The FHWA Freeway Management and Operations Handbook, Chapter 11, provides a detailed summary of TMC planning and management roles related to special events, which will vary depending on event characteristics. This section describes the planning process, participants, and how EOP revisions are coordinated during the preparedness phase. Give the planning team plenty of notice about where and when the planning meeting will be held. This section details additional planning and coordination functions that may be included in the EOP, including the planning and development of preplanned detours, and emergency evacuation plans. Some states identify preplanned detour routes for their entire Interstate Highway System, a process in which DOT staff often coordinates with evacuation planning. The purpose should also reflect the basic guiding principles from NIMS as well as the NCHRP Guide to Emergency Response at State Transportation Agencies. MoDOT has a disaster plan and conducts earthquake emergency exercises with the State Emergency Management Agency and other public safety agencies. TMCs are hubs for information gathering and sharing as well as communications and notifications, and should bring these capabilities and functions to broader, statewide emergency preparedness planning efforts. Explain why participating on the planning team is important to the participants’ agencies and show the participants how their contributions will lead to more effective operations. Based on this comparison, planners then select the preferred courses of action to move forward in the planning process. Full documentation is available in the Peer Exchange Series on State and Metropolitan Transportation Planning Issues. A key goal of any TMC planning team is to build and expand relationships that help bring creativity and innovation to emergency planning. As the planning team works through successive drafts, the members add necessary tables, charts, and other graphics.
Decision-makers directly involved in planning can employ these criteria, along with their understanding of plan requirements, to determine a plan’s effectiveness and efficiency and to assess risks and define costs.
Use the Comprehensive Preparedness Guide (CPG) 101 emergency management planning cycle (plan, prepare, respond, recover) and within that framework, prepare for specific response activities. Some of the planning and resources from the TMC, law enforcement, and emergency response can improve operational efficiency around planned special events.
This section presents a planning process that is flexible and allows TMCs to adapt it to varying characteristics and situations. Ask the senior appointed official or designee to sign the meeting announcement, since a directive from the executive office carries authority and sends a clear signal that operational planning is important to the community.

Utilizing their own familiarity with existing emergency evacuation planning, the TMC should develop emergency evacuation routes for the major arterials in their area. Strengthening interagency coordination during emergency planning activities will encourage ongoing dialogue among TIM responders. The risk assessment is the basis for EOP development and helps a planning team decide what hazards or threats merit special attention, what actions to plan for, and what resources are likely to be needed.
The planning team develops a rough draft of the basic plan, functional annexes, hazard-specific annexes, or other parts of the plan as appropriate. It ties together threat and vulnerability assessments, mitigation planning, procedures, training, and drills and exercises in the form of a central high-level document that guides and advances the organization’s emergency preparedness program. Once the planning team identifies all the requirements, they begin matching available resources to requirements. A remedial action process will help a planning team identify, illuminate, and correct problems with the TMC’s EOP. This process captures information from exercises, post-disaster critiques, self-assessments, audits, administrative reviews, or lessons-learned processes that may indicate that deficiencies exist.
Members of the planning team should reconvene to discuss the problem and to consider and assign responsibility for generating remedies across all mission areas. Source: NCHRP Report 525, Volume 16, Guide to Emergency Response at State Transportation Agencies, p. This section describes the essential information common to all emergencies identified during the planning process, including coordination with state and regional Fusion Centers.
Experience and lessons learned have demonstrated that operational planning is best performed by a team.
Some noteworthy developments in transportation planning have improved the link between planning and operations in disaster response. During this process of building an incident scenario, the planning team identifies the requirements that determine actions and resources. In this way, homeland security and other emergency preparedness exercise programs become an integral part of the planning process. The TMC and partners on the planning team record results from Step 4 and provide an outline for the rough draft. As scientists try to determine not if, but when a major earthquake will occur along the New Madrid fault line, the Missouri Department of Transportation (MoDOT) is planning for the possibility.
It provides information on potential situations and planning assumptions, roles and responsibilities, administration, and maintenance.

Once courses of action are selected, the planning team identifies resources needed to accomplish tasks without regard to resource availability.
Planning teams should establish a process for reviewing and revising the plan on a regular basis. At each step in the planning process, TMCs should consider the impact of the decisions made on training, exercises, equipment, and other requirements. The planning team prepares and circulates a final draft to obtain the comments of organizations that have responsibilities for implementing the plan.
This section describes the expertise and resources on traffic flow that TMCs bring to an event planning team. Although guidance does not currently exist for transportation EOPs, the Department of Homeland Security (DHS), and the Federal Emergency Management Administration (FEMA) Comprehensive Preparedness Guide (CPG) 101 is a standard guideline for a range of emergency operations needs. The plan should comply with guidance and doctrine to the maximum extent possible, because these provide a baseline that facilitates both planning and execution.
Planning teams should use state and local fusion centers to provide analytical products, such as risk and trend analyses, that are derived from the systematic collection and evaluation of threat information. Whenever possible, the TMC should use Federal standards and guidelines in the planning process. The planning team must conduct training events, exercises, and real-world incidents to determine whether the goals, objectives, decisions, actions, and timing outlined in the plan leads to a successful response. This step closes the loop in the planning process as it focuses on adding the information gained by exercising the plan to the research collected in Step 2 and starting the planning cycle over again. These agreements form the basis of training and planning activities, and are generally most effective when covering specific topics. Small TMCs can follow just the steps that are appropriate to their size, known risks, and available planning resources. The common threads found in successful operations are that participating organizations understand and accept their roles and that members of the planning team understand and accept the roles of other departments and agencies.
The planning team engages the senior official to establish how the hazard or threat would evolve survivors, and the community.

Advanced local emergency response team
Boy scout emergency preparedness form


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