Please share any documentation that you may have regarding benefits and costs of ITS.
Engage political champions to keep controversial High-Occupancy Toll (HOT) lane projects on track.(15 December 2011)Experience with the variable pricing projects in Los Angeles (Interim Results)
In planning for a demand-responsive pricing based parking management system, involve executive leadership, seek strong intellectual foundations, strike the right balance between complexity and simplicity, and emphasize data collection and project evaluation.(August 2011)San Francisco Municipal Transportation Agency’s experience in implementing advanced parking management (Interim Results).
For successful implementation of a road pricing program, strive for simplicity in policy goals and strong championing of the program by the executive and legislative leaders.(12/01/2010)Experience from road pricing programs in Europe and Asia
Understand that while the viability of pricing programs is impacted by political actions, pricing signal is a potential tool for developing a sustainable transportation system.(12/01/2010)Experience from road pricing programs in Europe and Asia
Package road value-pricing strategies with technology upgrades and conduct extensive outreach that involves champions, stakeholders, and the general public.(August 2008)Experience nationwide with FHWA's congestion and value pricing pilot programs.
Involve all appropriate stakeholders in the planning and development of the project to encourage coordination and collaboration. (9 May 2008)The Chicago, Illinois and Montgomery County, Maryland experience in working with multi-jurisdictional stakeholders in the development of an advanced parking information system.
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
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.
Involve all appropriate stakeholders in a formal and collaborative manner during each phase of the advanced parking management systems (APMS) project.(January 2007)Experience from APMS deployment sites.
Recognize the challenges of using public-private partnerships in deployed coordinated transit systems.(4/14/2006)Experience from the Lake Tahoe Coordinated Transit System.
Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.(2/28/2006)Experience from 38 TMCs across the country.
Invest in research and development for emergency integration.(2/28/2006)Experience from 38 TMCs across the country.
Extend the application of emergency integration best practices to further improve emergency operations.(2/28/2006)Experience from 38 TMCs across the country.
Integrate weather information into Transportation Management Center (TMC) operations to enhance the ability of operators to manage traffic in a more responsive and effective way during weather events.(2/28/2006)Experience from 38 TMCs across the country.
Recognize the value of inter-agency partnerships when implementing ITS projects.(12/29/2004)A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Utilize public education and outreach in managed lane projects.(November, 2004)The experience of managed lanes projects in California, Texas and New Jersey.
Anticipate and plan for potential institutional barriers, especially in multi-agency deployments.(12/1/2003)Alaska DOT&PF’s experience integrating a common technology into its ITS and IT plans.
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.
Plan for ongoing logistical support, including the designation of a project champion.(4/1/2002)Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting.
Consider seven key planning requirements of an effective ITS Program.(3/15/2002 1:00:00 AM)Experience from a case study of the Virginia Department of Transportation's I-81 ITS Program.
Clearly define the organizational structure and establish an ITS Program Coordinator to insure an effective ITS Program.(3/15/2002 1:00:00 AM)Experience from a case study of the Virginia Department of Transportation’s I-81 ITS Program.
Establish a champion and open communication among stakeholders to help enable regional smart card programs.(9/1/2001)Ventura County’s experience with the deployment of an automated transit fare collection system.
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.
Focus on the integration of business processes at the institutional or programmatic level rather than at the operations level.(2011)Experience from industry experts in the United States
Beware that schedule and costs of road pricing projects are affected by various factors including legislative outcomes, clarity and specificity of scope, and contracting methods.(12/01/2010)Experience from road pricing programs in Europe and Asia
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
Proactively establish working relationships with all partner stakeholder groups. (October, 2008)A Utah Department of Transportation Experience from the expansion of the CommuterLink intelligent transportation system.
Beware that inter-agency funding arrangements can lead to delays in awarding and executing project contracts.( 2 March 2007)The experience of Wayne County and the Wayne County Airport Authority in securing earmarked funds and executing contracts.
Ensure electronic toll collection systems are interoperable with neighboring toll facilities.(September, 2006)The Washington State Department of Transportation’s experience with planning for tolling implementation.
Draw on the strengths of complementary relationships between the public and private sectors for successful implementation of ITS projects.(August 2006)The E-470 Public Highway Authority’s experience in forging public-private partnerships for design, construction, operations, and maintenance of an electronic toll highway facility.
Build a strong partnership between transportation and public safety agencies, and establish clear operational rules from the start.(July 2006)An experience operating a CAD-TMC (Computer-Aided Dispatch - Traffic Management Center) in Washington State.
Establish partnerships with agencies that share regional ITS needs in order to maximize synergies. (June 2006)A Colorado DOT experience in deploying the I-70 ITS Integration project
Consider a consensus organizational model to help assure support and participation of partners in a regional fare card project.(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.
Examine the contextual factors and carefully manage the associated issues that will determine the success or failure of a regional fare card project.(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.
Establish a centralized database for all winter maintenance-related weather information.(2/2/2006)An Idaho Transportation Department experience in Road-Weather Information System integration.
Consider issuing separate awards for specific project components when procuring divergent technologies, equipment, or services.(January 2006)The Riverside Transit Agency experience with the methods used to procure equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Identify a single agency to be responsible for maintenance of an emergency vehicle preemption system.(January 2006)The experience of multiple agencies with emergency vehicle preemption systems.
Develop partnerships with state and local agencies to help successfully implement intelligent transportation systems (ITS) in rural transit.(2/1/2005)The experience of several states in the implementation of ITS to rural transit.
Adhere to recommendations of the National ITS Architecture for the archived ITS data user service (ADUS) and develop a regional partnership of transportation agencies for the successful implementation of an ITS data archive.(January 2005)Experience gained from the inauguration of the Portland Regional Transportation Archive Listing (PORTAL).
Foster efficiency and joint commitment by promoting an open and cooperative relationship among all parties involved in the project.(January 2005)Virginia DOT’s experience integrating data from public works and public safety agencies.
Establish a clear leader and command structure when working on a major, interagency project. (1/1/2005)Boston, Massachusetts’s experience with transportation planning for special events.
Consider public/private partnerships and unique financing methods as ways to cover costs for managed lanes projects.(2005)Guidance provided by the Texas Transportation Institute on funding and financing managed lanes projects.
Plan sufficient time for facilitating and accommodating interagency relationship-building for major events. (1/1/2005)Boston, Massachusetts’s experience with transportation planning for special events.
Address data privacy and security concerns early to facilitate the preparation of formal data sharing agreements.(11/30/2004)A synthesis of nationwide experiences with data sharing.
Enhance collaboration by sharing office space among operations stakeholders.(11/30/2004)Ohio's experience with the development of a multi-jurisdictional operations facility.
Engage in comprehensive planning and coordination of managed lanes projects.(November, 2004)The experience of managed lanes projects in California, Texas and New Jersey.
Implement compatible Electronic Toll Collection systems in every state.(October, 2004)A retrospective of what's been learned since the first ITS Strategic Plan developed in 1992.
Assure success by involving all the relevant state agencies and the motor carrier industry early in the CVISN development process.(9/1/2004)A State of Connecticut experience with CVISN deployment.
Implement a commercial vehicle e-credentialing program in order to make administration and roadside inspections more efficient, keep vehicles moving on the state's roads, and expedite registration.(9/1/2004)Washington State’s experience with deploying Commercial Vehicle Information Systems and Networks (CVISN) Electronic Credentialing.
Coordinate extensively with other stakeholder agencies.(1/1/2004)New Mexico’s experience planning, deployment and operating a work zone traffic and incident management system.
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.
Establish an effective relationship between agency and vendor, and collaboratively focus on the success of the project.(2004)Washoe County, Nevada's experience with transit ITS implementation.
Identify innovative solutions for deploying Information Stations that report real-time data for weather and traffic monitoring in the event of a hurricane.(11/1/2003)Experience from nine transportation management projects on hurricane evacuation preparedness.
Consider using incentives to encourage the participation of private sector freight operators.(5 October 2003)The Port Authority of New York and New Jersey's experience in developing the FIRST system and gaining participation from industry stakeholders in the system's operation.
Use a bi-national stakeholder forum to help apply ITS technology at an international border crossing.(10/1/2003)A public-private partnership experience in deploying a bi-national electronic truck border crossing system at the Washington /British Columbia border.
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.
Recognize that interoperability is becoming an important issue in achieving the vision of a nationwide 511 system.(9/3/2003)A national experience with the development and deployment of 511 Systems.
Create a successful public-private agency partnership based on good communications, flexibility, and minimal impact to partners' customers to deploy new technology.(12/1/2002)A Washington State experience with testing of electronic container door seals through a freight supply chain.
Foster cooperation among stakeholders when building institutional integration for ITS deployment.(10/1/2002)Nationwide experience with institutional integration for a Regional ITS Architecture.
Get stakeholders involved in the process to increase the chances for successfully implementing a Wireless Enhanced 9-1-1 system.(5/30/2002)Experience from the New York State Wireless Enhanced 9-1-1 Project
Set attainable goals when developing a business model for ITS projects.(April 2002)The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region.
Consider using the public-private partnering method to provide ITS services.(April 2002)The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region.
Identify all transportation, incident management, and emergency response entities and strive to resolve issues with semantics and terminology among different agencies.(March 2002)The experiences in multi-agency coordination, emergency response, and transportation operations within the National Capital Region on September 11, 2001.
Partner with neighboring agencies, either formally or informally, to address institutional challenges and benefit from cross-jurisdictional traffic signal coordination.(February 2002)The experience of five regions with cross-jurisdictional signal timing.
Develop a formal ITS data sharing policy for your agency(1/1/2002)A survey of transportation agencies and private firms involved in providing traveler information services.
Do not count on revenue generation from data sharing to subsidize the operation and maintenance expenses of advanced traveler information systems.(1/1/2002)A survey of transportation agencies and private firms involved in providing traveler information services.
Establish technical requirements during the planning stages of the project and monitor on-going performance of those requirements.(9/1/2001)Ventura County’s experience with an automated transit fare collection system.
Cooperate with organizations representing different operating philosophies, priorities, budgets, and constituents to integrate ITS.(6/1/2001)San Antonio's experience with the integration of freeway and arterial management systems.
Coordinate across jurisdictions/regions and share resources to reduce future costs and delays.(5/1/2001)Major metropolitan areas' experiences with formalized incident management programs.
Take advantage of time-specific opportunities to organize and build support for a formal incident management program.(5/1/2001)Major metropolitan areas' experiences with formalized incident management programs.
Use ITS Standards to achieve interchangeability and interoperability for Dynamic Message Signs.(Spring 2001)Experience of nine agencies using Dynamic Message Signs built to NTCIP specifications.
Establish the roles and responsibilities for overall management of the project at the onset, and alter the field operation test (FOT) process if needed.(January 2001)Irvine, California's experience in managing a field operational test of an integrated Advanced Transportation Management System.
Choose proven technology and avoid changes to specifications.(January 2001)Irvine, California's experience in implementing a field operational test of an integrated Advanced Transportation Management System.
Establish a working group among public sector partners to address liability issues.(December 2000)A Phoenix area experience with establishing procedures for cross jurisdictional signal control.
Develop an Incident Management Program strategy and plan.(April 2000)Experience of transportation professionals nationwide in developing successful incident management programs.
Forge a partnership among the local public sector agencies managing transportation operations along a multi-jurisdictional corridor and the private sector for deployment and integration of ITS.(April 2000)Experiences from the Integrated Corridor Traffic Management project in Minnesota.
Manage resources to optimize incident response and clearance times to reduce the impact on traffic flow.(April 2000)Experience of transportation professionals nationwide in developing successful incident management programs.
Establish a public-private network for improved project efficiency.(12/1/1999)California's experience with a regional travel information system launched by a public-private alliance.
Adjust the different expectations and motivations of public and private partners to prevent future delays.(12/1/1999)California's experience with a regional travel information system launched by a public-private alliance.
Develop written policies to address liability issues early.(3/1/1999)A national experience in assigning liability among project participants.
Address intellectual property rights issues early.(3/1/1999)A national experience in overcoming the assignment of intellectual property rights.
Minimize problems in creating contractual arrangements for testing a new ITS technology by creating negotiating benchmarks, designing a partnership arrangement, and developing a separate procurement process for different technological components. (3/1/1999)A Washington State Department of Transportation’s experience with testing of new variable speed limit technology to reduce winter accidents on a mountain pass.
Define roles and responsibilities clearly in a public/private project to reduce delays.(10/19/1998)Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Conduct extensive outreach, be transparent about goals, policies, and methods of installing an advanced parking management system, and communicate clearly how the revenue from a new parking management system will be used.(August 2011)San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Continually monitor effect of tolls on traveler behavior to maintain operational livelihood.(January 21, 2011)Lessons Learned from Florida's 95 Express HOT lanes Implementation in Miami-Dade
Develop public outreach programs based on the cultural and political context of the project location and provide clear, salient, and timely messages about the purpose and benefits of congestion pricing.(12/01/2010)Experience from road pricing programs in Europe and Asia
Work closely with project partners and stakeholders(June 2006)Experience from the State of Vermont Multimodal Passenger Information, Transit Signal Priority and ITS System Planning Project
Be aware of technology and training issues when pioneering new transit technologies.(4/14/2006)Experience from the Lake Tahoe Coordinated Transit System.
Address the technical issues associated with using Voice over Internet Protocol (VoIP) phone systems to access 511 and other N11 services.(December 2005)Experience from an exploration of 511 Emerging Technology Issues
Pursue a vigorous 511 marketing program, especially to promote new types of information targeted to specific user groups.(30 September 2005)An Arizona Department of Transportation experience in 511 implementation.
Incorporate mechanisms for capturing user feedback for system evaluation, including the ability to intercept incoming 511 calls for survey or focus group recruitment.(30 September 2005)An Arizona Department of Transportation experience in 511 implementation.
Make traveler information systems at tourist attractions more useful by targeting tourists in marketing and promotion efforts and orienting user interfaces to tourists.(7/1/2005)Experience nationwide with traveler information systems in tourism areas
Develop a user-oriented system for displaying travel time messages on dynamic messages signs. (May, 2005)Four American Cities' experiences with Travel Time Messaging on Dynamic Message Signs.
Keep the public informed with current accurate information to promote knowledgeable travel decisions. (1/1/2005)Boston, Massachusetts’s experience with transportation planning for special events.
Present information graphically to improve comprehension.(10/1/2004)National experience using archived traffic detector data for monitoring highway performance.
Build public awareness of large-scale construction projects and keep the public informed of work zone schedules to help minimize the associated travel impacts.(1/1/2004)New Mexico’s experience planning, deployment and operating a work zone traffic and incident management system.
Provide accurate and timely road condition and weather forecast information to rural travelers in cold weather regions.(12/30/2003)Montana Department of Transportation’s experience in designing and deploying the statewide 511 traveler information system.
Effectively communicate plans for implementing contraflow lanes during a hurricane evacuation.(11/1/2003)Experience from nine transportation management projects on hurricane evacuation preparedness.
Perform before-research to determine what customers want from 511 services and continue to evaluate the system after implementation.(9/3/2003)A national experience with the development and deployment of 511 Systems.
Deploy ITS transit technologies including computer-aided dispatch (CAD) and automated vehicle location (AVL) to coordinate human transportation services across agencies, reduce costs, eliminate duplication, and increase quality of service.(June 2003)Experience delivering coordinated transportation services from the USDOT Mobility Services for All Americans research initiative.
Develop ways to raise awareness among businesses to promote advanced traveler information sources to their customers.(June 2003)An Acadia National Park experience in ITS deployment.
Participate in truckers' meetings to advertise new freight advanced traveler information systems, communicate changes in existing systems, and obtain feedback from stakeholders.(January 2003)Experience in mobility management and freight data in Washington State
Employ a proactive approach for building public awareness of the project requiring a work zone and deliver accurate information to the public. (November 2002)The experiences of four state DOTs using ITS in work zones.
Identify regional needs from the bottom up and ensure that specific rural needs are not neglected in state/regional ITS strategic plans.(7/1/2002)National experience with performing regional inventories and defining needs for ITS strategic plans.
Ensure adequate time and resources are available at the end of the creation of the Regional ITS Strategic Plan for ongoing stakeholder outreach.(7/1/2002)National experience gaining stakeholder acceptance of Regional ITS Strategic Plans.
Identify and then become familiar with available ITS technologies to be able to assess which ones are suitable and affordable for the organization. (1/1/2002)Nationwide experience with assisting transit system managers in deploying ITS.
Use a three level approach to identify the needs of the transit system: assess, analyze, and predict.(1/1/2002)Nationwide experience with assisting transit system managers in deploying ITS.
Provide traveler information in rural areas to allow for good travel decisions in inclement weather and construction season.(November 2001)Oregon DOTs experience with rural traveler information systems.
Ensure customer acceptance of new technology.(9/1/2001)Ventura County’s experience with an automated transit fare collection system.
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.
Involve the private sector in the implementation of multiple advanced traveler information technologies.(30 May 2000)Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Understand system standards and protocols to save time during the development of an Advanced Traveler Information System (ATIS).(10/19/1998)Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Provide consistent and high-quality information to influence traveler behavior.(6/1/1998)National experience with evaluating user response to freeway management systems.
Provide a single message to the public to assure consistency and to correct inaccurate crisis information.(March 2002)Transportation agencies share their experiences in coordinating with the media during and after a catastrophic event – in this case, September 11, 2001, in the National Capital Region.
Manage goals and identify successes to maintain public and constituent agency support for a coordinated incident management program.(5/1/2001)Major metropolitan areas' experiences with formalized incident management programs.
Develop written policies that delimit the use and distribution of data.(3/1/1999)A national experience with resolving the issues regarding the collection, distribution, and retention of transportation data.
Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.(1/1/1999)Testimonials of the benefits of safety service patrols from staff of several state DOTs, travelers, and others.
Utilize organizational assets and competencies effectively; do not underestimate the need and efforts for building internal consensus and cultural change when implementing a new parking management system.(August 2011)San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Pursue technology based, high risk policies incrementally to better manage likely organizational and technological challenges.(August 2011)San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Address toll enforcement issues during the initial phase of planning process; with particular attention paid to the legal structure and potential enforcement technologies. (September, 2006)The Washington State Department of Transportation’s experience with planning for tolling implementation.
Clearly define information sharing procedures among agencies in an integrated Transportation Management Center-Computer Aided Dispatch system.(July 2006)Utah's experience with integrating a Transportation Management Center with Computer Aided Dispatch systems.
Understand the issues, strategies and trade-offs that motivate agencies to join in a regional partnership and provide appropriate support.(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.
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.
Provide for appropriate legal support services to address the many significant legal issues faced in implementing a regional fare card project.(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.
Consider the value of implementing a limited fare pass system initially to serve as an interim experience base for a comprehensive region-wide electronic fare card system.(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.
Apply systems engineering principles for improved project management.(12/29/2004)A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Establish a forum for decision-makers and project managers to come together to receive project updates, work through critical project issues, make decisions, and support successful institutional collaboration in a project involving multiple agencies.(8/1/2004)Orlando, Florida's experience with a Field Operational Test (FOT) on using a single smart card for transportation payments at facilities operated by multiple regional agencies.
Consider co-locating transportation and public safety professionals to improve interagency cooperation for traffic incident management.(1/1/2004)Minnesota DOTs experience with co-location of incident management partners.
Solicit executive support for an incident management program, but rely on staff-level champions and administrative support for day-to-day guidance of the program.(5/1/2001)Major metropolitan areas' experiences with formalized incident management programs.
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