1、 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Prepared by Simon Gough,May Ngui,Joanne Deng,Bert Prinsloo,Andrew Metge Publisher Austroads Ltd.Level 9,570 George Street Sydney NSW 2000 Austr

2、alia Phone:+61 2 8265 3300 .au .au Project Manager/Program Manager David Yee/Amy Naulls Abstract The Best Practice in Smart Motorways Operations report provides transport agencies with a set of guidelines and supporting information for motorway integration,operations and management capabilities.The

3、document serves to promote best practice,centred around capabilities in:1.Integration planning and transition to operations of newmotorways and enhanced motorways.2.Operation of existing motorways.3.Motorway management(which includes infrastructure planning,operational planning and operations)and re

4、source capabilityplanning.About Austroads Austroads is the peak organisation of Australasian road transport and traffic agencies.Austroads purpose is to support our member organisations to deliver an improved Australasian road transport network.To succeed in this task,we undertake leading-edge road

5、and transport research which underpins our input to policy development and published guidance on the design,construction and management of the road network and its associated infrastructure.Austroads provides a collective approach that delivers value for money,encourages shared knowledge and drives

6、consistency for road users.Austroads is governed by a Board consisting of senior executive representatives from each of its eleven member organisations:Transport for NSWDepartment of Transport VictoriaQueensland Department of Transport and MainRoadsMain Roads Western AustraliaDepartment for Infrastr

7、ucture and Transport SouthAustralia Department of State Growth TasmaniaDepartment of Infrastructure,Planning and LogisticsNorthern TerritoryTransport Canberra and City Services Directorate,Australian Capital TerritoryDepartment of Infrastructure,Transport,RegionalDevelopment,Communications and the A

8、rtsAustralian Local Government AssociationWaka Kotahi NZ Transport Agency.Keywords Smart motorways management,smart transport technology,smart motorways capabilities,smart motorways integration,smart motorways operations.ISBN 978-1-922700-55-1 Austroads Project No.NEG6270 Austroads Publication No.AP

9、-G99-22 Publication date November 2022 Pages 135 Austroads 2022 This work is copyright.Apart from any use as permitted under the Copyright Act 1968,no part may be reproduced by any process without the prior written permission of Austroads.Acknowledgements The project team members acknowledge and tha

10、nk the Austroads Smart Motorways Project Working Group members for their involvement.Those who gave their time to participate in workshops,shared insights and experiences and reviewed content,have all contributed to this document.This report has been prepared for Austroads as part of its work to pro

11、mote improved Australian and New Zealand transport outcomes by providing expert technical input on road and road transport issues.Individual road agencies will determine their response to this Guide following consideration of their legislative or administrative arrangements,available funding,as well

12、 as local circumstances and priorities.Austroads believes this publication to be correct at the time of printing and does not accept responsibility for any consequences arising from the use of information herein.Readers should rely on their own skill and judgement to apply information to particular

13、issues.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page i Summary This document has been developed to provide transport agencies with a set of best-practice guidelines and s

14、upporting information for smart motorway operations and management capabilities as well as the integration of new projects with smart motorway components.A key focus of the guidelines is on human resource capabilities for core tasks and processes across the full project lifecycle to support smart mo

15、torway operations.The document is centred around capabilities in and inputs to support TMC decision making across:1.Integration planning and transition to operations of new motorways and enhanced motorways 2.Operation of existing motorways 3.Motorway management(which includes infrastructure planning

16、,operational planning and operations)and resource capability planning.These guidelines pick up where information and guidance on pre-operational phases(such as infrastructure investment,network operations planning and motorway design)finish.The document complements the Austroads Guide to Smart Motor

17、ways(AGSM,Austroads 2016a),which provides operations-led design guidance for smart motorways.The guidelines include the following:Frameworks(Sections 2 to 5)An outline of different types of transport operations that affect motorways in the context of responsibilities that may be conducted by TMCs an

18、d equivalent motorway operations teams.An introduction to a proposed Smart Motorway Classification Model(SMCM).The SMCM will enable users to understand typical smart motorway operating characteristics,including technology features that may be used and typical operational outcomes to be achieved.Thes

19、e factors will identify current and potential levels of operational and technology capability of the motorway(s)in question.The SMCM is an optional tool that could be flexibly used by transport agencies to guide discussions on business capabilities for a range of different motorways.Motorway Operati

20、ons Functions and Sub-Functions(Sections 6 to 8)An outline of different activities,tasks and responsibilities that transport agencies can apply to achieve best practice guidance across TMC Business Management,Live Motorway Operations,as well as Motorway Operational Planning and Optimisation.Projects

21、 Integration(Section 9)Best practice guidance on capabilities and interactions required for project and motorway operations teams to enable successful integration(across all phases of a motorway lifecycle from concept to operation)through operational processes,systems and technologies.Austroads Ltd

22、2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page Contents Summary.i 1.Introduction.1 1.1 Purpose.1 1.2 Scope and Content.1 1.3 Capability Context.1 1.3.1 Background.1 1.3.2 Scope Exclusio

23、ns.2 1.4 Guidelines Use.3 Glossary.4 Part I:Models and Frameworks.7 2.Scope of Traffic/Transport Management Centre Services.8 2.1 Different Types of Operations.8 2.2 Traffic Management Centres(TMCs).9 2.2.1 Context.9 2.2.2 General Description.9 2.2.3 TMC Collaboration.10 2.2.4 Relationships between

24、Different TMCs.10 3.The Smart Motorway Classification Model.12 3.1 Model Introduction.12 3.1.1 Overview.12 3.1.2 Dimensions Covered in the SMCM.12 3.2 Typical Operating Characteristics.13 3.2.1 Operating Characteristics Levels.13 3.2.2 Operating Characteristics Categories.14 3.2.3 Operating Characte

25、ristics Levels and Categories.15 3.2.4 Planning for Enhanced Operations.16 3.3 Technology View.16 3.4 Typical Operational Outcomes.17 3.4.1 Typical Operational Outcomes.18 3.4.2 Key Performance Indicators.19 3.4.3 Target Setting.20 3.5 How to Use the SMCM.22 3.5.1 General Instructions.22 3.5.2 Examp

26、le use of the SMCM.24 4.The Capability Framework.27 4.1 Framework Introduction.27 4.1.1 Overview.27 4.1.2 Organisational Capability and Human Resource Requirements.28 4.2 Motorway Operations.29 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by Aus

27、troadsBest Practice in Smart Motorways Operations Austroads 2022|page i 4.3 Capability.30 4.3.1 Initial Capability.30 4.3.2 Environment.30 4.3.3 Competence.30 4.4 Training.31 4.4.1 Subjects,Modules and Assessments.31 5.Intersection between SMCM and Capability Framework.32 5.1 The Intersection.32 5.2

28、 Capability Framework Tasks by SMCM Operating Characteristic Levels.38 Part II:Motorway Operations Functions and Sub-Functions.39 6.TMC Business Management.40 6.1 Introduction.40 6.2 Quality Management.41 6.2.1 Purpose and Background.41 6.2.2 Quality Management Responsibilities.41 6.2.3 Continuous I

29、mprovement.41 6.3 Operator Capability and Training.42 6.3.1 Purpose and Background.42 6.3.2 Operator Capability and Training Responsibilities.42 6.3.3 Competency Management.43 6.3.4 Example of Learning and Development Steps for New Staff.44 6.3.5 Example of Competency Progression.44 6.3.6 Training T

30、ypes.45 6.3.7 Training Focus.46 6.4 Stakeholder Relationships.48 6.4.1 Purpose and Background.48 6.4.2 Stakeholder Relationships Responsibilities.48 6.4.3 Case Study.49 6.5 Asset Management.50 6.5.1 Purpose and Background.50 6.5.2 Asset Management Responsibilities.51 6.5.3 Facility Management Respon

31、sibilities.52 6.5.4 Fault Management Responsibilities.53 6.6 People Management.54 6.6.1 Purpose.54 6.6.2 People Management Responsibilities.54 6.6.3 Recruitment.54 6.6.4 TMC Roles.54 6.6.5 Staffing Levels.57 6.6.6 Example Organisation Structure.58 6.7 Systems Management.59 6.7.1 Purpose and Backgrou

32、nd.59 6.7.2 Systems Management Responsibilities.60 6.7.3 Case Study.60 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page ii 7.Live Motorway Operations.61 7.1 Introduction.61

33、7.1.1 Live Operations Purpose.62 7.1.2 Motorway Operations Tools.63 7.2 Intelligence.64 7.2.1 Purpose.64 7.2.2 Intelligence Tasks.65 7.2.3 Case Study.66 7.3 Traffic Control.66 7.3.1 Purpose.66 7.3.2 Traffic Control Tasks.67 7.4 Traveller Information.68 7.4.1 Purpose and Background.68 7.4.2 Traveller

34、 Information Tasks.68 7.4.3 Case Study.70 7.5 Incident Management.70 7.5.1 Purpose and Background.70 7.5.2 Incident Management Tasks.71 7.5.3 Case Study.73 8.Motorway Operational Planning and Optimisation.74 8.1 Introduction.74 8.2 Network Operations Planning.75 8.3 Concept of Operations(ConOps).76

35、8.3.1 ConOps Responsibilities.77 8.3.2 Case Study.78 8.4 Incident Management Planning.78 8.4.1 Incident Management Planning Responsibilities.80 8.4.2 Police and Emergency Services Relationship.82 8.4.3 Incident Field Resources.82 8.4.4 Incident Types.83 8.4.5 Incident Management Debriefs.83 8.4.6 Ca

36、se Study 1.84 8.4.7 Case Study 2.84 8.5 Planned Network Access Management.86 8.5.1 Planned Network Access Management Responsibilities.86 8.5.2 Case Study 1.88 8.5.3 Case Study 2.90 8.6 Optimising TMC Operations.91 8.6.1 Maturity Self-Assessment.91 8.7 Network Traffic Optimisation.92 8.7.1 Network Tr

37、affic Optimisation Responsibilities.92 8.7.2 Travel Demand Management.93 8.7.3 Case Study.94 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page iii Part III:Projects Integrati

38、on.95 9.Motorway Projects Integration.96 9.1 Introduction.96 9.1.1 Context.96 9.1.2 Project Scale and Lifecycle.97 9.1.3 Who should use this Section?.98 9.1.4 How to use this Section.98 9.1.5 Project Liaison Role.99 9.1.6 Project-Operations Interactions.99 9.2 Projects Integration Objective.100 9.3

39、Preparation for Project Integration.100 9.3.1 Context.100 9.3.2 Technical Requirements Specification Examples.101 9.4 Project Development(Planning and Design).101 9.4.1 Introduction.101 9.4.2 Information Flow from Operations Team to the Project.102 9.4.3 Collaboration between Operations Team and Pro

40、ject Team.102 9.4.4 Information Flow from the Project to the Operations Team.104 9.5 Project Delivery Smart Motorways Technology.104 9.5.1 Introduction.104 9.5.2 Information Flow from Operations Team to the Project.104 9.5.3 Collaboration between Operations Team and Project Team.104 9.5.4 Informatio

41、n Flow from the Project to the Operations Team.105 9.6 Project Delivery Temporary Traffic Management.105 9.6.1 Introduction.105 9.6.2 Information Flow from Operations Team to the Project.105 9.6.3 Collaboration between Operations Team and Project Team.105 9.6.4 Information Flow from the Project to t

42、he Operations Team.106 9.6.5 Case Study.106 9.7 Project Handover(Including Implementation).106 9.7.1 Introduction.106 9.7.2 Information Flow from Operations Team to the Project.107 9.7.3 Collaboration between Operations Team and Project Team.107 9.7.4 Information Flow from Project to the Operations

43、Team.108 References.109 Appendix A Smart Motorways Classification Model Overview.116 Appendix B Impact of Shortlisted Future Trends on Motorway Operations.117 Appendix C Maturity Self-Assessment Checklist.121 Appendix D Example of Incident Management Levels.126 Appendix E Example Memorandum of Under

44、standing.128 Appendix F Example of Incident Management Operator Checklist.130 Appendix G Example TMC Operator Training Timeline Overview.133 Appendix H Improving Fault Management with an Agile Platform.135 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless app

45、roved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page Tables Table 1.1:Glossary of terms.4 Table 2.1:Different types of operations.8 Table 2.2:Example levels of service for varying scales of operations.10 Table 3.1:Operating characteristics levels.13 Table 3.2:Typical ope

46、rating characteristics categories.14 Table 3.3:Shifting to higher operating characteristic levels.16 Table 3.4:Typical operational outcomes from smart motorways.18 Table 3.5:How smart motorway operational outcomes contribute to broader motorway outcomes.19 Table 3.6:KPI examples per operational outc

47、ome type.20 Table 3.7:Motorway classes.21 Table 3.8:Example target setting matrix for motorway classes by time of day.21 Table 3.9:Example current operational outcomes.25 Table 4.1:Overview of motorway operations functions and their sub-functions.29 Table 5.1:Scenario A:Low operating characteristic

48、level and small scope of TMC services.34 Table 5.2:Scenario B:Low operating characteristic level and medium or large scope of TMC services.35 Table 5.3:Scenario C:Higher operating characteristic level and small or medium scope of TMC services.36 Table 5.4:Scenario D:High operating characteristic lev

49、el and large scope of TMC services.37 Table 5.5:SMCM Operating characteristic category versus SMCM functions and sub functions.38 Table 6.1:Example of length of time(experience)required at different operator levels.44 Table 6.2:Example TMC roles.55 Table 6.3:Example Operations Staff Proficiency Leve

50、ls.57 Table 6.4:Example staffing levels(ITE 2001).58 Table 7.1:Overview of tools for motorway operations.63 Table 7.2:Types of traveller information technology.68 Table 8.1:Example operational concept detail in a ConOps document.78 Table 9.1:Interaction types versus project phases matrix.99 Table 9.

51、2:Example technical requirements specification.101 Figures Figure 1.1:Key project deliverables.2 Figure 3.1:Smart motorways classification model overview.13 Figure 3.2:Typical operating characteristics across five levels.15 Figure 3.3:A technology view of the Smart Motorways Classification Model.17

52、Figure 3.4:Example use of the Smart Motorway Classification Model for Hwy1.23 Figure 4.1:Elements of a capability framework.27 Figure 4.2:McKinsey 7S framework.28 Figure 4.3:Learning and development programs.31 Figure 5.1:Capability needs at the intersection of the SMCM and scope of services.33 Figu

53、re 6.1:TMC Business management sub-functions.40 Figure 6.2:Types of training.45 Figure 6.3:Training plan focus areas.47 Figure 6.4:Example stakeholder information on traffic management displayed on the Brisbane Metropolitan Transport Management Centre web page.49 Figure 6.5:Relationship between asse

54、t,facility and fault management.50 Figure 6.6:Example NSW TMC operator facility.51 Figure 6.7:Example Queensland TMC operator facility.53 Figure 6.8:Example of motorway operations organisation structure.59 Figure 7.1:Live motorway operations sub-functions.62 Figure 7.2:Example ACT TMC inputs and out

55、puts for a role in live operations.63 Figure 7.3:Brisbane Metropolitan Transport Management Centre web page on their role in managing incidents.64 Figure 7.4:Traffic incident management components and timeline.71 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unl

56、ess approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page i Figure 8.1:Motorway operational planning and optimisation sub-functions.74 Figure 8.2:Feedback loop involving the operations,planning and project delivery.75 Figure 8.3:Example Network Operating Framework proc

57、ess diagram.76 Figure 8.4:Where a Concept of Operations fits within motorway operational planning.77 Figure 8.5:Incident management planning overview.79 Figure 8.6:Traffic incident management timeline.79 Figure 8.7:Multiple documents and tools for incident management.80 Figure 8.8:Example transport

58、incident severity categorisation.85 Figure 8.9:Example ACT procedure to display messages for planned events.89 Figure 8.10:Example special events process overview.90 Figure 8.11:Example VIC network optimisation tool kit.94 Figure 9.1:Motorway projects integration sub-functions.97 Figure 9.2:Typical

59、motorway project lifecycle.98 Figure D 1:Transport Incident Severity Categorisation.126 Figure D 2:Transport Portfolio Incident Example.127 Figure E 1:Memorandum of Understanding between TCCS and ACT ESA.128 Figure F 1:Example incident management operator checklist.130 Austroads Ltd 2022|This materi

60、al is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 1 1.Introduction 1.1 Purpose The Austroads Best Practice in Smart Motorways Operations report seeks to support the harmonisation of contemporary practice

61、of Austroads member organisations by capturing and documenting it as best practice through a consistent framework.1.2 Scope and Content This report provides best practice guidelines and supporting information for member agencies who are involved in the operations of smart motorways.A key focus of th

62、e guidelines is on human resource capabilities for core tasks to support smart motorway operations across the full project lifecycle.These guidelines pick up where information and guidance on pre-operational phases(such as infrastructure investment,network operations planning and motorway design)fin

63、ish.The guidelines focus on operational capabilities and complement the Guide to Smart Motorways(AGSM,Austroads 2016a),which provides operations-led design guidance for smart motorways.The guidelines include the following:An outline of different types of transport operations that affect motorways in

64、 the context of responsibilities that may be conducted by TMCs and equivalent motorway operations teams.An introduction to a proposed Smart Motorway Classification Model(SMCM).The SMCM will enable users to understand typical smart motorway operating characteristics,including technology features that

65、 may be used and typical operational outcomes to be achieved.These factors will identify current and potential levels of operational and technology capability of the motorway(s)in question.The SMCM is an optional tool that could be flexibly used by transport agencies to guide discussions on business

66、 capabilities for a range of different motorways.Best practice guidance on capabilities required for motorway operations teams to enable successful integration(across all phases of a motorway lifecycle from concept to operation),with existing operational processes,systems and technologies.1.3 Capabi

67、lity Context 1.3.1 Background The focus of these guidelines is on human resource capabilities for smart motorways operations.These guidelines are premised on the principles of a capability framework that can be applied to the elements of Traffic/Transport Management Centre(TMC)roles,responsibilities

68、,resourcing levels,services levels and operational interactions with stakeholders such as emergency services,other agency TMCs,and tow operators.The capability framework centres around a common foundation and common language to describe the knowledge,skills and abilities needed to perform tasks with

69、in work across all levels of organisations.This framework serves as a consistent basis and approach for developing job descriptions,as well as enabling career pathway planning and progression.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by Austr

70、oadsBest Practice in Smart Motorways Operations Austroads 2022|page 2 The capability framework also provides links to existing training material currently available,identifies gaps in training requirements,and addresses the approach to continuous improvement,based on role or capability criticality a

71、nd risk.The Integration section of the guidelines is informed by the capability framework.The Integration section defines human resource capability requirements across project lifecycles and business functions.These functions include motorway infrastructure planning and design,motorway operations re

72、garding delivering motorway operational outcomes on a daily basis,efficient and effective response to unplanned incidents,and the process of integrating design,planning and ongoing operations in delivering the required motorway performance outcomes.These guidelines are not intended to enforce mandat

73、ory practice and does not provide detailed policies,processes or procedures for the operations of smart motorways.These policies should still be developed by the jurisdictions.These guidelines form the second deliverable for the Best Practice in Smart Motorways Operations project.The key deliverable

74、s for the whole project are summarised in Figure 1.1.Figure 1.1:Key project deliverables Deliverable 1 Motorway Future Trends research report Deliverable 2 Best Practice in Smart Motorways Operations Motorway Future Trends research report Future Trends and Smart Motorway Classification Model Researc

75、h Report Part 1 of the guidelines:Motorway Management Capability Framework Part 2 of the guidelines:Motorway Integration and Operation Capability Framework Analysis involves identifying and shortlisting future trends Consolidation of the previous document with the Smart Motorway Classification Model

76、 and suggested user guidance.Informed by understanding of human resource roles and capability requirements for motorway operations management.Informed by Part 1 of the guidelines,provides a framework and process for motorway project integration.(Focus of this document)Informed by Deliverable 1,the B

77、est Practice in Smart Motorways Operations document has been developed to help agencies address continued pressure to better utilise existing infrastructure assets and resourcing for delivering motorway operations.This combined document contains both Part 1 and Part 2 of the guidelines and includes:

78、Frameworks(Sections 2 to 5)Motorway Operations Functions and Sub-Functions(Sections 6 to 8)Projects Integration(Section 9).1.3.2 Scope Exclusions Where smart motorway operations require best practice for information technology and human resource management within a transport agency,it is expected th

79、at these requirements are adequately covered by the organisations current systems and processes.Therefore,these systems and processes have been excluded from these guidelines.Phase 1 Phase 2 Phase 3 Phase 4 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless ap

80、proved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 3 These guidelines do not include specific guidance around the operation of arterial road networks.However,we recognise that smart motorway operations and projects will either connect to,or be affected by,the existing

81、 transport network and so cannot be considered in isolation.We also acknowledge the critical and integrated relationship between managing traffic on motorways and traffic control systems on arterial and local roads.Section 2.1 provides brief commentary on the capability required around the motorway

82、interface with arterials but does not contain specific guidance around the operation of arterial roads(and associated systems such as signals),which is out of scope for this motorway-focused project.Section 6.5 and 6.7 provide brief commentary around the associated human resource capabilities requir

83、ed to manage faults,assets and systems.These guidelines do not include detailed coverage on faults and maintenance management(and associated field work or engineering).Work is currently underway to further evolve the Movement and Place Framework for practitioners throughout Australia and New Zealand

84、.Inclusion of the principles in these guidelines is primarily around relevance to motorway infrastructure planning and project-specific integration delivery.See Section 8 for more information.Further work is underway toward harmonising training processes(including for areas outside of motorway opera

85、tions within a TMC)and accreditation through Registered Training Organisations across Australia and New Zealand.Please refer to the Austroads website for the latest guidance.1.4 Guidelines Use This document will apply to a wide range of different operational scenarios and situations across jurisdict

86、ions.Please refer to Section 2 for the typical types of operational TMC approaches and boundaries.No one operational approach can be perfectly aligned with these guidelines.We recommend that users apply those sections of these guidelines that best suit their specific operational arrangements,needs a

87、nd viewpoints.Sections that are not currently relevant for their operations can be used as further inspiration and as a challenge to look at different operational approaches.These call out boxes are used throughout the guidelines to highlight best practice tips.These tips seek to support the reader

88、in defining the functions and sub-functions of motorway operations but do not necessarily cover specific tasks,activities or responsibilities.These tips may include:pointers towards examples issues to consider while undertaking an activity or improvement assessment.TIP Austroads Ltd 2022|This materi

89、al is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 4 Glossary Table 1.1 outlines the acronyms and terms used within these guidelines.Table 1.1:Glossary of terms Acronym/Term Definition/Description AASHTO T

90、he American Association of State Highway and Transportation Officials ABMIS ABMIS Professional is a customisable business management solution AGSM Austroads Guide to Smart Motorways AID Automatic Incident Detection ARRB Australian Road Research Board Assessment The wide variety of methods or tools t

91、hat educators use to evaluate,measure,and document the academic readiness,learning progress,skill acquisition,or educational needs of students BAU Business as Usual Capability The ability to do something(definition by Oxford University Press)CCTV Closed Circuit Television Camera Competence The abili

92、ty to do something successfully or efficiently(definition by Oxford University Press)ConOps Concept of Operations End-states Potential motorway aspects and operational situations,which have been outlined for a range of motorway types as part of the Smart Motorways Classification Model ESA Emergency

93、Services Agency FAT Factory Acceptance Testing FTE Full Time Equivalent GPS Global Positioning System HCV Heavy Commercial Vehicles HVAC Heating,Ventilation and Air Conditioning ICT Information and Communications Technology IT Information Technology IoT Internet of Things IRP Incident Response Plans

94、 ISP Information Service Providers ITS Intelligent Traffic/Transport Systems LoS or LOS Level of Service Knowledge Facts,information,and skills acquired through experience or education;the theoretical or practical understanding of a subject(definition by Oxford University Press)Context of these guid

95、elines:e.g.being familiar with the policy information to support the Incident Management sub-function(under Live Motorway Operations)KPI Key Performance Indicator,a measure that enables monitoring of performance in terms of progress towards a specific,defined economic/social/environmental objective(

96、Austroads 2020e)MCC Motorway Control Centre(also see TMC)Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 5 Acronym/Term Definition/Description McKinsey 7S A management fram

97、ework used to evaluate a companys organisational effectiveness and to determine if a set of defined hard and soft elements are in alignment with the overall vision of the company.Hard elements refer to tangible policies or methods that are easily changed whereas soft elements are less tangible,more

98、difficult to determine and are typically changed through shifting company culture(180 Degrees n.d.)Mid-Block or Midblock A type of traffic data that captures the number of vehicles crossing an arbitrary line along a corridor,outside of intersections.E.g.automatic tube count on a highway for southbou

99、nd movements(Austraffic 2021)OPEX Operational Expenditure(Learning)Module An organised collection of educational or informational content presented together for the purpose of training and development.A Learning Module can support a course goal,a course objective,a subject,a concept,or a theme.The L

100、earning Module is a shell to which other content items such as files,folders and tools are added(University of Southern California n.d.)LGA Local Government Authority LUMS Lane Use Management Signs MOU Memorandum of Understanding Network Operations Planning Planning of how the network should operate

101、 from a strategic focus through to detailed route management.While this can include identifying some operational gaps or issues,the focus is on better operation of the current network Network Planning Planning to determine the correct network to meet the organisational objectives.This has more focus

102、 on identifying the network gaps and developing the projects to resolve the gaps Planned Network Access A planned activity(whether construction or an event)that has been approved to be undertaken in the road network corridor PREXY or PRExy The Port River Expressway links South Australias major port

103、and rail terminals at the Port of Adelaide with major freight routes to the north and south of Adelaide PT Public Transport PWG Project Working Group RACI Responsible,Accountable,Consulted,Informed SAT Site Acceptance Testing SCATS Sydney Coordinated Adaptive Traffic System Skill The ability to do s

104、omething well(definition by Oxford University Press)Context of these guidelines:e.g.being able to carry out a certain task e.g.updating VMS appropriately with a message that is easy for drivers to understand(under Live Motorway Operations)SLA Service Level Agreement SMCM Smart Motorways Classificati

105、on Model SOPs Standard Operating Procedures STREAMS An integrated ITS and traffic management platform by Transmax Subject A branch of knowledge studied or taught Transport for NSW Transport for New South Wales Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless

106、 approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 6 Acronym/Term Definition/Description TMC(s)Traffic/Transport Management Centre is a:central location for managing the use of the road network in real time system for delivering road user support services focal poi

107、nt for technologies used in network monitoring and traffic operations:-telecommunications-surveillance -detection These guidelines use the term TMC(s)when referring to the motorway operations teams of State and Territory transport agencies.This includes the TOC as found in New Zealand at the time of

108、 these guidelines TOC Transport Operations Centre(also known as a TMC in Australia)UAT User Acceptance Testing US DOT FHWA United States Department of Transportation:Federal Highway Administration VMS Variable Message Sign VSLS Variable Speed Limit Signs Waka Kotahi NZ Transport Agency Waka Kotahi N

109、ew Zealand Transport Agency Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 7 Part I:Models and Frameworks Austroads Ltd 2022|This material is not to be used for commercial

110、 training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 8 2.Scope of Traffic/Transport Management Centre Services This section provides an overview of transport operations that directly or indirectly affect motorways and involve Traffic Manageme

111、nt Centres(TMCs).This section provides insight into how motorway operations can limit or enhance the success of wider transport operations.The operation of smart motorways is a subset of broader transport operations.These other operations either have a direct impact(e.g.arterial signal operations ca

112、using congestion back on to the motorway)or indirect impact(e.g.a well-run public transport operation can reduce the demand for cars using the motorway)on the outcomes of motorway operations.This section introduces different types of operations that are often included under the banner of motorway op

113、erations.Understanding the different type of operations will assist the reader when working through these guidelines to establish which sections and guidance are most applicable to their type of operation.Section 2.2 provides more information on Traffic Management Centres(TMCs)and their divisions.2.

114、1 Different Types of Operations Table 2.1 lists different types of operations across transport,with Standard Motorway Operations being a core focus of these guidelines.Table 2.1:Different types of operations Type of operation Description Standard Motorway Operations Also sometimes known as live oper

115、ations,and includes the following activities:Traffic Flow Operations active management of traffic control devices to optimise the flow of traffic during normal and peak times,as well as during planned events,such as construction works and public events i.e.parades.Incident Operations reactive manage

116、ment of the impacts of unexpected events with a focus on keeping the incident site safe and reducing the resulting congestion.Faults Management monitoring and resolution of faults with the networks,ITS systems and field devices to ensure their availability and proper functioning to support live oper

117、ations.Tunnel Operations Operations involving tunnel systems,such as the monitoring and active management of the tunnel lighting,HVAC,fire and life detection and other safety systems to ensure the safe use of the tunnel.Bridge Operations While it is rare for bridges to require more than the standard

118、 motorway operations,some large bridges(e.g.Tasman Bridge in Hobart,Tasmania)have dedicated incident response vehicles.Opening bridges where bridges are able to open to allow water traffic pass beneath may also require specific operational activities.Traffic Signal Operations The live management of

119、traffic signal devices at motorway interface with arterials and local roads.The TOC includes control systems that may use real time mid-block data.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operatio

120、ns Austroads 2022|page 9 Type of operation Description Busway Operations The live management of vehicle movements along the busway road or dedicated lane in both travel directions.Public Transport Facilities Operations The live management of public transport facilities such as bus stations,train sta

121、tions and ferry terminals.These operations include the management of transit stop/berth allocation,public safety,special events and traveller information located at the public transport facilities.Public Transport Operations The live management of public transport services(such as bus,light rail,tra

122、in or ferry)along dedicated routes.These operations include the management of breakdowns,passenger safety,fleet allocation,incidents,timetable scheduling,special events and communications.Traffic Signal Special Event Operations The management of a particular type of special event where a vehicle or

123、group of vehicles is provided with a run of green traffic light signals along a specified route,often called a Green Wave.A common example would be to manage a state dignitary moving from the airport to a central city location,in conjunction with the police.Backup Operations Where one TMC or control

124、 centre takes over from another during after hours.This is when the TMC cannot justify operating 24/7 and(usually)allocates to another centre,low-level operations,such as fault management,basic traffic control and incident management.This response could also apply as a disaster recovery option.2.2 T

125、raffic Management Centres(TMCs)2.2.1 Context Traffic Management Centres(TMCs)are the focus of this section.TMCs are also known as Transport Management Centres or Transport Operation Centres in different jurisdictions across Australia and New Zealand.A vision for TMCs as described by Transport for NS

126、W is:The TMC exists to lead planning and coordination for the proactive real-time management of the Transport Network enabling seamless,safe and reliable journeys for our customers(Transport for NSW 2020a).The Transport Operations Room or Control Room is where the live operations and related activit

127、ies are carried out in the TMC of some jurisdictions.Transport for NSW have also produced a useful presentation on the future of their Multi-Modal TMC that looks towards 2056(Transport for NSW 2019a).2.2.2 General Description The role of TMCs or equivalent motorway operations teams(Austroads 2020a)i

128、s defined as providing an integrated and focused platform for:monitoring the road network commanding traffic operations on the network coordinating the management of incident responses,planned disruptions and special events controlling traffic through control systems at its disposal disseminating tr

129、affic information to the media and service providers.The scale and size of TMCs vary across Austroads member agencies,from large 24/7 purpose-built centres in major cities to small rooms with part-time workstations in smaller cities.Austroads Ltd 2022|This material is not to be used for commercial t

130、raining purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 10 Table 2.2 below provides an example showing the possible hours of operation for different scales of operational needs.Table 2.2:Example levels of service for varying scales of operations S

131、cale Level of Service Occasional Special Event and/or Major Incident Response Peak Peak period coverage(8 hrs/5 days a week)for example 6 to 10 am and 3 to 7 pm Daytime Short weekday coverage(12 hrs/5 days a week)for example 7 am till 7 pm Daytime Plus Long weekday coverage(16 hrs/5 days a week)for

132、example 6 am to 10 pm Continuous Coverage Continuous coverage(24 hrs/7 days a week)Source:Adapted from ACT traffic management centre feasibility study(Roads ACT with ARRB 2009)TMCs can also be established to support one or more than one type of motorway operations.For example,motorway,arterial and l

133、ocal road operations(such as traffic signals)may operate from the same TMC.Larger TMCs have also integrated other activities such as tunnel management,public transport operations and special event management.TMC teams are usually focussed on motorway operations,but they may also be responsible for o

134、ther transport operations within the jurisdiction.For example,the Transport for NSW TMC has different teams to monitor and manage the state road network operations as well as to coordinate aspects of public transport operations(bus,rail,and ferry networks)during peak commuter travel times,special ev

135、ents and unplanned incidents.Motorway operations can be grouped differently.Some jurisdictions across Australia and New Zealand may have all operations managed from a single TMC(typically in a single organisation e.g.Transport for NSW TMC).Other jurisdictions may manage their operations in separate

136、TMCs(possibly for multiple agencies)requiring a higher level of coordination or integration.2.2.3 TMC Collaboration In a number of locations,different jurisdictions have collaborated to either work from the same TMC or to work together to form a single joint operation(possibly within an established

137、shared facility).Joint operations can be effective when motorways,state highways and local roads are run by different jurisdictions or organisations.For example,experienced police may directly collaborate with incident management planners to share lessons learned across a range of incident types.In

138、comparison,the Auckland Transport Operations Centre(ATOC)is a joint operation that involves Waka Kotahi NZ Transport Agency(motorways and state highways)and Auckland Transport(local roads).2.2.4 Relationships between Different TMCs Other specialised traffic control centres can complement TMCs,such a

139、s toll road control centres,control rooms for major tunnels and private motorway TMCs.Communications are essential to delivering successful operations and coordination,between any specialised centre and the principal TMC.In South Queensland,New South Wales and Victoria,privately held motorways are m

140、anaged by their private asset owner/operators.On these private motorways,the primary role of the transport agency TMC is one of coordination to ensure efficient traffic management across the wider road network throughout the state.Austroads Ltd 2022|This material is not to be used for commercial tra

141、ining purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 11 Best practice includes forming formal and working relationships with other operations and associated centres including:emergency operation centres typically activated in one-off scenarios,su

142、ch as national/state/local government civil defence(e.g.mass evacuations due to large bushfires or flood events)emergency services centres such as fire,ambulance,police.In some locations,this positive working relationship has led to the police allocating resources based in TMCs.Having police resourc

143、es that sit within TMCs facilitates better understanding,effective sharing of information and efficient coordination of actions during planned and unplanned events.For example,Transport for NSW has established the technical interface requirements between different systems,namely their Operations Man

144、agement and Control System,Incident Management System,and the TMC systems(Transport for NSW 2020b).Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 12 3.The Smart Motorway C

145、lassification Model This section introduces the scope and purpose for developing the proposed Smart Motorways Classification Model(SMCM),which is an optional tool that can be flexibly used by transport agencies to guide discussions.This section explores the dimensions covered in the SMCM,including t

146、ypical smart motorway operating characteristics and typical operational outcomes to be achieved.An alternate technology-focused view of the SMCM is also provided to further inform and support a good understanding of the operating characteristics.3.1 Model Introduction 3.1.1 Overview The Smart Motorw

147、ays Classification Model(SMCM)considers:both urban and rural motorways depth of motorway operational capability from unmonitored/unmanaged to fully equipped and optimised motorways response to and management of recurrent and non-recurrent incidents various governance structures of motorways(managed

148、by agencies or by private operators).The purpose of the SMCM is:to understand the different levels of operating characteristics and how these could be used to achieve the desired operational outcomes for the relevant motorway class to define typical characteristics for a range of different motorways

149、,which informs the downstream sections:Capability Framework(Section 4)Intersection between SMCM and Capability Framework(Section 5)Motorway Operations Functions and Sub-Functions(Sections 6 to 8)Integration Framework(Section 9).to support planning for future motorways to deliver road managers object

150、ives for operational and customer outcomes.3.1.2 Dimensions Covered in the SMCM The SMCM defines the typical operating characteristics and typical operational outcomes that make up the model.Figure 3.1 show an overview of the SMCM.Austroads Ltd 2022|This material is not to be used for commercial tra

151、ining purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 13 Figure 3.1:Smart motorways classification model overview Appendix A provides an enlarged version of the SMCM graphic.The following sub-sections provide more detail on how to use or interpret

152、 the SMCM,as presented in Figure 3.1.For example,Section 3.3 contains further detail for a Technology View,and Section 3.4.1 provides definitions of the operational outcomes dimension.3.2 Typical Operating Characteristics This section describes typical characteristics for a smart motorway across dif

153、ferent operating levels in a five by five matrix.3.2.1 Operating Characteristics Levels The SMCM incorporates five levels of operating characteristics with descriptors in Table 3.1 that provides a description of the relative maturity of each operating characteristic level.Table 3.1:Operating charact

154、eristics levels Level Definition of operating characteristics Level 1 Reactive with no incoming data Level 2 Reactive with some incoming data Level 3 Some Proactive Management Level 4 Substantial Proactive Management Level 5 Full Proactive Management While the operating characteristics reflect a log

155、ical progression from Level 1 to 5,some motorways will be a mix of aspects across different levels.For example,a motorway could have some aspects of the Level 3 and also have some aspects within Level 2 and Level 1.Refer to Section 3.2 Austroads Ltd 2022|This material is not to be used for commercia

156、l training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 14 3.2.2 Operating Characteristics Categories Table 3.2 shows the operating characteristics grouped into the following five categories.This grouping allows for a motorway to be positioned

157、at different levels across the different categories.Table 3.2:Typical operating characteristics categories Category Definition Intelligence The ability to know what is currently happening on the motorway from congestion levels to stopped vehicles and incidents.Traffic Control The ability to provide

158、physical controls or enforceable regulatory direction to motorway users which actively manages traffic flow and limit use of all or part of the motorway.Traveller Information The ability to provide and disseminate data and information to inform motorway customers and influence their travel behaviour

159、s.Incident Management The collection of processes and procedures used to react to an unplanned event.Planned Network Access Management The collection of processes and procedures to manage and coordinate access to the motorway corridor for planned events,including road works,utility works and special

160、 events.The SMCM(refer to Figure 3.1)is mainly intended to be used one category at a time by:identifying the current level of the motorway Operating Characteristic being assessed identifying the desired level for the same motorway Operating Characteristic.Section 3.5.2 describes an example use of th

161、e SMCM.Alignment with current guidelines:The categories of Intelligence,Traffic Control and Traveller Information align with:three primary functions of smart motorway operation as defined in Section 3.3 of AGSM(Austroads 2016a)three functional purposes for elements of smart motorways as defined in S

162、ection 8.1.2 of Guide to Traffic Management Part 9:Transport Control Systems Strategies and Operations(Austroads 2020a).Incident Management aligns with the role of active traffic management for motorways as described in Section 2.2 of AGSM(Austroads 2016a).Planned Network Access Management aligns wi

163、th the planned and special event management as described in Section 5.2 of Guide to Traffic Management Part 9:Transport Control Systems Strategies and Operations(Austroads 2020a).Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Prac

164、tice in Smart Motorways Operations Austroads 2022|page 15 3.2.3 Operating Characteristics Levels and Categories Figure 3.2 shows the categories of operating characteristics across five levels.Figure 3.2:Typical operating characteristics across five levels Operating Characteristics Intelligence Traff

165、ic Control Traveller Information Incident Management Planned Network Access Management Smart Motorway Operations Characteristics Level Level 1 Reactive with no incoming data No active monitoring of incoming calls and information from the public or emergency services The use of ad hoc resources and r

166、esponse vehicles to support largely passive traffic control Static traffic information on temporary signs and limited real-time alerts Incident response is reactive(usually using road maintenance resources)with no plans,directed by emergency services.No coordination by the road agency Fully ad hoc w

167、ith no formal controls in place for addressing traffic impacts and road occupancies Level 2 Reactive with some incoming data Some manual visual monitoring and traffic data from limited detection locations The use of pre-organised field resources and response vehicles to support traffic control with

168、centralised coordination Information mostly manually created and available via radio and the internet Part-time TMC with response using standard procedures with local coordination Application and approval process Level 3 Some proactive management Comprehensive visual and traffic detection intelligen

169、ce available including some local road connections Using field devices and/or equipment to manage and control traffic-mostly manual Traveller advice and incident information pro-actively pushed out through multiple channels e.g.subscription-based alerts Full-time TMC utilising pre-prepared response

170、and/or detour plans Centralised management system to manage applications and access Level 4 Substantial proactive management Some automated incident and stopped vehicle detection available and congestion alarms to support increased network coverage Using field devices and/or equipment to manage and

171、control multi-modal traffic-mostly automated Traveller information able to be tailored to locations or routes Responding in accordance with established multi-agency response plans Strong auditing and work completion process as well as coordination with internal works and projects Level 5 Full proact

172、ive management Fully automated incident and traffic monitoring without using manual resources Coordinated and automated ITS responses in real time for multi-modal and multi-network,often using multiple systems Information and data made openly available for optimised decision making,mostly automated

173、Dynamic multi-modal and multi-network response plans that are adaptive using real time traffic information Sophisticated event and access coordination to reduce impacts on road users Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest

174、Practice in Smart Motorways Operations Austroads 2022|page 16 3.2.4 Planning for Enhanced Operations When considering a shift to a higher operating characteristic level,use the decision-making process outlined in Table 3.3 to confirm if such a shift is,in fact,required.Table 3.3:Shifting to higher o

175、perating characteristic levels Step Question Action 1 Are you considering progressing to a higher level because you need to improve the operational outcomes?Yes proceed to step 2 No end process 2 Do the current resources need more training or support to allow the team to successfully perform at the

176、current operating characteristic level?Yes consider additional training support or providing additional guided experience(see Section 6.3)No proceed to step 3 3 Do you need more resources to allow the team to successfully perform at the current operating characteristic level?Yes consider requesting

177、further resources to allow the operation to achieve the expected operational outcomes that are possible with the current operating characteristic level(see Section 6.6.4)No proceed to step 4 4 If steps 2 or 3 above do not resolve the performance/outcomes gap then look to progressing to a higher oper

178、ating characteristic level.Note:more resources or training support may be required with this option Progressing to a higher operating characteristic level,especially from mostly manual to semi-automated and then automated,could involve the introduction of new applications such as semi or fully autom

179、ated VSL algorithms.In these situations,moving up a characteristic level cannot be solved by simply increasing training and resources.Progression will require the support of specialist Smart Motorway/ITS resources,which may be external to the TMC.They will be needed to support the design,implementat

180、ion,handover,implementation and management of any new Smart Motorway/ITS system.The TMC will then be trained on how they monitor/integrate with these tools as they are rolled out by the Smart Motorway/ITS team.3.3 Technology View The inclusion of a technology view for the SMCM will inform and suppor

181、t a deeper understanding of the operating characteristics across the different smart motorway classification levels.Although the identified technologies are current at the time of this report,technology is rapidly evolving.Technology evolution is a dimension of the SMCM that considers potential info

182、rmation systems and platforms used across different smart motorway classification classes.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 17 Figure 3.3 provides a technolog

183、y view.Figure 3.3:A technology view of the Smart Motorways Classification Model Technology View Intelligence Traffic Control Traveller Information Incident Management Planned Network Access Management Smart Motorway Operations Characteristics Level Level 1 Reactive with no incoming data Phones,texts

184、 and email No system External systems only(e.g.Google Maps)Incident log(manual or spreadsheet)Access register(manual or spreadsheet)Level 2 Reactive with some incoming data CCTV VMS+VMS Dispatch Management Access Management database/system Level 3 Some proactive management+Traffic Detectors+Weather

185、and Environmental Monitoring+GPS tracking+Lane Control Systems+Variable Speed Limits+Ramp Signals+Dedicated traveller website Incident Management System for incident logging and supporting resource dispatching Event and access clash detection Level 4 Substantial proactive management+Travel Time Syst

186、ems+Congestion Alarms+Wide Area Coordinated VMS Plans+Coordinated Ramp Signals+Open data available for live events/incidents Incident Management System including standard response plans and implementation of plans Event and access coordination management Level 5 Full proactive management+AID+Vehicle

187、 to Infrastructure Comms+Dynamic Lane reconfiguration+Higher level of automation of the previous Systems+Push information to vehicles+Multi-modal traveller advice Integrated Incident Management System able to control traffic control devices and deploy traveller information Multi-jurisdiction event a

188、nd access management This technology view would also support the use and adoption of the SMCM,since it aligns the user with the language found in the AGSM(Austroads 2016a).3.4 Typical Operational Outcomes This section describes typical operational outcomes expected from smart motorways,spread across

189、 six different outcomes,and provides example Key Performance Indicators.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 18 3.4.1 Typical Operational Outcomes The overall fo

190、cus of smart motorways is to obtain the best performance out of our road infrastructure,to facilitate a more productive and sustainable transport network,and to meet road user and community needs(Austroads 2016a).This area of focus includes objectives to minimise negative impacts caused by recurring

191、 congestion or non-recurring incidents,and to respond quickly,then to return traffic flows back to normal as soon as possible(Austroads 2020a).Other factors relating to the overall operational outcome include:the importance of improving safety,efficiency,reliability,accessibility,resilience,environm

192、ental factors and customer experience.Table 3.4 defines six typical operational outcomes from smart motorways identified through this project.Table 3.4:Typical operational outcomes from smart motorways Operational Outcome Definition Network and Traffic Flow Staff can optimising Network Level of Serv

193、ice(LoS)by managing travel speed,capacity and local road connections.Incident Occurrence The number and severity of incidents,including secondary incidents is minimised.Incident Clearance Incident verification,response,clearance and recovery times are appropriate for the type and scale of incident a

194、nd time of day.Informed Road Users Road users have higher awareness by receiving timely accurate information to help them make their own travel decisions supporting safe and efficient journeys.Impacts from Planned Events Planned events,including road works,projects,utility activities,and special eve

195、nts,are approved,coordinated and managed to minimise road network disruption to and users.ITS System Performance ITS and Traveller Information Systems provide the expected functionality and reliability to deliver operational benefits to road users.Section 3.5 contains a suggested series of steps for

196、 transport agencies in describing example tasks involved and actions needed to achieve the desired operational outcomes mentioned above.Key performance indicators(KPIs)can help to further define and measure these outcomes.Section 3.4.2 contains some examples of KPIs that transport agencies can use t

197、o measure and track these outcomes.The Road Manager should determine the desired operating characteristics of each motoring link.These characteristics will depend on:demand for use of the motorway physical constraints,geometry and motorway configuration(e.g.number of lanes)asset properties and condi

198、tion crash history level of smart motorway operating characteristics(as described in the first part of the Smart Motorway Classification Model;see Section 3.2).Road managers will benefit from demonstrating how varying the level of operating characteristics impacts operational outcomes.Use of the SMC

199、M will support investment discussions and decision-making by motorway operations teams of jurisdiction transport agencies.Achieving the six operational outcomes recommended under the SMCM can also underpin benefits realisation for investment business cases.Austroads Ltd 2022|This material is not to

200、be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 19 Table 3.5 illustrates how the smart motorway operational outcomes contribute to the broader motorway outcomes consistent with those referenced in motorway planning

201、and management documents across Australia and New Zealand.These documents include:the AGSM(Austroads 2016a),PIARC Strategic Plan 2020-2023(World Road Association 2020)and Austroads Strategic Plan 2020-24(Austroads 2020b).Table 3.5:How smart motorway operational outcomes contribute to broader motorwa

202、y outcomes Operational Outcome Safety Efficiency Reliability Connectivity and Accessibility Resilience and Adaptability Environmental and Sustainability Customer Experience Network and Traffic Flow Incident Occurrence Incident Clearance Informed Road Users Impacts from Planned Events ITS System Perf

203、ormance 3.4.2 Key Performance Indicators The SMCM Operating Characteristic contain a series of Key Performance Indicators(KPIs)across several categories including:Intelligence Traffic Control Traveller Information Incident Management Planned Network Access Management.Transport agencies can use KPIs

204、as one approach to quantify performance targets and system availability for a certain motorway or network of motorways.These KPIs could also be used for specific purposes,such as assessing the improved effectiveness of an incident management process(Austroads 2020a).It should be noted that context i

205、s key and road managers will need to develop locally appropriate KPIs for each motorway.Table 3.6 shows some example KPIs for each operational outcome type described in Section 3.4.1.It is noted that the examples below are not an exhaustive list.Austroads Ltd 2022|This material is not to be used for

206、 commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 20 Table 3.6:KPI examples per operational outcome type Operational Outcome Type KPI Examples Network and Traffic Flow1 Network Demand|The total kilometres travelled on the entire

207、 motorway network by all vehicles over a 24-hour period.Provides a measure of the overall load on the system.Network Capacity|The maximum recorded network kilometres travelled in one hour.Essentially peak network throughput.Higher is better.Network Efficiency|Quantifies the overall magnitude of dela

208、y around the network and across the day.Higher is better.Network Delay Distribution|Quantifies how concentrated delay is around the network and across the day.Lower is better.Network Volatility|Quantifies how variable the pattern of delay is around the network and across the day.Essentially travel t

209、ime reliability assessed at network level.Lower is better.Incident Occurrence Time from the initial occurrence to detection by the TMC staff or systems.Number of crashes by severity(fatal/serious/moderate/minor/non-injury).Number of crashes by type(overtaking,same lane rear end,etc.).Number of crash

210、es across all severity and types.Incident Clearance TMC verification times.Response time to arrive on scene.Clearance time to clear the incident scene.Recovery time for the traffic to return to normal after the incident.Informed Road Users Number of media briefings/releases.Number of channels used t

211、o distribute information.Time to set for an initial response after an incident occurs(e.g.setting a Variable Message Sign).Impacts from Planned Events Percentage of planned events that utilised the TMC capability.Travel time reliability during a planned event.Duration of lane closure and distance of

212、 lane closed(i.e.amount of driver exposure to a planned event).Percentage of planned events that required an extended duration.ITS System Performance Number of devices replaced per year.Number of faults per device per year.System up-time availability.Fault response time of critical devices.Percent o

213、f tasks that are automated rather than manual.1.Note that Network Demand provides an indicator of the load on the network and the other four measures indicate the performance of the network in handling the load.3.4.3 Target Setting The use of KPIs by transport agencies would support the understandin

214、g and measuring of the smart motorway operational outcomes.As such,agencies will need to:establish clear KPI definitions confirm that the KPI can be measured establish targets for each motorway or network of motorways.Targets will need to fit the purpose of the specific motorway and its local contex

215、t and operating environment.As explained above in Section 3.4.2,road managers will need to develop locally appropriate KPIs for their motorways.On that basis,this report provides suggested targets for smart motorways,however these may be investigated for a future update of the SMCM.Targets are likel

216、y to be time-of-day dependent and differ depending on the motorway class.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 21 Motorway Class Table 3.7 details three overarchi

217、ng motorway classes.Table 3.7:Motorway classes Motorway Class Definition Rural Motorway A motorway that connects rural areas(such as small towns)and is far away from built-up places.For example,Calder Freeway(M79)Macedon to Ravenswood in Victoria.Inter-Regional Motorway A motorway that connects two

218、or more regions and distributes vehicular traffic onto the local road network system,from which towns and metropolitan areas can be accessed.For example,Princes Freeway West(M1)Little River to Waurn Ponds in Victoria.Urban Motorway A motorway that runs within or has very close proximity to a metropo

219、litan area.For example:M2 Motorway between Winston Hills and North Ryde in New South Wales Monash Freeway(M1)between Toorak Road and Pakenham in Victoria Kwinana Freeway in Western Australia Southwestern Motorway in New Zealand.These definitions align with traditional transport planning classificati

220、ons focusing on the roads function/purpose within the broader transport system.Note that Table 3.7 provides only a high-level distinction between urban and rural motorway due to the specific aspects(e.g.size and volumes)of urban and rural motorways differ across Austroads member jurisdictions.Time o

221、f Day For some of the operational outcomes,setting different targets depending on the time of day may be appropriate.Smart motorway operations often use the following three time periods,and these timeframes can be amended depending on need:peak periods(defined locally and usually covers both morning

222、 and afternoon peaks)inter-peak period(defined as the day time between the morning and afternoon peaks)off peak period(defined as the overnight time between the afternoon and morning peaks).Combining these time periods,Table 3.8 shows an example of how the average travel time reliability by time of

223、day could be applied as a KPI for the operational outcome of network and traffic flow.Table 3.8:Example target setting matrix for motorway classes by time of day Motorway Class Time of day Peak Periods Inter-Peak Period Off Peak Period Rural Motorway insert target insert target insert target Inter-R

224、egional Motorway insert target insert target insert target Urban Motorway insert target insert target insert target Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 22 3.5 H

225、ow to Use the SMCM The SMCM is intended to provide a tool for road managers to achieve their desired operational outcomes through implementing different operational approaches.The SMCM is not mandatory and may be applied,in full or in part,depending on context and jurisdiction needs.Importantly,the

226、SMCM does not seek to determine a single level of smart motorway operational classification and is not intended to be read from left to right across the whole model.The SMCM can be used in a number of scenarios,including:1.undertaking a gap analysis between the current smart motorway operations and

227、the required future levels to deliver the required motorway operational outcomes 2.undertaking an assessment to better understand the current state of the motorway and prioritisation 3.identifying possible combination of future smart motorway operating characteristic levels that the agency can achie

228、ve for future motorway(s).The following step-by-step instructions,together with a worked example and a supporting diagram(Figure 3.4)provide a guide for transport agencies in applying the SMCM.The use of the SMCM would help agencies to understand their current operational outcomes state and then uti

229、lise the operating characteristics to move towards a desired future operational outcome state(Scenario 1 above).3.5.1 General Instructions The general instructions below provide a guide for using the SMCM for a certain highway or network of highways.Step 0:Choose the Motorway or Network of Motorways

230、 to be assessed.Step 1:Identify the current level of operating characteristics for each of the categories.The Technology View(Section 3.3)of the operating characteristics may be utilised to help determine this current state.Step 2:Identify the current operational outcomes of the motorway using KPIs

231、to support this process(current outcomes)where they add value.Step 3:Identify the operational outcomes desired for the motorway.(This is often done through stakeholder engagement and workshops)(desired outcomes).Step 4:Determine if a gap exists in the current versus desired operational outcomes,revi

232、ew how different operating characteristic level(s)could close the gap in the desired operational outcomes.0 1 2 3 4 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 23 Figur

233、e 3.4 indicates an example use for a hypothetical highway called Hwy1.Figure 3.4:Example use of the Smart Motorway Classification Model for Hwy1 Step 1:Identify the current level of operating characteristics for each of the categories Step 2:Identify the current operational outcomes using KPIs when

234、they add value 1 1 1 1 1 1 1 1 1 1 2 Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 24 Step 3:Identify the operational outcomes desired for the motorway Step 4:Review how

235、different operating characteristic level(s)could close the gap in the desired operational outcomes 3.5.2 Example use of the SMCM Step 0:Choose the motorway or network of motorways to be assessed Consider a 300-kilometre hypothetical highway,called Hwy1,that links the urbanised outskirts of an Austra

236、lian city to a large regional area west of the city.Step 1:Identify the current level of operating characteristics for each of the categories The transport agencys full-time TMC manages Hwy1 and has the following operating characteristics:1 1 1 1 1 2 3 1 1 1 1 1 2 3 44444 Austroads Ltd 2022|This mat

237、erial is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 25 Intelligence Hwy1 is being progressively upgraded.CCTV coverage is fairly comprehensive at each end of the highway but is patchy in the middle stret

238、ch of the highway.Only major entry and exit points have established traffic detection locations.The TMC monitors specific hot spots of congestion for this highway.i.e.current Intelligence Level 2.5.Traffic Control The TMC coordinates a minimal level of field resources and response vehicles to respon

239、d to traffic control for Hwy1,as required.i.e.current Traffic Control Level 1.5.Traveller Information As part of the TMC public communications strategy,this highway is included in traveller advice and incident information that is proactively communicated to the public via radio and the internet.i.e.

240、current Traveller Information Level 2.5.Incident Management The full-time TMC has prepared and established a set of multi-agency plans that outline processes and procedures used to respond to unplanned events on Hwy1.i.e.current Incident Management Level 3.5.Planned Network Access Management This st

241、retch of road is fairly simple and does not have complicated arterial connections(although urban sprawl is now encroaching into the regional areas west of the city and state plans call for Hwy1 to be progressively upgraded to accommodate the impacts of urbanisation).The government has formalised cur

242、rent business process in place to track and coordinate roadworks or external activities on this highway.i.e.Current Planned Network Access Management Level 1.Figure 3.4 shows the current level of Hwy1 under the five categories.Step 2:Identify the current operational outcomes using KPIs when they add

243、 value Table 3.9 sets out some commentary on the current operational outcomes being experienced on Hwy1.Table 3.9:Example current operational outcomes Operational Outcome Type Motorway Current State Commentary Network and Traffic Flow Travel times are fairly predictable,but congestion is growing as

244、urbanisation expands,leading to further significant drops in network level of service.Concern exists that the capacity of Hwy1 is increasingly being reached in the more urbanised areas.Incident Occurrence The highway is well designed and the number of crashes are limited.However,the higher travel sp

245、eeds on Hwy1 correlates with some historical incidents involving serious injury or fatality.Incident Clearance Response times are currently set at 30 minutes with a target of full incident clearance within 60 minutes for 90%of incidents.Congestion levels are increasing where urban development is occ

246、urring,and more minor and secondary incidents are on the rise.Informed Road Users Road users have limited information available to them.The information that is available is usually repeated through local radio stations.Impacts from Planned Events Planned events are uncoordinated,but the events have

247、minimal impact due to the relatively low traffic volumes across the majority of the highway.However,planned events are starting to cause issues closer to developed areas,with some road works not being clear of the highway by the time of peak traffic in the mornings and afternoon.ITS System Performan

248、ce TMC currently reports no significant issues.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 26 Step 3:Identify the operational outcomes desired for the motorway The main

249、 challenge for Hwy1,is that while the operational outcomes are currently at a reasonable level,the level is gradually declining,particularly where urban growth is increasing demand.Planned activities and incidents with inadequate traffic control on Hwy1 have recently caused congestion that takes lon

250、ger than expected to clear.The desired operational outcome for Hwy1 is to maintain the current outcome levels as urban growth occurs.Initially,the TMC will need to arrest the current declining outcomes levels to todays levels and then to maintain the desired levels.However,in the absence of any smar

251、t motorway improvements it is expected that the level of operating outcomes will continue to decline.Therefore,before the gap widens further between current versus desired operational outcomes,action is required.This example assessment highlights how the gap between current and operational outcomes

252、could be supported by specific quantitative KPIs relevant to the particular jurisdiction.Step 4:Review how different operating characteristic level(s)could close the gap in the desired operational outcomes The assessment of the current and future needs for operational outcomes has identified that bo

253、th planned and unplanned events have contributed to the increased congestion.These events have led to longer travel times,less travel time reliability and difficulty in getting incident scenes re-instated for normal operation.As per the operating characteristics levels assessment in Figure 3.4 above

254、,both traffic control and planned network access management are currently at lower levels than the desired state.By referring to the matrix of operating characteristics,the following changes will aim to raise the Traffic Control operating characteristic category to Level 3:Installing variable speed

255、limit signs(VSLS)across the first 100 kilometres of Hwy1 to reduce the injury severity of incidents happening when greater traffic volumes are still travelling at high speed.Installing variable message signs(VMS)between main intersections across the first 20 kilometres of Hwy1 and where higher level

256、s of urbanisation are occurring.By referring to the matrix of operating characteristics,the following additional changes have been recommended to raise the Planned Network Access Management category to Level 3:Introduce a formal permitting system for granting access to the network with appropriate c

257、onditions set as part of the permits.This system should also include the road and ITS maintenance activities as part of this process.Use available data with improved data quality from weekly analysis to identify opportunities in coordinating different planned events to reduce the amount of overall r

258、oad closures required.Refer to Section 5 for how this SMCM also intersects with the capability framework.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 27 4.The Capability

259、 Framework This section sets out the foundational principles of the capability framework and describes the different elements of the framework to support its application within the context of smart motorways operations.4.1 Framework Introduction 4.1.1 Overview Two alternative(sometimes complementary

260、)approaches exist to provide capability frameworks.The first approach,outlined in Section 4.1.2,focuses on human resource(staff and suppliers)capability.The second approach focuses on the capability of an organisation as a whole.These guidelines provide brief commentary on this second approach.A cap

261、ability framework for an organisation typically defines the core skills and capabilities required for the organisation to deliver to its purpose and meet its business objectives.Such frameworks also refer to processes,policies,procedures,systems and tools.A capability framework,linked specifically t

262、o motorway operations,comprises the elements shown in Figure 4.1.Note that Tasks is interchangeable with Activities and Responsibilities in the capability framework.Figure 4.1:Elements of a capability framework The above capability framework shown in Figure 4.1 was developed from a literature review

263、 of available frameworks and combining concepts across multiple sources,including:Capability Framework(University of Otago 2018)Career and Capability Framework Interim User Guide(Queensland Family and Child Commission 2018)Austroads Ltd 2022|This material is not to be used for commercial training pu

264、rposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 28 TLI Transport and Logistics Training Package(Australian Department of Education,Skills and Employment 2021)TLI40519 Certificate IV in Traffic Control Room Operations(Australian Department of Educati

265、on,Skills and Employment 2020)DPTI Capability Framework(South Australia Department of Planning,Transport and Infrastructure 2015)Draft Support Systems and Network Operations Master Capability Framework(Victorian Department of Transport 2020).Within the context of motorway operations,the human resour

266、ce capability needs can be directly correlated with the core tasks typically undertaken at each SMCM operating characteristics level(Section 3).4.1.2 Organisational Capability and Human Resource Requirements Organisational capability refers to the collective competencies and experience of the whole

267、organisation and best practice dictates traceability to the organisational purpose and strategy.The McKinsey 7S,shown in Figure 4.2,is often used as a tool to analyse the linkage between strategy and capability.Figure 4.2:McKinsey 7S framework Source:Adapted from Consulting Frameworks:McKinsey 7S Fr

268、amework(180 Degrees n.d.)An organisational capability framework typically provides a common suite of tools to support the attraction,recruitment,development and retention of competent personnel.The framework would also provide a consistent approach toward an ongoing review of issues,prioritising suc

269、h issues and continual improvement needs for the organisation.This ongoing review may include strategic considerations of resilience,disaster recovery,crisis management and specific information technology support.Good examples of organisational capability frameworks that demonstrate such an approach

270、 include:Business Process Frameworks for Transportation Operations:Capability Maturity Frameworks Overview(US Department of Transportation Federal Highway Administration US DOT FHWA 2021)The NSW Public Sector Capability Framework(New South Wales Public Service Commission 2020)Victorian Public Servic

271、e Capability Framework(Victorian Public Sector Commission 2020).Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 29 Note that individual human resource capabilities to deliv

272、er tasks may be nuanced but form a key part of the collective organisational capability.As individual personnel gain experience and become increasingly skilled,organisational capability may also shift from largely informal ad hoc processes towards having improved governance through established stand

273、ardised procedures,continuous improvement process and proper engagement with relevant stakeholders.4.2 Motorway Operations This section describes the purpose and activities required to operate motorways with the focus on achieving the targeted motorway outcomes(as outlined in Section 3.4).The purpos

274、e and activities are described by taking the structured approach of categorising the operations into functions,sub-functions and then either tasks,inputs or responsibilities.While these tasks and responsibilities might be undertaken by different motorway operations teams within a transport agency,th

275、ey are all collectively important for the overall delivery and success of motorway operations.Sections 6 to 9 of this document describe the typical functions that form part of the operations of motorways and against which human resource capability requirements are mapped.Table 4.1 below provides a s

276、ummary of the four main functions and sub-functions covered by these guidelines.Table 4.1:Overview of motorway operations functions and their sub-functions Function Name TMC Business Management Live Motorway Operations Motorway Operational Planning and Optimisation Motorway Projects Integration Sub-

277、Functions Quality Management Intelligence Concept of Operations Preparation for Project Integration Operator Capability and Training Traffic Control Incident Management Planning Project Development(Planning and Design)Stakeholder Relationships Traveller Information Planned Network Access Management

278、Project Delivery Technology Facility and Fault Management Incident Management Optimising TMC Operations Project Delivery Temporary Traffic Management People Management Network Traffic Optimisation Project Handover Systems Management These functions and sub-functions align with AASHTO Guidance(US DOT

279、 FHWA 2021)and cover:Business processes including formal scoping,planning,programming and budgeting Culture including technical understanding,leadership and outreach Organisation and workforce including task management,organisational structure,staff development,and recruitment and retention Collabor

280、ation including relationships with public safety agencies,local governments,other governmental planning agencies and the private sector Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroad

281、s 2022|page 30 Systems and technology including use of systems engineering,systems architecture standards,interoperability,and standardisation Performance measurement including measures definition,data acquisition,and data utilisation.4.3 Capability Capability is simply defined by the Oxford Univers

282、ity Press as the ability to do something.Distilling capability into the factors that influence or directly contribute to a persons capability is more complex.In the context of the capability framework(refer Figure 4.1),a persons capability consists of skills,knowledge and experience.Capability also

283、encompasses having the right training to enable a person to deliver the necessary tasks,activities,or responsibilities as defined throughout these guidelines.4.3.1 Initial Capability Initially,when staff assume their business or organisational role,they bring with them their education,abilities and

284、traits(character).These traits play a key part in their initial competence but do not limit the ability to improve competence over time.The organisations can then provide experience and training which would be able to directly contribute to the improvement of the competence of that individual.Sectio

285、n 6.3.5 contains more detail on capability progression.4.3.2 Environment As TMCs often have shifts up to 12 hours at a time and the opportunity to take work breaks during a major incident can be limited,it is essential that the operators(and other staff within the motorway operations teams)are provi

286、ded with the right working environment.Under the capability framework of these guidelines(refer Figure 4.1),Environment covers the following:physical working environment(e.g.chairs,lighting,air conditioning and equipment)systems environment(e.g.systems functionality,interfaces and system performance

287、)culture environment(including levels of empowerment and support).For example,an operator working a 12-hour shift is unlikely to be working optimally if they were provided a basic office chair and working under fluorescent lighting.Many TMCs provide chairs and workstations that are specifically desi

288、gned and built for extended periods of use to minimise eye strain and ensure sound ergonomics.Section 6.5 provides more detail on the physical and systems working environment as part of general facility and operations management.Section 6.6 provides more detail on the culture environment such as fat

289、igue management as part of People Management.4.3.3 Competence Competence,also called proficiency,is how a person applies their knowledge and skills to a task,including making decisions and use of available tools.Competency in this framework is the key component that links the three parts of the mode

290、l together.A competent operator should undertake tasks,and the operator becomes competent through training.Section 6.3.3 provides more detail on competency management,with capability progression covered in Section 6.3.5.Austroads Ltd 2022|This material is not to be used for commercial training purpo

291、ses,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 31 4.4 Training TMCs and motorway operations can present new concepts,tools and systems to staff through training,especially with rapidly evolving technologies for smart motorways.As such,Learning and Dev

292、elopment programs are essential to successful motorway outcomes.Staff can develop the necessary competency through the training programs to carry out motorway operations tasks and activities.4.4.1 Subjects,Modules and Assessments Learning and development programs often follow the structure of Subjec

293、ts Modules Assessments.This is further detailed in Figure 4.3.Figure 4.3:Learning and development programs Sections 6.3.6 and 6.3.7 provide more detail on training.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart M

294、otorways Operations Austroads 2022|page 32 5.Intersection between SMCM and Capability Framework This section describes the intersection between the three models(frameworks)described in the guidelines and seeks to demonstrate where and how they are related.5.1 The Intersection The guidelines identify

295、 three key themes in the first part of the document:1.The scope of TMC services,including service types and levels of service(operating hours),as described in Section 2.2.Typical operating characteristics for each of the operating categories in the SMCM as described in Section 0.3.The capability nee

296、ds of the operations teams as supported by the capability framework described in Section 4.This section provides guidance on how these three themes intersect and interact to enable a useful application of the SMCM and the capability framework.Figure 5.1 provides a diagram that shows the capability n

297、eeds as an intersection of the scope of services(y-axis)and the operating characteristic level(x-axis).Note that the scope of services axis is an arbitrary scale of how complex a TMC operation is,combining:the number and type of services being operated from the TMC the level of service being deliver

298、ed by hours of operation the network length and complexity being actively monitored and managed.Also note that as the operating characteristic levels are determined per the five operating characteristic categories,the diagram could effectively be repeated in five different types,one for each categor

299、y.Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 33 Figure 5.1:Capability needs at the intersection of the SMCM and scope of services Figure 5.1 includes Grey Zones locate

300、d at the top left corner and bottom right corners.These zones indicate the unlikeliness of:an extensive scope of services being undertaken at an operating characteristic level of 1 or a minor scope of services being delivered at an operating characteristic level of 5.The diagrams marked as A,B,C and

301、 D contain four scenarios to demonstrate the application of Figure 5.1.The following four tables provide example descriptions of the three models for the four scenarios.The worked example provided in Table 5.1 to Table 5.4 is for the operating characteristic category of live motorway operations.Aust

302、roads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 34 Table 5.1:Scenario A:Low operating characteristic level and small scope of TMC services Scope of Services Operating Character

303、istic Levels Capability Needs Network Being Managed Inner city motorways only Operation Types Standard Motorway Operations TMC Operations Duration Active monitoring during peak period coverage (8 hrs/5 days a week)for example 6 to 10 am and 3 to 7 pm Available Resources Limited staff also perform ot

304、her duties outside live operations Limited incident response resources to draw upon Intelligence Limited CCTV coverage to support monitoring and event management Dedicated call hotline for police to advise of incidents and requests for support Traffic Control Limited VMS Access to limited call out r

305、esources Traveller Information Arrangement with local radio stations to pass on traveller information for incidents Local radio station proactively reporting congestion levels during AM and PM peaks only Incident Management Incident Management Strategy exists A reasonable working relationship with p

306、olice(not formalised)A few response plans prepared for critical section of network Planned Network Access Management Simple application and approval process for external parties to access and work in the motorway corridor Records requested and approved activities in a register Low Capability Needs O

307、perators need to be skilled in using the few ITS systems available to them Operators need to be confident in taking prompt action as due to the small nature of the team,they are likely to be alone or have limited access to others with more experience Operators need an understanding of emergency mana

308、gement processes and how police work Staff involved with Planned Network Access Management will need to know how to maintain the register of activities in train Staff involved with Planned Network Access Management need to be qualified in temporary traffic management Staff involved with Planned Netw

309、ork Access Management need an understanding of the impacts that different types of activities would have on the network at different times of the day Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Opera

310、tions Austroads 2022|page 35 Table 5.2:Scenario B:Low operating characteristic level and medium or large scope of TMC services Scope of Services Operating Characteristic Levels Capability Needs Network Being Managed 2 large bridges 4 km road tunnel total 300 km length of motorways Operation Types St

311、andard Motorway Operations After-hours back-up service for a small TMC TMC Operations Duration Active monitoring during long weekday coverage(16 hrs/5 days a week)for example 6 am to 10 pm Available Resources Limited staff perform a wide range of duties relating to live operations,while also respons

312、ible for other duties Intelligence Some CCTV coverage to support detection of non-recurrent congestion Dedicated call hotline each for police and ambulance to advise of incidents and requests for support Traffic Control Centralised coordination with a few pre-organised resources Some field devices a

313、nd equipment used e.g.VMS at key decision points Traveller Information Local radio stations,social media pages,website pass on traveller information for incidents and congestion levels weekday coverage only Incident Management Incident Management Strategy exists,and is reviewed every 5 years A good

314、working relationship with police(formalised)Standard response plans prepared for critical sections of network(including a few detour plans)and the two large bridges Planned Network Access Management Centralised simple application and approval process for external parties to access and work in the mo

315、torway corridor Records requested and approved activities in a simple database Medium Capability Needs Operators need to be skilled in using the ITS systems available to them Operators need to be confident when coordinating pre-organised resources Operators need an understanding of emergency managem

316、ent processes per the formalised agreements with police(e.g.MOU)Operators involved with Planned Network Access Management will need to be skilled in using the specific database systems Staff involved with Planned Network Access Management need to be qualified and experienced in temporary traffic man

317、agement Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 36 Table 5.3:Scenario C:Higher operating characteristic level and small or medium scope of TMC services Scope of Ser

318、vices Operating Characteristic Levels Capability Needs Network Being Managed 50 km of motorways 1 large critical bridge Operation Types Standard Motorway Operations TMC Operations Duration Active monitoring during short weekday coverage(12 hrs/5 days a week)for example 7 am till 7 pm Available Resou

319、rces Some staff perform a small range of specific duties relating to live operations,with shared responsibility amongst the team for other duties Intelligence Ample CCTV coverage to support automated detection of congestion Dedicated call hotline each for all emergency services to advise of incident

320、s and requests for support Traffic Control Many field devices and equipment used e.g.VMS at key decision points Centralised coordination with some pre-organised specialist resources Traveller Information Same as above Ability for people to subscribe for alerts Incident Management Incident Management

321、 Strategy exists and is reviewed every 2-3 years A good working relationship with police(formalised)Detailed and comprehensive response plans prepared for critical sections of network(including several detour plans)and the one large bridge Planned Network Access Management Centralised application an

322、d approval process for external parties to access and work in the motorway corridor Records requested and approved activities in a detailed database Medium Capability Needs same as above Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsB

323、est Practice in Smart Motorways Operations Austroads 2022|page 37 Table 5.4:Scenario D:High operating characteristic level and large scope of TMC services Scope of Services Operating Characteristic Levels Capability Needs Network Being Managed 3 x main critical bridges All motorways and tunnels tota

324、l length 250 km Operation Types Standard motorway operations Tunnel Bridge Busway Public transport TMC Operations Duration Continuous active monitoring(24 hrs/7 days a week)Available Resources Large pool of staff who perform specific duties within live operations Multiple incident response resources

325、 to draw upon Intelligence Full CCTV coverage to support automated monitoring,detection and event management Dedicated call channels for each emergency service and for external tow service providers to advise of incidents and requests for support Traffic Control Coordinated and automated equipment a

326、nd devices for multiple travel modes Access to a big pool of pre-organised call out resources Traveller Information Local radio stations,social media pages,website pass on traveller information for incidents and congestion levels at all hours Subscription alerts are tailored for the persons approxim

327、ate location Incident Management Incident Management Strategy exists and is updated annually A formalised working relationship with police Multi-agency response plans prepared for all critical sections of network,tunnels and bridge Planned Network Access Management Sophisticated application and appr

328、oval process for internal and external parties to access and work in the motorway corridor Records requested and approved activities in a comprehensive database High Capability Needs Operators need to be skilled in interpreting output of ITS systems available to them Operators need to be confident i

329、n taking rapid action due to the large network scale being managed and need for proper mitigation of additional flow-on impacts Operators need an understanding of emergency management processes and how multiple agencies work together Staff involved with Planned Network Access Management will need to

330、 know how to maintain the database of activities Staff involved with Planned Network Access Management need to be qualified and experienced in temporary traffic management Staff involved with Planned Network Access Management need an understanding of how to mitigate impacts of different activities o

331、n the network at different times of the day Austroads Ltd 2022|This material is not to be used for commercial training purposes,unless approved by AustroadsBest Practice in Smart Motorways Operations Austroads 2022|page 38 5.2 Capability Framework Tasks by SMCM Operating Characteristic Levels The ta

332、sks shown in the capability framework(Figure 4.1)relate to the operating characteristic levels in the SMCM.The capability framework functions and sub-functions that directly relate to the operating characteristic categories are shown in Table 5.5.Table 5.5:SMCM Operating characteristic category vers

333、us SMCM functions and sub functions SMCM Operating Characteristic Category Capability Framework Function|Sub-Function Intelligence Live Motorway Operations|Intelligence(Section 7.2)Traffic Control Live Motorway Operations|Traffic Control(Section 7.3)Traveller Information Live Motorway Operations|Traveller Information(Section 7.4)Incident Management Live Motorway Operations|Incident Management(Sect