Plan
1.
INTRODUCTION
This chapter provides an introduction to the Fort Worth Regional Intelligent
Transportation Systems Plan. It is divided into eight sections: problem statement,
study scope, study area, study background and history, ITS plan goals, study
objectives, plan development process, and FWRITS plan organization.
1.1
Problem Statement
The Fort Worth area has a long history of providing travelers enhanced mobility,
safety and information by the innovative implementation of transportation
technologies. However, the complexity of the transportation network, the current
magnitude of mobility problems, and the increasing need to integrate planning and
coordination between a multitude of transportation providers led to a need to
develop a new regionally-developed plan which builds on this foundation. This Fort
Worth Regional Intelligent Transportation System (FWRITS) Early Deployment
Planning Study, jointly funded by the Texas Department of Transportation (TxDOT)
Fort Worth District and the Federal Highway Administration (FHWA), is seeking
Intelligent Transportation System solutions to regional transportation and mobility
concerns. Intelligent Transportation Systems (ITS) use advanced technology and
coordination to facilitate the safe and efficient movement of people and goods.
This FWRITS Plan builds on a tradition of ITS, and was developed over a two-year
period with the involvement of dozens of area transportation professionals. It is
intended to integrate existing and programmed ITS features with new technologies,
coordinate with the expanded scope and services identified by the national ITS
architecture, and develop a comprehensive linkage to the recently completed Dallas
ITS Plan in order to provide a regionally integrated system. The proposed FWRITS
Plan will be efficient and implementable, and flexible enough to use proven
technologies while able to take future advantage of emerging technologies as
appropriate. The Texas Transportation Institute (TTI) has served as the performing
agency for the development of this Plan.
Transportation issues are necessarily caught up with quality of life, environmental
and economic issues. With the Clean Air Act Amendments (CAAA) of 1990, the
1991 Intermodal Surface Transportation Efficiency Act (ISTEA), and the 1998
Transportation Equity Act for the 21st Century (TEA-21), increased attention has
been placed on ITS’ role in identifying and implementing technology solutions to
congestion and safety through better communication, interjurisdictional cooperation,
improved traveler information, and increased transit attractiveness. The basic
objective for ITS established by the United States Department of Transportation is
improved transportation safety and efficiency, resulting in reduced traveler delay,
energy usage and environmental impacts, and increased economic productivity.
The Dallas-Fort Worth region is a non-attainment area for air quality, as determined
1
by the CAAA, and therefore has to abide by state and local air quality objectives for
ozone standards. Projects cannot cause any new violations of the established
standard. In fact, ITS projects strongly support the improvement of air quality
because of the anticipated decreases in mobile source emissions due to improved
regional mobility and safety.
The Fort Worth urban area experiences significant traffic congestion. A recent
study by TTI (1) ranked Fort Worth 9th among fifty urban areas in the United States
in terms of the fastest congestion growth areas. Annual congestion costs are
estimated at about $480 per person per year in Fort Worth and $640 in Dallas, as
compared to Los Angeles, where the cost per person per year is $720 (1). The
North Central Texas Council of Governments (NCTCOG), the Metropolitan Planning
Organization (MPO) for the region, has estimated that the Dallas-Fort Worth area
will experience a 44% increase in population and a 64% increase in employment
over the next 25 years (2). It is important to note that travelers in the Dallas-Fort
Worth region expect and deserve a transportation network that is seamless in
boundaries and coordinated in planning, design, implementation and operation. The
region’s Metropolitan Transportation Plan, developed by NCTCOG and known as
Mobility 2020 (3), indicates that (considering financial constraint) a continued
worsening in the level of congestion is expected because the Transportation Plan is
under-funded by $6.7 billion, slightly over 20 percent of the total needed (3).
In addition to the loss of mobility due to recurrent congestion caused by excess
travel demand, both this Plan and the Dallas ITS plan (4) identified traffic
congestion and mobility issues which arise from incidents as a primary concern.
Non-recurrent congestion due to incidents that impede mobility such as accidents,
adverse weather conditions, cargo spills or stalled vehicles, are estimated to
account for most of the congestion currently experienced on freeways. An FHWA
study estimated that 60% of all freeway delay due to congestion was related to nonrecurrent congestion, with over-capacity conditions accounting for the remaining
40% (5). Thus this Plan, as well as the Dallas Plan, considers incident
management issues key to maintaining mobility and reliability in the transportation
network.
1.2
Study Scope
The FWRITS project can be described in two ways with varying scopes. First, a
detailed Plan, developed by this study, was needed for the western side of the
Dallas/Fort Worth region which summarizes the status, options and opportunities for
ITS deployment.
This FWRITS Plan necessarily required discussions and
decisions on the desired Plan elements and was developed with input from public
agencies and those in the private sector affected and interested. To that end, a
great deal of effort went into the consensus-building process and to the ongoing
formation of a project Steering Committee, to assure that the Plan reflected regional
needs. Second, a clear and logical link needed to be made with the eastern side of
the region. It was not necessary that the decisions lead to the same Plan, but that
2
opportunities for coordination were maintained. Quarterly joint meetings of a larger
Steering Committee with representation throughout the region were held.
1.3
Study Area
The NCTCOG, the region's MPO, defines a Western Sub-Region which is
somewhat correlated with the Fort Worth urban area in this study. The Fort Worth
urban area as defined in this project covers about 2,900 square kilometers, with a
population of approximately 1.34 million, and includes all of Tarrant as well as parts
of Parker and Johnson Counties. Shown in Figure 1-1, the study area contains all
or part of 37 municipalities, 22 of which include freeway miles. Most municipalities
with freeway miles provide their own police and fire department response to freeway
incidents, unlike some other states with a single agency providing enforcement on
freeways via a state highway patrol. The Fort Worth and Dallas TxDOT districts
share boundaries which over half a million travelers per weekday cross on key eastwest freeway links alone. The Fort Worth Transportation Authority, known as the T,
is the area's transit agency. There are 16 emergency 911 Public Safety Answering
Points (PSAP) within the study area that have coverage areas that include freeway
miles.
1.4
Study Background and History
When application for FHWA ITS Early Deployment Planning funds was made by the
Dallas District of TxDOT in 1991, FHWA voiced concern that a D/FW regional
approach would be needed. Given the complexity of the Dallas subarea alone,
however, and the fact that the Dallas side was at an earlier stage of ITS deployment
than was the Fort Worth side, it was decided to limit the initial focus to the Dallas
area of the region. Subsequently, application would be made for additional FHWA
funding for a Fort Worth area project, which could also be regional in scope. The
Dallas funding was granted in 1992, leading to a document completed in 1996, the
Dallas Area-wide Intelligent Transportation System Plan. A technical advisory
committee was formed to steer that project, and most of these same committee
members have subsequently met on a quarterly basis with this second study's
steering committee to develop regional consensus on this FWRITS Plan. From
inception, both plans have been coordinated, maintaining efficient use of both
existing and developing plan elements in both subareas of the Dallas/Fort Worth
metropolitan area.
In the early 1980’s, the Traffic Management Concept for District 2 was developed to
initiate a formal strategy for the deployment of traffic management features in the
Fort Worth area. This FWRITS Plan builds upon the guidance provided by that
document, and the extensive deployment of ITS features which resulted from it.
This extensive deployment is further detailed in Chapter 2 of this Plan.
3
Figure 1- 1. Fort Worth Regional ITS Plan - Study Area Map
4
1.5
ITS Plan Goals
1.5.1 National Goals for ITS
The goals developed for the FWRITS plan include elements developed over three
stages. First, as a background, are the general goals for ITS developed as part of
the national architecture. The USDOT National ITS program goals are to (6):
• Reduce the environmental impacts of transportation by reducing congestion and
delay in the transportation network
• Improve safety and mobility in the transportation network
• Enhance economic productivity and viability by improving efficiency and
operations of transportation in a region
• Provide new services to travelers that are designed to enhance travel on existing
systems and encourage the use of alternative modes of transportation
1.5.2 Fort Worth Area Goals for ITS
Specifically, local goals were developed to further target regional concerns.
Regional goals were identified by the Steering Committee during the course of the
Plan development, and are shown below:
1. Enhance mobility of people and goods by reducing recurrent traffic congestion
2. Enhance mobility of people and goods by reducing traffic congestion caused by
incidents
3. Enhance access and operation of high-occupancy modes of travel
4. Reduce drive-alone and peak period travel
5. Provide a safe transportation system
6. Provide increased opportunities for air quality and other environmental
improvements
A comprehensive discussion of the national ITS architecture is provided in Chapter
7; however, presented in Table 1-1 are the 30 user services identified by the
national architecture, and their application to corresponding regional ITS goals.
5
Table 1-1. Correlating ITS User Services with ITS Goals
Bundle; User Services
Goals
Travel and Transportation Management
Î Emission Testing and Mitigation
6
Ï En-Route Driver Information
1, 2
Ð Incident Management
2, 5
Ñ Route Guidance
1, 2
Ò Traffic Control
1, 2, 5
Ó Traveler Services Information
1
Ô Highway-Rail Intersection
5
Travel Demand Management
Î Demand Management and Operations
3, 4
Ï Pre-Trip Travel Information
3, 4
Ð Ride Matching and Reservation
3, 4
Public Transportation Operations
Î En-Route Transit Information
3, 4
Ï Personalized Public Transit
3, 4
Ð Public Transportation Management
3, 4, 6
Ñ Public Travel Security
3, 5
Electronic Payment
Î Electronic Payment Services
1, 3
Commercial Vehicle Operations
Î Automated Roadside Safety Inspection
5
Ï Commercial Vehicle Administrative Process
1
Ð Commercial Vehicle Electronic Clearance
1
Ñ Freight Mobility
1, 2
Ò Hazardous Materials Incident Response
2, 5
Ó On-Board Safety Monitoring
5
Emergency Management
Î Emergency Notification and Personal Security
5
Ï Emergency Vehicle Management
2, 5
Advanced Vehicle Control & Safety Systems
Î Automated Highway System
1, 5
Ï Intersection Collision Avoidance
5
Ð Lateral Collision Avoidance
5
Ñ Longitudinal Collision Avoidance
5
Ò Pre-Crash Restraint Deployment
5
Ó Vision Enhancement for Crash Avoidance
5
Ô Safety Readiness
5
6
1.6
Study Objectives
The objectives of this Study were developed in conjunction with the Dallas ITS
process, and reaffirmed by Steering Committee members during the FWRITS Plan
development. The objectives of this Study were to:
1. Establish a broadly-based Steering Committee, including representatives
of the responsible transportation agencies in the Region as well as
transportation-oriented
businesses,
whether
passenger,
goods
movement, or information services.
2. Assess the existing transportation management and communications
linkages within the Region, and investigate the potential of existing ITS
technology to bring about improvements, both short term and long term
and in the area of Incident Management and Contingency Planning.
3. Identify institutional and legal barriers to communication, cooperation, and
coordination and recommend the means to resolve them.
4. Under the guidance of the Steering Committee, produce a regionally
compatible, implementable, integrated, area-wide, multimodal, multijurisdictional Intelligent Transportation System Plan, including the private
sector as a partner, and maintaining sufficient flexibility to incorporate
existing features and emerging technologies.
5. Develop project evaluation criteria, estimated costs and benefits,
priorities, and a staged implementation plan.
6. Define projects for implementation, prepare proposals, refine costs, and
identify private and public funding sources.
1.7
Plan Development Process
The FWRITS Plan has developed with ongoing Steering Committee involvement
and consensus building, and with significant interest on the part of participants.
The FWRITS Steering Committee is comprised of some 50-plus members
representing TxDOT, 18 cities, and 17 agencies. An overlap of members with those
involved with the development of the Dallas ITS Plan was achieved, which
enhanced the ongoing coordination between the two groups. A list of FWRITS
Steering Committee representation is included in Table 1-2. Steering Committee
members have invested significant time in this Plan development. Since September
1996, monthly project meetings of the FWRITS Steering Committee have been held,
of about 3 hours each, with significant additional Steering Committee input via
virtual meetings conducted with fax input. Project meetings expanded to Joint ITS
meetings which included the Dallas ITS Steering Committee on a quarterly basis.
Meeting attendance was generally 20 to 35 members. Additionally, a separate First
Generation Graphical Traveler Interface Technical Subcommittee, with about 15
7
attendees, was formed for the purpose of exploring options for a traveler information
center on the Internet.
Table 1-2. Fort Worth Regional ITS Steering Committee
Active Steering Committee Participants (# of representatives)
City of Arlington (3)
City of Bedford (1)
City of Euless (1)
City of Fort Worth (2)
City of Grand Prairie (1)
City of Grapevine (2)
City of Haltom City (1)
City of North Richland Hills (1)
Texas Department of Transportation - Fort Worth District (3)
Texas Department of Transportation - Dallas District (1)
Texas Department of Transportation - Traffic Operations Division (3)
Tarrant County (1)
Federal Highway Administration - Region 6 Office (2)
Federal Transit Administration (2)
North Central Texas Council of Governments (2)
Fort Worth Transportation Authority (1)
Texas Transportation Institute - Arlington (2)
Texas Transportation Institute - Dallas (1)
University of Texas at Arlington (2)
Dallas/Fort Worth International Airport (1)
Metro Networks (2)
Shadow Broadcast Services (1)
Parsons Transportation Group (1)
Consolidated Traffic Controls (2)
Other Steering Committee Participants (# of representatives)
City of Benbrook (1)
City of Cleburne (1)
City of Colleyville (2)
Town of Edgecliff Village (1)
City of Hurst (1)
City of Kennedale (1)
City of Keller (1)
City of Mansfield (1)
City of Saginaw (1)
City of Southlake (1)
Federal Highway Administration - Texas Division (1)
Texas Department of Transportation - Regional Planning Office (1)
Arlington Chamber of Commerce (1)
Fort Worth Chamber of Commerce (1)
Trinity Railway Express - Railtran (1)
Kimley-Horn and Associates (1)
Lee Engineering, Inc. (1)
Traffic Patrol Broadcast (1)
8
1.8
FWRITS Plan Organization
This FWRITS Plan is organized into nine chapters. Chapter 1 gives an overview of
the Study, including background, goals, objectives, scope and process of the Plan
development.
Chapter 2 identifies the existing status of traffic management in the Fort Worth area,
including the deployment of ITS where applicable, detailing TxDOT, and City
systems, among others.
Chapter 3 outlines the existing operation of the Fort Worth Transit Authority,
including potential ITS implementation initiatives.
Chapter 4 focuses on priority mobility issues in the Fort Worth subregion.
Chapter 5 identifies issues and processes involving incident management.
Recommendations and findings are determined for potential enhancements to the
system.
Chapter 6 outlines coordination with the Dallas subregion regarding ITS initiatives.
Chapter 7 describes the national ITS architecture, and the development of an
architecture for the Fort Worth urban area.
Chapter 8 outlines the proposed FWRITS Plan. Plan concepts, strategies,
guidelines, coordination, and implementation are presented.
Chapter 9 summarizes the benefits, costs, timeframe, funding sources and future
direction for the Plan.
9
References
1.
Lomax T., D. Schrank and S. Turner. Urban Roadway Congestion - 1982 to
1992, Volumes 1 and 2. Report No. FHWA/TX-94-1131-7. U.S. Department
of Transportation, Federal Highway Administration, Washington, D.C. and
Texas Department of Transportation. July 1995.
2.
Regional Mobility Initiatives. North Central Texas Council of Governments.
Vol. 1, No. 1, March 1996.
3.
Mobility 2020 Plan: The Metropolitan Transportation Plan Executive
Summary. North Central Texas Council of Governments.
4.
Carvell, J., E. Seymour, C. Walters, and T. Starr, “Dallas Area-Wide
Intelligent Transportation System Plan.” Report No. FHWA-96/591-1F, Texas
Transportation Institute, US Department of Transportation, Federal Highway
Administration, 1996.
5.
Incident Management Workshop; Relieving Traffic Congestion Through
Incident Management. U.S. Department of Transportation, Federal Highway
Administration; Dallas, TX. February, 1994.
6.
Seminar on Intelligent Vehicle Highway Systems. US Department of
Transportation, Federal Highway Administration, Washington D.C., 1993.
10
2.
FORT WORTH AREA TRAFFIC MANAGEMENT SYSTEMS STATUS
This chapter identifies the status of traffic management systems in the Fort Worth
area. The chapter contains a brief overview of the history of the TxDOT Fort Worth
District’s involvement in traffic management since the early 1970’s. The primary
focus of the chapter is providing status reports on the deployment of ITS projects in
the TxDOT Fort Worth District, City of Fort Worth, City of Arlington, City of Grand
Prairie, and City of Hurst. The final few sections in this chapter give information
about Traffic Broadcast Services that operate in the Fort Worth area.
2.1
TxDOT Fort Worth System
2.1.1 Background
Prior to the development of a national strategy in support of ITS services, the Fort
Worth area has worked to provide drivers with real-time information and real-time
traffic operations and control measures. This commitment to traffic management
has evolved over several decades. The local effort has involved fifteen years of
support of the Fort Worth Traffic Management Team (TMT), twenty-five years of
providing the services of the Courtesy Patrols and a freeway Incident Manager.
This effort has also involved a progressive implementation of state-of-the-art
technologies on area freeways today based upon a plan developed in the early
1980s.
One of the earliest incident management efforts, further detailed in Chapter 5,
started twenty five years ago with the advent of the Fort Worth District's Courtesy
Patrol, which was originally begun to help keep the freeways clear of obstruction
and running smoothly. Eventually the scope increased to also provide stranded
motorists basic roadside assistance. This service is provided free of charge to the
motorists, and operates twenty-four hours per day. The Courtesy Patrol assists
approximately 7,200 disabled vehicles per year and helps the police department at
approximately 550 accidents per year. The role that the Courtesy Patrol plays in
congestion mitigation at incidents is evident and their services probably increase
safety by minimizing the potential for secondary accidents. The Fort Worth District
also has a Safety Officer who serves as an Incident Manager with an emphasis on
quickly and safely restoring mobility to the traveling public. The Incident Manager
coordinates hazardous materials issues and functions as a liaison to the local police
and fire departments to assist in clearing the roadway after accidents and spills.
The Safety Officer is on call twenty-four hours per day, and he coordinates the use
of TxDOT's heavy equipment or calls upon specialized experts in cleaning up
hazardous materials spills, if needed.
In the late 1970's an interconnected ramp metering system was installed along IH
30 west of the Central Business District (CBD). Years later it served as a site for
testing of the emerging technology of radio-interconnection, which allowed the units
to function in tandem but without a hardwire interconnection, and to be operated
from a remote location (in this case the District office signal shop, over 5 miles
distant). Two other isolated ramp metering installations were made near the IH
11
20/IH 35W interchange. The ramp metering experience was very successful;
however, all of the District's ramp meters were eventually removed when ramps
were rebuilt in major freeway and interchange reconstruction.
In the early 1980's, a TxDOT-developed Flexible Advanced Computerized Traffic
Signal (FACTS) system was installed in Fort Worth. The hardware and software
was developed by TxDOT's Division of Automation in response to the need for a
traffic signal system which used a variety of NEMA signal controllers, and allowed
for traffic responsive progression plans.
With the FACTS system, TxDOT
coordinated signal operation along two arterial commuter routes and tourist areas in
Fort Worth, as well as in other areas of Texas. There are no longer any FACTS
signal systems in operation in this region.
Fort Worth has had an active and viable Traffic Management Team (TMT) for over
15 years. The TMT has met monthly, with some 15 members generally in
attendance. The Fort Worth area TMT has provided an informal setting for creative
solutions to problems that are often complex and multi-jurisdictional. The TMT is
comprised of representatives from TxDOT; engineering, police and fire department
representatives from the cities of Arlington, Fort Worth, Grapevine and Hurst;
Tarrant County; the Fort Worth Transportation Authority (The T); the North Central
Texas Council of Governments; the Federal Highway Administration; and the Texas
Transportation Institute. Members were selected for their ability to make decisions
for their organization and to allocate resources if necessary. The TMT has been
highly effective in the face of daunting congestion, safety, traffic operations,
transportation planning and administrative/policy concerns.
Fort Worth has also benefited recently from another multidisciplinary team of
individuals that meet periodically to study and identify potential solutions for high
accident locations. This group uses the Traffic Service Microcomputer System
(TRASER) database software to analyze accidents at traffic-related problem areas.
2.1.2 Traffic Management Concept
The Traffic Management Concept for District 2 (the Fort Worth District) was
developed in the early 80's and published in 1985. This report provided the
framework for the significant advances that TxDOT Fort Worth has since made in
the implementation of Freeway Traffic Management (FTM) features that are now
operational. TxDOT's Fort Worth District has been in the forefront of ITS
technology, long before it emerged as a national concept. The foundation of the
1985 traffic management concept relied upon the District's plan for roadway
construction and reconstruction projects.
This has historically allowed for
infrastructure to be installed when it was most efficient to do so. However, unlike
the present time, the District's roadway construction schedule correlated well with
the priorities identified for traffic management strategies. The infrastructure, often
consisting of trunkline conduit runs, pullboxes, system cabinets, foundations,
interconnect cable and surveillance loop detectors, was frequently installed within
such tight physical constraints that to have retrofitted these features into a
12
completed freeway would have been prohibitive both economically and from an
engineering design standpoint.
A variety of traffic management and ITS elements have been installed or are in the
process of being installed, as shown in Table 2-1. As a whole, the system is now
approximately 40 percent complete as originally proposed.
The locations and quantities of ITS elements are depicted in Figure 2-1 through
Figure 2-4. Figure 2-1 depicts the current type and placement of fiber optic cable,
satellite communication facility locations, and the Satellite Operations Center.
There is approximately 64 kilometers (40 miles) of existing conduit system with fiber
optic cable installed principally along IH 20, IH 35W, and SH 360. The figure also
shows the location of the 6 satellite communication facilities that relay data from
field devices to the Satellite Operations Center. Figure 2-2 provides the location of
existing and contracted closed circuit television (CCTV) cameras and the type of
communications medium (i.e., fiber, microwave, T1, Integrated Digital Service
Network (ISDN), and plain old telephone line (POTS)) being used to transmit the
video image from the field to the Satellite Operations Center. The District has 24
cameras on fiber optic cables, 1 on microwave, 6 on T1 lines, 3 on ISDN lines, and
3 on POTS lines. Another 14 cameras are currently under contract. Consequently,
there are 51 total cameras shown in this figure. Figure 2-3 shows the location of
operational, replacement, and proposed Dynamic Message Signs (DMS). The
District has 37 operational DMS, 2 DMS that will be replaced with newer models,
and 14 proposed DMS. Figure 2-4 illustrates the placement of operational,
contracted, and proposed lane control signal (LCS) stations. Currently, the District
has 168 operational LCS, 38 LCS under contract, and 23 new LCS station locations.
The District also has 1433 loop detectors placed on their facilities for surveillance of
the freeway system.
13
TABLE 2-1
ITEMIZED DESCRIPTION OF TRAFFIC MANAGEMENT SYSTEM PROJECTS
TxDOT, Fort Worth District
1985 to 1998
Report Date:
11-May-98
Percent of System Complete: 37.99%
LEGEND: TR= Trunk Line, LP= Loops, 50= 50 Pair, CMS= Changeable Message Sign, LCS= Lane Control Signal, CS= Count Station, GB= Ground Boxes, CLASS= Classification
Sensors
BC= Bridge Conduit, TV= CCTV, FO= Fiber Optic Communications System, SAT= Satellite Building, CVCS= Video Compression System, MW= Microwave Communications
(T)= Traffic Engineering Only Project
PROJECT
#
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15(T)
16
17
18
19
20
21
22
23(T)
24(T)
25
26(T)
27(T)
28(T)
29(T)
30
31(T)
32(T)
33(T)
34(T)
35
PROJECT DESCRIPTION
LENGTH
(MILES)
I-35W: HATTIE TO FELIX (OUTSIDE)
SH-121/SH-183 INTERCHANGE
I-35W/I-30 (NORTH INCREMENT)
I-20: CAMPUS TO LOOP 496
I-30: WESTRIDGE TO PENTICOST
I-35W: HATTIE TO FELIX (INSIDE)
SH-360: ABRAM TO I-20
SH-183/SH-360 INTERCHANGE
I-30: PENTICOST TO UNIVERSITY
I-30/I-820 INTERCHANGE
I-35W/I-20 INTERCHANGE
SH-360/SH-183 TO SH-121
I-20: MC CART TO HEMPHILL
SH:360 @ SP-303
I-35W: HATTIE TO 1-35/I-20 INT.
I-20: SH-183 TO MC CART
I-20E: I-35W TO LOOP 496
I-30/I-35W SOUTH INCR. (ORANGE)
I-30/I-35W EAST INCR. (BROWN)
I-820 @ SH-121/SH-26 (PHS. 1)
I-820 @ SH-121/SH-26 (PHS. 2)
I-30: 4MI. W. OF SUMMIT TO SUMMIT
DISTRICT PROCUREMENT
I-20: I-820 TO DALLAS C/L
I-35W @ I-30 (BLACK)
SH-183: SH-10 TO DALLAS C/L
I-20: SH-183 TO I-35W
SH-360: SH-183 TO I-20
I-30 @ UNIVERSITY
SH-199 @ FM-1886
I-35W @ MEACHAM & KELLER-HICKS
I-820 @ I-30E
I-20: GREEN OAKS TO GREAT SW PKWY
I-20 @ MC CART
I-820 @ SH-121/SH-26 (PHS. 3)
4.409
4.412
0.606
3.601
1.618
4.236
3.826
2.167
1.925
1.573
2.665
6.966
1.965
2.236
4.715
2.466
7.885
0.577
1.000
0.762
0.927
0.519
0.001
11.350
1.013
10.300
4.500
11.000
.0001
2.058
0.001
0.001
0.001
0.001
1.160
TOTALS*
56.490
Projected (Original Concept - 1985)
REPEAT
PROJECT
√
√
√
√
√
√
√
√
√
√
√
(miles)
TRAFFIC MANAGEMENT
ITEMS
COMPLETION
DATE
INSTALLATION
COSTS $
TR,LP
6-CS
TR,LP
TR,LP
TR,LP
TR,LP,TP,CMS,LCS
TR,LP,CMS,50
8-CS
TR,LP,LCS
TR,LP
TR,LP,SAT
BC,GB
TR,LP,CMS,LCS
TR,LP
TV,FO
TR,LP,50,CMS,LCS
CMS,LCS,GB,BC,TV,FO
TR,TV,50,FO
CMS,TV,LCS,LP,CVCS,MW
CMS,CVCS,LP
CMS,CVCS,LP
TR,GB,CVCS
CMS
TR,FO,TV
TR,LP,CMS,LCS,LP,CVCS
CMS,CVCS,VIVDS
FO,TV
FO,TV,LP,SAT,TR
SAT
LP,TR,CLASS
CMS STRUCTURES
CMS STRUCTURES, CVCS
CMS STRUCTURES
TOC SYS, INTEGRATION
TR,LP
MAY, 1987
APRIL, 1988
AUGUST, 1988
APRIL, 1989
MAY, 1989
MAY, 1989
JUNE, 1989
SEPTEMBER, 1989
APRIL, 1990
FEBRUARY, 1991
DECEMBER, 1991
JUNE, 1992
JULY, 1992
DECEMBER, 1992
JUNE, 1993
MARCH, 1995
JULY, 1995
JANUARY, 1997
JULY, 1997
AUGUST, 1996
APRIL, 1998
APRIL, 1997
DECEMBER, 1995
APRIL, 1996
JANUARY, 1998
JANUARY, 1997
JANUARY, 1998
JULY, 1998
OCTOBER, 1997
OCTOBER, 1998
DECEMBER, 1997
MARCH, 1998
OCTOBER, 1997
MAY, 1999
JULY, 2001
310,820.
25,000.
196,581.
688,000.
294,520.
784,858.
716,872.
25,500.
394,736.
652,672.
219,160.
95,705.
1,095,625.
316,589.
664,446.
1,178,719.
2,629,867.
371,495.
1,631,328.
760,061.
1,649,664.00
238,795.
239,040.
1,064,249.
1,184,415.
1,209,468.
672,931.
2,485,747.
63,660.
181,152.
69,443.
299,113.
210,792.
4,000,000.
132,179.
$ 26,753.202.
260.000
14
Figure 2- 1 . TxDOT Transportation Operation Center, Satellite, and Fiber-Optic
Cable Locations
15
Figure 2- 2. TxDOT Closed-Circuit Television Camera Locations
16
Figure 2- 3. TxDOT Dynamic Message Sign Locations
17
Figure 2- 4. TxDOT Lane Control Signal Locations
18
2.1.3 Satellite Operations Center
The TxDOT Satellite Operations Center (SOC) was designed to be an interim
center, and has been operational since the middle 1980’s. The SOC is basically an
enlarged satellite communications hub. It houses control center operators and
provides a base for the many traffic operations related activities of the district. The
SOC is staffed during the day by two System Operators with overlapping shifts and
is located in the right-of-way of the Interstate 35W/Interstate 20 interchange.
2.1.4 Flow Signals
Flow signals, previously known as ramp meters, are being installed along SH 360
northbound at the Mayfield, Arkansas, Spur 303, Park Row and Abram entrance
ramps. The flow signals consist of traffic signal heads located along the entrance
ramp, computer control and coordination and associated signs and markings. Since
it has been a number of years since motorists in the Dallas/Fort Worth (DFW)
region have encountered these signals, a comprehensive public information
campaign is being conducted to help drivers learn about them. This information will
include Public Service Announcements (PSAs), water bill inserts, and news media
reports.
2.1.5 Joint District Project
A joint project involving the TxDOT Fort Worth and TxDOT Dallas districts will
attempt to integrate existing traveler information and display it in a graphical map.
The mapping software will be Geographical Information System (GIS) based. This
project involves the deployment of 4 prototype kiosks (2 in Dallas and 2 in Fort
Worth). The plan is to put the kiosks at each of the district headquarters (one in the
main lobby and the other in the traffic operations section) for testing and evaluation.
Another prominent aspect of this project is the establishment of a fiber optic
communications link between the two district traffic management centers. Other
components of this project are the development of operator-to-operator video
conferencing, a standard external service platform for communication with outside
agencies, and preliminary Internet pages for publication of real-time traffic data.
2.1.6 TransVision
The groundbreaking for TransVision, the new TxDOT Fort Worth District Traffic
Management Center took place in July 1998. The construction of this facility is
scheduled to be completed in about one year. TransVision will be a three-story,
4.65 million-dollar facility. The TransVision building will also include a separate
0.57 million dollar Regional Training Center (RTC) that is funded by the General
Services Commission.
Figure 2-5 gives an architectural rendering of the
TransVision facility. The systems integration and equipment portion of the
TransVision TMC will cost approximately 3.7 million dollars. Lockheed Martin is the
contractor responsible for the systems integration effort for TransVision. The new
building will not replace the interim Satellite Operations Center but operations will
be relocated.
19
TransVision will allow for enhanced monitoring and system operating capabilities,
with integrated system interfaces to existing field equipment such as changeable
message signs, CCTV cameras and control equipment, and lane control signal
displays and controllers. Operations zones in TransVision will include areas for the
control room, emergency operations, computer room, system maintenance facilities,
office areas, and media briefing. TxDOT staff has particularly specified that
economies will be maximized between TransVision and another Lockheed-Martin
project, TxDOT Houston's TranStar. Additionally, video and computer graphics
displays are planned to be made widely available throughout TransVision and to
locations such as other TMCs. The dissemination of non-sensitive information will
be fully supported by TransVision design and operations. Other features will
include some operability of field devices from other areas in TransVision in addition
to the control room, and the intention to maximize the use of Commercial-Off-TheShelf (COTS) technology where possible.
2.2
City of Fort Worth
2.2.1 Background
The City of Fort Worth, population 490,500 (1), has a long history of operating and
managing traffic flow on the city street system. Beginning in 1969 with the
installation of an analog computer signal system, the signal operation in the Fort
Worth Central Business District (CBD) could be coordinated. The analog computer
system could adjust CBD timing plans by selecting one of five major timing schemes
based on system detector inputs. This system underwent a major retiming effort in
1976.
In the early 1980's work began on the citywide Traffic Management System (TMS)
which has served as a powerful tool for real-time management of traffic signals
throughout the city. The purpose of the TMS is to provide coordinated signal timing
to help traffic flow smoothly, to monitor traffic signal operation and identify any
malfunctions, and to quickly implement signal timing or phasing changes to mitigate
traffic incidents.
One of the key features of the Fort Worth TMS is the utilization of a franchise
agreement with Marcus (formerly Sammons) Cable TV to provide an inexpensive
interconnect to signals located outside the CBD. Because of this inexpensive
interconnect (charges currently average about $1500 for a two-way signal
connection, with no additional costs to the City for use and maintenance), it is
planned that almost all of the City's 570 traffic signals can eventually be included in
the system. The CATV channel used for traffic control can provide data
communications to nearly 2000 intersections. Within the CBD, twisted wire pair in
underground conduit connects the system. The TMS uses a color graphics system
to display network and intersection status. In the CBD area, a CCTV system was
installed consisting of 11 field cameras operated from the TMC using 8 monitors
located there. The following list describes the existing CCTV camera locations:
21
•
•
•
•
•
•
•
•
•
•
•
Belknap Street @ Houston Street
Weatherford Street @ Houston Street
Throckmorton Street @ Fourth Street
Houston Street @ Fourth Street
Commerce Street @ Fifth Street
Taylor Street @ Seventh Street
Calhoun Street @ Sixth Street
Jones Street @ Sixth Street
Summit Avenue @ Weatherford Street
Henderson Street @ W. Fifth Street
Cherry Street @ W. Seventh Street
Four other cameras are in the process of being installed at the intersections of
Houston Street @ Fifteenth Street, West Freeway IH 30 @ Lamar Street, Lancaster
Street @ Henderson Street, and Weatherford Street @ Henderson Street.
The City TMC consists of a 3,800 square foot facility which houses the traffic signal
system computer hardware and the Signal Systems staff. The main room of the
TMC currently includes three workstations for system operators, 16 CCTV monitors,
a 6 ft. by 8 ft. projection system, an electronic CBD wall map, three controller test
cabinets, radios, and plans and documents for the complete system operation.
Figure 2-6 provides a picture of the City of Fort Worth TMC. A separate computer
room holds the servers, the central communications equipment, coax and voice
modems, and the CCTV headend equipment.
Figure 2-6. City of Fort Worth Traffic Management Center
22
Under the Traffic Engineering Department, the Traffic Operations Section manages
numerous aspects of traffic signals including, timing, warrant analyses, operational
studies and design. Staff devoted to the traffic management system specifically
consists of a Signal Systems Manager, a Signal Systems Engineer, and two System
Operators. A System Administrator position is planned to assist with network and
PC aspects of the system. Offset System Operator schedules have allowed for
staffing of the TMC during the hours of 7 AM to 6 PM.
Recent changes in staff locations have moved the signal maintenance and
construction field crews out of the TMC and into renovated buildings in the City’s
cultural district. The vacated space was also renovated and now houses other
Traffic Engineering Division staff.
2.2.2 ITS Elements
The City of Fort Worth is currently implementing four ITS projects that have been
funded by CMAQ funds. Phase I of the Traffic Signal System Expansion Project
(TSEP) began in October 1994. TSEP is a $2.3 million dollar project that will
upgrade and expand the coverage of the existing traffic signal system to a QuicNet
computerized signal system. This project is being accomplished with the assistance
of Parsons Transportation Group, BI Tran Systems, and Marcus Communications
(the local CATV provider.)
Phase I of TSEP will interconnect approximately 375 traffic signals and school
flashers thereby allowing operators at the control center real-time traffic monitoring
of signal operation and immediate detection of equipment and loop detector failures.
This phase will also provide coordination along 25 arterial street systems,
implementation of enhanced signal timing plans and phasing changes, and the
conversion to type 170 traffic signal controllers with the software capability to
operate either a standard intersection or a diamond interchange. As a result, all
controllers in the City are interchangeable and can operate at any location without
any hardware or software modifications.
The QuicNet graphical interface depicts a bit-map of the entire City, which can view
preset arterial locations or specific intersections in addition to the overall map
display. It displays real-time intersection operation information, showing signal (i.e.,
red, yellow, or green) indications by approach, walk/don’t walk indications, detector
actuations for each field detector, and other signal data. Historical data is collected
to facilitate other traffic engineering projects. The QuicNet system has a Windows
NT base and a security system that allows authorized computers to access
information from remote locations. A data connection will be provided to TxDOT
that will provide QuicNet access to monitor all of the City’s traffic signals. Fort
Worth was the first city in the United States to use the Windows NT operating
system for the network computers in the control center.
The second project, the IH 35W signal system project, will provide a video and data
communications link between TxDOT and the City. This $100,000 project will
provide video monitoring of South Freeway (IH 35W) traffic conditions, and will be
23
able to implement quick changes to traffic signal operation, if, for example, the
freeway mainlanes are closed due to an incident and traffic is shifted to alternate
routes. Both City and TxDOT staff will be able to monitor the video and signal
system information, and will be able to coordinate response activities.
The third project is the $400,000 Incident Detection System project. This project will
expand and update the current CCTV system to add camera locations, and will also
implement incident mitigation strategies.
The fourth project is the second phase of the TSEP, and is funded for $1 million.
This project will expand the central signal system by another 200 locations,
establish additional arterial coordination, and implement other advanced
technologies.
A recent development has been the decision on the part of the Fort Worth Fire
department to expand an Opticom Emergency Preemption System that allows
emergency vehicles to obtain a green signal upon approach to the intersection.
Currently the Opticom system has been installed on two major arterials at 32
intersections in the City, and the Fire Department plans to expand Opticom to over
200 intersections. The Opticom system will interface directly to the QuicNet system
so that signal preemption occurrences and vehicle ID numbers will be logged. It will
be possible to integrate transit into this preemption system.
Another current ITS element at the City is the innovative use of digital pagers to
communicate with 70 school zone flashers. This wireless system replaces the need
for signal technicians to visit the sites and manually make time clock changes based
on varying school schedules for each school district. Schools will be able to contact
the TMS if they want to modify the use of the flashers for special activities or for
events.
The City also plans an interconnection with emergency 911 operations to obtain
incident information and to provide video and other information as needed to 911.
Future ITS activities include enhancing the TMS and increasing coordination with
TxDOT and other area jurisdictions.
Traveler information data that could possibly be made available from the City of Fort
Worth include active data such as the current level of service on certain arterial
streets, CCTV camera views, up to the minute lists of signal malfunctions (such as
traffic signals on flash), and graphical information from the QuicNet traffic signal
system. Static data could include special event data for events like Mayfest, events
at Texas Motor Speedway, marathons and the Fat Stock Show and Rodeo.
Information could be provided for the public regarding event dates and times, parkand-ride sites, transportation options, and suggested routes. Street closure data
could be provided, which the City now provides to about 15 agencies via fax,
regarding planned street closures for parades, special events such as the Main
Street Arts Festival, and certain construction projects. The police and fire
departments and the T regard this information as vital to their operations. Finally,
traffic count data for ADT values on City streets could be provided, with the
potential for real time 15-minute count data available from the system. A speed limit
24
map of all city streets, and a bicycle route map could also be shown. The existing
City web site is at http://ci.fort-worth.tx.us/fortworth.
2.3
City of Arlington
2.3.1 Background
The City of Arlington, population 301,700 (1), began traffic signal system
management in 1975. A traffic responsive signal system was installed at 22
intersections along Pioneer Parkway and Arkansas Lane. Small systems were
installed along Cooper Street in the area of the University of Texas at Arlington and
on Division Street in the area of the Central Business District (CBD) using time
based coordination. Another nine intersections within the CBD had previously been
coordinated using a fixed time system.
In 1980 the City began the intersection improvement program providing additional
left and right turn lanes at major intersections. The City also purchased a central
master computer for operation of a traffic signal system.
Between 1980 and 1983, a traffic signal system was installed at approximately 125
intersections. This system used an Eagle Comtrac II signal system and included a
Data General Nova 4 minicomputer and central office printers, monitors, display
map, and real time communication. Since that time, the signal system has grown to
approximately 186 intersections and many new features have been added. The city
recently contracted with Eagle Signal to put the Comtrac software over a
microcomputer platform. As part of this project, which costs approximately $26,000,
outdated elements of the original central communications apparatus were also
replaced.
At the present time, the City of Arlington has approximately 262 signalized
intersections. Seventy-six of Arlington’s 262 signalized intersections cannot be
added to the Comtrac system due to capacity limitations related to the existing
communication system which is configured in a “tree” topology – all of the
intersections are connected by means of multidropped channels which radiate from
the Arlington Municipal Building. The city is planning to replace the existing
communications system with an all-fiber communications system.
The city has requested and received approval for CMAQ funds in the amount of
$640,000 for improving the traffic signal system and $229,000 for improvement of
signal timing and installation of CCTV cameras at five intersections. The city is
currently pursuing other funding sources.
2.3.2 ITS Elements
The City's Transportation Department has extensive experience with lane control
signals adjacent to The Ballpark in Arlington. Lane Control Signals (LCS) have
been used on Copeland Road between Nolan Ryan Expressway and Collins Street
(FM 157) and on Road to Six Flags between Nolan Ryan Expressway and Collins
25
Street for approximately 15 years. The City’s LCS operate differently than TxDOT
LCS because they dynamically assign the number of lanes available for each
direction of travel, whereas the TxDOT’s LCS alert drivers of the status of each
individual freeway lane. The City also uses dynamic lane assignment signs that
typically switch the inside through movement to a shared left and back to normal
operations. At one location, the outside through lane is designated as a dual right
on an as-needed basis through the use of these dynamic lane assignment signs.
Twelve of these signs have been installed at twelve locations to eliminate the need
to widen the intersection to handle peak hour traffic, and to handle the special event
traffic around the Ballpark in Arlington.
The City of Arlington currently has Opticom preemption for emergency vehicles at
approximately 20 percent of the signalized intersections and will be adding another
27 intersections in the near future. The city currently has two high-water warning
devices. In addition, the city has 74 school speed zone beacons and several
Dynamic Message Signs (DMS). All of these devices, and future ITS features,
should ultimately be controlled and monitored by the new ATMS software. The city
is transitioning to a Geographic Information System (GIS) which provides a common
reference for utilities, street construction, maintenance, and building construction.
Planning is under development for installation of a new traffic signal system and the
installation of video cameras at five intersections. Additionally, the city plans to
build a Traffic Management Center and virtually connect it with the TxDOT TMC,
along with other cities as appropriate, to exchange traffic information. The
connection to the TxDOT TransVision system will probably be at Abram and SH
360, where TxDOT already has an existing fiber optic line available. The thrust is to
address freeway incident detection/management while modifying traffic signal timing
at major intersections.
For a signal system of the size of Arlington’s proposed system, a new
communications system will be needed which provides improved capability over the
existing communications system and supports improved coordination and
interoperability with other agencies. The new communications system would have
network communication topology with communications nodes, each of which would
be linked with optical fibers in a ring configuration. The multi-dropped intersection
channels (which could be copper, fiber, wireless, or any combinations thereof)
would be connected to the node. The presumption is that significant portions of the
existing copper infrastructure will be reused during the initial implementation stages
of a new signal system.
The proximity of the 911-dispatch center to the main cable trunk of the existing
signal system opens other partnering potential. It will most likely be relatively
inexpensive to provide the means for a 911 dispatch to observe the images of the
city’s CCTV cameras and possibly also TxDOT’s cameras.
26
2.3.3 ITS Plan for the Entertainment District
This project focuses on the development of an Advanced Traffic Management
System (ATMS) and Advanced Traveler Information System (ATIS) for the
Entertainment District in the city of Arlington. There are several prominent goals
identified for the project including:
1. Provide efficient and safe movement of traffic in and around the Entertainment
District (The Ballpark in Arlington, Six Flags/Hurricane Harbor, and Arlington
Convention Center);
2. Enhance the efficiency of the transportation facilities by monitoring and
informing the motorist of traffic conditions; and
3. Provide smooth operations for motorists entering and exiting the facilities in the
Entertainment District.
In order to achieve the above goals, a “tool box” of devices have been identified,
CCTV cameras, Dynamic Message Signs (DMS), and low power Highway Advisory
Radio (HAR). CCTV cameras allow the operator to see conditions on the roadway
without having to leave the Traffic Operations Center and reduce the amount of time
needed to react to congested conditions and/or incidents. Figure 2-7, ITS Plan for
The Ballpark in Arlington, shows CCTV camera locations.
CCTV cameras will be used to provide oversight to entrances and exits to The
Ballpark, and to get queue information, parking availability, and information
regarding the nature of suspected incidents. The monitoring of parking availability
with information feedback to drivers, through HAR and DMS, prevents unnecessary
driving in search of a parking space. To provide adequate surveillance coverage
for The Ballpark, the freeway surveillance is planned to be in conjunction with other
surveillance locations along Ballpark Way, Six Flags Drive, Nolan Ryan
Expressway, and Collins Street.
After a video/data sharing connection is
established between the City and TxDOT, the City will then have the ability to view
conditions on the freeway approaching The Ballpark. The portable DMS signs are a
smaller version of the permanent signs and allow the City to place the signs in
varying locations when they are needed. This reduces the cost of installing
permanent signs where there is an occasional need for transmitting information to
the public. For example, if the north lots are full, the portable DMS could be used to
inform motorists of alternative parking lots. HAR is intended to provide more
specific traffic information at any location. HAR can utilize either live messages,
pre-selected taped messages or synthesized messages based on information from
the Traffic Operations Center (TOC) with a broadcast radius of one to two miles
depending upon the total power output of the unit installed. HAR units work well
and must be used in concert with static signs referring motorists to the AM station
where the message is being broadcast. The HAR system envisioned for The
Ballpark area will broadcast messages regarding access to The Ballpark, alternate
routes, information on parking availability, and off-site park and ride facilities
supported by shuttle operations to/from park and ride facilities. Table 2.2 shows the
preliminary cost estimate for ITS deployments using a city-owned communications
network.
27
Figure
2-7.
City
of
Arlington
ITS
Plan
for
the
Ballpark
28
Table 2.2
CITY OF ARLINGTON COST ESTIMATE FOR ITS ELEMENTS
ITEM
ESTIMATED QUANTITY
UNIT PRICE
Portable CMS
$27,000
4
CCTV Camera (including Communication
$40,000
10
Equipment)
HAR (1 mile radius)
$10,000
3
TOTAL
2.4
COST
$ 108,000
$ 400,000
$ 30,000
$ 538,000
City of Grand Prairie
The City of Grand Prairie, although also included in the Dallas ITS Plan, is included
here to provide updated information and because of it are located in both Tarrant
County and Dallas County. Grand Prairie has an estimated population of 111,400
according to the 1998 Current Population Estimates (1) produced by the Research
and Information Services Department of the North Central Texas Council of
Governments.
The City of Grand Prairie has ITS implementation plans being designed and
developed in association with Parsons Transportation Group. Fourteen traffic
signals will be interconnected via a 12-strand fiber optic Local Area Network (LAN)
along Great Southwest Parkway. Additional fiber optic cable runs are planned
along N. Carrier Parkway to SH 360, where the City plans to interconnect with the
fiber that TxDOT Fort Worth has installed along SH 360.
Eagle Traffic Signal
Control TS-2, Type 1 has been chosen as the system traffic signal controllers. This
will be an Asynchronous Transfer Mode (ATM) switched system. Once complete,
these planned projects will have installed 43 miles of fiber optic backbone.
The City anticipates having CCTV at diamond interchanges and at critical
intersections. Four of these CCTV cameras are planned for installation on the
Tarrant County side of the City within the next 3 years. The locations for these
cameras are SH 360 @ Carrier Parkway, Spur 303 @ Great Southwest Parkway,
Mayfield @ Great Southwest Parkway, and IH 20 @ Great Southwest Parkway.
Within the next 5 to 10 years, an additional four cameras are planned for
deployment at the following locations: SH 360 @ Post & Paddock, Sherman @
Great Southwest Parkway, Marshall @ Great Southwest Parkway, and Arkansas @
Great Southwest Parkway. System loop detection will be installed along Great
Southwest Parkway and N. Carrier Parkway.
A two-station TMC is planned at the City Hall complex, which will include four
monitors and a six-foot rear-projection TV screen. System software is currently
being reviewed. The City criteria include the requirements that the system be
Windows NT based, and utilize an NTCIP communications protocol on a second-bysecond basis to each controller. Two technicians with multiple duties will serve as
system operators.
29
The City also plans to use Highway Advisory Radio (HAR) to help provide needed
tourist and routing information to those destined to traffic generators such as Lone
Star Park horse racing facility, which draws over 10,000 visitors per day. Portable
dynamic message signs will be deployed for additional motorist information.
Approximately $1.5 million dollars of CMAQ funds will be used for the short-term
ITS plan implementation. The long-term ITS plan is estimated to cost approximately
$3.4 million dollars. This plan will include such features as the completion of the
fiber network, installation of several permanent DMS signs, installation of video
detection at eight signalized intersections along Beltline Road, and connection of
the TxDOT and the Grand Prairie TMCs.
2.5
City of Hurst
The City of Hurst, population 36,250, has several existing traffic management
systems in place. A loop detector system was installed on the Precinct Line exit
ramp from Airport Freeway, SH 183, to provide incident detection. If a traffic backup
reaches the detector from the Precinct Line signal, the traffic signal timing and
phasing will be modified to favor the frontage road traffic if pre-determined
conditions are met. Hurst has several closed-loop signal systems that have been
coordinated along major arterial routes, and one CCTV camera is operational with a
view of SH 183.
2.6
Traffic Signal and Signal Systems Inventory
Table 2-3 shows the existing traffic signal and signal systems summary information
collected from area cities. Items listed include the number of signals, signal
coordination information, communications interconnect medium, and availability of
preemption for emergency vehicles.
2.7
Broadcast Services
Two Traffic Broadcast services, Metro Traffic and Shadow Traffic, remain
operational in the Dallas/Fort Worth area since the third service, Traffic Patrol
Broadcast, was recently sold to Metro Traffic. These two services either broadcast
information on traffic conditions on radio stations directly, or provide them with the
information for their own personnel to broadcast.
Metro Traffic obtains information on traffic conditions from aerial units, ground units,
phone conversations with police dispatchers or other contacts, and by monitoring
police radio communications. Frequently, two information sources are desired
before a reported incident is validated. Radio stations sometimes prioritize traffic
information based on the interests of target audiences, and upon broadcast time
available.
Shadow Traffic has instituted a CCTV program that includes 4 existing cameras and
23 more planned within the fiscal year, which will supplement eventual video feeds
30
from cameras in local TMCs. Shadow Traffic also tries to update the incident
status about every 10 minutes, and to verify that an incident has cleared.
References
1. TransVision requirements specifications, March 1997, Lockheed-Martin)
31
Table 2-3
Fort Worth Area ITS Plan
Traffic Signal and Signal Systems Inventory
Number of Signals
Number of Signals Coordinated
Central Computer
Closed Loop
Field Master Control
Time Based Coordinators
Interconnect Medium
Owned
Signal Cable
Twisted Pairs
Fiber
Radio
Spread Spectrum
Microwave
Leased
Telephone Pairs
Fiber
CATV
Emergency Vehicle Preemption
Notes: Number of ...
CCTV Cameras
CMS
Lane Control Signals
HAR
Other ITS Related Elements
Number of Signals
Number of Signals Coordinated
Central Computer
Closed Loop
Field Master Control
Time Based Coordinators
Interconnect Medium
Owned
Signal Cable
Twisted Pairs
Fiber
Radio
Microwave
Leased
Telephone Pairs
Fiber
CATV
Emergency Vehicle Preemption
Notes: Number of ...
CCTV Cameras
CMS
Lane Control Signals
HAR
Other ITS Related Elements
TxDOT Fort
Worth District Fort Worth Arlington
331
577
256
110
300
159
285
159
Hurst
39
23
Euless
32
0
Grand
Prairie
15
9
Grapevine Bedford
14
17
0
0
Watauga
2
0
Mansfield
16
0
Haltom City
10
0
13
15
N. Richland
Hills
Benbrook
24
11
7
0
Azle
15
0
Forest Hill
8
4
Keller
8
0
Colleyville
4
0
No
No
7
4
9
0
7
135
159
13
4
6
No
165
Yes
Yes
Yes
11
6
1
Yes
No
No
Yes
No
No
Yes
No
No
No
1
Arlington - Ball Park: Plan to have CCTV, CMS, Lane control signals, and HAR.
Fort Worth - Pager controlled school flasher system.
Bedford - proposed signal coordination plan for 5 existing signals on Harwood Road. This plan also includes coordination for 3 proposed signals on Harwood.
Southlake
18
0
No
White
Richland
Settlement
Hills
16
1
0
0
No
No
River
Oaks
4
0
Saginaw
7
0
Lake
Worth
11
0
Crowley
10
0
Sansom
Park
1
0
Everman
0
0
Kennedale
6
0
Pantego
2
0
Westworth
Village
3
0
Edgecliff
Village
2
0
Blue
Mound
2
0
Dalworthington
Gardens
1
0
No
No
No
No
No
No
No
No
No
No
No
No
32
3. THE T, FORT WORTH TRANSPORTATION AUTHORITY
This chapter provides a background and description of existing systems and
operations for the Fort Worth Transportation Authority, commonly known as “The T”.
The primary focus of the chapter is on ITS opportunities for public transit systems
and specifically on potential ITS implementation initiatives for The T.
3.1
Background and Description of Existing Systems
3.1.1 Fort Worth Transportation Authority, The T
The T provides public transit services for the cities of Fort Worth, Lake Worth,
Richland Hills and Blue Mound. Voters in the four cities elected to join The T and
approved a half-cent tax on local sales to support transit in their communities. In
return, The T provides local bus service, Mobility Impaired Transportation Service
(MITS) for the disabled, or other specialized programs that support the goals of
improving mobility, air quality and quality of life throughout the region. The T also
cooperates with city governments to maintain streets in its member communities.
3.1.1.1
Bus Service
The T offers regular bus service, express bus service, and Rider Request service in
Fort Worth, Lake Worth, and Richland Hills. Regular fixed route bus service is
available on routes operating from 5 a.m. to midnight Monday through Friday and 6
a.m. to midnight Saturday. Sunday service is available on eight routes from 7 a.m.
to 7 p.m. Eight express routes provide virtually non-stop travel weekdays from
designated park-and-ride lots to downtown Fort Worth and downtown Dallas. Parkand-ride locations also are a convenient meeting point for carpools and vanpools,
with all-day parking offered at no charge, compliments of The T and participating
businesses and churches.
Rider Request is offered in seven service areas, with the public transit vehicle
picking up the rider at an agreed point. Most Rider Request trips are reserved by
telephone, 24 hours in advance, especially those for peak periods. The program
attempts to provide dynamic scheduling, particularly in the off-peak periods of the
day. Rider Request vehicles also make regular stops, and can be boarded at these
stops without reservations. Travel beyond Rider Request areas requires a transfer.
Downtown Fort Worth is served with frequent service routes at no charge. The T’s
Downtown Free Zone allows free travel within the district bounded by Henderson
Street, Jones Street, Belknap Street, and Lancaster Avenue.
3.1.1.2
Mobility Impaired Transportation Service
The T’s MITS provides transportation to individuals with disabilities in all cities of
the T’s service area. MITS trips are made by advance reservation only, and
33
passengers must have been certified through the MITS office. Door to door service
is provided by MITS.
3.1.1.3
Airporter Bus Service
The T provides services to Dallas/Fort Worth International Airport, on a schedule
(generally every half-hour) from 5 a.m. to midnight. The service is provided
between DFW Airport and major downtown Fort Worth hotels and the Airporter
park-and-ride lot at 1000 E. Weatherford Street in downtown Fort Worth. The
Airporter Park & Ride terminal offers free parking with 24-hour security surveillance.
3.1.1.4
Regional Service
The T also provides express bus service for commuters going to and from
downtown Dallas. The system is also an equal partner in the development of
commuter rail service between Fort Worth and Dallas. That rail service, known as
the Trinity Railway Express, is now operational between Irving and Dallas, and is
scheduled to extend into Tarrant County in 2000.
3.1.1.5
Employer Services
Formerly known as the Rideshare Department, the T’s Employer Services
Department works with the Tarrant County work force to facilitate work travel.
Programs supported by the department include rideshare matching, vanpool
development, preferred parking, flextime, and employer-subsidized transit passes.
Rideshare and vanpool matching is provided for a nine-county region.
3.1.1.6
System Maintenance and Operations
The T’s maintenance and operations are housed in a complex that was completed
in 1997. The Hershel R. Payne Transportation Complex houses all operations,
maintenance, planning, scheduling, dispatch, and administration functions. The
$18 million facility brings all of the system’s major functions together except for a
customer service facility in downtown Fort Worth.
3.2
Transit ITS Opportunities
3.2.1 Advanced Public Transportation Systems
Public transportation systems can benefit from many of the ITS technologies. ITS
provides an alternative to traditional methods of addressing transportation problems
and needs. In general, it can facilitate a system in becoming more efficient and
more customer-service oriented. Improvements offered by ITS technologies can
assist the transit system in increasing safety, comfort, and convenience, making the
system more attractive to the customer, and thereby increasing the potential for
additional ridership and revenue.
34
ITS consists of six major components, or classifications, with some overlapping
aspects. Advanced Public Transportation Systems (APTS) is the application of
technologies to improve the reliability, safety, and productivity of public
transportation.
Public transit systems also benefit or participate in other
components of ITS besides APTS. Transit systems can be involved with Advanced
Traveler Information Systems (ATIS), which includes the provision of pre-trip and invehicle information to motorists on current traffic and other conditions and real-time
guidance on route information. Transit systems may also benefit from Advanced
Traffic Management Systems (ATMS), which includes the development and
operation of advanced transportation surveillance and monitoring systems to
provide detection, communications and control functions in major travel corridors.
Public transit ITS applications range from basic electronic devices, such as video
cameras (for in-vehicle or transfer center surveillance) to major systems, such as
automatic vehicle location systems. Transit ITS applications are often categorized
broadly under four sets of services or technologies. The categories are fleet
management, traveler information, electronic fare payment, and transportation
demand management. Examples of the sort of applications in each category are
shown below:
3.2 .1.1
•
•
•
•
•
•
•
•
Transit management centers
Transit vehicle tracking
Transit operations software
Geographic Information Systems (GIS)
Automatic passenger counters (APC)
Transfer connection protection
Vehicle diagnostics
Collision avoidance
3.2.1.2
•
•
•
•
•
Fleet Management
Traveler Information
Pre-trip and en-route transit information
In-terminal/wayside information systems
In-vehicle information systems (automatic annunciation)
Automated trip planning
Multimodal traveler information
3.2.1.3
Electronic Fare Payment
• Automated fare payment systems
• Multi-operator integrated fare systems
35
3.2.1.4
•
•
•
•
Transportation Demand Management
Traffic signal priority
Real-time ridesharing
Mobility manager
High Occupancy Vehicle (HOV) facility operations
In general terms, transit ITS applications benefit the transportation system in four
major ways, as follows:
• ITS increases safety, comfort, and convenience for passengers, and thus
increases attractiveness to customers.
• It improves transit efficiency and thus helps to reduce operating costs.
• It assists transit operations managers and vehicle operators by automating some
of the more labor-intensive duties. By making their job easier, it allows them to
focus on other issues and allows better job performance.
• ITS promotes an intermodal transportation system that helps motorists transition
between vehicles and transit, offering greater alternatives and options.
3.3
ITS Systems Utilized by The T or Under Consideration for Short-Range
Implementation
The T has been developing ITS projects for a number of years. The following
sections provide a brief description of these projects that are either underway or
planned for implementation in the near future.
3.3.1 Automated Fleet Management Systems
A reliable and accurate functioning Vehicle Maintenance System is one of the most
important elements in a transit system’s operations. The T has an automated
system for monitoring fluids, mileage and tire tracking. Automatic recording and
capture of mileage data is accomplished through a hub-mounted trip recorder
installed on each of the buses. Each time a bus is serviced, its vehicle number and
current life-to-date mileage is transmitted from the trip recorder installed on the bus
to the fixed mount receivers installed in each service lane. Fluids dispensed to the
bus are automatically recorded and a complete record with vehicle number,
mileage, and fuel and oil dispensed is stored on a computer controller. Once each
day, the computers transfer the data to the network server. Fuel tank monitoring is
also possible in the future.
3.3.2 Automated Scheduling Software
The T uses computerized scheduling software for both the MITS service and Rider
Request services. The software reduces the time that telephone dispatchers spend
developing daily trip manifests for services, and prepares the trip schedule in the
36
most efficient manner. The Employer Services group also uses computer software
to provide dynamic rideshare matching in a nine-county area.
Computer software is also used for regularly scheduled refinements of the fixed
route bus system. These schedule/route changes have traditionally been made
three times a year. The T expects to begin quarterly changes, each year in
January, April, July, and October. When The T introduced the Rider Request
service concept in January 1998, a total re-design of the bus fixed route system was
also completed. It was the first major re-design in the history of the bus system’s
service.
3.3.3 Automated Fare Payment Systems
The T currently uses GFI registering fareboxes. These fareboxes allow for reporting
of information on fares received daily, by fare category (cash, ticket, token, transfer
slip). However, there are plans for a totally new farebox system for all T vehicles in
revenue service that will be coordinated with Dallas Area Rapid Transit.
The two public transit systems are planning a combined procurement that will
enable interoperability. Thus, passengers would be able to use the same fare
media for The T, DART, and the Trinity Railway Express. It is suggested that any
other transit systems providing services in the Fort Worth - Dallas region, when
considering fare payment systems, should consider the same system to facilitate
intermodal transportation.
In addition to facilitating passenger convenience, by allowing cash or other smart
fare media, the system will also be a management tool related to operations of the
vehicle. A smart card used by the vehicle operator could allow the system to record
information about the operator, the vehicle operations, be tied in to the vehicle
signage, and other vehicle systems.
3.3.4 Communications Systems
The current radio communications system used by the T does not provide all of the
communications links desired.
A major upgrade of the system is under
consideration. Bus operators now have the ability to hit a “panic button” that alerts
the dispatch office that there is an emergency on the bus. That feature will also be
considered for improvements in the communications upgrade.
3.4
ITS Elements Being Planned by The T
The T will be considering advanced technologies in the coming years to improve its
own efficiency and to attract and maintain a greater customer base. Many of the
advances provided by ITS result in greatly increased information and become
exponentially beneficial to all citizens of a region when that information is shared
among the various governmental institutions. The traveler and the taxpayer are the
ultimate beneficiaries of an integrated “user friendly” system of transport.
37
Below is an initial listing of proposed ITS projects that are already being considered
by The T as it proceeds in the “Integrated Intermodal Plan for Communications
Systems” study. The Regional Transportation Council has also endorsed all of the
elements under consideration in the Mobility 2020 plan for the region.
3.4.1 Fleet Management
3.4.1.1
Transit Vehicle Tracking
An automated vehicle location (AVL) system determines the real-time location of
transit vehicles and transmits the locations to the dispatch center where they appear
on a computerized map. Such a system also enables computer-aided dispatch
(CAD) technologies. The T is considering several existing AVL systems that rely on
Global Positioning Systems (GPS).
Information provided by an AVL system can also be used for the following:
• correcting on-time performance
• improving operations and planning (through scheduling and run-cutting)
• providing input to traveler information systems (including vehicle annunciation
systems)
• locating vehicles in times of emergencies (crimes in progress or medical
emergencies)
The T is especially interested in implementing an AVL system to facilitate greater
utilization of the Rider Request concept in additional service areas and the MITS
service. It would also allow real-time scheduling and itinerary planning, rather than
the 24-hour advance reservations program now used.
3.4.1.2
In-Vehicle Navigation
In-vehicle navigation tools would allow the transit operators to more efficiently serve
MITS passengers and Rider Request areas during the non-fixed route part of the
service by providing the operator with geographic location (street) information and
directions to the next stops.
3.4.1.3
Communications System Enhancements
A communications system that will enable
communications links is being considered:
• Bus to bus
• Bus to dispatch
• Bus to customer service
and
enhance
the
following
38
• Bus to passenger (through exterior bus signs and interior bus announcements)
• System to passenger (through “next-bus” information available at transfer
centers)
3.4.1.4
Interagency Communications
As mentioned in other parts of this plan, one of the main benefits of an area-wide
ITS program is the sharing of video and traffic data among the various agencies for
the purpose of coordinated, integrated transportation management, particularly
under incident conditions. A “virtual” transportation center can provide for these
interagency communications, through telephone or Internet connections initially.
The T should be a participant in the development of this system.
3.4.1.5 Security Surveillance
The T is considering the installation of security cameras on the transit vehicles, as
well as at the five major transfer centers, to supplement the system’s use of security
forces.
3.4.1.6
Automated Passenger Counters
Automated passenger counters are being considered, to provide additional
information on the number of passengers using the vehicles daily and details of that
use.
3.4.2
Traveler Information
3.4.2.1
Kiosks
Information kiosks are being considered that will provide riders and potential riders
with information about system services. Under consideration are options as simple
as providing a telephone connection to the Customer Service Information Line or as
elaborate as a touch-screen computer system that would provide route planning.
Also being considered is “next bus” information on displays in the kiosks, that would
include bus numbers or route names and expected arrival times.
Kiosks would potentially be located at transit transfer centers, The T customer
service center, DFW Airport, and other major destinations (employment centers,
malls, etc.).
3.4.2.2
Automated Telephone Information / Internet Access
The real-time traveler information allowed by the AVL system would be available at
the kiosks, but could also be coordinated with other passenger information outlets
such as an automated telephone customer service and information available
through an Internet connection.
39
3.4.3 Transportation Demand Management
3.4.3.1
Traffic Signal Priority
The T may be able to take advantage of the City of Fort Worth’s newly operational
Opticom traffic signal preemption system to allow priority to the bus service. Initially
utilized by public service vehicles (police, fire, and ambulance), this system can
facilitate public transit bus operations as well. There is a Transit Cooperative
Research Project underway to evaluate the effectiveness of transit preemption and
assess its impact on traffic flow.
3.5
APTS Summary for The T
Cooperation among the various agencies responsible for the transportation system
and application of ITS technologies will greatly enhance travel in the area. All
modes, including transit, should realize greater operating efficiencies and improved
effectiveness. The provision of real-time information on traffic conditions through an
integrated system will allow The T to respond to accidents and other incidents in a
proactive manner by rerouting and rescheduling buses. Providing real-time
information on traffic and transit to individuals will allow them to make more
informed travel choices, taking advantage of all alternative travel means available.
40
4. FORT WORTH REGIONAL ITS PRIORITY DEVELOPMENT
This chapter presents the development of priorities for focus during the Fort Worth
Regional ITS Plan development process. The first section outlines the process and
results from the determination of priorities by the Steering Committee for the ITS
elements that were considered important to the Fort Worth area. The second
section presents the priorities developed by the Steering Committee for the three
major components of the National ITS Architecture: user services, subsystems, and
market packages. The final sections focus on the development of short-term ITS
solutions for 8 key freeway sections in the study area.
4.1 Steering Committee Priorities for Regional Mobility Issues
4.1.1 Development of Priority Issues
The FWRITS Steering Committee was polled, via two faxed questionnaires, as to
the relative importance of mobility issues facing the Fort Worth area. A list of 18
different problem areas was ranked from the most urgent to the least urgent
problem area. Topics and problem areas were developed by the Steering
Committee, and issues included incident management, traffic surveillance and
monitoring, priority corridor development, pre-trip and in-route traveler information,
interjurisdictional signal coordination, and other topics the poll-takers identified as
urgent. Of these topics, the ranking for incident management enhancement was
the number one priority for the majority of the transportation professionals polled, as
shown in Appendix A. It was immediately apparent that as in the Dallas side of the
region, the focus of the project would be improved incident management.
A second, more detailed fax questionnaire summarized the ranking for the eighteen
problem areas, as shown in Appendix B. Twenty-six respondents from 20 agencies
reported that, in their opinion, the top three problem areas related to incident
management. Specifically, the top three problem areas were freeway incident traffic
control, freeway incident clearance times, and incident detection on freeways (tied
for third with freeway capacity). The problem areas that ranked fifth and sixth also
related to incident management: frontage road signal coordination during incidents,
and traffic condition monitoring on freeways. Incident management issues ranked
as much lower priority on the list were freeway incident response times by
emergency vehicles, and traffic control planning for special events.
4.1.2 Determination of Priority Corridors
The project Steering Committee and project staff developed several methods for the
prioritization of travel corridors in the Fort Worth sub-area. Early in the project, a
fax survey was administered to the Steering Committee to determine their perceived
mobility problem locations (i.e., freeway sections, freeway to freeway interchanges,
freeway/arterial interchanges, and arterial sections) and areas for focus in the ITS
plan development effort. Because of the focus on incident management, the project
staff decided that freeways and freeway corridors would receive primary emphasis
in the prioritization of travel corridors, however, regional arterials (as designated by
41
the Mobility 2010 Plan Update (1)) within those freeway corridors would also be
included in the plan.
After a wide range of mobility problem locations (Appendix B) were identified in the
fax survey, a more analytical approach for prioritization of freeway corridors was
desired. A level-of-service (LOS) analysis for all of the freeway facilities in the Fort
Worth sub-region was performed using both existing volume data (1995) and future
volume data (NCTCOG 2020 Mobility Plan (2)). LOS classifications for the peak
traffic periods on logical sections of freeway were developed using the 1994
Highway Capacity Manual in order to designate the priority corridors. It was
decided that freeways experiencing congested conditions (i.e., LOS E or F) during
the peak periods with both 1995 and 2020 volumes would be designated as
“Strategic Freeways”. The Strategic Freeway designation would allow the freeways
with the most congestion to receive priority status in the evaluation of the rapid (i.e.,
near-term) deployment of ITS elements and projects. In addition to the LOS criteria,
a freeway segment was considered strategic if it provided a critical link between two
strategic segments. Figure 4-1 provides a graphical representation of the segments
designated as Strategic Freeways. The figure also labels the freeways without
recurring congestion (i.e., LOS A - D) as “Other Freeways” and shows the roadways
designated as Regional Arterials by the NCTCOG. The following facilities were
designated as Strategic Freeways:
•
•
•
•
•
•
•
•
•
•
•
•
IH 30: West Loop 820 (Jim Wright Freeway) to Dallas/Tarrant County Line
IH 35W: FM 3391 (Renfro Street) to US 287
IH 20: West Loop 820 to Dallas/Tarrant County Line
North Loop 820: IH 35W to SH 121 (Airport Freeway)
East Loop 820: SH 121 (Airport Freeway) to IH 20
SH 360: IH 20 to SH 183
SH 183: North Loop 820 to Dallas/Tarrant County Line
SH 121: IH 35W to North Loop 820
SH 121: SH 183 to SH 114
SH 121: SH 114 to IH 635 (LBJ Freeway)
SH 114: FM 1709 to Dallas/Tarrant County Line
International Parkway: SH 183 to SH 121
4.1.3 Other Considerations for Deployment Implementation Priorities
There were several other considerations in the development of the deployment
implementation priorities for the Fort Worth Regional ITS Deployment Plan. The
following list outlines and gives a brief explanation of the other considerations:
1. Relationship of the project to the ITS goals developed by the Steering
Committee for the Fort Worth Regional ITS Plan;
42
Figure 4- 1. Classification of Freeways and Arterials
43
2. User service, subsystem, and market packages priorities identified by the
Steering Committee for the development of the regional ITS architecture;
3. Relationship to other existing ATMS projects, on-going ATMS projects, or
programmed ATMS projects with an emphasis on systems development;
4. Ease of implementation/project complexity;
5. Cost of project; and
6. High potential for success in terms of benefits provided.
4.2
Priorities for ITS User Services, Subsystems, and Market Packages
This section documents the development of priorities by the Steering Committee for
the three major components of the National ITS Architecture: user services,
subsystems, and market packages. These three architecture components are
interrelated and are the basic building blocks for an ITS system. The progression
from subsystems to user services and then to market packages provides increasing
detail. The subsystem component is the highest and most basic component of the
National ITS Architecture. It is divided into four broad categories: centers, roadside,
traveler, and vehicles. The user service component is basically a menu of ITS
applications that includes a wide range of potential deployment initiatives. The final
component, market packages, is the most detailed and contains specific information
on ITS systems that are ready for deployment. The relationship between user
services, subsystems, and market packages is more fully explained in Chapter 7.
4.2.1 User Service Priorities
A significant effort that was undertaken by the Steering Committee was the
development of a consensus on priorities for the 30 user services contained in the
National ITS Architecture. Each of the user services was assigned a priority of high,
medium, or low depending upon their relative importance to the Steering Committee
members. Table 4-1 provides the priorities assigned to each of the individual ITS
user services. The table also shows the potential private sector role (lead, support,
or minimal) and identifies potential lead local agencies. These priorities were used
to develop the Fort Worth Regional ITS Architecture (Chapter 7) and to guide the
proposed deployment strategies contained in Chapter 8.
4.2.2 Subsystem Priorities
The Steering Committee developed priorities for the individual components of the
center, roadside, traveler, and vehicle subsystems. Each of the subsystem
components was assigned a priority of high, medium, or low depending upon their
relative importance to the Steering Committee members. Table 4-2 provides the
priorities assigned by the Steering Committee to each of the individual ITS user
services. These priorities were used to develop the Fort Worth Regional ITS
44
Architecture (Chapter 7) and to guide the proposed deployment strategies
contained in Chapter 8.
4.2.3 Market Package Priorities
The Steering Committee developed priorities for the individual market packages
contained in the National ITS Architecture. Market packages are a National ITS
Architecture concept that identify “units of deployment for ITS user services”.
There are 56 individual market packages grouped into seven categories: Advanced
Transportation Management Systems (ATMS) - 15; Advanced Public Transportation
Systems (APTS) - 7; Advanced Traveler Information Systems (ATIS) - 9; Advanced
Vehicle Safety Systems (AVSS) - 11; Commercial Vehicle Operations (CVO) - 10;
Emergency Management (EM) - 3; and ITS Planning (ITS) - 1. Each of the market
packages was assigned a priority of high, medium, or low depending upon their
relative importance to the Steering Committee members. Table 4-3 provides the
priorities assigned by the Steering Committee to each of the individual ITS market
packages. These priorities were used to develop the Fort Worth Regional ITS
Architecture (Chapter 7) and to guide the proposed deployment strategies
contained in Chapter 8.
4.3 Problem Locations Assessment for ITS Solutions of Key Freeway Sections
This section describes the efforts undertaken to assess some of the key freeway
sections identified as mobility problem areas by the Steering Committee and a
Level-of-Service (LOS) analysis.
4.3.1 Action Plan
A two-part Action Plan was developed by TTI and presented to the Fort Worth Regional ITS
Steering Committee to outline action items related to ITS priority development (part I) and the
identification of mobility problem locations (part II). This Action Plan called for the assessment of
potential for ITS solutions or enhancements at the highest rated locations for the freeway section,
freeway-freeway interchange, arterial section, and freeway-arterial interchange categories.
Potential short-term, site specific ITS solutions for the 8 freeway sections in the Fort Worth
District identified by the Steering Committee to be priority segments are identified based on the
information, to the extent available, in Table 4-4.
45
Table 4-1. Prioritizing ITS User Services
Priority
Private Sector
Role
Lead Local Public Agencies
Î Emission Testing and Mitigation
Medium
Support
NCTCOG
Ï En-Route Driver Information
High
Support
TxDOT
Ð Incident Management
High
Support
TxDOT, Cities
Ñ Route Guidance
Low
Lead
TxDOT, Cities
Ò Traffic Control
High
Minimal
TxDOT, Cities
Ó Traveler Services Information
Low
Lead
NCTCOG, Chambers
Ô Highway-Rail Intersection
Low
Support
TxDOT, Cities
Î Demand Management and Operations
Medium
Minimal
Railtran, TxDOT, The T
Ï Pre-Trip Travel Information
High
Support
NCTCOG, TxDOT, Cities
Ð Ride Matching and Reservation
Medium
Support
The T
Î En-Route Transit Information
Med/High
Minimal
The T
Ï Personalized Public Transit
Med/High
Support
The T, Handitran
Ð Public Transportation Management
High
Minimal
The T
Ñ Public Travel Security
High
Minimal
The T
Low/Med
Lead
N. TX Tollway Authority, DFW Airport
Î Automated Roadside Safety Inspection
Low
Support
TxDOT, Dept. of Public Safety
Ï Commercial Vehicle Administrative Process
Low
Lead
TxDOT
Ð Commercial Vehicle Electronic Clearance
Low
Support
TxDOT
Ñ Freight Mobility
High
Lead
TxDOT
Ò Hazardous Materials Incident Response
High
Support
TxDOT, Cities
Ó On-Board Safety Monitoring
Low
Lead
Cities
Î Emergency Notification and Personal Security
Low
Lead
Cities – 911 Centers
Ï Emergency Vehicle Management
High
Support
TxDOT, Cities – 911 Centers
Î Automated Highway System
Low
Lead
TxDOT
Ï Intersection Collision Avoidance
Medium
Lead
TxDOT, Cities
Ð Lateral Collision Avoidance
Low
Lead
TxDOT
Ñ Longitudinal Collision Avoidance
Low
Lead
TxDOT
Ò Pre-Crash Restraint Deployment
Low
Lead
TxDOT
Bundle; User Services
Travel and Transportation Management
Travel Demand Management
Public Transportation Operations
Electronic Payment
Î Electronic Payment Services
Commercial Vehicle Operations
Emergency Management
Advanced Vehicle Control & Safety Systems
46
Table 4-2. ITS Subsystem Priorities
SUBSYSTEMS
PRIORITY
Centers
Commercial Vehicle Administration (CVAS)
Emergency Management (EM)
Emissions Management (EMMS)
Fleet and Freight Management (FMS)
Information Service Provider (ISP)
Planning Subsystem (PS)
Toll Administration (TAS)
Traffic Management (TMS)
Transit Management (TRMS)
LOW
HIGH
MEDIUM
LOW
HIGH
MEDIUM
LOW/MEDIUM
HIGH
HIGH
Roadside
Commercial Vehicle Check (CVCS)
Parking Management (PMS)
Roadway Subsystem (RS)
Toll Collection (TCS)
LOW
LOW
HIGH
LOW/MEDIUM
Traveler
Personal Information Access (PIAS)
Remote Traveler Support (RTS)
HIGH
MEDIUM
Vehicles
Commercial Vehicle Subsystem (CVS)
Emergency Vehicle Subsystem (EVS)
Transit Vehicle Subsystem (TRVS)
Vehicle (VS)
LOW
HIGH
MEDIUM
LOW
Table 4-3. ITS Market Package Priorities (Part 1)
Market Package
Market Package Name
ATMS 01
Network Surveillance
Priority
HIGH
ATMS 02
Probe Surveillance
HIGH
ATMS 03
Surface Street Control
HIGH
ATMS 04
Freeway Control
HIGH
ATMS 05
HOV and Reversible Lane Management
HIGH
ATMS 06
Traffic Information Dissemination
HIGH
ATMS 07
Regional Traffic Control
HIGH
ATMS 08
Incident Management System
HIGH
ATMS 09
Traffic Network Performance Evaluation
HIGH
ATMS 10
Dynamic Toll/Parking Fee Management
LOW
ATMS 11
Emissions and Environmental Hazards Sensing
LOW
ATMS 12
Virtual TMC and Smart Probe Data
LOW
ATMS 13
Standard Railroad Grade Crossing
LOW
ATMS 14
Advanced Railroad Grade Crossing
ATMS 15
Railroad Operations Coordination
MEDIUM
APTS 1
Transit Vehicle Tracking
MEDIUM
APTS 2
Transit Fixed-Route Operations
HIGH
APTS 3
Demand Response Transit Operations
HIGH
APTS 4
Transit Passenger and Fare Management
HIGH
APTS 5
Transit Security
HIGH
LOW
47
Table 4-3. ITS Market Package Priorities (Continued)
APTS 6
Transit Maintenance
HIGH
APTS 7
Multi-modal Coordination
HIGH
ATIS 1
Broadcast Traveler Information
HIGH
ATIS 2
Interactive Traveler Information
HIGH
ATIS 3
Autonomous Route Guidance
LOW
ATIS 4
Dynamic Route Guidance
HIGH
ATIS 5
ISP Based Route Guidance
HIGH
ATIS 6
Integrated Transportation Management/Route Guidance
ATIS 7
Yellow Pages and Reservation
LOW
ATIS 8
Dynamic Ridesharing
LOW
ATIS 9
In Vehicle Signing
LOW
AVSS 1
Vehicle Safety Monitoring
LOW
AVSS 2
Driver Safety Monitoring
LOW
AVSS 3
Longitudinal Safety Warning
LOW
AVSS 4
Lateral Safety Warning
LOW
AVSS 5
Intersection Safety Warning
LOW
AVSS 6
Pre-Crash Restraint Deployment
LOW
AVSS 7
Driver Visibility Improvement
LOW
AVSS 8
Advanced Vehicle Longitudinal Control
LOW
AVSS 9
Advanced Vehicle Lateral Control
LOW
AVSS 10
Intersection Collision Avoidance
LOW
AVSS 11
Automated Highway System
LOW
CVO 1
Fleet Administration
LOW
CVO2
Freight Administration
LOW
CVO 3
Electronic Clearance
LOW
CVO 4
CV Administrative Processes
LOW
CVO 5
International Border Electronic Clearance
LOW
CVO 6
Weigh-In-Motion
LOW
CVO 7
Roadside CVO Safety
LOW
CVO 8
On-board CVO Safety
LOW
CVO 9
CVO Fleet Maintenance
LOW
CVO 10
HAZMAT Management
LOW
EM 1
Emergency Response
HIGH
EM 2
Emergency Routing
HIGH
EM 3
Mayday Support
HIGH
ITS 1
ITS Planning
HIGH
MEDIUM
48
Table 4-4. Criteria for Assessment of Key Freeway Sections
Key traffic volume information [Average Daily Traffic (ADT) values, volumeto-capacity (V/C) ratio, and peak period level-of-service (LOS)];
Key geometric information [# of lanes, median width, shoulder widths, and
frontage road # of lane and continuity];
Description of congestion periods and patterns [description of
recurrent congestion for the morning and evening peak periods];
Current or planned geometric/operational improvements [brief description
of current and planned projects for improving geometry or operations];
Current or imminent ITS elements available [listing of ITS elements that are
either currently deployed or are going to be deployed in the near future];
Alternate route rating [rating (poor, fair, or good) and description of the
parallel alternate routes]; and
TxDOT Courtesy Patrol coverage [description of coverage and whether or
not the facility is on a dedicated route].
4.3.2
Determination of Key Freeway Sections
The key freeway segments included in this assessment were determined from the combined
results of the priority rank in a fax questionnaire sent to Steering Committee members and a
LOS analysis ranking of freeway sections in Tarrant County. Not surprisingly, the subjective
opinions of the freeway sections with the most significant mobility problems in the fax
questionnaire and LOS analysis produced very similar results. The key freeway segments for
further assessment were determined as shown in Table 4-5.
Table 4-5. Key Freeway Segments
IH 820 N:
SH 183:
SH 360:
IH 30:
IH 30:
IH 20:
IH 820 E:
SH 114/121:
From
From
From
From
From IH 35Wto
SH 121/183
From IH 820 N
to
Dallas/Tarrant County Line
From IH 20
to
SH 183
Summit
to
Beach
Cooper to
SH 360
IH 820 E
to
Dallas/Tarrant County Line
From IH 30
to
SH 183
FM 1709
to
Dallas/Tarrant County Line
49
4.3.3
ITS Solutions List
A generic list, shown in Table 4-6, was developed in order to have a menu of potential ITS
solutions for the problems identified on the key freeway sections. The ITS solutions were divided
into four major categories: incident management, traffic control, traveler information, and
surveillance and detection. Each category and the corresponding solutions are assigned
reference numbers that are used for identification during the assessment. In addition to the ITS
solutions, the potential for a non-ITS solution such as bottleneck improvement was also
considered in the assessment.
4.3.4
Assessment Results
This section presents a summary of the results of the assessment for potential ITS solutions for
each of the key freeway segments identified earlier in this text. During the assessment, it
became apparent that it made sense to divide two sections, SH 183 from IH 820 N to
Dallas/Tarrant County Line and SH 360 from IH 20 to SH 183, into shorter sections because of
the different traffic characteristics throughout the corridors. The SH 183 section was divided into
a 5½ mile section from IH 820 N to the SH 121 merge and another 5½ mile section from the SH
121 merge to the Dallas/Tarrant County Line. The SH 360 section was divided into a 6 mile
section from IH 20 to IH 30 and another 6 mile section from IH 30 to SH 183.
The assessment results for each key freeway section are presented in Appendix C. Each
location contains the traffic volume information, geometric information, congestion periods and
patterns, current or planned geometric or operational improvements, current or imminent ITS
elements available, alternate routes rating, courtesy patrol coverage, and assessment of
potential for ITS solutions. Diagrams of each facility showing major cross streets and
approximate location of the potential ITS solutions are also provided with each. A summary is
provided in Tables 4-7 through 4-9.
50
Table 4-6. Potential ITS Solutions
1.0
Incident Management:
1.1
Incident response signal timing plans
1.2
1.3
1.4
1.5
1.6
1.7
Courtesy Patrol
Portable Highway-Advisory-Radio
Portable Dynamic Message Signs
Portable closed circuit television cameras (CCTV)
Reference location signs for Identification of incident locations
Other
2.0
Traffic Control:
2.1
2.2
2.3
2.4
2.5
2.6
Dynamic/changeable lane assignment capability at intersections
Flow signals
Lane control signals
Signal upgrades
Truck safety applications
Other
3.0
Traveler Information:
3.1
3.2
3.3
3.4
Dynamic Message Signs
Highway-Advisory-Radio
Information Kiosks
Other
4.0
Surveillance and Detection:
4.1
4.2
4.3
4.4
4.5
4.6
4.7
Inductive loop detectors
Radar/microwave detector stations
Video imaging detector stations
Closed circuit television cameras (CCTV) - live video
Closed circuit television cameras (CCTV) - compressed video
Automatic Vehicle Identification (AVI) - probe vehicle reader stations
Coordination between TxDOT and City systems
5.0
Other (Non-ITS Solutions)
51
Table 4-7. Fort Worth E/W Key Freeway Corridor ITS Potential Assessment
IH 820 North Loop - IH 35W to SH 183:
1.2
1.6
4.5
5.0
Courtesy Patrol - increase courtesy patrols in this section due to the high congestion level and potential
capacity reduction that any accident or incident causes in a two-lane section;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Compressed CCTV - install cameras at Rufe Snow and IH 35W in order to monitor areas of recurrent
congestion along this facility; and
Bottleneck improvement - consider the possibility for short-term geometric improvements for the IH 35W
interchange connections to IH 820 North Loop.
SH 183 - IH 820 North Loop to SH 121 merge:
1.1
1.2
1.6
3.2
4.7
Incident response signal timing plans - develop signal timing plans to make Bedford-Euless Road a more
attractive alternate route;
Courtesy Patrol - add this section of SH 183 to the dedicated routes because it has the highest ADT
volumes in the Fort Worth District;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Highway Advisory Radio - install a HAR near the SH 183/SH121 interchange in order to provide
information to motorists on both SH 183 and SH 121 as they go towards DFW Airport and North Dallas
destinations; and
Coordination of ITS systems - achieve coordination between TxDOT and City of Hurst ITS systems.
IH 30 - Cooper to SH 360:
1.1
1.6
4.5
4.7
Incident response signal timing plans - develop signal timing plans to make Lamar Boulevard a more
attractive alternate route;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Compressed CCTV - install a camera near Nolan Ryan to monitor recurrent congestion and traffic in the
vicinity of Six Flags, Arlington Convention Center, and the Ballpark in Arlington; and
Coordination of ITS systems - achieve coordination between TxDOT and City of Arlington ITS systems.
IH 30 - Summit to Beach:
1.1
1.4
1.6
2.5
4.7
Incident response signal timing plans - develop signal timing plans to make Lancaster a more attractive
alternate route;
Portable Changeable Message Sign - utilize portable CMS during the IH 30/IH 35W “Mixmaster”
interchange reconstruction project to provide motorists with information;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Truck safety applications - install advanced warning systems to alert large trucks of potential safety hazards
to connectors and ramps in the vicinity of the Mixmaster interchange; and
Coordination of ITS systems with the City of Fort Worth - achieve coordination between TxDOT and City of
Fort Worth ITS systems.
52
Table 4-8. North-South Key Freeway Segments ITS Potential Assessment
SH 360 - IH 20 to IH 30:
1.1
1.6
3.1
4.7
5.0
Incident response signal timing plans - develop signal timing plans to make Spur 303 (Pioneer
Parkway) a more attractive alternate route;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Changeable Message Sign - install a CMS for southbound traffic near Abram so that information can
be provided to motorists as they approach Spur 303 and IH 20;
Coordination of ITS systems - achieve coordination between TxDOT and City of Arlington ITS
systems; and
Bottleneck improvement - consider the possibility of short-term geometric improvements in the vicinity
of the SH 360/IH 20 interchange.
SH 360 - IH 30 to SH 183:
1.6
3.1
5.0
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations;
Changeable Message Sign - install a double-sided CMS at Riverside so that information can be
provided to both southbound and northbound traffic; and
Bottleneck improvement - consider the possibility of short-term geometric improvements in the vicinity
of the SH 360/SH 183 interchange.
IH 820 East Loop - IH 30 to SH 183:
1.6
2.2
4.5
4.7
5.0
Reference location signs for identification of incident locations - install reference location
signs and overpass name signs to help motorists accurately identify incident locations;
Flow Signals - install a flow signal on the southbound entrance ramp from Trinity Blvd;
Compressed CCTV - install cameras at SH 10 and Randol Mill in order to monitor areas
of recurrent congestion along this facility;
Coordination of ITS systems - achieve coordination between TxDOT and City of Hurst
ITS systems; and
Bottleneck improvement - consider short-term geometric improvements on the
connection from SH 121 to southbound IH 820 East Loop (currently a stop controlled
intersection exists), consider the possibility for adding an auxiliary lane on northbound IH
820 between the Trinity entrance ramp and the exit to SH 10 (Hurst Boulevard).
53
Table 4-9. Regional (Fort Worth to Dallas) E/W Key Freeway Corridor
ITS Potential Assessment
SH 114/SH121 - FM 1709 to Dallas/Tarrant County Line
1.2
4.5
5.0
Courtesy Patrol - Add this short route as an extension of the planned designation of SH 183
through the mid-cities area;
Closed-circuit television cameras (Compressed Video) - Add in conjunction with the Courtesy
Patrol to aid in incident management. The radio broadcast services or the network news
media because of flight restrictions do not normally cover this area of freeway for helicopters
near DFW International Airport. This section of freeway is also heavily used as an approach
to the Texas Motor Speedway so the video surveillance could provide benefits during special
events; and
Bottleneck improvement - Improvements near William D. Tate are currently under
construction. Serious consideration should be given to address lane balance problems at the
Dallas/Tarrant County line in the eastbound direction. More detailed bottleneck study is
needed at the southbound SH 121 entrance to westbound SH 114 (north of D/FW Airport).
SH 183 - SH 121 merge to Dallas/Tarrant County Line:
1.1
1.2
1.6
5.0
Incident response signal timing plans - develop signal timing plans to make SH 10 a more attractive
alternate route;
Courtesy Patrol - add this section of SH 183 to the dedicated routes because of the high ADT volumes
and to provide coordination with the Dallas District;
Reference location signs for identification of incident locations - install reference location signs and
overpass name signs to help motorists accurately identify incident locations; and
Bottleneck improvement - consider the possibility of short-term geometric improvements
in the
vicinity of the SH 360/SH 183 interchange.
IH 20 - IH 820 East Loop to Dallas/Tarrant County Line
1.1
1.2
1.6
2.1
2.3
4.4
4.7
5.0
Incident response signal timing plan - develop signal timing plans to make the Frontage
Roads, Green Oaks and Mayfield more attractive alternate routes;
Courtesy Patrol (Peak Period) - increase courtesy patrol coverage along this section of
freeway during the peak periods. Could be added to the SH 360 routes;
Reference location signs for identification of incident locations - install reference location
signs and overpass name signs to help motorists accurately identify accident locations;
Dynamic lane assignment capability - consider incorporating dynamic lane assignments at
several frontage road locations;
Lane control signals - continue the lane control signals that are located on IH 20, just west of
this section;
Closed circuit television cameras (CCTV) - Continue expanding the existing system along IH
20 from IH 820 East Loop to the Dallas/Tarrant County Line;
Coordination of ITS systems - achieve coordination between TxDOT and the Cities of
Arlington and Fort Worth ITS systems (especially around the Parks Mall); and
Bottleneck improvements at the IH 20 and SH 360 interchange - consider the short and longterm improvements suggested at the IH 20 and SH 360 interchange.
54
References
1.
2.
Mobility 2010 Plan Update. North Central Texas Council of Governments.
January 1995.
Mobility 2020 Plan. North Central Texas Council of Governments. 1997.
55
5. INCIDENT MANAGEMENT
This chapter is divided into several sections. The first section gives some
background information on the subject of incident management. The second section
briefly describes the history of some of the significant incident management
elements in the Fort Worth region. The next section provides a discussion of the
regional goals developed for incident management.
The following section
summarizes the results of the comprehensive incident management interview
process. The subsequent section provides a summary of the major issues
uncovered during the incident management interview process and the
recommended enhancements to existing procedures and systems. The succeeding
section reports information collected from local 911 agencies about the incident
management process. Finally, the last section describes the recommended
direction for the ongoing improvement and enhancement of incident management in
the future.
5.1
Background
During both the FWRITS and Dallas ITS planning studies, it was evident that
incident management was a focus for high-benefit ITS improvements. An “incident”
is defined as any occurrence that reduces capacity on a freeway or arterial.
Incidents can consist of ordinary events such as a stalled vehicle on a freeway
shoulder which impedes traffic flow, to traffic accidents and cargo spills that require
police or emergency response, or even hazardous material spills with area-wide
impact and the potential to paralyze the transportation network. Adverse weather
conditions can constitute an incident since flooding, ice or snow require a response
from transportation agencies. Special events drawing large crowds are also
considered incidents and require detailed traffic management capabilities (1).
5.2
History of Incident Management in Fort Worth Region
As mentioned previously, the incident management focus in the Fort Worth area
has evolved during the last 25 years. During the early 1970s, overturned trucks and
spilled loads sometimes blocked area freeways for days. Additionally, maintenance
crews were often summoned from their homes late at night to respond to calls about
debris in the freeway lanes. The then-District Engineer of the Texas Department of
Transportation (TxDOT), Mr. J. R. Stone, set up the Courtesy Patrol to respond to
these problems in 1973. Later, since the crews had time available, it was decided
to expand the service to include assisting stranded motorists and assisting with
traffic control at other incident locations.
The TxDOT Fort Worth District has also had an Incident Manager for 25 years.
Howard Hill serves as the District liaison with area police and fire departments in
clearing major incidents. Mr. Hill helps bring in TxDOT resources to facilitate the
rapid removal of vehicles and spilled loads from the freeway, and has helped draft
legislation to clarify the TxDOT’s authority in keeping the freeways clear for the
56
traveling public. House Bill 312, approved on May 22, 1991, identifies the “removal
of obstructions from highways”.
The Fort Worth Area Traffic Management Team (TMT) is currently led by the
TxDOT Director of Transportation Operations, Wallace Ewell, and has been in
existence for over fifteen years. The TMT is comprised of members of TxDOT,
several area city transportation and police departments, the North Central Texas
Council of Governments (NCTCOG), the Federal Highway Administration, the Texas
Transportation Institute (TTI), and others.
The TMT has provided an informal
setting for creative solutions to problems that are often complex and multijurisdictional.
5.3
Establishment of Goals for Incident Management
At the second joint meeting of the Dallas and FWRITS Steering Committees, the
development of regional goals for incident management was discussed. This open
discussion invited the participants to share experiences and ideas relating to
incident management that are working and to suggest areas that might be
enhanced. A flowchart guided the discussion, which spanned several hours and
included 36 representatives from 21 jurisdictions. The items listed below indicate
the discussion topics and participant suggestions. The Steering Committee
recommended a goals-based approach for identifying improvements for incident
management because of the limited funds available for transportation system
improvements. The goals are summarized in Table 5-1 and further discussed
below.
Table 5-1. Summary of Incident Management Goals
1
Immediate (real-time) detection of incidents that affect freeway flow during peak
traffic periods
2
Gather enough information from surveillance methods to insure appropriate
response actions
3
Develop and acquire equipment to support the automated dissemination of traveler
information
4
Develop a seamless, interjurisdictional incident management plan that is compatible
with regional transportation goals
5
Provide information to response agencies (i.e., police, fire, wrecker, etc.) to help
them meet their response time goals
6
Provide education, training, equipment, and any other necessary resources to help
response agencies restore roadway capacity as quickly and safely as possible
7
Gather and utilize information from existing sources (i.e., news media, radio
broadcast services, response agencies, etc.) to ascertain when incidents have been
cleared
57
5.3.1 Find out about / Locate Incident
Goal 1: Immediate (real-time) detection of incidents that affect freeway flow during peak periods
The first objective of the incident management discussion at the joint meeting was to
determine a goal for detecting and locating incidents that affect freeway traffic flow.
The goal for emergencies was to find out about them almost immediately during
peak times. The thoughts expressed by participants were that since others (i.e., 911
Public Safety Answering Points (PSAPs) know about the incidents rapidly due to
reports from motorists with cellular phones, then TxDOT and city TMC operators
should know about them also. The group defined an emergency to be a situation
when traffic flow is impacted. To accomplish Goal 1, ideas included: reference
location signs for location assistance on freeways; the integration of information
from TxDOT, 911 PSAPs and the public; and increased sharing of video feeds
between agencies from surveillance cameras.
5.3.2 Incident Verification / Dispatch
Goal 2: Gather enough information from surveillance methods to insure appropriate response actions
Knowing when there is enough information to appropriately respond was the
definition for verification used during the goal development discussion. To
accomplish Goal 2, ideas included: cameras every 1 - 1 ½ mile on freeways;
multiple video feeds for dispatch; cameras with compressed video on an ISDN line
with a cellular call instigating a look at this CCTV; and better coordination with
helicopters and traffic broadcast services.
5.3.3 Information to Motorists
Goal 3: Develop and acquire equipment to support the automated dissemination of traveler
information
Participants expressed the need to provide software integration for specific
information, so that when pertinent information is keyed in, an automated system is
activated to disseminate information. The use of a subscribed e-mail list with route
specific interests was mentioned as a possible tool that could be quickly and
cheaply implemented. Links with radio broadcast services, cable TV, and Internet
sites were mentioned for coordinating information. The use of an all-traffic radio
station, highway advisory radio, and 24-hour traffic TV were mentioned, as were invehicle options such as FM subcarrier digital pagers.
5.3.4 Implementation of a "Plan"
Goal 4: Develop a seamless, interjurisdictional incident management plan that is compatible with
regional transportation goals
There was a general discussion about the need for specific plans for incident
management. While some felt that no predetermined plan was needed during peak
58
periods since all alternate routes were fully loaded, most felt that there was a need
for pre-planning, especially in priority corridors, high accident locations, and
construction zones. It was generally thought that diversion to alternate freeway
routes was a key part of a good incident management plan, since there were often
routes flowing better than one with an incident. Participants identified that each
plan should stress moving traffic past the scene of the incident to the extent
possible. It was mentioned that the plan should be seamless and that jurisdictional
boundaries should be invisible to the motorist. Educational processes and videos
were mentioned as part of a larger plan, with the integration of available tools, ITS
plan coordination, and regional goals also mentioned.
5.3.5 Response to Scene (After Dispatch)
Goal 5: Provide information to response agencies (i.e., police, fire, wrecker, etc.) to help them meet
their response time goals
Research and additional interviews revealed that each response agency has timebased goals for response time (i.e., the time from notification to the arrival at the
incident scene). Some agencies, notably the police, have response time goals
based on the priority of the incident. Fire agencies normally base their response
time goal to traffic incidents based on the occurrence of injuries. Wrecker and
ambulance services usually have a response time goal built into their overall
performance measures included in their service contracts. It was decided that the
best approach or goal for the transportation agencies was to provide information
(i.e., construction/maintenance schedules, real-time flow conditions, video from
CCTV cameras, etc.) in order to help the response agencies meet and hopefully
improve their response time goals.
5.3.6 Clearance (Non-Hazmat)
Goal 6: Provide education, training, equipment, and any other necessary resources to help response
agencies restore roadway capacity as quickly and safely as possible
It was decided that one approach to establishing a goal for clearance was to think of
it from a partnering perspective. Clearance times and procedures would vary for
injury and non-injury accidents. For injury accidents it was decided to go to the
Emergency Medical Technicians (EMT) and see what their goals were for removing
those injured from the scene. A further evaluation of Total Stations was also
recommended in order to assess their effectiveness in reducing the incident
clearance time. Total Stations are basically computerized surveying equipment
used by the police in the investigation of traffic accidents.
5.3.7 All Clear Signal
Goal 7: Gather and utilize information from existing sources (i.e., CCTV cameras, news media, radio
broadcast services, response agencies, etc.) to ascertain when incidents have been cleared
59
The importance of the all clear signal was evident to participants in order to know
when motorist information should change back to normal. The all clear signal would
assist in providing consistently accurate information to motorists, and the discussion
led to the idea of continually interacting with motorist information (through a
software setup) to provide the latest information to motorists as it develops. CCTV
cameras, broadcast media, 911 dispatchers, and other sources would be used to
determine when the incident has been cleared and the roadway is restored to
normal operating conditions.
5.4
Comprehensive Incident Management Interviews: Process and Results
This section reflects information gathered from interviews conducted in-person and
by telephone for the agencies in Table 5-2. The information was collected in
phases during the course of the Fort Worth Regional ITS Plan development, due to
project timing considerations and interview type, and is organized below in
accordance with the four phases. All of the interviews conducted in the first three
phases involved face-to-face discussions between TTI project staff and those
interviewed. The first subsection documents the results and common themes of the
phase 1 interviews with the TxDOT Incident Manager and Fort Worth and Arlington
Police Departments. The next subsection summarizes the significant information
gathered during the phase 2 interview with the TxDOT Courtesy Patrol supervisor.
The following subsection presents some of the common themes and unique aspects
of the phase 3 interviews with the Fort Worth and Arlington Fire Departments. The
final subsection provides the results of the phase 4 telephone interviews with
several of the police departments in the Mid-Cities area of the Fort Worth Region.
Table 5-2. Incident Management Interviews
Agency
TxDOT Fort Worth District
Fort Worth Police Department
Arlington Police Department
Fort Worth Fire Department
Arlington Fire Department
Euless Police Department
Hurst Police Department
North Richland Hills Police Department
Grapevine Police Department
Bedford Police Department
60
5.4.1 Phase 1 Interviews: TxDOT, Arlington and Fort Worth Police Departments
The Phase 1 interviews with the TxDOT Incident Manager (Howard Hill), Arlington
Police Department (Travis Moore), and Fort Worth Police Department (Bill
McDonnell) revealed several common themes and findings. Each of the common
themes and findings are explained in the following subsections.
5.4.1.1
Instant Notification Of Incidents Via Cellular Phone Calls
All interviewees stressed that they have almost instant notification of
incidents via cellular phone calls. Interviewees reported dozens of phone calls
on one incident, if it is major, and that the calls go to the 911 dispatcher. Callers
are often confused as to where they are, and need a better way to locate
themselves. Each interviewee suggested guidance markers (i.e., reference location
signs) to help in this regard. One respondent said that motorists call about
accidents from cell phones "before the vehicles involved even come to a stop," and
that "everyone has cell phones; it seems like everyone at the scene has one." After
a call comes in to 911, an officer responds and is there in minutes. While the officer
is pulling up, he is already reporting back to the dispatcher about the conditions at
the incident scene, details about the exact location, need for additional emergency
equipment, and directions for the other emergency vehicles to take to get there.
Further assessment continues when he reaches the scene.
5.4.1.2
Incident Command Structure & Responsibilities Are Well Understood
There doesn't appear to be a problem defining who's in charge at the scene.
Responders to the accident scene do their job autonomously. In the Fort Worth
area, responders from different agencies often know and rely upon each other, and
this generates an additional level of comfort with how the incident is being handled.
Everyone focuses on the first priority, which is to determine if anyone is hurt and to
render medical assistance. If there is an injury, the fire department is typically in
charge because they have medical training and are often on the scene before the
paramedics arrive in an ambulance. Once the injured are taken care of, the next
priority is to clear the roadway.
5.4.1.3
Fire Department Vehicles Could Clear The Incident Scene Sooner
Fire departments could often move fire trucks earlier. Each interviewee
reported that fire trucks were often the last ones blocking traffic, and that perhaps
the fire department could use some information on the negative impacts to freeway
congestion and the increased number of secondary incidents due to slower
removal. Interviewees pointed out that attempts to reconcile this in the field have
been unsuccessful, maybe because the fire department has a military chain-ofcommand structure rather than an autonomous structure like the police department.
61
5.4.1.4
Total Station Benefits Are Primarily Experienced In The Office
Total Stations for electronic accident investigation provide a neater product
and save a lot of office time, but do not seem to save appreciable time in the
field because more data is taken. The police department representatives
reported that the Total Station equipment needs two people to use it, and training
officers is an ongoing challenge because of officer transfers and personnel
turnover. Officers really like the equipment because it does save many hours in the
office; 8 to 10 hours saved is not uncommon for drawing up a major accident.
However, time at the scene can be increased, sometimes tremendously when the
equipment has to be retrieved before the investigation can begin. One officer
reported that his city keeps the device centrally located, and when a late night major
accident occurs, investigators are summoned from home, and then they go get the
equipment and take it to the scene; the investigation time can increase by hours. It
is believed that this situation exists because of the relatively few Total Station units
available to each department compared to the number of traffic officers on duty that
have the responsibility for investigating freeway accidents.
5.4.1.5
Fatal Traffic Incidents Can Be Low Priority Calls For Police Response
A fatal accident on a Friday night, for example, is not necessarily a high
priority call for police. A call on a busy weekend night for a fatal accident can
have dozens of calls ahead of it in priority. It is also possible that during normal
weekday peak periods, a major traffic accident will have other incidents (i.e.,
shooting, stabbing, felonies in progress, etc.) ahead of it in terms of the police being
able to respond. Interviewees stressed that the priority that traffic incidents play in
the overall scope of police responsibilities is influenced by officer staffing shortages
and the trend away from the importance of traffic divisions.
5.4.1.6
Accident Investigation Sites Are Not A Good Idea
Accident Investigation Sites are not used and not really needed. Interviewees
responded that for a major or injury accident, vehicles often can not be moved,
because of the need to investigate the scene and take precise measurements
before allowing a wrecker to take the vehicles away. When a minor accident
occurs, the interviewees suggested that it would probably take about as long for the
officer to tell motorists where exactly to go (i.e., the location of the nearest Accident
Investigation Site) as it would to actually quickly investigate it and have it removed
from the roadway.
5.4.1.7
Courtesy Patrol Are Helpful To Police At Incident Scenes
Each Interviewee stressed the importance of the TxDOT Courtesy Patrol and
the need for more of them. Each of the police agencies commented that Courtesy
Patrols often allow the officer to focus less on the traffic control and more on the
rapid clearance of the incident. Some of the specialized equipment that the
Courtesy Patrol has available such as arrow boards and portable changeable
62
message signs can help officers handle traffic around major incidents and may also
reduce the occurrence of secondary incidents.
5.4.1.8
Drunk Drivers Are Major Problems For Incident Management
Each Interviewee stressed that Driving Under the Influence (DUI) and Driving
While Intoxicated (DWI) are major problems. The incidence of DUI and DWI
dramatically increases at night and these motorists are often the cause of accidents.
Also, they make investigating accidents dangerous. If an accident occurs involving
DUI or DWI, then it becomes, in effect, a crime scene and it must be investigated as
such. This adds to the incident clearance time. However, the DWI incidence is low
during peak periods, when quicker clearance times have a greater impact on
delays.
5.4.1.9
Construction/Maintenance Zone Design and Safety Can Be Improved
Construction and maintenance zones are a major problem because accidents
frequently occur in them.
Some construction zones are the site of frequent
accidents of a similar nature; particularly freeway construction zones with too-short
acceleration lanes. Advance information and participation in the design process by
traffic officers were identified as ways to mitigate future problems.
5.4.1.10
Officer Training Is Needed On Several Incident Management Subjects
Some officers are unfamiliar with the use of the officer control panel at traffic
signals. This access panel use has dropped off sharply due to officers not being
aware of how to use it. The net result is that officers are out in the middle of an
intersection exposed to traffic when they do not need to be.
Short training video tapes on a variety of subjects are needed. There are
numerous times that a short (10 min.) video tape can assist with officer training.
During roll call or other meetings, these tapes are sought after as a time filler, and
can serve to train on a variety of subjects such as the "Move It" campaign, traffic
signal control panel use, and the importance of rapid clearance of incidents (to
show new recruits).
5.4.2 Phase 2 Interview: TxDOT Courtesy Patrol
The phase 2 interview with supervisor of the TxDOT Courtesy Patrol provided a
detailed summary of Fort Worth District Courtesy Patrol operations, including
information on current routes, schedules, response times, and type of assistance
provided. There are six Courtesy Patrol trucks available, typically with two or three
units in operation at one time. Currently, there is one experienced person in the
Courtesy Patrol vehicle during the day on the weekdays, and after sunset, two
persons are deployed per vehicle. The four district maintenance sections can help
handle debris from incidents in some cases.
63
5.4.2.1
The Courtesy Patrol Effectively Responds To Over 10,000 Annual
Incidents With A $400,000 Annual Budget
The Courtesy Patrol has coverage for 24 hours a day with the exception of Saturday
and Sunday mornings between midnight and 6:30am. These time frames were
omitted because of the increased prevalence of drunk drivers during those hours
that could put Courtesy Patrol staff at increased risk. The detailed summary of
statistics is provided in Appendix D. Averages over a twelve month period reported
in Appendix D include the average number, per month, of stranded motorists
assisted (597), debris removals (222) and accident assists (46). The average time
for the Courtesy Patrol to respond to a call for service is 22 minutes, and the
vehicles covered over 30,000 miles per month. Monthly averages for the one year
time period between May 1997 and April 1998 for the assists provided to stranded
motorists are as follows:
1.
2.
3.
4.
5.
6.
7.
8.
9.
information provided (90);
pushing stalled vehicles from the roadway (17);
fuel given out (86);
flats fixed (201);
jump starts (33);
adding water due to overheating (39);
wreckers called at the motorist's request (18);
mechanical assistance (89); and
use of the Courtesy Patrol’s cellular phone (117).
5.4.2.2
Motorists With Cellular Phones Are The Primary Method Of
Notification For Courtesy Patrol Deployment
The Courtesy Patrol is deployed by three primary means, and it is estimated that
approximately 50 percent of the calls originate from drivers calling the TxDOT
dispatcher on cellular phones. The second means of Courtesy Patrol use is by
police calls to the dispatcher requesting assistance (20 to 25 percent). About 15 to
20 percent of the Courtesy Patrol assists come from patrolling and coming upon a
need for assistance. The Courtesy Patrol can assist at incidents with arrow boards,
strobe lights, cones and push bumpers and cellular phones, and make sure there
are no blind spots if the other incident response vehicles need to be located at the
scene with minimal advance warning to motorists. Other equipment is available on
a special trailer with 60 large cones, roll-up signs, and Absorb-All to help with some
types of minor spills. A separate trailer is equipped with floodlights and a generator
to help provide light to an incident scene at night. There are six portable dynamic
message signs available for use in the TxDOT Fort Worth District with three lines of
text and a maximum of nine characters per line.
64
5.4.2.3
Additional Equipment And Vehicles Will Enhance The Delivery And
Effectiveness Of Courtesy Patrol Services
Additional equipment requested includes 3 portable signs with speed radar
capability and a cellular hookup so that the messages can be changed using a
cellular phone. These signs are estimated to cost $16,000 each. One truck has a
six foot graphical sequencing arrowboard that allows the display of scrolling
messages; however, the other six Courtesy Patrol vehicles could also utilize this
feature if it were available at a cost of about $7,000 each. Three new trucks will be
acquired soon to replace three retiring vehicles; they last an average of 200,000
miles (approximately 7 months) each.
5.4.2.4
Advance Queue Warning Program Might Reduce Secondary Incidents
When assisting police officers at incident scenes, the Courtesy Patrol has several
primary functions:
1.
2.
3.
4.
5.
make lane blockages safer;
notify and update the TMC;
help decide whether traffic flow improvements are needed;
determine what needs to be done to improve flow; and
assist in the implementation of traffic control.
A new program is being implemented which will have the Courtesy Patrol vehicles
tracking the tail end of the queues that develop due to incidents, and help provide
warning to drivers of upcoming roadway conditions ¼ to ½ mile in advance. The
Courtesy Patrol is a very popular feature of the Districts’ operations with about 30
percent of assisted motorists returning the response cards.
5.4.3 Phase 3 Interviews: Arlington and Fort Worth Fire Departments
The Phase 3 interviews with the Arlington Fire Department (John Murphy) and Fort
Worth Fire Department (Hugo Esparza, Jim Marx, P.H. Rider, and Lonzo Wallace)
revealed several common themes.
5.4.3.1
Reference Location Signs Should Be Installed To Help Drivers Give
Reliable Incident Location Information To Emergency Service Providers
It was again unanimous that the primary means of detecting incidents is through
calls from cellular phones to 911. The fire department staff have indicated that
there are numerous calls for one incident, but the 911 operators must determine if it
is the first or a possible second incident which is being reported. The 911 operators
will ask for landmarks and other information until a location is determined. All of the
interviewees strongly supported the installation of reference location signs (i.e.,
frequently spaced signs that give direction, facility, and milepoint) to assist drivers in
locating themselves.
65
5.4.3.2
Fire Department Vehicles Are Often First To The Incident Scene
The fire departments dispatch the nearest engine company, in consideration of who
can first reach an incident scene. The priorities at the scene of an incident are to
first establish the safety of the scene and then to provide medical assistance
(normally stabilizing anyone that is injured). Fire departments are often the first
responders to arrive at the incident scene, and are sometimes at the scene 15-20
minutes before other assistance arrives. In this situation, if they need additional
help in securing a scene, they will radio the police dispatcher to determine an
estimated time of arrival (ETA) for the unit(s) that have been dispatched. If no ETA
is available or the ETA is more than 5 minutes, they often call for additional fire
department assistance, because they know how long it will take (just minutes) for
their own company to help. The typical response time for the fire department is 5
minutes. It is not always clear if there are injuries at the scene; some injuries show
up over a short period of time.
5.4.3.3
Fire Agencies Want Video To Determine Optimal Use Of Resources
Both the Fort Worth and the Arlington fire departments specifically mentioned how
useful it would be to have a picture or video feed from TxDOT to the 911 public
safety answering points (PSAPs) if video images were available. Both fire
departments would welcome exploring the options on how to accomplish this
because being able to see the situation would help them determine the optimal
utilization of their resources for response to an incident scene. Officials indicated
that video of an incident scene would be particularly beneficial in a hazardous
materials situation because they could remotely assess the situation instead of
having to send personnel into the spill site. For Fort Worth, a connection to the city
of Fort Worth TMC was recommended by TTI, and the work began on that
improvement that day (February 18, 1998). The city TMC will also have TxDOT
video available shortly, so that connection can be particularly useful.
Although there were many common issues identified in these interviews, there were
several unique issues for both the Fort Worth and Arlington Fire Departments. The
next subsections identify and explain several of these unique issues.
5.4.4 Unique Issues From the Fort Worth Fire Department Interview
This subsection outlines some of the unique incident management issues from the
Fort Worth Fire Department’s (FWFD) perspective.
5.4.4.1
Getting Wrecker And Ambulance Services To Incident Scenes In A
Timely Manner Appears To Be A Significant Problem In Fort Worth
One of the frustrations of the FWFD is that they can not call for a wrecker. The
police department does that based on its rotation wrecker procedure. At times, the
incident response is 5 minutes for the fire response, 45 minutes for the police
response, and then the police summon the wrecker that will come perhaps 45
66
minutes after that. The fire department can not currently summon a wrecker even
when it is evident that a wrecker will be needed because of the need for the police
to investigate the scene prior to moving any of the involved vehicles. Also, the
FWFD can summon an ambulance, but only one can be called. This is the case
even when it is evident that more than two people are injured and a second
ambulance will be needed. The first ambulance can summon a second one, but
then a waiting period begins for the second ambulance to arrive. This requires a
field assessment of those most critically injured for first transport (two persons).
FWFD officers can ride in an ambulance to assist en-route, but then they need to be
picked up from the hospital to which they were taken. FWFD staff indicated that
once police or ambulance help arrives, they are very good in doing their jobs and in
coordinating with other responders at the scene. Longer response times from
others is a problem about 10% of the time.
5.4.4.2
Field Communication Is Critical To Reopening Lanes To Traffic
Sometimes the fire department forgets to tell the police to open the freeway back up
to traffic, and they said they would not mind being reminded about this. They know
about the traffic at the scene, and not about distant back ups. The fire department
can not clean hazardous materials, but they do contain them. The fire department
can not summon a cleanup company; they call TxDOT for hazardous materials
cleanup. TxDOT, in turn, calls a cleanup contractor. Standard Operating
Procedure documents on hazardous materials response and the Incident Command
System (the command system used by most fire departments) are included in
Appendix E. The main assistance they need is for a representative from TxDOT to
be available; they rely heavily on the TxDOT Incident Manager at scenes to make
decisions and provide resources that they do not have within their own control.
5.4.5 Unique Issues From the Arlington Fire Department Interview
This subsection outlines some of the unique incident management issues from the
Arlington Fire Department’s (AFD) perspective.
5.4.5.1
There Is A Willingness To Share Information On Incidents Reported
To 911 Dispatcher With The Traffic Management Center
The City of Arlington has a joint dispatch center on the third floor of the public safety
building, and it houses 911, police and fire department dispatch. The AFD indicated
a willingness to send information on incidents to the TxDOT TMC. The AFD can
request a wrecker through the police department, but there is not a rotation system.
The city has a contract with a single wrecker company, currently Kelly-McKnight
Wrecker Service, Inc. The AFD’s first priority during incidents is to rescue trapped
persons and stabilize the situation, leaving the traffic control to the police
department. For major incidents, a command post is established. Appendix F
provides the Standard Operating Procedures for the AFD during freeway incident
response. A new situation developing for the cities and TxDOT is the designation of
blood as a hazardous material. Whereas blood used to be cleaned up with water,
67
now it will require a new procedure and a hazardous materials response. If internal
personnel can not handle the cleanup, an outside private cleanup company will be
called in. (Note: subsequent to this interview, the City of Arlington is currently
pursuing the expansion of the wrecker contract to include environmental cleanup for
small-quantity generators for the cleanup, disposal and storage of waste.)
The average AFD response time for all incident types is approximately 5 minutes.
The Emergency Medical Services (EMS) response time is also rapid. Average
response times are also provided in Appendix F. In Arlington, the AFD incident
commander can summon the number of EMS units they need. If all are in use, then
there is a list of alternate providers.
5.4.5.2
Them
Median Turnarounds Need To Be Paved For Fire Trucks To Use
A mobile display terminal (MDT) is available in fire vehicles. Whenever an incident
occurs on SH 360 between Park Row and Division, two companies are
automatically deployed. The AFD policy is to turn around only on paved areas of
the freeway, and not on any gravel access points that may be available. They try to
keep on the same side of the freeway as the incident, and keep one lane open on
the freeway if they can (unless it is a Careflite, hazardous materials, or fire
situation).
5.4.6 Phase 4 Interviews: Mid-Cities
In addition to interviewing the larger cities in the Ft. Worth region regarding the
handling of freeway incidents, officers from the cities of Grapevine, Hurst, Euless,
Bedford and North Richland Hills were interviewed. It was believed, correctly, that
some of the procedures used in the larger cities would differ from those of smaller
cities due to differences in population, number of incident response personnel, and
length of freeway covered by the department. The major difference between these
interviews and those conducted earlier was that these were telephone interviews,
with the question list reduced somewhat to limit the length of the interview. The
following three subsections describe the results of the interviews with the mid-cities
police departments, and are: incident detection and response, on-site incident
management, and general questions pertaining to incident management
improvement opportunities.
5.4.6.1
Incident Detection and Response
The first series of questions asked of the police officers pertained to how their
personnel are notified of and respond to a freeway incident.
68
5.4.6.1.1
Needed
First Responders Are Relied Upon To Call For More Response If
Universally, the majority of freeway incidents are being detected by motorists with
cellular phones. Police personnel are then notified of the incident via 911 dispatch
personnel. In all of the cities interviewed, the dispatching duties are combined with
police, fire and EMS dispatchers located in one room. And, dispatchers are trained
and policies govern what type of apparatus are dispatched given the information
provided by the caller. There is also a heavy reliance on the first responder to
assess the nature of the incident and call for additional response if needed.
5.4.6.1.2
Cooperation Between Departments Is Imperative To Handling
Incidents Near Jurisdictional Boundaries
Jurisdictional boundaries do not seem to pose much of a problem even though
these cities have boundaries on major freeways. Cooperation between departments
is a key to handling incidents occurring on or near a jurisdictional boundary. In the
case of a minor incident, the responding officer will secure the scene, notify the
proper jurisdiction if needed, and then hand over the incident once they arrive.
Major incidents are often worked by multiple jurisdictions, with the paper work
handled by the proper jurisdiction. Clear, specific boundary identification is helpful
in dispatching the proper personnel.
Cooperation with other agencies does not seem to be a problem with these smaller
cities. If a 911 call is received by the wrong city, a simple call transfer procedure is
in place (basically, the push of a button) to relay the call to the proper jurisdiction.
No formal coordination meetings are held, but there is a mutual respect and
cooperation among the jurisdictions and agencies.
5.4.6.2
On-Site Incident Management
The next series of questions dealt with how on-site incident management is handled
by each department.
5.4.6.2.1
Police Agencies Are The Incident Commander Unless The Incident
Involves Hazardous Materials
One difference between these smaller jurisdictions is that the ranking police officer
is the incident commander, regardless of the responding agencies involved. The
one exception is during hazardous materials operations where the fire department
and police establish a cooperative incident command.
5.4.6.2.2
Clearing Vehicles Involved In Incidents From The Roadway As Quickly
As Possible Is A Primary Objective
If a vehicle is moveable, these agencies have a primary objective of clearing the
vehicle from the roadway as quickly as possible. Off-site investigations are not
69
standard procedure, however, they will conduct them off-site if it is convenient and
they already have the on-site data collected. There was mixed response regarding
pushing vehicles off of the freeway with push bumpers. One department uses their
vehicles to push vehicles off of the roadway extensively. Three departments will
use push bumpers on occasion or physically push the vehicle if it will roll. The final
department does not use push bumpers, citing fear of activating safety air bags and
potential damage to police vehicles.
5.4.6.2.3
There Are No Formal Plans For Handling Diverted Traffic During
Freeway Incidents But Special Event Planning Is Already Collaborative
In all cases, departments in the mid-cities have no formal plans in place for handling
diverted traffic during freeway incidents. However, all respond that they make
judgment calls based on the situation and will have officers manually operate
signals, set up detours using cones, or even call on the city street department for
help. For anticipated major special events (sporting events, festivals, etc.) that will
increase traffic and may increase incidents, all of the cities do advance planning,
usually including additional personnel (if funding allows), cooperation meeting with
other jurisdictions, and traffic flow plans.
5.4.6.2.4
Policies And Procedures For Shutting Down Freeways Need To Be
Cooperatively Developed Between TxDOT And Response Agencies
When questioned about operations for shutting down all traffic flow on a freeway, all
responded that they view that as a last resort for incidents where a crime scene is
present, Careflite is landing on the freeway, or there is immediate and significant
health/life risk to motorists and personnel. The incident commander (police, first
responder, supervisor, etc.) has the authority to shut a freeway down in their view,
but there has been some conflict with TxDOT personnel over who has the authority
to close a freeway. On the issue of Careflite operations, the fire department or EMS
will call for Careflite although the police can have the dispatcher put Careflite on
standby. Police will assist the fire department in setting up a landing zone, but
generally will just handle the traffic control for the incident.
5.4.6.3
Incident Management: What Already Works and Improvement
Opportunities
Finally, the last set of questions were general questions about incident management
including what works and what some potential improvement opportunities might be.
Almost universally, the biggest problem faced by police in handling freeway
incidents is the volume of traffic, or the length of the traffic back-up. Additional
problems include driver speed, driver frustration (leading to officers being struck
and other accidents), and needed geometric improvements.
In terms of procedures/equipment that works or does not work to help in incident
management, the responses were varied. Total Stations were cited as very useful in
incident investigation to save time on the freeway and collect additional
70
information. Courtesy Patrol is helpful if they respond. Dynamic message signs
and CCTV were cited as being useful and viewed as something that we need more
of. Also, selective speed enforcement is a technique that seems to reduce overall
speeds and incidents.
5.4.6.3.1
Additional Dynamic Message Signs Would Be Helpful
When asked where the problem locations are for incidents, the expected responses
were given. Areas where major interchanges are present (SH 114/William D. Tate,
SH183/IH820, etc.) are viewed as problem locations. Also, SH 121 north of the
Grapevine Mills Mall is a problem location because the roadway configuration (atgrade, signalized intersection with frontage roads, basically a tight urban diamond
interchange) is confusing to drivers.
On the subject of wrecker service, three of the cities contract with one wrecker
company and two have a wrecker rotation system.
All have contracted
requirements for response times by the wreckers, usually in the 20 to 30 minute
range. None of the departments seem to have significant problems with their
wrecker service. Universally, the policy for abandoned vehicles is to remove the
vehicle if it is an immediate hazard to motorists. Otherwise, the vehicle is tagged
and towed if it is not moved within 48 hours.
Training needs addressed by the officers included advanced accident investigation
and hazardous materials training. All departments do train to an extent, but funding
constraints limit the amount of training available. In general, the higher ranking
officers receive more training in incident command, etc.
Since these cities share jurisdictional boundaries and are generally regarded as a
cohesive region (mid-cities) it was expected that many of the responses to
questions would be similar. It appears that cooperation between jurisdictions and
agencies is a strength in this region. Also, it seems that there is less turnover within
these departments which allows traffic officers to have more expertise in handling
freeway incidents in this area. However, there are needs identified in these
interviews that should be addressed in the plan including funding for additional
training, access technologies such as DMS and CCTV, and funding for additional
Total Stations.
5.5
Information Collected From 911 Regarding Incident Response
A concurrent effort to the FWRITS project, but one synergistically related to it, was
the research project 7-3939 “Evaluate the Feasibility in Dallas of Substituting a
Driver-Based Incident Detection System Using Cellular Phones for Traditional
Passive Detection”. As a part of that research, 44 Traffic Management Centers
(TMCs) across the country were contacted for a fax survey and 22 of those TMCs
and 16 local 911 Public Safety Answering Points (PSAPs) were contacted by phone.
Seventy-five percent of the TMCs reported that incident information is first detected
via cellular reports, either through calls coming in directly to the TMC, or through
71
the sharing of information with 911 or police departments. The TMCs reported that
this incident detection information comes in prior to alarms from loop detector based
systems (where the loop systems exist). They indicated that cellular callers do have
difficulty providing their location, and most TMCs said that cameras are used for
incident verification (rather than detection).
5.5.1 Opportunities For Coordination And Information Sharing Between 911
Agencies And TxDOT Should Be Pursued
In the 911 interviews, several local 911 PSAPs did indicate that they are overloaded
due to calls coming from wireless callers. It is common for dozens of calls to come
in on one major incident. One PSAP estimated that 75 percent of all of the wireless
calls coming to 911 were related to traffic problems. All of the 911 PSAPs
interviewed used computer aided dispatch (CAD), and indicated that they would be
very willing to share information coming in to 911 with the TMC through an
appropriate mechanism (phone call, CAD link, etc.) to be determined on an
individual basis with each PSAP. Several 911 PSAPs also indicated an interest in
receiving information from the TMC to aid in the deployment of emergency vehicles.
Information sent to 911 could include video or still pictures (which could help locate
the incident and determine the appropriate response), and congestion information.
The future FCC ruling which will require the geographic location of wireless calls
made to 911 by October 1, 2001 will require that the call be located within about
400 feet. However, it is unclear if this will completely solve the problem of
geographically locating wireless calls because they could be coming from drivers
who are on the opposite side of the freeway or some distance from the incident by
the time they reach the 911 dispatcher. Thus, reference location signs are a priority
regardless of the eventual ability to geographically locate wireless calls.
5.6
Summary of Findings, Issues and Recommended Actions for Incident
Management
The following tables provide a summary of the findings, issues, and recommended
actions identified and developed during the incident management interview process.
Table 5-3 provides a summary of the findings and subsequent recommended
actions. Table 5-4 outlines the issues and their corresponding recommended
actions.
5.7
Future Efforts
One of the questions asked of all of the interview participants was whether they
would be interested in taking part in future meetings on the subject of enhancing
incident management in the Fort Worth region. All of the participants indicated their
support of having continued meetings and discussions on incident management.
The project staff and Steering Committee also supported the idea of continued
meetings and agreed that these meetings would provide a valuable forum for
discussion of regional issues. It is also believed that having future meetings on the
72
subject of incident management will facilitate the development of solutions to
unresolved issues and assist in the implementation of some of the recommended
actions contained in Tables 5-3 and 5-4.
73
Table 5-3. Summary of Incident Management Interview Findings
Finding
Recommended Action
Instant notification of incidents via cellular
phone calls
Implement program to receive information from
motorist reports in an automated manner.
Additional coordination between agencies
would improve the incident management
process
Convene regional meetings for those agencies
involved in incident management on a quarterly basis
to discuss ideas for improved coordination of traffic
incidents.
Incident command structure & responsibilities
are well understood
Continue to promote increased understanding and
awareness of incident management at the quarterly
and monthly TMT meetings.
Accident investigation sites are not a good
idea
Discontinue
sites.
Officer training is needed on several incident
management subjects
Produce training video on the “Move It” campaign,
traffic signal control panel use, and the importance of
rapid clearance of incidents to show to new recruits at
roll call.
The Courtesy Patrol efficiently responds to
over 10,000 annual incidents with a $400,000
annual budget
Continue funding and expanding the Courtesy Patrol
because of the excellent service to the traveling
public.
Motorists with cellular phones are the primary
method of notification for Courtesy Patrol
deployment
Equip Courtesy Patrol vehicles with Automatic
Vehicle Location devices so that the dispatcher can
readily deploy the closest available unit.
Emergency service providers support the
implementation of reference location signs
Reference markers should be installed to help drivers
give reliable incident locations to emergency calltakers.
Fire agencies want video to determine
optimal use of resources
Explore options and funding implications of TxDOT
sharing video with emergency response agencies.
Fire department vehicles are often first to the
incident scene
Provide fire department staff with training and basic
equipment for traffic control until the police arrive.
Field communication and cooperation is
critical to reopening lanes to traffic
Educate response agencies on the importance of
restoring freeway capacity. Consider implementing an
incentive program for rapid removal of traffic
incidents. Have a TxDOT representative (probably
the incident manager) available at major accidents.
There is a willingness to share information on
incidents reported to 911 dispatcher with the
traffic management center
Initiate discussions with local 911 agencies on what
types and the methods of sharing information
between dispatchers and the TMC operators.
Fire trucks do not use median turnarounds
because of potential damage to their vehicles
Consider fire department needs in any new design for
reconstruction.
implementing
accident
investigation
74
Table 5-4. Summary of Incident Management Interview Issues
Issue
Recommended Action
Fire department vehicles could clear the
incident scene sooner
Work with fire officials on developing criteria and
procedures for moving of their equipment and
vehicles from the incident scene when their duties are
done
Total station benefits are primarily
experienced in the office
Perform a research study to quantify the benefits,
both in the field and office, of the Total Station
equipment
Fatal traffic incidents can be low priority calls
for police response
Put together accident data and other information to
make traffic incidents a higher priority call for police
agencies
Courtesy Patrol are helpful to Police at
incident scenes
Whenever possible, have Courtesy Patrol assist with
traffic control and clean-up activities at major
accidents
Drunk drivers are major problems for incident
management personnel
Continue supporting both educational and
enforcement programs with the objective of
decreasing drunk driving
Construction/maintenance zone design and
safety can be improved
Increase advance information and participation in the
work zone design process by traffic officers
Additional equipment and vehicles will
enhance the delivery and effectiveness of
Courtesy Patrol services
Obtain, if possible, additional equipment such as
portable CMS and sequencing arrowboards to
improve the Courtesy Patrol operations. More
vehicles will improve response time and overall
system coverage
Advance queue warning program might
reduce secondary incidents
Evaluate the advance queue warning program by
comparing before and after accident data to assess
the impact on total and secondary accident rates
Getting wrecker and ambulance services to
incident scenes in a timely manner appears
to be a significant problem in Fort Worth
Discuss potential improvement options for this issue
during the regional meetings or workshops on
incident management
References
1.
Lomax, D. Schrank and S. Turner. Urban Roadway Congestion - 1982 to
1992, Volumes 1 and 2. Report No. FHWA/TX-94-1131-7. U.S. Department
of Transportation, Federal Highway Administration, Washington, D.C. and
Texas Department of Transportation. July 1995.
75
6. REGIONAL ISSUES AND COORDINATION
This chapter outlines coordination in the Fort Worth - Dallas region regarding ITS
initiatives. Specifically, the chapter provides an interface to the existing Dallas
Area-Wide ITS Plan and ITS plans for other agencies (i.e., The T, North Texas
Tollway Authority, and Dallas Area Rapid Transit) that are currently in various
stages of development.
6.1
Regional Implications of Transportation Services
The explosive growth of the Fort Worth - Dallas Region in the last quarter century
has dramatically changed the many aspects of the character of the region.
Certainly, not the least of these changes is in transportation: services,
infrastructure, and traveler demand. Cities have grown together geographically so
that travelers may not know when they leave one city and enter another. Similarly,
the two TxDOT Districts (Fort Worth and Dallas), while maintaining independent
services within their boundaries, are more joined than separated at their borders.
In the past, it has been possible to operate transportation systems fairly
autonomously, with little or no need to coordinate on a regional basis. Operation
within the bounds of governmental boundaries, while not necessarily optimum, may
have been efficient enough to provide the required services. Similarly, within a
TxDOT Highway District, common roadways were continuous but traffic operations
were not necessarily consistent or coordinated. The Metropolitan Planning Office,
NCTCOG, developed plans and programs in concert with local governments that
accounted for the regional nature of roadways. However, operational plans such as
signal systems or freeway management systems did not reflect the synergistic
nature of regional transportation system operation.
Consider the Texas Motor Speedway: The track itself is located within the City of
Fort Worth. However, it is located in Denton County. The great majority of the City
of Fort Worth is located in Tarrant County. Tarrant County is in the TxDOT Fort
Worth District. Denton County is located in the TxDOT Dallas District. Whose
problem is the handling of special event traffic for the track? The answer is that it is
a regional problem, not just at the site but on roadways serving the track, which
pass through several cities and even other Highway Districts.
To the benefit of mobility in the region, transportation agencies and providers in the
Dallas-Fort Worth region have recognized the need for coordination and
cooperation in addressing problems of a regional nature.
Dialogue and
coordination takes place at many levels in the Fort Worth-Dallas region. The
NCTCOG Regional Transportation Council (RTC) carries out broad policy and
planning activities and specific project programming for surface transportation.
However, nowhere is the need for regional cooperation and coordination more
critical than at the operational level. Here, individual and disparate agencies
coordinate operation of transportation facilities. The two scenarios above illustrate
how and why such cooperation and coordination at the operational level must take
76
place. The cooperative development of this document, the Fort Worth Regional ITS
Plan, is a key element in achieving a truly regional transportation system.
6.2
Intelligent Transportation Solutions
The development and support of ITS has played an instrumental role in addressing
regional transportation operational problems. High-speed computing and data
communication systems are conducive to the sharing of data and information and
the coordination of transportation systems operations that can ensue.
Several agencies in the region have developed or are in the process of developing
ITS plans. These are shown in Figure 3.1 and include:
•
•
•
•
Fort Worth Regional ITS Plan (This document) - draft plan complete;
The T – anticipated to begin Fall 1998;
Dallas Area-Wide ITS Plan – completed July 1996;
North Texas Tollway Authority (NTTA) ITS Plan – underway, estimated
completion Winter 1998; and
• Dallas Area Rapid Transit (DART) ITS Plan – anticipated to begin Fall 1998.
Additionally, ITS planning has taken place at the statewide level. The TxDOT
Transportation Plan specifically addresses strategies that are pertinent to Intelligent
Transportation Systems. Additionally, TxDOT has developed a Statewide ITS
Deployment Plan.
It is apparent that with ITS planning and deployment in various stages of
development, coordination and collaboration among agencies is essential. Toward
that end, a Memorandum of Agreement for a “Regional Comprehensive Intelligent
Transportation Systems (ITS) Program For The Dallas / Fort Worth Region” was
executed in May 1998 by several agencies, including NCTCOG, NTTA, TxDOTFort Worth, TxDOT- Dallas, The T, DART, and the Dallas Regional Mobility
Coalition (DRMC). The agreement pledged that all signers would develop ITS
programs that would be mutually complementary among agencies.
Cooperation and coordination among operating agencies that plan, design,
implement, and operate ITS Systems has existed for several years on both an
informal and formal basis. As shown in Fig. 6-1, it is proposed that a regional ITS
strategic deployment team be established to include members of those agencies
and cities in order to coordinate ITS planning, design, deployment, and operations.
However, the bulk of planning will have been accomplished and planning in this
context will be more characterized by adjustments and updates in response to
changes within the region.
77
Fort Worth Area
Dallas Area
NTTA ITS
Plan
FW Regional
ITS Plan
Policy &
Planning
Dallas ITS
Plan
The T’s
ITS Plan
DART ITS
Plan
Regional ITS Strategic
Deployment Team
Planning
Design
Deployment
Operation
Implementation &
Operations
Figure 6-1. Regional ITS Deployment Concept
78
6.3
Regional Transportation System Management
The emphasis on the necessity for regional transportation coordination might lead
the reader to infer that a regional transportation center, i.e. a building housing all
functions of transportation system operation in the Dallas-Fort Worth region, would
be indicated. This is not necessarily the optimal approach. Such a monolithic
transportation management center is the model in Houston and in San Antonio.
However, in those metropolitan areas, there is only one highway district, one public
transit system, and one city with a population of over 100,000. In the Dallas-Fort
Worth metropolitan area there are two highway districts, two public transit systems,
and seven cities, many with contiguous boundaries, with populations of over
100,000. While the need for coordination, communication, and cooperation is
significant, the practicality of agencies being co-housed and continuing to perform
their required maintenance and operations functions efficiently is marginal.
With the remarkable advances in computer technology and capability and the
accompanying developments in high speed, wide bandwidth communications, and
the concept of a “virtual” transportation management center has evolved and has
been applied in several urban areas. With high-speed communication technology,
digital traffic data, closed circuit television images as well as voice data can be
shared almost instantaneously. Thus, while all agencies and functions are not cohoused, the high speed communication systems and other devices can provide a
“virtual” regional transportation management center, i.e. one whose parts are
geographically separated but operates with the efficiency and interconnectedness
of a single (but very large) center. This concept is further discussed in Chapter 8.
6.4
Dallas Area-wide Plan Summary
6.4.1 Plan Development
As with the development of the Fort Worth Regional ITS Plan, a steering committee
with representatives from various transportation-related agencies from both the
private and public sector guided the plan development. The plan development area
was taken to be Dallas County and the municipalities that directly abut the county to
the north, south, and east. Notably, the Fort Worth urban area was excluded from
this project principally because it is in a different highway district and it was
anticipated that a plan for that area would be developed at a later time. However,
the Dallas area-wide project planning staff maintained close contact with TxDOT
personnel in Fort Worth so that efforts were complementary.
6.4.2 Institutional Issues in Deployment
A number of non-technical institutional issues had an impact on the Dallas AreaWide Plan guidelines. Primary among those were the interjurisdictional issues that
influence each operating agency’s willingness to:
• Plan for ITS on a regional basis;
79
• Identify a common definition of transportation related services on a regional
basis;
• Participate in public transportation activities (not all regional cities participate in
the funding of the regional transit authority);
• Relinquish “control” of traffic signal system operations during freeway incidents;
and
• Interact with adjacent cities at boundary locations for mutually beneficial
roadway operations.
Existing investments in Advanced Traffic Management Systems (ATMS)
infrastructure, voter service expectations, anticipated funding opportunities and
agency policies meant that a regional, single site, single agency solution would not
be a candidate ATMS alternative for the Dallas area. Therefore, a multiple site
ATMS was quickly established as a design objective. The recommended approach
is a distributed model where data, including video, are a shared resource and
application processing may require data from other sites
6.4.3 Advanced Traffic Management Systems (ATMS)
The primary function of Advanced Traffic Management Systems in conjunction with
incident detection and response plans is the real-time management of both
recurrent and non-recurrent congestion. A Dallas Area Transportation Management
Center (DATMC) will accommodate the TxDOT regional freeway management
center and serve as the data information transfer point for traffic data video sharing
among local public agencies. A Wide Area Network (WAN) will facilitate multiple
agencies transferring and receiving useful traffic data. The DATMC will house
CCTV monitors, control consoles, high resolution projectors for map displays,
control computers, information databases, communications hardware, and other
related equipment and staff offices and equipment maintenance areas. Although
TxDOT personnel will be the primary occupants, other agencies such as DART and
the NTTA, as well as police personnel and city traffic departments may also be
accommodated in the DATMC. A combination of detection and surveillance
technologies will be strategically deployed including electronic vehicle detectors,
CCTV, and vehicles instrumented with sensors, e.g. tolltags, to act as probes for
sensing traffic conditions.
6.4.4 Advanced Traveler Information Systems (ATIS)
Advanced Traveler Information Systems (ATIS) will disseminate traveler information
regarding traffic conditions on transportation networks and the availability and
accessibility of alternate routes and/or travel modes to the traveling public. Systems
will include dynamic message signs, highway advisory radio, dial-in telephone
information, kiosks, internet information access, and information from private
providers such as radio and television media and traffic information services.
80
6.4.5 Advanced Public Transportation System (APTS)
Public transportation systems benefit from ATMS and ATIS systems as do other
vehicles. In addition ITS technologies lend themselves to other applications which
can benefit services and operation of public transportation systems. ITS elements
for the DART system which were addressed by the Dallas ITS Plan include:
•
•
•
•
•
•
•
•
integrated radio system/automatic vehicle location;
personal public transportation (demand-responsive flexible transit);
automated high occupancy vehicle lane enforcement;
automated fleet maintenance system;
system management projects (communication and coordinated operation with
other ITS systems being implemented by TxDOT and local municipalities);
surveillance and monitoring;
information delivery; and
electronic fare collection.
6.4.6 Incident Management
ITS applications which were recommended in the Dallas ITS Plan for incident
management include:
•
•
•
•
•
•
cellular telephone calls as the primary first detection of major incidents;
video cameras to confirm and verify the location of the reported incident and to
assess the response needed for police, fire, and other emergency equipment;
traveler advisory infrastructure elements to alert the public of lane blockages as
soon as they are confirmed;
responsive computerized signal timing plans on alternate routes;
mobility assistance patrols (Courtesy Patrols);
and a designated TxDOT traffic safety officer to head freeway clearance
activities at major incident sites (as has been done in the Fort Worth District for
a number of years).
6.4.7 Dallas Area-Wide Its Strategic Deployment Plan
The deployment plan emphasizes ITS elements which can be deployed without a
total system deployment, yet enhance incident management, are effective in
reducing congestion, and can be integrated into the ultimate implementation plan. It
also recognizes and incorporates existing ITS elements which are currently in place
or imminent. Early in the project, the Steering Committee agreed that freeways and
freeway corridors should receive primary emphasis since the focus of the project is
improved incident management. The next level of emphasis would be on regional
arterials
within those freeway corridors.
Strategic locations for early
implementation are identified by virtue of severe LOS deficiencies, safety
considerations, regional significance, or as providing a link between strategic
corridors.
81
6.5
North Texas Tollway Authority ITS Plan
The 1996 Dallas Area-Wide Intelligent Transportation Systems (ITS) Plan included
general recommendations for the Dallas North Tollway (DNT). At that time, the DNT
was a part of the statewide Texas Turnpike Authority. Legislation enacted in 1997
created the North Texas Tollway Authority (NTTA), which had the effect of making
the operation, management, and development of existing and future toll facilities
much more regional in nature.
NTTA presently has underway the development of an ITS Plan. The project will
develop a strategic ITS Plan that will interface to the 1996 Dallas Area-Wide ITS
Plan and provide a guide to development of Advanced Traffic Management and
Information Systems. The scope for the plan recognizes the importance of regional
coordination of transportation services and specifically calls for “ITS systems on
NTTA facilities and their interface and communication with other regional
transportation operating agencies such as TxDOT, cities, counties, and DART.” The
plan is scheduled to be complete in early 1999.
6.6
Other Regional ITS Features
6.6.1 University of Texas at Arlington
The University of Texas at Arlington (UTA) participates in the planning process and
research and development activities for ITS in the DFW region. A Geographic
Information System (GIS) software program has been developed by UTA, which is
capable of simulating traffic diversion around incidents. This software was
developed as the result of a 1990 National Science Foundation grant.
Transportation researchers have done a significant amount of development in the
network design, and have kept ease of use as an objective. The GIS database that
uses static information right now can be tied to real-time traffic sources in the future.
Other ITS efforts at UTA include a joint UTA and the University of Texas at Austin
Center for Transportation Research project which is investigating the integration of
freeway and arterial control measures. Several different strategies are being
investigated for the South Freeway corridor.
6.6.2 Texas Transportation Institute
The Texas Transportation Institute (TTI) is involved in a number of ITS related
activities in the DFW region. TTI was the performing agency in the development of
the Dallas Area-wide ITS Plan in 1996 and is now the performing agency for the
Fort Worth Regional ITS Plan. Other ITS efforts at TTI that relate specifically to the
DFW region are assisting in the development, implementation, and evaluation of
flow signal software and hardware for the SH 360 project. This software is being
utilized in Houston and is scheduled to begin operation in 1999 along a section of
northbound SH 360 in Arlington. Successful acceptance by the public will guide
further deployment of flow signals in this region.
82
6.6.3 Commercial Vehicle Operations
The CVO program is a significant part of the national ITS program with important
implications for the region, and primarily involves four broad categories: Safety
Assurance, Credentials Administration, Electronic Screening, and Carrier
Operations. CVO is focused on improving highway safety and motor carrier
productivity through the use of cost-effective technologies. Methods to accomplish
this include using elements identified as CVO User Services:
•
•
•
•
•
•
Commercial Vehicle Electronic Clearance
Automated Roadside Safety Inspection
Onboard Safety Monitoring
Commercial Vehicle Administrative Processes
Hazardous Materials Incident Response
Freight Mobility
6.6.3.1
Commercial Vehicle Information Systems and Networks
The Commercial Vehicle Information Systems and Networks (CVISN) program
seeks to improve operating efficiency for both government agencies and motor
carriers. The electronic screening and standardized data exchange envisioned for
CVISN can potentially simplify operations for regulatory and enforcement agencies
as well as motor carriers and drivers.
6.6.3.2
Border Crossings and Increased International CVO
The North American Free Trade Agreement (NAFTA), which became effective
January 1st, 1994, is expected to have increasing impact upon commercial vehicle
operations through the region, in particular with the development of IH-35 as a
NAFTA trade corridor. As of January 1, 2000, all of the United States, Canada and
Mexico will be open for international trucking services causing, among other things,
increased foreign vehicles, and new challenges for the enforcement of laws and
regulations pertaining to the vehicle, operator and cargo.
83
7. FORT WORTH REGIONAL ITS ARCHITECTURE
7.1
Introduction
This chapter describes a National ITS Architecture rendition of the Fort Worth
Region. An important benefit in defining a regional version of the ITS Architecture
is that it can lead to a commonly described set of information flows and data
elements that begins to provide the ITS functionality desired by the region. The
process is straightforward.
The region catalogs the existing ITS system
components as a set of subsystems and terminators consistent with the ITS
Architecture terminology (reference Section 7.4.2). Together with the set of
preferred ITS market packages (reference Section 7.4.1) it is possible to produce
“architecture flows” which describe the connections between systems that provide
the market package functionality. In turn, each physical architecture flow is
supported by a number of data flows which describe the “logical” data needed to
support the physical data flow connecting the subsystems. Figure 7-1 illustrates
these relationships.
Data Flows That
Support
Architecture
Flows
Logical
Architecture
Physical
Architecture
Function
2
Function
4
Function
1
Function
3
Subsystem A
Subsystem B
Architecture
Flows That Provide
Market Package Functionality
Figure 7-1 Logical and Physical Architecture Relationships
84
7.2
ITS Architecture Overview
7.2.1 User Services
The National ITS Architecture and the consequent ITS Standards development
activities have produced frameworks for describing and deploying interdependent
ITS systems.
One aspect of the Architecture framework describes ITS User Services, see Table
7-1, that identify the potential requirements of an ITS system. Detailed descriptions
of these User Services can be found at the federally sponsored ITS Architecture
web site maintained by Odetics at: http://www.odetics-its.com/.
Table 7-1 ITS User Services
Type of Service
User Services
Travel and Traffic
Management
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Public Transportation
Operations
Electronic Payment
Commercial Vehicle
Operations
Emergency Management
Advanced Vehicle Safety
Systems
•
•
•
•
•
•
•
•
•
•
•
Pre-Trip Travel Information
En-Route Driver Information
Route Guidance
Ride Matching and Reservation
Traveler Services Information
Traffic Control
Incident Management
Travel Demand Management
Emissions Testing and Mitigation
Highway-rail Intersection
Public Transportation Management
En-Route Transit Information
Personalized Public Transit
Public Travel Security
Electronic Payment Services
Commercial Vehicle Electronic Clearance
Automated Roadside Safety Inspection
On-Board Safety Monitoring
Commercial Vehicle Administrative
Processes
Hazardous Materials Incident Response
Commercial Fleet Management
Emergency Notification and Personal
Security
Emergency Vehicle Management
Longitudinal Collision Avoidance
Lateral Collision Avoidance
Intersection Collision Avoidance
Vision Enhancement for Crash Avoidance
Safety Readiness
Pre-Crash Restraint Deployment
Automated Vehicle Operation
85
7.2.2 The Architecture “Sausage Diagram”
Vehicle
Transit
Commercial
Vehicle
Emergency
Subsystems
Planning
Commercial Veh Admin
Freight & Fleet Management
Toll Administration
Transit Management
Center
Subsystems
Wireline Communications
Short Range Wireless
Communications
Vehicle to Vehicle
Communications
Wide Area Wireless
Communications
Emergency Management
Personal Information
Access
Emissions Management
Remote Traveler
Support
Traffic Management
Remote Access
Subsystems
Information Service Provider
The National ITS Architecture uses a reference model that contains three layers:
communications, transportation and socioeconomic. The transportation layer
consists of nineteen interconnected subsystems. These subsystems align closely
with existing jurisdictional and physical boundaries that characterize the operation
and maintenance of existing transportation systems. Figure 7-2 illustrates the
transportation and communication layers of the architecture by depicting both the
subsystems (transportation layer elements) and the major communications
interconnects (communication layer elements) required to support ITS services.
The figure represents a fully deployed architecture in the twenty year time frame.
Roadway
Toll Collection
Roadside
Subsystems
Parking Management
Commercial Vehicle Check
Figure 7-2 Twenty Year Rendition of the National ITS Architecture
7.2.3 Standards
The objective of standards is to facilitate the deployment and effective use of the
interdependent ITS subsystems described by the National ITS Architecture. The
National ITS Architecture describes the future transportation community as
interconnected subsystems of “centers,” “roadside devices,” “vehicles” and
“travelers.” In that web of subsystems, of customers, of providers and of
technologies, information must flow, be interpreted and be acted upon. The
National Architecture provides a comprehensive view of the data flows that must
occur between the subsystems to deliver the customer desired functionalities (user
86
services) and accommodate the application interdependencies.
With these
standards in place, there will be a common understanding of information (data
elements) and a common method of transmitting the information.
Figure 7-3 illustrates the relationships involved between Architecture, applications
and standards initiatives. From the ground up, data elements are defined for
specific applications. For example, the ITS standard NTCIP (1) has defined a set of
standard data elements for traffic signals, another set for dynamic message signs
(2), another set for environmental sensors, and so on. In the same manner, the ITS
standard TCIP (3) effort has defined data elements for passenger information,
scheduling/runcutting, and others. The driving force for these bottom-up activities is
the perspective of the individuals who design, build, operate and manage these
systems and devices—that is, the people who have the domain knowledge and
understand the current needs of these applications (sometimes referred to as
business areas). Their knowledge of core business areas yields rich, detailed
dictionaries that reflect current industry practices.
Typically they will also
incorporate data elements that could solve pressing issues commonly
acknowledged throughout their business area. For example, state and municipal
transportation engineers, traffic signal manufacturers and system integrators across
the country collectively developed NTCIP data elements for actuated traffic signal
controllers (ASC).
Center, Roadside,
Traveler, Vehicle
Subsystems
Synergistic,
Interdependent
Framework
Communications Standards
ITS Architecture
Message Set Standards
Architecture Flow
Knowledge
Message
Reconciliation of
Architecture & Application
Perspectives
Data Element
Data Element
Data Element Standards
Core Business
Knowledge
Data Element
Data Element
Applications
Figure 7-3 Architecture & Application Perspectives
87
From the top down, the Architecture data flows (4) define the “interdependent”
needs of ITS subsystems. They establish the linkages between subsystems that
are required in order to create the synergistic, interdependent ITS services that will
enable very effective use of transportation resources. Within the context of a
shared vision of “user services,” the ITS Architecture was designed using a systems
engineering approach in conjunction with users. While meeting the needs for
defining system and subsystem interactions, this top down approach did not
develop detailed data dictionaries for the data flows. Instead, the ITS Architecture
effort recommended a series of standards development activities to support
deployment of these ITS user services.
The National ITS Architecture recommended three broad categories of standards
initiatives: data element standards (collections of data definitions that can be
conceptualized as dictionaries), message set standards (collections of related data
definitions), and communications standards (rules for moving the data).
The concept is straightforward. Domain experts in the application business areas
can identify the data needed to support current industry practices. Parallel
initiatives can identify the message sets needed to provide the ITS interdependent
functionality. In collaboration, holes in both processes can be reconciled so that the
communications interfaces will accommodate the needs of both the domain
business users and the community derived vision of ITS. Finally, the rules to
transport these messages and data elements can be derived to promote shared use
by applications of typical communications infrastructure (a.k.a. interoperability).
Figure 7-4 identifies some of the ITS derived standards initiatives and their
associated sponsor SDOs. For instance, in conjunction with NEMA (5), ITE and
AASHTO (6) are sponsoring data element dictionaries for NTCIP and TCIP. SAE
(7) is developing message definitions and data elements for ATIS (Advanced
Traveler Information Systems). The framework for structuring and formatting both
the data dictionaries and the message sets is sponsored by IEEE (8). ASTM (9) is
developing communications standards for dedicated short-range communications
(DSRC). NTCIP is developing a series of protocols (rules for moving data) based
on an industry standard framework anchored on IP (Internet Protocol).
88
Center, Roadside,
Traveler, Vehicle
Subsystems
• Message Set Standards (IEEE P1488)
• External TMC (ITE & AASHTO)
• Incident
management (IEEE)
• ATIS (SAE)
• Data Element Standards
(IEEE P1489 & ASN.1)
• TMDD (ITE & AASHTO)
• NTCIP (AASHTO & ITE)
• Object definitions
for traffic signals,
message signs,
transit (a.k.a. TCIP)
• ATIS (SAE)
• Communications
Standards
• IP, HDLC framing
(AASHTO, NEMA &
ITE in NTCIP effort)
• DSRC (ASTM)
• NTCIP Class B
(AASHTO, NEMA &
ITE)
Message
Data Element
Data Element
Data Element
Data Element
Figure 7-4 Standards Activities and Responsible SDOs
7.3
Regional Perspective
7.3.1 User Services
From the viewpoint of the Fort Worth Region, the ITS user services mentioned in
Section 7.2.1 are important because of their ability to solve traditional problems in
new ways. Concentrating on the prioritization of user services for the region, Table
7-2 links high priority user services to the problems they solve.
89
Table 7-2 ITS User Services for Fort Worth Regional Problems
Problem
Solution
Conventional Approach
ITS User Services
Traffic
Congestion
Increase
roadway
capacity
(vehicular
throughput)
Increase
passenger
throughput
• New roads
• New lanes
• Advanced traffic control
• Incident management
• HOV lanes
• Car pooling
• Fixed route transit
Reduce
demand
• Flex time programs
• Travel Demand Management /
Employer Trip Reduction
programs
• Improve roadway geometry
(increase radius of curvature,
widen lanes)
• Remove road obstacles to
improve sight distances
• Traffic signals, protected left
turns at intersections
• Fewer at-grade crossings
• Driver training
• Sobriety check points
• Lighten dark roads to improve
visibility/better lighting
• Reduce speed limits and post
warnings in areas prone to
adverse conditions
• Expand Fixed Route Transit
and Paratransit Services
• Radio and TV Traffic Reports
• En-route transit information
• Public travel security
• Public transportation
management
• Ride matching and
reservation
• Travel demand
management
• Emergency notification &
personal security
• Emergency vehicle
management
• Incident Management
Traffic
Accidents,
Injuries, and
Fatalities
Improve safety
Lack of
Mobility and
Accessibility
Provide user
friendly access
to quality
transportation
services
Disconnected
Transportation
Modes
Transportation
following
emergencies
Vehicle-Based
Air Pollution
and Fuel
Consumption
Improve
intermodality
• Static inter-agency agreements
Improve
disaster
response plans
Increase
transportation
system
efficiency,
reduce travel
and fuel
consumption
• Review and improve existing
emergency plans
• Hazardous material
incident notification
• More efficient conventional
vehicles
• Regulations
• Advanced traffic
management to smooth
flows
• Multi-modal pre-trip
information
• Telecommuting
• Transportation pricing
• Alternative fuel vehicles
• Pre-trip travel information
• En-route transit information
• Public transportation
management
• En-route driver information
• Pre-trip travel information
• En-route transit information
90
7.3.2 Architecture Systems
The National Architecture development process has developed a common set of
definitions, subsystems and data flows from which to describe ITS systems. As part
of their work effort, the Teams formed a representation of each ITS user service and
each subsystem based upon these uniform definitions and upon the perspective of
a twenty year build out (full ITS deployment). However, the Fort Worth Regional
Plan focuses on a near term deployment of ITS based upon a consensus
prioritization of ITS user services. In the near term, not all subsystems will be
deployed.
Initial emphasis will be placed on construction of core ATMS
infrastructure and utilization of existing transit investments.
The existing deployment might be characterized from an architectural subsystem
and communications perspective as shown in Figure 7-5. This figure illustrates the
lack of interconnection between subsystems. It illustrates the dedicated, nonintegrated subsystem to infrastructure communications that are currently deployed.
Figure 7-6 on the other hand illustrates a potential "near-term" regional architecture
that provides an interdependent, synergistic ITS system.
Center Subsystems
Traffic Management
W
W
Roadside
Subsystems
Cities w / o TMCs
W
Roadway
Cities w / TMCs
Vehicle
Emergency
Subsystems
W
Arterials
Commercial
Freeway
Management
Transit
W
Freeway
Vehicle to
Vehicle
Vehicle
Transit Management
The T
Wide Area Wireless
Surface Street
Short Range
Wireless
TxDOT
Arterials
Remote Access
Subsystems
Toll Collection
- Wireline Communications
Figure 7-5 Existing Architecture Rendering
91
Centers
Traffic Management
Commercial
Vehicles
Emergency
Cities w / o TMCs
Cities w / TMCs
Freeway
Management
Arterials
Arterials
Freeway
Short Range Wireless
Vehicle to Vehicle
Transit
Surface Street
Wireline Communications
Wide Area Wireless
Vehicle
Information Service
Provider
Transit Management
The T
Engineering,
Technology, Evaluation
Private Sector,
Universities
Policy, Planning, Funding
MPO, TxDOT, FHWA,
County, Cities,
Turnpike Authority,
Universities
TxDOT
Planning
Remote Traveler Access
TxDOT, The T
Remote
Access
Roadway
Roadside
Figure 7-6 Near Term Fort Worth Regional ITS Architecture
7.3.3 Standards
The standards represented in Figure 7-7 are similar to those recommended in the
Dallas Area-Wide ITS Plan. Like the Dallas Plan a national standard, NTCIP, is
recommended to connect the TxDOT and city traffic management centers with
roadside devices like traffic signals, ramp meters, dynamic message signs.
At this time no toll facility is shown in the near term for the Fort Worth region.
Therefore, none is shown on the drawing (as contrasted with the Dallas ITS Plan).
However, the data dictionary standards initiatives (e.g., TMDD – Traffic
Management Data Dictionary) have made significant progress since the publication
of the Dallas Plan in 1996.
Consequently, the symbol represents those data dictionary standards as well as the
center-to-center protocol which might be developed through the NTCIP process. It
should be noted that although the status of the center-to-center protocol is not
known with certainty, alternative methods of distributing data dictionary values might
be employed. A likely candidate is the use of distributed databases.
92
Emergency Management
Various Agencies
Center Subsystems
N
Planning
Various Agencies
Traffic Management
TxDOT
Information
Service
Provider
Surface Street
Cities
with
TMCs
Freeway
Management
Cities
w/o
TMCs
N
N
Roadway
Arterials
Freeway
N
N
Arterials
Vehicle
Vehicle
Subsystems
Roadside Subsystems
N National
N
NTCIP
N
Regional
Figure 7-7 Recommended Fort Worth Regional Standards
7.4
Regional Perspective – Data Flows
7.4.1 Ranking of Market Packages
The Fort Worth region has identified priorities for the National Architecture market
packages through a consensus process. The priorities were categorized as “high,”
“medium,” and “low.” This process excluded no market packages. However, most
of the low priority market packages will not be implemented in the region in the near
to medium planning time frames. Therefore, for the sake of tailoring the National
Architecture to a deployable regional sub-architecture, the market packages
designated as “low” were excluded. Those market packages deleted from the
analysis are listed in Table 7-3.
93
Table 7-3 Market Packages Omitted
from the Near-Term Fort Worth Regional ITS Architecture
Market
Package
atis 3
atis 7
atis 8
atis 9
atms 10
atms 11
atms 12
atms 13
atms 14
avss 01
avss 02
avss 03
avss 04
avss 05
avss 06
avss 07
avss 08
avss 09
avss 10
avss 11
cvo 01
cvo 02
cvo 03
cvo 04
cvo 05
cvo 06
cvo 07
cvo 08
cvo 09
Market Package Name
Autonomous Route Guidance
Yellow Pages and Reservation
Dynamic Ridesharing
In Vehicle Signing
Dynamic Toll/Parking Fee Management
Emissions and Environmental Hazards
Sensing
Virtual TMC and Smart Probe Data
Standard Railroad Grade Crossing
Advanced Railroad Grade Crossing
Vehicle Safety Monitoring
Driver Safety Monitoring
Longitudinal Safety Warning
Lateral Safety Warning
Intersection Safety Warning
Pre-Crash Restraint Deployment
Driver Visibility Improvement
Advanced Vehicle Longitudinal Control
Advanced Vehicle Lateral Control
Intersection Collision Avoidance
Automated Highway System
Fleet Administration
Freight Administration
Electronic Clearance
CV Administrative Processes
International Border Electronic Clearance
Weigh-In-Motion
Roadside CVO Safety
On-board CVO Safety
CVO Fleet Maintenance
94
Table 7-4 is a listing of the ITS Architecture systems in the Fort Worth Regional
Architecture. Together with the market packages these physical systems can be the
basis for identifying the “architecture flows” that connect the subsystems in the
Architecture “sausage diagram” cited in Section 7.2.2. Using this approach of
starting from the “physical architecture”, each agency that is involved in the ITS
regional deployment needs to be identified and their role delineated.
Table 7-4 defines each agency’s role by identifying the ITS system component the
agency supports. In many cases the system is the roadside infrastructure element
of traffic signals and other field devices.
In the case of traffic signal infrastructure, all cities with traffic signal were listed as
possessing a Roadway Subsystem. The assumption is that all ITS roadway
infrastructure will be integrated in the regional plan at some point in the future. This
includes the cities of: Fort Worth, Arlington, Hurst, Euless, Grand Prairie,
Grapevine, Bedford, Watauga, Mansfield, Haltom City, North Richland Hills,
Benbrook, Azle, Forest Hill, Keller, Colleyville, Southlake, White Settlement,
Richland Hills, River Oaks, Saginaw, Lake Worth, Crowley, Sansom Park,
Kennedale, Patego, Westworth Village, Edgecliff Village, Blue Mound, and
Dalworthington Gardens.
95
Table 7-4 Systems in the Fort Worth Regional Architecture
Architecture
Element
Emergency
Management
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Emergency Vehicle
Subsystem
Information Service
Provider
Parking Management
Parking Management
Parking Management
Personal Information
Access
Planning Subsystem
Planning Subsystem
Remote Traveler
Support
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Agency
System
City of Fort Worth
Fort Worth EMS System
City of Arlington
Arlington Emergency Vehicle System
City of Bedford
Bedford Emergency Vehicle System
City of Euless
Euless Emergency Vehicle System
City of Fort Worth
Fort Worth Emergency Vehicle System
City of Grand Prairie
City of Grapevine
Grand Prairie Emergency Vehicle
System
Grapevine Emergency Vehicle System
City of Hurst
Hurst Emergency Vehicle System
State of Texas DPS
State of Texas Emergency Vehicle
System
Regional Information Service Provider
Private Sector ISP
D/FW Airport
D/FW Ground Transportation Parking
Management
The T
The T Transit Parking System
Private Sector Parking Companies Private Sector Parking System
Private Sector Personal Information Personal Information Access
Access Provider
North Texas Central Texas Council Regional Transportation Planning
of Governments
TxDOT Fort Worth District
TxDOT Regional Planning Office
Private and/or Public Remote
Remote Traveler Support
Traveler Support Provider
City of Arlington
Arlington Surface Street Roadway
Infrastructure
City of Azle
Azle Surface Street Roadway
Infrastructure
City of Bedford
Bedford Surface Street Roadway
Infrastructure
City of Benbrook
Benbrook Surface Street Roadway
Infrastructure
City of Blue Mound
Blue Mound Surface Street Roadway
Infrastructure
City of Colleyville
Colleyville Surface Street Roadway
Infrastructure
City of Crowley
Crowley Surface Street Roadway
Infrastructure
City of Dalworthington Gardens
Dalworthington Gardens Surface Street
Roadway Infrastructure
96
Table 7-4 Systems in the Fort Worth Regional Architecture -- continued
Architecture
Element
Agency
Roadway Subsystem
City of Edgecliff Village
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
Roadway Subsystem
System
Edgecliff Village Surface Street
Roadway Infrastructure
City of Euless
Euless Surface Street Roadway
Infrastructure
City of Forest Hill
Forest Hill Surface Street Roadway
Infrastructure
City of Fort Worth
Fort Worth Surface Street Roadway
Infrastructure
City of Grand Prairie
Grand Prairie Surface Street Roadway
Infrastructure
City of Grapevine
Grapevine Surface Street Roadway
Infrastructure
City of Haltom City
Haltom City Surface Street Roadway
Infrastructure
City of Hurst
Hurst Surface Street Roadway
Infrastructure
City of Irving
Irving Surface Street Roadway
Infrastructure
City of Keller
Keller Surface Street Roadway
Infrastructure
City of Kennedale
Kennedale Surface Street Roadway
Infrastructure
City of Lake Worth
Lake Worth Surface Street Roadway
Infrastructure
City of Mansfield
Mansfield Surface Street Roadway
Infrastructure
City of North Richland Hills
North Richland Hills Surface Street
Roadway Infrastructure
City of Pantego
Pantego Surface Street Roadway
Infrastructure
City of Richland Hills
Richland Hills Surface Street Roadway
Infrastructure
City of River Oaks
River Oaks Surface Street Roadway
Infrastructure
City of Saginaw
Saginaw Surface Street Roadway
Infrastructure
City of Sansom Park
Sansom Park Surface Street Roadway
Infrastructure
City of Southlake
Southlake Surface Street Roadway
Infrastructure
City of Watauga
Watauga Surface Street Roadway
Infrastructure
City of Westworth Village
Westworth Village Surface Street
Roadway Infrastructure
City of White Settlement
White Settlement Surface Street
Roadway Infrastructure
North Texas Tollway Administration NTTA Tollway Infrastructure
(NTTA)
97
Table 7-4 Systems in the Fort Worth Regional Architecture -- continued
Architecture
Element
Agency
System
Roadway Subsystem
Roadway Subsystem
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
Traffic Management
TxDOT Dallas District
TxDOT Fort Worth District
City of Arlington
City of Bedford
City of Euless
City of Fort Worth
City of Grand Prairie
City of Grapevine
City of Hurst
City of Irving
TxDOT Dallas District
TxDOT Dallas District
Traffic Management
TxDOT Fort Worth District
Traffic Management
Traffic Management
TxDOT Fort Worth District
TxDOT Fort Worth District
Transit Management
Transit Vehicle
Subsystem
Vehicle
The T
The T
Dallas Area Freeway Infrastructure
Fort Worth Area Freeway Infrastructure
Arlington Traffic Control System
Bedford Traffic Control System
Euless Traffic Control System
Fort Worth Traffic Control System
Grand Prairie Traffic Control System
Grapevine Traffic Control System
Hurst Traffic Control System
Irving Traffic Control System
Control System
Courtesy Patrols / Mobility Assistance
Patrols
Courtesy Patrols / Mobility Assistance
Patrols
TxDOT TransVISION Control Center
TxDOT TransVISION Traffic
Management System
The T Bus Operations Center
The T Transit Vehicle Subsystem
Private and/or Public Sector
Vehicle Interface Providers
Vehicle Subsystem(s)
7.4.2 Architecture Flows
Using the software tool provided by the National ITS Architecture Team during their
classroom training in the summer of 1998, the data regarding subsystems and
market packages was used as input. The tool provides a listing of architecture
flows for the regional system. Of course supporting the architecture is a set of data
flows. Next, underneath the data flows are the data elements and messages
defined by the standards activities.
With the subsystem and market package inputs, the computer program generated
almost 400 pages of architecture flows with approximately thirty flows per page.
Because of the large number of architecture flows, copies of the flows are not
contained as a part of this document, but were distributed separately on electronic
media.
98
7.5 Endnotes
1
2
3
4
5
6
7
8
9
An acronym for National Transportation Communications for ITS Protocols.
Traditionally called variable message signs or changeable message signs.
An acronym for Transit Communications for ITS Profiles.
An Architecture data flow is the information that can be transmitted between
ITS subsystems according to the National ITS Architecture framework.
National Electrical Manufacturers Association
American Association of State Highway and Transportation Officials
Society for Automotive Engineers
Institute of Electrical and Electronics Engineers
American Society for Testing and Materials
99
8.
POTENTIAL FORT WORTH REGIONAL ITS DEPLOYMENT PLAN
Since development of the 1985 Freeway Management Concept, many changes in
technology have occurred which have been implemented at logical junctures, but
the surprising list of technological advances since that time have underscored the
need for an updated and coordinated Plan. For example, transmission of text or
video data via phone lines is now being done, cellular phones have become
popular, personal computers have become widely available, and the Internet has
connected personal computers around the world. This explosion of popular
technology, coupled with the reduced opportunities to implement ITS in conjunction
with major freeway construction or reconstruction (because of the decline of these
types of projects since the 1980s) requires incorporation of new Plan elements and
deployment strategies. This chapter outlines the Plan concepts, strategies,
guidelines, and recommended implementation elements for the potential ITS
deployment plan for the Fort Worth region.
8.1
Development of Concept and Strategy
The regionally developed FWRITS Plan concept is a new approach to deployment;
it calls for quickly deploying ITS field devices using strategies that do not
immediately require fiber optic trunk lines. Although the short range implementation
focus is within 5 years, many of the elements are proposed within the first two years.
This rapid and strategic deployment concept is possible, in part, because of the
previous dedicated work on the deployment of the existing system detailed in
Chapter 2. Detailed in this chapter are the means by which the existing systems
can be integrated with ITS elements and deployed in a manner which technology
now allows.
In the process of this Plan development, it was determined that the most desired
data exchange is video. Video is needed to verify incident location and conditions,
to determine appropriate response strategies, to monitor incident response for
continuing applicability of information conveyed to travelers, and to determine when
normal conditions have been restored. However, video data is among the most
difficult to exchange in terms of the required bandwidth for transmission.
New and continually improving video compression and decompression technologies
have allowed for the innovative and cost effective deployment of CCTV cameras
utilizing Integrated Services Digital Network (ISDN) lines. These lines are
essentially high-quality phone lines that are available for public and private use for
monthly fees.
8.2
Rapid Deployment Concept
This Plan, in order to deploy ITS elements as quickly and as cost effectively as
possible, will recommend supplementing traditional "linear" deployment with
"modular" elements. By initially focusing limited dollars on the placement of field
devices, which will bring in needed information and data, early high-benefit results
can be achieved. For example, information on flow status and quick video
100
verification of reported incidents can occur with rapid deployment of field devices
over a large part of the region. Specifically, the longer construction time frames and
higher costs associated with the installation of a trunkline conduit infrastructure
parallel to the freeway will be guided by the criteria developed by TxDOT. These
TxDOT guidelines for the continued use of state-owned communications
infrastructure are shown in Table 8-1. Where it is reasonable to do so, leased
phone lines and other media will be used and the installation of state-owned fiber
optic cable and trunkline conduit will not be immediately required. It is by this
means that rapid deployment can occur.
8.3
Traveler Information
Traditionally, large amounts of information exist for a limited part of the network. As
deployment proceeds incorporating new segments of freeway, new devices are
brought online. However, public and political expectations lead to a need for having
more information, and real-time information, about what is happening on the
transportation network, whether on freeways, arterial streets, or transit systems. A
primary need is to establish real-time information on the transportation network as a
whole. Included would be information on general operating conditions, as a
minimum during peak periods, and information on incident conditions during the
times that the various TMCs are staffed.
In terms of the freeway flow conditions, information is needed by direction during
peak periods, with the basic levels of information indicating whether conditions are
free-flowing, reduced flow, or stop-and-go. A map display, which could be provided
via internet or cable TV, could represent these conditions graphically with green,
yellow, and red directional lines.
In terms of incident locations and severity, the decisions travelers make are related
to the length of the delay. If the traveler anticipates a minor delay, perhaps the
choice is just to wait. If a moderate delay is anticipated, deviation to adjacent
alternate routes can occur. But if severe delays are expected, then alternate routes
that widely circumvent the incident can be taken, and different travel mode
decisions can be made.
Once network-wide information is available, the opportunities to share this
information increase and the transfer of information between TMCs can also occur
at much greater frequency.
101
Table 8-1
GUIDELINES FOR STATE-OWNED COMMUNICATIONS
INFRASTRUCTURE FOR ITS IN THE WESTERN SUB-REGION
Guidelines for the consideration of state-owned communications
infrastructure in lieu of leased communications infrastructure should be
evaluated as to whether the project:
1. Fill gaps in the existing ITS communications infrastructure by completing
critical system linkages.
•
•
•
Does the project represent a physical communication link to existing
systems?
Does the project fill a geographic or functional gap in existing system
coverage?
Does the project fill a communications gap more cost effectively than
other alternatives?
2. Enhance or provide the communication and information exchange between
TxDOT districts, local transportation agencies, and regional ITS partners.
•
•
Does the project provide a communication linkage between TxDOT
districts? Does it strengthen or enhance an already existing
communication linkage?
Does the project provide a communication linkage between regional ITS
Partners? Does it strengthen or enhance an already existing
communication linkage?
3. Leverage transportation resources by targeting investment, where
possible, to facilities undergoing reconstruction.
•
•
Is Regional ITS communications infrastructure being added during the
reconstruction of the target facility? Does the timing of the investment
provide cost savings?
Is particular communications infrastructure desirable during
reconstruction?
4. Leverage transportation resources by creating or enhancing public/private
partnerships which will provide communications infrastructure for
Regional ITS.
•
•
Does the project involve a commitment of resources by both public and
private sector entities?
Does the project create or enhance a public/private working relationship?
102
8.4
Virtual Center Concept
The concept of a "Virtual Traffic Management Center" is one which, though perhaps
not the logical choice for other regions of the country, does appear to be the
optimum choice for this region for a number of reasons. Early in the Plan process,
it was realized that very significant resource commitments had already been made
for operations centers for city, transit, emergency and state facilities. For example,
the City of Fort Worth, the City of Arlington, The T, the 911 Public Safety Answering
Points, and TxDOT's TransVision all have new transportation management centers
existing or under design.
During the process of the FWRITS Plan development, there was no specific interest
expressed from any agency that relocating and merging operations centers was the
desired future goal. Conversely, discussions centered upon the large geographical
area that the agencies manage, and the repercussions of relocating to sites which
would create greater difficulty in center staffing and transportation monitoring and
response issues. Finally, it was noted by the agencies that advances in technology
allow systems to be integrated in a manner heretofore difficult to achieve, with little
or no disbenefit resulting from transportation system operators sitting in separate
rooms miles apart instead of in physically adjacent seats.
Video conferencing
capability, file and video transfer, and other data sharing are becoming
commonplace even with simple Internet access. These technologies implemented
at the appropriate scale will allow for integration of these ITS systems within the
western side of the region, and importantly, with the eastern side of the region as
well. Another desirable feature of separate TMCs is the ability to provide operations
options if one site is rendered unusable by some unforeseen event.
8.5
Coordination With 911
The modular deployment is planned to have overhead detectors, possibly
microwave radar devices, capable of determining vehicle counts, speeds and
occupancy on freeway lanes. Even though significant data will be available from
the existing loop detector systems and the planned overhead detectors for incident
detection, to provide more complete system coverage it will be necessary to
integrate incident information currently coming into 911 with the appropriate TMCs.
Unlike information from traditional passive detection systems, information from
mobile phone users can detect incidents on the freeway shoulders, off of the road,
on frontage roads, on the arterial system and involving transit vehicles. Also, during
low volume and nighttime conditions when freeway speed and volume reductions
may be slow to develop at the detector locations (delaying detection times), mobile
phone users can be trained through public education to report incident information
to 911.
Research project 3939-7, "The Feasibility, in Dallas, of Substituting Driver Based
Incident Detection for Traditional Passive Detection," was developed for the TxDOT
Dallas district and conducted synergistically with this Plan. The findings of that
research project are important in the determination of opportunities for bringing in
information from mobile phone equipped travelers who have the ability to relay
103
information about incidents via free calls to 911 PSAPs. As mentioned in Chapter
5, each of the dozens of incident responders interviewed mentioned the prevalence
of incident reporting from mobile phones.
The 911 PSAP personnel interviewed indicated that calls involving stalled vehicles
on the shoulder and debris on the roadway are included in the type of emergency
calls desired by 911. Part of this has come about due to the prevalence of recent
pedestrian fatalities relating to people walking around stalled vehicles, or from them.
The emergency implications are clear for most multilane freeways, especially when
stalls occur on the inside shoulder where pedestrians are often forced to seek help
from strangers or face racing across the freeway lanes.
8.6
Transfer of Information and Regional Coordination
Once transportation system information is obtainable over a large area of the
network, there will be increased needs and demands for access to the information.
A variety of ways to communicate between cities, other public agencies, and the
private sector have been examined. Regional communication and the sharing of
information have been integrated into this Plan in consideration of information
needs and desires, and deployment times.
Currently, several communication links are being designed and implemented, such
as the proposed fiber optic links between TxDOT Fort Worth and the City of Fort
Worth, and between the two TxDOT districts. Other high-quality future links are
desirable, such as one between the Fort Worth 911 PSAP and TransVision.
Several methods to utilize Internet connections have been identified which can
quickly bring about regional communication with smaller cities and with private
sector partners.
Text messages such as incident log sheets and other
communications, still pictures, and video can now rapidly be transmitted to public
and private sector partners which can involve little or no added expense to those
involved. Requirements for a personal computer and Internet access are cheaply
and easily met, and are often already existing at these locations. The software may
be available for free as shareware, or in many cases available for under $100.
Possibilities include the utilization, as appropriate, of email message delivery
technologies which can deliver text or still pictures and the use of net-detect agents
to monitor when others are online. There are several existing software programs
such as ICQ (at http://www.mirabilis.com), Cu-SeeMe (http://www.wpine.com),
Microsoft
NetMeeting
(http://www.microsoft.com/netmeeting),
and
M@X
(http://www.aimslab.com) that provide these capabilities.
NetMeeting has a
particularly useful whiteboard feature allowing users to view and create the same
chalkboard. Video conferencing software, computer-mounted video cameras and
video capture cards are available for as little as $200, and allow for video
conferencing with a PC and an Internet connection. M@X uses a newly developed
technology which allows for sending one-minute video images as part of an email
message; download times to view the video approximate the time needed for simple
text transfer.
104
Digital pagers offering regular paging, digital alpha-numeric text messaging, printing
capability, digitized voice messages in the caller’s own voice, and new two-way
paging options are mechanisms to further explore to check their applicability in
getting information to the TMC and sending it out to field personnel. The ATIS
aspects of providing information from ITS systems to the public is one element
which holds particular promise for involvement by the private sector. Value-added
services the private sector may be able to provide include real-time information to
travelers on route conditions on specific paths.
Coordination and communication can also occur through the development of realtime web sites on the Internet that can track changing transportation conditions.
Travelers can potentially access needed information en-route from travel broadcast
service messages conveyed via radio. Elements of an effective site have been
explored and have already lead to the establishment of preliminary web sites that
include static information and that are in internal review processes. Most agencies
have effective web sites with static information, but for particular usefulness it will be
desirable to incorporate real-time information.
8.7
Coordination with Construction
The ongoing coordination of maintaining traffic through major construction zones is
perhaps one of the greatest challenges and, concurrently, one of the greatest
opportunities for ITS benefits. Large reconstruction projects involve finding the
appropriate balance between completing the project in a timely manner and
maintaining traffic flow though the area in a way which minimizes the impacts to
traffic. Traffic Control Plans (TCPs) often help look years ahead into possible
construction schemes, and help coordinate between State/City/Transit agencies, but
actual field conditions are a continuing challenge to construction and operations
engineers seeking real-time solutions. ITS elements are particularly suited to bring
in the day-to-day and minute-to-minute information that is useful in informing
travelers of changing conditions.
ITS monitoring, verification, and traveler
information technology are keys to assisting in maintaining mobility in these
projects, many of which have regional impacts.
Opportunities now exist to
postpone (or in some cases, forgo) the implementation of fiber-optic trunkline and
use Integrated Service Digital Network (ISDN), Plain-Old Telephone (POTs) lines,
or other technologies for interconnection. This would allow for the collection and
distribution of information with the primary goal of locating devices outside of a
construction influence zone while adjusting communications or relocating field
equipment as needed. Perhaps contractors may be tasked to maintain these
adjustments, which might be similar in nature to measures currently taken at
signalized intersections when construction impacts them.
Construction ITS may or may not be very different in nature from ITS elements
deployed elsewhere, but construction ITS would as a minimum include the
coordination of ITS installation, maintenance and operations with construction
projects. This process has the potential to change the TCP process into one that
has both long-range and real-time aspects from the onset. ITS technologies,
105
specifically targeted to construction zones, connected to the appropriate
State/City/Transit/Emergency TMCs, and coordinated with the private sector, can
potentially turn difficult conditions into resounding successes. This Plan proposes
the deployment of ITS technologies in coordination with construction.
8.8
Potential Ultimate ITS Plan
The resultant ultimate Plan, to complete the availability of ATMS, ATIS systems and
other ITS systems within the Fort Worth study area, considers the potential to
rapidly implement the plan. The ultimate Plan implementation will be subject to
funding availability, and in consideration of issues of practicality, in coordination
with construction, and based upon the developing needs in population and traffic
growth centers. An ITS element description is shown in Table 8-2, with quantities
and descriptions further detailed in Chapter 9. Items shown in the ultimate plan
include projected TMC needs, system integration, communications system
development, monitoring and verification capability, control strategies, traveler
information, incident management enhancements, and APTS system desires.
These items have been located by jurisdiction and include quantity estimates which
will be used in Chapter 9 to determine system costs. The ultimate ITS Plan
deployment lists items which reflect anticipated needs, but would require tracking
and updating as planned construction schedules change and new technologies
develop, and regional growth occurs.
In addition to elements identified for TxDOT deployment, cities have been estimated
to need assistance with the coordinated development of incident timing plans,
detection capability which can provide information to signals and signal systems.
Several cities are denoted as eventually obtaining traffic signal and signal system
upgrades, and central control capability. General signal timing assessments are
anticipated every three years for a portion of the existing signals in each city.
Additionally, placement of dynamic lane assignment signs can assist cities in
adjusting geometrics to fit normal, incident, or heavy peaking situations. Of
potential benefit to city emergency responders is the often-requested element of
reference location signs along freeway routes. These assist 911 calls taken in
locating incidents from mobile phone callers. Since the transit elements have been
identified in detail in Chapter 3, the desired transit APTS features have been listed
as one category.
A synergistic use of plan elements, shared information, and continued coordination
will allow for deployed ITS elements to be beneficial not only to the agency which
deploys them but to others in the public and private sector, and most importantly to
the region’s travelers.
106
Table 8-2. Ultimate Fort Worth Regional ITS Plan Deployment Quantities
Transportation Management Center:
TransVision: facility and communications and satellite hubs
TransVision: computers/hardware/software
TransVision: 24 hrs/day, 7 days/week operating staff (avg. salaries & benefits)
City TMC operating staff (avg. salaries & benefits)
System Design & Integration:
City TMC's/ The "T"
Communications:
Fiber (per kilometer)
T-1 lines for field devices (lease costs per link)
ISDN lines for field devices (installation & lease costs)
Surveillance & Detection:
Freeway inductive loop detector stations (8 lane coverage per station)
Freeway radar/microwave detector stations (4 lanes per freeway station)
Arterial incident/system detectors
CCTV cameras on existing fiber connections: shared images as needed
CCTV cameras with compressed video: shared images as needed
Control Strategies:
Flow signals
Freeway lane control signals (4 lanes coverage per station)
Traffic signal upgrades (central computer control & monitoring capability)
Tri-annual arterial traffic signal timing re-evaluations (per traffic signal)
Arterial/frontage road dynamic lane assignment signs
Traveler Information:
Dynamic Message Signs (DMS)
Highway Advisory Radio (HAR)
Advanced Traveler Information System Interface (development & enhancement)
Incident Management:
Police & Fire incident management workshops
Development & maintenance of area-wide incident response signal timing plans
Additional Courtesy Patrol (CP) vehicles
24 hrs/day, 7 days/week MAP operating staff (avg. salaries and benefits)
Graphical sequencing arrowboards for Courtesy Patrol vehicles
Automatic Vehicle Location (AVL) system for CP & incident management veh.
Portable DMS
Additional Traffic Safety Officer (salary and benefits)
Total stations
Reference Markers (kilometers)
Advanced Public Transportation System
AVL, navigation system, communications system, smart fare system, cameras on
buses & at major transfer centers, kiosks, & automatic passenger counters
1
1
6
1
Totals
The "T"
Other Cities
N. Richland Hills
Hurst
Haltom City
Grapevine
Grand Prairie
Euless
Bedford
Arlington
Ft. Worth
Various Cities
ITS Element Description
TxDOT
Ultimate Fort Worth Regional ITS Plan Potential Deployment Quantities
8
1
1
6
8
1
2
4
2
147
4
2
147
15
132
20
10
147
30
15
132
308
18
177
262
87
27
162
40
543
448
148
115
162
40
60
67
92
192
63
61
2
1
1
6
18
12
1
3
1
0
416
100
5
17
6
12
7
32
11
0
8
8
15
5
7
8
14
5
5
2
10
4
5
8
27
13
8
5
14
8
4
30
0
50
17
61
5
1
3
1
1
1
2
6
18
12
1
7
1
21
416
4
4
3
2
2
2
2
2
2
2
1
107
1
8.9
Potential ITS Strategic Deployment Plan and Modular Concept
The typical modular deployment scenario, depicted in Figure 8-1, shows possible
field devices with communications connectivity achieved through the use of leased
ISDN lines. This concept could be deployed along locations identified as strategic
freeways, but where ITS elements are currently lacking. The purpose of this type of
deployment would be to bring areas on board with ITS features far quicker than
could be achieved with traditional linear deployment. Figure 8-2 shows the potential
modular deployment coverage areas for the modular concept, with the exception of
the DMS signs, which will be deployed at strategic locations. For purposes of
estimating costs for a system that would be modular in concept, 30 of the 61 DMS
signs ultimately needed were considered to be a part of the modular coverage area.
If the modular deployment scenario is implemented as depicted in Figure 8-2, the
estimated costs for a TxDOT two-year deployment plan is shown in Table 8-3. The
costs are estimated to be about $10 million dollars for the TxDOT system, rapidly
deployed to complete the coverage of strategic freeways.
The process for implementation could be conducted in as few as two years if
TxDOT’s practicality conditions are met. Table 8-4 shows the implementation
strategy for the first and second years, and for enhancements in subsequent years,
which could deploy the modular concept as described above. Year one could begin
when funding is secured.
Table 8-3. Potential Rapid Modular Deployment System Costs
ITS
Elements
Rapid
Deployment
Quantity
Unit Capital
Cost
($1,000’s)
Unit Annual
O&M Cost
($1,000’s)
Total Capital
Cost
($1,000’s)
CCTV
cameras
Loop
Detectors
Radar/micr
o
detectors
ISDN
lines
Dynamic
message sign
Lane control
signals
115
11
104
115
30
40
25
30
20
0.5
125
22
0.5
0.3
0.3
0.7
3
1
2,875
330
2,080
57.5
3,750
880
Total Rapid Deployment Cost = $9,972,500 ≈ $10,000,000
(∑
∑ of Total Capital Costs)
108
Figure 8- 1. Typical Modular Deployment Scenario
109
Figure 8- 2. Potential Modular Deployment Coverage Area for Rapid Deployment
110
8.10 Funding Sources
It is proposed to continue to rely on CMAQ funding administered through the RTC
planning process. While the provisions of TEA-21 have not been fully sorted out, it
is clear that ITS serves constituencies far beyond the geographical boundaries of
any one agency and should be funded in a coordinated manner. This Plan will
provide a framework for cities, TxDOT, and transit agencies to respond to the next
call for projects and all future calls. The Plan should also offer assurance to the
decision makers that all requested projects will produce elements which will be
interoperable and will be fully integrated to provide a seamless intelligent
transportation system for the region.
It is also proposed that application be made for Model Deployment funds, and other
funds as they become available, to expedite the regional coordination and
integration of ITS.
111
Table 8-4
Fort Worth Regional Intelligent Transportation System
Plan
Plan for Year One
1. Establish real-time information on traffic conditions and transit status
1a. Flow conditions during peak hours
1b. Incident conditions throughout TxDOT TMC operations hours
2. Establish first-generation connections between TMCs and others in the Region
(This includes TxDOT Districts, cities, transit agencies, NCTCOG, North Texas
Toll Authority, and private sector partners such as traffic broadcast services,
wrecker companies, commercial vehicle operators, NAFTA connections and
airports)
3. Establish 911 information exchange after reasonable test period to prove the
feasibility of this system
4. Encourage greater use of 911 for reporting traffic incidents
5. Develop PS&E for Modular Deployment including CCTV, DMS, and other
elements
6. Convey real-time travel information to the public (this includes DMS messages,
coordination with public and private sector information providers, and other means)
7. Implement initial incident management enhancements
8. Encourage the private sector to develop traffic information text messaging
9.
Develop, with cities, signal timing coordination plans and implementation
strategy along priority corridors (for peak period and incident conditions)
10. Plan for automated flow condition information collection
11. Develop and integrate plans for special events
12. Implement video sharing
13. Develop and implement priority links to transit operations
14. Implement other enhancements to priority corridors
15. Annually update and revise the Fort Worth Regional ITS Plan
112
Table 8-4 (continued)
Plan for Year Two
16. Implement Modular Deployment
17. Continue implementation of incident management enhancements
18. Deploy automated flow condition information
19. Develop design and PS&E for dynamic lane assignment signs at key frontage
road intersections
20. Provide real-time traffic and transit flow condition information during
TMC hours
21. Develop and deploy reference location signs on freeway routes
22. Upgrade first-generation communications connections as appropriate
23. Obtain GPS tracking for Fort Worth Courtesy Patrol and integrate with Dallas
Courtesy Patrol
Plan for Years Three to Five
24. Integrate information from railroads
25. Expand TMC operational hours
26. Continue ITS improvements related to construction (HOV, etc.)
Plan for Years Six to Ten
Enhance connections as required
Enhance technology as required
113
9. Fort Worth Regional ITS Plan Benefit-Cost Analysis
9.1
Fort Worth Regional ITS Plan Benefits and Costs
Based on the system elements specified in the Rapid Deployment and Long-Range
Implementation Plans, planning-level benefits and cost data were developed. The
following sections outline the evaluation criteria for the benefit-cost (B/C) portion of
this Plan.
9.1.1 Benefits Evaluation Criteria
The benefits of Intelligent Transportation Systems can accumulate in a number of
ways. Traditionally, the evaluation of ITS benefits has concentrated on those
benefits that can be estimated with a dollar value. ITS systems have a number of
other benefits, less easily quantifiable in terms of monetary value, such as
enhanced mobility, reduced vehicle emissions, improved service for tourists,
professional development, infrastructure preservation, and improved interagency
cooperation and information sharing. Traditionally the prime method for justification
and evaluation of projects has been a benefit/cost (b/c) analysis which compares
the estimated dollar costs of the benefits accruing to the public to the estimated
dollar costs for the capital, operating, and maintenance of the recommended ITS
projects. In this analysis, benefits measured in dollars include motorist delay
mitigation, accident reduction, and fuel consumption savings. The reduction in
volatile organic compounds (VOC) from vehicle emissions was also quantified in the
benefits analysis. Finally, the benefits of the recommended Advanced Public
Transportation System (APTS) projects were estimated using data from a Federal
Transit Administration report.
In this section, ITS benefits are estimated for the Fort Worth study area based upon
the typical levels of benefits experienced to date in other areas of the country (i.e.,
those documented in published reports), current local traffic volume levels, and
1996 accident rates. It is believed that the benefits estimation is based on a
conservative approach because of the expected growth in traffic volumes and
accident rates over the life of this plan. It should be noted that the projects
recommended in the deployment plans will be implemented in various stages over a
number of years, therefore not all of the benefits will be immediately realized.
However, both capital and operating and maintenance costs will also be phased in
over a multi-year period, therefore, for practical reasons, all costs and benefits for
the benefit/cost comparison were assumed on a basis of current conditions.
9.1.1.1
Annual Motorist Delay Costs
Implementation and operation of an Intelligent Transportation System can be
expected to reduce motorist delay in two categories: recurrent congestion and nonrecurrent congestion. Recurrent congestion can be mitigated by ITS through
freeway management strategies, efficient traffic signal control (including flow signals
on freeway ramps), and traveler information systems. Non-recurrent congestion,
caused by incidents such as accidents, stalled vehicles, and debris, is addressed
114
primarily through incident management functions such as monitoring of cellular
incident reports to 911, incident verification by CCTV cameras, and incident
clearance by response agencies and the TxDOT Courtesy Patrol. In support of
incident management functions, traveler information (both pre-trip and en-route)
delivery may help motorists avoid a portion of the non-recurrent congestion. Based
on recent annual delay estimates for the top 50 urban areas in the United States
developed by the Texas Transportation Institute (TTI) for 1996 (3), motorists’ delay
costs in Fort Worth associated with recurrent and non-recurrent congestion are an
estimated $270 million and $450 million respectively.
9.1.1.2
Annual Fuel Consumption Costs
Motorist delay costs associated with traffic congestion not only produce costs in
terms travel times, there is also a proportional cost in terms of the fuel consumption
of the affected vehicles. The 1996 TTI report (3) estimated that annual fuel
consumption costs associated with recurring and non-recurring congestion to be
$30 and $60 million respectively for the Fort Worth metropolitan area.
9.1.1.3
Annual Accident Costs
Texas Department of Public Safety (DPS) records indicate that there were 8,390
reported accidents on Fort Worth area freeways and regional arterials in 1996 (4).
Of these accidents, 4,884 occurred on Strategic Freeways, 675 occurred on Other
Freeways, and 2,831 occurred on Regional Arterials. These accidents can further
be classified as having 79 fatal accidents (87 fatal injuries), 793 incapacitating
accidents (930 incapacitating injuries), 1845 non-incapacitating accidents (2274
non-incapacitating injuries), 3963 possible injury accidents (5493 possible injuries),
and 1711 non-injury accidents (6348 non-injuries). The comprehensive costs of
motor-vehicle accident values contained in a 1996 National Safety Council (NSC)
publication (5) were used to estimate the total annual costs resulting from the
accidents occurring in 1996. The NSC uses $2,790,000 for each fatality, $138,000
for each incapacitating injury, $35,700 for each non-incapacitating injury, $17,000
for each possible injury, and $1,700 for every non-injury accident. By multiplying
the number of injuries from each severity category by the corresponding NSC value,
a total annual accident cost of approximately $630 million was calculated. Appendix
G provides detailed information about the number, type, and costs of accidents by
facility for Strategic Freeways, Other Freeways, and Regional Arterials.
9.1.2 Fort Worth Regional ITS Plan Estimated Benefits
Most benefits accruing from advanced transportation management and traveler
information systems are interrelated. Delivering various user services will often
involve the same hardware and management elements. For example, a CCTV
camera system may provide TMC operators with rapid verification of incidents for
the dissemination of traveler information and also may provide other entities, such
as emergency services, with information for dispatching the proper equipment and
cities with information for implementing diversion signal timing plans. The benefits
of each function if it were a stand alone system would be tangible and measurable,
115
however, the benefits of a stand alone system are not necessarily additive. In order
to account for the interrelated nature of user benefits attributable to the
recommended ITS elements in this plan, the benefits of the various systems were
estimated using the same methodology, a root of squares summed analysis (RSS),
as the Dallas Area-Wide ITS Plan (6). The resulting analysis, while conservative,
still indicates that substantial benefits can be derived from the recommended ITS
elements while accounting for the interrelated nature of those elements.
9.1.2.1
Non-Recurrent Freeway Congestion Reduction Factors
Non-recurrent freeway congestion accounts for approximately 60 percent of total
freeway congestion and can be readily mitigated by advanced freeway management
techniques. Incident detection, verification, and clearance and the provision of
traveler information are all ITS elements that contribute to the reduction of delays
due to non-recurrent congestion. Table 9-1 indicates the estimated impact of
various ITS elements recommended in this plan and their combined impact; using
the RSS analysis, the combined ITS elements resulted in estimated reductions in
non-recurrent congestion of 48 percent and 23 percent for Strategic Freeways and
Other Freeways respectively. As previously mentioned, the Strategic Freeways
consist primarily of those freeways experiencing LOS E or F in both 1996 and 2020.
Table 9-1. Non-Recurrent Freeway Congestion Reduction Factors
ITS Element
Incident Management Plan / Courtesy Patrols
Roadway Detection (loops, radar, etc.)
CCTV Camera System
Reference Location Signs / 911 Coordination
Flow Signals
Lane Control Signals
Dynamic Message Signs (DMS)
Advanced Traveler Information System
Root of Squares Summed (RSS)
9.1.2.2
Strategic
Freeways
40%
5%
15%
10%
5%
5%
15%
10%
48%
Other
Freeways
20%
5%
5%
5%
3%
3%
5%
5%
23%
Recurrent Freeway Congestion Reduction Factors
Theoretically, without capacity limiting incidents, there would be limited need for
traffic responsive information delivery systems because traffic patterns would be
largely repeatable. However, even in the absence of capacity reducing incidents,
day to day traffic can vary enough to have a significant enough impact to warrant
freeway management and control measures. The primary method of traffic
management on freeways is the use of flow signals (also known as ramp meters) to
control freeway access on selected entrance ramps. Additional measures would
include providing traveler information to motorists, though with lesser effectiveness
than in non-recurrent incident conditions. In this analysis a 5 percent reduction for
the deployment of an Advanced Traveler Information System (ATIS) is assumed for
116
both Strategic and Other freeways because of the potential to change motorists
route choice, time of departure, and/or modal choice. The benefits of flow signal
systems throughout the country range from 13 percent to 48 percent total delay
reduction (7). For this analysis, a 30 percent delay reduction factor was assumed
for flow signals located within Strategic Freeways in accordance with the Dallas
Area-Wide ITS Plan process. Because the deployment plan does not include flow
signals on freeways designated as Other Freeways, a marginal reduction factor of 3
percent was assumed. Table 9-2 shows the estimated impacts of the recommended
ITS elements on recurrent freeway congestion. Using the RSS analysis, benefits
resulting from the implementation of ATIS and flow signals are an estimated 30
percent and 6 percent reduction in recurrent delay for Strategic Freeways and Other
Freeways respectively.
Table 9-2. Recurrent Freeway Reduction Factors
ITS Element
Flow Signals
Advanced Traveler Information System
Root of Squares Summed (RSS)
9.1.2.3
Strategic Freeway
30
5
30
Other Freeway
3
5
6
Regional Arterial Congestion
In the absence of incidents, congestion on regional arterials is generally consistent
from day to day and is managed by city and State signal systems. Upgrading
hardware, installing detection, and improving control techniques will enhance
operations on arterials. Since several cities have existing central computer systems
and others are planned with future improvements, a conservative estimate of 10
percent recurrent delay reduction is assumed for the benefits analysis.
Non-recurrent delay due to incidents occurs two primary ways. First, traffic from
incidents on freeways will divert to adjacent frontage roads and arterials in order to
bypass the blocked section of freeway. The incident responsive signal timing plans
called for in this plan would help manage traffic and reduce delay under these
conditions. The benefits of incident responsive signal timing were already included
in the 40 percent reduction factor for incident management/Courtesy Patrol in Table
9-1. Non-recurrent delays on arterial facilities also occur because of incidents on
the surface streets unrelated to freeway incidents. Detection of these incidents is
more difficult than on freeways. This is due to the greater geographical area, lower
volume conditions, and greater variability in speeds, stops, and densities; although
with cellular reporting and ongoing driver education, this detection can be expected
to increase. Several cities have or will in the near future implement CCTV cameras
on some city streets, especially in the Central Business Districts to help with
incident verification. Also, information sharing between TxDOT TransVision and the
cities will provide some surveillance of regional arterials where they interface with
freeway facilities. The ability to change timing plans or have actuated operations
during an incident will help reduce the delay due to incidents. Therefore, in
accordance with the recurrent delay reduction factor, a 10 percent reduction in non117
recurrent delay is assumed for the benefits estimation analysis. Finally, a reduction
in primary incident delay will also decrease delay due to secondary incidents.
9.1.2.4
Accident Reduction
Several aspects of accident reduction are related to Advanced Transportation
Management Systems (ATMS). Any traffic control system that reduces congestion
also will reduce accidents. Typically, improved signal operation on surface streets
result in accident reductions in the range of 10 to 25 percent. A nationwide survey
on flow signals reported that accidents on freeways with flow signal systems were
reduced by 15 to 50 percent (8). FHWA guidelines show a 37 percent reduction in
accidents where comprehensive freeway management systems are deployed.
It is not feasible to apply these reductions to individual facilities due to the
overlapping influence of the various control techniques. Therefore, based on input
and feedback received from members of the Steering Committee, a conservative
estimate of 20 percent will be used to analyze the overall accident reduction due the
proposed ITS elements contained in this plan and the already existing ITS
elements.
9.1.2.5
Fort Worth Regional ITS Plan Benefit Calculations
Benefits in terms of motorist delay, fuel consumption, and accident reduction
savings will all accumulate from the deployment of the proposed ITS elements.
Estimated benefit calculations for the Fort Worth Regional ITS Plan are shown in
Table 9-3.
9.1.2.6
Summary of Fort Worth Regional ITS Plan Benefits
The following sections summarize the estimated dollar values for the motorist delay,
fuel consumption, and accident reduction benefits.
9.1.2.6.1 Motorist Delay Savings
Annual motorist delay savings in terms of dollars resulting from implementation of
the Fort Worth Regional ITS Plan are an estimated $59.1 and $166.4 million for
recurrent and non-recurrent congestion respectively. Total annual motorist delay
savings (combined recurrent and non-recurrent) is an estimated $225.5 million
dollars. Motorist delay savings were calculated using a time value of $8.92, the
value used by NCTCOG in their benefit calculations.
9.1.2.6.2 Fuel Consumption Savings
Annual fuel consumption savings in terms of dollars resulting from implementation
for the Fort Worth Regional ITS Plan are an estimated $6.6 and $22.2 million for
recurrent and non-recurrent congestion respectively. Total annual motorist delay
savings (combined recurrent and non-recurrent) is an estimated $28.8 million
118
dollars. Fuel consumption savings were calculated using a fuel cost of $1.18 per
gallon.
9.1.2.6.3 Accident Reduction Savings
Assuming the 20 percent reduction of accidents on all freeway and regional arterial
facilities included in the study area, the estimated annual accident savings is $126.1
million.
Table 9-3. Fort Worth Regional ITS Plan Benefit Calculations
Annual
Costs
Strategic
Freeways
Other Freeways
Regional Arterials
Totals (millions)
Reduction
Factors
Strategic
Freeways
Other Freeways
Regional Arterials
Annual
Benefits
Strategic
Freeways
Other Freeways
Regional Arterials
Totals (millions)
Annual
Recurrent
Delay
Costs
(millions)
Annual
Recurrent
Fuel Costs
(millions)
Annual
Incident
Delay
Costs
(millions)
Annual
Incident
Fuel Costs
(millions)
Annual
Accident
Costs
(millions)
Total
Annual
Costs
(millions)
$172.1
$19.1
$286.9
$38.3
$322.8
$839.2
$57.4
$40.5
$270.0
$6.4
$4.5
$30.0
$95.6
$67.5
$450.0
$12.8
$9.0
$60.0
$65.0
$242.5
$630.3
$237.1
$364.0
$1,440.3
Annual
Recurrent
Delay
Reduction
Factor
Annual
Recurrent
Fuel
Reduction
Factor
Annual
Incident
Delay
Reduction
Factor
Annual
Incident
Fuel
Reduction
Factor
Annual
Accident
Reduction
Factor
30%
30%
48%
48%
20%
6%
10%
6%
10%
23%
10%
23%
10%
20%
20%
Annual
Recurrent
Delay
Savings
(millions)
Annual
Recurrent
Fuel
Savings
(millions)
Annual
Incident
Delay
Savings
(millions)
Annual
Incident
Fuel
Savings
(millions)
Annual
Accident
Cost
Savings
(millions)
Total
Annual
Savings
(millions)
$51.6
$5.7
$137.7
$18.4
$64.6
$278.0
$3.4
$4.1
$59.1
$0.4
$0.5
$6.6
$22.0
$6.8
$166.4
$2.9
$0.9
$22.2
$13.0
$48.5
$126.1
$41.8
$60.7
$380.4
119
9.1.2.6.4 Advanced Public Transportation System Benefits
The benefits resulting from the deployment of an Advanced Public Transportation
System (APTS) were estimated using the 1996 Federal Transit Administration (FTA)
report entitled Benefits Assessment of Advanced Public Transportation Systems (9).
This study, conducted by the Volpe Center for the FTA, documented the results of
an analysis of ‘order-of-magnitude’ expected benefits from the application of APTS
technologies. Table 9-4 shows the total annualized benefits (low and high
estimates) for the four major components of APTS: transit management systems,
traveler information systems, electronic fare payment systems, and demand
responsive/computer aided dispatch systems. This plan calls for the deployment of
the following APTS technologies for the Fort Worth Transportation Authority:
automatic vehicle location (AVL) capabilities, navigation system, upgraded
communications equipment, a smart fare collection system, security cameras on
buses and at major transfer centers, transit information kiosks, and automatic
passenger counters. Therefore, because portions of all four of the major APTS
components are in the proposed deployment plan, the low estimate annual benefit
values in Table 9-4 were used to calculate the APTS benefits for the Fort Worth
Regional ITS Plan. The low benefits values were divided by the number of APTS
deployments to estimate the average annual benefits for a single system. This
approach yielded average annual benefit values of approximately $3.4 million for
transit management systems, $1.6 million for traveler information systems, $0.4
million for electronic fare payment systems, and $0.1 million for demand
responsive/computer aided dispatch systems. The total average annual benefits for
a single system, such as the one proposed for The “T”, would be an estimated $5.5
million dollars.
Table 9-4. Total APTS Benefits from FTA Report (9)
Total APTS
System
Estimated
Benefits
APTS Deployments
(considered)
Low Benefits Estimate
High Benefits Estimate
Transit
Management
Systems
(millions)
Traveler
Information
Systems
(millions)
Electronic
Fare Payment
Systems
(millions)
Transit
DRT - CAD
Systems
(millions)
Totals
(millions)
73
244.7
456.2
72
113.3
226.7
43
182.2
364.4
77
6.4
10.6
265
546.6
1,057.9
9.1.2.6.5 Air Quality Benefits
The air quality benefits of the deployment of a comprehensive ITS infrastructure
were estimated in the Bi-State St. Louis Area IVHS Planning Study (10). The BiState St. Louis Area IVHS Planning Study estimated the impact of the
recommended ITS measures on pollutant emissions in the region. Estimates were
prepared for approximately 80 kilometers (50 miles) of freeway segments that were
experiencing either morning or afternoon peak period congestion (i.e., existing
120
travel speeds of less than 72 kilometers per hour (45 miles per hour)). Traffic count
information for the congested segments was collected from the Missouri Highway
and Transportation Department (MHTD) and the Illinois Department of
Transportation (IDOT). The travel speed data was also obtained from recent MHTD
and IDOT studies of the freeway system.
Emissions calculations were based upon the two-hour peak volume, the relative
travel speed, the length of the segment and the appropriate emissions factors for
HC, CO, and NO. The formula that was used was obtained from the Federal
Highway Administration’s, “A Method for Estimating Fuel Consumption and Vehicle
Emissions on Urban Arterials and Networks”. The emission factors were provided
by the East-West Gateway Coordinating Council as generated from the MOBILE
computer program. These emission factors correlated to the measured travel speed
of the corridor.
The analysis revealed that peak period travel speed improvements of 8 to 16
kilometers per hour (5 to 10 miles per hour) in these congested locations would
reduce carbon monoxide (CO) and hydrocarbon emissions by approximately 12 to
25 percent. Nitrous oxide (NOx) emissions would remain relatively unaffected by
the speed changes—increasing slightly in some segments while decreasing in
others—with a small overall increase of 0 to 2 percent expected.
It should be noted that these reduction totals do not represent pollutant calculations
for the entire St. Louis area or its freeway system. However, it may be reasoned
that HC and CO emissions could be reduced by 12 to 25 percent along those
sections of freeway which ITS measures are applied, while NOx emissions would
remain relatively unchanged.
9.1.2.6.5.1 North Central Texas C.O.G. Transportation Control Measure Evaluation
Report
The North Central Texas C.O.G. Transportation Control Measure Evaluation Report
(11) evaluated the effectiveness of transportation control measures in reducing
volatile emissions for specific Dallas-Fort Worth region projects listed in the State
Implementation Plan (SIP). Advanced Transportation Management (ATM) projects
such as TxDOT Dallas and Fort Worth District Courtesy Patrols were inventoried
and analyses were conducted to support air quality benefit estimations for the
region.
A detailed analysis of the estimated air quality benefits of the Dallas District
Courtesy Patrol program was performed using data collected during the January
through June 1996 period. Using data collected from the over 10,000 incidents and
freeway emission factors from the MOBILE 5A_H model, the calculations estimated
a 337 kilogram (741 pound) reduction of volatile organic compounds (VOC) per
weekday for the Dallas Courtesy Patrol program. This is equivalent to a reduction
of 87.7 megagrams (96.7 tons) of VOC per year. No equivalent analysis was
performed for the Fort Worth Courtesy Patrol program, therefore, TTI staff used the
same methodology to estimate the air quality benefits of the Fort Worth Courtesy
121
Patrol program. The 10,482 incidents worked by the Fort Worth Courtesy Patrol
during the May 1997 to April 1998 time period were used to estimate the air quality
benefits of the Fort Worth Courtesy Patrol program. The calculations (shown in
Appendix H) estimated a 158 kilogram (347 pound) reduction of VOC per weekday
for the Fort Worth Courtesy Patrol program. This is equivalent to a reduction of
41.1 megagrams (45.3 tons) of VOC per year.
9.1.2.6.6 Total Annual Benefits
Total annual benefits (i.e., the sum of motorist delay savings - $225.5 million, fuel
consumption savings - $28.8 million, accident savings- $126.1 million, and
Advanced Public Transportation System savings - $5.5 million) resulting from the
implementation of the Fort Worth Regional ITS Plan are an estimated $385.9
million.
9.1.2.6.7 Other Benefits
In addition to the benefits that can be quantified in terms of dollar values in the
previous sections, the implementation of a comprehensive ITS infrastructure can
produce other benefits that are real and advantageous, yet less readily quantifiable.
These benefits include:
• Special event management
• Heightened sense of personal security
• Improved customer service in terms of information and dependability
• Database for system evaluation and planning
• Contributing to meeting national goals for the reduction of fossil fuel
consumption
• Reduction of driver fatigue and stress due to less driving in congested
conditions
• Development of jobs and other economic opportunities
• Infrastructure preservation by helping delay or forego widening projects
for freeway and arterial facilities
• Improved interagency cooperation and information sharing
• Prevention of secondary accidents.
122
9.1.3 Fort Worth Regional ITS Plan Estimated Costs
Planning-level capital cost estimating data for the various ITS elements contained in
this plan were secured from the review of numerous published studies (6, 12) and
from discussions with personnel with the TxDOT Fort Worth District Traffic
Management Section. TTI Report Number 1494-1F (13), Guidelines for Funding
Operations and Maintenance of ITS/ATMS, was used to obtain annual operations
and maintenance cost estimates for the various ITS elements contained in this plan.
A number of factors and assumptions were used to develop the quantities and unit
cost values used in the cost estimating process, shown in Table 9-5. The following
list provides an explanation of these factors and assumptions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
The O&M cost for the TransVision facility and communications was based on
the 29,622 ft2 of space contained in the building.
The operating staff estimate of 6 for TransVision was based on having 2
operators on duty (in addition to the 2 existing ones) for every 8 hour shift.
Fiber quantity of 4 kilometers (2.5 miles) was based on completing the
connection to the City of Fort Worth traffic division and the Fort Worth 911
public safety answering point on Bolt Street.
The number of ISDN lines for field devices was assumed to be equivalent to
the total number of modular deployment sites (147).
The number of loop detector stations was estimated at 15 in order to have
stations placed at strategic modular deployment sites in lieu of the freeway
microwave detectors stations so that additional planning and operations data
can be gathered.
The number of freeway microwave detector stations was based on the
number of modular deployment sites minus the 15 sites where loop detectors
are desired.
The number of arterial incident/system detectors was estimated at
approximately 20 percent of the total number of signals for each agency
unless an agency indicated a specific number on their ITS inventory form.
The CCTV cameras connected to existing fiber optic cable were estimated
for the section of Interstate 20 between Interstate 820 East Loop and State
Highway 360.
The ITS inventory for the City of Grand Prairie revealed plans for 8 cameras
at critical intersections and 8 system loops in the Tarrant County portion of
their city.
The number of compressed video cameras for the TxDOT quantity was
estimated based on having 1.8 cameras per kilometer (1.1 per mile) on
freeways without existing cameras.
The number of flow signals was calculated based on the number of viable
entrance ramps on the strategic freeways.
The lane control signals quantity was estimated based on having 1.6 to 2.4
kilometer (1 to 1.5 mile) spacing on freeways with existing fiber optic cable.
The number of traffic signal upgrades was based on information collected
during the ITS existing systems inventory (i.e., number of existing signals
without central computer control and/or monitoring capability).
123
14.
15.
16.
17.
18.
19.
20.
9.1.3.1
The Tri-annual retiming quantity was determined from the number of existing
signals for each agency listed multiplied by 0.33 to estimate the number of
signals on incident response routes.
The number of arterial dynamic lane assignment signs (DLAS) was
calculated based on having 2 DLAS per arterial/freeway frontage road
intersection on the strategic freeway system. For simplicity, the DLAS
quantities were assigned to the city in which the intersection resides.
The number of dynamic message signs (DMS) was determined from TxDOT
Fort Worth District traffic management section plans.
Quantities for the City of Arlington were based on the ITS Ballpark Plan and
input from Steering Committee representatives.
The Advanced Traveler Information System interface cost of $500,000 is
based on meetings with TxDOT Fort Worth traffic management section
engineers and includes the development and enhancement of public traveler
information from the many components of TransVision.
Most of the Incident Management quantities were developed over the course
of interviews with numerous response agencies and transportation
departments in the Fort Worth sub-region.
The elements of the Advanced Public Transportation System (APTS) and the
estimated cost were developed based on meetings with the Fort Worth
Transportation Authority, The T.
Fort Worth Regional ITS Plan Ultimate Deployment Costs
Table 9-5 summarizes the estimated capital, and operations and maintenance costs
by individual ITS elements for the proposed ultimate ITS system. The estimated
capital (implementation) cost for the ultimate Fort Worth Regional ITS Plan is
approximately $45.4 million. The estimated corresponding annual operations and
maintenance costs associated with the proposed system is $5.3 million.
9.1.3.1.1 Fort Worth Regional ITS Plan Estimated Annualized Costs
Annualized capital cost for the ultimate system, assuming a 15 year life and a 6
percent rate of return, is $4.7 million. The combined annualized capital cost and
annual operations and maintenance costs for the ultimate system is $10 million.
9.1.3.1.2 Fort Worth Regional ITS Plan Estimated Benefit/Cost Ratio
Using the expected annual savings/benefits value of $385.9 million and the
combined annualized capital and operations and maintenance cost of $10 million,
an estimated Benefit/Cost ratio of almost 39 to 1 will result from the deployment of
the ultimate Fort Worth Regional ITS Plan.
124
Table 9-5. Estimated Ultimate ITS System Costs
Other Cities
N. Richland Hills
Grand Prairie
Fort Worth Regional ITS Plan Estimated Costs
$500
$0
$0
$30
$0
$296.3
$100
$270
$0
$360
1
2
$250
$0
$500
$0
4
2
155
$100
$0
$0.5
$0.5
$10
$0.7
$400
$0
$78
$2
$20
$108.5
30
15
132
308
18
177
$30
$20
$10
$20
$25
$0.3
$0.3
$0.5
$0.5
$0.5
$450
$2,640
$3,080
$360
$4,425
$4.5
$39.6
$154
$9
$88.5
262
87
27
162
40
543
448
148
$20
$22
$15
$0
$3
$2.5
$1
$1
$0.5
$0.3
$3,240
$880
$8,145
$0
$444
$405
$40
$543
$224.0
$44.4
61
5
1
$125
$20
$500
$3
$2
$5
$7,625
$100
$500
$183
$10
$5
1
2
6
18
12
1
7
1
21
416
$50
$250
$40
$0
$7
$100
$16
$0
$5
$1.9
$50
$10
$80
$40
$0.5
$1
$2.5
$50
$1
$0.1
$50
$500
$240
$0
$84
$100
$112
$0
$105
$790.4
$50
$20
$480
$720
$6
$1
$17.5
$50
$21
$20.8
1
$10,000
$1,000
$10,000
$1,000
$45,377.9
$5,293.1
1
1
1
1
1
The "T"
$0.01
$100
$45
$0
$45
Hurst
$500
$0
$0
$5
$0
Haltom City
8
1
1
6
6
8
Grapevine
Annual O&M
Cost ($1,000's)
Euless
Capital Cost
($1,000's)
Bedford
Unit Annual
O&M
($1,000's)
Arlington
Unit Capital
Cost ($1,000's)
Ft. Worth
Totals
Transportation Management Center:
TransVision: facility and communications and satellite hubs
1
TransVision: computers/hardware/software
1
TransVision: 24 hrs/day, 7 days/week operating staff (avg. salaries & benefits)
6
Standard hardware/software platform for data sharing
City TMC operating staff (avg. salaries & benefits)
System Design & Integration:
City TMC's/ The "T"
1
Communications:
Fiber (per kilometer)
4
T-1 lines for field devices (lease costs per link)
2
ISDN lines for field devices (installation & lease costs)
147
Surveillance & Detection:
Freeway inductive loop detector stations (8 lane coverage per station)
15
Freeway radar/microwave detector stations (4 lanes per freeway station)
132
Arterial incident/system detectors
20
CCTV cameras on existing fiber connections: shared images as needed
10
CCTV cameras with compressed video: shared images as needed
147
Control Strategies:
Flow signals
162
Freeway lane control signals (4 lanes coverage per station)
40
Traffic signal upgrades (central computer control & monitoring capability)
60
Tri-annual arterial traffic signal timing re-evaluations (per traffic signal)
67
Arterial/frontage road dynamic lane assignment signs
Traveler Information:
Dynamic Message Signs (DMS)
61
Highway Advisory Radio (HAR)
2
Advanced Traveler Information System Interface (development & enhancement)
1
Incident Management:
Police & Fire incident management workshops
Development & maintenance of area-wide incident response signal timing plans
1
Additional Courtesy Patrol (CP) vehicles
6
24 hrs/day, 7 days/week MAP operating staff (avg. salaries and benefits)
18
Graphical sequencing arrowboards for Courtesy Patrol vehicles
12
Automatic Vehicle Location (AVL) system for CP & incident management veh.
1
Portable DMS
3
Additional Traffic Safety Officer (salary and benefits)
1
Total stations
0
Reference Markers (kilometers)
416
Advanced Public Transportation System
AVL, navigation system, communications system, smart fare system, cameras on
buses & at major transfer centers, kiosks, & automatic passenger counters
** THESE ITEMS WILL HAVE TO BE PRIORITIZED TO FIT INTO AVAILABLE FUNDS
Various Cities
ITS Element Description
TxDOT
Fort Worth Regional ITS Plan Deployment Quantities
1
8
115
92
192
63
100
5
17
6
12
7
32
11
0
8
8
15
5
7
8
14
5
5
2
10
4
5
8
27
13
8
5
14
8
4
30
0
50
17
3
1
1
4
4
3
2
2
2
2
2
2
2
1
TOTALS (1,000's):
125
References
1.
Mobility 2010 Plan Update. North Central Texas Council of Governments.
January 1995.
2.
Mobility 2020 Plan. North Central Texas Council of Governments. 1997.
3.
Lomax T., D. Shrank. Urban Roadway Congestion. 1996 Congestion Values.
Unpublished Report.
4.
Motor Vehicle Accident Database. Texas Department of Public Safety. Annual
analysis by TTI for TxDOT 1996.
5.
Estimating the Cost of Unintentional Injuries, 1996. National Safety Council.
January 1997.
6.
Carvell, J., E. Seymour, C. Walters, and T. Starr, “Dallas Area-Wide Intelligent
Transportation System Plan.” Report No. FHWA-96/591-1F, Texas
Transportation Institute, US Department of Transportation, Federal Highway
Administration, 1996.
7.
Apogee/Hagler Bailly, “Intelligent Transportation Systems: Real World
Benefits.” Report No. FHWA-JPO-98-018, US Department of Transportation,
Federal Highway Administration, January 1998.
8.
Robinson, J. and G. Piotrowicz, “Ramp Metering Status in North America,
1995 Update.” Federal Highway Administration, June 1995.
9.
Goeddel, D., “Benefits Assessment of Advanced Public Transportation
Systems (APTS).” Report No. DOT-VNTSC-FTA-96-7, US Department of
Transportation, Federal Transit Administration, July 1996.
10. Bi-State St. Louis Area IVHS Planning Study. Edwards and Kelcey, Inc.,
Missouri Highway and Transportation Department, Report No. MHTD No. IVH9229 (601) P1, April 1994.
11. Transportation Control Measure Effectiveness Study. North Central Texas
Council of Governments. Technical Report Series 44, August 1996.
12. Federal Highway Administration, Office of Traffic Management and Intelligent
Transportation Systems Applications (HTV-10), Cost Estimates and
Assumptions for the Core Infrastructure, June 1995.
13. Daniels, G., T. Starr, and W. Stockton, “Guidelines for Funding Operations
and Maintenance of ITS/ATMS.” Report No. 1494-1F, Texas Transportation
Institute, Texas A&M University, November 1996.
126
APPENDIX A
FORT WORTH REGIONAL ITS QUESTIONNAIRE #1
PRELIMINARY IDENTIFICATION OF MOBILITY PROBLEMS
AND PLAN PRIORITIES
127
FT. WORTH REGIONAL ITS QUESTIONNAIRE
Return by Fax to (817) 461-1239
Directions: Please take a few moments to fill out and return the questionnaire below. Answer as many of the
questions as you can. When the form is completed please return it as soon as possible to the Texas
Transportation Institute. If there are any questions regarding this form or the directions please call Poonam Wiles
or Scott Cooner at (817) 261-1661.
Name:
Agency:
I.
Identification of ITS Plan Priorities
Please rank the following items using the numbered scale. For this scale, the number 1 corresponds to a high
priority item and the number 5 corresponding to a low priority item.
Incident Management Enhancement
â
ã
ä
å
æ
Priority Corridor Issues
â
ã
ä
å
æ
Pre-Trip Traveller Information
â
ã
ä
å
æ
In-route Traveller Information
â
ã
ä
å
æ
Interjurisdictional Signal Coordination
â
ã
ä
å
æ
Traffic Monitoring & Surveillance
â
ã
ä
å
æ
â
ã
ä
å
æ
â
ã
ä
å
æ
Comments:
II.
Identification of Mobility Problems
A.
Identify some of the most significant mobility problems in your jurisdiction:
128
B.
What do you consider to be some of the most significant mobility problems outside of
your jurisdiction but still within the Fort Worth region?
III.
Incident Management Interview Information
A.
Who do you recommend as police and fire department representatives for an
interview of your jurisdiction’s incident management procedures and policies? How
(letter, fax, phone) should these representative(s) be contacted? Please provide the
recommended contact information if it is known.
IV.
Miscellaneous Information
A.
Do you have a Geographic Information System (GIS)? If so, what type of software is
or will be utilized?
B.
Additional comments and/or suggestions for discussion at future meetings are
welcome:
129
FW REGIONAL ITS QUESTIONNAIRE RESULTS
'
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
T
21 responses from representatives of:
University of Texas at Arlington
North Central Texas Council of Governments
DFW International Airport
Tarrant County
TxDOT - Fort Worth & Dallas Districts
Federal Highway Administration (Region 6)
Barton-Aschman & Associates
City of Arlington
City of Bedford
City of Colleyville
Town of Edgecliff Village
City of Fort Worth
City of Grand Prairie
City of Haltom City
City of Hurst
City of Keller
City of North Richland Hills
' Identification of ITS Plan Priorities
' Identification of Mobility Problems
130
I. IDENTIFICATION OF ITS PLAN PRIORITIES
High » Priority º Low
ITS Plan Priority Items
1
2
3
4
5
Incident Management Enhancement
14
4
2
1
0
Priority Corridor Issues
6
10
4
1
0
Pre-trip Traveller Information
1
7
5
5
3
In-route Traveller Information
5
9
4
3
0
Interjurisdictional Signal Coordination
9
6
5
1
0
Traffic Monitoring & Surveillance
4
10
3
3
0
High » Priority º Low
Write-in ITS Elements
Multijurisdictional Traffic Op. Center
1
2
3
T
T
4
5
T
Transit Traveller Information System
Congestion Pricing
T
High Occupancy Toll (HOT) Lanes
T
Problem Identification
T
Regional Sharing of Information
T
T
Strategic Deployment Planning
Mobile Deployment Capabilities
T
T
Adv. RR Crossing Warning Systems
Signal Coordination
T
Short Term / Temporary Solutions
T
II. IDENTIFICATION OF MOBILITY PROBLEMS
131
Problems were categorized into 7 groups:
Î Priority Corridors:
- I35W (2)
- SH 114 (2)
- I20
- SH 360
- I30
- SH 183 (2)
- SH 121 (2)
Ï Priority Locations:
- I20 @ Cooper (3)
- I20 @ Hulen
- SH 360 @ Division - I35W @ I 30
- I30 @ Collins
- SH 121 @ SH 183
Ð Construction:
- SH 10 (Hurst)
- I30 (Arlington)
- SH 183
- scheduling
- NE Loop 820
- closures for minor work
Ñ Incident Management
- slow response (2) - clearing of overturned 18 wheelers
- uncoord. diversions - TxDOT’s use of Senate Bill 312
- accident reduction - clearing of incidents needs improvement
Ò Traffic Signal Issues:
132
- poor signal timing (2)
- signal coordination (2)
- fixed time traffic signals
- undersized intersections
Ó Real-Time Traveller Information:
- lack of information on alternate routes to special events
- lack of availibility of real-time data (2) & not knowing how to use it
- lack of information regarding route selection and status for a trip
Ô Other Items Mentioned:
- traffic congestion on major freeways
- traffic congestion caused by inadequate capacity (5)
- traffic congestion caused by incidents (4)
- traffic congestion caused by construction (2)
- lack of transit service in some areas (3)
- lack of public support for alternative modes of travel
- lack of HOV facilities
- lack of frontage roads
- uncontrolled access to regional thoroughfares
- drainage problems
- operation and maintenance of systems with minimal funding
- multijurisdictional coordination
133
III. COMMENTS / SUGGESTIONS
FOR FUTURE MEETINGS
' Educational module at each meeting
' City presentations on their ITS efforts
' Police presentations on their views of traffic
problems and suggested solutions
' Incorporate discussions of the Mobility 2020
Plan currently being developed by NCTCOG
' Keep the focus of the planning effort on
advanced technologies
' Plan should address all modes of travel,
should include TDM strategies, and should
deal with all ITS user services
134
APPENDIX B
FORT WORTH REGIONAL ITS QUESTIONNAIRE #2
FINAL IDENTIFICATION OF MOBILITY PROBLEMS
AND PLAN PRIORITIES
135
PRIORITY MOBILITY ISSUES
Fort Worth Regional ITS Questionnaire #2
Please return via fax to (817) 461-1239
(Questions? Call Poonam Wiles or Scott Cooner at 261-1661)
Welcome to the “Virtual Meeting!”
You are invited and requested to participate in the determination of our priority Tarrant
County area mobility problems. The Steering Committee has decided to poll the
membership on the priority of mobility problems in order to focus the efforts of the
Steering Committee and the ITS Plan along key issues.
Please rank the items on the following list from 1 - 18 with Item #1 being your
assessment of our most critical problem, #2 the second worst problem,and so forth.
Then list the locations, in your opinion, of the top 3 mobility problems on freeways,
freeway/freeway interchanges, freeway/arterial interchanges and arterial streets.
Next Meeting: Wednesday, December 4th, 1996 at 1:30 PM at the NCTCOG third
floor conference room.
You are invited to a lunch gathering prior to the meeting on Dec. 4th, at around noon,
at Bodacious Barbeque, 1206 E. Division St. in Arlington, (On Division, ½ mile east
of Collins St., on the south side of the street).
If you can come, just go through the line and get your lunch (cash or checks only), and
head for the room they have set aside for us. We hope you can join us prior to the
meeting!
A FAX will be sent out soon with the draft minutes of the November 6 meeting for
your review and comments.
Thank you for participating in the Virtual Meeting!
136
FAX BACK TO (817) 461-1239, ASAP, Attn. Poonam Wiles
Please Rank (1 - 18) (#1 is worst problem). NAME
____ Poor detection of incidents on freeways
____ Inadequate freeway capacity
____ Lack of signal coordination between adjacent cities along arterials
____ Lack of real-time travel information prior to the trip
____ Lack of real-time travel information in-route
____ Lack of frontage road signal coordination during freeway incidents
____ Long freeway incident response times by emergency vehicles
____ Inadequate freeway incident clearance times
Inadequate freeway incident traffic control
____ Lack of focus on freeway priority corridors
____ Lack of traffic condition monitoring capability on freeways
____ Lack of traffic condition monitoring capability on arterials
____ Poor freeway maintenance/construction traffic control planning
____ Inadequate traffic control planning for special events
____ Lack of signal coordination within a jurisdiction
____ Lack of high-occupancy vehicle (HOV) lanes on freeways
____ Inadequate transit service
____ Inadequate transit travel information
137
Mobility Problem Locations:
List and Rank #1 being worst, etc.
Freeway Sections (Identify)
1.
2.
3.
Freeway/Freeway Interchanges
1.
2.
3.
Freeway/Arterial Interchanges
1.
2.
3.
Arterial Sections
1.
2.
3.
138
Fax Questionnaire #2 Response Summary
26 Total Responses (9 since the report at the Dec. 4th meeting)
20 Agencies Represented
Cities (10):
Arlington
Bedford
Fort Worth (3)
Grand Prairie
Grapevine
Haltom City
Keller
Kennedale
North Richland Hills
Saginaw
Others (10):
Shadow Broadcast Services
Tarrant County
University of Texas at Arlington (2)
TxDOT (3)
North Central Texas Council of Governments
Barton-Aschman
Federal Highway Administration
Federal Transit Administration
D/FW International Airport
Texas Transportation Institute (2)
139
UPDATED
RESULTS OF FAX QUESTIONNAIRE #2
PART I
All Votes
Problem Area
Priority
Score
Freeway incident traffic control (1)
Votes 1 - 6
Only
Rank
Priority
Score
Rank
330
1
235
1
Freeway incident clearance times (2)
318
2
223
2
Frontage road signal coordination during incidents (5)
293
T3
176
5
Freeway capacity (6)
293
T3
202
3
Incident detection on freeways (4)
287
5
180
4
Traffic condition monitoring on freeways (3)
281
6
140
7
Freeway maint./constr. traffic control planning (7)
274
7
157
6
Real-time travel information while in-route (T10)
255
8
115
11
Traffic condition monitoring on arterials (12)
252
9
139
8
Signal coordination within a jurisdiction (9)
248
10
118
10
Freeway priority corridors (8)
246
11
138
9
Signal coordination btwn adj. cities on arterials (T10)
237
12
89
15
Real-time travel information prior to the trip (14)
221
13
80
16
Freeway incident response times by emrgncy veh (13)
214
14
91
14
Transit service (T16)
192
15
112
12
Traffic control planning for special events (T16)
184
16
98
13
High-occupancy vehicle (HOV) lanes on freeways (15)
175
17
60
18
65
17
Transit travel information (18)
146
18
T indicates a tie between priority scores
(X) the number in parenthesis indicates the ranking before 8 new responses
UPDATED
140
RESULTS OF FAX QUESTIONNAIRE #2
PART II
FREEWAY SECTIONS
Section & Limits
No. of Votes for Rank
Shown
Priority
Score
#1
#2
#3
IH 820 (SH 183 to IH 35W)
4
3
3
21
SH 360 (IH 20 to IH 30)
4
2
3
19
SH 183 (SH 360 to IH 820)
2
4
3
17
IH 30 (SH 360 to IH 820)
1
3
2
11
IH 30 (Beach to Summit)
2
0
2
8
IH 820 (IH 30 to SH 183)
1
2
1
8
SH 114/121 (FM 1709 to IH 635)
2
0
2
8
SH 183 (IH 35E to IH 820)
1
2
0
7
IH 35W (IH 30 to Western Center)
0
1
2
4
SH 360 (IH 20 to SH 183)
1
0
0
3
IH 35W (IH 20 to IH 820)
0
1
0
2
IH 35W (IH 820 to FW City Limit)
0
1
0
2
IH 35W (Alta Mesa to IH 20)
0
1
0
2
SH 183 (DFW Airport to TX Stadium)
0
0
1
1
IH 820 (Randol Mill to SH 180)
0
0
1
1
SH 360 (IH 30 to SH 183)
0
0
1
1
141
FREEWAY/FREEWAY INTERCHANGES
No. of Votes for Rank Shown
Interchange
Priority
Score
#1
#2
#3
IH 820 @ SH 121/SH 183
9
6
1
40
IH 35W @ IH 30
7
3
2
29
SH 360 @ IH 30
3
3
4
19
IH 35W @ IH 820
1
2
1
8
SH 360 @ SH 183
0
3
1
7
SH 114 @ SH 121
1
0
1
4
IH 35W @ IH 20
1
0
0
3
SH 114/121 @ IH 635
1
0
0
3
IH 20 @ IH 820/US 287
1
0
0
3
SH 121 @ SH 183
0
0
2
2
SH 114 @ IH 35W
0
1
0
2
SH 360 @ SH 114/SH 121
0
0
1
1
SH 360 @ IH 20
0
0
1
1
142
FREEWAY/ARTERIAL INTERCHANGES
No. of Votes for Rank Shown
Interchange
Priority
Score
#1
#2
#3
IH 20 @ South Cooper
6
4
1
27
IH 820 @ Rufe Snow
4
4
1
21
SH 360 @ Division
5
1
0
17
IH 20 @ Hulen
3
1
1
12
IH 820 @ Beach St.
0
3
0
6
SH 114/121 @ William Tate
0
3
0
6
IH 30 @ University
1
1
0
5
SH 114 @ FM 1709
1
0
1
4
SH 360 @ Six Flags Dr.
1
0
1
4
IH 20 @ Bryant Irvin
0
1
1
3
IH 20 @ Business 287
1
0
0
3
IH 820 @ Glenview/Pipeline
1
0
0
3
IH 30 @ Cooper
0
0
2
2
SH 183 @ Precinct Line Rd.
0
1
0
2
SH 360 @ Lamar Blvd.
0
1
0
2
US 287 @ Little Rd.
0
1
0
2
IH 820 @ Bedford-Euless Rd.
0
0
1
1
IH 820 @ SH 26
0
0
1
1
IH 20 @ New York
0
0
1
1
IH 820 @ Holiday
0
0
1
1
IH 30 @ Oakland
0
0
1
1
IH 35W @ Western Center
0
0
1
1
Weatherford Traffic Circle
0
0
1
1
IH 30 @ Fielder
0
0
1
1
143
ARTERIAL SECTIONS
No. of Votes for
Rank Shown
Arterial Section
Priority
Score
#1
#2
#3
S. Cooper (S. Green Oaks to Arkansas)
7
1
0
23
Rufe Snow (SH 183 to FM 1709)
2
4
2
16
Collins (Abram to SH 183)
3
2
0
13
Hulen (Alta Mesa to Camp Bowie)
2
2
0
10
Rosedale (IH 30 to US 287)
1
1
0
5
S. Cooper (Arkansas to IH 30)
1
0
1
4
FM 1709 (SH 114 to US 377)
1
0
0
3
Saginaw Blvd. (US Business 287)
1
0
0
3
S. Green Oaks (IH 20 to Pleasant Ridge)
0
1
0
2
Little Rd. (IH 20 to Pleasant Ridge)
0
1
0
2
Bowen Rd. (IH 20 to Spur 303)
0
1
0
2
US 377 (IH 820 to Keller Rd.)
0
1
0
2
Glenview/Pipeline
0
1
0
2
Bluemound Rd. (FM 156)
0
1
0
2
Camp Bowie (IH 30 to Weatherford Hwy)
0
1
0
2
Lamar (SH 360 to Ballpark Way)
0
1
0
2
Bryant Irvin (IH 20 to SH 183)
0
0
1
1
N. Beach (Western Center to City Limit)
0
0
1
1
Lake Worth Blvd. (SH 199)
0
0
1
1
Precinct Line (Bedford-Euless to Harwood)
0
0
1
1
Fielder (IH 30 to Division)
0
0
1
1
Matlock (Bardin to Arbrook)
0
0
1
1
144
APPENDIX C
FORT WORTH REGIONAL ITS PROBLEM LOCATION ANALYSIS
ASSESSMENT OF ITS SOLUTIONS
FOR KEY FREEWAY SEGMENTS
145
IH 820, the North Loop, from IH 35W to SH 183 (6.5 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
88,700
4
91,600
4/8
156,000
8
99,000
4
V/C
1.06
1.09
0.93
Pk Period LOS
F
E/F
E
1.18
F
Geometric Information: This section of roadway is a 4 lane divided (48 foot median with no barrier) freeway with
both an inside shoulder (varies between 4 - 10 feet but is mostly 6 feet) and outside shoulder (10 feet). Two lane
frontage roads span most of this section, however, they are discontinued between the Union Pacific and Southern
Pacific railroad tracks that cross over the freeway.
Congestion Periods/Patterns: In the morning peak period, traffic queues in the eastbound direction on IH 820
at the IH 35W interchange where the southbound and northbound IH 35W connectors ramps merge and back past
SH 26 from the IH 820/SH 121/SH 183 interchange. In the westbound direction, there is some congestion in the
left lane before the left exit to southbound IH 35W. In the evening peak period, eastbound traffic backs up from
the IH 820/SH 121/SH 183 interchange like during the morning. There is also queuing in both directions in the
vicinity of Rufe Snow during the PM peak.
Current or Planned Geometric/Operational Improvements:
CURRENT
The IH 820/SH 183/SH 121 interchange is being reconstructed
PLANNED
The Rufe Snow overpass will be widened from 4 to 8 lanes with dedicated turnaround
lanes. A CMAQ project will widen Rufe Snow to 7 lanes from IH 820 north to just past
Mid-Cities Blvd and to 6 lanes from IH 820 south to just past Glenview.
North Richland Hills passed a bond election to widen Meadow Lakes bridge from 2 to 4
lanes & construct an EB Frontage Rd between Meadow Lakes & Rufe Snow.
N. Beach Street @ IH 820 is scheduled for intersection improvements in the TIP.
US 377 (Denton Highway) @ IH 820 is scheduled for a signal upgrade in the TIP.
The Mobility 2020 Plan specifies that this corridor will be expanded from 4 to 8 lanes with
an HOV lane included.
A Park&Ride facility is planned near the IH 820/Davis Blvd/SH 26 interchange.
Railtran is a commuter rail project that may take demand away from IH 820
Current or Imminent ITS Elements Available:
CURRENT
DMS @ Rufe Snow (EB and WB)
Rufe Snow has variable lane designation at the frontage road signals
IMMINENT
-
CCTV @ SH 26 and Pipeline
Alternate Routes Rating:
POOR
- Glenview Avenue (4 lane cross-section) is the closest alternate route to the South.
- Watauga Road is the closest alternate route to the North.
Courtesy Patrol Coverage: All of the Interstate 820 loop is included in the Courtesy Patrol service area, however,
this section is not one of the designated routes during the morning and afternoon peak periods.
Assessment of Potential for ITS Solutions:
1.2 - Courtesy Patrol
1.6 - Reference location signs for incident location identification
4.5 - Compressed CCTV @ Rufe Snow, IH 35W
5.0 - Bottleneck improvement @ IH 35W ramps
146
SH 183, the Airport Frwy, from IH 820 to SH 121 (5.5 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
136,500
6
138,500
8/6
208,800
10 + HOV
165,000
6
V/C
1.08
1.10
1.00
Pk Period LOS
F
F
E/F
1.31
F
Geometric Information: This section of roadway is a 6 lane divided freeway (22 foot median with concrete barrier)
with both an inside shoulder (10 feet) and outside shoulder (10 feet). Two lane frontage roads span most of the
section, however, the westbound access road is interrupted between the Norwood Drive entrance ramp and the
Precinct Line Road exit ramp.
Congestion Periods/Patterns: This section of roadway has one of the highest ADT’s within the Fort Worth
subregion. In general, the eastbound direction seems to experience more recurring congestion during the morning
peak period (6:30 - 8:30) than during the evening. Under normal flow conditions, eastbound commuters encounter
a queue from SH 121 back to Central. The westbound direction is more heavily congested during the evening peak
period (5:00 - 7:00) and motorists ordinarily confront a queue in the vicinity of Precinct Line Road.
Current or Planned Geometric/Operational Improvements:
CURRENT
The IH 820/SH 121/SH 183 interchange is being reconstructed.
The City of Bedford has improved the signal coordination along Harwood Drive
PLANNED
-
Central Drive @ SH 183 is scheduled for intersection improvements in the TIP.
The Mobility 2020 Plan calls for SH 183 to be expanded from 6 to 8 lanes with an HOV
within this corridor.
Railtran commuter rail is set to run parallel to this section of SH 183.
Current or Imminent ITS Elements Available:
CURRENT
No ITS elements are currently operational in this section of SH 183.
IMMINENT
-
DMS @ Precinct Line (EB and WB) and Central (EB)
CCTV @ Precinct Line and Murphy
Alternate Routes Rating:
GOOD
- SH 10 (4 lane cross-section that is scheduled to be widened to 6 lanes in the TIP) and Pipeline Road (4 lane
cross-section that is scheduled to be widened to 5 lanes in the TIP) are alternate routes to the South.
- Bedford-Euless Road (4 lane cross-section) and Harwood Drive (4 lane cross-section) are alternate routes to the
North.
Courtesy Patrol Coverage: State Highway 183 from the Tarrant/Dallas County Line to the junction with Interstate
820 is included in the Courtesy Patrol service area, however, this section is not one of the designated routes during
the morning and afternoon peak periods. State Highway 183 through the Mid Cities (i.e., Hurst-Euless-Bedford)
is scheduled to be the next designated route added to the 3 existing when funding allows.
Assessment of Potential for ITS Solutions:
1.1 - Incident response signal timing plans
1.2 - Courtesy Patrol
1.6 - Reference location signs for incident location identification
3.2 - Highway Advisory Radio
4.7 - Coordination of ITS systems with City of Hurst
147
SH 183, Airport Frwy, from SH 121 to Dallas/Tarrant Co. Line (5.5 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
123,100
6
141,000
6/8
165,300
8 + HOV
135,300
6
V/C
0.98
1.12
0.98
Pk Period LOS
E
E/F
E/F
1.07
F
Geometric Information: This section of roadway is a 6 lane divided (22 foot wide median with concrete barrier)
freeway with both an inside shoulder (10 feet) and outside shoulder (10 feet). Two lane frontage roads span most
of the section, however, the eastbound access road is interrupted between the North Main St. entrance ramp and
Dickey Street.
Congestion Periods/Patterns: This section of roadway has one of the highest ADT’s within the Fort Worth
subregion. The eastbound direction is congested during the morning peak period (7:00 - 8:00). Motorists normally
experience turbulence between North Main (exit for FAA and American Airlines employees) and International
Parkway (DFW Airport exit) during the AM peak. The westbound direction has heavier traffic during the evening
peak period (5:00 - 7:00). Motorists typically encounter queued traffic prior to the southbound SH 121 merge and
prior to the SH 360 interchange in the right lane in the morning and evening.
Current or Planned Geometric/Operational Improvements:
CURRENT
No construction is currently taking place in this section of SH 183.
The City of Bedford has improved signal coordination along Harwood Drive.
PLANNED
-
N. Main Street @ SH 183 is scheduled for intersection improvements in the TIP.
The Mobility 2020 Plan calls for SH 183 to be expanded from 6 to 8 lanes with an HOV
within this corridor.
Railtran commuter rail is set to run parallel to this section of SH 183.
Current or Imminent ITS Elements Available:
CURRENT
DMS @ Industrial (EB and WB), American (EB and WB), & the County Line (WB)
IMMINENT
-
CCTV @ American, FAA, Satellite, and the County Line
Alternate Routes Rating:
GOOD
- SH 10 (6 lane cross-section) and Pipeline Road (4 lane cross section) are alternate routes to the South.
- Bedford-Euless Road (2/4 lane cross-section) and Harwood Drive (2/4 lane cross-section) are alternate routes
to the North.
Courtesy Patrol Coverage: State Highway 183 from the Tarrant/Dallas County Line to the junction with Interstate
820 is included in the Courtesy Patrol service area, however, this section is not one of the designated routes during
the morning and afternoon peak periods. State Highway 183 through the Mid Cities (i.e., Hurst-Euless-Bedford)
is scheduled to be the next designated route added to the 3 existing when funding allows.
Assessment of Potential for ITS Solutions:
1.1 - Incident response signal timing plans
1.2 - Courtesy Patrol
1.6 - Reference location signs for incident location identification
5.0 - Bottleneck improvement
148
SH 360 from IH 20 to IH 30 (6.0 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
102,400
6/4/6
123,400
8/6
142,600
8
140,000
6
V/C
0.96
0.98
0.85
Pk Period LOS
E
E
E
1.11
F
Geometric Information: This section of roadway is a 6 lane divided (median width ranges from 6 to 48 feet)
freeway with both an inside shoulder (typically 10 feet but is 1.5 feet under Division) and outside shoulder (10 feet).
The frontage roads have a wide variety of cross sections within this section and are not continuous. The frontages
roads are two lanes or three lanes in some areas, however, they are discontinued at Division and Riverside because
of railroad bridges.
Congestion Periods/Patterns: This corridor experiences heavy directional flow during the morning and evening
peak periods. In the morning, the northbound direction experiences significant queuing and delay in the segment
between Spur 303 and Division (SH 180). In the evening, the southbound direction is congested from the beginning
of this section to Division and then again from Mayfield to Interstate 20.
Current or Planned Geometric/Operational Improvements:
CURRENT
Northbound bottleneck improvement that extends lane from Abram entrance past
Division to the Randol Mill exit ramp.
PLANNED
-
Park Row Drive @ SH 360 is scheduled fof intersection improvments in the TIP.
The Mobility 2020 Plan calls for this section of SH 360 to be widened from 6 to 8 lanes.
Current or Imminent ITS Elements Available:
CURRENT
DMS @ Park Row (NB)
IMMINENT
-
CCTV @ Mayfield, Spur 303, Abram, and Six Flags
Flow Signals @ Mayfield, Arkansas, Spur 303, Park Row, and Abram northbound
entrance ramps
Alternate Routes Rating:
FAIR
- Great Southwest Parkway (4 lane cross-section) is the most attractive alternate route to the East
- New York Avenue (2 lane cross-section) and Ballpark Way/Stadium Drive (4/6 lane cross-section) are
alternate routes to the West
Courtesy Patrol Coverage: State Highway 360 from Interstate 20 to State Highway 183 is included in the
Courtesy Patrol service area. This section is one of the three designated routes that is patrolled every weekday
during the morning (6am to 8am) and afternoon (4pm to 6pm) peak periods.
Assessment of Potential for ITS Solutions:
1.1 - Incident response signal timing plans
1.6 - Reference location signs for incident location identification
3.1 - DMS for SB traffic near Abram
4.7 - Coordination of ITS systems with the City of Arlington
5.0 - Bottleneck improvement
149
SH 360 from IH 30 to SH 183 (6.0 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
94,100
6
105,500
6
118,900
6
122,000
6
V/C
0.75
0.84
0.94
Pk Period LOS
D
E
E
0.97
E
Geometric Information: This section of roadway is a 6 lane divided (22 median width with concrete barrier)
freeway with both an inside shoulder (10 feet) and outside shoulder (10 feet). Two lane frontage roads span most
of the section, however, they are discontinued at Riverside. The frontages roads are two lanes or three lanes in
some areas, however, both directions are discontinued at Riverside because of a tributary of the Trinity River and
a railroad overpass bridge.
Congestion Periods/Patterns: This corridor experiences heavy directional flow during the morning and evening
peak periods. In the morning, the northbound direction experiences some queuing and delay in the right and middle
lanes near the SH 183 interchange. In the evening, the southbound direction is typically congested from Brown
Boulevard to the end of this section (i.e., Interstate 30).
Current or Planned Geometric/Operational Improvements:
CURRENT
No geometric improvements are currently being made in this section of SH 360.
PLANNED
-
The intersections of Fountain Parkway, North Carrier Boulevard, and Post & Paddock
Lane with SH 360 are scheduled for signal upgrades in the TIP.
Current or Imminent ITS Elements Available:
CURRENT
No ITS elements are currently operational
IMMINENT
-
CCTV @ Brown, Green Oaks, Riverside, and Satellite
Alternate Routes Rating:
POOR
- No continuous parallel alternate routes exist in close (i.e., 1 mile proximity) to this corridor because of the
West Fork Trinity River, Riverside Golf Club, and the Union Pacific Railroad tracks.
- Valley View/Roy Orr Blvd. is the closest attractive alternate route to the east and FM 157 (Collins) is the
closest attractive alternate route to the west (2/4 lane cross-section).
Courtesy Patrol Coverage: State Highway 360 from Interstate 20 to State Highway 183 is included in the
Courtesy Patrol service area. This section is one of the three designated routes that is patrolled every weekday
during the morning (6am to 8am) and afternoon (4pm to 6pm) peak periods.
Assessment of Potential for ITS Solutions:
1.6 - Reference location signs for incident location identification
3.1 - DMS (NB and SB) @ Riverside
5.0 - Bottleneck improvement
150
IH 30 from Cooper to SH 360 (5.0 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
121,900
6
125,900
6
191,500
10 + HOV
90,000
6
V/C
0.97
1.00
0.91
Pk Period LOS
E
E/F
E
0.71
D
Geometric Information: This section of roadway is a 6 lane divided (concrete median barrier) freeway with both
an inside shoulder (10 feet) and outside shoulder (10 feet). There are no frontage roads in the segment.
Congestion Periods/Patterns: The section is basically operating with free flow conditions during both peak
periods now that the construction has been completed, however, there is still some intermittent congestion.
Current or Planned Geometric/Operational Improvements:
CURRENT
A recently completed construction project improved the inside shoulder, median area, and
widened the bridge structures throughout the section therefore it will now be “easy” to built
an additional traffic lane in each direction.
PLANNED
-
Copeland@FM 157(Collins) is scheduled in the TIP for intersection improvements.
Current or Imminent ITS Elements Available:
CURRENT
There is dynamic lane assignment @ IH 30 & Cooper
IMMINENT
-
No ITS elements are scheduled to be deployed in the near term
Alternate Routes Rating:
FAIR
- Avenue H/Lamar Boulevard (4 lane divided cross-section) is an alternate route to the North. Lamar
Boulevard is scheduled in the TIP to be widened to 6 lanes between Ballpark Way and SH 360.
- Six Flags Drive (4 lane cross-section) and Copeland Road/Center Street (4 lane cross-sections) are alternate
routes to the South
Courtesy Patrol Coverage: Interstate 30 from the Tarrant/Dallas County Line to the junction with Interstate 20
in Parker County is included in the Courtesy Patrol service area, however, the section through Arlington is not one
of the designated routes during the morning and afternoon peak periods.
Assessment of Potential for ITS Solutions:
1.1 - Incident response signal timing plans
1.6 - Reference location signs for incident location identification
4.5 - Compressed CCTV @ Nolan Ryan
4.7 - Coordination of ITS systems with City of Arlington
151
IH 30 from Summit to Beach south of downtown Ft Worth (3.0 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
94,900
4
122,800
6
132,200
6
103,500
4
V/C
1.13
0.97
1.05
Pk Period LOS
F
E
F
1.23
F
Geometric Information: This section of roadway is a four lane divided freeway that is on an elevated
structure between Summit and IH 35W. There are no frontage roads in this segment.
Congestion Periods/Patterns: This section of roadway borders the southern portion of downtown Fort Worth
therefore a large amount of traffic comes from both directions to access the CBD. During the morning peak period,
westbound commuters normally experience a queue near US 287 and eastbound traffic encounters congestion that
backs up past Forest Park (approximately 3/4 of a mile west of Summit). In the evening peak period, there is
intermittent congestion and backups on a recurring basis, however, most of the traffic is travelling at free-flow
speeds.
Current or Planned Geometric/Operational Improvements:
CURRENT
This entire section is under construction as part of the “mixmaster” interchange
reconstruction.
PLANNED
-
Interstate 30 @ Cherry Lane is scheduled for a traffic signal upgrade in the TIP.
Interstate 30 @ Beach Street is scheduled for a traffic signal upgrade in the TIP.
Current or Imminent ITS Elements Available:
CURRENT
No ITS elements are currently operational in this section
IMMINENT
-
No ITS elements are planned for this section in the near future
Alternate Routes Rating:
FAIR to POOR
- Lancaster and Vickery are alternate routes to the South.
- There are no good parallel alternate routes to the North.
Courtesy Patrol Coverage: Interstate 30 from the Tarrant/Dallas County Line to the junction with Interstate 20
in Parker County is included in the Courtesy Patrol service area. This section is included in one of the three
designated routes (i.e., Interstate 30 from SH 183W to Beach) during the morning (6am to 8am) and afternoon
(4pm to 6pm) peak periods.
Assessment of Potential for ITS Solutions:
1.1 - Incident response signal timing
1.4 - Portable DMS during the construction
1.6 - Reference location signs for incident location identification
2.5 - Truck safety applications
4.7 - Coordination of ITS systems with the City of Fort Worth
152
IH 20, from IH 820 to Dallas County Line (12.4 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
ADT
121,900
156,800
194,400
1995
# of Lanes
10/8
10/8
10
147,000
V/C
Pk Period LOS
0.84
E
1.08
F
1.08
F
10/8
1.02
F
Geometric Information: This section of roadway is a eight lane divided freeway that is primarily at-grade. In the
section west of the US 287 interchange, the freeway becomes a ten lane divided freeway. Alternate routes exist
in the corridor; however, the alternate route north of the freeway is discontinuous (Pleasant Ridge and Arbrook).
On the south side, a good alternate route is Green Oaks Blvd, which runs from IH 20 until SH 360. Frontage roads
are discontinuous with gaps at the following locations: westbound between Cooper and Park Springs and between
Kelly Elliot and Green Oaks, eastbound between Green Oaks and Kelly Elliot and between Park Springs and
Bowen.
Congestion Periods/Patterns: During the morning peak period, congestion is occurring on both ends of the
section. In the eastbound direction, congestion starts around the Collins overpass and continues until the SH 360
and IH 20 interchange. In the westbound direction, congestion occurs on a daily basis approaching the IH 820
interchange (TTI is currently looking at this bottleneck). During the evening peak period, the congestion levels are
not as great; however, congestion is building in the westbound direction from the SH 360 and IH 20 interchange
until about Matlock. The City of Arlington and TxDOT are considering reversing the Cooper exit and Matlock
entrance ramps in this direction to get traffic off the freeway sooner.
Current or Planned Geometric/Operational Improvements:
CURRENT
No geometric improvements are being made in this section of IH 20
PLANNED
The Mobility 2020 Plan call for this section of IH 20 to be widened from 8 to 10 lanes.
Current or Imminent ITS Elements Available:
CURRENT
DMS @ Bowman Springs (WB), CCTV @ Bowman Springs
IMMINENT
Additional CMS are planned at the following locations: Green Oaks (EB), Park Springs
(WB), Bowen (EB), Collins (EB and WB), and Great SW Pkwy (WB)
Surveillance is planned along IH 20 from IH 820 to SH 360
Alternate Routes Rating:
FAIR
S Pleasant Ridge/Arbrook (4 lane cross section - 2 lanes between Kelly Elliot and Bowen and 2 lanes east of
Collins) is the most attractive alternate route on the north side of the freeway. As mentioned previously, this route
in discontinuous (jog required at Bowen Road).
S Green Oaks Blvd. (4 lane cross section) is a very attractive alternate on the south side of IH 20. This route forms
the southern part of the Green Oaks loop around the city of Arlington.
Courtesy Patrol Coverage: Interstate Highway 20 from Interstate Highway 820 to the Dallas County Line is
included in the Courtesy Patrol service area. This section of freeway is not one of the three designated routes that
are operational during both the morning (6am to 8am) and evening (4pm to 6pm) peak periods.
Assessment of Potential for ITS Solutions:
1.1 Incident response signal timing plans (frontage roads, Green Oaks, and Mayfield)
1.2 Courtesy Patrol (Peak Periods)
1.6 Reference location signs for identification of incident locations
2.1 Dynamic lane assignment capability @ key freeway/arterial interchanges
4.4 Closed circuit television cameras (CCTV) along entire corridor
4.7 Coordination between TxDOT and City Arlington
5.0 Bottleneck improvements at IH 820 and SH 360 interchanges
153
IH 820, the East Loop, from IH 30 to SH 183 (5.0 miles)
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
121,500
8
121,500
8
162,300
10
143,000
8
V/C
0.79
0.79
0.85
0.93
Pk Period LOS
E
D
E
E
Geometric Information: From IH 30 to just south of Randol Mill this freeway is 8 lanes divided with full inside and
outside shoulders (10 feet) with a concrete median barrier. From just south of Randol Mill to the SH 121
interchange this freeway is 4 lanes divided (48 foot median with no barrier) with an inside shoulder (varies between
4 - 10 feet but is mostly 6 feet) and outside shoulder (10 feet). From the SH 121 interchange to the IH 820/SH
183/SH 121 interchange this freeway is 8 lanes divided (40 foot median with no barrier) with full inside and outside
shoulders (10 feet). From John T White Rd to Randol Mill and from SH 121 to the IH 820/SH 183/SH 121
interchange there are two lane frontage roads.
Congestion Periods/Patterns: There is some sporadic congestion during the morning peak period in the
northbound direction between John T. White and Randol Mill. This congestion is probably due to the reduction in
the basic number of lanes. In the evening peak period, southbound traffic is congested between the Trinity
entrance ramp and the exit to Randol Mill. This congestion is related to the shift change at the Bell Helicopter
facility located on SH 10. Construction upstream on the IH 820/SH 183/SH 121 interchange may constrain the
southbound traffic flow, and congestion may increase when the interchange is completed. Traffic volumes may
also increase with the expansion of North Park Mall and new development near Eastchase Parkway on IH 30.
Current or Planned Geometric/Operational Improvements:
CURRENT
The IH 820/SH 183/SH 121 interchange is being reconstructed.
PLANNED
Handley Ederville Rd from SH 121 to SH 183 in Richland Hills is in the TIP to be
widened from 2 lanes to 4 lanes.
The Mobility 2020 Plan specifies that this corridor will be expanded from 8 to 10 lanes
with an HOV lane from the IH 820/SH 183/SH 121 interchange to SH 121.
The Mobility 2020 Plan specifies that this corridor will be expanded from 4/8 lanes to 8
lanes south of SH 121.
The Mobility 2020 Plan specifies that a 6 lane tollway will extend to the east from IH
820 near the SH 121 interchange.
Railtran is a commuter rail project that may take demand away from IH 820.
Current or Imminent ITS Elements Available:
CURRENT
DMS @ Trinity (NB and SB)
CCTV @ IH 30 and IH 820
IMMINENT
CCTV @ IH 820 and Pipeline
Alternate Routes Rating:
FAIR
- Bridgewood/Handley-Ederville Rd (4/5 lane cross-section) is the only alternate route to the West.
- Precinct Line (4/2 lane cross-section) is the only alternate route to the East.
Courtesy Patrol Coverage: All of the Interstate 820 loop is included in the Courtesy Patrol service area,
however, this section is not one of the designated routes during the morning and afternoon peak periods.
Assessment of Potential for ITS Solutions:
1.6 - Reference location signs for incident location identification
2.2 - Flow signals on SB Trinity Blvd entrance ramp
4.5 - Compressed CCTV @ Randol Mill and @ SH 10
4.7 - Coordination of ITS systems with City of Hurst and City of Fort Worth
5.0 - Bottleneck improvement @ SB SH 121 connection and @ NB Trinity entrance ramp
SH 114/121 from William D. Tate to Dallas County Line (4.2 miles)
154
Traffic Volume Information:
NCTCOG:
TxDOT:
Year
1995
2010
2020
1995
ADT
# of Lanes
102,800
6
121,400
6
164,500
8
117,000
6
V/C
0.75
0.88
0.89
0.85
Pk Period LOS
E
E
E/F
E
Geometric Information: This section of roadway is a 6 lane divided freeway (60 foot median, concrete barrier at
some underpasses, post and cable barrier along one span) with both an inside shoulder (10 feet) and outside
shoulder (10 feet). Two lane frontage roads are present within the Grapevine City Limits, but are not continuous
through the airport limits.
Congestion Periods/Patterns: This section of freeway serves the northeast Tarrant County motorists with
numerous employment and retail destinations, as well as those motorists traveling to and from the airport. As such,
the congestion patterns are highly directional. Congestion in the eastbound direction begins early in the morning
peak period at three primary locations: the William D. Tate entrance ramp (merge), the eastbound SH 114 entrance
ramp, and the dual lane drop near Freeport Parkway (lane drop to exit and lane drop on left side at county line.
Congestion in the evening peak period occurs in the westbound direction at two locations: the southbound SH 121
connector entr`ance and just east of the southbound William D. Tate entrance ramp (area under construction
currently). In addition, along SH 121 between SH 114 and IH-635, congestion occurs in both directions in the
morning and evening peak periods.
Current or Planned Geometric/Operational Improvements:
CURRENT
A new connection from eastbound SH 114 to southbound SH 121 is under construction.
S
The William D. Tate entrance ramp to westbound SH 114 is being widened from one
lane to two lanes.
S
Main alternate route, Business 114 (Northwest Highway) is being widened from two
lanes to 5 lanes.
PLANNED
S
S
Business 114 at Dallas Road scheduled for Signal Upgrade in TIP.
Mobility 2020 Plan indicates that this section of freeway will be expanded from six to
eight lanes.
The presence of rail service is dependent on further study.
Current or Imminent ITS Elements Available:
CURRENT
Compressed CCTV @ William D. Tate near the Outback Steakhouse
IMMINENT
-
No ITS elements are currently being planned along this freeway section
Alternate Routes Rating:
FAIR
- Northwest Highway (2-lane cross-section) in Grapevine is a decent alternate route but is under construction for
widening (to 5-lane cross-section) currently. This route joins SH 114 west of Grapevine.
- Only other viable alternate east-west route is through DFW Airport on Airfield Dr., running from SH 360 to SH 161.
Courtesy Patrol Coverage: State Highway 114 North of D/FW Airport is included in the courtesy patrol service
area. However, this section is not one of the designated routes.
Assessment of Potential for ITS Solutions:
1.2 - Courtesy Patrol (designated route)
4.5 - Closed-Circuit Television Cameras - Compressed Video
5.0 - Bottleneck improvements
155
FACILITY DIAGRAMS
Figure 1: IH 820 - IH 35W to SH 183
Figure 2: SH 183 - IH 820 to SH 121 merge
Figure 3: SH 183 - SH 121 merge to Dallas/Tarrant County Line
156
Figure 4: SH 360 - IH 20 to IH 30
Figure 5: SH 360 - IH 30 to SH 183
157
Figure 6: IH 30 - Cooper to Dallas/Tarrant County Line
Figure 7: IH 30 - Summit to Beach
Figure 8: IH 20 - IH 820 to Dallas/Tarrant County Line
158
NE Loop 820
SH 183
(Airport Frwy)
Glenview Dr.
Baker Blvd.
SH 121
Pipeline Rd.
4.5
Hurst Blvd. (SH 10)
5.0
5.0
Trinity Blvd.
2.2
West Fork Trinity River
Randol Mill Rd.
4.5
John T. White Rd.
IH 30
NE Loop 820
Figure 9: IH 820, the East Loop - IH 30 to SH 183
Figure 10: SH 114/121 - William D. Tate to Dallas/Tarrant County Line
159
APPENDIX D
TxDOT FORT WORTH DISTRICT COURTESY PATROL
DETAILED OPERATIONS DATA
(MAY 1997 to APRIL 1998)
160
MEMORANDUM
Texas
Department
of Transportation
DATE: May 6, 1998
TO:
TMT Members
FROM:
Grover A. Schretter
SUBJECT:
History of Courtesy Patrol Operations Period Ending April, 1998
The following statistics are provided for your information.
With more trucks patrolling the freeway system, we can redu e our response time to assist a greater number
of stranded motorists, remove more debris and provide needed traffic control for any incidents that may
occur.
Stranded
Motorists
Debris
Removed
Dead
Animals
Removed
Accidents
Average
Response
Time
Highway
Miles
Covered
May 1997
600
261
10
43
22 min.
31,328
June 1997
640
241
14
43
21 min.
31,411
July 1997
638
267
15
41
22 min.
31,048
August 1997
731
268
5
51
21 min.
30,884
September 1997
693
244
7
44
20 min.
32,353
October 1997
602
201
12
42
24 min.
32,958
November 1997
452
147
10
33
22 min.
27,557
December 1997
511
167
7
45
22 min.
28,747
January 1998
583
193
13
51
22 min.
29,089
February 1998
554
158
4
53
21 min.
29,234
March 1998
512
183
5
58
23 min.
29,641
April 1998
646
331
4
49
19 min.
32,281
TOTALS
7,162
2,661
106
553
597
222
9
46
Month/Year
OVERALL
AVERAGES
366,531
22 min.
30,545
161
Courtesy Patrol Operations
page 2 of 3
May 6, 1998
The following is a breakdown of how stranded motorist were assisted.
Month/Year
Assist
Stalled
Motorist
Vehicle
With
Pushed From
Information Roadway
Fuel
Given
Out
Flats
Jump
Changed Started
Water/
Overheating
Wreckers
Called, At
Motorist
Request
Mechanical
Assistance
Cellular Phone
Used To Assist
Motorist
February 1998
87
23
83
192
31
30
16
92
112
March 1998
82
13
69
184
29
33
14
88
124
April 1998
101
15
106
227
37
52
23
85
115
TOTALS
270
51
258
603
97
115
53
265
351
OVERALL
AVERAGES
90
17
86
201
33
39
18
89
117
162
APPENDIX E
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE DOCUMENTS
FOR HAZARDOUS MATERIALS RESPONSE
163
STANDARD OPERATING PROCEDURE
TITLE:
OPERATIONS, INCIDENT COMMAND SYSTEM
NUMBER:
S6701
EFFECTIVE: JULY 15, 1991
H. L. McMILLEN
FIRECHIEF
REPLACES:
SOP 301.3 (8-26-82)
To establish the Incident Command System (ICS) to be used by the Fort Worth Fire Department (FWFD).
Purpose
Definitions: See Glossary, Attachment 1.
General Information:
I.
The intent of the ICS:
A. To provide for the safety of personnel operating at emergency incidents through improved command and control.
B. To improve tactical effectiveness and the use of resources.
C. To meet OSHA/EPA regulations requiring an ICS to be used at hazardous materials (HAZMAT) incidents.
D. To meet NFPA Standard 1500 requiring an ICS to be used at all emergency incidents.
II.
The ICS consists of eight system components:
A.
B.
C.
D.
E.
F.
G.
H.
III.
Common terminology
Modular organization
Comprehensive resource management
Unified command structure
Consolidated incident action plans
Manageable span of control
Designated incident facilities
Integrated communications
The ICS consists of five major functions:
A. Command
1.
Command Staff Positions
a. Safety
b. Liaison
c. Information
164
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 2 OF 13
B. Operations
1.
Branches
a. Division/Groups
(1)
Strike Teams
(2)
Task Forces
(3)
Single Resources
C. Planning
1.
2.
3.
4.
5.
Situation Status Unit
Resource Status Unit
Documentation Unit
Demobilization Unit
Technical Specialists
D. Logistics
1.
Service Branch
a. Communications Unit
b. Medical Unit
c. Food Unit
2.
Support Branch
a. Supply Units
b. Facilities Unit
c. Ground Support Unit
E. Finance
1.
2.
3.
4.
IV.
Time Unit
Procurement Unit
Compensation/Claims Unit
Cost Unit
ICS Organization:
B. The ICS organizational structure is based on the management needs of the incident and is developed on a proactive
basis. The ICS organizational structure should reflect the complexity and needs of the incident rather than the size
of the incident. Care should be taken to avoid overbuilding or underbuilding the organizational structure. Incident
resource and management needs must be projected adequately to allow for the reflex time of responding resources.
165
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 3 OF 13
C. Subordinate management positions should be staffed to maintain an acceptable span of control and workload.
D. As the incident escalates, the appropriate functional responsibilities of Planning, Logistics, Finance and/or
Operations should be staffed to maintain a manageable span of control.
V.
Incident Command (IC):
A. IC is established by the first arriving company.
B. Command may be transferred to a later arriving or senior officer. Transfer of command should preferably be faceto-face, but may be transferred by radio if face-to-face transfer is not possible. Transfer of command
communications shall include:
1.
2.
3.
VI.
Status of current situation.
Resources committed to the incident and responding as well as the present incident organizational structure.
Assessment of the current effect of tactical operations.
Apparatus Nomenclature:
A. Standard apparatus nomenclature is used:
1.
Attack
6.
Engine
11.
2.
Brush Vehicle
7.
HAZMAT
12.
3.
Canteen
8.
Heavy Rescue
4.
Command
9.
Quint
5.
Diver
10.
Rehab
15.
Rescue
Supply
13.
Truck
14.
Utility
Tanker
Instructions/Procedures:
I.
The FWFD shall implement the ICS appropriately at all incidents for which they have management responsibility.
II.
The IC at any emergency shall be responsible for:
A. Assessment of Incident Priorities:
1.
2.
3.
Life Safety
Incident Stabilization
Property Conservation
166
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 4 OF 13
B. Size-Up:
1.
2.
3.
Situation Assessment
Incident Potential
Resource Status
C. Strategy:
1.
Defensive
2.
Offensive
a. Safety
b. Adequate present and projected resources
D. Defining Strategic Goals. Strategic goals define the overall plan that will be used to control the incident. Strategic
goals are broad in nature and are achieved by the completion of tactical objectives. Strategic goals are generally
focused in the following areas:
1.
2.
3.
Protection or removal of exposed persons
Control of the incident
Minimize property loss
E. Establishing Tactical Objectives. Tactical objectives are the specific operations that must be accomplished to
achieve strategic goals. Tactical objectives must be both specific and measurable, defining:
1.
2.
3.
4.
Assignment of resources
Nature of the tactical activity
Location of the tactical activity
Sequence/coordination of tactical activity
F. Implementing the Action Plan:
1.
Establish an appropriate organizational structure to:
a. Manage resources
b. Communicate tactical objectives through standard procedure, by assigning tactical objectives, or by assigning
task activities
III.
ICS Standard Designations shall be used:
A. Structure Exteriors:
1.
Each side shall have a letter designation.
167
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 5 OF 13
2.
The street side (address side) shall be designated A. The remaining sides shall be designated in a clockwise
manner, unless designated differently by IC.
3.
Exposures shall be designated in the same manner as the sides of the structure.
B. Structure Interiors:
1.
The floors shall be designated 1, 2, 3, etc.
2.
The basement, attic, and roof shah be designated by name.
C. Groups and Divisions:
1.
A Group shall be established by function to provide coordination and control of tactical operations when
multiple resources are assigned to the same function incident-wide, i.e., Fire Attack, Ventilation, Search and
Rescue.
2.
A Division shall be established to provide command and control of tactical operations when multiple resources
are assigned to perform tactical functions in a specified geographic area, i.e., a specific floor or side of a
structure.
a. When Divisions are established on the exterior of a structure or in nonstructural incidents such as brush fires,
a letter designation (A, B, C, etc.) shall be used and specific Division boundaries shall be defined.
b. When Divisions are established~ on the interior of a structure, a number or descriptive designation (1, 2, 3,
basement, roof, etc.) shall be used. If a Division is assigned responsibility for the entire interior of the structure,
it shall be designated as the Interior Division.
IV.
Staging:
A. The Staging management function shall be established at the discretion of the IC.
B. Directional Staging shall be used at all multiple resource responses unless otherwise designated by the IC.
C. The IC or Operations shall establish Staging by defining its location and notifying Fire Alarm.
168
STANDARD OPERATING PROCEDURE 56701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 6 OF 13
1.
The officer of the first engine company to arrive in Staging shall be the Staging Area Manager (SAM) if
responsibility is not otherwise specifically assigned.
2.
The SAM shall keep IC or Operations advised of resource availability in Staging areas whenever the status
changes.
3.
The IC or Operations shall request through the SAM and shall specify where and to whom those resources shall
report.
References: NFA-ICS-SM, NFPA 1500, NFPA 1561 86702
H.L. McMILLEN
FIRE CHIEF
Acknowledgement: I have read and I understand this publication:
169
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 7 OF 13
ATTACHMENT 1
GLOSSARY
Agency Representative. Individual assigned to an incident from an assisting or cooperating agency who has been delegated
full authority to make decisions on all matters affecting that agency*s participation at the incident. Agency Representatives
report to the Incident Liaison Officer.
Ambulance. A ground vehicle providing patient transport capability, specified equipment capability, and personnel (basic
life support ambulance or advanced life support ambulance, etc.).
Assigned Resources. Resources checked in and assigned work tasks on an incident.
Assisting Agency. An agency directly contributing suppression, rescue, support, or service resources to another agency.
Available Resources. Resources assigned to an incident and available for an assignment.
Base. That location at which the primary logistics functions are coordinated and administered. (Incident name or other
designator will be added to the term “Base.”) The Incident Command Post may be co-located with the Base. There is only
one Base per incident.
Branch. That organizational level having functional/geographic responsibility for major segments of incident operations.
The Branch level is organizational between Section and Division/Group;
Brush Vehicle. A light, mobile vehicle, having limited pumping and water capacity for off-road operations.
Clear Text. The use of plain English in radio communications transmissions. No Ten Codes or agency-specific codes are
used when using Clear Text.
Command Officer. An Officer who is not a part of the staffing of a Single Resource.
Command Post (CP). That location at which primary command functions are executed; usually co-located with the
Incident Base.
Command Staff. The Command Staff consists of the Safety Officer, Liaison Officer, and Information Officer, who report
directly to the Incident Commander.
Command. The act of directing, ordering, and/or controlling resources by virtue of explicit legal, agency, or delegated
authority.
170
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 8 OF 13
Communications Unit. Functional Unit within the Service Branch of the Logistics Section. This unit is responsible for the
incident communications plan, the installation and repair of communications equipment, and operation of the Incident
Communications Center. Also may refer to a vehicle (trailer or mobile van) used to provide the major part of an Incident
Communications Center.
Company Commander. The individual responsible for command of a Company. This designation is not specific to any
particular fire department rank (may be a Firefighter, Lieutenant, Captain, or Chief Officer, if responsible for command of
a single Company).
Company. A ground vehicle providing specified equipment capability and personnel (Engine Company, Truck Company,
Rescue Company, etc.).
Company. Any piece of equipment having a full complement of personnel.
Compensation/Claims Unit. Functional Unit within the Finance Section. Responsible for financial concerns resulting from
injuries or fatalities at incident.
Cooperating Agency. An agency supplying assistance other than direct suppression, rescue, support, or service functions
to the incident control effort (Red Cross, law enforcement agency, telephone company, etc.).
Coordination. The process of systematically analyzing a situation, developing relevant information, and informing
appropriate command authority (for its decision) of viable alternatives for selection of the most effective combination of
available resources to meet specific objectives. The coordination process (which can be either intra- or interagency) does
not, in and of itself, involve command dispatch actions. However, personnel responsible for coordination may perform
command or dispatch functions within limits as established by specific agency delegations, procedures, legal authority, etc.
Cost Unit. Functional Unit within the Finance Section. Responsible for tracking costs, analyzing cost data, making cost
estimates, and recommending cost-saving measures.
Crew Transport. Any vehicle capable of transporting personnel in specified numbers.
Crew. A specific number of personnel assembled for an assignment such as search, ventilation, or hoseline deployment and
operations. The number of personnel in a crew should not exceed recommended span-of-control guides (3-7). A Crew
operates under the direct supervision of a Crew Leader.
Demobilization Unit. Functional Unit within the Planning Section. Responsible for assuring orderly, safe, efficient
demobilization of resources committed to the incident.
171
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 9 OF 13
Directional Staging. Procedure by which unassigned companies shall position themselves one block outside of the
fireground perimeter near an operating hydrant ready for assignment by the IC.
Director. ICS title for individuals responsible for command of a Branch.
Division. That organization level having responsibility for operations within a defined geographic area. The Division level
is organizational between the Single Resource, Task Force or Strike Team and the Branch.
Documentation Unit. Functional Unit within the Planning Section. Responsible for recording/protecting all documents
relevant to incident.
Engine Company. A ground vehicle providing specified levels of pumping, water and hose capacity, and personnel.
Engine. A ground vehicle providing specified levels of pumping, water, and hose capacity but with less than the specified
level of personnel.
Facilities Unit. Functional Unit within the Support Branch of the Logistics Section. Provides fixed facilities for incident.
These facilities may include the Incident Base, feeding areas, sleeping areas, sanitary facilities and a formal Command Post.
Finance Section. Responsible for all costs and financial considerations of the incident. Includes the Time Unit, Procurement
Unit, Compensation/Claims Unit, and the Cost Unit.
Fire Alarm. A facility from which resources are directly assigned to an incident.
Food Dispenser. Any vehicle capable of dispensing food to incident personnel.
Food Unit. Functional Unit within the Service Branch of the Logistics Section. Responsible for providing meals for
personnel involved with incident.
Fuel Vehicle. Any vehicle capable of supplying fuel to ground or airborne equipment.
General Staff. The group of incident management personnel comprised of the: Incident Commander, Operations Section
Chief, Planning Section Chief, Logistics Section Chief, and Finance Section Chief.
Ground Support Unit. Functional Unit within the Support Branch of the Logistics Section. Responsible for
fueling/maintaining/repairing vehicles and the transportation of personnel and supplies.
172
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 10 OF 13
Group. That organizational level having responsibility for a specified functional assignment at an incident (ventilation,
salvage, water supply, etc.).
HAZMAT Team. Hazardous Materials Response Team.
Incident Action Plan. The strategic goals, tactical objectives, and support requirements for the incident. All incidents
require an action plan. For simple incidents the action plan is not usually in written form. Large or complex incidents will
require that the action plan be documented in writing.
Incident Command System (ICS). The combination of facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure with responsibility for the management of assigned resources to
effectively accomplish stated objectives pertaining to an incident.
Incident Commander (IC). The individual responsible for the management of all incident operations.
Information Officer. Responsible for interface with the media or other appropriate agencies requiring information direct
from the incident scene. Member of the Command Staff.
Initial Attack. Resources initially committed to an incident.
Kind. The basic nature or purpose of a Company (Engine, Truck, etc.).
Ladder Company. See Truck Company.
Leader. ICS title for individuals responsible for command of a Crew, Task Force, Strike Team, or Functional Unit.
Liaison Officer. The point of contact for assisting or coordinating agencies. Member of the Command Staff.
Logistics Section. Responsible for providing facilities, services, and materials for the incident. Includes the
Communications Unit, Medical Unit, and Food Unit within the Service Branch, and the Supply Unit, Facilities Unit, and
Ground Support Unit within the Support Branch.
Medical Unit (REHAB). Functional Unit within the Service Branch of the Logistics Section. Responsible for providing
emergency medical treatment of emergency personnel. This Unit does not provide treatment for civilians.
Officer. ICS title for the Command Staff positions of Safety, Liaison, and Information. Also used when a single individual
performs a Unit function within Planning, Logistics, or Finance.
Operational Period. The period of time scheduled for execution of a given set of operation actions as specified in the
Incident Action Plan.
173
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 11 OF 13
Operations Section. Responsible for all tactical operations at the incident. Includes up to 5 Branches, 25 Divisions or
Groups, and 125 Single Resources, Task Forces, or Strike Teams.
Out-of-Service Resources. Resources assigned to an incident but unable to respond for mechanical, rest, or personnel
reasons.
Planning Meeting. A meeting, held as needed throughout the duration of an incident, to select specific strategies and tactics
for incident control operations and for service and support planning.
Planning Section. Responsible for the collection, evaluation, dissemination, and use of information about the development
of the incident and the status of resources. Includes the Situation Status, Resource Status, Documentation, and
Demobilization Units as well as Technical Specialists.
Procurement Unit. A Functional Unit within the Finance Section. Responsible for financial matters involving vendors.
Reporting Locations. Any one of six facilities/locations where incident-assigned resources may check in. The locations are:
Incident Command Post - Resources Unit (RESTAT), Base, Camp, Staging Area, Helibase, or Division Supervisor for
direct line assignments. (Check in at one location only.)
Rescue Company. A ground vehicle providing specified rescue equipment, capability, and personnel.
Rescue Medical. Any staffed ground vehicle capable of providing emergency medical services.
Resource Status Unit (RESTAT). Functional Unit within the Planning Section. Responsible for recording the status of
resources committed to incident and evaluation of: resources currently committed to incident, the impact that additional
responding resources will have on incident, and anticipated resource needs.
Resources. All personnel and major items of equipment available, or potentially available, for assignment to incident tasks
on which status is maintained.
Safety Officer. Responsible for monitoring and assessing safety hazards or unsafe situations and developing measures for
ensuring personnel safety. member of the Command Staff.
Section. That organization level having functional responsibility for primary segments of incident operations, such as:
Operations, Planning, Logistics, and Finance. The Section level is organizational between Branch and Incident Commander.
174
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 12 OF 13
Service Branch. A Branch within the Logistics Section. Responsible for service activities at incident. Components include
the Communications Unit, Medical Unit, and Foods Unit.
Single Resource. An individual Company or Crew.
Situation Status Unit (SITSTAT). Functional Unit within the Planning Section.
Responsible for analysis of situation as it progresses. Reports to the
Planning Section Chief.
Staging Area. That location where incident personnel and equipment are assigned on an immediately available status.
Strategic Goals. The overall plan that will be used to control the incident. Strategic goals are broad in nature and are
achieved by the completion of tactical objectives.
Strike Team. Five (5) of the same kind and type of resources, with common communications and a leader.
Supervisor. ICS title for individuals responsible for command of a Division or a Group.
Supply Unit. Functional Unit within the Support Branch of the Logistics Section. Responsible for ordering
equipment/supplies required for incident operations.
Support Branch. A Branch within the Logistics Section. Responsible for providing the personnel, equipment, and supplies
to support incident operations. Components include the Supply Unit, Facilities Unit, and Ground Support Unit.
Tactical Objectives. The specific operations that must be accomplished to achieve strategic goals. Tactical objectives must
be both specific and measurable.
Task Force. A group of any type and kind of resources, with common communications and a leader, temporarily assembled
for a specific mission (not to exceed five resources).
Technical Specialists. Personnel with special skills who are activated only when needed. Technical Specialists may be
needed in the areas of fire behavior, water resources, environmental concerns, resource use, and training. Technical
Specialists report initially to the Planning Section but may be assigned anywhere within the ICS organizational structure as
needed.
Time Unit. A Functional Unit within the Finance Section. Responsible for recordkeeping of time for personnel working at
incident.
175
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6701
OPERATIONS, INCIDENT COMMAND SYSTEM
JULY 15, 1991
PAGE 13 OF 13
Truck Company. A ground vehicle providing an aerial ladder or other aerial device and specified portable ladders and
equipment capability, and personnel (Engine Company, Truck Company, Rescue Company, etc.).
Type. The defin.ed capability of a specified kind of company (e.g., pumping, hose, water, and staffing of an Engine
Company).
Unit. That organization element having functional responsibility for a specific incident*s Planning, Logistic, or Finance
activity.
Water Tanker. Any ground vehicle capable of transporting specified quantities of water.
176
STANDARD OPERATING PROCEDURE
TITLE: OPERATIONS, REMEDIATION OF HAZARDOUS MATERIALS
SPILLS
NUMBER:
S6602
EFFECTIVE: FEBRUARY 15, 1996
H. L. McMILLEN
FIRE CHIEF
Purpose:
REPLACES:
NONE
To establish procedures for requesting remediation of hazardous materials spills by emergency
response contractors.
General Information:
II.
The FWFD will determine the need to request the services of an emergency response contractor within
the city of Fort Worth for remediation of hazardous materials spills.
II.
The Environmental Management Department must be notified anytime the services of an emergency
response contractor are needed.
III.
If a responsible party/business representative is on scene, he/she will be responsible for requesting the
services of an emergency response contractor when needed.
IV.
If there is no responsible party/business representative, or upon request of the representative:
F. The Department of Environmental Management is tasked with the responsibility to request the
services of an emergency response contractor within the city of Fort Worth.
G. The Texas Department of Transportation (TxDOT) is tasked with the responsibility to request the
services of an emergency response contractor on interstate highways, state highways, farm to
market roads, and associated easements.
V.
The Fire Alarm Office will be responsible for notifying the Environmental Management Department
and TxDOT as needed.
Instructions/Procedures:
I.
Incident Commander:
A. Request Squad 2 respond to the incident to determine the need for remediation, if that need is in
question.
B. Notify the Fire Alarm Office when:
4. A responsible party/business representative is not or will not be available to request the
services of an emergency response contractor.
5. The services of a hazardous materials contractor will be needed.
177
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6602
OPERATIONS, REMEDIATION OF HAZARDOUS MATERIALS SPILLS
FEBRUARY 15, 1996
PAGE 2 OF 3
6. A responsible party/business representative is or will be available and will request the services
of an emergency response contractor or wants the Environmental Management Department to
request the services of an emergency response contractor.
II.
Fire Alarm Office:
A. Notify one of the Environmental Management Department staff members listed in Attachment I
anytime the services of an emergency response contractor are needed.
1. Provide all available information and document the call as to who was called and the time of
the call(s).
B. In the event an Environmental Management Department representative cannot be contacted, and
the incident is within the city of Fort Worth, request a response from one of the emergency
response contractors listed in Attachment 1.
C. In the event the incident occurs on an interstate highway, state highway, farm to market road, or
associated easement, notify the TxDOT dispatcher at 379-6656/6657, then immediately notify the
Environmental Management Department.
References: Department of Environmental Management letter dated January 9, 1996
H.L. MCMILLEN
FIRE CHIEF
Acknowledgment:
LONZO WALLACE
DEPUTY CHIEF FOR
OPERATIONS
I have read and I understand this publication:
PLEASE ACKNOWLEDGE ON THE REVERSE SIDE OF THIS PAGE.
178
STANDARD OPERATING PROCEDURE
H.L. McMILLEN
FIRE CHIEF
Purpose:
TITLE:
OPERATIONS, COMPANY LEVEL INCIDENT
COMMAND
NUMBER:
S6702
EFFECTIVE:
JULY 15, 1991
REPLACES:
SOP 301.2 (2-1-82)
To establish company level Incident Command (IC) procedures for the Fort Worth Fire
Department (FWFD).
General Information:
I
Effective Incident Command procedures are designed to:
D. Provide for the safety of personnel operating at emergency incidents.
E. Insure strong, direct, and visible command is established by the first arriving company.
F. Establish an effective framework defining activities and responsibilities assigned to command.
G. Fix the responsibility for command, depending on the arrival sequence of members, companies,
and officers, or a specific person through a standard identification system.
H. Provide a system for the orderly transfer of command to subsequently arriving senior officers.
II.
Apparatus arriving at multiple unit assignments shall follow established Operations and Staging
procedures to support the IC.
III.
All unnecessary radio traffic should be eliminated while responding unless it is required to insure
command functions are initiated and completed.
IV.
The radio designation “COMMAND,” in conjunction with the location, i.e., 7th Street Command or
Tandy Center Command, shall be used for the duration of the incident.
V.
All officers responding on multiple unit assignments shall record the address of the incident, the radio
channel, and the responding units on a Standard Response Card, form F.D. 718.
VI.
Command shall outline and record assignments on a Tactical Worksheet, form F.D. 717.
Instructions/Procedures:
II.
Incident Command shall be established at all incidents.
179
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6702
OPERATIONS, COMPANY LEVEL INCIDENT COMMAND
JULY 15, 1991
PAGE 2 OF 5
II.
The ranking officer of the first arriving company shall assume command and remain in command until
until relieved by a senior officer or until the incident is terminated.
III.
When multiple resources will be committed to the incident, command shall be established by
transmitting the following information to Fire Alarm:
A. Identity of the company transmitting the report.
B. Specific location of the incident.
C. Brief description of the incident, report of conditions and action taken.
D. Designation of the person/position assuming command and the incident name.
IV.
The IC at any incident is responsible for the following:
A. Assessment of Incident Priorities. Incident priorities provide a framework for command decision
making. Tactical activity may address more than one incident priority simultaneously.
1.
2.
3.
Life Safety (first priority)
Incident Stabilization (second priority)
Property Conservation (third priority)
B. Perform Size-Up. The IC must perform an initial assessment of the situation, incident potential,
and resource status. Size-up is not static and must be continued throughout the duration of the
incident. This assessment must address the following three questions:
1.
2.
3.
What have I got? (situation)
Where is it going? (potential)
What do I need to control it? (resources)
C. Select the Strategic Mode. A critical decision having an impact on the safety of personnel and the
effectiveness of tactical operations is the selection of strategic mode. Operations may be
conducted in either an Offensive or Defensive mode. This decision is based on the answers to the
following two questions:
1.
2.
Is it safe to conduct offensive operations?
Is resource capability (present and projected) adequate for offensive operations to control
the incident?
180
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6702
OPERATIONS, COMPANY LEVEL INCIDENT COMMAND
JULY 15, 1991
PAGE 3 OF 5
D. Define Strategic Goals. Strategic goals define the overall plan that will be used to control the
incident. Strategic goals are broad in nature and are achieved by the completion of tactical
objectives. Strategic goals are generally focused in the following areas:
1.
2.
3.
Protection or removal of exposed persons.
Confinement and extinguishment of the fire or control of the hazard.
Minimize loss to involved or exposed property.
E. Establish Tactical Objectives. Tactical objectives are the specific operations that must be
accomplished to achieve strategic goals. Tactical objectives must be both specific and
measurable, defining:
1.
2.
3.
4.
action
Assignment of resources
Nature of the tactical activity
Location in which the tactical activity must be performed
If the tactical action must be performed in sequence or coordinated with any other tactical
F. Implement the Action Plan. Implementation of the incident action plan requires that the IC
establish an appropriate organizational structure to manage the required resources and
communicate the tactical objectives through standard procedure by assigning tactical objectives or
by assigning task activities.
G. Selection of Command Mode. The IC must determine if initial command activity will ‘be
conducted from a fixed position, or if it will be conducted simultaneously with the tactical
operations of the first arriving company. Command from a fixed position is preferred, particularly
when an incident is complex or rapidly
escalating.
1.
2.
The initial IC must answer the following two questions:
a.
Will the initial tactical operations of the first arriving company have a
significant impact on the eventual outcome of the incident?
b.
Will the personal efforts of the Company Commander in the performance of
tactical activity have a significant impact on the ability of the Company to
achieve their assigned tactical objective(s)?
If the answer to these two questions is no, command from a fixed position should be
established.
181
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6702
OPERATIONS, COMPANY LEVEL INCIDENT COMMAND
JULY 15, 1991
PAGE 4 OF 5
H.
3.
If there is a need for immediate tactical activity, and company staffing necessitates that
the Company Commander be an integral part of company tactical operations, command
in the offense mode should be initiated.
4.
Command in the offensive mode should only be performed until command can be
transferred.
Transfer of Command.
1.
Command may be transferred from the initial IC (often a Company Officer) to a later
arriving or senior Command Officer. Transfer of command shall take place on a face-to
face basis whenever possible to facilitate effective communication and feedback. If faceto-face communication is not possible, transfer of command by radio may be conducted.
2.
If command has been established by a Firefighter, command shall be transferred to the
first arriving Officer. Command shall be transferred to the first arriving Command
Officer at that Officer*s discretion (The Command Officer may choose to allow the
Company Commander to continue as IC). Transfer of command to higher ranking
command officers ‘is also discretionary. When a Command Officer allows a lower
ranking Officer to retain command, this does not remove the responsibility for the
incident from the higher ranking individual.
3.
Transfer of command shall include communication of the following information:
4.
a.
The status of the current situation.
b.
Resources committed to the incident and responding, as well as the present
incident organizational structure.
c.
Assessment of the current effect of tactical operations.
Following transfer of command, the IC may return the previous IC to his or her Company
(if a Company Commander) or specify assignment to a subordinate management position
within the ICS organizational structure.
182
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6702
OPERATIONS, COMPANY LEVEL INCIDENT COMMAND
JULY 15, 1991
PAGE 5 OF 5
V.
ICS Organization for Larger Incidents:
A.
ICS organizational structure should be based on the management needs of the incident and
should be developed on a proactive basis.. Incident resource and management needs must be
projected adequately ahead to allow for the reflex time of responding resources.
B.
The IC and other supervisory personnel should anticipate span-of-control problems.
Subordinate management positions should be staffed to maintain an acceptable span of
control and workload. This may necessitate requesting additional command officers to fill
these overhead positions.
C.
Whenever Planning, Logistical, Finance or Operations functional responsibilities become a
significant workload for the IC, the appropriate Sections should be staffed. This will
prevent overextension of the IC*s span of control.
References:
NFA-ICS-SM
S6701
H.L. McMILLEN
FIRE CHIEF
Acknowledgment:
I have read and I understand this publication.
183
STANDARD OPERATING PROCEDURE
TITLE:
OPERATIONS, HAZARDOUS MATERIALS
INCIDENT RESPONSE
NUMBER:
S6601 R3
EFFECTIVE: MAY 15, 1997
H.L. McMILLEN
FIRE CHIEF
Purpose:
REPLACES:
S6601 R2 (02-15-95)
To establish procedures for responding to hazardous materials (HAZMAT) incidents.
General Information:
I.
All Operations personnel must be competent in carrying out the procedures established in this
publication.
II.
The Fire Department is charged with the overall responsibility for managing hazardous materials
related incidents in the city of Fort Worth and, by way of approved mutual aid agreements, neighboring
cities as well. To meet this responsibility, the Fire Department has established, trained and equipped a
Hazardous Materials Team. The team will be dispatched to all hazardous materials incidents in the city
and, when requested and authorized, to similar incidents in the areas surrounding Fort Worth.
III.
The HAZMAT Team:
H.
Composition (Primary Units):
3.
2.
3.
4.
5.
B.
Units:
1.
4.
C.
Primary units include B-2, S-2, E-2 and T-2
In addition to the primary units, satellite units will include B-1 B-3, B4, B-5. EMS-99,
and Stations 17, 24, 25, and 32.
Responsibility:
1.
D.
(3) HAZMAT Battalion Chiefs
(3) Captains
(6) Lieutenants
(9) Engineers
(18) Firefighters
B-2 Chiefs and Station 2 Captains are responsible for training, equipment
maintenance, personnel management, and for meeting applicable standards of federal
and state agencies having jurisdiction.
Training:
1.
Both primary and satellite unit members will be trained to the Technician level as directed
by applicable federal and/or state laws and regulations.
184
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 2 OF 18
IV.
To provide additional technical assistance to cope with these situations, the Fire Department will enlist
the aid of other City departments as well as outside governmental and private agencies with expertise
in handling hazardous materials. Assistance is also available from the Emergency Management Office
Technological Hazards Officer.
V.
The term “hazardous materials spill” is used to denote the actual release of a substance (gas, liquid or
solid) which threatens the health, safety or welfare of citizens or the destruction of property, either
public or private.
VI.
Fixed sites will maintain Material Safety Data Sheets (MSDS) somewhere in the facility for each
chemical manufactured or used. It may be necessary to contact a facility employee to retrieve the
MSDS and/or to accurately identify the materials involved.
A.
MSDS will normally provide very specific information in the following categories:
1.
Material identification
2.
Ingredients and hazards
3.
Physical data
4.
Fire and explosion data
5.
Reactivity data
6.
Health hazard information
7.
Spill, leak and disposal procedures
8.
Special protection information
9.
Special precautions and comments
B.
The Emergency Management Office (EMO) has additional information on stored chemicals
and their hazards.
VII.
Identification of the material(s) involved is critical. Hazardous materials transported by truck or rail
will have a placard bearing a UN identification number attached to the sides and/or ends of the
container (trailer, tank, or rail car). Aircraft do not have such placards.
VIII.
Shipping papers which specifically identify the material will normally be found in the truck cab or in
the possession of the truck driver, a train crew member, or aircraft pilot.
IX.
All Operations personnel must be familiar with the material identification coding systems of the
Department of Transportation (DOT) and the United Nations (UN), which is found in the North
American Emergency Response Guidebook (ERG).
A.
All injuries reported at HAZMAT Level I incidents will dictate a response by EMS-99 and a
Battalion Chief in whose territory the incident occurs. Response by B-2 out of their territory
will be optional and at their discretion or at the discretion of the Incident Commander.
185
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 3 OF 18
X.
For materials not listed in the ERG, refer to the appropriate MSDS or the Emergency Management
Office.
XI.
HAZMAT Incident Safety Zones
A.
Hot Zone/Exclusion Zone:
1.
That sector of an overall incident command system that deals with the actual area of
an incident, directed by the HazMat Branch Officer and principally dealing with the
technical aspects of containment and control. Hot Zone is the area contaminated by
hazardous materials whose perimeter is the Hot Line.
2.
Access to the Hot Zone/Exclusion Zone is to be rigidly controlled. Only those persons
necessary to control the incident may enter. They will:
c.
b.
c.
d.
B.
C.
Be part of any entry team (no individuals).
Wear proper personal protective equipment.
Have an assigned task.
ALL OTHER PERSONS MUST STAY OUT - NO EXCEPTIONS!
Warm Zone/Contamination Reduction Zone:
1.
This area is bounded by the Hot Line and the Warn Line. The Hazardous Materials
Team Group will be located inside this area. The Decontamination Group will be
established in the Warm Zone/Contamination Reduction Zone to control the amount of
contamination leaving the Hot Zone/Exclusion Zone on personnel and equipment used
in control of the incident.
2.
As few personnel as possible should be committed to this zone to reduce confusion. If
the situation were to change (i.e., wind change, uncontrolled chemical release,
explosion, etc.), tactical adjustments could be accomplished more efficiently.
Cold Zone/Support Zone:
1.
The Cold Zone/Support Zone contains the Command Post and such support functions
as are deemed necessary to control the hazardous materials incident.
186
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 4 OF 18
D.
XII.
Hazardous Materials Incident Sector Diagram
Training:
A.
As noted previously, personnel from Stations 2, 17, 24, 25, and 32, EMS-99, Battalion 1,
Battalion 2, Battalion 3, Battalion 4, Battalion 5, and EMO staff will be trained to the
Technician level for HAZMAT response.
B.
All other personnel assigned to Operations must have a minimum of twenty-four (24) hours of
training in hazardous materials procedures or have sufficient experience to respond to a
hazardous materials site for the purpose of protecting nearby persons, property and the
environment from the effects of a harmful release.
C.
All Captains subject to act up as a Battalion Chief will be trained in HAZMAT response to the
Technician level.
D.
All paramedics will be trained in HAZMAT response to the Technician level.
Instructions/Procedures:
III.
Initial Operations Response:
A.
B.
Approach the incident using extreme caution. Resist the urge to rush in until the hazard is
known.
Use the three “Ups”: Approach upwind, uphill and upstream whenever possible.
187
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 5 OF 18
C.
Wear full protective clothing with SCBA and secure the scene.
D.
Keep well abreast of the situation and plan an escape route.
E.
Report exact location of the incident to Fire Alarm.
1.
F.
II.
If the incident is on a large site, report the exact location inside the complex and the
safest entry point to the hazard area.
Establish Incident Command:
1.
Classify the level of severity of the incident that you expect the incident to progress
toward as outlined in II below and, if possible, build responses in progression from
Level I to Level IV.
2.
Isolate the area as necessary and establish Safety Zones.
3.
Identify hazards: Locate and check all placards, container labels, shipping papers
and/or knowledgeable sources of information. This action may be too hazardous for
close observation; use binoculars.
4.
Report leakage, spillage, explosion or fire.
5.
Report type and condition of the containment system.
6.
Report whether product has entered or is threatening to enter a storm drain, sanitary
sewer, or waterway.
7.
Assume ultimate responsibility for the safety of all personnel involved in the incident.
8.
Designate a Safety Officer for all incidents.
a.
The HAZMAT Battalion Chief shall designate a Hot Zone Safety Officer for
Level III and Level IV incidents.
The severity of HAZMAT incidents is classified as follows, with responses as specified:
A.
Level I
1.
Description:
a.
A small spill (55 gallons or less) in an open area, or one with an NFPA 704
rating of 2-2-0 or lower.
188
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 6 OF 18
2.
3.
B.
Response:
a.
The battalion satellite company and the first alarm engine company in whose
still alarm territory the incident occurs.
b.
Battalion Chiefs in battalion where the incident occurs. His response will be
optional unless requested by Incident Command at a Level I incident.
c.
Notify the Emergency Management Division*s Technical Hazards Officer if
warranted by Incident Command.
Action:
a.
Establish Incident Command (HAZMAT Officer).
b.
Refer to the ERG:
(1)
Find the Guide number.
(2)
Check Potential Hazards (special attention to those in heavy print).
(3)
Check Emergency Actions for proper protective clothing and initial
actions.
c.
Carry out actions as necessary.
d.
Keep Fire Alarm apprised of the status.
e.
Upgrade the HAZMAT Level if conditions warrant.
f.
Remediation will be accomplished in accordance with FWFD SOP S6602.
Level II - Established by Level I Incident Command if warranted by the following description:
1.
Description:
a.
A small spill or release of materials into the environment that may cause
injuries.
b.
Any incident of chemical exposure that will require decontamination.
c.
A large spill of materials (NFPA 2-2-0 or lower).
189
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 7 OF 18
d.
2.
Response:
a.
b.
c.
d.
e.
f.
g.
Officer
h.
i.
3.
All fires involving hazardous materials of a significant quantity.
Standard one-alarm assignment with a battalion satellite company
B-2, T-2, E-2 and Squad-2
Battalion Chief in whose battalion the incident occurs
If incident occurs in B-2 a Battalion Chief will respond to assist B-2
EMS-99
MedStar
Respond the Environmental Management Division*s Technical Hazards
EMO Duty Officer/Technical Officer
Notify Station 35 to activate emergency call list
Actions:
a.
Command will be established by the first arriving company.
(1)
b.
The Command Post will be situated immediately outside the Warm
Zone, upwind, uphill and upstream, keeping in mind the need for an
escape route.
At all Level II or higher HAZMAT incidents a HAZMAT Branch will be
established. Battalion 2 will serve as the HAZMAT Branch Officer. All
decisions made concerning operations inside the Hot Zone or Warm Zone at a
HAZMAT incident will be done so with B-2 having the final authority and
responsibility for such decisions. B-2 will recommend to Incident Command
any actions that may be necessary in the Cold Zone such as but not limited to
evacuation of civilians or necessary manpower requirements to handle the
incident.
A concerted effort will be made by Incident Command and HAZMAT Branch
to work toward the best solutions that will bring to an end any hazardous
materials incidents in a positive manner.
If B-2 is not available to respond to a HAZMAT incident, B-i, B-3, B4 or B-S
will be the HAZMAT Branch at the discretion of Incident Command.
c.
HAZMAT Branch will establish Safety Zones if not already established by
Incident Command. If Safety Zones have been established by Command,
HAZMAT Branch may change their configuration and locations to meet the
needs of the HAZMAT team and its operations.
190
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 8 OF 18
d.
C.
(1)
All zones shall be inside the Incident Perimeter in order to limit public
access.
(2)
The sizes of these zones will depend on many variables - the physical
and chemical makeup of the hazardous materials involved, as well as
local terrain, building and population density, weather conditions and
hazardous or non-hazardous nature of nearby facilities.
HAZMAT Branch will assign HAZMAT team duties and responsibilities
according to the magnitude and severity of the incident as follows:
(1)
Establish a Decontamination Group and appoint a leader.
(2)
Designate Reference Teams.
(3)
Establish Zone boundaries and entry points and ensure all personnel
are familiar with the boundaries and entry points.
(4)
Establish entry teams and designate a leader for each team.
(5)
Establish a back-up team for rescue purposes and designate a leader.
The back-up team shall have the same number of members as the
entry team.
(6)
Ensure safety measures are implemented.
Level III - Level III HAZMAT incidents should be built upon an existing Level II incident if
possible.
1.
Description:
a.
A release of materials into the environment that has caused numerous injuries.
b.
A release of materials in a congested area with the possibility of injuries or
environmental damage.
c.
A release of materials of moderate to high health hazard (Health Hazard of 3
or 4), a moderate to high flammability hazard (Flammability Hazard of 3 or
4), or any reactivity hazard (Reactivity Hazard between 1 and 4). Exception:
Confined areas can cause low hazard material to be just as dangerous as those
in the moderate to high range.
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
191
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 9 OF 18
2.
Response:
a.
b.
c.
3.
Level II response plus all available satellite companies.
Respond Deputy Chief for Operations and/or Duty Deputy.
Activate the Emergency Operations Center.
Actions:
a.
If available, the Deputy Chief for Operations may assume Incident Command.
However, any Incident Commander at a scene where offensive HAZMAT
actions are taken must have received appropriate training.
b.
Ensure Level II actions have been implemented.
c.
Implement procedures for in-place sheltering or evacuation of citizens as
necessary.
D.
d.
Gather information relating to property damage and injuries and determine the
need for passenger-carrying vehicles for evacuation.
e.
Determine a safe route for entry to the Command Post.
f.
Provide incident boundary information to Police Department.
g.
Provide incident perimeter entry information to support agencies.
Level IV - Level IV HAZMAT incidents should be built on existing Level III incidents.
1.
Description:
a.
A HAZMAT emergency of community-wide significance or exhibiting the
potential of being a community disaster.
(1)
2.
This level incident can cause numerous injuries to the ~general public
and/or to the environment.
Response:
a.
b.
Level III response.
Additional companies as needed.
192
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 R3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 10 OF 18
3.
Actions:
a.
b.
III.
Ensure Level I, Level II and Level III actions have been implemented.
Implement mutual aid/automatic aid agreements as needed.
Fire Alarm:
A.
Fire Alarm personnel shall be familiar with and have ready access to the latest ERG.
B.
Dispatch Procedures:
1.
Single Company: The dispatch of a single fire company on a HAZMAT emergency
will be limited to those incidents of a questionable nature or when a false call is
suspected.
2.
HAZMAT Incidents: All other HAZMAT emergencies will have a minimum response
of a Level I HAZMAT emergency.
To aid all responding emergency personnel, Alarm will provide, as soon as possible
after the normal dispatch, the following information:
a.
b.
c.
d.
e.
f.
C.
IV.
Wind direction, velocity and humidity
Type and amount of hazardous material
Type of containment system
Whether the incident involves a leak, spill, explosion or fire
Whether the area has been isolated and evacuation or in-place sheltering
implemented
Information/data from the mainframe HAZMAT file
Notification:
1.
The Deputy Chief for Operations, Technical Operations Chief, EMO Duty
Officer/Technical Officer, Duty Chief, and affected staff shall be notified of all Level
II or higher HAZMAT incidents.
2.
City officials shall be notified as appropriate.
Battalion 2 shall be responsible for:
A.
Assuming HAZMAT Branch (Hot and Warm Zones) at all Level II or higher HAZMAT
incidents if B-2 response is possible.
B.
Passing information and action plans to the Incident Commander.
193
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 11 OF 18
C.
V.
Appointing a HAZMAT Safety Officer (must be trained to the HAZMAT Technician level).
This Safety Officer will have the authority to halt or suspend Hot Zone operations until safety
concerns are addressed. He is also responsible for recording on air times for all entry
personnel.
HAZMAT Team:
A.
The Hazardous Materials Team shall confer with HAZMAT Branch to formulate and
coordinate response actions as applicable. Any plan should avoid premature commitment of
companies and personnel to potentially hazardous locations and should keep uncommitted
companies at a safe distance.
B.
The Hazardous Materials Team shall establish the Hot Zone/Exclusion Zone based on
potential danger, taking into consideration materials involved, time of day, wind and weather
conditions, incident location, and degree of risk to unprotected personnel. They shall take
immediate action to evacuate and/or rescue persons in critical danger, if possible, while
providing for the safety of rescuers.
C.
The Hazardous Materials Team shall identify the materials involved in the situation and the
hazards presented by looking for labels, placards, shipping papers, pre-fire plans, and by
questioning personnel at the scene (plant management, responsible party, truck drivers). The
Team will use reference material carried on their apparatus and will contact Chemtrec and
other agencies, shippers, manufacturers of material, etc. for assistance in sizing up the
problem, as necessary.
D.
The Hazardous Materials Team shall confer with HAZMAT Branch and will use the best
information available to formulate an action plan. The properties and danger of the chemical(s)
must be realized before the proper selection of personal protective equipment can be made.
E.
The Hazardous Materials Team, wearing proper personal protective equipment, may, if the
entry decision has been made, make an effective entry into the Hot Zone for the purpose of
evaluating or mitigating the chemical incident. They will use specialized instruments and
equipment to determine the best action plan and will advise HAZMAT Branch of conditions
that exist.
F.
The Entry Team Leader shall be responsible for:
1.
Approving personal protective equipment to be worn by the members of the
Hazardous Materials Team entering a chemically contaminated atmosphere.
2.
Keeping HAZMAT Branch informed of any changes in conditions that might
adversely affect the safe operation of the Hazardous Materials Team and other Fire
Department personnel.
FORT WORTH FIRE DEPARTMENT
194
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 12 OF 18
VI.
3.
Maintaining communications with other members of the entry team, i.e., by radio/hand
signal/visual contact and/or sounding devices.
4.
If entry is made into a narrow/confined space, confined space entry procedures will
apply.
HAZMAT Safety Officer responsibilities:
A.
Ensure the safety of the Hot and Warm Zone and all personnel involved.
B.
Ensure the following safety measures are implemented:
1.
Names and times are being kept on entry teams.
2.
The proper protective equipment is being used.
3.
FWFD paramedics are monitoring the conditions of entry team members (entry and
exit exam).
4.
Decontamination is properly set up and manned.
C.
Maintain an Incident Log which includes but is not limited to:
1.
Information about the chemical.
2.
Members of the team present.
3.
Type of protective clothing used.
4.
Member assignments, i.e., entry, back-up, tools.
5.
How long each member was exposed to the chemical, if they were exposed.
6.
Accurate account of how long each entry team member has been using his SCBA.
7.
Decontamination procedures for the team members and their personal protective
equipment.
VII.
The EMS-99 shall be responsible for:
A.
Notifying Incident Command of his/her arrival.
B.
Immediately reporting to Incident Command for sector information.
C.
Managing EMS activities on scene, to include:
1.
Assigning other allied health professionals to treat injuries of persons other than
responding fire personnel.
2.
Assuring a FWFD paramedic is available for fire personnel working in the Hot Zone
and Warm Zone.
195
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 13 OF 18
VIII.
IX.
3.
Utilizing existing protocols and medications in the treatment of chemical injuries
according to the authority having jurisdiction.
4.
Assisting Incident Command and HAZMAT Branch in researching medical
information pertaining to specific hazardous materials.
5.
Disseminating hazardous materials incident information to allied health professionals
concerning specific material involved and proper protocol/treatment of injuries
sustained based on the best available information.
6.
Performing or supervising a pre-entry exam and exit exam.
7.
Assisting Command with medical debriefing(s).
The Use of Non-Fire Department Personnel:
A.
In some cases it may be advantageous to use non-Fire Department personnel to evaluate
hazards and perform certain functions for which they would have particular experience or
ability.
B.
When such personnel are fitted with breathing apparatus, chemical suits, etc., they must be
made aware of the functions, limitations and safety precautions necessary in the use of this
equipment. HAZMAT personnel with the proper personal protective equipment must
accompany such personnel for safety purposes.
Decontamination:
A.
The purpose of decontamination is to ensure that any potentially harmful or dangerous residue
on persons or equipment is confined within the Hot Zone/Exclusion Zone. Decontamination is
intended to prevent the spread of contaminants beyond the Warm Zone/Contamination
Reduction Zone.
B.
Specific measures required to decontaminate personnel or equipment will vary with the
contaminant, the circumstances, and the level of contamination. These factors must be
considered on an individual basis, within the guidelines described in this procedure.
C.
HAZMAT Branch will be responsible for establishing the Decontamination Group at incidents
which involve a potential contamination problem.
D.
The Decontamination Group is responsible for determining the most appropriate
decontamination procedures and managing the decontamination process.
196
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 14 OF 18
E.
The initial assessment of decontamination requirements must be based upon the specific needs
of the situation. This must take into account the specific material involved, the degree and type
of exposure, and the most appropriate decontamination methods. Assessment will require
research and may involve consultation with toxicology resources.
F.
Citizens or emergency response personnel requiring transportation to a medical facility must
be decontaminated prior to being transported.
G.
Incident Command shall notify the hospital of the victim*s chemical exposure and the proper
safety measures to be taken.
H.
The Decontamination Group Command must ~ that all personnel and equipment leaving the
Hot Zone/Exclusion Zone are contaminated, and must ensure the following actions:
1.
Verify contamination by the nature of the situation or by the use of instruments.
a.
b.
2.
Not contaminated: release personnel.
Contaminated: decontaminate as appropriate for the situation and release.
Retain - contaminated equipment and articles and all decontamination wash solutions
must be packaged for removal from the site for disposal or decontamination at a
specified location.
I.
In all cases the primary objective must be to avoid contaminating anyone or anything beyond
the Decontamination Group.
J.
In situations which cause contamination, the Fort Worth Fire Department will use the
following procedures to completely decontaminate fire personnel or citizens:
1.
Establish an entry point.
a.
2.
Primary decontamination.
a.
b.
c.
d.
3.
The entry point will be at the edge of the Hot Zone, with the decontamination
site located in the Warm Zone.
Remove as much of the solid or liquid product from the contaminated
personnel as possible. Contain the product.
Wash off victims while fully clothed. Control the runoff.
Remove clothing as outlined in Step 3 below.
Decontaminate as outlined in Step 6 below.
Removal and isolation of protective clothing.
197
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 15 OF 18
4.
SCBA removal.
a.
Replacing entire SCBA provides more protection than replacing bottle.
5.
Removal of personal clothing (a tent is available for this purpose). Place clothing in
bags for cleaning or disposal.
6.
Body decontamination.
a.
7.
Shower with soap (use neutral, non-reactive, i.e., phosphate-based soap),
paying attention to body hair, cavities, and fingernails.
Dry off and provide clean clothing.
a.
Use one-time towels or sheets to dry off and then place them in bags for
disposal.
b.
8.
Medical evaluation.
a.
9.
X.
All persons involved in the incident, whether citizen or responder, must be
evaluated by the medical officer for vital signs, injuries, and symptoms of
exposure.
Transportation and documentation.
a.
10.
Use disposable garments if other clean clothing is not available.
No patient who has been contaminated shall be transported by CareFlite.
Monitor the decontamination process to determine its effectiveness.
Monitor the decontamination process to determine its effectiveness.
Debriefing:
A.
The last step in resolving a HAZMAT incident will be debriefing affected emergency
responders.
1.
As soon as possible after the incident, inform personnel about the chemicals
involved and their short- and long-term health effects.
2.
Schedule medical surveillance for eligible personnel.
3.
Activate CISD Team as needed.
198
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 16 OF 18
XI.
Evacuation:
A.
Factors to consider in recommending evacuation:
1.
2.
3.
4.
5.
6.
B.
Explosives or large amounts of material that could explode.
Large spill of toxic materials.
Leaking of unknown gases from large containers.
Leaks that cannot be controlled.
Vapor density, specific gravity, wind direction, speed, and humidity will play a critical
part in this decision.
Types of structures and occupancies will be another important point.
Evacuation Procedures:
1.
Determine the type and extent of material or conditions causing the emergency.
2.
Request the activation of the Emergency Operations Center (E.O.C.) when outside
resources are required to support the evacuation.
3.
Call additional help to match the emergency, quickly. At the same time, carefully
forecast the potential.
4.
Obtain the current weather report from the Fire Alarm Office or EMO and ask to be
notified periodically. Request immediate notification on any expected changes.
5.
Establish staging area and routes to the area, according to the hazard involved.
6.
Use fire maps to determine the area of the evacuation.
7.
Divide the area into sectors utilizing compass directions, i.e., north, northeast, east,
etc., or geographical boundaries, street names, etc., for sector identification.
8.
Notify the Police Department through the Fire Alarm Office of the street intersections
to be closed, making sure the area is completely sealed off. Request adequate units be
assigned to the area to assure the affected area is isolated. Request Police helicopter to
evaluate the area to assure all access is sealed off and personnel are evacuated.
9.
If feasible, activate the apparatus siren for about 10 seconds, then follow up with an
instructional announcement over the public address system.
199
FORT WORTH FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 17 0F 18
XII.
10.
Assign all available Fire Department personnel to expeditiously begin evacuation of
the sectors nearest to or in the most danger from the incident. Use Spanish language
cards if necessary and available. Make every possible effort to assure that the
evacuation message is understood.
11.
Assign other departments (Police, etc.) to sectors where SCBAs are not needed. Be
careful not to expose personnel without SCBAs to areas where they may be needed.
12.
Ensure all persons are notified of the need to evacuate. If there are persons who refuse
to evacuate in a life or death situation, the Incident Commander must realize that
forced evacuation is an extreme measure which could lead to a civil lawsuit against
the City.
13.
High occupancy buildings (hospitals, schools, office buildings, nursing homes, day
care centers, etc.) should have a high priority for notification.
14.
As needed, request through the Emergency Operations Center or the Fire Alarm Office
transportation for evacuees to a shelter designated by the American Red Cross or the
Emergency Operations Center.
15.
The Incident Commander must be kept aware of the evacuation progress,
transportation status, and shelter status.
In-Place Sheltering:
A.
A vapor cloud of limited duration may allow in-place sheltering of citizens.
B.
Citizens shall be directed to:
1.
Go inside their building and remain there until danger passes.
2.
Close all windows and doors.
3.
Shut off all heating, ventilating and cooling systems.
4.
Seal outside doors to the extent possible.
5.
Move to higher levels in highrise structures, if warranted, due to the density of the
vapor cloud.
XIII.
Reports:
A.
The Station 2 HAZMAT Team officer on duty is responsible for the proper completion and
disposition of the Hazardous Materials Incident Report form F.D. 715 or F.D. 726.
200
STANDARD OPERATING PROCEDURE S6601 P3
OPERATIONS, HAZARDOUS MATERIALS INCIDENT RESPONSE
MAY 15, 1997
PAGE 18 OF 18
B.
Responding company officers are responsible for completion of form F.D. 715/726 for
HAZMAT incidents when the HAZMAT Team does not respond. In such incidents, the
company officer shall forward the completed form through channels to the HAZMAT Team
office at Station 2.
C.
Form F.D. 715/726 shall be completed as follows:
1.
Fill in all blanks, entering N/A in those spaces not pertaining to the specific incident.
2.
In REMARKS, enter detailed information on actions taken at the incident scene.
3.
Prepare the F.D. 715/726 form in addition to the Incident Report (F.D. Form 200),
and channel both reports through normal form routing channels to Station 2.
4.
Forward one (1) copy of the report(s) to the Emergency Management Office.
D.
In the event Fort Worth Fire Department personnel are contaminated, a Chemical Exposure
Record, Fire Department form F.D. 719, will be completed by the same person completing
form F.D. 715/726. Form F.D. 719 is self-explanatory. Distribution will be the same as with
form F.D. 715/726.
E.
F.D. 200 (UFIRS) shall be completed by the company officer or Battalion Chief in whose
district the incident occurred and forwarded through normal routing channels to Station 2.
F.
File copies of reports shall be retained at Station 2.
References:
H. L. McMILLEN
FIRE CHIEF
LONZO WALLACE
DEPUTY CHIEF FOR
OPERATIONS
Acknowledgment: I have read and I understand this publication:
PLEASE ACKNOWLEDGE ON THE REVERSE SIDE OF THIS PAGE.
201
APPENDIX F
ARLINGTON FIRE DEPARTMENT
STANDARD OPERATING PROCEDURE DOCUMENT
FREEWAY INCIDENT RESPONSE
202
SPECIAL OPERATIONS
FREEWAY INCIDENTS
ARLINGTON FIRE DEPARTMENT
TACTICAL GUIDELINES
252.30
AUGUST 1995
APPROACH AND STAGING
The Company Officer on a responding unit is responsible for redirecting other companies or
requesting that additional companies be dispatched if it becomes apparent that the first company will
be unable to reach the incident due to traffic congestion.
Units should attempt to reach the scene in the direction of the reported incident unless otherwise
instructed by Police.
In some cases, Police may advise the best access is via the access road or by travel against the
normal traffic flow. Units should proceed in the opposite direction to normal flow ONLY at the specific
request of Police when it is assured that all traffic has been stopped.
SIZE-UP
The first officer arriving on the scene of a multiple unit incident will establish command and give an
accurate size-up that should include the nature of the incident and traffic conditions.
A follow-up report should indicate:
1.
Injuries/number
2.
Extrication needed
3.
Evacuation
4.
Hazardous materials spill
5.
Call for necessary help and/or alarms
LIAISON WITH POLICE DEPARTMENT
The Incident Commander will establish liaison with Police at the scene as quickly as possible.
The primary responsibilities of liaison with Police include traffic control, directing the approach of
additional resources needed at the scene, and crowd control. Police can also provide some
resources and heavy wreckers.
Police will shut down the freeway completely when I.C. feels the situation requires this action.
203
SPECIAL OPERATIONS
FREEWAY INCIDENTS
ARLINGTON FIRE DEPARTMENT
TACTICAL GUIDELINES
252.30
AUGUST 1995
APPARATUS PLACEMENT
Place apparatus between the incident and the oncoming traffic. Turn wheels to the side to prevent
the apparatus from being pushed into traffic if struck. Set the parking brakes.
Employ rear lights, flares, reflectors, or cones as required. Traffic control and warning devices should
be left to Police whenever possible. (The use of front warning lights tends to confuse oncoming
traffic.) Communicate with Police whenever flammable liquid leaks, spills, etc. are present with regard
to using flares.
1.
Consider parking above or below (on access road) if the traffic conditions are such that entry
is impossible or difficult.
2.
Where the freeway is elevated, use a ladder to gain access and to evacuate.
3.
Only apparatus that is absolutely necessary should be taken onto the freeway.
4.
Position apparatus in the emergency parking lane or on the shoulder, as far off the traffic
lanes as possible.
5.
Work as rapidly and then clear the traffic lanes.
6.
A truck company spotted on the access road will usually provide the best method of advancing
a line to elevated sections of the freeway.
7.
In sections of depressed roadway, it is faster to have a company above “drop” a line than to
have one advanced up the slope.
8.
Several actions of freeway have no access roads and will require laying hose for long
distances from on-ramps if a supply line is needed. Consider using relay pumping and/or
brush trucks in these cases.
9.
Maintain a minimum distance of 50 feet from the incident.
204
APPENDIX G
SUMMARY OF FORT WORTH AREA 1996 ACCIDENT DATA
STRATEGIC FREEWAYS, OTHER FREEWAYS
AND REGIONAL ARTERIALS
205
APPENDIX H
FORT WORTH REGIONAL ITS PLAN AIR QUALITY BENEFITS
CALCULATION OF EMISSIONS REDUCTION
FOR THE FORT WORTH DISTRICT COURTESY PATROL
208
Calculation of Air Quality Benefits
North Central Texas C.O.G. Transportation Control Measure Evaluation Report
The North Central Texas C.O.G. Transportation Control Measure Evaluation Report evaluated
the effectiveness of transportation control measures in reducing volatile emissions for specific Dallas-Fort
Worth region projects listed in the State Implementation Plan (SIP). Advanced Transportation
Management (ATM) projects such as TxDOT Dallas and Fort Worth District Courtesy Patrols were
inventoried and analyses were conducted to support air quality benefit estimations for the region.
A detailed analysis of the estimated Dallas District Courtesy Patrol program was performed using
data collected during the January through June 1996 period. The following items were pertinent to
estimating the air quality benefits of the Dallas Courtesy Patrol:
• The average daily traffic volume on the Dallas area corridors is 100,556
• The average number of traffic incidents per weekday is 76.186 based on the 10, 778 incidents
worked by the Courtesy Patrol during the 6 month analysis
• The average length of time a severe traffic incident is reduced through the mitigation efforts
of the Courtesy Patrol is 15 minutes
• The average length of time a minor traffic incident is reduced through the mitigation efforts
of the Courtesy Patrol is 46 minutes
• 10 percent of all severe incidents worked by the Courtesy Patrol are estimated to result in
traffic speed increases of 72 kilometer per hour (45 miles per hour), with an average speed
increase from 16 kph to 88 kph (10 mph to 55 mph)
• 18 percent of all minor incidents worked by the Courtesy Patrol are estimated to result in
traffic speed increases of 32 kph (20 mph), with an average speed increase from 56 kph to 88
kph (35 mph to 55 mph)
• 29.4 percent of all vehicle travel occurs in the four highest hours of the day (equivalent to peak
period travel)
• The directional distribution factor was assumed to be 60% for Dallas area freeways
Using these items and freeway emission factors from the MOBILE 5A_H model, the calculations
estimated that 741 pounds of volatile organic compounds (VOC) per weekday reduction for the Dallas
Courtesy Patrol program. No equivalent analysis was performed for the Fort Worth Courtesy Patrol
program, therefore, project staff used the same methodology to estimate the air quality benefits of the
Fort Worth Courtesy Patrol program.
209
The following items were pertinent to estimating the air quality benefits of the Fort Worth
Courtesy Patrol:
• The average daily traffic volume on the Fort Worth area strategic freeways is 95,500 vehicles
per day (vpd)
• The average number of traffic incidents per weekday is based on the 10,482 incidents
worked by the Courtesy Patrol during the May 1997 to April 1998 time period and the
estimate that 91 percent of the incidents occur during the weekdays (Monday thru Friday)
Avg. # if incidents/wkday = (0.91) x (10,482 incidents) x (261 wkdays/yr)
= 37 incidents per weekday
• The average length of time a severe traffic incident is reduced through the mitigation efforts
of the Courtesy Patrol is 15 minutes
• The average length of time a minor traffic incident is reduced through the mitigation efforts
of the Courtesy Patrol is 46 minutes
• 10 percent of all severe incidents worked by the Courtesy Patrol are estimated to result in
traffic speed increases of 72 kilometer per hour (45 miles per hour), with an average speed
increase from 16 kph to 88 kph (10 mph to 55 mph)
• 18 percent of all minor incidents worked by the Courtesy Patrol are estimated to result in
traffic speed increases of 32 kph (20 mph), with an average speed increase from 56 kph to 88
kph (35 mph to 55 mph)
• 29.4 percent of all travel occurs in the four highest hours of the day (equivalent to peak period
travel), therefore the peak period factor (PPF) is 0.294
• The directional distribution factor (DDF) was assumed to be 60% for Fort Worth area
freeways
Scenario 1: Severe Incident [stop-and-go Ù 88 kph (55 mph)]
• With a 15 minute reduction in delay, the average daily traffic volume affected by a sever traffic
incident (ADTAFF) is calculated below:
ADTAFF = (95,500 vpd) x (0.294 PPF) x (15 min / 240 min) x (0.6 DDF) = 1,053 vehicles
(1) No Courtesy Patrol assistance - average speed is assumed to be 16 kph (10 mph)
(10 mph) x (1 hour / 60 min) x (15 min) x (1,053 vehicles) = 2,663 vehicle miles traveled (VMT)
affected
(2,663 VMT) x (2.89 grams) x (1 lb / 454 grams) = 16.8 lbs per incident
210
(2) With Courtesy Patrol assistance - average speed is assumed to be 88 kph (55 mph)
(2,663 VMT) x (1.0 grams / mile) x (1 lb / 454 grams) = 5.8 lbs per incident
(3)
Scenario 1 air quality benefit
(16.8 lbs / incident) - (5.8 lbs / incident) = 11.0 lbs per incident reduced
(11.1 lbs / incident) x (37 incidents / wkday) x (0.10 severe factor) = 40.7 lbs per wkday
Scenario 2: Minor Incident [32 to 80 kph (20 to 50 mph) Ù 88 kph (55 mph)]
• The average time a traffic incident is reduced through the mitigation efforts of the Courtesy Patrol
is assumed to be 46 minutes during a minor incident
• With a 46 minute reduction in delay, average daily traffic volume affected by a minor traffic
incident (ADTAFF) is calculated below:
ADTAFF = (95,500 vpd) x (0.294 PPF) x (46 min / 240 min) x (0.6 DDF) = 3,229 vehicles
(1) No Courtesy Patrol assistance - average speed is assumed to be 56 kph (35 mph)
(35 mph) x (1 hour / 60 min) x (46 min) x (3,229 vehicles) = 86,645 vehicle miles traveled (VMT)
affected
(86,645 VMT) x (1.24 grams) x (1 lb / 454 grams) = 237 lbs per incident
(2) With Courtesy Patrol assistance - average speed is assumed to be 88 kph (55 mph)
(86,645 VMT) x (1.0 grams / mile) x (1 lb / 454 grams) = 201 lbs per incident
(3)
Scenario 2 air quality benefit
(247 lbs / incident) - (201 lbs / incident) = 46 lbs per incident reduced
211
(46 lbs / incident) x (37 incidents / wkday) x (0.18 minor factor) = 306.4 lbs per wkday
Total Fort Worth Courtesy Patrol Effectiveness
(40.7 lbs / weekday) + (306.4 lbs per weekday) = 347.1 lbs per weekday
212