Please share any documentation that you may have regarding benefits and costs of ITS.
Prepare agency staff for implementation of new ITS technologies and involve maintenance and information technology (IT) staff in the installation process.(May 2010)Washoe County’s experience implementing a comprehensive transit ITS program.
Expect agency's information technology (IT) operations and maintenance budget to increase in order to train qualified IT staff to maintain a new suite of hardware and software.(May 2010)Washoe County's experience implementing a comprehensive transit ITS program.
Integrate Road Weather Information Systems program and Transportation Management Centers to improve internal operations practices.(November 2009)Evaluated based on the experience of the Utah DOT's integration of their Weather Operations/RWIS Program with Traffic Operations.
Consider using virtual servers and ensure that all applications use a single database engine in order to reduce time and human capital required to maintain the additional IT infrastructure warranted for ITS.(November 2009)Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Acquire leadership support and involve knowledgeable staff early in carbon emission dynamics and markets.(February 2009)A New Mexico DOT experience with carbon sequestering
Establish a well defined process for monitoring and maintenance before expanding the base of field equipment. (01/30/2009)Experience from iFlorida Model Deployment
Consider the long-term operations and maintenance responsibilities and costs when selecting project components. (9 May 2008)The Chicago, Illinois and Montgomery County, Maryland experience in operating and maintaining advanced parking information system.
Develop a project champion succession plan within participating organizations to avoid orphaning a project.( 2 March 2007)The Great Lakes ITS project management experience from a change in political leadership.
Include public and private sector transportation organizations as stakeholders in emergency evacuation operations and involve them in the preparedness and response planning.(December 2006)Experience nationwide in the successful use of the transportation network in emergency evacuations with advance notice.
Coordinate extensively with agency staff and vendors when integrating a Transportation Management Center with Computer Aided Dispatch Systems.(July 2006)Utah's experience with integrating a Transportation Management Center with Computer Aided Dispatch systems.
Plan for greater time and project complexity than expected.(4/14/2006)Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Recognize staffing and communication needs for Advanced Traveler Information Systems (ATIS) projects.(April 2006)Experience from the Pennsylvania Turnpike Commission.
Plan for the transport of special need populations, such as prisoners, during no-notice evacuations by advance identification of the line of authority as well as the potential evacuation routes.(February 2006)Experience from no-notice evacuations transporting prisoners from a county jail to a safe zone.
Implement manual scheduling or the right scheduling software based on the needs of the Transportation Management Center.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Create a Transportation Management Center staffing plan that ensures appropriate staffing, staffing skills, and organization adaptability.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Create a Transportation Management Center plan to handle potential emergencies and special events.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Implement different scheduling practices depending on the needs of the Transportation Management Center.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Implement different staffing arrangements to meet various scheduling demands at a Transportation Management Center.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Optimize staffing and scheduling at Transportation Management Centers by using job and workload analysis techniques.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Create a staffing plan, using supply and demand analysis, to predict future Transportation Management Center staffing needs. (January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Prioritize constraints when designing a Transportation Management Center work schedule to help alleviate the complexity of scheduling problems.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Plan comprehensively to ensure a more effective staffing plan.(January 2006)The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Consider how implementing an ATIS system will impact staffing and training requirements.(5/1/2005)Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Evaluate administrative and support staffing needs to close gaps in ITS operational support.(January 2005)A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Maintain owner control and consistent oversight when using a System Integrator for project implementation to keep project on time and on budget.(12/29/2004)A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Maintain adequate funding and personnel levels to maximize efficient operation of traffic signal systems operations.(February, 2004)The City of Minneapolis Department of Public Works' experience.
Ensure that staff resources and leadership capabilities are commensurate with the scope and complexity of the project, and will be in place from the beginning of the project.(9/1/2001)Ventura County’s experience with an automated transit fare collection system.
Overcome staff reluctance to working with ITS by promoting its benefits, soliciting staff feedback, using train-the-trainer programs, and involving union representatives. (December 2000)San Antonio and Indianapolis’s experiences with staffing for ITS.
Ensure that qualified staff with expertise in telecommunications is involved, as planning for and designing a telecommunications network is complicated. (2000)Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Adopt staffing practices for successful Transportation Management Center (TMC) staff hiring and retention.(10/1/1999)Eight states' experiences with staffing practices for TMCs.
Carefully select a project manager to be responsible for deployment and testing of new ITS technology.(3/1/1999)A Washington State Department of Transportation (WSDOT) experience with testing of new variable speed limit technology to reduce winter crashes on a mountain pass.
Use the ITE Traffic Signal Self-Assessment to help make the case for increased staffing and funding to support traffic signal programs.(December 31, 2007)From the 2007 National Traffic Signal Operations Report Card Technical Report
Prepare in advance for severe weather by staffing enough snow plow operators and ensuring that public information systems will be updated with current weather and road conditions.(March 27, 2007 )Experience from the 2007 winter storm emergency response in the Commonwealth of Pennsylvania.
Hire properly trained staff to deploy and maintain traffic signal systems.(1/31/2002)Agencies share experiences managing and operating traffic signal systems.
Identify functional boundaries and needs for cross jurisdictional control required to implement adaptive signal control and transit signal priority systems.(30 June 2010)Smart Corridor experience in Atlanta, Georgia
Ensure having a management-level champion to facilitate recruitment of participants and retain operational staff.(December 2002)An experience of human resource challenges in the multi-agency deployment for the Electronic Intermodal Supply Chain Manifest Operational Test.
Ensure the long-term stability of an interagency incident management program by creating dependencies and by managing for leadership succession.(5/1/2001)Major metropolitan areas' experiences with formalized incident management programs.
Ensure good data quality to successfully integrate weather alert system based upon Road Weather Information Systems.(August 2010)Caltrans District 3 experience in implementing a weather alert notification system in a Regional Transportation Management Center
Provide written procedures and training for issuing warnings to Regional Transportation Management Center operators for successful weather integration. (August 2010)Lessons from the evaluation of the Caltrans District 3 experience in implementing a weather alert notification system
Be prepared to use local resources to service mission critical system components, and provide ongoing O&M training to maximize system benefits.(May 2010)Washoe County’s experience implementing a comprehensive transit ITS program.
Understand that the contractor’s availability to remain on site after the deployment of a comprehensive transit ITS is important, so is the contractor’s ability to work with the original equipment manufacturer.(May 2010)Washoe County’s experience implementing a comprehensive transit ITS program.
Adopt a long term perspective identifying a business reason or an operational need for ITS based solutions and embrace performance measures.(December 2009)Nationwide state and local agency imperatives for ITS deployment
Secure high level management support and broad participation throughout an organization during the implementation and operation of transit automatic vehicle location systems.(2008)A synthesis of transit agency experience with bus AVL systems
Plan for cellular communications to evolve and transition to new communication technologies every few years.(2008)A synthesis of transit agency experience with bus AVL systems
Build support for the use of an MDSS tool in order to overcome institutional barriers.(September, 2007)From the experience of Maine Department of Transportation.
Recognize issues in deploying ITS technologies for coordinating and improving Human Services Transportation.(August 2006)Experiences from six agencies.
Maintain, reinforce, and expand existing programs to improve traffic signal operations.(3/26/2006)Wisconsin’s experience with operating and maintaining a statewide traffic signal system program.
Maximize the value of an RWIS investment for maintenance staff through follow-on staff training and usage tracking.(2/2/2006)An Idaho Transportation Department experience in Road-Weather Information System integration.
Anticipate last minute technical glitches when integrating computer aided dispatch (CAD) and transportation management center (TMC) systems and plan accordingly from the start of the project.(January 2005)Virginia DOT’s experience integrating data from public works and public safety agencies.
Anticipate the need for additional training during the initial post-deployment period to help ensure that system operators are familiar with all new features and procedures.(January 2005)Virginia DOT’s experience integrating data from public works and public safety agencies.
Develop a strategic maintenance and operations plan to improve efficiency and productivity.(June 2004)Kentucky's experience with employing strategies to support and coordinate ITS maintenance and operations activities.
Utilize technology sharing and training opportunities to form mutually beneficial relationships for successful incident management programs.(1/1/2004)Cincinnati metro area’s experience with incident management.
Realize that stakeholder policies, priorities, and personnel training are critical to ensure consistency and schedule adherence in deploying integrated systems.(9/23/2003)Silicon Valley Smart Corridor's stakeholder experience in the deployment of an integrated freeway, arterial and incident management systems and the impact on deployment delays.
Provide ITS training for transit systems managers, operators, and maintenance personnel when deploying Advanced Public Transportation Systems.(August 2003)Recommendations for deploying ITS for transit in Birmingham, Alabama.
Train staff throughout the deployment of transit ITS projects to ensure successful implementation and use of ITS resources.(March 2003)Five rural transit agencies' experiences in applying ITS to rural transit.
Target training and documentation to reduce barriers to maintenance personnel's adoption of a roadway weather information system.(March 2002)The Washington State Department of Transportation's experience in using road weather information systems for proactive maintenance practices.
When deploying ITS for transit service, perform a technology assessment during the planning phase, gather technology operator input, and designate a project manager with adequate decision-making authority.(1/5/2002)Experience deploying ITS for transit service in a suburban area
Allocate sufficient resources for technology deployment and operator training to improve incident detection and verification.(April 2000)Experience of transportation professionals nationwide in developing successful incident management programs.
Choose staff training and documentation methods to match individual Transportation Management Center (TMC) needs.(10/1/1999)Eight states' experiences with training and documentation methods for TMCs.
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