AASHTO Special Committee on Transportation Security2008 Meeting

Keck Center of the National Academies, Washington DC, Aug 25-26

Aug 25-26, 2008

Meeting Notes1

Introductions

Mark Bush (AASHTO); John Contestabile (Maryland DOT); and Dan Ferezan (FHWA) each provided brief welcome remarks and attendees introduced themselves.

Virginia DOT’s Emergency Response Action Plan - A Commitment to Focus Gummada Murthy (Virginia DOT)

Mr. Murthy presented Virginia DOT’s new Emergency Response Action Plan in a PowerPoint slideshow. VDOT’s Action Plan is department- wide, comprehensive, and coordinated; it realigns funding, equipment & protocols; and improves snow removal. Plan themes include better communication with the public; adoption of best practices for incident response, adoption of National Incident Management System (NIMS) principles; better training for incident response; and better coordination with other agencies and the private sector.

VDOT Action Plan Focus - The VDOT Action Plan is characterized by 13 action items; an investment of $240 to $360 million; an 18 month implementation timeframe; and it is intended to have a lifespan of 4 to 5 years. Key focus points in the Plan that were highlighted by Mr. Murtha include:

Technology Deployment – Plan’s focus is stimulating statewide deployment of technology such as closed circuit camera, variable message boards, vehicle detection systems, and “push” communications tools for e-mail and phone.

Interoperability – Plan’s focus includes not just voice interoperability, but interoperability of data systems such as weather information. VDOT has about 5,000 radios and many Blackberry-style e-mail devices, but they are still figuring out how to take advantage of these tools to fuse data from multiple sources and share it around the State. DC, MD, and VA are working on an interoperable radio communication system.

1 – Information is a recording of the SCOTS meeting and has not been reviewed or approved by participants

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Equipment – VDOT’s motto is “remodel, renew, and relocate.” The agency is working on its ability to keep equipment ready to go and to communicate with operators to respond to issues as they arise.

Shared Situational Awareness – The Plan’s goal is shared situational awareness, which was a major problem during a recent snow storm that affected travelers using the Northern Virginia Springfield Interchange.

Training – VDOT has created an emergency response institute and its first course was delivered on Aug 17-22, 2008. The institute provides operator training at a local level.

Traffic Operations Centers –VDOT is transforming its Transportation Management Centers to become Traffic Operations Centers that are capable of providing command center functions during incidents.

Administrative Barriers – VDOT is reviewing administrative barriers to implementing its Action Plan including take-home vehicle policies and quick clearance protocols.

Follow-up Discussion: Several states mentioned their progress in developing interoperable communications equipment. Maryland agencies use a backbone communication system that was originally developed for medical users and has established a Statewide Interoperability Executive Committee. West Virginia is spending $10M per years over 4 years to create an interoperable radio system of about 100 towers throughout the State. The radio units, which cost between $3,000 to $5,000 each, have been paid for in part via a DHS grant and WVDOT has 3 to 5 radios per WVDOT District at the moment.

John Contestabile suggested that the time is ripe to reach out to first responder community, which in many areas is beginning to understand roles of transportation agencies. He noted that they tend to be risk averse in managing emergencies, which may be challenging for transportation agencies. West Virginia has a group in place to help first responders and the DOT understand each other better and to address legislative barriers to more effective coordination. John Contestabile discussed the need for a version of the incident command system that is also a “unified command system.”

Transportation Security Administration Update, Bill Arrington, TSA Highway and Motor Carrier Division

Mr. Arrington provided an update on TSA’s activities related to surface transportation. He noted that over the last two years, TSA has increasingly added a focus on surface transportation and Mr. Arrington’s 19-person office is responsible for motor carrier security, motor coach security, and bridge and tunnel security. Highlights of Mr. Arrington’s remarks included –

TSA’s Emphasis on Communication, Collaboration & Coordination - A philosophy of “communication, collaboration & coordination” will guide TSA’s surface transportation activities and he illustrated the importance of coordination among different jurisdictions with a description of an incident on the I-495 Wilson Bridge, which is policed by Virginia, Maryland and DC forces. He noted that the Government Coordinating Council & Private Sector Coordinating Council are two examples of good communication and coordination and SCOTS offers a great opportunity for TSA to extend its partnership activities.

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National Bridge Protection Program – TSA is spearheading a national bridge protection plan that will be developed in partnership with other agencies and that will help justify funding for bridge projects.

Corporate Security Reviews - Corporate Security Reviews have been conducted with 42 states and follow-up visits have been conducted with VA & MD. TSA plans to delegate responsibility for CSRs, which is already happening in Michigan.

Bridge Security Inspections – TSA is working with FHWA and states to consider addition of security criteria to bridge safety inspections. New Jersey has volunteered as a pilot state for this initiative.

Regional Multimodal Security Workshops - TSA will be hosting two regional workshops in Nashville, TN Sept 4-5; Las Vegas, NV Sept 25-26.

Trucking Security Program – The former Highway Watch program has a new contractor and will be renamed Eyes on the Road with a much more inclusive focus.

Follow-up Discussion: Tony Kane requested that TSA formally share information about the bridge security activities and the Eyes on the Road program with AASHTO for distribution to its committees.

AASHTO Strategic Plan & Reauthorization Tony Kane, AASHTO

Tony Kane provided an update on two major topics, which are occupying AASHTO at present:

1. Development of AASHTO’s Latest Strategic Plan. AASHTO is developing a new strategic plan. The existing plan lacks elements that address climate change, the energy crisis, accountability, and the Highway Trust Fund crisis. A survey of CEOs conducted as part of the strategic plan development process found that security was not a top priority for CEOs, who are most concerned about funding, safety, and congestion. A similar survey of AASHTO committee members rated security a higher priority, but not a top priority. Major changes in the draft strategic plan include language about the need for a “diversified portfolio” of funding sources and a role in “Support[ing] national defense and improve[d] disaster response.” Mr. Kane emphasized the importance of convincing CEOs about the need for a committee like SCOTS and an emergency management role for their DOTs.

2. AASHTO and USDOT’s Reauthorization Platforms. Mr. Kane compared and contrasted AASHTO and FHWA’s SAFTEALU platforms. AASHTO is pushing for a six part Federal program structure that includes preservation & renewal, safety, freight, operations, congestion, and environment. He noted that USDOT is calling for a more focused Federal role with consolidation of the program and an emphasis on freight & congestion. In USDOT’s proposal, most money will go to a “Federal Interest Highway Program” for interstates and NHS routes; or to a Metro Mobility Program (Local); or a Highway Safety Improvement Program (HSIP)

Discussion – Steve Ernst, FHWA agreed with Mr. Kane’s call for a new focus in SCOTS. He discussed the need to draw attention to lack of redundancy on portions of the US highway network and subsequent implications for investment needs.

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State-by-State Presentations

Virginia Gummada Murthy, Director, Operations and Security Division, Virginia DOT

Virginia is focused on how to mainstream critical infrastructure issues at VDOT. VDOT uses nine criteria for identifying critical infrastructure assets and they have identified 33 Transportation Critical Infrastructure (TCI) assets across Districts and headquarters. VDOT has established an Infrastructure Physical Security Enhancement Program, which is a procurement vehicle that is overseen by VDOT Operations and Security Division (OSD) and is the primary way VDOT funds protection of TCI. VDOT’s OSD has created a new Transportation Critical Infrastructure Framework that establishes HQ and district teams. The HQ team members include executive management, operations & security (staff to program), structures staff, administrative staff (for contracting), human resources (for personnel clearance policies, etc.), and IT staff. Each district team also includes the regional operating director, the district administrator, the business administrator, TOC/ITS staff, facilities manager, and district security managers. In conjunction with the new framework, VDOT is also implementing a Transportation Sector Specific Plan (TSSP) via the HQ and District TCI teams. The TSSP contains mandated actions that are intended to streamline protection of TCI. VDOT prepares daily and weekly reports as well as situation-specific reports. VDOT has participated in an initial TSA Corporate Security Review, as well as a follow-up review. VDOT will be a pilot on the new bridge security assessment process under development by TSA

A snow storm that hit Northern Virginia in 2007 has helped focus VDOT’s attention on emergency response. In addition, key emergency management personnel with VDOT ties have helped VDOT’s profile within Virginia’s emergency management community. VDOT has made progress in implementing security on the ground – in the Districts. VDOT has a new fusion center under construction, which co-locates Fairfax County’s 911 Center & VDOT’s Transportation Operations Center for Northern Virginia (up in Nov 08) Fire, state police, etc. will all be able to communicate instantly. Center is one of few in the country.

VDOT participates in a multi-state group in the National Capital region that is designed to improve communication of timely information and data to the public with the goal of improving situational awareness in the Capital region. One initiative being developed is a tool for pulling road closure data from travel management systems of different agencies and pushing it to a large array of agencies. The concept of operations was developed by the Volpe Center and it is now being implemented.

MarylandJohn Contestabile , Director, Office of Engineering Emergency Services, Maryland DOT

Maryland DOT oversees all modes of transportation. Agencies within Maryland DOT include the DMV, the Port of Baltimore, BWI Airport, etc. MDOT has 6 HQ staff dedicated to all hazards emergency

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management, but each of the Maryland DOT modal agencies has an emergency response manager position. The Maryland Toll Authority and the Maryland Transit Administration each has its own police force and a security director. The Port of Baltimore and BWI Airport also have security director, but Maryland State Highway Administration does not have a security director. At the MDOT level, responsibility for homeland security & emergency management is split.

Key priorities at Maryland DOT include:

Strategic National Stockpile (SNS) implementation - (The SNS has large quantities of medicine and medical supplies to protect the American public if there is a public health emergency (terrorist attack, flu outbreak, earthquake) severe enough to cause local supplies to run out.) MDOT is part of the Incident Command Structure for SNS, partly because MDOT has oversight of BWI airport which is a major SNS distribution point.

Critical Infrastructure Protection – MDOT is working closely with the Maryland State Police to protect critical infrastructure and many assets, such as the Bay Bridge are under MDOT’s direct control.

Evacuation Planning - MDOT is working on plans for evacuation on the Eastern Shore and the Baltimore/National Capital regions.

Interoperability of Communications – MDOT is playing a growing role in this area in part because they have a large communication infrastructure and understand the technology associated with a range of communications tools, e.g. Variable Message Signs, video.

Interregional Coordination - Looking to the future, MDOT is interested in improving inter-regional coordination at a multi-state level; they can afford to do this now that the state is better organized. Fusion centers, evacuation planning, and GIS are some of the topics that MDOT is talking with other states about.

Training - NIMS training is a major focus for MDOT. The agency is trying to get everyone trained in basics (NIMS 100, 200, and 700, 800.) Emergency response managers are getting NIMS 300, 400 training. 300 and 400 training includes multi-disciplinary (fire, police, etc.)

Maryland has been successful in getting about $30 million in DHS funds over the last 5 or 6 years, but this is not close to meeting their needs. Part of their success is attributable to the presence of first responders within Maryland DOT (e.g. transit police, port fire department, etc.)

DelawareDwayne Day

Delaware DOT oversees 93 percent of all roads in the state. Delaware is the only state with an all volunteer fire department. Delaware recently opened a new emergency operations center in the same building as DelDOT’s transportation management center and the state police communications center.

Delaware participates in the Delmarva emergency management taskforce, which is multi-state group that meets once a month and focuses on planning for disasters like hurricanes, etc. The region’s highway network is prone to bottleneck problems because the Eastern Shore (including Delaware) can only be

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accessed by bridges. A Recent truck crash on the Bay Bridge highlighted bottleneck problems. Need to plan for these types of incidents.

Delaware DOT is the lead agency for Delaware’s debris management plan because the DOT has access to the trucks and contractors needed to manage these types of situations.

Delaware DOT is part of a new Delaware airports evacuation planning study. Delaware DOT is also part of the regular Dover International Speedway Evacuation Plan, an event which brings 150,000 people to the small town of Dover, DE twice a year. Delaware DOT is also the lead agency for the statewide medical facilities evacuation plan/database, which includes hospitals, retirement homes, etc.

Delaware DOT has received DHS funds and Delaware DOT is considered a first responder. Delaware DOT has just purchased a 35 ft mobile Transportation Management Center, which is part of the Continuity of Operations Plan (COOP) for Delaware DOT. Delaware DOT has also purchased eight emergency response trailers that are distributed around state and can also be used by State Police etc. Delaware relies on special transportation emergency management teams to establish processes for using these and other equipment.

Delaware DOT is beginning to become more involved in rail line security. A number of rail risk assessments are underway and Delaware will be forming a rail security committee to address issues related to rail security. Need to coordinate on risk models for making assessments. North CarolinaBob Andrews, North Carolina DOT North Carolina has 80,000 miles of highways and 14,000 staff; DMV is in the DOT. A major management transformation has occurred within NCDOT over the last two years. North Carolina DOT is now able to access real time traffic flow information on Interstates and has quick clearance legislation in place. Driver licensing now includes more background checks.

Communications interoperability is a top statewide priority in North Carolina. The Voice Interoperability Plan for Emergency Responders (VIPER) is the multi-agency backbone communications system across the state. $120 Million has been spent on VIPER to date. North Carolina DOT is planning to co-develop a general operations center with the National Guard. North Carolina Emergency Management Agency (NCEMA) leads emergency management in North Carolina and works closely with North Carolina DOT. NCDOT is recognized as a first responder by NCEMA, but is also regarded as preparedness and recovery agency.

North Carolina DOT also coordinates with Virginia and South Carolina’s transportation agencies. Evacuation is a county-level responsibility in North Carolina, but it is carefully coordinated with state agencies. North Carolina DOT has mobile incident management teams that can be deployed to any county in the state. The state is starting to do a sea-level rise study.

North Carolina DOT is concerned about the cost of maintaining emergency equipment as DHS funding declines. North Carolina DOT staff raised the issue of how to evacuate non-English speaking foreign

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worker populations living without cars at beach areas during the summer. Others agreed that more work is needed on this issue.

West VirginiaChuck Runyon, West Virginia DOT

West Virginia DOT’s responsibilities include aviation, a port authority, a rail authority, DMV, and transit as well as highways. West Virginia DOT has developed a critical infrastructure list and it is working on the “real id” program with DMV. West Virginia DOT participated in 11 table top exercises last year. A special Urban to Rural Task Force brings together sheriffs, 911 centers, etc. to meet monthly to discuss topics such as how to handle an evacuation from the Baltimore/DC region. West Virginia DOT has 13 portable emergency response trailers in the states.

West Virginia has a backbone system of interoperable radios that is managed by medical command. West Virginia DOT is working on NIMS compliance and is getting ready to do NIMS 300, 400 training. West Virginia DOT works closely with state emergency management agencies and with Maryland. West Virginia has a 40-member emergency response team. All West Virginia DOT field employees will be required to wear a highly visible uniform by Jan 09. West Virginia has introduced a new “P-card” purchase card can be activated in case of emergency up to $100k – trained employees on what can be bought with cards. Phase I of West Virginia DOT’s Smart Transportation Center is almost open and will function as a fusion center. West Virginia’s Secretary of Transportation has been supportive of meeting security and emergency management needs. His priority is getting roads open as soon as possible. West Virginia is looking at integrating 911 centers & emergency operations centers across the state. West Virginia has set up a deal with Exxon to provide portable tanks for fuel during emergencies.

Pennsylvania Devang Patel, PennDOT

PennDOT has 11 Districts. A combined incident management and traffic management center/security position was recently created, which is helping PennDOT think about strategic direction. The Department also has a Transportation Security Work Group that crosses modes and District lines at PennDOT. A top priority at PennDOT is identifying critical infrastructure assets. The Department is looking at how to identify Tier I, II, II and IV facilities and is interested in learning about what criteria other DOTs use to define each category.

PennDOT is trying to define internal actions to take at different national HSAS threat levels, with roles identified down to field staff in Districts. The Department is also seeking to add a stronger security element to its traffic management centers, such as protocols on how to handle suspicious vehicles spotted on video feeds. PennDOT is looking for guidance on how security can be incorporated into bridges as they are replaced and rehabilitated. (E.g. via design manual changes for critical infrastructure facilities.)

PennDOT has not had much success in securing DHS funding – finding that most funds go to local first responders. The state is still working on finding the right strategic role for transportation within the state-level emergency management and homeland security framework.

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IowaBob Younie, Iowa DOT

Iowa has a 10,000 mile state highway system and it spends $450 million per year on construction. Iowa DOT recently received approval to increase its emergency preparedness and response team from 2 to 10 people. Together this group forms Iowa DOT’s Operations Support Center. The new group is designed to relive pressure on Districts and provides full time staff people dedicated to issues of emergency response, recovery, and training. Its staff also includes a full time meteorologist. An after action report on a recent blizzard that shut down an Iowa Interstate for several days helped raise executive leadership awareness. As the new group gets up and running, it will look at incident management, incident response, incident coordination between districts and HQ, and using information from traffic data network and weather sensors, etc. The group will also have a lead role in managing the state’s 511 system. Iowa DOT is interested in working to improve public notification of “off hours” incidents and on improving communication with management during incidents. Communications interoperability Is a challenge in Iowa, which has set up a 15-person Board to address this issue that includes 9 state agencies + 7 local agencies. One major barrier is the $350M price tag and the state is interested in finding public/private partnership solutions for sharing costs.

Iowa DOT has fostered a good relationship with State Police and other first responders. The DOT staffs the transportation sector at the state emergency operations center during emergencies.

MichiganEileen Phifer, MDOT

Michigan DOT oversees highways, aviation (public -use airports), motor carrier oversight, rail, ferries and transit, but it has no law enforcement or DMV functions but it has been able to secure recognition as a first responder, which has helped bring in DHS funding. Michigan DOT’s Safety and Security group has 3 emergency management staff and it is housed under Operations. The group’s responsibilities include emergency management, hazardous materials safety, occupational safety, and homeland security. Border crossings are a major priority for Michigan DOT since the state has a number of bridge and tunnel border crossings with Canada. Freight flow maps are useful for illustrating the impact of problems on a highway, bridge or tunnel. Michigan DOT operates a fusion center that pushes information out to other agencies. Michigan is able to track its emergency management costs via project-level accounting codes. Michigan DOT has secured about $3 or $4 million in DHS funding. spills. Michigan DOT has addressed incident command issues by establishing MDOT’s legal authority over the roads. Michigan DOT has developed a suspicious activity report.

Priorities at Michigan DOT include protection of bigger structures on key corridors, increasing the number of portable variable message signs, getting more emergency management trailers in strategic locations (one per region at present).

KansasMark Krentz, KDOT

Kansas DOT is updating its emergency response plan. The Department has 2 staff dedicated to emergency management. Kansas DOT is building a traffic management center in Wichita and adding

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variable message signs on I-70 across the state. TSA has conducted a corporate security review in Kansas. Kansas DOT regularly participates in emergency management exercises including a nuclear terrorism one that is upcoming. Kansas DOT has leadership emergency management roles in its debris clearing and traffic management capabilities. Kansas DOT is about 70 percent compliant with 100, 200, 700 series NIMS training. The Department leads the state’s interoperable communications system

Kansas DOT is looking at ways to work more closely with other agencies. For example, it is trying to set up more partnerships with utilities, etc. to enable coordinated clean up of streets after ice storms. The Department has been proactively helping with utilities’ traffic control needs to help build relationships. Kansas DOT is also working with the agricultural industry to talk about the impacts of closing highways due to natural disasters or weather, etc and looking at ways to keep businesses informed about conditions when road closures occur. Staff has found that translating emergency management issues into economic consequences is a good way to get leadership attention. Kansas is developing a statewide Continuity of Operations Plan (COOP). Every state agency is represented on the COOP group and each agency is developing their own plans, but talking together about them. Kansas DOT is working on simple ways to share resources – e.g. use of deicing trucks to fight wild fires in summer. Kansas DOT is also recognizing the need for critical incident stress debriefing for its employees who are not traditionally “in the line of fire” on emergencies, but are often affected.

Discussion - Themes – 1) consistency across transportation community in how things get done. 2) How transportation interfaces with other communities – EMAs, utilities, etc. Can SCOTS help to address these issues?

Missouri

Missouri DOT has four emergency management-related staff. MoDOT operates motorist assist programs in Kansas City and Saint Louis and a corridor management program along the length of I-70 in Missouri. The DOT is not considered a first responder by law.

Missouri has had a federally declared disaster every 72 days or less this year – primarily related to ice, snow, floods or wind. In 2007, Missouri had seven large scale emergencies and in 2008 so far it has had 14 large scale emergencies. A major road has been closed somewhere in the state for the last 5 months.

Missouri DOT recently updated its incident response plan, following the NIMS format that requires an all-hazards plan with annexes for hazards. Missouri DOT has developed a real time traveler information map that tracks every state road in the state. The map must be updated manually, which is a lot of work, but it has been well received. The map also includes some work zones and planned events. Districts gather information on the ground and enter the information into the system.

Missouri DOT is standing up emergency operations centers in each District – each District can go 24/7 if needed. The centers handle media, logistics, etc. Kansas City and Saint Louis have permanent 24/7 facilities.

Missouri DOT has taken on a leadership role in emergency communications within the state, but a high price tag has prevented interoperable communications.

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Missouri DOT has got about 500 people trained out of 6000 on NIMS, paid for in part via DHS funds through the state’s Emergency Management Agency. Training field personnel remains a gap.

Missouri DOT has done a bridge security assessment. Missouri has piloted with TSA in doing corporate security reviews on motor carriers.

One of Missouri DOT’s biggest priorities is improving the situation awareness of field staff, which they acknowledge needs strengthening. TexasRandy Sakai, TxDOT

Texas DOT has 25 districts and Transportation Management Centers in all major metro areas. DOT keeps in close contact with the State Operations Center which is administered by the Department of Public Safety. Texas DOT is doing basic training for all first responders at the Department.

Evacuation plans are the responsibility of the Texas DOT Maintenance Division and have a major focus on hurricanes. Texas DOT has developed fuel availability contracts with private vendors. The motor carrier division waives permits when needed.

Districts at Texas DOT are independent and coordination on equipment is sometimes an issue when equipment must be shared among Districts. Likewise it has contracts in place for emergency generators. Wildfires are a threat in Texas and the DOT is working with the state’s environmental agency to approve brush clearing without stormwater permit issues.

State vehicle “cloning” is an emerging problem in Texas and the department is now making id badges a requirement for TxDOT vehicle operators.

Washington State

In 2007/08 Washington’s I-5 was closed due to a 100 yr flood with 12 ft standing water and I-90 was closed on and off for several days due to heavy snow and subsequent avalanche control work. Washington State DOT (WSDOT) learned from these events that shippers most value accurate, robust, predictive information. WSDOT found provision of accurate information a challenge in a dispersed organizational environment. WSDOT also found providing robust information a challenge – its web site often crashed during peak demand for web information. WSDOT also learned that shippers like predictive information even if it is only for a short time ahead (e.g. the afternoon or next day).

WSDOT staff encourages other DOTs to start putting out incident information in simple language with maps and to tailor information to a freight-focused audience because information geared to the public is not sufficient for their needs. Specifically, maps should show safe, legal detours for trucks. WSDOT perceives that getting better at managing information will need a cultural shift within its agency. WSDOT has also recognized that it needs to work with other states because many truckers on I-5 are moving between Washington and California. During recent episodes, WSDOT has worked with CalTrans to improve situational awareness about detours and delays.

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Detour capacity proved to be a major issue during the I-5 incident because capacity was limited on detours. WSDOT says this has raised important questions about who gets to use limited capacity, such as trucks with food or medicine. WSDOT had only limited mechanisms to control access to detours. How do we provide situational awareness across states on Interstate system?

Key issues for WSDOT include how the DOT should collect information that is of high value to shippers and how to distribute it? And how to prioritize use of transportation capacity when it is scarce?

WSDOT has done a study of economic impact of disasters. They found that current methodologies are over simplified and not very accurate. WSDOT is thinking about new approaches that try to capture the cost of subsequent investments to prevent similar incidents and the cost of lost sales during an event. By surveying half commercial firms in Washington State, they have learned that about 40 percent of costs are direct delay costs, two percent are costs for future investments, and 60 percent are costs of lost sales. The study will be out in about two weeks.

California

CalTrans has identified 200 locations with critical infrastructure. They are in the process of hardening critical infrastructure and are using the Mineta Institute to assist in training employees. CalTrans seeks design manual guidance on critical infrastructure hardening issues like stand-off distances for bridges, etc. CalTrans has added a section on critical infrastructure to its emergency management plan. The state’s seismic retrofit program for infrastructure, which started in 1990s, has generally also benefitted critical infrastructure. Other steps being taken include use of steel guard rail posts in fire prone areas and benefits from the bridge scour program.

CalTrans just opened a new 120-person Traffic Management Center for Los Angeles. CalTrans has trained 5,000 staff as first responders. The Department has also worked on evacuation planning , including development of generic guidance for contra-flow set up on any highway. In general, contra-flow is not a practicable solution for evacuations without advance warning since it takes time to establish. Each Caltrans district has an emergency operations center and guidance on when to activate them is in place.

Communications interoperability issues have become more prominent after the latest round of wildfires in California. Solving interoperable communications issues within CalTrans will cost $40 to $50 million to fix and interagency costs are likely to be $500million statewide. CalTrans participates in the Golden Guardian program and with state law community on an enforcement all hazards website.CalTrans prepares a daily all hazards report to the Governor’s office. They also have Blackberry news service that alerts senior CalTrans mgrs about emergency events. Key CalTrans personnel such as District Engineers, Maintenance Engineers, etc. have special phone lines for that offer back up service in the event of overload on traditional land lines.

CalTrans is a member of the Governor’s Homeland Security Task Force. They are doing outreach to fire depts. sheriffs etc. on emergency vehicle placement. California Highway Patrol has incident commander status on any highway incident. Incident clearance times remain a challenge at CalTrans. The Department is working with California Highway Patrol to improve performance and reduce motorist hazards. They are also working on incentives for towing companies to do their job faster.

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CalTrans still does not have the type of 24/7 security mentality that is needed. Pandemic planning is being worked on at CalTrans. Do snow planning meetings prior to Winter season. Meet with Nevada, etc. CalTrans has extensive experience with emergency contracting. The DOT uses incentives to get jobs done quicker. CalTrans is putting up security cameras on highways, but they still do not record images due to civil liberties issues. CalTrans is not considered a first responder, so they have not accessed DHS funds.

CalTrans has started prepositioning equipment for fire fighting and other natural disasters such as mud slides etc. CalTrans is still working out what is critical for its Continuity of Operations Plan.

CalTrans has developed a sensitive information handling form that must be completed for acquiring “as built” plans so that CalTrans can track requests. The Department is also studying the impacts of climate change on state transportation infrastructure.

Idaho

Idaho has no Traffic Management Centers. Idaho DOT has combined all guidance into a single document that is provided as a hard copy to every District. Idaho DOT does pre-construction meetings with first responders so they know about upcoming construction zone activities.

Idaho has no clearance procedures for staff, nor do they have an HSAS action list. Idaho has a one-stop State Communication Center that houses dispatchers for EMS life flight and now also provides dispatch services and haz mat incident communications for the DOT.

Idaho DOT maintains an emergency coordinator contacts network that lists contact information for key personnel and their backups in every District.

Idaho DOT has in place procedures for internal lock-down at DOT facilities to keep people safe in the event of hazardous situations. The Department also has a silent alarm system set up for quiet evacuation as needed.

Idaho DOT has developed a designated detour plan for every route in the state. While the incident commander still has jurisdiction, the plan offers guidance. (Maryland has similar plans for all major interchanges on the Beltway and Baltimore Washington corridor and the state’s Interstates. Virginia does the same for Northern Virginia and it is looking to expand it statewide.)

Idaho DOT has developed a special contract with fire depts. to cover the cost of removal of vehicles from roads in areas where no fire department coverage exists.

Idaho has several critical needs including a thorough vulnerability assessment; a continuity of operations plan; NIMS training; policies on take home vehicles for key personnel; and incorporation of first responder classifications in job descriptions;

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Idaho DOT has found useful guidance from the Forest Service on wild fire traffic control, which was originally developed by Montana and is consistent with MUTCD. (Incident Sign Installation Guide – USDA/Forest Service Publication Number: 5100-Fire July 2005 (0551-2814-MTDC)

Idaho DOT is preparing to get ready for the new Type 2 Vest Rule, particularly how to ensure that first responders are made aware of the need for appropriate vests. Idaho is getting ready for Special Olympics in 2009, which is a major international event.

Idaho has started using a special sand bagging attachment for its sanders that provides a quick alternative for filling bags.

Idaho’s 511 system is getting bigger as people demand more information it is functioning as a clearinghouse.

Idaho is working on coordination with surrounding states to spread word about road closures that affect interstate travelers and create a seamless system.

Idaho DOT is getting away from term “winter maintenance;” they now talk about “storm response,” which has a different meaning for operators and the public that gets across the strong parallel with traditional first responders.

Needs identified by Idaho include an emergency management award program within AASHTO; a memorial to fallen road workers; standards & certifications for towing operators; funneling national issues through the FHWA divisions to help make states pay more attention to them; credentialing guidance; funding; and performance measures (e.g. track secondary crashes related to incidents on accident evaluation forms or tracking clearance times.)

Costing Asset Protection: An All Hazards Guide for Transportation AgenciesSteve Lockwood (PB Consult, Inc)

Steve Lockwood provided a detailed presentation on the findings of NCHRP SP2-59(17), which is intended to develop a guide to risk management of multimodal transportation infrastructure. He described how the project’s scope has evolved and provided an overview of the model’s key features, products, and ease of use. He then gave a demonstration of how to use the model and described potential next steps for AASHTO. (See PowerPoint slideshow for details.)

All-Hazards Transportation Security & Infrastructure Protection – Working with the Transportation Research Board/Building a Safe, Prosperous and Resilient NationJeff Western (Western Management and Consulting)

Jeff Western provided a briefing on the work of TRB in supporting all hazards transportation security, including coverage of NCHRP’s research activities and a variety of opportunities for partnership between agencies working in this field. (See PowerPoint slideshow)

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SCOTS HistoryS.A. Parker (NCHRP)

Stephan Parker provided a briefing on the history of AASHTO’s SCOTS and its work through the National Cooperative Highway Research Program (See PowerPoint slideshow)

Summary of States’ PresentationsJoe Crossett (High Street Consulting Group, LLC)

Joe Crossett provided a briefing on the detailed remarks provided by states at the meeting (See PowerPoint slideshow)

A Guide to Emergency Response Training at State Transportation AgenciesChuck Wallace (Televent Farradyne, Inc)

Chuck Wallace provided a briefing on the draft report on NCHRP project 20-59 (23) which provides an update to the 2002 “Guide for Updating Highway Emergency Response Plans for Terrorist Incidents.” He discussed differences between the 2009 Guide and the 2002 Guide and he described anticipated end products. (See PowerPoint slideshow)

Facilitated Session

Following the presentations, Dave Ekern provided remarks to the group about the future of SCOTS. He asked whether participants agreed with his sense that the Committee should not be discontinued or combined with another AASHTO committee, but that its mission should be broadened to reflect the types of activities described over the course of the 2008 meeting. Members agreed that this should be the course of action and AASHTO will determine how to prepare a recommendation for the 2008 AASHTO Annual Meeting. Following this discussion, Dave Ekern led the group through two topics:

SCOTS Strategic Plan - Dave Ekern conducted a quick review of the SCOTS strategic plan. He suggested several changes to the plan’s mission and goals to address issues raised during the 2008 meeting. (See revised strategic plan for text)

Top SCOTS Priorities – Dave Ekern and Joe Crossett briefly walked the group through a discussion of the top challenges that Joe identified in his summarization of states’ remarks. Mr. Crossett was charged with preparing a white paper on the challenges for use by SCOTS. Emerging themes around which the group appeared to share consensus included:

o Situational awareness for DOT employees and their stakeholders, particularly shippers;o Improved inter-state/regional coordination;o Communications interoperability for voice and data;o Mutually beneficial partnering between DOTs and emergency management community;o Critical infrastructure design guidance; and

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o Economic impacts analysis;

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