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Install detection sensors overhead on existing signal mast heads when possible, instead of using in-ground sensors to reduce both initial costs and maintenance costs.The experience of Midtown in Motion project by NYC DOT with advanced signal control systems.
Engage political champions to keep controversial High-Occupancy Toll (HOT) lane projects on track.Experience with the variable pricing projects in Los Angeles (Interim Results)
Manage uncertainty and discovery associated with procurement of advanced parking management technologies and plan for potential delays resulting from permitting and regulation processes.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
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.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Ensure good data quality to successfully integrate weather alert system based upon Road Weather Information Systems.Caltrans District 3 experience in implementing a weather alert notification system in a Regional Transportation Management Center
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.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (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.San Francisco Municipal Transportation Agency’s experience in implementing advanced parking management (Interim Results).
Provide written procedures and training for issuing warnings to Regional Transportation Management Center operators for successful weather integration. Lessons from the evaluation of the Caltrans District 3 experience in implementing a weather alert notification system
Pursue technology based, high risk policies incrementally to better manage likely organizational and technological challenges.San Francisco Municipal Transportation Agency's experience in implementing advanced parking management (Interim Results).
Recognize that the Smart InfraRed Inspection System has promise for increasing productivity of inspection personnel but not yet ready for national deployment due to lack of accuracy in flagging commercial vehicles with potential defects.Experience from a field operations test for commercial vehicle inspection enforcement.
Design a trip planning website to capture and convey real-world factors such as gas prices and congestion information.Evaluation of a Multimodal Trip Planning System (MMTPS) in Northeastern Illinois
Continually monitor effect of tolls on traveler behavior to maintain operational livelihood.Lessons Learned from Florida's 95 Express HOT lanes Implementation in Miami-Dade
Use the self-evaluation and integration planning process to create wider awareness of the benefits of weather integration to improve TMC operations.Experience from four Transportation Management Centers' efforts to identify and implement strategies to meet their weather integration needs.
Install message signs at strategic locations to provide commuters en route with real-time information of the parking availability status at a major transit station.Experience of Montgomery County Department of Transportation
Commit to acquiring the proper level of staffing and knowledge required for the operations and maintenance of Adaptive Traffic Control System (ATCS) prior to deployment.Lessons learned from a synthesis of domestic and foreign state of highway signal control practice.
Be sure to conduct a detailed evaluation prior to installing an Adaptive Traffic Control System (ATCS), and be aware that conducting a public education campaign on ATCS risks building expectations too high.Experience acquired from multiple agencies in the United States and Canada.
Grow regional road pricing policies from individual projects and develop modeling tools that reflect a wide range of impacts.Experience in four metropolitan areas
Enhance traffic flow in a regional, multi-state corridor by using vehicle probes to monitor real-time traffic conditions. I-95Corridor Coalition Experience with Vehicle Probes
Use vehicle probes to monitor traffic cost-effectively, manage incidents and queue ups proactively, reduce delays, and increase traveler satisfaction along a multi-state transportation corridor.I-95Corridor Coalition Experience with Vehicle Probes
When developing transit signal priority (TSP) systems, consider using traffic simulation models as a cost-effective means of comparing the impacts of different TSP strategies on transit and non-transit vehicle travel time.Guidance emerging from a TSP literature review and from an evaluation of TSP in Burlington, Vermont.
Identify functional boundaries and needs for cross jurisdictional control required to implement adaptive signal control and transit signal priority systems.Smart Corridor experience in Atlanta, Georgia
Prepare agency staff for implementation of new ITS technologies and involve maintenance and information technology (IT) staff in the installation process.Washoe County’s experience implementing a comprehensive transit ITS program.
Be prepared to use local resources to service mission critical system components, and provide ongoing O&M training to maximize system benefits.Washoe County’s experience implementing a comprehensive transit ITS program.
Consider procuring computer and network hardware independently when feasible and procure right-sized systems.Washoe County’s experience implementing a comprehensive transit ITS program.
Develop requirements using widely accepted standards, preferably the open source compatible ones if available, and review those requirements immediately before requesting proposals from contractors.Washoe County’s experience implementing a comprehensive transit ITS program.
Do not expect to see significant operations staff reductions due to implementing ITS technologies, but do expect service improvements using the same staff levels.Washoe County’s experience implementing a comprehensive transit ITS program.
Identify champions early to facilitate communications, project management, and staff ownership for successful deployment of a comprehensive transit ITS program.Washoe County’s experience implementing a comprehensive transit ITS program.
For a comprehensive transit ITS deployment program, select an agency project manager with skills in planning, information technology, and communications.Washoe County’s experience implementing a comprehensive transit ITS program.
Encourage staff to find creative and efficient uses of ITS to improve operations through better communications.Washoe County’s experience implementing a comprehensive transit ITS program.
Weigh in the advantages of procuring new information technology (IT) assets, and maintain an asset management system that details new IT inventory.Washoe County’s experience implementing a comprehensive transit ITS program.
To avoid surprises after implementation of a comprehensive transit ITS program, perform a detailed analysis of costs for operations and maintenance during the project planning phase.Washoe County’s experience implementing a comprehensive transit ITS program.
In deploying a comprehensive transit ITS program, develop strategies and requirements for planning, procurement, implementation, and ongoing operations.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.Washoe County's experience implementing a comprehensive transit ITS program.
Ensure that the management responsible for transit ITS planning is knowledgeable on agency’s labor contracts and how labor contracts affect effective utilization of ITS tools.Washoe County’s experience implementing a comprehensive transit ITS program.
To avoid project implementation delays and unanticipated costs, perform a thorough review of the existing technologies during the planning phase of a comprehensive transit ITS deployment.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.Washoe County’s experience implementing a comprehensive transit ITS program.
Designate the agency project manager as the single point of contact with the contractor and evaluate track record of contractor’s project management.Washoe County’s experience implementing a comprehensive transit ITS program.
Define clear goals for a comprehensive transit ITS deployment program and track the achievement of those goals to evaluate program's success.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.Nationwide state and local agency imperatives for ITS deployment
Develop a long-term ITS vision and use systems engineering processes to successfully manage ITS deployments.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Develop long-term vision and goals for agency’s ITS program and ensure timely completion of long lead-time activities to support future ITS initiatives.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Commit to testing the new systems thoroughly, develop an acceptance matrix to document status of testing, and perform verification and validation before introducing them to support agency’s transportation operations.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Consider developing a data warehouse early on to simplify the integration of subsequent ITS deployments and to efficiently manage operations of interdependent applications.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Integrate Road Weather Information Systems program and Transportation Management Centers to improve internal operations practices.Evaluated based on the experience of the Utah DOT's integration of their Weather Operations/RWIS Program with Traffic Operations.
Tailor the standard systems engineering process model to suit an agency’s ITS deployment scale and needs.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Ensure proper sequencing of ITS deployments with careful consideration to dependencies among projects and utilize a data warehouse to lessen complexity in ITS integration.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
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.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Reach out to a broad range of stakeholders and deploy early the projects that demonstrate easy-to-see benefits to build momentum for agency’s ITS program.Chattanooga Area Regional Transportation Authority's experience in deploying transit ITS
Resolve conflicts between traditional data sources by using archived data.Results from the Planning for Operations Case Study from the Metropolitan Transportation Commission in San Francisco California
Beware of accuracy and privacy issues in using truck transponder data for developing real-time traveler information applications.An Oregon Department of Transportation Experience
Consider user acceptance of driver fatigue detection systems to be dependent on ease of use, ease of learning, perceived value, driver behavior, and advocacy. Nationwide experience with driver fatigue detection measures and technologies
Invest in high accuracy road weather information to ensure greater usage and reduce winter maintenance costs.Case studies of Iowa, Nevada, and Michigan experience
Develop electronic communications infrastructure to enhance supply chain visibility and monitoring, mitigate disruptions and unanticipated events, and improve productivity.Broad industry experience with the electronic freight management systems
Acquire leadership support and involve knowledgeable staff early in carbon emission dynamics and markets.A New Mexico DOT experience with carbon sequestering
Develop policies for carbon trading rights and risk management.A New Mexico DOT experience with carbon sequestering
Develop carbon sequestration protocols and processes for grasslands in the highway right of way.A New Mexico DOT experience with carbon sequestering
Perform adequate analyses and tests to design, calibrate and validate the capabilities of a bridge security monitoring system in order to reduce false alarms.Experience from iFlorida Model Deployment
Ensure that experienced staff oversee the development of a complex software system and thoroughly follow systems engineering process. Experience from iFlorida Model Deployment
Establish a well defined process for monitoring and maintenance before expanding the base of field equipment. Experience from iFlorida Model Deployment
Assess security risks, threats, vulnerabilities, and identify countermeasures to ensure operations of transportation management centers.Experience from iFlorida Model Deployment
Ensure that Highway Patrol's CAD system operators enter key information needed by the transportation management center operators.Experience from iFlorida Model Deployment
Beware of costs, utility, reliability, and maintenance issues in deploying a statewide transportation network monitoring system. Statewide systems implementation experience from iFlorida Model Deployment
Beware that software development for ITS projects can be utterly complex, which demands avoiding pitfalls by following a rigorous systems engineering process. Experience from iFlorida Model Deployment
Beware of the limitations of using toll tags in order to calculate travel time on limited access roadways and arterials. Experience from iFlorida Model Deployment
In developing software for automated posting of messages on dynamic message signs, focus on the types of messages that are used often and changed frequently, and also include manual methods for posting.Experience from iFlorida Model Deployment
Estimate life-cycle cost of ITS technologies as part of procurement estimates in order to assess the range of yearly maintenance costs.Experience from iFlorida Model Deployment
Ensure compatibility of data format of the field-weather monitoring sensors with the central software in the transportation management center.Statewide systems implementation experience from iFlorida Model Deployment
Design traffic video transmission systems around the constraints of bandwidth limitations and provide provisions for remote configuration of video compression hardware.Statewide systems implementation experience from iFlorida Model Deployment
Deploy a variable speed limit system only after the software systems required to support it are mature and reliable. Experience from iFlorida Model Deployment
Beware of challenges involved in developing an integrated statewide operations system for traffic monitoring, incident data capture, weather information, and traveler information—all seamlessly controlled by a central software system. Statewide systems implementation experience from iFlorida Model Deployment
Define a vision for software operations upfront and follow sound systems engineering practices for successfully deploying a complex software system. Experience from iFlorida Model Deployment
Develop an effective evacuation plan for special event that gathers a large audience and consider co-locating the responding agencies in a joint command center.Experience from iFlorida Model Deployment
To support statewide traveler information services, design and implement reliable interface software processes to capture incident data from the local and highway patrol police’s computer aided dispatch systems.Statewide systems implementation experience from iFlorida Model Deployment
Incorporate diagnostic tools to identify and verify problems in the transmission of video in a transit bus security system.Experience from iFlorida Model Deployment
Develop an accurate, map-based fiber network inventory and engage ITS team in the construction approval process.Experience from iFlorida Model Deployment
Use simple menu choices for 511 traveler information and realize that the majority of callers are seeking en route information while already encountering congestion.Experience from iFlorida Model Deployment
Be flexible to use data from various sources, such as the highway police patrol’s incident data, user feedback, and monitoring stations, to develop a statewide traveler information system.Statewide systems implementation experience from iFlorida Model Deployment
Deploy side object detection systems for transit buses that have proven effectiveness in transit operating environments and been accepted by transit operators.Experiences from the installation of Side Object Detection Systems on transit buses in Ohio, Utah and Washington, D.C.
Strengthen the ability to coordinate and manage operations for planned special events by co-locating a traffic management center with a public safety center with representatives from police, fire and 9-1-1.Experience from Montgomery County, Maryland using ITS for planned special events.
Use portable ITS equipment to monitor and control traffic flow at major signalized intersections located at entrance and exit points near planned special events.Experience from Dutchess County, New York using ITS for planned special events in a rural area.
Consider deploying ITS in a work zone to improve traffic safety and mobility during construction.Arkansas' experience using ITS in work zones.
Plan your system to accommodate future expansion.A Utah Department of Transportation Experience from the expansion of the CommuterLink intelligent transportation system.
Maintain ownership of the work zone ITS system and monitor vendor's work diligently to assure proper system operation.North Carolina's experience implementing ITS solutions in work zones.
Coordinate the schedules for ITS deployment and roadway construction to maximize use and benefits of the system.North Carolina's experience implementing ITS solutions in work zones.
Proactively establish working relationships with all partner stakeholder groups. A Utah Department of Transportation Experience from the expansion of the CommuterLink intelligent transportation system.
Use Analysis, Modeling, and Simulation (AMS) to identify gaps, determine constraints, and invest in the best combination of Integrated Corridor Management (ICM) strategies.Experience with the AMS framework on the ICM Test Corridor, San Francisco.
Package road value-pricing strategies with technology upgrades and conduct extensive outreach that involves champions, stakeholders, and the general public.Experience nationwide with FHWA's congestion and value pricing pilot programs.
Use Electronic Freight Management (EFM) system as a supplement to existing systems and design the EFM system flexible enough to accept and provide data about any partner within the supply chain.Columbus, Ohio's experience in the electronic freight management system deployment test.
Select measures of effectiveness (MOEs) that are measurable based on what is happening in the supply chain operations as well as in the deployment test. Columbus, Ohio's experience in the electronic freight management system deployment test.
Incorporate contractual provisions to conduct on-site traffic signal hardware and software demonstration testing and provide sufficient project oversight to ensure vendors meet agency requirements.Experience implementing an ATMS in Fort Collins, Colorado.
Be aware that integration of advanced transportation management systems, regardless of size, creates challenges throughout project deployment.Experience implementing an ATMS is Fort Collins, Colorado.
Implement smart parking systems at sites that experience high parking demand, are located close to a major freeway or arterial, and are configured to accommodate parking sensors at entrances and exits to promote accurate parking counts.Experience with smart parking in Oakland, California
Beware that modeling may not be a suitable substitute for before-after studies of ITS integration projects.Experience from Minnesota's Traveler Information Guidance and Emergency Routing (TIGER) Project.
Consider the long-term operations and maintenance responsibilities and costs when selecting project components. The Chicago, Illinois and Montgomery County, Maryland experience in operating and maintaining advanced parking information system.
Study the surrounding area for topographical encumbrances and radio interference when deploying wireless communication projects for traffic and parking management. The Chicago, Illinois experience in implementing advanced parking information systems to increase customer satisfaction and improve traffic operations.
Expect non-custom hardware and software to have technology limitations that may affect operational capabilities. The Chicago, Illinois and Montgomery County, Maryland experience in procuring and developing advanced parking information system hardware and software.
Involve all appropriate stakeholders in the planning and development of the project to encourage coordination and collaboration. The Chicago, Illinois and Montgomery County, Maryland experience in working with multi-jurisdictional stakeholders in the development of an advanced parking information system.
Ensure that new technology deployed in a weigh station to detect high-risk heavy trucks is in alignment with state organizational goals and inspection priorities.Evaluation of an Integrated Safety and Security Enforcement System (ISSES) in a weigh station on I-75 in Kentucky installed to detect high-risk heavy trucks
Secure high level management support and broad participation throughout an organization during the implementation and operation of transit automatic vehicle location systems.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.A synthesis of transit agency experience with bus AVL systems
Implement travel demand management and ITS strategies to successfully reduce congestion and delay during special events.Phoenix International Raceway's experience with TDM strategies.
Incorporate real-time data collection capabilities when updating traffic signals to better target signal maintenance needs.From the 2007 National Traffic Signal Report Card Technical Report.
Use the ITE Traffic Signal Self-Assessment to help make the case for increased staffing and funding to support traffic signal programs.From the 2007 National Traffic Signal Operations Report Card Technical Report
Plan for logistical and operational issues prior to project implementation.Wisconsin Department of Transportation’s experience implementing ITS support equipment and technologies.
Consider including in-house ITS expertise and task order project configuration for complex ITS projects.Colorado's DOT (CDOT)'s experience implementing an integrated TMC.
Apply system engineering principles for the success of complex ITS projects.Colorado DOT's experience implementing an integrated TMC.
Ensure the accuracy and consistency of an MDSS to build user confidence and trust.From the experience of Maine Department of Transportation.
Build support for the use of an MDSS tool in order to overcome institutional barriers.From the experience of Maine Department of Transportation.
Consider and evaluate user needs when designing communication infrastructure.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Consider the impact fees have on parking behavior.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Employ sensors that can account for a range of parking lot vehicle movements.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Anticipate project delays and allocate sufficient time and funding to address key project variables.Experience from the smart parking field test at the Rockridge, Oakland BART station.
Keep technical solutions open-ended in the early stages of an ITS research project, and follow a research oriented contract vehicle.Experience from the New York Advanced Traveler Information System (ATIS) Implementation and Integration Project
When considering the use of camera phones in managing incidents, be aware of the challenges associated with technology interoperability among agencies and first responder priorities.Washington, D.C., metro area's experience with using camera phones
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.Experience from the 2007 winter storm emergency response in the Commonwealth of Pennsylvania.
Recognize that deployment delays can lead to a ripple effect of challenges that affect project deployment progress.Great Lakes ITS project management experience with deployment delays associated with the Airport ITS Integration Project.
Develop a project champion succession plan within participating organizations to avoid orphaning a project.The Great Lakes ITS project management experience from a change in political leadership.
Beware that inter-agency funding arrangements can lead to delays in awarding and executing project contracts.The experience of Wayne County and the Wayne County Airport Authority in securing earmarked funds and executing contracts.
Facilitate integration of CVISN by establishing cooperative relationship among stakeholders and promoting incentives to improve mobile communications and enhance enforcement.Nationwide experience of CVISN Managers
Identify key design issues in the deployment of advanced parking management systems (APMS).Experience from APMS deployment sites.
Examine route-specific opportunities and constraints, and assess corridor market potential for transit services prior to implementing BRT running way improvements.National experience developing BRT
Involve all appropriate stakeholders in a formal and collaborative manner during each phase of the advanced parking management systems (APMS) project.Experience from APMS deployment sites.
Training is important for Archived Data User Service (ADUS) acceptance and increased use.Experience from Caifornia's training program for the PeMS Freeway Archive provide in the 2007 ADUS TRB Workshop
Consider the impact of different technical and design factors when making cost estimates for advanced parking management systems (APMS).Experience from APMS deployment sites.
Ensure proper operations and maintenance of advanced parking management systems (APMS)Experience from APMS deployment sites.
Utilize transportation tools in communications, traffic control, and monitoring and prediction to maximize the ability of the highway network to support evacuation operations.Experience nationwide in the successful use of the transportation network in emergency evacuations with advance notice.
Include public and private sector transportation organizations as stakeholders in emergency evacuation operations and involve them in the preparedness and response planning.Experience nationwide in the successful use of the transportation network in emergency evacuations with advance notice.
Utilize ITS technologies to improve highway efficiency in emergency evacuations with advance notice.Experience nationwide in the successful use of the transportation network in emergency evacuations with advance notice.
Use a common Concept of Operations for evacuation operations that clarifies stakeholder roles and defines coordination activities for all operational phases of the evacuation.Usefulness of a shared transportation operations plan in emergency evacuations with advance notice.
Make aggressive use of marketing to increase call volume and improve cost efficiency of 511 services deployment.Experience from nine 511 system deployments.
Address toll enforcement issues during the initial phase of planning process; with particular attention paid to the legal structure and potential enforcement technologies. The Washington State Department of Transportation’s experience with planning for tolling implementation.
Ensure electronic toll collection systems are interoperable with neighboring toll facilities.The Washington State Department of Transportation’s experience with planning for tolling implementation.
Evaluate pros and cons of different methods for electronic toll collection.The Washington State Department of Transportation’s experience with planning for tolling implementation.
Avoid privacy concerns by ensuring that protecting legislation is in place prior to implementing tolling technologies.The Washington State Department of Transportation’s experience with planning for tolling implementation.
Optimize back office tolling operations.The Washington State Department of Transportation’s experience with planning for tolling implementation.
Consider various toll methods to push traffic demand away from peak hours.The Washington State Department of Transportation’s experience with planning for tolling implementation.
Carefully select vendors and develop contracts for animal detection systems. Montana and Pennsylvania's experience with deploying animal detection systems.
Consider dynamic natural conditions and surrounding landscapes when selecting technologies for animal detection system deployments.Montana and Pennsylvania’s experience with deploying animal detection systems.
Recognize issues in deploying ITS technologies for coordinating and improving Human Services Transportation.Experiences from six agencies.
Draw on the strengths of complementary relationships between the public and private sectors for successful implementation of ITS projects.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.
Thoroughly test, evaluate, and maintain animal detections systems.Montana and Pennsylvania's experience with deploying animal detection systems.
Improve overall usefulness of a closed-circuit television (CCTV) camera by expanding the coverage, color-vision features, and operational availability of the camera. Monroe County, New York's experience in ITS camera deployment and system integration.
Ensure public familiarity with animal detection systems by displaying signs so that they are easily understood and by providing basic system information prior to deployment.Montana and Pennsylvania’s experience with deploying animal detection systems.
Anticipate ongoing modifications to transit communication systems when integrating a Transportation Management Center with Computer Aided Dispatch systems.Utah's experience with integrating a Transportation Management Center with Computer Aided Dispatch systems.
Coordinate extensively with agency staff and vendors when integrating a Transportation Management Center with Computer Aided Dispatch Systems.Utah's experience with integrating a Transportation Management Center with Computer Aided Dispatch systems.
Clearly define information sharing procedures among agencies in an integrated Transportation Management Center-Computer Aided Dispatch system.Utah's experience with integrating a Transportation Management Center with Computer Aided Dispatch systems.
Build a strong partnership between transportation and public safety agencies, and establish clear operational rules from the start.An experience operating a CAD-TMC (Computer-Aided Dispatch - Traffic Management Center) in Washington State.
Divide large-scale ITS projects into smaller, individual task orders to enhance project management capabilities.A Colorado DOT experience in deploying the I-70 ITS Integration project
Establish partnerships with agencies that share regional ITS needs in order to maximize synergies. A Colorado DOT experience in deploying the I-70 ITS Integration project
Prepare traveler information Web sites for high usage under emergency or disaster conditions.Experience from the nation's top traffic and transit information Web sites.
Focus on usability when designing traffic information Web sites.Experience from the nation's top traffic and transit information Web sites.
Assess what users want when developing a traffic information Web site.The experience of several of the nation’s top traffic and transit information Web site developers.
Integrate traveler information Web site development with existing systems and other organizations.The experience of several of the nation's top traffic and transit information Web site developers.
Work closely with project partners and stakeholdersExperience from the State of Vermont Multimodal Passenger Information, Transit Signal Priority and ITS System Planning Project
Collect high quality data with committed workers to help ensure reliable and consistent 511 services for tourism. Kentucky's experience offering tourism related services through its 511 Travel System.
Ensure users have easy access to 511 operators and tourism information.Kentucky's experience offering tourism related services through its 511 Travel System.
Be aware of funding issues when deploying ITS transit systems.Experience from the Lake Tahoe Coordinated Transit System.
Be aware of technology and training issues when pioneering new transit technologies.Experience from the Lake Tahoe Coordinated Transit System.
Anticipate, understand, address and manage the risks associated with fare card technologies and the vendor relationship.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Understand the issues, strategies and trade-offs that motivate agencies to join in a regional partnership and provide appropriate support.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.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Understand user and usability issues surrounding the development and deployment of kiosks and Interactive Voice Response (IVR) systems.Experience from the Lake Tahoe Coordinated Transit System.
Consider a consensus organizational model to help assure support and participation of partners in a regional fare card project.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Recognize the challenges of using public-private partnerships in deployed coordinated transit systems.Experience from the Lake Tahoe Coordinated Transit System.
Provide for appropriate legal support services to address the many significant legal issues faced in implementing a regional fare card project.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Anticipate and address challenges to consistently operating a transit signal priority (TSP) system.Experience from a cooperative project between Sacramento County and the Sacramento Regional Transit District in deploying a transit signal priority system.
Be aware of operational issues regarding the development of coordinated transit systemsExperience from the Lake Tahoe Coordinated Transit System.
Establish a coordinated fare structure to effectively accommodate differences in fare structures across participating agencies.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 implications of ITS transit technologies on operational efficiencies.Experience from the Lake Tahoe Coordinated Transit System.
Examine the contextual factors and carefully manage the associated issues that will determine the success or failure of a regional fare card project.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Seek a variety of funding sources to support a regional fare card project, and offer a finance plan that encourages participation.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.Experience of seven partner public transportation agencies in the Central Puget Sound region of Washington in setting up a regional fare card program.
Incorporate proven technologies and false alarm reduction strategies in the design of future Automotive Collision Avoidance Systems (ACAS).Experience from a Field Operational Test (FOT) in Michigan to evaluate an Automotive Rear-End Collision Avoidance System.
Conduct systems engineering process improvement reviews in order to identify, prioritize, and refine systems engineering processes.Florida DOT's experience in performing systems engineering process improvement reviews.
Recognize staffing and communication needs for Advanced Traveler Information Systems (ATIS) projects.Experience from the Pennsylvania Turnpike Commission.
Recognize integration issues in Advanced Traveler Information Systems (ATIS) Projects, and follow the systems engineering approach to establish a project's foundation.Experience from the Pennsylvania Turnpike Commission.
Assess needs and communication infrastructure capabilities for the design of an Advanced Traveler Information System (ATIS).Experience from the Pennsylvania Turnpike Commission.
Enhance transit safety and security systems by integrating voice and data technologies and by leveraging video-based systems.Experience with emerging transit ITS technologies and trends.
Be aware of the challenges of disseminating travel information during disasters in rural areas.Experiences of a panel of experts in disaster information dissemination.
Closely coordinate the content and delivery of travel information messages to the public during disasters.Experiences of a panel of experts in disaster information dissemination.
Adequately plan for the ATIS operational needs for communicating with the public during disasters.Experiences of a panel of experts in disaster information dissemination.
Maintain, reinforce, and expand existing programs to improve traffic signal operations.Wisconsin’s experience with operating and maintaining a statewide traffic signal system program.
Include driver age, time of day, and intersection characteristics in the design of red light violation algorithms and warning systems, and their field operational tests.Knowledge gained from an analysis of four years of red light violation data gathered from 11 signalized intersections in Sacramento, California
Adopt best practices for integrating emergency information into Transportation Management Center (TMC) operations to improve performance and increase public mobility, safety and security.Experience from 38 TMCs across the country.
Invest in research and development for emergency integration.Experience from 38 TMCs across the country.
Extend the application of emergency integration best practices to further improve emergency operations.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.Experience from 38 TMCs across the country.
Plan for the transport of special need populations, such as nursing home residents, during no-notice evacuations by advance identification of wheelchair accessible buses and shelters.Experience from a no-notice evacuation moving residents from nursing homes to escape the plume from a hazardous-materials fire.
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.Experience from no-notice evacuations transporting prisoners from a county jail to a safe zone.
Consult with traffic engineers early in the process of no-notice evacuations to secure the use of traffic management resources and to identify routes for evacuation and re-entry.Experience from an emergency incident in which 3,000 residents were evacuated under no-notice conditions due to a toxic chemical spill.
Establish a centralized database for all winter maintenance-related weather information.An Idaho Transportation Department experience in Road-Weather Information System integration.
Maximize the value of an RWIS investment for maintenance staff through follow-on staff training and usage tracking.An Idaho Transportation Department experience in Road-Weather Information System integration.
Integrate various types of road weather information to promote utilization by the public.An Idaho Transportation Department experience in Road-Weather Information System integration.
Consider the pros and cons of performance bonds as they may not be appropriate for all types of procurements.The Riverside Transit Agency experience with the terms and conditions for procuring equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Exercise careful planning in preparation for issuing an RFP to help mitigate cost, schedule, and performance risks.The Riverside Transit Agency experience with the methods of award and terms and conditions used to procure equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Consider issuing separate awards for specific project components when procuring divergent technologies, equipment, or services.The Riverside Transit Agency experience with the methods used to procure equipment and software for automatic vehicle location (AVL) and computer-aided dispatch (CAD).
Determine agency capability level when selecting the most appropriate ITS procurement package. Experience from a review of ITS contracting methods and practices. Step 4 of the Decision Model.
Implement manual scheduling or the right scheduling software based on the needs of the Transportation Management Center.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Identify a single agency to be responsible for maintenance of an emergency vehicle preemption system.The experience of multiple agencies with emergency vehicle preemption systems.
Conduct rigorous testing prior to deployment of an emergency preemption system to avoid potential problems and negative system impacts.The experience of multiple agencies with emergency vehicle preemption systems.
Apply differentiators to select the appropriate procurement package for any ITS project.Experience from a review of ITS contracting methods and practices. Step 6 of the Decision Model.
Create a Transportation Management Center staffing plan that ensures appropriate staffing, staffing skills, and organization adaptability.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.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Categorize each project by level of complexity and risk to determine the most appropriate ITS procurement package. Experience from a review of ITS contracting methods and practices. Step 3 of the Decision Model.
Implement different scheduling practices depending on the needs of the Transportation Management Center.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Determine work distribution for the ITS project when selecting an appropriate procurement package. Experience from a review of ITS contracting methods and practices. Step 2 of the Decision Model.
Implement different staffing arrangements to meet various scheduling demands at a Transportation Management Center.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Consider tolling as a tool for managing travel demand and increasing efficiency, as well as for generating revenue.Recommendations from the Washington State Comprehensive Tolling Study
Optimize staffing and scheduling at Transportation Management Centers by using job and workload analysis techniques.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. The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Engage in project planning and make initial decisions about the ITS procurement process. Experience from a review of ITS contracting methods and practices. Step 1 of the Decision Model.
Prioritize constraints when designing a Transportation Management Center work schedule to help alleviate the complexity of scheduling problems.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Select the applicable Systems Engineering Process in the procurement of ITS.Experience from a review of ITS contracting methods and practices. Step 5 of the Decision Model.
Consult agency procurement personnel in the final selection of the appropriate ITS procurement package and in the definition of the terms and conditions.Experience from a review of ITS contracting methods and practices. Steps 7 and 8 of the Decision Model.
Plan comprehensively to ensure a more effective staffing plan.The United States and Canada's experience with Transportation Management Center staffing and scheduling.
Use a flexible approach and accepted techniques for project management.Maryland, New York, and Connecticut's experience with electronic toll collection and electronic screening.
Apply process re-engineering techniques to increase the likelihood of successful ITS deployment.Maryland, New York, and Connecticut's experience with electronic toll collection and electronic screening.
Employ the core set of measures, as appropriate, to measure customer satisfaction with 511.Experience from Implementing a Standard Evaluation Approach and Measures as Part of the Arizona 511 Model Deployment.
Address the technical issues associated with using Voice over Internet Protocol (VoIP) phone systems to access 511 and other N11 services.Experience from an exploration of 511 Emerging Technology Issues
Consider requirements definition and system design Issues for Archived Data Management Systems.Experience from six Archived Data Management Systems case studies.
Adhere to the proposed standard evaluation approach in order to facilitate high response rates and to collect reliable data on 511 implementation.Experience from Implementing a Standard Evaluation Approach and Measures as Part of the Arizona 511 Model Deployment.
Carefully consider the overall design and content of the 511 customer survey questions. Experience from Implementing a Standard Evaluation Approach and Measures as Part of the Arizona 511 Model Deployment.
Develop a Concept of Operations (ConOps) to help project partners stay focused on the true needs of an ITS deployment.The City of Lincoln, Nebraska’s experience in using systems engineering practices to define needs for an Automated Vehicle Location (AVL) project.
Pursue a vigorous 511 marketing program, especially to promote new types of information targeted to specific user groups.An Arizona Department of Transportation experience in 511 implementation.
Expect to spend time and effort in testing and refining the voice recognition features of a 511 system.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.An Arizona Department of Transportation experience in 511 implementation.
Perform System Monitoring of 511 Systems.A national experience with the development and deployment of 511 Systems.
Install an electronic transit card system to enhance rural transit agency performance and coordinate human service transportation between agencies to achieve more efficient services.New Mexico's experience with the implementation of Intelligent Coordinated Transit Smart Card Technology
Anticipate challenges in planning and deploying smart card technology in a rural environment.New Mexico's experience with the implementation of Intelligent Coordinated Transit Smart Card Technology.
Involve and collaborate with a broad range of users during software design, development, testing, and deployment to increase the return on investment.New Mexico Department of Transportation's experience in designing and deploying a web-based software application to simplify the increasing complexity of coordinating rural transit funding.
Test new signal timing plans, even on a shoestring budget.Experience from a synthesis of signal timing projects.
Conduct a site survey when developing a new signal timing plan. Experience from a synthesis of signal timing projects.
Make traveler information systems at tourist attractions more useful by targeting tourists in marketing and promotion efforts and orienting user interfaces to tourists.Experience nationwide with traveler information systems in tourism areas
Develop a user-oriented system for displaying travel time messages on dynamic messages signs. Four American Cities' experiences with Travel Time Messaging on Dynamic Message Signs.
Optimize travel time messaging operations by improving the way in which data is collected, analyzed, and displayed. Four American Cities' experiences with Travel Time Messaging on Dynamic Message Signs.
Employ the use of critical ITS technologies in the emergency management of transportation operations during biohazard incidents.Application of technology for transportation operations in biohazard emergencies.
Use the U.S. Department of Transportation's Biohazard Operational Concept as a blueprint to guide the development of a biohazard event management plan.Recommendations for defining the organizational structure, processes and policies for transportation management during a biohazard incident.
Manage response to a biohazard emergency using Emergency Activation Levels, an Incident Management System, and Emergency Operations Centers.Recommendations for defining the system of direction and control of a state DOT for transportation management during a biohazard incident.
Treat maintenance staff as the client and encourage their participation in the ATIS planning and deployment processes.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Consider data ownership issues early when contracting with the private sector data providers and avoid limited use clauses. Florida DOT’s experience with public/private traffic monitoring.
Treat maintenance staff as customers and beneficiaries of ATIS information.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Treat system operators as the client and consider their perspectives during ATIS project development.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Consider that integration with existing ITS technologies and the vendor selection process can impact project implementation schedules and costs.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Implement ATIS technology in a way that supports the maintenance staff.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Utilize clearance time incentives when contracting with towing service providers to reduce incident clearance times.Florida’s Turnpike Enterprise experience with innovative contracting for incident management services.
Consider how implementing an ATIS system will impact staffing and training requirements.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Consider that ATIS deployment in rural and/or remote areas presents special challenges.Washington's experience in deploying five Advanced Traveler Information System (ATIS) projects and developing a standardized approach for evaluating ATIS projects.
Implement standardized procedures for sharing, accessing and storing transportation data across the enterprise. Five transit systems' experiences with geographic data systems technology investment.
Beware of the likely trade-off between a decrease in the frequency of right-angle crashes and an increase in the frequency of rear-end crashes when considering installation of red-light-cameras.Experience from a national evaluation of red-light cameras
Define a process within your organization for the consistent application of systems engineering methodsFlorida DOT’s experience in adopting a systems engineering process.
Integrate with the state and National Intelligent Transportation System (ITS) Architecture and develop systems using open standards and established guidelines.The experience of several states in the implementation of ITS to rural transit.
Use transit intelligent transportation systems (ITS) technologies in rural areas to save agency staff time and create a more user-friendly system.The experience of several states in the implementation of ITS to rural transit.
Develop partnerships with state and local agencies to help successfully implement intelligent transportation systems (ITS) in rural transit.The experience of several states in the implementation of ITS to rural transit.
Provide drivers with sufficient managed lane information that can be easily disseminated and understood. A guidance provided by the Texas Transportation Institute on providing user information in managed lanes facilities.
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.Experience gained from the inauguration of the Portland Regional Transportation Archive Listing (PORTAL).
Balance project goals against the constraints and capabilities of project partners.Virginia DOT’s experience integrating data from public works and public safety agencies.
Evaluate administrative and support staffing needs to close gaps in ITS operational support.A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Foster efficiency and joint commitment by promoting an open and cooperative relationship among all parties involved in the project.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. Boston, Massachusetts’s experience with transportation planning for special events.
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.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.Virginia DOT’s experience integrating data from public works and public safety agencies.
Develop a unified approach for a statewide intelligent transportation systems (ITS) deployment policy.A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Take advantage of special events opportunities to inspire interagency cooperation and deployment of advanced transportation management technologies.Boston, Massachusetts' experience with transportation planning for special events.
Evaluate and upgrade TOC maintenance programs on an on-going basis. A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Keep the public informed with current accurate information to promote knowledgeable travel decisions. Boston, Massachusetts’s experience with transportation planning for special events.
Develop early deployment and rapid prototyping strategies to improve the project development process.Virginia DOT’s experience integrating data from public works and public safety agencies.
Consider public/private partnerships and unique financing methods as ways to cover costs for managed lanes projects.Guidance provided by the Texas Transportation Institute on funding and financing managed lanes projects.
Strengthen existing maintenance and repair capabilities at Transportation Operation Centers (TOCs).A New Jersey Department of Transportation experience with ITS operations and maintenance in Transportation Operations Centers (TOCs).
Plan sufficient time for facilitating and accommodating interagency relationship-building for major events. Boston, Massachusetts’s experience with transportation planning for special events.
Recognize the value of inter-agency partnerships when implementing ITS projects.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Maintain owner control and consistent oversight when using a System Integrator for project implementation to keep project on time and on budget.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Consider dividing a large ITS project into manageable task orders.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Apply systems engineering principles for improved project management.A Colorado DOT experience in deploying a large multi-jurisdictional ITS project
Consider changeable message sign (CMS) positioning, data archive requirements, and traffic demand when considering deployment of a dynamic late merge system.Experience of the Minnesota Department of Transportation in deploying a dynamic late merge system.
Develop a detailed cardholder recruitment plan in the planning phase of the project, to provide guidance on processes to set pricing, and to ensure high user involvement and loyalty.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.
Seek assurances from your suppliers and sub-contractors, that their production and manufacturing schedules will meet your project schedule and inventory requirements throughout the lifecycle of the project.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.
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.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.
Provide for large sample sizes when conducting before/after data collection efforts, to avoid impacting the ability to reveal statistically significant differences during the evaluation's statistical analysis.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.
Include significant planning and development time in the overall project schedule to accommodate identifying and addressing the various compatibility issues, to integrate existing legacy system equipment across multiple agencies.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.
Establish a clear understanding among all partners on the level of technical support to be provided by suppliers and integrators, as equipment provided in-kind or at a reduced cost is often provided with minimal technical support.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.
Share data among stakeholders to improve quality and identify errors, especially in large data sets.A synthesis of nationwide experiences with data sharing.
Address data privacy and security concerns early to facilitate the preparation of formal data sharing agreements.A synthesis of nationwide experiences with data sharing.
Incorporate operational performance measures in strategic and long-range plans.A Washington State DOT experience in linking performance measurement to strategic planning.
Enhance collaboration by sharing office space among operations stakeholders.Ohio's experience with the development of a multi-jurisdictional operations facility.
Find innovative funding resources to help finance management and operations (M&O) strategies and ITS.The experience of several agencies with innovative funding.
Link the funding of management and operations (M&O) strategies and ITS to regional transportation planning goals.An Albany, NY, metropolitan planning experience in funding allocation.
Consider the appropriateness of different lane management strategies.The experience of managed lanes projects in California, Texas and New Jersey.
Utilize public education and outreach in managed lane projects.The experience of managed lanes projects in California, Texas and New Jersey.
Consider operational issues of electronic toll collection and enforcement with value pricing projects.The experience of managed lanes projects in California, Texas and New Jersey.
Engage in comprehensive planning and coordination of managed lanes projects.The experience of managed lanes projects in California, Texas and New Jersey.
Engage in active management of managed lanes projects.The experience of managed lanes projects in California, Texas and New Jersey.
Build support for operations and management activities by using data collected and archived to demonstrate data archival benefits. National experience using archived traffic detector data for monitoring highway performance.
Gather information on activities and events that can affect system performance. National experience using archived traffic detector data for monitoring highway performance.
Implement compatible Electronic Toll Collection systems in every state.A retrospective of what's been learned since the first ITS Strategic Plan developed in 1992.
Encourage agencies collecting data to use the collected data to improve their own agency functions.National experience using archived traffic detector data for monitoring highway performance.
Provide reliable travel time information to increase user satisfaction with ITS applications.A retrospective of what's been learned since the first ITS Strategic Plan developed in 1992.
Promote local use of archived data for performance monitoring as a means of improving the interpretation of system performance at the national level. National experience using archived traffic detector data for monitoring highway performance.
Present information graphically to improve comprehension.National experience using archived traffic detector data for monitoring highway performance.
Use dynamic lane merge systems to improve operations in long term construction zones.Michigan Department of Transportation's experience with a dynamic lane merge system (DLM)
Consider using real time traffic control system to overcome mobility and safety obstacles in a work zone.An Illinois Department of Transportation experience using ITS in work zones.
Use available datasets that can eventually capture the benefits of improved or ideal data, instead of waiting for a silver bullet dataset.National experience using archived traffic detector data for monitoring highway performance.
Establish and thoroughly document accurate data collection and management procedures with the involvement of traffic managers.National experience using archived traffic detector data for monitoring highway performance.
Ensure active oversight by knowledgeable state government staff of any complex ITS integration work that involves multiple contractors working simultaneously.A State of Connecticut experience with deployment of CVISN.
Assure success by involving all the relevant state agencies and the motor carrier industry early in the CVISN development process.A State of Connecticut experience with CVISN deployment.
Maintain frequent and open communications with other states and the federal government when developing and deploying new, complex ITS technologies.A State of Washington experience with CVISN deployment.
Work with the trucking industry to assure success in deploying an electronic credentialing system for commercial vehicles.A State of Washington experience with CIVISN 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.Washington State’s experience with deploying Commercial Vehicle Information Systems and Networks (CVISN) Electronic Credentialing.
Follow accepted guidelines to create concise, effective messages to communicate to the public using Dynamic Message Signs (DMS).Guidance from a Dynamic Message Sign handbook and from the use of DMSs in metropolitan areas.
Use recommended practices to provide accurate travel time messages to the public using Dynamic Message Signs (DMS).Experiences and guidance from the use of DMSs in metropolitan areas.
Develop a strategic maintenance and operations plan to improve efficiency and productivity.Kentucky's experience with employing strategies to support and coordinate ITS maintenance and operations activities.
Limit CMS message length to allow for adequate reading time at high speeds.Best practices for use of CMS shared from several states.
Strike a balance between CMS content and the driver's ability to read at 65 mph when posting AMBER alerts.The experience of several states regarding AMBER alerts.
Assure accurate late train arrival forecasts in support of a Connection Protection system.Experience of the Utah Transit Authority in implementing a Connection Protection program for rail-to-bus passenger transfers in Salt Lake City.
Incorporate real-time bus and train location information in the Connection Protection algorithm.Experience of the Utah Transit Authority in implementing a Connection Protection program for rail-to-bus passenger transfers in Salt Lake City.
Adjust bus schedules to assure adequate time to accomplish rail-to-bus connections, given the risk of late train arrivals at connecting stations.Experience of the Utah Transit Authority in implementing a Connection Protection program for rail-to-bus passenger transfers in Salt Lake City.
In preparation for managing transportation in catastrophic emergencies, identify agencies and their decision makers to interact with, and establish effective coordination with them to execute response.Experience nationwide with responding to catastrophic events
Ensure redundancy of critical components in transportation support systems to be used in case of an emergency.Experience nationwide with responding to catastrophic events
Ensure reliable and interoperable communication between transportation and public safety agencies and use ITS to promptly disseminate travel updates to the public during emergencies.Experience nationwide with responding to catastrophic events
Sustain ITS network operations and interagency communications during emergencies by ensuring provisions for alternate power supply and telecommunications services.Experience nationwide with responding to catastrophic events
Include ITS in the State's long-range transportation plan (LRTP) to take advantage of project synergies and stable funding.A Delaware DOT experience in ITS Planning.
Develop and rehearse an emergency response plan for managing catastrophes with minimum panic, disruption and loss.Experience nationwide with responding to catastrophic events
Minimize technical issues encountered with integrating ITS components by planning for issues and developing solutions prior to project implementation.TriMet’s experience with the deployment of Transit Tracker in Portland Oregon.
Recognize the value of other agencies' experiences when planning an ITS project.TriMet's experience with the deployment of Transit Tracker in Portland Oregon.
Involve both public and private sectors in disseminating emergency management and disaster recovery information A nationwide evaluation of Advanced Traveler Information Systems and emergency management
Recognize potential institutional issues when deploying an ITS system.TriMet’s experience with the deployment of Transit Tracker in Portland Oregon.
Adopt a performance-based, proactive approach to traffic signal system operations in order to maximize operational efficiency.The City of Minneapolis Department of Public Works' experience.
Maintain adequate funding and personnel levels to maximize efficient operation of traffic signal systems operations.The City of Minneapolis Department of Public Works' experience.
Use a regional approach for traffic signal systems operations to realize cost efficiencies.The City of Minneapolis Department of Public Works' experience.
Follow a rigorous financial approach for estimating the true costs & savings from outsourcing highway maintenance services.Experiences from Massachusetts, Virginia, Oklahoma, Texas, Florida and British Columbia in outsourcing highway maintenance services.
Coordinate extensively with other stakeholder agencies.New Mexico’s experience planning, deployment and operating a work zone traffic and incident management system.
Deliver a successful project by satisfying expectations of key stakeholders and managing resources efficiently.Washoe County, Nevada's experience with transit ITS implementation.
Consider co-locating transportation and public safety professionals to improve interagency cooperation for traffic incident management.Minnesota DOTs experience with co-location of incident management partners.
Use ITS to implement a reliable communications system in work zones.New Mexico’s experience in planning, deploying and operating a work zone traffic and incident management system.
Ensure initial and ongoing success of ITS deployments by providing sufficient start-up time, maintaining flexibility, and performing maintenance needs in-house.New Mexico’s experience with 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.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.Washoe County, Nevada's experience with transit ITS implementation.
Build public awareness of large-scale construction projects and keep the public informed of work zone schedules to help minimize the associated travel impacts.New Mexico’s experience planning, deployment and operating a work zone traffic and incident management system.
Investigate procurement alternatives of leasing, buying, or building equipment to minimize operations and maintenance costs.Montana Department of Transportation's experience in procuring hardware and software for the statewide 511 traveler information system.
Allocate adequate staff time for planning and management oversight to monitor progress and address issues.Montana Department of Transportation's experience in human resource and personnel management during implementation of the statewide 511 traveler information system.
Provide accurate and timely road condition and weather forecast information to rural travelers in cold weather regions.Montana Department of Transportation’s experience in designing and deploying the statewide 511 traveler information system.
Anticipate and plan for potential institutional barriers, especially in multi-agency deployments.Alaska DOT&PF’s experience integrating a common technology into its ITS and IT plans.
Anticipate and plan for delays in deployment related to weather and the physical environment.Alaska DOT&PF’s experience integrating a common technology into ITS and IT plans.
Identify innovative solutions for deploying Information Stations that report real-time data for weather and traffic monitoring in the event of a hurricane.Experience from nine transportation management projects on hurricane evacuation preparedness.
Develop partnerships for a cost-effective approach to deploy remote traffic count stations that will provide real-time traffic data during a hurricane evacuation.Experience from nine transportation management projects on hurricane evacuation preparedness.
Consider using incentives to encourage the participation of private sector freight operators.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.
Place portable changeable message signs (CMS) on the shoulder or median nearest the discontinuous lane when implementing a dynamic late merge system (DLMS) to manage a work zone.A Minnesota DOT experience in work zone management.
Use a bi-national stakeholder forum to help apply ITS technology at an international border crossing.A public-private partnership experience in deploying a bi-national electronic truck border crossing system at the Washington /British Columbia border.
Monitor emerging security requirements and legislation that may impact commercial vehicle business processes.The IMTC ITS CVO – Border Crossing Deployment stakeholders experience with changes in security policies in Washington State and British Columbia.
Protect data privacy by implementing user authorization levels for sensitive information.The Washington State and British Columbia experience in developing a fully operational and bi-national electronic commercial vehicle operations (CVO) border crossing system.
Use an interoperable transponder to assure maximum benefits to both the private and public sector.The Washington State and British Columbia experience in using transponders as part of the IMTC ITS CVO – Border Crossing Deployment.
Ensure that ITS field operations tests use technologies and applications that are proven to be deployment ready.Experience with a Field Operational Test for the Intelligent Vehicle Initiative in Minnesota
Include sufficient safeguards to ensure the integrity of the fiber-optic communications infrastructure for ITS.Silicon Valley Smart Corridor's experience with safeguards and monitoring of integrated freeway, arterial and incident management systems and impact on deployment delays.
Realize that stakeholder policies, priorities, and personnel training are critical to ensure consistency and schedule adherence in deploying integrated systems.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.
Adopt adequate and thorough procurement processes which cover purchases of both standardized commodity type equipment and highly complex integrated ITS components.Silicon Valley Smart Corridor’s experience with procuring equipment for the development of an integrated freeway, arterial and incident management system.
Design the 511 system to handle the surge in call volume during major events.A national experience with the development and deployment of 511 Systems.
Perform before-research to determine what customers want from 511 services and continue to evaluate the system after implementation.A national experience with the development and deployment of 511 Systems.
Make sure 511 Systems are customer and market driven to help ensure they are utilized by travelers.A national experience with the development and deployment of 511 Systems.
Understand that deployment costs of 511 systems will vary based on system capabilities and anticipate the challenges of identifying these costs early in the process.A national experience with the development and deployment of 511 Systems.
Recognize that interoperability is becoming an important issue in achieving the vision of a nationwide 511 system.A national experience with the development and deployment of 511 Systems.
Implement infrastructure-based collision avoidance technology to mitigate risks at crash prone intersections.A research project based on literature reviews and working with Virginia, California, and Minnesota.
Maximize Field Operational Test (FOT) success by creating a sound experimental design and data acquisition plan.Experience from a Field Operational Test (FOT) in Michigan to evaluate a Roll Advisor and Control (RA&C) system for commercial vehicles.
Improve management and operational procedures during a natural disaster by extending and supporting communication systems and networks. A Texas Department of Transportation (TxDOT) experience with Tropical Storm Allison's effect on the Houston Metropolitan Transportation system.
Provide ITS training for transit systems managers, operators, and maintenance personnel when deploying Advanced Public Transportation Systems.Recommendations for deploying ITS for transit in Birmingham, Alabama.
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.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.An Acadia National Park experience in ITS deployment.
Standardize the system environment.Utah DOT’s experience using configuration management.
Execute thorough configuration management from the start of an ITS project to help prioritize implementation activities.A Utah experience in technical integration.
Consider potential system enhancements to meet heavy demand.Utah DOT’s experience managing the development and deployment of arterial and freeway management systems
Define your agency's expectations of a new system and a robust set of system requirements and then choose the software that meets your requirements.Utah DOT's experience using configuration management.
Involve agency staff in the software development process by co-locating them with the development team.Utah DOT’s experience using configuration management.
Create a strong System Manager role to focus accountability and clarify roles and responsibilities with multiple contractors.Utah DOT’s experience managing the development and deployment of arterial and freeway management systems.
Recognize that institutional and organizational issues will require considerable attention throughout the ITS project deployment process.Five rural transit agencies' experiences in applying ITS to rural transit.
Ensure effective public and stakeholder outreach in order to garner support for HOT lanes. Texas and California's experience with deploying High Occupancy Toll lanes.
Train staff throughout the deployment of transit ITS projects to ensure successful implementation and use of ITS resources.Five rural transit agencies' experiences in applying ITS to rural transit.
Utilize standard highway project management procedures and tools to successfully implement HOT lane projects.Texas and California's experience with deploying High Occupancy Toll lanes.
Consider different operational strategies when deploying ITS.Five rural transit agencies' experiences in applying ITS to rural transit.
Develop a thorough installation and implementation process as part of the ITS deployment.Five rural transit agencies' experiences in applying ITS to rural transit.
Examine multiple funding sources and anticipate unforeseen costs associated with deploying transit ITS.Five rural transit agencies' experiences in applying ITS to rural transit.
Design an ITS procurement process carefully to ensure the best outcome for vendor selection and performance.Five rural transit agencies' experiences in applying ITS to rural transit.
Consider various technical applications and processes, such as using GIS, evaluating systems compatibility and the facility for upgrades, when deploying ITS.Five rural transit agencies' experiences in applying ITS to rural transit.
Establish and follow a comprehensive project plan in anticipation of the deployment of ITS resources.Five rural transit agencies' experiences in applying ITS to rural transit.
Set toll prices and vehicle occupancy requirements to maintain favorable travel conditions on HOT lanes. Texas and California's experience with deploying High Occupancy Toll lanes.
Adequately invest and plan for the deployment of an Advanced Public Transportation System (APTS).Experience from the Cape Cod Advanced Public Transit System.
Recognize the data requirements of an Advanced Public Transportation System (APTS).Experience from the Cape Cod Advanced Public Transit System.
Participate in truckers' meetings to advertise new freight advanced traveler information systems, communicate changes in existing systems, and obtain feedback from stakeholders.Experience in mobility management and freight data in Washington State
Enable and enforce managed lane facilities using various ITS tools.The experience of four State DOTs and Canada in enforcing managed lanes facilities.
Develop a long term vision for an Advanced Public Transportation System (APTS).Experience from the Cape Cod Advanced Public Transit System.
Establish the fundamental technical nature of the ITS project, and be realistic about the participants' associated technical capabilities and limitations.A Washington State Department of Transportation implementation of a regional ATMS.
Structure software development ITS projects as a series of phased, smaller tasks with specific, incremental deliverables and associated acceptance testing.A Washington State Department of Transportation implementation of a regional ATMS.
Ensure having a management-level champion to facilitate recruitment of participants and retain operational staff.An experience of human resource challenges in the multi-agency deployment for the Electronic Intermodal Supply Chain Manifest Operational Test.
Create a successful public-private agency partnership based on good communications, flexibility, and minimal impact to partners' customers to deploy new technology.A Washington State experience with testing of electronic container door seals through a freight supply chain.
Establish a strong acceptance testing program, with independent code reviews, for ITS projects with software product deliveries.A Washington State Department of Transportation implementation of a regional ATMS.
Establish a clear, specific vision of the products and functional objectives of the ITS project, and communicate that vision throughout the project.A Washington State Department of Transportation implementation of a regional ATMS.
Expect that new technology will require modifications before it is useable.A Washington State experience with testing of electronic container door seals (E-seal) through a freight supply chain.
Address critical issues early in the ITS work zone management system development and deployment processes, and allow sufficient start-up time.The experiences of four state DOTs using ITS in work zones.
Employ a proactive approach for building public awareness of the project requiring a work zone and deliver accurate information to the public. The experiences of four state DOTs using ITS in work zones.
Foster cooperation among stakeholders when building institutional integration for ITS deployment.Nationwide experience with institutional integration for a Regional ITS Architecture.
Use a systems engineering approach for technical integration of ITS.Nationwide experience with ITS integration.
Use the National ITS Architecture's User Services and User Service Objectives to reduce the effort required for planning and streamline the process of developing a regional ITS vision.National experience developing regional ITS visions.
Include certain components to make the Regional ITS Strategic Plan useful in implementation.National experience developing Regional ITS Strategic Plans to guide implementation.
Create multi-modal ITS plans focusing on needs and update them frequently, balancing process and projects and considering communication and coordination while ensuring that adequate resources are dedicated to implementation.National experience with ITS strategic planning at the overview level.
Use the systems goal/objectives as the initial source of desired system functionality and then use concepts in the National ITS Architecture to develop appropriate ITS projects.National experience identifying desired ITS functionalities and developing projects to perform them.
Recognize that rapid technological advances are taking place in the ITS industry when selecting specific ITS technologies.National experience selecting specific ITS technologies for regional and rural application.
Identify regional needs from the bottom up and ensure that specific rural needs are not neglected in state/regional ITS strategic plans.National experience with performing regional inventories and defining needs for ITS strategic plans.
Take advantage of FHWA's investment in the National ITS Architecture, training, and technical assistance to minimize the effort required to develop a Regional ITS Architecture.National experience developing Regional ITS Architectures.
Make use of the National ITS Architecture's Market Packages and associate them with identified needs to streamline the decision-making process for regional ITS plans.National experience using Market Packages to create regional ITS plans.
Ensure adequate time and resources are available at the end of the creation of the Regional ITS Strategic Plan for ongoing stakeholder outreach.National experience gaining stakeholder acceptance of Regional ITS Strategic Plans.
Get stakeholders involved in the process to increase the chances for successfully implementing a Wireless Enhanced 9-1-1 system.Experience from the New York State Wireless Enhanced 9-1-1 Project
Analyze system performance beyond traditional notions of average conditions to reveal impacts of various combinations of ITS and infrastructure elements and be sure to choose appropriate performance measures to fully understand theses impacts.Seattle's experience with evaluating ITS alternatives.
Provide ITS data at different aggregation levels as well as unaggregated data to satisfy diverse user needs.National experience with ITS data archiving, sharing and usage.
Improve ITS data quality to achieve better analysis standards.National experience with ITS data archiving, sharing and usage.
Provide easy and low-cost access to ITS data to facilitate data usage.National experience with ITS data archiving, sharing and usage.
Design the system to withstand the demands of the physical environment in which it will be deployed.Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting.
Set attainable goals when developing a business model for ITS projects.The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region.
Design and tailor system technology to deliver information of useful quality and quantity, that the user can reasonably absorb.Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting
Utilize a flexible procurement method that allows for thorough and detailed negotiations when procuring ITS products and services.The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region
Implement 511 using the Guidelines issued by the 511 Deployment Coalition.The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region
Plan for ongoing logistical support, including the designation of a project champion.Virginia's experience implementing a pilot automatic vehicle location (AVL) system in an urban winter maintenance operations setting.
Consider using the public-private partnering method to provide ITS services.The Florida Department of Transportation's experience with implementing a regional ATIS program in the Miami tri-county region.
Be sure to identify and take into account features unique to each state when designing and deploying ITS technology projects across multiple states.Experience from technical integration of commercial vehicle safety and fitness data in the eastern United States.
Consider seven key planning requirements of an effective ITS Program.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.Experience from a case study of the Virginia Department of Transportation’s I-81 ITS Program.
Identify all transportation, incident management, and emergency response entities and strive to resolve issues with semantics and terminology among different agencies.The experiences in multi-agency coordination, emergency response, and transportation operations within the National Capital Region on September 11, 2001.
Provide a single message to the public to assure consistency and to correct inaccurate crisis information.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.
Plan for system redundancies to ensure appropriate incident response activities and continuity of operations during emergency situations.The National Capital Region's experiences in emergency response after September 11, 2001.
Target training and documentation to reduce barriers to maintenance personnel's adoption of a roadway weather information system.The Washington State Department of Transportation's experience in using road weather information systems for proactive maintenance practices.
Partner with neighboring agencies, either formally or informally, to address institutional challenges and benefit from cross-jurisdictional traffic signal coordination.The experience of five regions with cross-jurisdictional signal timing.
Hire properly trained staff to deploy and maintain traffic signal systems.Agencies share experiences managing and operating traffic signal systems.
Use task order contracts to develop, deploy, and maintain traffic signal control systems.An experience based on the synthesis of best practices nationwide.
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.Experience deploying ITS for transit service in a suburban area
Develop a database to better evaluate ITS application implementation.Nationwide experience with assisting transit system managers in deploying ITS.
Identify financial resources and expected costs to conduct a cost/benefit analysis.Nationwide experience with assisting transit system managers in deploying ITS.
Develop a formal ITS data sharing policy for your agencyA survey of transportation agencies and private firms involved in providing traveler information services.
Identify and then become familiar with available ITS technologies to be able to assess which ones are suitable and affordable for the organization. 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.Nationwide experience with assisting transit system managers in deploying ITS.
Do not count on revenue generation from data sharing to subsidize the operation and maintenance expenses of advanced traveler information systems.A survey of transportation agencies and private firms involved in providing traveler information services.
Use speed warning signs on dangerous curves to reduce speeds of trucks.Colorado DOT utilizes low cost system to reduce truck speeds on mountain passes.
Provide traveler information in rural areas to allow for good travel decisions in inclement weather and construction season.Oregon DOTs experience with rural traveler information systems.
Be aware that ITS deployment contracting is complex and may be subject to changes in technologies and market forces.Virginia DOT's experience with delays in contracting for the Hampton Roads Advanced Traveler Information System deployment
Consider the risk that draft ITS standards will not remain stable through further development when deciding whether to use them in an ITS deployment.Hampton Roads, Virginia's experience with immature data-exchange standards for its Advanced Traveler Information System
Establish a champion and open communication among stakeholders to help enable regional smart card programs.Ventura County’s experience with the deployment of an automated transit fare collection system.
Establish technical requirements during the planning stages of the project and monitor on-going performance of those requirements.Ventura County’s experience with an automated transit fare collection system.
Establish a pricing structure for the new fare media that makes them competitive with other available fare media.Ventura County’s experience with an automated transit fare collection system.
Ensure customer acceptance of new technology.Ventura County’s experience with an automated transit fare collection system.
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.Ventura County’s experience with an automated transit fare collection system.
Make system maintenance response time and local presence a priority when selecting a systems integrator.Ventura County’s experience with an transit fare collection system integration.
Deploy ITS systems strategically to achieve benefits.San Antonio’s experience with integration of freeway and arterial management systems.
Integrate freeway and alternate route operations to achieve greater benefits.San Antonio’s experience with integration of freeway and arterial management systems.
Cooperate with organizations representing different operating philosophies, priorities, budgets, and constituents to integrate ITS.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.Major metropolitan areas' experiences with formalized incident management programs.
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.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.Major metropolitan areas' experiences with formalized incident management programs.
Ensure the long-term stability of an interagency incident management program by creating dependencies and by managing for leadership succession.Major metropolitan areas' experiences with formalized incident management programs.
Use ITS Standards to achieve interchangeability and interoperability for Dynamic Message Signs.Experience of nine agencies using Dynamic Message Signs built to NTCIP specifications.
Use non-proprietary software for ITS projects to ensure compatibility with other ITS componentsExperience with the ITS integration effort in the Metropolitan Model Deployment Initiative (MMDI)
Establish the roles and responsibilities for overall management of the project at the onset, and alter the field operation test (FOT) process if needed.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.Irvine, California's experience in implementing a field operational test of an integrated Advanced Transportation Management System.
Integrate market research in the planning process for consumer-oriented projects.Experience in the deployment of a traveler information system for Interstate 95
Develop a regional ITS architecture with a common data server to facilitate ITS integration in a regionExperience with the ITS integration effort undertaken by the Metropolitan Model Deployment Initiative (MMDI)
Establish a working group among public sector partners to address liability issues.A Phoenix area experience with establishing procedures for cross jurisdictional signal control.
Ensure that privatization agreements for the management of toll lanes retain the right for the public agency to improve upon or build transportation facilities that may potentially compete with the privatized toll lanes.Experience from California’s State Route 91 value -priced express lanes.
Overcome staff reluctance to working with ITS by promoting its benefits, soliciting staff feedback, using train-the-trainer programs, and involving union representatives. San Antonio and Indianapolis’s experiences with staffing for ITS.
Strengthen public acceptance of congestion-based pricing of express lanes by preserving the option to use free lanes, maintaining good levels of service, and prioritizing safety.Experience from California’s State Route 91 value -priced express lanes.
Consider the project needs when selecting the most appropriate procurement method.San Antonio and Maricopa County's experiences with a flexible procurement process.
Identify methods to distribute automated vehicle identification tags to improve market penetration when collecting arterial travel speed information.San Antonio's experience with automated vehicle identification tags.
Consider reconfiguring and integrating existing roadway management IT systems whenever possible to save costs associated with implementing new systems.Phoenix’s experiences with integrating roadway management IT systems.
Implement a communication structure across jurisdictions that facilitates the flow of traffic data and allows agencies to coordinate traffic signal timing.Phoenix and Seattle’s experiences with coordinating traffic signal timing across jurisdictional boundaries.
Facilitate the participation of private sector technology companies in the deployment of ITS by using creative approaches to address the assignment of intellectual property rights.Arizona and Washington’s experiences resolving intellectual property rights issues in the development and use of information technologies in ITS applications.
Use an appropriate procurement mechanism to support the implementation of multiple advanced traveler information technologies.Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Develop long-range plans to ensure the success and continuity of advanced traveler information systems. Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Involve the private sector in the implementation of multiple advanced traveler information technologies.Institutional lessons from a partnership to implement emerging ITS technologies in the Seattle metropolitan area.
Use public sector workshops to increase awareness of ITS standards.Minnesota DOT’s experiences with a public sector workshop on ITS standards.
Develop an Incident Management Program strategy and plan.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.Experiences from the Integrated Corridor Traffic Management project in Minnesota.
Allocate sufficient resources for technology deployment and operator training to improve incident detection and verification.Experience of transportation professionals nationwide in developing successful incident management programs.
Manage resources to optimize incident response and clearance times to reduce the impact on traffic flow.Experience of transportation professionals nationwide in developing successful incident management programs.
Follow a modular approach when deploying complex projects in locations with a shortened construction season.Experience from the Integrated Corridor Traffic Management Project in Minnesota
Consider key elements of procurement and contracting when outsourcing telecommunications support services.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Consider the strengths and weaknesses of distributed versus centralized ITS telecommunications systems.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Consider the financial and technical implications of a lease versus own decision for ITS telecommunications systems.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Consider the technology selected for an ITS telecommunications system carefully, as it will impact the cost and the performance of the system.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Ensure that qualified staff with expertise in telecommunications is involved, as planning for and designing a telecommunications network is complicated. Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Conduct a Requirements Analysis to determine the most appropriate ITS telecommunications solution.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Consider procurement and contracting issues for leased versus owned ITS telecommunications systems.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Develop a regional ITS Architecture and a telecommunications ITS architecture as part of a needs assessment for developing the most appropriate telecommunications solution.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Consider the implications of choosing a Competetive Access Provider (CAP) for telecommunications services.Experiences from the Departments of Transportation (DOTS) of multiple states in selecting telecommunications options.
Establish a public-private network for improved project efficiency.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.California's experience with a regional travel information system launched by a public-private alliance.
Develop best and worst case scenarios in order to be prepared in dealing with their consequences.California's experience with a regional travel information system launched by a public-private alliance.
Establish reasonable goals, modify expectations to reflect new developments, and conduct market research before introducing a new technology product.California's experience with a regional travel information system launched by a public-private alliance.
Use appropriate procurement methods when contracting for operations for Transportation Management Centers (TMCs).Eight states' experiences with procurement methods for TMCs.
Use tested and effective traffic management systems for Transportation Management Centers (TMCs). Eight states' experiences with ITS Traffic Management Systems for TMCs.
Select and implement security measures for Transportation Management Center (TMC) based on location and internal operations.Eight states' experiences with security measures for TMCs.
Choose staff training and documentation methods to match individual Transportation Management Center (TMC) needs.Eight states' experiences with training and documentation methods for TMCs.
Consider using contractors for TMC maintenance support.Eight states' experiences with using contractors for TMCs.
Adopt staffing practices for successful Transportation Management Center (TMC) staff hiring and retention.Eight states' experiences with staffing practices for TMCs.
Select Transportation Management Center (TMC) design and location based on individual TMC needs and traffic realities.Eight states' experiences with design and location considerations for TMCs.
Address noise and disruptions to TMCs through effective anticipation and planning.Eight states' experience with noise and disruptions to TMCs.
Select map displays, computers, and software for transportation management centers (TMCs) that minimize cost and decrease complexity.Eight states' experiences with map displays, computers, and software for TMCs.
Develop written policies to address liability issues early.A national experience in assigning liability among project participants.
Address intellectual property rights issues early.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. A Washington State Department of Transportation’s experience with testing of new variable speed limit technology to reduce winter accidents on a mountain pass.
Carefully select a project manager to be responsible for deployment and testing of new ITS technology.A Washington State Department of Transportation (WSDOT) experience with testing of new variable speed limit technology to reduce winter crashes on a mountain pass.
Develop written policies that delimit the use and distribution of data.A national experience with resolving the issues regarding the collection, distribution, and retention of transportation data.
Anticipate challenges with the ITS technology being tested, including problems with software modification and adaptation of previously developed technology.A Washington State Department of Transportation’s experience with testing of new variable speed limit technology to reduce winter accidents on a mountain pass.
Utilize well-equipped safety service patrols to assist highway motorists after vehicle malfunctions or crashes, and to coordinate a safe and efficient response.Testimonials of the benefits of safety service patrols from staff of several state DOTs, travelers, and others.
Use the National ITS Architecture to streamline the development of an integrated framework for deploying effective and interoperable ITS.California, Colorado, Montana, New York and Washington’s experiences with using the National ITS Architecture.
Maximize emergency resources and response by utilizing Automatic Vehicle Location (AVL) capabilities.National experience with AVL.
Install Automatic Vehicle Location (AVL) technology to greatly enhance transit agency performance.Different transit agencies’ experience with AVL.
Define roles and responsibilities clearly in a public/private project to reduce delays.Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Understand the market during the development of an Advanced Travel Information System (ATIS) to reduce project development uncertainty and produce a more functional end product.Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Ensure that team members clearly understand contractual systems to facilitate a public/private project.Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Understand system standards and protocols to save time during the development of an Advanced Traveler Information System (ATIS).Institutional lessons from a test of a wide-area network to communicate traffic conditions in the Seattle area.
Select appropriate technologies to enable emergency notification and response systems to complement traditional 9-1-1 service.Colorado and Washington’s experience with emergency notification and response systems.
Do not build if you can buy existing software products.A national experience in acquiring software for ITS projects.
Make use of different approaches and techniques to manage software acquisitions.A national experience in acquiring software for ITS projects.
Develop a strong collaborative process for software acquisition.A national experience in acquiring software for ITS projects.
Provide consistent and high-quality information to influence traveler behavior.National experience with evaluating user response to freeway management systems.
Focus on detection, response and clearance to improve incident management, only turn to planning diversion routes after these are as robust as possible.National experience with incident management.
Plan diversion routes carefully to avoid negative consequences on designated alternate routes.National experience with route diversion for incident management.
Consider cost-saving strategies and long term needs when making communications investments.National experience with making communications investments for incident management.
Improve demand response transit using ITS technology, including CAD/AVL, with Mobile Data Terminals (MDT), electronic ID cards, and Geographic Information Systems (GIS).Different paratransit agency experiences with CAD/AVL, Mobile Data Terminals, electronic ID cards and GIS, all to accomplish improved operational goals, is outlined.
Develop procurement procedures for public-private partnership projects that address partnership issues. A Virginia Department of Transportation experience in procuring ITS through a public-private partnership.
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