5.6.2 Relationships
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Be Able to Communicate with Other Entities, Have Pre-Established Relationships – “Just as important as being able to communicate an agency’s coordinated response internally, is the need to be able to communicate with outside agencies, both public and private. The pre-existence of well-established interagency relationships among the many transportation and emergency personnel in New York City was one of the most important success factors in managing the post-event situation.
The agencies built working relationships through their day-to-day coordination. As one official remarked, they view the management of each daily commute as an event that relies on the coordination of officials from transportation agencies, fire, police, and the news media.”
Effects of Catastrophic Events on Transportation System Management and Operations: Cross-Cutting Study
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“Be Aware of the Importance of Individual Relationships – As important as official institutional emergency response plans and procedures are, the value of individual relationships was cited over and over again by the interviewees.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout Great Lakes Region
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“Build on External Relationships with Other Transportation Agencies – Interviewees stressed that coordination with other transportation agencies is essential. Throughout the blackout, all agency staffs were seeking traffic information and providing the information they had to others. The Transportation Operations Coordinating Committee staff tried to ensure that its member agencies and other parties had the most current information available.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City
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“Determine What Problems Are Not Solved by Strong Relationships – The issue of transit agencies honoring tickets and passes from other transit agencies was raised. There was no uniform approach among the agencies. Some honored the tickets and passes, while others did not. Furthermore, some agencies suspended fares, while others continued to charge them. Interviewees noted that they are working to develop a consistent policy for suspending fares and cross-honoring passes and tickets of other agencies.”
Effects of Catastrophic Events on Transportation System Management and Operations: August 2003 Northeast Blackout New York City
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Develop Strong Interpersonal Relationships with Other Entities – “The primary key to success, however, was not a specific act on the night of the incident. ‘Our success was marked by the rapport and relationships previously established among the police and fire departments, Maryland State Highway Administration personnel, medics, and engineers. All the personnel acted in the spirit of collaboration and partnership,’ says Sergeant [Rick] Vecera [of the Maryland State Police].
Professional training, cross-jurisdictional workgroups, and planned events in the area offer traffic management personnel numerous opportunities to work together under less pressing conditions. When strong interpersonal relationships are supported by the appropriate technologies and pre-established response routines, the result is a comprehensive system on ready alert, nearly invisible to citizens but significant in its capabilities.”
I-95 Shutdown: Coordinating Transportation and Emergency Response
February 7, 2006
Publication #FHWA–HOP-08-015
