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# Intelligent Transportation Systems (ITS)

# Operational Support Contracts

# Implementation Plan

FINAL REPORT

January 31, 2005

Submitted by

Raman K. Patel, Ph.D., P.E.

Principal Investigator

Transportation Research Center

Civil Engineering Department

Polytechnic University

In cooperation with

University Transportation Research Center, Region 2

City College of New York

New Jersey Department of Transportation

and

U.S. Department of Transportation

[DISCLAIMER STATEMENT]{.underline}

The contents of this report reflect the views of the

Author, who is responsible for the facts and the

accuracy of the data presented herein. The contents do not

necessarily reflect the official views or policies of the

New Jersey Department of Transportation or

the Federal Highway Administration.

This report does not constitute a standard, specification, or
regulation.

+---------------------+-----------+------------+----------+----------+
|                     |           |            | T        |          |
|                     |           |            | ECHNICAL |          |
|                     |           |            | REPORT   |          |
+---------------------+-----------+------------+----------+----------+
| 1\. Report No.      | 2.G       |            | 3\.      |          |
|                     | overnment |            | Rec      |          |
|                     | Accession |            | ipient's |          |
|                     | No.       |            | Catalog  |          |
|                     |           |            | No.      |          |
+---------------------+-----------+------------+----------+----------+
| FHWA-NJ-2005-010    |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| 4\. Title and       |           |            | 5\.      |          |
| Subtitle            |           |            | Report   |          |
|                     |           |            | Date     |          |
+---------------------+-----------+------------+----------+----------+
| Intelligent         |           |            | January  |          |
| Transportation      |           |            | 31, 2005 |          |
| Systems (ITS)       |           |            |          |          |
|                     |           |            |          |          |
| Operational Support |           |            |          |          |
| Contracts           |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            | 6\.      |          |
|                     |           |            | Pe       |          |
|                     |           |            | rforming |          |
|                     |           |            | Orga     |          |
|                     |           |            | nization |          |
|                     |           |            | Code     |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| 7\. Author(s)       |           |            | 8\.      |          |
|                     |           |            | Pe       |          |
|                     |           |            | rforming |          |
|                     |           |            | Orga     |          |
|                     |           |            | nization |          |
|                     |           |            | Report   |          |
|                     |           |            | No.      |          |
+---------------------+-----------+------------+----------+----------+
| ## Raman K.         |           |            | TR       |          |
|  Patel, Ph.D., P.E. |           |            | C-2003-2 |          |
+---------------------+-----------+------------+----------+----------+
| 9\. Performing      |           |            | 10\.     |          |
| Organization Name   |           |            | Work     |          |
| and Address         |           |            | Unit No. |          |
+---------------------+-----------+------------+----------+----------+
| Transportation      |           |            |          |          |
| Research Center     |           |            |          |          |
|                     |           |            |          |          |
| Polytechnic         |           |            |          |          |
| University          |           |            |          |          |
|                     |           |            |          |          |
| Six Metrotech       |           |            |          |          |
| Center              |           |            |          |          |
|                     |           |            |          |          |
| Brooklyn, NY 1102   |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            | 11\.     |          |
|                     |           |            | Contract |          |
|                     |           |            | or Grant |          |
|                     |           |            | No.      |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            | Task     |          |
|                     |           |            | Order#   |          |
|                     |           |            | RF-CUNY  |          |
|                     |           |            | 15\      |          |
|                     |           |            | [NJDOT\] |          |
+---------------------+-----------+------------+----------+----------+
| 12\. Sponsoring     |           |            | 13\.     |          |
| Agency Name and     |           |            | Type of  |          |
| Address             |           |            | Report   |          |
|                     |           |            | and      |          |
|                     |           |            | Period   |          |
|                     |           |            | Covered  |          |
+---------------------+-----------+------------+----------+----------+
| New Jersey          |           |            | Final    |          |
| Department of       |           |            | Report   |          |
| Federal Highway     |           |            |          |          |
| Administration      |           |            | 7/1/03   |          |
|                     |           |            | --       |          |
| Transportation U.S. |           |            | 1/31/05  |          |
| Department of       |           |            |          |          |
|                     |           |            |          |          |
| PO 600              |           |            |          |          |
| Transportation      |           |            |          |          |
|                     |           |            |          |          |
| Trenton, NJ08625    |           |            |          |          |
| Washington, D.C.    |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            | 14\.     |          |
|                     |           |            | Sp       |          |
|                     |           |            | onsoring |          |
|                     |           |            | Agency   |          |
|                     |           |            | Code     |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            | D        |          |
|                     |           |            | TRS99-G- |          |
|                     |           |            | 0002\[US |          |
|                     |           |            | DOT\]    |          |
+---------------------+-----------+------------+----------+----------+
| 15\. Supplementary  |           |            |          |          |
| Notes               |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
|                     |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| 16\. Abstract       |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| The New Jersey      |           |            |          |          |
| Department of       |           |            |          |          |
| Transportation      |           |            |          |          |
| (NJDOT) is          |           |            |          |          |
| currently facing a  |           |            |          |          |
| significant         |           |            |          |          |
| challenge in        |           |            |          |          |
| keeping Intelligent |           |            |          |          |
| Transportation      |           |            |          |          |
| Systems (ITS) at a  |           |            |          |          |
| high level of       |           |            |          |          |
| availability at the |           |            |          |          |
| Transportation      |           |            |          |          |
| Operation Center    |           |            |          |          |
| North (TOC North)   |           |            |          |          |
| and Transportation  |           |            |          |          |
| Operation Center    |           |            |          |          |
| South (TOC South).  |           |            |          |          |
| As more and more    |           |            |          |          |
| components are      |           |            |          |          |
| added to the ITS    |           |            |          |          |
| infrastructure,     |           |            |          |          |
| system              |           |            |          |          |
| administration,     |           |            |          |          |
| system management   |           |            |          |          |
| and system          |           |            |          |          |
| operational support |           |            |          |          |
| become very         |           |            |          |          |
| critical for TOCs.  |           |            |          |          |
| This project was    |           |            |          |          |
| initiated to review |           |            |          |          |
| current issues      |           |            |          |          |
| facing NJDOT and    |           |            |          |          |
| investigate         |           |            |          |          |
| practices of the    |           |            |          |          |
| other states' TOCs, |           |            |          |          |
| and report on the   |           |            |          |          |
| findings that may   |           |            |          |          |
| be helpful to the   |           |            |          |          |
| NJDOT in devising   |           |            |          |          |
| its operational     |           |            |          |          |
| support contracts   |           |            |          |          |
| for TOC North and   |           |            |          |          |
| TOC South.          |           |            |          |          |
|                     |           |            |          |          |
| This report         |           |            |          |          |
| outlines the issues |           |            |          |          |
| faced by the NJDOT  |           |            |          |          |
| in operating and    |           |            |          |          |
| maintaining ITS,    |           |            |          |          |
| and recommends an   |           |            |          |          |
| implementation plan |           |            |          |          |
| for the maintenance |           |            |          |          |
| and support         |           |            |          |          |
| requirements. The   |           |            |          |          |
| report makes        |           |            |          |          |
| recommendations on  |           |            |          |          |
| policy, staffing    |           |            |          |          |
| and operational     |           |            |          |          |
| support needs based |           |            |          |          |
| on the survey       |           |            |          |          |
| results and visits  |           |            |          |          |
| of other states'    |           |            |          |          |
| TOCs, and           |           |            |          |          |
| literature review   |           |            |          |          |
| and examination of  |           |            |          |          |
| the current         |           |            |          |          |
| practices of TOCs   |           |            |          |          |
| in the country. The |           |            |          |          |
| report provides Job |           |            |          |          |
| specifications for  |           |            |          |          |
| the recommended     |           |            |          |          |
| positions. The      |           |            |          |          |
| NJDOT will consider |           |            |          |          |
| these               |           |            |          |          |
| recommendations in  |           |            |          |          |
| developing next     |           |            |          |          |
| steps for the TOC   |           |            |          |          |
| operational support |           |            |          |          |
| for TOC North and   |           |            |          |          |
| TOC South.          |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| 17\. Key Words      |           | 18\.       |          |          |
|                     |           | Di         |          |          |
|                     |           | stribution |          |          |
|                     |           | Statement  |          |          |
+---------------------+-----------+------------+----------+----------+
| ITS, TOC,           |           | No         |          |          |
| Maintenance,        |           | R          |          |          |
| Operational         |           | estriction |          |          |
| Support, System     |           |            |          |          |
| Administration,     |           |            |          |          |
| Fiber Optics,       |           |            |          |          |
| maintenance         |           |            |          |          |
| Contracts, systems. |           |            |          |          |
+---------------------+-----------+------------+----------+----------+
| 19\. Security       | 20\.      |            | 21\. No  | 22\.     |
| Classification (of  | Security  |            | of Pages | Price    |
| this report)        | Classi    |            |          |          |
|                     | fication. |            |          |          |
|                     | (of this  |            |          |          |
|                     | page)     |            |          |          |
+---------------------+-----------+------------+----------+----------+
| Unclassified        | Unc       |            | 121      | NA       |
|                     | lassified |            |          |          |
+---------------------+-----------+------------+----------+----------+
| Form DOT F 1700.7   |           |            |          |          |
| (8-69)              |           |            |          |          |
+---------------------+-----------+------------+----------+----------+

ACKNOWLEDGEMENTS

This project was sponsored by the New Jersey Department of
Transportation (NJDOT) and the Region 2 University Transportation
Research Center (UTRC).

The author would like to thank the members of the Research Project
Selection and Implementation Panel (RPSIP) at the NJDOT, Karl Brodtman,
Lynne Gash, Michael Pilsbury, Mark Smith, Ron Stewart, and Gary Zayas
who helped guide the project. Additionally, Transportation Operation
Center (TOC) supervisor, Mark Smith (TOC South) and manager Michael
Pilsbury (TOC North) assisted in outlining key issues facing both TOCs,
and facilitated the field visits by the project team. We are grateful
for the assistance rendered and patience of Nicholas Vitillo and Karl
Broadtman, the Project Manger.

We are grateful to other state and city TOCs (a contact list is included
in Table 18, page 112), for completing TOCs surveys and information
provided during field visits by the project team.

Finally, the project could not have been successfully completed without
the support from Prof. John C. Falcocchio, Polytechnic University, Prof.
Hualiang (Harry) Teng, formerly at Polytechnic University (now at
University of Virginia), and Prof. Kaan Ozbay at Rutgers University.
Thanks are also due to Jennifer Bassen who was responsible for the
response to the proposal, and Yuko Nakanishi and graduate students who
participated in this research at Polytechnic University. Robert Baker
and Camille Kamaga from UTRC provided support for contract
administration and guidance during the research study.

[TABLE OF CONTENTS]{.underline}

[Page]{.underline}

SUMMARY\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
1

INTRODUCTION\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
4

Importance of Intelligent Transportation Systems (ITS) in New
Jersey\...\....4

The Typical New Jersey Department of Transportation (NJDOT)

ITS
System\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
5

Project
Objectives\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....6

Project
Methodology\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
8

Report
Organization\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
8

ITS MAINTENANCE AND SUPPORT ISSUES FACING
NJDOT\...\...\...\...\...\...\...\...10

Introduction\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
10

NJDOT Transportation Operations Centers
(TOCs)\...\...\...\...\...\...\...\...\...\...\.... 10

NJDOT ITS Maintenance
Objective\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
12

NJDOT ITS Maintenance
Practice\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
13

Addressing the Gap: Desired Information by the
NJDOT\...\...\...\...\...\...\...\.....14

NJDOT ITS Operational Support
Issues\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
16

ITS MAINTENANCE AND SUPPORT PRACTICES OF

OTHER STATES'
TOCs\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
22

Typical Functions Performed by
TOC\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
22

Critical Maintenance Issues Expressed by Other States'
TOCs\...\...\...\...\.... 23

Elements of Maintenance Practices of Other States'
TOCs\...\...\...\...\...\...\.... 24

Maintenance Approach: No One Model Fits All
Needs\...\...\...\...\...\...\...\...\..... 25

Operation and Maintenance Practices of Other States'
TOCs\...\...\...\...\...\... 26

Fiber Optic Cable
Maintenance\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
29

ITS OPERATIONAL SUPPORT CONTRACTS IMPLEMENTATION PLAN\...\..... 31

What is an Implementation
Plan?\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
31

Why Does NJDOT Need an Implementation
Plan?\...\...\...\...\...\...\...\...\...\...\..... 31

Criteria for Development of an Implementation
Plan\...\...\...\...\...\...\...\...\...\...\... 32

Implementation Plan
Elements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
33

CONCLUSIONS\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...72

RECOMMONDATIONS\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....73

Policy
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....
73

Staffing
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...75

Operational Support
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
76

APPENDIX\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
83

Job Specifications for Recommended
Titles\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.... 83

Preventative Maintenance Procedures
Checklists\...\...\...\...\...\...\...\...\...\...\...\....99

> Maintenance
> Activities\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...103

List of TOC Benefits and
Costs\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....105

Operating Cost Eligibility Under Federal-Aid Highway
Program\...\...\...\.....106

Other States' TOCs Contact
Information\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....112

REFERENCES
\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....113

> [LIST OF FIGURES]{.underline}

[Page]{.underline}

Figure 1. TOC North ITS
Elements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\.....11

Figure 2. TOC South ITS
Elements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....12

Figure 3. Typical Functions Performed by
TOC\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....22

Figure 4. Typical Concept of Operations Diagram of a
TOC\...\...\...\...\...\...\...\.....34

Figure 5. NJDOT Statewide Traffic Operations (October
2004)\...\...\...\...\...\...\...35

Figure 6. Annual Maintenance Costs by Type of
Device\...\...\...\...\...\...\...\...\...\.....50

## LIST OF TABLES

Table 1. Summary of
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...
3

Table 2. NJDOT Central ITS System Maintenance
Elements\...\...\...\...\...\...\.... 13

Table 3. NJDOT Field ITS System Maintenance
Elements\...\...\...\...\...\...\...\..... 14

Table 4. Central and Field System Maintenance by Other States'
TOCs\..... 28

Table 5. System Software Maintenance by Other States'
TOCs\...\...\...\...\...\... 28

Table 6. Fiber Optic Cable Maintenance by Other States'
TOCs\...\...\...\...\..... 30

Table 7. Concept of Operations
Elements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
37

Table 8. Cost of Preventative Maintenance per ITS
Device\...\...\...\...\...\...\...\.... 41

Table 9. Preferred Frequency of Preventative Maintenance of

ITS
Elements\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
43

Table 10. Operation and Maintenance Support
Elements\...\...\...\...\...\...\...\...\..... 48

Table 11. Sample Annual Maintenance
Costs\...\...\...\...\...\...\...\...\...\...\...\...\...\...\..... 49

Table 12. Annual Maintenance Costs of the NJDOT ITS
(Partial)\...\...\...\...\..... 49

Table 13. Staffing, Training and Documentation
Elements\...\...\...\...\...\...\...\...\.... 52

Table 14. Sample Estimate for Staffing
Needs\...\...\...\...\...\...\...\...\...\...\...\...\...\...\..... 70

Table 15. Policy
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...74

Table 16. Staffing
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\...\....
75

Table 17. Operational Support
Recommendations\...\...\...\...\...\...\...\...\...\...\...\...\.... 77

Table 18. Other State TOCs Contact
Information\...\...\...\...\...\...\...\...\...\...\...\...\..... 112

## 

## 

[LIST OF ABBREVIATIONS AND SYMBOLS]{.underline}

AASHTO American Association of State Highway and Transportation
Officials

ATMS Advanced Transportation Management System

ATIS Advanced Traveler Information System

CCTV Closed Circuit Television

CM Configuration Management

DMS Dynamic Message Sign

ESP Emergency Service Patrol

ESS Environmental Sensors Station

FHWA Federal Highway Administration

FMS Freeway Management System

FTA Federal Transit Administration

HAR Highway Advisory Radio

IMRT Incident Management Response Team

ITE Institute of Transportation Engineers

ITS Intelligent Transportation Systems

IMRT Incident Management Response Team

ITS Intelligent Transportation Systems

LCR L (Inductance) C (Capacitance) and R (Resistance)

MAGIC Metropolitan Area Guidance Information and Control

MIST Management Information Systems for Transportation (by PB Farradyne)

MTBF Mean Time before Failure

MTTR Mean Time to Repair

NEMA National Electrical Manufacturers Association

NJDOT New Jersey Department of Transportation

NTCIP National Transportation Communications for ITS Protocol

OEM Original Equipment Manufacturer

OTDR Optical Time Domain Refelctometer

RPSIP Research Project Selection and Implementation Panel

RTMS Remote Traffic Microwave Sensor

RWIS Road Weather Information System

SHA (Maryland) State Highway Administration

TMS Traffic Management System

TMC Traffic Management Center

TOC Transportation Operations Center

TRANSCOM Transportation Operations Coordinating Committee

TRB Transportation Research Board

VMS Variable Message Sign

# 

#   {#section-3 .unnumbered}

# SUMMARY

The purpose of this project is to develop an Intelligent Transportation
Systems (ITS) operational support and contract implementation plan for
the NJDOT TOCs. The project was initiated to review the current
operations and maintenance practices of the NJDOT and further
investigate the best practices of other states' TOCs to develop
recommendations for the Research Project Selection and Implementation
Panel (RPSIP). The recommendations stated in this report define
requirements and approach to provide for ITS TOC technical personnel,
either through staffing guidance and/or contracts, so that the ITS will
operate at peak efficiency.

This project began with a simple hypothesis: a better maintenance plan
for ITS systems and devices, and reduced downtime in TOCs for network,
hardware, and software made possible by better system administration
will allow the NJDOT to achieve peak efficiency at both TOCs.

The project took the approach that there are significant number of
successful TOCs in other states that have faced similar challenges and
devised plan that improve their operational efficiency. Towards that
end, the first step was taken to investigate the operational support
issues facing the NJDOT TOCs, followed by the examination of the
practices of other states' TOCs. An extensive literature review was
conducted and the information collected (through surveys and site
visits) was synthesized on current practices of other states' TOCs. This
information became the basis for further analysis and synthesis done by
this project.

Based on this synthesis, 22 specific recommendations in three
categories: Policy, Staffing, and Operational Support, and are made to
the NJDOT and are briefly summarized in Table 1, page 3, with the
implementation timeframe. The detailed discussions on these
recommendations are provided on pages 72 through 81.

The project concluded that by providing TOC mangers with operational
support in three critical areas --- system administration, network
management, and ITS inventory, parts and equipment management, will
improve the system's technical performance and overall operational
efficiency. For each TOC, a team of three additional positions a (system
administrator, a network system technician, and a Purchasing assistant)
is recommended.

The project investigation has also found that the successful practices
of other states' TOCs in initiating preventive maintenance program for
ITS devices have contributed to peak operational efficiency, and the
NJDOT should seriously consider building on successful TOC examples.
System component level performance checks and on the spot repairs will
avoid system breakdowns and reduce system downtime, and raise the will
allow TOCs desired system availability level of 99.67% and higher.

It is anticipated that the RPSIP will consider these recommendations as
part of the NJDOT's next steps towards facilitating ITS operations in
the State. These anticipated next steps may result in additional support
positions at both TOCs and operational support contracts for ITS
maintenance in the State.

**Table 1. Summary of Recommendations.**

  -------- ------------------------------------------------------ ------------
  **\#**   **Policy Recommendations**                             **Time
                                                                  Frame**

  1        Develop a NJDOT TOC Concept Of Operations Plan         Short Term
                                                                  \*

  2        Develop NJDOT TOC Operations Manual                    Short Term

  3        Develop or Integrate a Statewide Policy on Fiber       Long Term \*
           Optics/Wireless Technologies                           

           **Staffing Recommendations**                           

  1        Hire Two New *System Administrators ( One for each     Short Term
           TOC)*                                                  

  2        Hire Two New *ITS Purchasing Assistants (One for each  Short Term
           TOC)*                                                  

  3        Hire Two New *Network Systems Technicians ( One for    Short Term
           Each TOC)*                                             

           **Operational Support Recommendations**                

  1        Strengthen In-house Operational Support by             Short Term
           implementing a statewide ITS *Maintenance Management   
           System* (MMS)                                          

  2        Continue with current In-house fiber optic cable       Short Term
           maintenance, but add two *Network Systems Technicians* 

  3        Strengthen Statewide ITS Support Contract by modifying Short Term
           and renaming the current Statewide ITS maintenance     
           contract to include preventive maintenance of ITS      
           devices                                                

  4        Modify TOC North central system operational support    Short Term
           management with three new positions: *Network System   
           Technician*, *System Administrator and* a *Purchasing  
           Assistant*                                             

  5        Modify TOC South central system operational support    Short Term
           management with three new positions: *Network System   
           Technician, System Administrator*, and a *Purchasing   
           Assistant*                                             

  6        Institute Spare Parts and Equipment Management         Short Term

  7        Develop and Implement a Policy on ITS standardization  Medium Term
                                                                  \*

  8        Purchase Special Vehicles for In-house Maintenance to  Short Term
           include a High-Reach (80 feet) Bucket Truck and a      
           "Network Support" Van for each TOC                     

  9        Procurement of Test Equipment                          Short Term

  10       Evaluate ITS Maintenance Programs                      Short Term

  11       Institute Configuration Management                     Short Term

  12       Institute Logging and Event Tracking System            Medium Term

  13       Incorporate National ITS Architecture User             Medium Term
           Service-Maintenance and Construction Operations (MCO)  

  14       Institute Semi-annual Training Sessions for TOC Staff  Short Term

  15       Convene an Annual TOC Workshop with Peers              Short Term

  16       Continue with Further Research on TOC and Traffic      Medium Term
           Management Issues                                      
  -------- ------------------------------------------------------ ------------

\* The project defines timeframes as: Short Term- 1 to 2 years, Medium
Term- 2 to 5 years, Long Term-over 5 years.

**INTRODUCTION**

**Importance of Intelligent Transportation Systems (ITS) in New Jersey**

As part of fulfilling its mission "to provide reliable, environmentally
and socially responsible transportation and motor vehicle networks and
services to support and improve the safety and mobility of people and
goods in New Jersey", the New Jersey Department of Transportation
(NJDOT) is increasingly relying on the ITS. In recent years, ITS
elements have supported Homeland security and AMBER alert initiatives
that go beyond its original design to preserve and protect vital
transportation infrastructure links in the region.

New Jersey, the most densely populated state in the Nation, needs a
fully operable ITS because it is a vital tool in the effective
management of traffic. Delays cost each motorist 60 hours per year and
have a cumulative yearly economic loss to New Jersey of \$7.3 billion in
time, fuel, and additional vehicle operating costs. Each year, there are
over 700 roadway fatalities, 100,000 injuries, and 330,000 accidents in
New Jersey. ^(1)^

New Jersey's highly developed industrial base and geographic location in
the economically dense Northeast corridor makes the management of its
transportation assets (highways/bridges/tunnels, transit, rails, ports,
aviation, ferries) a high priority.

ITS, when used effectively with operational strategies, helps to reduce
congestion, enables motorists to be aware of highway traffic conditions
and alternative routes and modes, provides for the efficient movement of
freight and goods, and most importantly, makes the highway system safer
to travel. According to the FHWA, freeway management systems in
metropolitan areas have helped reduce accidents by 15 percent and
increase capacity by 17 percent to 25 percent while incident management
programs such as New Jersey's Incident Management Response Team (IMRT)
can reduce incident related congestion by up to 50 percent. ^(1)^ The
NJDOT began installing ITS in 1992 .Through the use of these systems;
the average incident duration has been reduced to less than two hours
from two and one-quarter hours, resulting in billions of dollars in
savings to the citizens. ITS infrastructure, an essential part of the
State's highway system, has contributed significantly to reducing
incident detection time and the dissemination of real-time information
to the motoring public. ^(1)^

**The Typical NJDOT ITS System**

ITS uses advanced communications, computer, and information technologies
to improve safety and efficiency of the transportation system. These
systems are designed to support the NJDOT's mission, goals, and
objectives in coordinating and providing transportation services across
modes in the region.

Generally, a TOC houses a central computer-base system with application
software (for traffic and travel information management), communications
modems and servers, video wall, and workstations for operators
interface. The field hardware consists of cameras, electronic display
signs, detectors, traffic controllers, and highway advisory radios to
inform motorists on traffic conditions. Other ITS elements such as
environmental sensor stations for weather information are added as
systems are expanded.

A typical communication system uses fiber optic cables or telephone
lines or wireless mediums that will allow high-speed data communication
between the central system and the field elements installed over a wide
area. TOCs are designed to oversee daily functions and coordinate with
other entities from one central location.

The Office of the Director of Traffic Operations conducts daily traffic
operations through two TOCs: Traffic Operation Center North located at
Elmwood Park covers the northern half of New Jersey area including major
corridor leading to and from New York City, and Traffic Operation Center
South located at Cherry Hill covers the southern part of the State and
maintains coordination with the Delaware Valley Regional Planning
Commission (DVRPC), and the Pennsylvania DOT.

The typical ITS in New Jersey consists of a portable and fixed variable
message signs (VMSs), closed circuit television (CCTV) cameras, fiber
optic interconnect cable, radar detectors, transmitters (E-ZPass
readers), traffic signal hardware and software, central and field
communication and control equipment, central computers and servers,
central applications software, road weather information system (RWIS),
highway advisory radio (HAR) system, etc. These systems are designed to
provide the functionality needed to support the goals and objectives for
public safety (e.g., managing evacuation and route guidance during
emergencies such as an approaching hurricane, terrorist attacks, etc.),
support statewide Incident Management Response Team (IMRT),
dissemination of real-time travel information to the public, and a
regional information exchange (e.g. TRANSCOM). The NJDOT also has access
to regional ITS systems managed by TRANSCOM and I-95 Corridor Coalition.

**Project Objectives**

The NJDOT staff has identified key technical issues facing traffic
operations that are affecting the efficiency of the ITS operations. This
situation has developed due to the increasing burden of the expanded
functionality of a complex ITS. The resources to support and maintain a
high level of ITS operation efficiency are inadequate. The NJDOT defines
the successful operation of the ITS as at least 99 percent operational
^(2)^ throughout the year (the study has, however, recommended an
approach that results in 99.67% availability). Only adequately
administered, managed and maintained ITS will achieve peak efficiency of
operation. As more and more systems and devices come online, the role of
system administration, system management, and system operational support
becomes much more critical. ^(2)^

To have a better understanding of the issues facing the NJDOT TOCs and
to develop an implementation plan to support ITS, (particularly in
operation and maintenance support), the NJDOT has initiated a Technology
Transfer effort to review the current operation and maintenance
practices of the NJDOT and investigate the best practices of the other
states' TOCs to develop a set of next-step recommendations for the
Research Project Selection and Implementation Panel (RPSIP). ^(2)^

Based on the results from the initial literature survey and the
discussions with the operation staff, RPSIP directed the research team
to investigate issues and make recommendations with the following
objectives in mind:

-   Develop operational and maintenance support requirements to provide
    for ITS TOC technical personnel either through staffing guidance
    and/or contracts so that the ITS will operate at peak efficiency.
    The systems include all ITS network systems hardware and software.
    Included in the ITS' components that should be investigated for
    operational support methods are traffic signal systems hardware
    (including loop detectors) and software components.

-   Develop ITS system administration (statewide) support requirements
    to reduce network, hardware and software downtime in the TOCs by
    focusing on system administration.

-   Prepare TOC job specifications with a focus on repair, maintenance
    and operational support contracts, including the enhancement of the
    NJDOT supplied job specification for Systems Administrator: ITS
    Systems Administration (statewide).

-   Provide guidance on a suitable method for maintaining fiber optic
    communication interconnect cables.

**Project Methodology**

A preliminary scan of the literature on current maintenance practices
was initiated to gather pertinent information for the presentation to
the RPSIP. Based on the assessment, the RPSIP renewed the research focus
on the ITS operational support contracts. This was followed by a series
of related tasks designed to gather information from the NJDOT TOCs and
also from other state TOCs. A detailed literature review was conducted
to identify current guidelines, manuals, recommended practices, lessons
learned, handbooks and other published materials encompassing ITS system
administration, management, and operations. The NJDOT TOC operations
staff provided information on the important issues facing their
operations, and on existing system administration, system management and
system operational policies, procedures, specifications, system
inventory, warranties, manufacturers, etc. This was followed by a
detailed survey and visits to other state TOCs to obtain information on
TOC operations, staffing and maintenance practices. The information
gathered was organized under three areas: Organization and Operation,
Maintenance and Support, and Documentation and Training. This formed the
basis for the report.

Based on the findings of the previous work, the RPSIP guided the
research team to focus on developing an **"**Implementation Plan" for
ITS operation and maintenance support contracts. The task included
preparing job specification enhancement for Systems Administrator: ITS
Systems Administration (statewide). This report addresses these needs.

# 

# Report Organization

# 

The report starts with the **Introduction** of the ITS role in the NJDOT
and states the objectives and methodology of the study. The second
section**, ITS Maintenance and Support Issues Facing the NJDOT** lists
issues facing the NJDOT TOCs**.** The section on **ITS Maintenance and
Support Practices of Other States' TOC** presents key points of the
current maintenance practices and approaches by other successful TOCs in
the country. The information obtained from these TOCs and literature
review provided basic input to the NJDOT. **ITS Operational Support
Contracts Implementation Plan** section discusses a set of elements
which forms the basis for developing recommendations for the NJDOT. The
**Conclusion** sections states major conclusions of the project.

The **Recommendations** section contains a total of 22 recommendations
in three categories: Policy, staffing, and operational support.

The Appendix provides additional TOC related information, including job
specifications for new titles recommended by the project. A detailed
checklist on preventative maintenance and Federal guidelines for
operational support are also included for ready use by the NJDOT.

**ITS MAINTENANCE AND SUPPORT ISSUES FACING THE NEW JERSEY DOT**

**Introduction**

The focus of this project is on repair, maintenance and operational
support requirements for the NJDOT Intelligent Transportation Systems
(ITS). The purpose is to assess current operation support requirements
and to establish a mechanism for the ITS operation support that will be
adequately administered, managed, and maintained in order to operate at
peak efficiency in inadequate areas. The advent of the large-scale
deployment of ITS functions and complex systems installed in the State
infrastructure has created a critical need for the NJDOT (a traditional
highway organization) to develop a formal support mechanism to ensure
ITS components are functioning as intended.

The project reviewed the current practices and ITS operational support
issues facing the NJDOT TOCs. The study also conducted extensive
investigation of the ITS operations conducted by other state TOCs. Based
on the information collected from various sources, a set of
recommendations were developed in consultation with the RPSIP. This
section presents operational support issues facing the NJDOT. (A later
section covers a set of recommendations that follows up on the issues
discussed.)

**NJDOT Transportation Operation Centers (TOCs)**

The NJDOT currently has two regional TOCs: TOC North and TOC South. TOC
North operates from Elmwood Park and serves the eleven counties located
in the northern part of the State. Located in Cherry Hill, TOC South
covers the ten southern counties. Separate state toll authorities
operate the New Jersey Turnpike, The Garden State Parkway and the
Atlantic City Expressway from their own operation centers located in the
central and southern part of the State. Both TOCs cover the weekday's
peak-periods and weekends, special events, and seasonal coverage, on as
needed basis. It The NJDOT plans to interconnect with fiber cable the
TOCs North and TOC South, Trenton Headquarters Control Center (TECC),
the Dispatch Unit, and the New Jersey State Police (NJSP), to completes
the missing segments of fiber optic backbone. ^(1)^

The following four components make up the ITS operations management at
both TOCs:

-   Traffic Operation Center (TOC) Management

-   ITS Maintenance Management

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-   Incident Management Response Team (IMRT)

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-   Emergency Service Patrol (ESP)

**Figure 1. TOC North ITS Elements.**

The Figure 1 shows the ITS elements of the freeway management system
installed at the TOC North and Figure 2 shows ITS traffic management
elements at the TOC South. Currently these centers are not
interconnected for real-time information exchange. However, as stated
earlier the NJDOT intends to complete the fiber optic interconnect to
tie these centers in near future, including and other transportation
centers in the state.

**Figure 2. TOC South ITS Elements.**

**NJDOT ITS Maintenance Objective**

The stated objective of the NJDOT ITS Strategic Deployment Plan is to
establish a system to provide network and systems support for both
preventive and emergency maintenance: ^(2)^

-   Train the NJDOT staff to handle routine maintenance and equipment
    repairs and be able to triage system emergencies.

-   Initiate emergency repairs immediately to ensure systems are running
    efficiently at all times.

-   Administer contracts as necessary to handle complicated and/or other
    repairs that cannot be handled by the NJDOT staff.

-   Implement Configuration Management to keep track of current
    equipment, software versions, etc., its location, maintain awareness
    of latest software versions available for upgrading and plans for
    future upgrades.

**NJDOT ITS Maintenance Practice**

The current NJDOT maintenance practice is to perform ITS support and
maintenance in a hybrid manner, which includes deploying in-house TOC
communication systems technician and electrical technician, and hiring
an outside highway maintenance contractor to perform a variety of
services, including some ITS devices, but not all.

**Table 2. NJDOT Central ITS System Maintenance Elements.**

  -------- ---------------------------------- ---------------- ----------------
  **\#**   **Elements**                       **Maintenance by **Maintenance by
                                              In-house unit**  Contract**

  1        Central Computer Hardware          X                

  2        Central Computer Software          X                X

  3        Workstations                       X                

  4        Communications Servers             X                X

  5        Communications Modems/MUX          X                

  6        CCTV/Video wall                    X                

  7        Configuration Management                            X

  8        Warranty                           X                X

  9        Web pages                          X                

  10       HAR recording studio               X                
  -------- ---------------------------------- ---------------- ----------------

The central computer system hardware and software elements shown in the
Table 2 are currently supported the on-call technical experts
(consultants). The Electrical Maintenance Unit of the NJDOT also
maintains the traffic signal controllers, power system, cables, pull
boxes, etc., using in-house staff. The small-scale fiber optics
communications cable repairs are typically performed by in-house forces
while a statewide outside contract takes care of repairs that involve
excavation, cable pulling and other major repairs. The statewide ITS
maintenance contract also takes care of routine maintenance, such as the
cleaning and inspecting of field components. In-house staff handles
repairs for the field devices such as CCTV cameras, VMS, etc.

**Table 3. NJDOT Field ITS System Maintenance Elements.**

  -------- ---------------------------- -------------- --------------- ---------------
  **\#**   **Elements**                 **Quantity**   **Maintenance   **Maintenance
                                                       by In-house     by Contract**
                                                       unit**          

  1        Traffic Controllers                         X               
           Arterials                                                   

  2        CCTV Cameras                 125            X               X

  3        VMS Signs                    75             X               

  4        Fiber Optic Cable            300 mi         X               X

  5        Telephone lines                             X               X

  6        Co-axial cables                             X               

  7        HAR                          12             X               

  8        Communication Cabinets                      X               

  9        Electric Power for cabinets                 X               

  10       Environmental Sensor         5              X               
           Stations ESS                                                

  11       Loop Detectors               2400                           X
  -------- ---------------------------- -------------- --------------- ---------------

Table 3 provides a breakdown of field devices maintenance. The
maintenance for the ITS components shown in the Table 1 and Table 2
indicate that the current emphasis is placed on the in-house handling
for the hardware maintenance with limited number of ITS devices are
included in the statewide contract., The software and communications
maintenance is left to the outside consultants. The NJDOT annual
statewide contract for maintenance of ITS facilities handles a limited
number of ITS devices and other traffic equipment. ^(3)^

## 

## **Desired Information by the NJDOT**

The NJDOT defines the successful operation of ITS systems as at least 99
percent operational through the year. ^(2)^ To receive benefits from the
large-scale ITS investments in the State, the NJDOT should ensure that
the ITS operate at peak efficiency and that network, hardware and
software down-time is minimized. Dedicated maintenance of ITS devices
and systems installed across the State will ensure full benefits. This
will require (at both TOCs):

-   Increasing the operational support necessary for the TOC technical
    personnel, either through adding staff or by working with outside
    contractors or a combination of both.

-   Using the system administration resources to reduce network,
    hardware, and software down-time, and for configuration management.

-   Implementing a maintenance plan for the fiber optics communication
    system throughout the state for ITS integration and wide-area
    coverage. (As of 2002, the NJDOT had about 300 miles of fiber optic
    cable installed in the State). ^(1)^

This project reviewed the concept of operations and ITS functions and
services performed by the TOC North and TOC South. These centers support
the NJDOT mission and traffic management functions as follows:

-   The TOC North supports a large-scale freeway management system (FMS)
    that includes a range of ITS devices such as CCTV, VMS, HAR, travel
    information, and incident management support. A MIST central
    management system performs a broad range of ITS functions.

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-   The TOC South includes a significant number of legacy-based closed
    loop arterial traffic management systems (TMS), in addition to the
    freeways located in the southern part of the State. These traffic
    control systems are different from each other in terms of software
    and hardware implementations and are not integrated. The ITS
    operations, however, are carried out on several servers equipped
    with proprietary interfaces at the TOC South. As a result, operators
    are presented with a significant challenge in keeping these
    stand-alone systems and field devices functioning at peak
    efficiency.

## **NJDOT ITS Operational Support Issues**

-   Lack of Spare Parts Availability: A lack of spare parts inventories
    and difficulties in procuring critical spare parts in a timely
    manner are two key concerns expressed by the TOCs. It has been
    suggested that the creation of new position of a purchasing
    assistant for active procurement of spare parts will help the
    operations at both centers. If implemented, this step will allow
    TOCs to cut down response time on field maintenance significantly,
    as procurement delays will be reduced.

The research team found that the practices of other state TOCs varies
and most large TOCs do carry critical parts in their inventory, or they
force contractors to carry such items on hand.

-   Lack of ITS System Integration: Freeway and traffic control systems
    are not integrated. The Metropolitan Area Guidance Information and
    Control (MAGIC) is a centralized freeway management system that
    covers I-80 and the vicinity and two separate traffic signal control
    systems are operating independent of each other and are currently
    not integrated at the TOC North. At the TOC South, legacy-based
    closed loop traffic control systems are also not integrated. Lack of
    integration of these IITS components prevents efficient TOC
    operations and has adverse impact on the maintenance of various
    components.

> State TOCs are moving towards replacing first generation proprietary
> systems with integrated systems that are open-system based. Maryland's
> Coordinated Highways Action Response Team (CHART), New York City's
> Vehicular Traffic Control System (VTCS), and Automated Traffic
> Surveillance and Control (ATSAC) of the City of Los Angeles have made
> successful transitions to a second generation of integrated systems.
> Such open-system based centralized facilities are easier to operate
> and maintain.

-   Lack of System Administrators: System administration does not exist
    at either TOC location and should be instituted at both TOCs as soon
    as possible. As ITS systems are expanded and system complexity
    rises, a full time system administrator at TOCs is needed to support
    operations. Most centers have a full-time staff available, when
    needed, from agency support groups. The NJDOT should seriously
    consider this concept. This project recommends a dedicated position
    of System Administrator at both TOCs.

-   Communications Protocols: At present, variable message signs (VMS)
    from three different vendors, DAKTRONICS, Infocite and Vultron, are
    deployed using three different proprietary protocols. This makes it
    difficult to coordinate and creates problems training the operators.
    Most state TOCs have already in operation or are in the process of
    purchasing VMS signs with National Transportation Communications for
    ITS Protocol (NTCIP) protocol, which is used by multiple vendors'
    products. The NJDOT should consider replacing non NTCIP-based signs
    with NTCIP-based signs and incorporate NTCIP in new procurements in
    the future.

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-   Communications Link between TOC North and TOC South: This does not
    yet exist and the lack of a link hinders statewide coordination in
    real-time by limiting control and the ability to share field device
    functions and travel information. High bandwidth communications can
    greatly facilitate the sharing of video and data in real-time
    between the two TOCs. It will also allow both TOCs to operate their
    workstations remotely in a situation where a statewide emergency
    unfolds and a wider impact is anticipated or disaster recovery is
    needed.

> The NJDOT ITS strategic plan also calls for interconnectivity between
> the two TOCs and other centers in the State. The NJDOT's IT division
> also has an interest in statewide connectivity to tie all DOT
> facilities together for interoperability purposes.

-   Fiber Optic Cable Connectivity: Fiber optic connectivity is one of
    the most discussed issues by all state TOCs that the team visited,
    primarily because it offers unlimited bandwidth for video and data
    needs. Most states have statewide coverage and work is still going
    on in some cases to extend it into rural areas. The NJDOT ITS
    strategic plan calls for interconnectivity between the two TOCs and
    other centers in the State. ^(1)^ The NJDOT has already installed
    300 miles of fiber and intends to close thirteen identified gaps by
    spending \$40 million for various on going construction projects.
    ^(1)^ The NJDOT's IT department has expressed an interest in a
    statewide connectivity to tie all DOT facilities together to achieve
    interoperability.

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-   Fiber Optic Cable Maintenance: The NJDOT has a statewide contract
    for repairing large breaks in fiber cables. The response time of
    outside contractors is a major problem facing fiber cable
    maintenance. Another problem with outside contractors is the lack of
    expertise and this requires close monitoring of their performance
    using quality control techniques. As a result, both TOCs have
    expressed preference to maintaining the fiber cable links internally
    if proper resources are made available. Resources needed for fiber
    cable maintenance includes trained crew, spare cables, splicing
    equipment and diagnostics scopes, fusion process materials and
    equipment, and continuous training. A dedicated fiber optic
    *maintenance van* can support handling of maintenance parts and
    transport activities for the crew. (The NJDOT has two splice
    trailers for splicing operations).

-   Traffic Signal Control System Software: Different signal systems
    acquired from different vendors and proprietary protocols make it
    very difficult to maintain. Different systems evolved over times and
    working independent of each other pose operational difficulties.
    Lack of integration among various systems is a major issues facing
    ITS. TOC South has a several systems installed as separate
    applications on the same workstation. The TOC South has a separate
    software maintenance contract for Route 1 system elements such as
    CCTV, HAR, and VMS.

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-   Similar Needs at Both Centers: During the various meetings, it
    became apparent that the main concerns of both TOCs lie in the area
    of maintenance needs. Both TOCs work in a similar manner, their
    procedures are similar, and ITS maintenance issues tend to be the
    same.

-   The NJDOT Single Statewide Maintenance Contract: Both TOCs currently
    use a single ITS maintenance contract for the following:

-   Maintenance on conduits and fiber optic cables

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-   CCTV maintenance is done once or twice a year, including the
    checking of bolts, cleaning the lenses, and trimming the branches.

> At the time of interviews, TOC South was administering this contract
> in rotation with the TOC North. A new replacement contract has been
> prepared by the TOC North for use in 2004. Two important criteria were
> considered in the performance evaluation of the contractor: time of
> repair (easier to assess) and quality of repair (more difficult to
> assess).

-   Job Vacancies: There are 2-3 positions vacant and they should be
    filled as workloads at both centers demand additional help. This
    will also favorably impact ITS operational efficiency, a key goal of
    the NJDOT.

-   Lack of an Experienced Operator: TOC South has expressed a need for
    one additional operator to meet current workloads. Lack of proper
    level of experienced operators available at the TOC has direct
    impact on the emergency and incident management. For example, the
    regional coordination and information dissemination process both
    will suffer due to lack of operators during major emergency.

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-   Maintenance Funding: The funding for maintenance mainly comes from
    Federal funding. Maintenance is considered an operational support
    item and funding is provided for equipment and spare parts for the
    TOCs.

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-   Specific Concerns of TOC North:

-   Integration of system components in the TOC is needed.

-   Fiber optic link to the TOC South is warranted.

-   Disaster recovery station needs to be implemented.

-   MAGIC to Signal Integrations is pending.

-   Technical support is needed to assist in the migration to NTCIP for
    VMS.

-   Existing job vacancies need to be filled.

-   Specific Concerns of TOC South:

-   Funding Maintenance and Need for an Inventory Clerk: The operational
    support funding is fully provided by Federal funding sources for TOC
    maintenance and spare parts. However, both TOCs have a strong need
    for an inventory--procurement position to manage the inventory of
    spare parts for maintenance activities.

-   Fiber Optic Connectivity Not Complete: Fiber cable installation in
    the State is not complete and breaks in the fiber cables do occur.
    The statewide contract covers lateral repairs of the fiber cable.
    The TOCs prefers to maintain the 300 miles of cable plant in-house,
    if the resources are made available, largely due to the slow
    response time of the outside contractors. Fiber optic cable is a
    major problem that needs to be addressed by the NJDOT. Another
    serious problem with the outside contractors is the lack of
    expertise and this requires close monitoring of their performance
    using quality control techniques.

-   Multiple Traffic Signal Software Systems Present Problems: There are
    several traffic signal software systems running at the same time
    mainly resulting from the low bid method of procurements. The TOC
    South has installed a single workstation interface to access all of
    the individual systems. All NJDOT ITS systems are not fully
    integrated. Providing operational support for software integration
    and maintenance has become a priority that needs to be addressed.

-   Disaster Recovery Center: At present, there is no provision for a
    disaster recovery center for TOC operations. A disaster operation
    center facility is should be away from the current locations and
    should have ITS operational capabilities, in the event the services
    are lost at the TOCs. After the experiences of the local and
    regional TOCs's role in managing the 9/11 emergency events in the
    New York and Washington areas, state and local agencies are
    considering a disaster recovery facility. In such consideration by
    the NJDOT, the NJDOT's IT division or NJ State Police facilities
    offer a good option to locate TOC operation.

**ITS MAINTENANCE AND SUPPORT PRACTICES OF OTHER STATES' TOCs**

**Typical Functions Performed By TOCs**

TOCs have become a focal point for traffic operations and coordinating
transportation services. In recent years, monitoring, surveillance and
command and control functions are closely integrated for operational
efficiency. In general, TOC functions occur in three key areas: central
system operations, field system operations and communication links for
data transmission. Each of these areas requires dedicated operational
support to ensure full functionality and availability of systems to
manage traffic operations.

**Figure 3. Typical Functions Performed by Other States' TOCs.**

Figure 3 shows typical TOC functions performed by most state TOCs
studied by the research team. ^(4,\ 7)^

Most State TOCs are located in urban areas to cover a region or a
district and include highway operation management functions. Local TOCs
typically take care of surface streets management functions, including
traffic management. Statewide centers such Maryland's CHART provide
coordination services with various TOCs on a statewide basis or for
multiple states as TRANSCOM does in New York/New Jersey/Connecticut
areas. New York State has organized their TOC on a region-basis, such as
Region-11 for New York City area and Region-10 for the Long Island area.

TOCs systems typically operate in real-time. A TOC's ability to
synthesize and communicate information on a real-time basis makes the
role of TOCs unique. It is clear that without a TOC, response to an
incident would be severely delayed due to the time needed to acquire,
interpretation, and dissemination of the information to the various
personnel. However, with the deployment of advanced ITS field and
central hardware equipment, skilled TOC personnel are able to centrally
acquire this information, synthesize and transmit it back to the
end-users. Coordination of these activities by a TOC for quicker
response to incidents reduces the impact of recurrent and non-recurrent
traffic congestion. The NJDOT is among the states and local agencies who
have invested significant efforts to manage incidents on their highways
and streets.

**Critical Maintenance Issues Expressed by Other States' TOCs**

Based on the literature review and the information reports obtained from
the other states, the following critical issues facing ITS maintenance
are stated:

-   Inadequate staffing levels and/or conflicting priorities

-   Ambiguous responsibilities

-   Inadequate training and necessary skills

-   Poor logging and tracking systems, inventory of equipment, model
    numbers and serial numbers of parts.

-   Non-standardized devices, resulting into incompatible parts, sizes,
    connectors etc. (Non-standardized devices are not plug-replaceable
    and cannot be interchanged.)

Operation staff at TOCs are supportive of the need for a comprehensive
ITS maintenance plan that would serve as a foundation for addressing all
issues and develop a process for maintaining new technology once it is
implemented, raise awareness of staffing, training, maintenance, and
standardization needs, and clearly define organizational
responsibilities. ^(6)^ These issues are also identified by the NJDOT
TOCs personnel in some form and will need additional considerations as
more and more ITS devices are added in New Jersey.

**Elements of Maintenance Practices of Other States' TOCs**

Based on the information gathered from the previously reported survey of
other states' TOCs questionnaire results ^(5)^ (15 responded, out of 25
TOCs contacted, 13 TOCs were visited, for detailed refer to Reference 5,
Table 1, and page 3) and the follow up discussions with the other state
TOCs, ITS operations and maintenance practice elements can be stated as:

-   Central Systems (computers, video walls, web-sites, etc.).

-   Field equipment and devices (CCTV cameras, VMS signs, HAR, etc.).

-   Communications mediums and hardware (fiber optic cable, wireless,
    etc.).

-   System Administration (software).

-   Staff Training (operator workstation skills, database, log-ins,
    etc.).

A lack of equipment and dedicated operational support were the two most
often stated reasons why TOCs suffer from operational efficiency. Many
TOCs are also expanding geographical coverage of ITS devices and
additional functionalities, thus requiring more operator interface and
training in complex systems operation. This project has recommended that
the NJDOT carefully consider the above elements to strengthen current
operations and maintenance practices.

**Maintenance Approach: No One Model Fits All Needs**

Progress towards maintenance support is slow and needs further
improvements. TOCs acknowledge that lack of dedicated funding and
staffing to operate and maintain ITS systems for peak efficiency is the
single most important issue bothering them. Some suggested that they
follow reactive maintenance, "putting out fires" rather than proactive
or preventive maintenance. During bad times, agencies often reduce
operating budgets, which in turn affects the ITS maintenance. Under such
circumstances no one approach to maintenance can be depended upon.

For example, critical emergency repairs are rapidly done by in-house
employees to eliminate safety hazards, liability, and to alleviate
congestion in the region. A combination of in-house staff and outside
contracts for providing maintenance support is a preferred compromise
that was expressed by some as a good tradeoff between the various
approaches (no one approach delivers needed services in a desired
service timeframe). ^(5,\ 6)^

Clearly, when response time is critical (e.g., loss of an entire
interconnect cable from a TOC to a hub in the field), agency forces can
be mobilized quickly, as compared to an outside contractor. On the other
hand, large number of ITS devices spread over a region can be maintained
by contractors in a cost-effective manner.

For example, Los Angeles' and New York City's centers routinely deploy
agency staff to make critical emergency repairs (field forces are
redirected instantly to a problem site), while outside contractors are
used for making a maintenance call on field equipment within two hours.
Many agencies use in-house staff to make small fiber optic cable repairs
(Los Angeles and NJDOT), while large-size and prolonged work is
performed by specialize fiber optics contractors. These contractors are
required to have trained personnel and a high-reaching bucket truck.
^(5)^

While in some mature centers in the country have achieved ITS
operational stability, most centers are still in flux due to inadequate
funding for staffing and maintenance. (During our study, several policy
makers had suggested that a lack of dedicated Federal funding for
maintenance have contributed to this problem.) Complicating the
maintenance practices at most TOCs is the downsizing and early
retirement incentives offered resulting in lost services of their most
experienced operators, operation and maintenance staff.

**Operation and Maintenance Practices of Other States' TOCs**

The other states' TOC survey conducted by this project revealed the
following four methods used in developing TOC operations and maintenance
support ^(5)^:

-   Using TOC staff (includes agency staff, other divisions).

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-   Establishing a system manager or a system integrator or a system
    operator.

-   Contracting with an outside general or electrical contractor who
    provides preventive, emergency or response maintenance.

-   Combining the above three methods, partly by in-house staff, partly
    by outside contractor. (This may result in several small contracts).

The current practices of the other states' TOCs are presented in Tables
4-6 below ^(5)^:

-   Table 4 shows central and field hardware maintenance preferences of
    the TOCs.

-   Table 5 shows the TOC software maintenance preferences ( includes
    configuration management, system administration, version control
    logging, server management, operating systems, applications
    programming interfaces, HELP DESK, software upgrading, vendor
    selection, problem identifications, and system documentation).

-   Table 6 shows the fiber optic cable maintenance practices of the
    other states' TOCs.

**Table 4. Central and Field System Maintenance by Other States' TOCs.**

  -------- --------------------------- --------------- --------------- ---------------
  **\#**   **TOC**                     **Maintenance   **Maintenance   **Maintenance
                                       by In-house**   by Others**     by Contract**

  1        Anaheim, CA TMC             X                               X

  2        Los Angeles, CA DOT?        X                               X

  3        CALTRANS D-11               X               X               X

  4        CALTRAN D-12                X                               

  5        Dallas, TX DOT DALTrans     X                               

  6        Hampton Roads, VA STC, VDOT X                               X

  7        Houston, TXTranStar                         X               X

  8        Maryland Statewide CHART    X                               

  9        Detroit, MI ITS Center      X               X               X

  10       Minneapolis, MN DOT         X                               X

  11       Nova STC, VDOT              X                               

  12       NYC DOT                                                     X

  13       NYS DOT Region 1                            X               X

  14       Santa Anna, CA                                              X

  15       Seattle, WS DOT                                             X

  16       TRANSCOM                                                    X

  17       Utah DOT                    X                               X
  -------- --------------------------- --------------- --------------- ---------------

**Table 5. System Software Maintenance by Other States' TOCs.**

  -------- --------------------------- --------------- --------------- ---------------
  **\#**   **TOC**                     **Maintenance   **Maintenance   **Maintenance
                                       by In-house**   by Others**     by Contract**

  1        Anaheim, CA TMC                                             X

  2        Los Angeles, CA DOT         X                               X

  3        CALTRANS D-11               X                               

  4        CALTRAN D-12                                                X

  5        Dallas, TX DOT DAlTrans     X                               

  6        Hampton Roads, VA STC, VDOT X                               X

  7        Houston, TX TranStar                                        X

  8        Maryland Statewide CHART    X                               

  9        Detroit, MI ITS Center      X                               X

  10       Minneapolis, MN DOT         X                               X

  11       Nova STC, VDOT                                              X

  12       NYC DOT                     X                               X

  13       NYS DOT Region 1            X                               

  14       Santa Anna, CA                                              X

  15       Seattle, WS DOT             X                               

  16       TRANSCOM                                                    X

  17       Utah DOT                    X                               
  -------- --------------------------- --------------- --------------- ---------------

# 

# A recent TOC trend has emerged in the area of system operations. A full-time system software engineer is now a requirement at most TOCs. For example, the City of Los Angeles has an in-house software team to take care of the City's traffic signals, and receives support from three IT department staff members for software maintenance. The entire staff reports to the TOC manager. As more ITS devices and software complexities are being added to ITS in New Jersey, the issue of system administration to take care of the software management become a critical one and needs to be addressed. This project recommends a dedicated position of system administrator at TOC to support such growing needs.

**Fiber Optic Cable Maintenance**

A typical a fiber optic cable maintenance includes the interconnect
cable, conduit and installation, splicing, power, cabinets, and the
ability to call maintenance in a specified time (usually 2 hours).

Most TOCs indicated that the fiber installation training and proper test
equipment are necessary to ensure proper installation. Several TOCs
stated that while it is feasible to do large-scale in-house fiber
maintenance, the lack of experienced and trained personnel prevented
them from committing to in-house maintenance on a long-term basis.

Generally, smaller repairs are performed by in-house support staff,
while bigger jobs (particularly installing and repairing a longer
stretch of cable) are outsourced to a qualified contractor. Table 6
reflects the current trend and a practice of fiber optic cable
maintenance by the TOCs.

**Table 6. Fiber Optic Cable Maintenance by Other States' TOCs.**

  -------- --------------------------- --------------- --------------- ---------------
  **\#**   **TOC Location**            **Maintenance   **Maintenance   **Maintenance
                                       by In-house**   by Others**     by Contract**

  1        Anaheim, CA TMC             X                               X

  2        Los Angeles, CA DOT         X                               X

  3        CALTRANS D-11 Location      X               X               

  4        CALTRAN D-12 Location                       n/a             

  5        Dallas, TX DOT, DalTrans    X                               

  6        Hampton Roads, VA STC, VDOT X                               X

  7        Houston, TXTranStar                         X               X

  8        Maryland Statewide CHART                    n/a             

  9        Detroit, MI ITS Center      X                               

  10       Minneapolis, MN DOT         X                               

  11       Nova STC, VDOT Location                     n/a             

  12       NYC DOT                                                     X

  13       NYS DOT Region 1 Location                   n/a             

  14       Santa Anna, CA                                              X

  15       Seattle, WS DOT                             n/a             

  16       TRANSCOM Location                           None            X

  17       Utah DOT Location           X                               X

  18       Colorado TMC                X                               X
  -------- --------------------------- --------------- --------------- ---------------

**ITS OPERATIONAL SUPPORT CONTRACTS IMPLEMENTATION PLAN**

**What is an ITS Implementation Plan?**

For the purpose of this study, an ITS implantation plan is defined as a
document that outlines a series of system operations and maintenance
(operational support) actions required for peak operational efficiency
of the ITS system (as intended by the design) and the reduction of
equipment down-time.

The implementation plan addresses questions such as: *What should I do
to operate and maintain my ITS systems? How should I do it? What
resources do I need? What options or steps should I take?* The
implementation plan is based on a master plan or ITS strategic plan
which typically contains the agency's vision, theory of ITS deployments,
and the ITS operation strategy (9-5 or 24/7 or other time periods) from
a TOC. The implementation plan clarifies key operational issues and
presents a requirements analysis and a timeframe in which they should be
resolved. The TOC in turn receives operational and maintenance support
as specified in the implementation plan. The agency uses the
implementation plan as a guide to allocate and plan resources including
staffing, funding, and other resources from their agency or outside
sources.

**Why Does NJDOT Need an Implementation Plan?**

The NJDOT, like many other states' DOTs, is faced with the growth in
transportation demands and congestion on highways. States can no longer
afford both, from a fiscal and environmental standpoint, to widen or add
new highway capacity to ease congestion problems. To help mitigate these
issues, the NJDOT is depending on modern ITS systems and operational
strategies to manage transportation capacity and demand. This approach
to capacity management requires a stable operation and maintenance
support program to achieve peak efficiency of the ITS systems. A well
thought out Implementation Plan fulfills that need.

This section provides background on the key elements of the "*ITS
Operational Support Implementation Plan*". A separate section covers the
specific recommendations for the Research Project Selection and
Implementation Panel (RPSIP) for further considerations.

**Criteria for Development of an Implementation Plan**

In developing recommendations, the study considered the following
questions posed by the NJDOT:

-   How does one maintain (support) the Intelligent Transportation
    Systems?

-   What operational support contracts are needed?

-   What functions should be done by consultants, by subcontractors, by
    vendors, by manufacturers, etc.? What are the issues for in-house
    versus outside maintenance? How are other states' TOCs handling
    these issues?

-   What contract terms, conditions, etc. should apply for ITS system
    repair and maintenance functions that are performed by contractors?
    ^(2)^

At present, the NJDOT has instituted several steps to address ITS
operational support needs in the annual statewide service contract.
However, maintenance support plans need further review due to the impact
of the expanding role of ITS operation and concerns for the improvements
in operational efficiency. The NJDOT desires that the ITS operational
support contracts address the following requirements:

-   Provide for ITS TOCs more technical personnel either through
    increased staffing and/or the addition of contractors so that the
    ITS systems will operate at peak efficiency.

-   To reduce network, hardware and software down-time in the TOCs by
    focusing on system administration. ^(2)^

This study has reviewed the current TOC practices in the country and the
findings are incorporated in the proposed implementation plan for the
NJDOT.

**Implementation Plan Elements**

The elements of the implementation plan are organized around the
following areas:

-   Concept of Operations

-   System Operations and Maintenance (Operational) Support

-   TOC Staffing and ITS Training

-   Contracting Types (Methods)

These elements are outlined below in detail.

**[Concept of Operations]{.underline}**

A TOC is a highly visible element in a transportation strategy, and is
generating successful results from the investment in this public
infrastructure. Most TOCs in the country have found that, once they are
operational, public and agency expectations for their functional
performance build rapidly. More and more services are demanded and
geographical expansion of ITS in the region places an additional burden
on TOCs. Coordination functions The FHWA Final Rule /FTA Final Policy
(Rule 940) ^(7)^ also require use of regional ITS architecture and
standards for all federally funded ITS projects in 2005. In addition,
the *Systems Engineering* Process (SEP) ^(6)^ is also recommended as a
preferred method for developing ITS projects. *Systems Engineering* is a
structured technique for thinking about system development and begins
with the concept of operations. A concept of operations summarizes what
the system is supposed to accomplish and under what conditions it will
be done. ^(8)^ From this first step, all other steps take shape: the set
of functional requirements, system design, implementation, integration,
operation and maintenance support needs. ^(4,\ 6,\ 7)^

A comprehensive concept of the operations plan articulates the agency's
vision, goals, and objectives, identify high-level roles and
responsibilities, and the practices and procedures to be followed by the
TOC in daily operation. It also covers how the TOC coordinates and
communicates with other entities in the region for best results. This
guiding document allows the agency to proceed further in developing ITS
projects and allocating funding. Some of the ITS initiatives typically
addressed in a statewide ITS plan include, ITS architecture, TOC
operation, incident management, highway service patrol, traffic control
systems, freeway systems, and travel information. The NJDOT TOCs are
currently engaged in these functions.

**Figure 4. Typical Concept of Operations Diagram of a TOC.**

The day to day activities of the TOC functions are typically divided
into two tracks: operations and maintenance as shown in the Figure 4.
^(4)^

A typical TOC staffing and support organization can also be a complex
reporting scheme within a DOT, and varies from state to state. In some
cases ITS research and development unit, and traffic engineering and ITS
design units are managed by a single division, including Toc operations.

**Figure 5. NJDOT Statewide Traffic Operations (October 2004).**

As shown in Figure 5, the NJDOT has a Statewide Division of Traffic
Operations, which includes the Bureau of Intelligent Transportation
systems (ITS) to provide technical support fro ITS initiatives in
planning and scope development. It includes traffic signal systems,
incident management systems and traffic management systems, and TOC
operations.

*The NJDOT ITS Strategic Plan* ^(1)^ outlines the NJDOT ITS Program and
how NJDOT intends to deploy the technology. It addresses the following
ITS operational elements:

-   ITS objectives.

-   Communications system.

-   ITS standards.

-   ITS maintenance.

-   Incident management.

-   Route 29 Tunnel operations.

-   Emergency service patrol.

-   New Jersey reconstruction projects' elements:

    -   Improve internet service.

    -   Capital program priorities.

    -   Operational priorities - complete fiber optic backbone,
        co-locate communications dispatch unit with State Police, and
        establish central call taking center.

    -   New ITS deployments.

    -   Staffing and vehicles.

Most of these objectives and programs are implemented in varying degrees
by the NJDOT to provide ITS functions in the State. The TOCs are
providing daily support and traffic management services to the agency.
^(1)^ These functions and services are typically included in the concept
of an operations plan, migration strategy, and operations manual, as
shown in Table 7.

One of the key operational documents that the TOCs need is an updated
version of the *TOC Operations Manual*. The operations manual typically
covers daily TOC operations and maintenance procedures, coordination and
communications requirements, and contacts within the agency and outside
of the agency. This is the main document that operators and traffic
engineers refer to during the course of daily TOC operations. The
Institute of Transportation Engineers (ITE) has developed an annotated
outline of a TOC operations manual developed based on the national
consensus serves as a checklist for the current recommended practice
requirements.

This project strongly recommends that the NJDOT incorporate pertinent
elements and consult other reference materials ^(5,\ 9,\ and\ 10)^ for
the development of the NJDOT TOC Operation Manual.

**Table 7. Concept of Operations Elements.**

  -------- --------------------------------- -------------------------------
  **\#**   **Elements/Issues to be           **How/Where is it Addressed?**
           Addressed**                       

  1        Concept of Operation (Policy)     NJDOT ITS Strategic Plan, May
                                             2003

  2        Migration Strategy (A path to     ITS deployments, TOC
           near-term and long-term           operations, ESP, 24/7 IMRT are
           implementation)                   implemented

  3        TOC Operation Manual (Procedures) Under preparation by a joint
                                             effort between NJDOT staff and
                                             consultant, NJDOT should
                                             consult Reference8.

  4        Basic Operations/Maintenance      Baseline requirements are
           Needs                             currently implemented in a
                                             maintenance contract supported
                                             by federal funding.
  -------- --------------------------------- -------------------------------

**[System Operations and Maintenance (Operational)
Support]{.underline}**

Maintenance or operational support involves all processes that keep the
system performing satisfactorily, including upgrades of equipment and
software from earlier versions to enhance the system's performance as
its volume grows. It is also important that TOC staff keeps monitoring
the ITS system's performance against its original performance
requirements. This is particularly important as demand on the system
increases. In this section, the study outlines the issues that typically
impact the NJDOT TOC operation and maintenance of ITS central and field
devices, and communications. Specific staffing issues are discussed
separately.

***What is Operations?***

Key components of a modern TOC include the staffing, operator
interface-workstations, documentation, standard operating procedures
(SOP), configuration management (CM), internal and external
coordination, keeping records, dealing with public calls and inquiries
from others, and hours of TOC operation. Traffic management, incident
management and emergency management are key services that are supported
by operations. Modern TOC ITS operations are not necessarily conducted
from one location and not all TOCs operate on 24/7 basis.

In short, a TOC operation is carried out by control and command
functions of an ITS system, by providing information to the agency and
public, and by coordinating with other affected parties in the region.
All of these *[functions and performances]{.underline} of a TOC* are
heavily dependent on the *[operational support]{.underline}* provided to
it by the agency and outside resources.

Thus, the provision for the operational support is an important
requirement for a TOC's success, without which full benefits of ITS
deployments will not be realized. This fact has been recognized by the
NJDOT and the study's sponsor, the FHWA.

***What is Maintenance (Operational) Support?***

Maintenance support or operational support is essential to keeping an
ITS system running in the manner in which it was designed. A lack of
maintenance leads to all sorts of problems; eventually resulting in
partial or complete failure of the system (a failure can be defined as
the inability of a system or system component to perform a required
function within specified limits) and its withdrawal from the agency's
toolbox for alleviating congestion. Investments made in the ITS system
installation, public acceptance of ITS services, and the level of
continuing services suffer greatly if proper upkeep of ITS devices is
not practiced.

According to the *Transportation Systems Management & Operations:
Operating Cost Eligibility Under the Federal-Aid Highway Program ^(11)^
(see also Appendix, page 108 of this report)*, virtually any ITS system
activity can draw support from the Federal funding, except for routine
maintenance (such as painting a traffic signal cabinet or exterior of
the TOC building) that are not critical to the successful operation of
the system. There are successful case studies in which local and state
agencies are drawing operational support from federal sources. The New
York City Traffic Management Center located in Queens, and New York
State Region-10 TOC on Long Island have successfully tapped federal
funding for TOC operational support, including staffing, equipment,
central systems support, TOC facility support, and field devices
maintenance. ^(12)^ A recommended practice for funding advanced traffic
management systems (ATMS) in Texas and New York has been widely adopted.
^(13)^

This project considers all ITS maintenance items as ***operational
support***, including staffing, spare parts, and contract management
(issues faced by the NJDOT TOCs) and strongly recommends that the NJDOT
consider operational support model adopted by other local and state
agencies.

Maintenance needs for ITS devices are diverse. Because the range of
potential maintenance actions is so broad, a wide variety of expertise
and skills are required. In recent years, many agencies have begun to
develop a "maintenance concept" to ensure proper functioning of ITS
systems. A good maintenance plan, for example, will describe the
maintenance needs, how it is performed, and how it can be implemented
and budgeted. ^(6)^

Most maintenance activities performed by the NJDOT (regardless of how
they are performed) can be grouped into these categories: preventive,
corrective or responsive, and emergency maintenance. The definitions are
stated below. ^(4)^

***Preventive Maintenance***

Preventive maintenance consists of scheduled operations or actions
performed to keep the systems and components operating. Preventive
maintenance includes mundane operations such as cleaning CCTV camera
lenses and housing faces, group replacements of traffic signals lamps,
and VMS sign face cleaning. For example, Georgia DOT hired a contractor
to perform preventive maintenance every six months for VMS that includes
changing bulbs and optical filters and reporting likely problem areas.
This trend is consistent with the Georgia DOT's objective of keeping the
public informed through variable message signs (VMS) signs, which are
fully functional and available to TOC when needed.

In most cases, preventive maintenance is performed by an outside
contractor on an annual basis or a shorter frequency from 13 weeks to 26
weeks depending upon the criticality of the equipment to daily
operation. Materials for the preventive maintenance may be supplied by
the contractor or by the sponsoring agency, in which case the provisions
are made for the contractor to pick up the parts from the maintenance
yard storage facility of the agency. (The current NJDOT maintenance
contract directs the contractor to pick up and return unused materials
to Cherry Hill or Elmwood Park TOC facilities). ^(3)^

Preventive maintenance is acknowledged as critical to successful ITS,
due to a shortage of resources, preventive maintenance tasks are often
performed concurrently with repair maintenance tasks. ^(4,\ 14)^

**Cost of Preventive Maintenance** **per ITS Device**

Frequency, severity, complexity of equipment, travel time, and the
maintenance of traffic impact the cost of preventive maintenance varies
from state to state. Typically, a maintenance supervisor sets priorities
for repairs based on the device's relative necessity to daily operation
and the history of previous failures. Most preventive maintenance is
performed while the technicians are already at the location for other
reasons. ITS preventive maintenance costs per device (originally
reported in 1999 dollars are adjusted here in 2004 dollars) are based on
data from the Virginia Department of Transportation and is stated in
Table 8. ^(14)^

**Table 8. Cost of Preventive Maintenance per ITS Device.**

  -------- --------------------------------------- -----------------------
  **\#**   **Device**                              **Costs per device**

  1        Traffic signals                         \$3,511

  2        CCTV                                    \$1,514

  3        VMS                                     \$2,057

  4        Portable VMS                            \$3,652

  5        Detector station                        \$1,650

  6        HAR                                     \$900

  7        Weather station                         \$198
  -------- --------------------------------------- -----------------------

The above cost compares with Arizona DOT per-device cost: VMS \$2,000,
CCTV \$2,000, ramp meter \$3,500, vehicle detector \$500 and RWIS
\$4,500. ^(15)^

Table 9 shows a frequency of preventive maintenance performed by the
Washington State DOT on various ITS elements. The current annual
maintenance costs of the Washington State's 100 miles of fiber optic
cable-based Surveillance, Control and Driver Information System is
\$1,380,000, which includes parts, labor, and equipment. Annual
operations costs are \$2,626,584, which includes power, phone,
maintenance, personnel, and vehicles. These costs are for a system with
a capital cost of \$66,000,000, which includes field devices, central
software (\$5.6M), fiber optics cable (100 miles at \$35M), computer
hardware, and communications. ^(16)^

**Table 9. Preferred Frequency of Preventive Maintenance of ITS
Elements.**

+-------+--------------------------------------+-----------------------+
| *     | **Device**                           | **Frequency**         |
| *\#** |                                      |                       |
+-------+--------------------------------------+-----------------------+
| 1     | Cabinets and Components              | Annually              |
+-------+--------------------------------------+-----------------------+
| 2     | Communication Housings 26 weeks      | 26 weeks              |
+-------+--------------------------------------+-----------------------+
| 3     | Grounding                            | Annually              |
+-------+--------------------------------------+-----------------------+
| 4     | Poles/Mountings                      | 26 weeks              |
+-------+--------------------------------------+-----------------------+
| 5     | Coaxial cables and connectors,       | 26 weeks              |
|       | amplifiers, power supplies, pilot    |                       |
|       | generators                           |                       |
+-------+--------------------------------------+-----------------------+
| 6     | Video monitors                       | 13 weeks              |
+-------+--------------------------------------+-----------------------+
| 7     | Data modems                          | 13 weeks              |
+-------+--------------------------------------+-----------------------+
| 8     | CCTV Subsystem: Cameras, housing,    | 26 weeks              |
|       | PTZ, Receivers, Junction box         |                       |
+-------+--------------------------------------+-----------------------+
| 9     | 170 Traffic controllers, loop        | 13 weeks              |
|       | detectors, load switches, signal     |                       |
|       | heads                                |                       |
+-------+--------------------------------------+-----------------------+
| 10    | Variable Message Signs, sign         | 26 weeks              |
|       | housing, modems, controllers,        |                       |
|       | pixels, modules, drivers             |                       |
+-------+--------------------------------------+-----------------------+
| 11    | Highway Advisory Radio,              | 13 weeks              |
|       | Signs-beacons, Transmitters,         |                       |
|       | Receivers, Encoder/decoder           | 26 weeks              |
|       |                                      |                       |
|       | HAR Antenna and Mount, Relay panel   |                       |
+-------+--------------------------------------+-----------------------+

**Note:** The above frequency will be needed for a matured or fully
developed ITS program. However, for a newly initiated ITS program, a
ramp-up in activities will be needed for transitioning from non-existent
preventative program to a strong proactive preventive maintenance
program. This project recommends that NJDOT consider this issue further.

***Corrective (Responsive) Maintenance***

Corrective or responsive maintenance refers to operations that are
initiated by a fault or trouble report and responded to within set time
with a priority. The report can come from a person (citizens, field
highway TOC staff, police patrol, etc.) or generated by the system
software installed in the TOC (based on the device's remote diagnostic
capability, software triggers an alarm). In recent years, citizens'
cellular calls have also reported devices malfunctioning to a central
number such as 311 in the New York City. (NJDOT is considering a central
call receiving center). ^(1)^ Most faults fall into the responsive
maintenance category. Most of these calls are responded to within a few
hours (real-time safety functions such as traffic signal repairs are
responded to within two hours). There are some exceptions such as a
cable break, which may take over 12 hours. If spare parts are not
available, repairs may take days to complete and may even create safety
hazards and can result in liability and/or damages.

Responsive maintenance has five distinct steps to be completed within a
set time:

-   Receive notification

-   Secure the site

-   Diagnose the problem

-   Perform repairs

-   Log the activity

Responsive maintenance often requires a two-step process; field
maintenance procedures to restore operations, shop procedures for
repair, and tests for malfunctioning equipment. Technicians on-site
often swap the parts and restore service to hasten the repairs. This
appears to be a common practice in the ITS area as most equipment
repairs are often done by either original equipment manufacturer (OEM),
which is located somewhere else, or by a contactor who is often required
to provide repairs within a geographic area. Both conditions affect
repair time. ^(6,\ 14)^

ITS devices are often complex, are difficult to repair on the spot, may
require qualified personnel to make repairs and calibrate the equipment
to function as originally intended. These are the resources found in a
repair shop. A significant ITS maintenance concern that is reported in
the literature is a lack of trained personnel available from both
in-house and outside contractors, which results in a poor state of ITS
devices in the field. These concerns should be addressed by in-house
and/or contract responsive maintenance.

ITS devices are deployed over a wide area in the State. To support these
devices, the NJDOT TOCs have traditionally relied on a statewide annual
maintenance contract. In order to improve the response time and the
operational efficiency, the study has developed a new approach as part
of the recommendations covered later in this report for the NJDOT
consideration beginning year in the 2005 service contract.

***Emergency Management***

Emergency management is similar to responsive maintenance in that it is
initiated by a fault or trouble report. However, in this case, the fault
is more serious and requires immediate action for repair. Events such as
knockdowns, spills, exposed power supplies, live wires, a pole lying on
the pavement, are some of the examples that trigger emergency response.
Highway agencies generally respond effectively to such emergencies and
use both in-house resources and contractor services to speed up the
response and removal of hazards. Such situations are widely reported in
the media as they affect the mobility and the safety of travelers. The
media frequently issues reports to motorists on emergency repairs to
stay away from these areas. The TOCs provide updated information on such
repairs to the media.

**[Components of an ITS Maintenance Plan]{.underline}**

Proper functioning of ITS devices deployed over a wide geographic area
requires a close watch by the TOC operations and the maintenance staff.
In practice, however, maintenance is typically done through various
units of the agency. It is therefore important to develop a plan that
not only addresses TOC operations, but also outlines the other units in
the agency that are either performing maintenance or managing outside
contractors to carry out maintenance. For example, traffic controllers
are considered electrical equipment and are routinely maintained by the
electrical unit of the NJDOT, but the more complex, programmable
electronic field master is the responsibility of the TOC technical
staff. Such practices are common throughout the country. ^(6)^

An agency trying to develop a good maintenance plan should consider the
following core elements: ^(6)^

***ITS Elements Covered Under Maintenance***

The ITS maintenance plan should specifically identify the ITS elements
and devices with number of units to be serviced. These components are
typically classified according to the functions they provide as shown
below:

***Central Systems Hardware/Software***

-   Central computer hardware (servers, work stations, firmware).

-   Central Computer Operating System Software (Windows XP).

-   Central Computer Application software (e.g. MIST, Closed-loop).

-   Video wall monitors for CCTV displays.

-   HAR Recoding Studio/Booth.

-   Central Communications (modems, servers, cable terminators,
    protocols).

-   Media connections for live access by TV and radio stations.

-   TOC Websites to provide real-time travel information, video images,
    and construction details to guide travelers in the areas.

-   Incident Management System (e.g. NJDOT IMRT).

-   TOC Facility Management (power, battery backup, and air
    conditioning).

***Field ITS Elements***

-   Closed Circuit Television (CCTV) Cameras.

-   Variable Message Signs (VMS).

-   Traffic Controllers (freeway ramp and streets intersections)

-   Vehicle Detectors (inductive loops, RTMS microwave radar, video).

-   Highway advisory Radios (HAR).

***Communications***

-   Fiber optic cable interconnects.

-   Coaxial-cables and telephone lines.

-   Field pull-boxes and electrical power.

-   Spread-spectrum links.

-   T-1 circuits.

The maintenance plan for the equipment discussed above should include an
automatic reporting of device failures either by an alarm or through a
logged online report. During off-hours, maintenance personnel may
periodically monitor equipment malfunctions or TOC equipment operations.
In some cases, the system hardware and software provides
self--monitoring capability and automatically notifies an on-call
operator or supervisor when an unexpected event arises. Another option
for a TOC is to transfer late night and weekend operations to a regional
24/7 TOC. ^(12)^ Table 10 shows the operations and maintenance support
elements necessary for the successful operation of the ITS systems.

**Table 10. Operation and Maintenance Support Elements.**

+----+------------------------------+---------------------------------+
| ** | **Elements/Issues to be      | **How/Where is it Addressed?    |
| \# | Addressed**                  | Page \# in this Report**        |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 1  | What is                      | Defined in this report on page  |
|    | Operational/Maintenance      | 6                               |
|    | Support?                     |                                 |
+----+------------------------------+---------------------------------+
| *  | In-house Maintenance - TOC   | Defined in this report on page  |
| *2 | staff                        |                                 |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 3  | In-house Maintenance         | Defined by statewide contract,  |
|    | Electrical Div.              | Ref. 3                          |
+----+------------------------------+---------------------------------+
| *  | Contract Maintenance         | NJDOT statewide contract        |
| *4 |                              |                                 |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| *  | On-Call Technical Support    | NJDOT consultant services       |
| *5 | Contract                     |                                 |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 6  | Hybrid Maintenance           | NJDOT/Contracts                 |
+----+------------------------------+---------------------------------+
| *  | Preventive Maintenance       | Contract maintenance in this    |
| *7 |                              | report                          |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 8  | Response Maintenance         | Contract maintenance in this    |
|    |                              | report                          |
+----+------------------------------+---------------------------------+
| 9  | Emergency Maintenance        | In-house maintenance in this    |
|    |                              | report                          |
+----+------------------------------+---------------------------------+
| ** | Central System Hardware      | Contract maintenance in this    |
| 10 | Maintenance                  | report                          |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| ** | Central System Software      | Contract maintenance in this    |
| 11 | Maintenance                  | report                          |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| ** | Video-wall Monitors          | Contract maintenance in this    |
| 12 |                              | report                          |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 13 | Special Equipment            | In-house support                |
|    | Maintenance                  |                                 |
+----+------------------------------+---------------------------------+
| 14 | TOC Website for Travel       | In-house support                |
|    | Information                  |                                 |
+----+------------------------------+---------------------------------+
| ** | Central Communications       | Contract maintenance in this    |
| 15 | Maintenance                  | report                          |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| ** | Fiber Optic Cable            | In-house/statewide contract     |
| 16 | Maintenance                  |                                 |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 17 | Communications Alternatives  | Information gathering           |
+----+------------------------------+---------------------------------+
| ** | ITS Field Elements           | CCTV by contract; rest by       |
| 18 | Maintenance: VMS HAR,        | in-house staff                  |
| \* | Cameras, ESS, Traffic        |                                 |
| ** | controllers                  |                                 |
+----+------------------------------+---------------------------------+
| ** | Spare Parts                  | New position recommended        |
| 19 | Procurement/Warrantee        |                                 |
| \* | Management                   |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| ** | ITS Devices Standardization  | This study recommends a policy  |
| 20 | Policy                       |                                 |
| \* |                              |                                 |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| ** | High-reach Bucket Truck for  | This study recommends           |
| 21 |                              | purchasing one high-reach       |
| \* | In-house Operational Support | Bucket Truck                    |
| ** |                              |                                 |
+----+------------------------------+---------------------------------+
| 22 | 99.67% ITS System            | Requires redundant power        |
|    | Availability -- should be    | supplies, network, spare-parts, |
|    | considered.                  | disaster recovery, system       |
|    |                              | administrator, etc.             |
|    | How well is TOC performing?  |                                 |
+----+------------------------------+---------------------------------+

*(\* These elements are addressed by the recommendations made in this
report)*

***Sample Maintenance Cost Data per Device***

The literature review of ITS systems installed in throughout the country
indicates that the annual maintenance costs vary from state to state and
depend on equipment, labor, travel time, spare parts, and plant size.
However, there is no one suitable computational method or empirical
formula available that can be used to make judgments on how much it will
cost to maintain an ITS device. Table 11 provides sample costs data for
four successful ITS systems operating in the various parts of the
country. Both the number of miles under ITS operation, and the scope or
size of devices indicates the range of ITS functions and statewide
nature of expansion. ^(6)^

**Table 11 Sample Annual Maintenance Costs.**

+---+------------------+-------------------+--------+-------+----------+
| * | **Location**     | **Annual          | **\#   | **\#  | **Cost   |
| * |                  | Maintenance       | of     | of    | per      |
| \ | **ITS System,**  | Costs, \$**       | M      | Devi  | Device** |
| # |                  |                   | iles** | ces** |          |
| * |                  |                   |        |       |          |
| * |                  |                   |        |       |          |
+---+------------------+-------------------+--------+-------+----------+
| 1 | ODOT, ARTIMIS    | 1,000,000         | 88     | 1,200 | \$833    |
+---+------------------+-------------------+--------+-------+----------+
| 2 | VDOT, Nova       | 2,800,000         | 150    | 2,743 | \$1,020  |
+---+------------------+-------------------+--------+-------+----------+
| 3 | Orlando          | 150,000           | 39     | 223   | \$672    |
|   |                  | (preventive)      |        |       |          |
+---+------------------+-------------------+--------+-------+----------+
| 4 | Caltrans         | 2,640,000         | N/A    | 2212  | \$1,193  |
+---+------------------+-------------------+--------+-------+----------+

The NJDOT is currently in the process of adding more ITS devices
geographically under its reconstruction projects. The current annual
maintenance costs for the field devices are shown in Table 12. ^(3)^
(Computation for cost per device is not available at this time).

^**Table\ 12.\ Annual\ Maintenance\ Costs\ of\ the\ NJDOT\ ITS\ (Partial).**\ (3)^

+---+------------------+-------------------+--------+-------+----------+
| * | **Location**     | **Annual          | **\#   | **\#  | **Cost   |
| * |                  | Maintenance       | of     | of    | per      |
| \ | **ITS System,**  | Costs, \$**       | M      | Devi  | Device** |
| # |                  |                   | iles** | ces** |          |
| * |                  |                   |        |       |          |
| * |                  |                   |        |       |          |
+---+------------------+-------------------+--------+-------+----------+
| 1 | NJDOT-Statewide  | 620,541           | 88     | N/A   | N/A      |
+---+------------------+-------------------+--------+-------+----------+

[Note]{.underline}: This cost includes fiber optic cable, rental truck,
traffic control, and other traditional maintenance on traffic hardware.
Cost does not include system software, central hardware and central
equipment maintenance costs as well as personnel costs.

***Annual Maintenance Costs by Device Type***

ITS device type has several characteristics: complexity of operation,
range of functions, its relative importance in operation, need for
maintenance or swapping with a new unit, and level of maintenance costs.
For example, a loop detector will cost much less than a weather station.
As ITS systems and functions are expanded, TOC operational support cost
also rise. For example, different closed loop traffic control systems,
computer operating systems, and VMS from multiple vendors will drive the
cost of maintenance up according to the above factors. At present, there
is no single method or a database that can be accessed to compute
average cost per device. Figure 6 shows average costs derived from
reports complied in literature. ^(6)^ The maintenance cost associated
with a VMS varies significantly based on technology and roadside
location. Estimated maintenance cost reported in the literature range
from \$2000 to \$3200 per sign (1999 dollars). ^(6,\ 14)^

![](media/image2.wmf){width="6.439583333333333in"
height="3.1333333333333333in"}

**Figure 6. Annual Maintenance Costs by Type of Device.** ^(6)^

***TOC Staffing and ITS Training***

The following factors affect the level of TOC staffing requirements:

-   24/7 operation.

-   Regional operation.

-   Size and complexity of the ITS system.

-   Co-location with State Police, EMS, and Media.

-   Support from other agency personnel: IT department, electrical unit,
    ITS design.

-   Operation support contracts.

-   Maintenance support contracts.

-   TOC staff training availability.

-   Agency versus Outsourcing.

-   TOC budget.

There are several vacancies at both TOCs, which should be filled in
order to continue supporting current workloads. This project only
considered new positions necessary to improve the daily operations at
both TOCs. The current trend in the country is to operate TOCs on a 24/7
basis and it is likely that the NJDOT may follow the trend (The NJDOT
TOC South is operating on a 24/7 basis at this time) and consolidate
other transportation functions to increase benefit from ITS investments.
Concerned with the transportation security and protection of critical
infrastructure under Homeland Security initiatives, many states DOTs are
turning to TOC operations for monitoring and surveillance and vehicle
tracking activities. Increased coordination requirements during
emergencies among region's agencies are also placing emphasis on TOC
operation schedules.

The following types of personnel are typically deployed at a TOC to
operate ITS systems: ^(13)^

-   TOC manager/director.

-   Supervisors (for operations, engineering, maintenance, etc.).

-   Workstation operators and analysts.

-   Transportation and electrical engineers.

-   Electronic/maintenance technicians.

-   Communications specialists/operators.

-   System administrators (for computer hardware/software).

-   System engineers.

-   Software developers/programmers.

-   Inspectors (for field equipment).

-   HAR broadcasters.

-   Radio dispatchers.

-   Administrative staff.

-   Public relations and media relations personnel.

-   Trainees/interns.

**Table 13. Staffing, Training and Documentation Issues.**

+---+---------------------------------+-------------------------------+
| * | **Elements/Issues**             | **Recommendation**            |
| * |                                 |                               |
| \ |                                 |                               |
| # |                                 |                               |
| * |                                 |                               |
| * |                                 |                               |
+---+---------------------------------+-------------------------------+
| 1 | Purchasing Assistant Title      | Create one new position       |
|   | (New)                           |                               |
+---+---------------------------------+-------------------------------+
| 2 | System Administrator Title      | Create two new positions      |
|   | (New)                           |                               |
+---+---------------------------------+-------------------------------+
| 3 | Configuration Management        | Develop a plan and implement  |
|   |                                 | in 2005                       |
+---+---------------------------------+-------------------------------+
| 4 | Logging and Documentation       | Develop a plan and implement  |
|   | Library                         | in 2005                       |
+---+---------------------------------+-------------------------------+
| 5 | Measures of Performance         | Develop a plan and implement  |
|   |                                 | in 2006                       |
+---+---------------------------------+-------------------------------+
| 6 | Training for TOC/Maintenance    | Develop a training schedule   |
|   | Staff                           | for 2005:                     |
|   |                                 |                               |
|   |                                 | -   Operator standard         |
|   |                                 |     operation procedures      |
|   |                                 |     training                  |
|   |                                 |                               |
|   |                                 | -   System engineers training |
|   |                                 |                               |
|   |                                 | -   ITS deployment training   |
|   |                                 |                               |
|   |                                 | -   Maintenance practices     |
+---+---------------------------------+-------------------------------+
| 7 | Annual TOC User Workshop with   | A peer to peer TOC workshop   |
|   | Peers                           | to learn from each other on   |
|   |                                 | annual basis                  |
+---+---------------------------------+-------------------------------+
| 8 | Future TOC Research             | As a follow up to this        |
|   |                                 | project, develop an ITS       |
|   |                                 | implantation strategy for     |
|   |                                 | NJDOT                         |
+---+---------------------------------+-------------------------------+

Table 13 contains a list of staffing, training, and documentation issues
that should be addressed by the NJDOT. In planning for a good
operational and maintenance support program, the NJDOT will rely on the
following:

-   Steady allocations of funding for the support program should be
    identified (including federal sources). The ballpark estimates of
    4-5 percent of the capital ITS costs are reported in the literature
    for the annual maintenance support. However, variations in size of
    ITS functionality, local weather, geography, and staffing factors
    should be considered on a case-by-case basis in resources
    allocations. ^(4,\ 15)^

-   Extended warrantees for specialized equipment.

-   Spare parts inventory and procurement process with a dedicated
    purchasing assistant (ITS system availability depends on ready
    availability of key parts).

-   Each device should maintain a list of recommended spare parts by
    vendor.

-   An organized training program for technicians, system engineers, and
    TOC operators.

-   Develop configuration management tool and implement it.

-   Seek additional support from the system consultants who are already
    on the current ITS jobs. Learn from their experiences and steps.

Regardless of the contracting method used, (by in-house staff or by a
contractor) sufficient quantities of key parts should be available for
maintenance. Some agencies routinely keep on-hand 5-10 percent of the
original quantity as spare parts. ^(17)^ Such an approach will result in
time-saving and reduces the downtime of expensive ITS devices.
Vendor-specific equipment (one of a kind) also increases delays and
specialized parts have to be ordered in advance. It is not known how
many spare parts are on-hand at NJDOT for ITS devices. This project
recommends the creation of a new position (Purchasing Assistant) to
mange parts, warrantees, and equipment purchases for ITS operation at
each TOC. The concept is to have a dedicated staff to handle largely
in-house maintenance and also coordinate materials handling with the
outside contractors. This situation is better understood as more and
more ITS activities are carried out in the State.

Anecdotal evidence has suggested that the ability to get spare parts
quickly is one of the most common reasons to rely on contract
maintenance, reflecting on the governmental procedures that might tend
to delay the reestablishment of ITS operations. The issue is even more
serious when *[sole source]{.underline}* is involved.

**[Configuration Management]{.underline}**

ITS system operations are becoming complex and constantly undergoing
expansion, revisions, replacements, and modifications. Under such
conditions, system engineers face significant challenges in keeping
accurate documentation that is consistent with the physical design that
are also available, if needed, for disaster recovery.

Configuration Management (CM) describes a series of processes and
procedures developed in the information technology community to
establish and maintain system integrity. For example, replacing a failed
ITS device with an updated model should be documented and approved
through a CM process. Georgia DOT has two staff positions to handle CM
for its large statewide ITS operations and software. ^(18,\ 19)^

There are two fundamental purposes of CM -- to establish system
integrity and to maintain system integrity. A system with integrity is
one in which:

-   All components are well defined and documented

-   A working baseline is always available to implement and provide
    transportation management services

-   Integration with other regional systems can be readily accomplished

-   A high degree of traceability exists, allowing one to easily
    identify how system functions are provided

CM provides a holistic approach for effectively controlling system
change and creates a baseline. It helps to verify that changes to
subsystems are considered in terms of the entire system, minimizing
adverse effects. Changes to the system are proposed, evaluated, and
implemented using a standardized, systematic approach that ensures
consistency. All proposed changes are evaluated in terms of their
anticipated impact on the entire system. CM also verifies that changes
are carried out as prescribed and that documentation of items and
systems reflects their true configuration. A complete CM Program
includes provisions for the storing, tracking, and updating of all
system information on a component subsystem, with a system basis.
^(18,\ 19)^

**[Contracting Types (Methods)]{.underline}**

Although many public organizations often begin with a self-help in-house
maintenance activity, alternatives to in-house maintenance are
considered as more and more complex devices and systems are brought
online and integrated into a larger central system.

The range of factors that influence the selection of an appropriate
method of maintenance includes:

-   The size of the ITS deployments.

-   TOC (local or statewide).

-   System Complexity.

-   Geographic coverage.

-   Operation Schedule: 24/7 operation.

-   Funding availability.

-   Knowledge, Skill and Abilities (KSAs) of staff, a training factor.

-   Technology base and expertise of staff, training and staffing
    factor.

-   Organizational difficulties and delays in contracting and procuring
    services from qualified contactors and consultants.

-   Ability to store parts and vehicles/equipment.

***Key Maintenance Issues***

The following key maintenance issues facing other state TOCs were
reported during the course of this study:

-   TOCs' experiences have shown that the DOTs usually **lack the
    necessary and required technical skills** **and expertise** to
    maintain complex and heavily computer-based ITS systems. ITS require
    expertise in areas such as communications, computer and information
    technology, and applications. The information technology division
    (IT) has a computer knowledge base and systems skill set, but they
    are not exposed to the NJDOT ITS applications may have different
    mission and priority. This issue of drawing support from IT
    divisions is not recommended by this project as it is clear that ITS
    require its own resources and priority in daily operations. Most
    state TOC, for this reason, has adopted a dedicated staff for TOC
    operations support.

-   TOC ITS **software maintenance** requires the unique software skills
    of a developer or an experienced integrator. Washington State's TOC
    and Los Angeles DOT each have their own software staffs who work
    with outside software experts. Software maintenance includes
    operating systems (Windows, UNIX, Linux, etc.), Commercial
    Off-the-Shelf (COTS) packages (Word, EXCEL, DBMS, etc.), and
    Applications Software (MIST, 170, etc.). Several TOCs, Detroit,
    Michigan, INFORM, Long Island, New York State Region-11,
    Connecticut, hire outside system operators (often a third party) who
    are responsible for day-to-day TOC operations and software
    maintenance.

> The NJDOT has not evaluated the need for an outside contractor to
> operate the system, but it does have a series of contracts to support
> systems software. However, it does not have an in-house software staff
> presently assigned to perform software maintenance in the TOCs. To
> smooth the operation at both TOCs, this study recommends instituting a
> configuration management protocol and hiring two systems
> administrators, one for each TOC operations support. This project has
> developed a job specification for the position of system administrator
> in appendix.

-   DOTs are always lacking sufficient **staff and the funding** needed
    for the TOCs. Early retirement or head-count reductions (resulting
    in vacancies, the NJDOT's TOCs are no exception) and frequent budget
    shortages result in a poorly managed in-house maintenance program.
    Many agencies prefer to initiate contract maintenance for complex
    items, while undertaking small emergency repairs in-house.

-   DOTs have continuing problems in **recruiting and retaining
    personnel** who possess the skills necessary to operate and maintain
    the sophisticated hardware associated with computer-based traffic
    systems. Proper maintenance of these systems can require salary
    schedules higher than the typical maintenance or electrician rates,
    which DOTs are unable to pay. Accordingly, some agencies have
    determined that the best alternative is to use outside contractors.
    These contractors can also be hired to supplement regular staff and
    to stock specialized spare parts during emergencies.

-   TOCs often **lack test equipment** **and maintenance vehicles**
    needed for performing diagnostics, testing, and repairs. For
    example, agencies often use contractors with a high reach bucket
    truck to do repairs on CCTV cameras, and for large fiber optic cable
    repairs.

-   **Fiber optic communication system maintenance** is a necessity and
    a critical link to proper functioning of all ITS field devices as it
    carries data, voice, video to TOCs and to control devices. This
    project has found that some local and state DOTs have some form of
    preventive maintenance and small repair program for the fiber cable
    (which requires special equipment and trained technicians to perform
    splicing), they largely outsource large-scale work to experienced
    outside contractors. (Los ageless DOT, NYCDOT and NJDOT are among
    the agencies that typically rely on outside contractor for fiber
    maintenance support).

***Contracting Options Available to DOT***

In the event that a DOT determines that some component of their TOC
maintenance is better suited for contracting, there are a variety of
procurement options to choose from. However, some of these options are
constrained by local procurement rules. ^(6)^

-   **Engineer/Contractor:** An engineer develops the plans and detailed
    specifications for ITS elements. Contractors are selected by low-bid
    only. For ITS field elements, this option allows the hiring of a
    general or electrical contractor who is usually familiar with local
    areas and organization set up. However, electronics--based systems
    should not be included in the general contract. The NJDOT should
    ensure that sufficient contractual terms and management resources
    are used to adequately monitor and enforce the process. (The NJDOT
    currently uses this method for ITS field devices).

-   **System Manager/Integrator:** Plans, specifications, and system
    software are developed by an engineer. Selection of the equipment
    and installation contractor is by low-bid. The engineer provides
    system integration and can take on the maintenance of software and
    the control centers. (A system integrator is often allowed to
    procure hardware and services, usually by low-bid, on behalf of the
    agency.)

-   **Best-Value Contracting:** Used where the contractor is to provide
    some technical designs or configurations. The selection of a
    contractor is based on a combined technical score and price.

-   **Design-Build (DB):** Performance specifications are open for bid
    by teams of engineers and contractors. Selection is usually based on
    combined technical and price factors.

-   **Design-Build-Operate-Maintain (DBOM):** The same as Design-Build,
    but with a requirement that the contractor operates and maintains
    the system for a period of time.

-   **Franchise or Lease:** Also known as Design-Build-Own-Transfer. The
    contractor provides initial financing, engineering, and construction
    in exchange for a lease payment over a period of time. Eventually
    the equipment and activities are transferred to the agency.

***Key Factors Affecting Maintenance Decisions***

There are six primary factors that influence the decision on the
maintenance approach: ^(7)^

1.  In-house capability is generally required for mission-critical
    business, such as safety and security.

2.  Contractors would be required if significant technical ability is
    not available within DOT.

3.  Known training deficiency at the agency.

4.  Outside contractors support may not be available in rural areas, and
    DOT may have to institute in-house program for outline areas.

5.  Contractors are appropriate for non-standardized equipment.

6.  Level of staffing available for maintenance.

***In-house Maintenance versus Contract Maintenance***

This project has found that the throughout the country TOC maintenance
is performed under the following options:

-   Using in-house staff

-   Contract maintenance

-   A hybrid of part in-house and part contract maintenance

The current approach at the NJDOT is to rely on the hybrid method. The
NJDOT also uses resources from within the agency to maintain its traffic
signals, field masters, other traffic devices.

This study has found that a large-scale TOC operation such as NYCDOT,
LADOT, and Detroit TOC retain many support functions within TOC for a
quicker response, mandatory emergency response and for better
coordination among internal divisions. A broader literature review (not
part of the survey or visits to sites) also indicated that the practices
are mixed: for example, Ohio DOT has a turnkey (outside contractor)
approach to maintenance that includes all system maintenance, while
NYSDOT in Albany handles all system maintenance internally. The
following summarizes the pros and cons of both in-house and contract
maintenance. ^(6)^

-   **In-house maintenance:** Using in-house maintenance makes TOC staff
    more self-reliant and removes the dependencies on contractor
    businesses often found to be unstable or inconvenient to reach. It
    provides a career path for employees, control is retained in-house,
    and it creates a sense of ownership in ITS for the state. The DOT or
    public agency often owns the transportation and communication
    infrastructure and will have a somewhat easier task in coordinating
    with other agencies, such as police and other contractors. This
    study has found that DOT employees often express job satisfaction in
    dealing with emerging and new technologies and the challenges they
    present.

> ITS field devices are composed of many different technologies and are
> tedious to fix, which makes their maintenance more suitable for
> outside contractors that can be more responsive. As new devices are
> added or a new technology is implemented the TOC staff needs training
> and agency training programs may not be able to meet the current
> needs. Training is often the first items that get cut in a budget
> crunch.
>
> In the communications area, in-house staff resources often have to
> work without modern diagnostic and testing equipment, and test
> equipment can be expensive and rarely budgeted. The use of in-house
> teams will avoid invoicing and administrative processing, along with
> the possibility of reducing legal problems that may arise with the use
> of an outside contractor.

-   **Contract maintenance:** A contractor has access to people who are
    knowledgeable, skilled, an experienced to perform desired functions
    without constraints. Contractor's personnel are better equipped and
    ready to work after-hours and responsive to completing a job. They
    are also better trained and specialized in handling special
    equipment, techniques and diagnostics. Many contractors, who are
    general or electrical contractors, now have the acquired basic
    skills in working with. Contracting method is better suited for ITS
    devices installed over a large area. For example, maintenance of a
    fiber cable plant that provides coverage over a long distance is
    better suited for outside contractor. Other examples include
    maintenance of VMS spread out over a very large area.

> If contracting option is chosen by an agency to maintain complex ITS
> devices, there will be only minimum need to train agency staff on a
> continuous basis and keeping large inventory of spare parts.
>
> There are several apparent disadvantages that must be considered in
> considering outside contactor:

-   Agencies' often detect higher costs of hiring an outside contractor.
    However, a TOC should perform a cost analysis to compare all costs
    on both sides, including fringe and overhead (public agencies also
    have overheads and fringe costs for government services, but often
    not considered in cost analysis).

-   Contractors tend to do their own thing and sometime deviate from
    agency norms and DOTs may lose some control on their activities or
    repair completion.

-   Contractors often demand a public storage space and are reluctant to
    purchase large quantity of spares parts and instead demand that the
    agency purchase parts and supply to the contractor.

-   Public agency is required to accept low bidder as a hired contractor
    who may not be familiar with the region and may not be as efficient
    as others.

-   It has been observed by many TOC managers that outside contractors
    tend to assume higher risks in supporting the central systems and
    communications medium, and try to cover their risks by adding undue
    costs.

-   TOC mangers fear the legal liability for the agency arising from the
    neglect, accidents and late responses on part of the contractor.

-   Agency incurs administration costs for coordination and contract
    management, supervision, payments processing, and payment disputes
    with outside contractors.

> If an agency decides to contract for maintenance, it should make sure
> that the terms and conditions amply reflect control and risk analysis.
> Well defined and verifiable performance measures should be developed
> and inserted in the contract prior to an award.

**[Example: Colorado Transportation Management Center
(CTMC)]{.underline}** ^(20)^

The Colorado Transportation Management Center maintenance division is
responsible for deployment, maintenance, and development of Intelligent
Transportation System field devices. The current staff includes one
electronic engineer working as crew supervisor, one electronic
specialist I, one electronic specialist II and one electronic specialist
intern. Additional support is provided by two contract maintenance staff
members.

The primary function of the Colorado Transportation Management Center
(CTMC) maintenance crew is the upkeep of ITS field equipment that is
controlled by the Colorado Traffic Management Center. This equipment
includes variable message signs, highway advisory radio transmitters,
CCTV cameras and video switchers, roadside emergency call boxes,
wireless communication devices, highway traffic sensors, and fiber optic
cable equipment. Additional equipment is continually being added to
their inventory as the ITS infrastructure grows. Although the majority
of ITS devices are located north and west of Denver, equipment locations
maintained by the CTMC range from Vail on I-70 to as far south as
Pueblo, Wolf Creek Pass in the southwest, and north to the Wyoming
border. The number of devices maintained by the CTMC is now in excess of
100.

The CTMC maintenance department is charged with deployment of field
devices. Everything from installation of highway advisory radio
equipment to closed circuit television cameras are handled by the CTMC
crew. The CTMC has a fleet of 10 portable variable message signs (VMS
boards) at its disposal. Used for road information and in support of law
enforcement check points, these signs are deployed by the maintenance
crew within a 100 mile radius of Denver. The CTMC maintenance fleet also
includes a bucket truck with an 80 ft. reach and a dedicated "network
support" vehicle used to diagnose problems with the Department of
Transportation's (CDOT) fiber optic network. CDOT follows many other
states DOTs in this approach to fiber maintenance. (This is similar to
the current NJDOT issues).

The CTMC maintenance department designs and fabricates new electronic
systems that are used to assist the motoring public. These systems
frequently make use of both fiber optic and wireless communication
devices. For example, they are currently working on the development of
remote controlled "trailblazer" signs that make use of wireless
technology. These signs are used to direct traffic flow when detours are
required because of various road conditions on our highways. ^(20)^

CDOT also issues task orders to outside subcontractors to supplement
their own efforts for preventive, as well as, reactionary (responsive)
maintenance for ITS equipment and subsystems. The maintenance task
orders have been a positive and successful experience for both CDOT and
the system integrator. A complete inventory of all ITS devices deployed
on all Colorado highways has been completed, and the ITS maintenance
unit focuses on keeping an accurate database of repairs and replacement
data in order to determine mean time between failures (MTBF). This
information will allow CDOT to formulate a preventive maintenance
schedule based on level of service.

**[Fiber Optic Cable Maintenance]{.underline}**

The literature review and findings from the site visits to TOCs suggest
that many TOCs prefer hybrid maintenance (partly in-house maintenance
and partly by contract maintenance). This approach mainly affects fiber
optic cable maintenance.

There are variations to this scenario as in the case of the Ohio DOT's
turnkey system maintenance contract and Albany's (New York) system
maintenance using solely in-house staff. ^(6)^ The New York City DOT
provides in-house maintenance for complex ITS communications cable and
video system maintenance for the borough of Manhattan ATMS, while three
electrical contractors maintain the traffic controllers. The City's TOC
central system equipment is supported by a series of technical equipment
contracts. This approach has kept the ITS system's effectiveness at near
perfect levels of readiness and at peak operational efficiency.

The City of Los Angeles has a crew of six technicians and four
supervising electricians assigned to maintenance service for CCTV and
small fiber optic jobs, while an outside contractor is responsible for
providing communications network maintenance (presumably faster than the
City's response). Across the country, opinions vary on the use of
in-house maintenance for fiber optic cables. Some TOCs feel that
although it is feasible to do in-house fiber maintenance, lack of
experienced personnel and training needs on specialized equipment
prevented them from doing so. In recent years, the fiber optic cable
installation and splicing techniques have matured and training and other
resources are widely available from outside service providers (vendors)
and contractors at competitive prices.

**[Equipment for ITS Operational Support]{.underline}**

The literature review suggests that state TOCs are very uncomfortable
with going into in-house maintenance program without having the right
equipment and trained technicians to diagnose and repair communications
problems, and repair malfunctioned equipment.

For example, it is virtually impossible to troubleshoot a fiber optic
communications system without specialized (and often expensive)
equipment, such as an optical time-domain reflectometer (OTDR). An OTDR
injects a short, intense laser pulse into the optical fiber and measures
the backscatter and reflection of light as a function of time. The
reflected light characteristics are analyzed to determine the location
of any fiber optic breaks or splice losses. (OTDR prices range from a
little over US\$5000 for a basic/low-end unit to more than US\$20 000
for a high-performance unit, depending on specifications).

Sample maintenance contracts from Michigan DOT, LADOT, NYCDOT, and
Washington State DOT are very specific in the types of equipment that
the contractor should have in order to complete their work. Examples of
the types of specialty equipment needed by maintenance contractors for a
freeway management system include the following: ^(6)^

-   Bucket Truck for repairing cameras, overhead VMS, pole-mounted
    detectors and communication equipment.

-   Timed Domain Reflectometer (for either optical or cooper conductor,
    as necessary) for testing attenuation in communications cable.
    Light-source and power meter, also for testing fiber optic cable.

-   Multi-meters for various electrical tests of power supplies,
    grounding etc.

-   Protocol analyzers and "exercisers" for testing the communications
    protocols and standards (i.e., RS-232, RS-422, and NTCIP, or
    proprietary protocols).

-   Ethernet "snifffers" for bandwidth analysis, network configuration
    and troubleshooting.

-   Utility location detectors for finding the markers associated with
    buried utilities and other infrastructure.

-   Video signal analyzers for testing and tuning video signal
    parameters.

**[Estimating Number of Technicians Required to Support ITS
Devices]{.underline}**

There is no empirical formula available to estimate staffing needs.
There are three basic approaches that can be taken to arrive at the
staffing needs for ITS maintenance.

1.  ***Annual Hours Available Calculations***: Basic calculations based
    on per year hours available, travel time, and estimated repair times
    per device. This simple process allows for multitasking the agency's
    needs for general staffing titles. ^(11)^

2.  ***Predictive Method***: Compile agency time series data on mean
    time to repair (MTTR) and mean time before failure (MTBF) for each
    device and compute probability tables and time required for service.
    ^(6)^

3.  ***ODOT Multi-regions Model***: Use Oregon DOT model to compute
    Device-by-Device resources estimates based on inventory, components,
    annual number of visits and hours per visits per staffing class and
    travel time. Staffing needs are than computed for each staffing
    class. However, this is very cumbersome process and applies to
    multi-regions analysis. ^(11)^

***Calculations for Annual Hours Available***

The calculation for maintenance staffing levels are based on the field
experiences, information gathered in the literature review ^(6),^ and
interviews of TOC staff ^(5)^ (Alternatively, a more scientific approach
can be used if agency specific device data are compiled to calculate
Mean Time To Repair (MTTR) and Mean Time Before Failure (MTBF):

**Estimated Annual Work Hours per Person**

-   The available work hours per year: 52 weeks x 8 hours = 2080 hours
    per year.

-   Vacation: 3 week x 40 hrs = 120 hrs.

-   Sick leave: 2 weeks x40 hrs= 80 hrs.

-   Annual Training: 1 week x 40 hrs= 40 hrs.

-   Legal holidays: 13 days x 8 hrs= 104 hrs.

-   Break: 1 hr x 217 days = 217 hrs.

-   Net production time: 2080 -120-80-40-104-217 = 1519 hrs (190 days)
    per year.

-   Technician travel time, round trip, 2 hrs per day (suggested by
    NJDOT), 1 hr for set up and maintenance of traffic details totals 3
    hrs per day are used up without doing any repair activity: 190 days
    x 3 hrs = 570 hrs for response time.

-   Time available to complete actual repair: 1519 production hrs -- 570
    response time = 949 hrs per year per technician.

Assuming a trained technician can repair a VMS and other associated work
on location in some cases for 4 hrs, CCTV in 4 hrs, 4 hrs for traffic
controller, and an average repair time can be set around 4 hrs per
device, including logging, event reporting, etc. This means that one
technician can ideally repair, 949/4 = 237 devices per year. In
practical terms discounted by 30 percent, only 166 devices can be
serviced, if one assumes that time saving (days when the technician is
at the TOC) will be used by the TOC to support other central functions.
(This number is not computed scientifically, however, it is anecdotally
supported by knowledgeable individuals in the field.).

# []{.mark}

**Sample Staffing Estimates of Field ITS Maintenance**

The types and number of devices that are included is site specific but
using the following parameters a staffing estimate can be made. ^(6)^
Table 14 presents a sample estimate for staffing needs for ITS elements.

-   **Field Device:** ITS equipment and components out in the field

-   **Device Count:** Total count of devices

-   **Preventive Maintenance Schedule:** Total vendor-recommended
    periodic maintenance trips during the service period (typically at 6
    or 12-month intervals)

-   **Labor Hours per Person:** Labor effort needed to perform the
    recommended maintenance procedures.

-   **Number of Persons per Crew:** Assess adequacy of the number of
    personnel and crews to perform the preventive maintenance procedures
    safely and efficiently.

-   **Travel Time One-Way:** Average distance to be traveled one-way to
    the maintenance location.

-   **Labor Hours + Travel Time (Round-Trip)** is the total time in
    hours for the crew size and travel times.

-   **Total Hours for Labor/Travel and Devices** is the total time
    needed to perform the preventive maintenance for each ITS field
    device type.

-   **Average Number of Responsive Maintenance Visits per Year:** This
    average comes from other ITS Agency's maintenance reports and vendor
    information given for their devices.

**Table 14. Sample Estimate for Staffing Needs.** ^(6)^

+-----------+-------+------+------+------+-------+--------+-------+
| **P       |       |      |      |      |       |        |       |
| reventive |       |      |      |      |       |        |       |
| Ma        |       |      |      |      |       |        |       |
| intenance |       |      |      |      |       |        |       |
| (Hours)** |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Field     | Sch   | De   | L    | Crew | T     | Labor  | Total |
| Device    | edule | vice | abor |      | ravel | Hours  |       |
|           |       |      | H    | Size |       |        | Labor |
|           | M     | C    | ours |      | Time  | \+     |       |
|           | onths | ount | per  |      |       | Travel | Hours |
|           |       |      | Pe   |      |       | Time   |       |
|           |       |      | rson |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Variable  | 6     | 25   | 2.0  | 3    | 3.0   | 15.0   | 750   |
| Message   |       |      |      |      |       |        |       |
| Sign,     |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Highway   | 12    | 5    | 2.0  | 2    | 2.0   | 10.0   | 50    |
| Advisory  |       |      |      |      |       |        |       |
| Radio     |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Weather   | 12    | 10   | 2.0  | 2    | 3.0   | 10.0   | 100   |
| /Pavement |       |      |      |      |       |        |       |
| Sensor    |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Camera-   | 6     | 40   | 2.0  | 3    | 2.0   | 12.0   | 480   |
| CCTV      |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Non-      | 12    | 60   | 2.0  | 2    | 2.0   | 8.0    | 480   |
| intrusive |       |      |      |      |       |        |       |
| Count     |       |      |      |      |       |        |       |
| Stations  |       |      |      |      |       |        |       |
| Video/    |       |      |      |      |       |        |       |
| Radar     |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Permanent | 12    | 1    | 1.0  | 2    | 2.0   | 6.0    | 6     |
| Count     |       |      |      |      |       |        |       |
| Stations  |       |      |      |      |       |        |       |
| --        |       |      |      |      |       |        |       |
| Connected |       |      |      |      |       |        |       |
| to        |       |      |      |      |       |        |       |
| c         |       |      |      |      |       |        |       |
| ontroller |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Permanent | 12    | 20   | 1.0  | 2    | 2.0   | 6.0    | 120   |
| Count     |       |      |      |      |       |        |       |
| Sta       |       |      |      |      |       |        |       |
| tions-not |       |      |      |      |       |        |       |
| Connected |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Video     | 12    | 20   | 2.0  | 2    | 2.0   | 8.0    | 160   |
| Detection |       |      |      |      |       |        |       |
| at        |       |      |      |      |       |        |       |
| Signals   |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+
| Total     |       |      |      |      |       |        |       |
| Hours =   |       |      |      |      |       |        |       |
| 2146      |       |      |      |      |       |        |       |
+-----------+-------+------+------+------+-------+--------+-------+

+--------------------+--------------+---------------+--------+-------+
| **Responsive       |              |               |        |       |
| Maintenance        |              |               |        |       |
| (Hours)**          |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Field Device and   | Labor Hours  | Labor Hours + | A      | Total |
| Preventive         | per Person   |               | verage |       |
| Maintenance        |              | Travel Time   |        | Labor |
| Schedule           |              |               | Number |       |
|                    |              |               | of     | Hours |
| (Crew size =2)     |              |               |        |       |
|                    |              |               | Visits |       |
|                    |              |               | per    |       |
|                    |              |               |        |       |
|                    |              |               | Year   |       |
|                    |              |               | (1/3   |       |
|                    |              |               | of     |       |
|                    |              |               | de     |       |
|                    |              |               | vices) |       |
+--------------------+--------------+---------------+--------+-------+
| Variable Message   | 4.0          | 14.0          | 8.3    | 116   |
| Sign               |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Highway Advisory   | 2.0          | 8.0           | 1.7    | 13    |
| Radio              |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Weather/Pavement   | 2.0          | 10.0          | 3.3    | 33    |
| Sensor             |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Camera- CCTV       | 2.0          | 8.0           | 13.2   | 106   |
+--------------------+--------------+---------------+--------+-------+
| Non-intrusive      | 2.0          | 8.0           | 19.8   | 158   |
| Count Stations     |              |               |        |       |
| Video/ Radar,      |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Permanent Count    | 2.0          | 8.0           | 0.3    | 3     |
| Stations           |              |               |        |       |
| --Connected to     |              |               |        |       |
| controller         |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Permanent Count    | 2.0          | 8.0           | 6.6    | 53    |
| Stations-not       |              |               |        |       |
| Connected          |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Video Detection at | 2.0          | 8.0           | 6.6    | 53    |
| Signals            |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+
| Total Hours =534   |              |               |        |       |
+--------------------+--------------+---------------+--------+-------+

> []{.mark}
>
> []{.mark}

[]{.mark}

# [ITS Devices Suitable for Contract Maintenance]{.underline}

The literature review suggests that many states have opted for outside
contract maintenance for the following devices. The reasons often
mentioned are longer travel distances, wide geographic areas,
non-real-time or non-critical functions, and limitations on in-house
staff and specialized personnel.

-   CCTV.

-   VMS (DMS).

-   HAR/Callboxes.

-   Ramp Meters.

-   Microwave Detectors.

-   Loop Detectors.

-   Traffic signals.

-   ETTM.

-   RWIS (ESS- Environmental Sensor Stations).

-   E-ZPass roadside readers.

# CONCLUSIONS 

# 

The project began with a quick scan of the literature on TOC operations
and maintenance support. Based on the initial findings, the RPSIP
directed the project to move forward with operational support contract
requirements. Working closely with the project management team and the
TOC managers (research customers), the project focused on the issues
faced by the NJDOT and investigated practices of the other states' TOC,
collecting significant information during the course of the study. Based
on the information gathered from other states' TOCs and findings from
the literature review, and TOC practices in the country, a total of 22
recommendations are developed to achieve peak efficiency of the ITS
systems in the State. Tables 15-17 contain 22 recommendations for the
NJDOT consideration.

The major conclusion of this project is that the ITS deployment in the
State is still evolving and by providing additional operational support
at this juncture in the life-cycle process will significantly improve
operational efficiency and return on ITS investment. Equipped with
proper skills and support mechanism the technical response teams will be
in a much better position to ensure proper functioning of ITS systems
and field devices, and management of ITS contracts. Such actions will
generate a wider ITS knowledge-base and allow NJDOT to develop
integrated statewide ITS applications. Such capability will also enhance
regional coordination and information exchange. This conclusion is based
on the successes of the other states' TOCs operational capabilities
(Maryland State Highway Administration, for example) for statewide ITS
deployments.

The project concludes that the NJDOT should seek higher level of Federal
funding for operational support needs and develop a long-term secured
source to improve system management at both TOCs. The operational
support, additional positions and improved maintenance practice
(including preventive maintenance) together will result in an efficient
management of a spare parts inventory, better integrated software
systems and efficient network management that can support interconnected
TOCs and statewide ITS operations. The climate to implement these steps
is ripe at the NJDOT.

**RECOMMENDATIONS**

[]{.mark}

Based on the extensive work done by this project, the following tables
present 16 recommendations in three separate categories:

-   Table 15: Policy Recommendations.

-   Table 16: Staffing Recommendations.

-   Table 17: Operational Support Recommendations.

Each recommendation has a suggested time frame for implementation by the
NJDOT and provides an impact statement and areas of influence. These
recommendations address the resources needed to achieve peak operational
efficiency and a reduction in equipment down-time. The issues facing the
NJDOT TOCs were also carefully studied and addressed by the
recommendations. The literature review, surveys sent to other states'
TOCs, actual visits, and the information reports obtained from these
sources formed the basis for the implementation plan and specific
recommendations. The guidance provided by the RPSIP and TOC staff
provided additional focus on the key issues facing New Jersey.

##### Policy Recommendations 

The recommendations shown in Table 15 present an opportunity for the
NJDOT to develop a unified approach to creating and enforcing a
statewide ITS deployment policy. If implemented in the short term (1-2
years) while ITS deployments are still evolving in the State and the
region, the project team feels that the substantial benefits will result
from the enhanced regional interoperability, uniformity in
implementation and efficiency improvements. These recommendations will
also enhance coordination with other transportation agencies within the
State, including toll authorities. The study suggests that the overall
policy objectives of delivering transportation services that meet
safety, security, and mobility needs should be tied to the ITS
deployments and TOC's operational efficiency performance criteria.

**Table 15. Policy Recommendations**.

  ----------- ------------------------------------- ---------------------
  **Time      **Policy Recommendations**            **Areas of Impact**
  Frame\***                                         

  Short Term  **1. Develop a NJDOT TOC Concept Of   ITS Policy,
              Operations Plan**, which includes ITS deployments, and
              Strategic Plan elements and migration creates a path to
              strategy in alignment with funding    next steps. A unified
              priorities.                           ITS direction for New
                                                    Jersey.

  Short Term  **2. Develop NJDOT TOC Operations     Lessons Learned from
              Manual** based on the recommended     other states' TOCs
              practices by ITE's current standard   and the effectiveness
              as per Reference 9.                   of current procedures
                                                    will help NJDOT to
                                                    refine its own TOC
                                                    operations.

  Long Term   **3. Develop and Integrate into a     Will result into a
              Statewide Policy on Fiber             statewide integrated
              Optics/Wireless Technologies** for    communication network
              ITS deployments.                      for ITS.
  ----------- ------------------------------------- ---------------------

\* The project defines timeframes as: Short Term- 1 to 2 years, Medium
Term- 2 to 5 years, Long Term-over 5 years.

There is a need for an *Operational Manual* specific to each TOC, but
with uniform procedures, for day-to-day TOC operations. This manual
should be based on the current state of the art practices of other
states' TOCs and lessons learned from their operational experiences.
This project strongly recommends that this step be taken as soon as
possible.

As stated in Table 15, a statewide policy for fiber optic and wireless
technologies is needed for the NJDOT to address two critical aspects of
ITS network integration: It will provide necessary bandwidth and full
connectivity (without gaps in cable links or the geographic region)
necessary to support ITS devices, and allow different communications
technologies to work together without interference from each other.
Several state DOTs (CDOT) ^(20)^ has a policy on a wireless
communications shared resource agreement with a local provider) have
formed public/private partnership arrangements to meet such ITS needs
and the project recommends that NJDOT explore that possibility further
with assistance from the local FHWA resources. The City of New York has
issued an Request for Proposals (RFP) ^(21)^ from private ventures to
implement a citywide wireless network using city-owned operating band
frequency of 4.9 GH for fire and police departments, traffic signals
control system, public safety and emergency management applications. If
successful, such arrangements with private sector will allow ready
access to latest technologies to public agencies.

***Staffing Recommendations***

**Table 16. Staffing Recommendations.**

  ----------- -------------------------------------- --------------------
  **Time      **Staffing Recommendations**           **Areas of Impact**
  Frame**                                            

  Short Term  **1. Hire a *System Administrator      TOC operational
              ***for each TOCs system support and    efficiency, ITS
              administration.                        systems.

  Short Term  **2. Hire *ITS Purchasing              Will improve system
              Assistants*** to support system parts  operation due to
              and equipment purchases, and           better handling of
              management of warranties at each TOC.  spare parts.

  Short Term  **3. Hire *Network Systems             Will improve
              Technicians*** to support In-house     communications and
              maintenance of the expanding fiber     help lower system
              optic communications, and system       down-time, an
              networks at each TOC. Example of job   objective of this
              specifications is provided for         study.
              recommended positions.                 
  ----------- -------------------------------------- --------------------

\* The project defines timeframes as: Short Term- 1 to 2 years, Medium
Term- 2 to 5 years, Long Term-over 5 years.

The staffing recommendations stated in Table 16, if implemented, will
close the current gaps in ITS operational support by adding qualified
staff. Operational efficiency will be greatly enhanced with a focus on
network administration, system performance, spare parts and equipment
availability, and reduction in down-time. These positions are commonly
provided to the TOCs and overall ITS operations are better coordinated
with support from system staff and technicians who ensure network
performance. With these staffing recommendations, the NJDOT will also
create an in-house knowledge-base that covers a range of ITS devices and
functions comparable with the achievements of many TOCs in the country.

This project strongly recommends an inventory of ITS components and a
spare parts management system under a dedicated Purchasing Assistant to
facilitate materials handling. ITS, by definition, is made whole by the
sum of its parts, and procuring parts, repairs, management of
warranties, etc. is a necessity that can not be mixed with other
activities or generalized and allowed to deteriorate.

***Operational Support Recommendations***

The recommendations presented in Table 17 are based on the severity of
the current issues faced by the NJDOT TOCs. Each recommendation supports
the stated objectives of the NJDOT to keep the ITS systems functioning
at peak efficiency. These recommendations are derived from an assessment
of the current ITS maintenance and support practices of the TOCs located
in other states and interviews with various TOC mangers across the
country. A detailed technical memorandum submitted to the NJDOT
previously contained key findings from these efforts.

Many TOCs in the country have now entered into their second-generation
life cycle and have successfully implemented day-to-day TOC operations
in their jurisdictions. The literature review indicates that the TOCs
from California, Minnesota, Florida, Washington, New York, and Maryland
as well as cities like Los Angeles and New York City have successfully
built second-generation systems with a good level of operational
support. Many are now receiving federal funding for operational support,
which ensures operational stability and efficiency. New York City DOT
Traffic management Center receives over \$19 million annually for
operational support from the federal funding, which covers costs for its
signal maintenance, staffing and equipment support. ^(11)^ This project
strongly recommends that the NJDOT expand the current approach to
provide operational support using federal funds. It is anticipated that
the NJDOT will also continue its current practice of providing
operational support through federal funding sources.

**Table 17. Operational Support Recommendations.**

+----------+-------------------------------------+--------------------+
| **Time   | **Operational Support               | **Areas of         |
| Frame**  | Recommendations**                   | Impact**           |
+----------+-------------------------------------+--------------------+
| Short    | **Strengthen In-house Operational   | Will result in     |
| Term     | Support**                           | better control and |
|          |                                     | operational        |
|          | **1. Research and implement a       | efficiency, and    |
|          | statewide ITS *Maintenance          | standard practice  |
|          | Management System* (MMS)** for      | for the NJDOT.     |
|          | logging and tracking ITS            |                    |
|          | maintenance activities. This step   | Database           |
|          | is necessary for both In-house and  |                    |
|          | contract maintenance based on the   | Standardization.   |
|          | current and future ITS inventory.   |                    |
+----------+-------------------------------------+--------------------+
| Short    | **2. Continue with current in-house | Specialized work   |
| Term     | fiber optic cable maintenance, but  | will ensure        |
|          | add *Network Systems Technician***  | communications     |
|          | positions to manage TOC network     | availability to    |
|          | systems needs, statewide            | ITS systems,       |
|          | interoperability, and               | keeping downtime   |
|          | communications knowledge-base to    | to minimum.        |
|          | TOCs.                               |                    |
|          |                                     | Recent gains in    |
|          |                                     | wireless           |
|          |                                     | technology will    |
|          |                                     | have a major       |
|          |                                     | impact.            |
+----------+-------------------------------------+--------------------+
| Short    | **3. Strengthen Statewide ITS       | System operations  |
| Term     | Support Contract**                  | will improve       |
|          |                                     | because ITS        |
|          | Modify and rename the current       | devices will be    |
|          | Statewide ITS maintenance contract  | checked more       |
|          | to include preventive maintenance   | frequently under a |
|          | of ITS devices such as CCTV, VMS,   | preventive         |
|          | ESS, HAR, and detector stations,    | maintenance        |
|          | and a preventive checklist and      | program.           |
|          | performance measures.               |                    |
+----------+-------------------------------------+--------------------+

\* The project defines timeframes as: Short Term- 1 to 2 years, Medium
Term- 2 to 5 years, Long Term-over 5 years.

**Table 17. Operational Support Recommendations (Cont.).**

+----------+--------------------------------------+-------------------+
| **Time   | **Operational Support                | **Areas of        |
| Frame**  | Recommendations**                    | Impact**          |
+----------+--------------------------------------+-------------------+
| Short    | **Central System Operational         | Peak operation    |
| Term     | Support**                            | efficiency        |
|          |                                      |                   |
|          | **4. Modify TOC North central system | Reduced downtime  |
|          | operational support management**     |                   |
|          | under a ***Network System            | Create Knowledge, |
|          | Technician***, and software support  | Skill s and       |
|          | and configuration management under a | abilities (KSAs)  |
|          | ***System Administrator***. Consider |                   |
|          | extending the equipment warranties   | Knowledge-base    |
|          | under the ***Purchasing Assistant*** |                   |
|          | position.                            | Integrated        |
|          |                                      | services          |
|          | These steps will ensure that the ITS |                   |
|          | systems, communications, and spare   | Fosters           |
|          | parts management across all          | interoperability  |
|          | platforms will work as intended.     |                   |
|          |                                      | Software          |
|          | A valuable service focus will result | compatibility     |
|          | in a long-term knowledge-base at     |                   |
|          | TOCs from which better operations    | Easier to upgrade |
|          | will emerge.                         |                   |
|          |                                      | Bandwidth         |
|          | TOC North has unique opportunities   | management        |
|          | to integrate FMS functions as        |                   |
|          | initial steps are already in place   | Better quality of |
|          | by MIST platform. The MIST system is | Video images in   |
|          | based on the system administration   | the TOCs          |
|          | concept.                             |                   |
|          |                                      | Statewide ITS     |
|          | These positions work as a cluster    | logging/tracking  |
|          | and form a core group to support     | system will       |
|          | day-to-day TOC operations. This will | emerge in NJDOT.  |
|          | reduce dependency on outside experts |                   |
|          | and reduce down-time.                | In addition to    |
|          |                                      | the above, a      |
|          | **5.** **Modify TOC South Central    | better monitoring |
|          | System**                             | and operation     |
|          |                                      | control of ITS    |
|          | Same recommendations as above also   | systems at TOC    |
|          | apply here. Additionally, the issue  | South             |
|          | of integration is more of a problem  |                   |
|          | in TOC South and should be addressed | will result in    |
|          | now as the costs of integration are  | supporting        |
|          | rising.                              | traffic signals   |
|          |                                      | control and       |
|          | System administration concept will   | freeway systems   |
|          | enhance integration of closed loop   | elements.         |
|          | systems installed at TOC South.      |                   |
+----------+--------------------------------------+-------------------+

**Table 17. Operational Support Recommendations (Cont.).**

+----------+--------------------------------------+-------------------+
| **Time   | **Operational Support                | **Areas of        |
| Frame**  | Recommendations**                    | Impact**          |
+----------+--------------------------------------+-------------------+
| Short    | **6. Institute Spare Parts and       | Reduce operations |
| Term     | Equipment Management**               | costs             |
|          |                                      |                   |
|          | Develop an inventory spare Parts     | Better assets     |
|          | Management system at both TOCs under | management and    |
|          | a ***Purchasing Assistant***         | ITS database will |
|          | position to secure critical spare    | contribute to     |
|          | parts for in-house maintenance and   | system            |
|          | warrantee care. ITS systems will     | efficiency.       |
|          | suffer increased down-time and       |                   |
|          | deficiencies in operation functions. | Inability to      |
|          |                                      | replace a         |
|          | ITS technologies are complex, and    | defective         |
|          | swapping a new part for a defective  | part-however      |
|          | one can be a quick and simple, yet a | small- can affect |
|          | solution that will keep ITS benefits | the system        |
|          | flowing. TOCs across the country are | reliability and   |
|          | reporting 10-15 percent spare parts  | availability.     |
|          | on hand.                             |                   |
+----------+--------------------------------------+-------------------+
| Medium   | 7.  **Develop and Implement a Policy | Peak-operation    |
| Time     |     on ITS devices standardization** | efficiency        |
|          |                                      |                   |
|          | > Develop and Implement a Policy on  | Fosters           |
|          | > ITS devices standardization to     | interoperability  |
|          | > make parts interoperable and       |                   |
|          | > interchangeable.                   | Software          |
|          |                                      | compatibility     |
|          | This will ensure that ITS devices,   |                   |
|          | systems, communications, and spare   | Easier to upgrade |
|          | parts will work as intended in an    |                   |
|          | interoperable manner. This also      | Better real-time  |
|          | allows TOCs to replace parts without | control on        |
|          | fear of different vendors' products. | different devices |
|          | System operators will also be better | from different    |
|          | prepared to deal with operation      | vendors.          |
|          | details.                             |                   |
|          |                                      | NJDOT should      |
|          | Standardization would have the added | consider this a   |
|          | benefit of reducing the amount of    | requirement for   |
|          | spare parts needed to be kept        | all ITS devices.  |
|          | on-hand to respond to repairs. For   |                   |
|          | example, NTCIP family of standards   | Standardization   |
|          | on VMS, ESS, Traffic controllers,    | will contribute   |
|          | etc. will produce an integrated and  | to system         |
|          | interoperable system.                | efficiency and    |
|          |                                      | maintenance       |
|          |                                      | activities.       |
+----------+--------------------------------------+-------------------+

**Table 17. Operational Support Recommendations (Cont.).**

+----------+--------------------------------------+-------------------+
| **Time   | **Operational Support                | **Areas of        |
| Frame**  | Recommendations**                    | Impact**          |
+----------+--------------------------------------+-------------------+
| Short    | **8. Purchase Special Vehicles for   | Reduced down      |
| Term     | In-house Maintenance**               | time, and costs.  |
|          |                                      | This investment   |
|          | Purchase a high-reach (80 feet)      | will add          |
|          | Bucket Truck and a "network support" | significant       |
|          | Van to enhance current diagnostics   | capabilities to   |
|          | and maintenance operations. These    | meet statewide    |
|          | vehicles will support emergency      | emergencies.      |
|          | repairs and will be critical during  |                   |
|          | major disasters.                     | A dedicated       |
|          |                                      | vehicle can be    |
|          | Successful TOCs, including NYCDOT,   | quickly deployed  |
|          | Colorado TMC, LADOT all report       | to facilitate     |
|          | highly productive use of Bucket      | installation of   |
|          | Trucks and Network Vans to repair    | temporary devices |
|          | CCTV, VMS, Cable plants, overhead    | during            |
|          | microwave detectors.                 | evacuation.       |
+----------+--------------------------------------+-------------------+
| Short    | **9. Procurement of Test Equipment** | Proper tools and  |
| Term     |                                      | equipment make    |
|          | Digital devices used in ITS          | field repairs     |
|          | applications are signal and          | faster, easier    |
|          | bandwidth based, which requires the  | diagnostics,      |
|          | measuring of signal strengths. Fiber | reducing          |
|          | optic cable splicing and fusion      | down-time.        |
|          | techniques require calibration,      |                   |
|          | testing and validation. Protocol     | Digital data,     |
|          | analyzers are widely used tools.     | video and voice   |
|          |                                      | signals will be   |
|          | State TOCs, such as those operated   | transmitted as    |
|          | by Florida DOT, Virginia DOT, and    | intended on       |
|          | Michigan DOT are very specific in    | modern ITS        |
|          | the types of equipment that the      | systems.          |
|          | contractor should have in order to   |                   |
|          | complete their work. This applies    |                   |
|          | equally to in-house plans.           |                   |
+----------+--------------------------------------+-------------------+
| Short    | **10. Evaluate ITS Maintenance       | Provides an       |
| Term     | Programs**                           | answer to, How    |
|          |                                      | well we are       |
|          | Regularly evaluate the maintenance   | doing? TOC?       |
|          | program using a series of            |                   |
|          | performance measures, including      | Design ITS with   |
|          | repair response time and device      | operations and    |
|          | down-times. Provide feedback to ITS  | maintenance in    |
|          | planning and design units to improve | mind.             |
|          | future designs to meet maintenance   |                   |
|          | needs.                               | NJDOT's objective |
|          |                                      | is to achieve     |
|          | System availability, system          | 99.67%            |
|          | reliability, MTTR, MTBF, number of   | availability for  |
|          | failed devices are key parameters    | ITS operation.    |
|          | that can be used as performance      |                   |
|          | measures. With an expanding ITS,     |                   |
|          | operational complexity will          |                   |
|          | increase.                            |                   |
+----------+--------------------------------------+-------------------+

**Table 17. Operational Support Recommendations (Cont.).**

+----------+--------------------------------------+-------------------+
| **Time   | **Operational Support                | **Areas of        |
| Frame**  | Recommendations**                    | Impact**          |
+----------+--------------------------------------+-------------------+
| Short    | **11. Institute a Configuration      | System integrity  |
| Term     | Management (CM)**                    |                   |
|          |                                      | Baseline          |
|          | CM will make it easier to upgrade,   |                   |
|          | manage software issues, add ITS      | Easier evaluation |
|          | devices, expand system functions,    | of new products   |
|          | integration and provide for COTS     |                   |
|          | applications                         | Subsystems        |
+----------+--------------------------------------+-------------------+
| Medium   | **12. Institute a Logging and Event  | Inventory         |
| Term     | Tracking System**                    |                   |
|          |                                      | Paperless         |
|          | Using a tag or bar code and a        |                   |
|          | hand-held scanner in conjunction     | Long-term records |
|          | with a maintenance management system |                   |
|          | (MMS) will automate inventory and    | Sorting           |
|          | event tracking, thus reducing or     | capability by     |
|          | even eliminating much of the paper   | device type,      |
|          | tracking.                            | frequency, etc.   |
+----------+--------------------------------------+-------------------+
| Medium   | **13. Incorporate National ITS       | If implemented,   |
| Term     | Architecture User                    | the NJDOT will    |
|          | Service-Maintenance and Construction | meet with         |
|          | Operations (MCO), V5.0.**            | Architecture, and |
|          |                                      | Will allow better |
|          | This user service ensures functions  | weather tracking, |
|          | to support monitoring, operating,    | Winter            |
|          | and maintaining, and improving and   | maintenance, and  |
|          | managing the physical condition of   | Work zone         |
|          | roadways, infrastructure, fleet      | management        |
|          | management, and tracking vehicles.   |                   |
|          | Market package, a specific           |                   |
|          | collection of interfaces and         |                   |
|          | equipment needed to achieve specific |                   |
|          | user service- is implemented as      |                   |
|          | needed.                              |                   |
+----------+--------------------------------------+-------------------+
| Short    | **14. Institute Semi-annual Training | Incident          |
| Term     | Sessions for TOC Staff**             | management        |
|          |                                      |                   |
|          | The availability of skilled and      | System operators, |
|          | trained staff is critical to getting | Traffic           |
|          | the most out of TOC operations.      | engineers,        |
|          | On-site training sessions should be  | Software          |
|          | designed to help create a            | specialists,      |
|          | knowledge-base on current            | Communications    |
|          | technologies, standard operating     | specialist,       |
|          | procedures, lessons learned, and     | Maintenance       |
|          | case studies, emerging ITS           | staff, TOC        |
|          | standards, architecture, system      | managers and      |
|          | engineering topics, and incident     | supervisors       |
|          | management. These topics are timely  |                   |
|          | and are part of ITS deployments. .   |                   |
+----------+--------------------------------------+-------------------+

**Table 17. Operational Support Recommendations (Cont.).**

+----------+--------------------------------------+-------------------+
| **Time   | **Operational Support                | **Areas of        |
| Frame**  | Recommendations**                    | Impact**          |
+----------+--------------------------------------+-------------------+
| Short    | **15. Convene an Annual TOC Workshop | TOC operations    |
| Term     | with Peers**                         |                   |
|          |                                      | Communications    |
|          | TOC operations practices are         |                   |
|          | constantly evolving as better        | Microwave         |
|          | integration techniques are used and  | technology        |
|          | technologies are refined. Meeting    |                   |
|          | with other peers in the region will  | Vehicle tracking  |
|          | create a better technology transfer  |                   |
|          | among concerned professionals and    | Maintenance       |
|          | invited experts on subjects. A       | experiences       |
|          | day-long agenda will produce a       |                   |
|          | focused set of answers on current    | Vendors' products |
|          | issues faced by the NJDOT.           | and demos         |
|          |                                      |                   |
|          | **Professional organizations**:      | Knowledge of      |
|          | Allow out of state travel by TOC     | staff             |
|          | staff to attend technical            |                   |
|          | conferences organized by the         | Keep up to date   |
|          | professional organizations such as   | on communications |
|          | AASHTO, ITE, TRB and ITS America to  | technologies,     |
|          | learn from others on ways and means  | operating         |
|          | to improve TOC operation and traffic | systems, GPS/GIS, |
|          | management. Encourage staff to write | AVL, algorithms,  |
|          | papers and make presentations.       | signal hardware,  |
|          |                                      | VMS and other ITS |
|          |                                      | devices.          |
+----------+--------------------------------------+-------------------+
| Medium   | **16. Continue with Further Research | Incident          |
| Term     | on TOC and Traffic Management        | management        |
|          | Issues**                             | algorithms        |
|          |                                      |                   |
|          | Continuity in current research on    | Adaptive signal   |
|          | ITS and TOC operation, system        | timing control    |
|          | maintenance, recommended practices,  | techniques        |
|          | and latest operation manuals will    |                   |
|          | allow NJDOT to link policies and     | Traffic counts    |
|          | programs to ITS deployments and      | using TOC Video   |
|          | enhance statewide interoperability   | images            |
|          | goals.                               |                   |
|          |                                      | New materials and |
|          | **Suggested topics**: Role of TOC in | technology        |
|          | protecting critical infrastructure   |                   |
|          | in the State, updated operations     | Productivity      |
|          | manual, latest adaptive signal       |                   |
|          | controls, wireless communications,   | Current issues    |
|          | traffic detection/counts using video |                   |
|          | images, and ITS standards.           | Up to date staff  |
|          |                                      | skills            |
|          | Test-bed for evolving technologies.  |                   |
|          |                                      | Future            |
|          |                                      | investments       |
|          |                                      |                   |
|          |                                      | Sensor technology |
+----------+--------------------------------------+-------------------+

**APPENDIX**

**JOB SPECIFICATIONS FOR RECOMMENDED TITLES**

State of New Jersey

Department of Personnel

**Job Specification**

**NETWORK ADMINISTRATOR**

**[DEFINITION]{.underline}**

Under direction performs professional work, which includes Intelligent
Transportation Systems (ITS) systems/devices, development,
implementation, and maintenance of multi-network, multi-user Local Area
Networks (LAN), Metropolitan Area Networks (MAN), and/or Wide Area
Networks (WAN); maintains centralized, decentralized, and remote network
services; maintains network security and data integrity; provides
consultations and recommendations to infrastructure managers as required
to troubleshoot and resolve network problems, monitor overall
performance, and conduct upgrades as required; does other related
duties.

**[ESSENTIAL FUNCTION STATEMENTS]{.underline}**

**[Essential Functions:]{.underline}**

1.  Supervises the development, implementation, and maintenance of
    multi-network, multi-user ITS/Transportation environment;

2.  Maintains availability of centralized, decentralized, and remote
    network services including but not limited to file service,
    printing, local electronic mail, Internet electronic mail, office
    applications, remote access, Internet web connectivity, and
    mainframe gateway;

3.  Schedules and dispatches resources to track/troubleshoot/correct
    network related to issues either logged through the help desk and/or
    recorded through the monitoring of the network;

4.  Plans and installs software upgrades for network services, gateways,
    and associated telecommunication devices;

5.  Maintains accurate and up-to-date documentation for network
    hardware/software;

6.  Plans, configures, and troubleshoots networked devices including but
    not limited to printers, personal computers, facsimiles, modems,
    plotters, and scanners;

7.  Plans, configures, and troubleshoot network client software
    installations and updates;

8.  Provides guidance to infrastructure managers/technicians to
    troubleshoot and resolve network problems, monitor overall
    performance, and conduct upgrades as needed;

9.  Administers user access to network resources and
    adds/modifies/deletes user accounts for file/print and dial-in
    servers;

10. Administers electronic mail gateways, both internal and Internet;

11. Diagnoses and repair or coordinates repair of network hardware;

12. Monitors disk capacity and takes appropriate action to ensure
    adequate disk space is available to networked users, software
    applications, and attached devices;

13. Checks and response appropriately to errors logged by the server
    and/or network devices;

14. Maintains accurate and up-to-date documentation (manual or through
    an online log file) of all errors of high severity and action taken
    to correct the error;

15. Develops, tests, implements, and periodically updates a disaster
    recovery plan for the enterprise;

16. Ensure that daily or weekly and incremental or full backups are
    performed and verified, and rotates media offsite;

17. Ensure that clients are able to restore files from backup and/or
    archive;

18. Provides technical support to end-users;

19. Maintains knowledge of network-related emerging technologies and
    evaluates vendor products for potential use within the agency;

20. Coordinates with OTIS and other government agencies to ensure
    optimal use of the network topology, WAN, and wiring infrastructure;

21. Leads the capacity planning process to ensure timely and cost
    effective advancement of the network;

22. Prepares an annual budget for the development, implementation,
    installation, and termination of network servers and related
    hardware/software/telecommunications components; and

23. Be required to learn to utilize various types of electronic and/or
    manual recording and information systems used by the agency, office,
    or related units.

**[QUAILIFICATIONS]{.underline}**

**[Knowledge of:]{.underline}**

Knowledge of industry standard Network Operation Systems (NOS);

Knowledge of server hardware and associated software;

Knowledge of telecommunication components used to interconnect servers
to communication devices and ultimately clients (PCs);

Knowledge of countermeasures for dealing with network security and virus
protection; and

Knowledge of techniques to determine system capacity and cost
effectiveness of system utilization

**[Ability to:]{.underline}**

Ability to troubleshoot and repair problems inherent to computer
networks;

Ability to establish goals and set priorities;

Ability to schedule and organize work activities and identify/resolve
problems which arise;

Ability to interact with orders and come to consensus on various issues;

Ability to prepare clear, sound, accurate, and informative reports
containing findings, conclusions, and recommendations;

Ability to work independently or in a team environment;

Ability to utilize various types of electronic and/or manual recording
and information systems used by the agency, office or related units; and

Ability to read, write, speak, understand, and communicate in English
sufficiently to perform duties of this position

**[Experience and Training Requirements:]{.underline}**

**[Experience:]{.underline}**

Three (3) years of experience in the development, implementation, and
maintenance of multi-network, multi-user Local Area Networks (LAN),
Metropolitan Area Networks (MAN), and/or Wide Area Networks (WAN)
environments. Familiarity with ITS devices such as CCTV, VMS, ESS are
essential.

**[Training:]{.underline}**

Graduation from an accredited college or university with a Bachelor's
degree which must include a minimum of eighteen (18) semester hour
credits in mathematics and/or computer science.

**Note:**

\(1\) Applicants who do not possess the Bachelor's degree but possess
the 18 semester hour credits may substitute additional experience as
indicated below on a year-for-year basis with thirty (30) semester hour
credits being equal to one (1) year of experience.

\(2\) Evidence of formal training in Computer Science/Information
Technology received at an accredited institution may be submitted with
your application for evaluation by the Department of Personnel for
possible credit. These training courses will be examined to see how they
compare, both in hours/content, to college courses to which they equate,
sixteen (16) training hours being equal to one (1) college credit,. In
house training courses will not be accepted as meeting these criteria;
thus, they will not be evaluated. The Department of Personnel's decision
in this matter is final and not subject to appeal.

**[License or Certificate]{.underline}**

Appointees will be required to possess a driver's license valid in New
Jersey only if the operation of a vehicle, rather than employee
mobility, is necessary to perform essential duties of the position.

**State of New Jersey**

**Department of Personnel**

**Job Specification**

**NETWORK SYSTEMS TECHNICIAN**

**[DEFINITION]{.underline}**

Under general supervision, in an ITS, Transportation, and Communications
environment, direct hands on support is provided to a work shift of the
TOC in resolving network problems from verbal or written problem
reports; consults with TOC, network management and systems programming
staff for problem diagnosis, assistance, and resolution; monitors and
allocates space or direct access storage devices; uses productivity aids
in implementing and maintaining software, applications, and systems
libraries; or in client/server environment, provides hardware/software
support to end users; installs hardware and software on servers and or
workstations; does other related duties.

**[DISTINGUISHING CHARACTERISTICS]{.underline}**

Positions at this level are distinguished from other classes within the
series by the level of responsibility assumed and the complexity of
duties assigned. Employees perform the most difficult and responsible
types of duties. Employees at this level are required to be fully
trained in all procedures related to assigned area of responsibility.
Employees are fully aware of the operating procedures and policies of
the work unit.

**[ESSENTIAL FUNCTION STATEMENTS]{.underline}**

**[Essential Functions:]{.underline}**

1.  Assisting in the resolution of TOC problem reports in a timely and
    accurate service to all approved; consults with the network
    management and staff for assistance in resolution of more difficult
    problems;

2.  Assisting other ITS personnel and user personnel in the use of ITS
    devices, utilizing programs and testing debugging programs;

3.  Answering inquires from system users; explaining systems functions
    and provide technical assistance in the use and application of
    system features;

4.  Providing support in the ITS subsystems, fiber and wireless
    communications;

5.  Installing, configuring and setting up printers and work stations;
    installing software programs;

6.  Responding to requests for assistance; identifying and correcting
    hardware, software, and printer problems;

7.  Troubleshooting application errors;

8.  Identifying and resolving network problems;

9.  Reviewing operational assistance by moving batch and online programs
    and job control language to production libraries, creating
    generation data group entries, and assisting in the review of
    application dumps;

10. Preparing clear, accurate, and concise technical reports;

11. Maintaining records and files; and

12. Being required to learn to utilize various types of electronic
    and/or manual recording and information systems used by the agency,
    office, or related units.

**[Marginal Functions:]{.underline}**

1.  Dealing with vendors on equipment specifications, delivery and
    maintenance problems; conferring with vendors on hardware technical
    issues;

2.  Recommending computer hardware to management; maintaining inventory
    of PC's and related peripherals; and maintaining system hardware
    manuals and reference material;

3.  Performing "back up" system administration duties including user
    account maintenance in the absence of the System Administrator;

4.  Responding to network emergencies during evenings and weekends; and

5.  Performing related duties and responsibilities as required.

**Note:** The above functions of work for this title are for
illustrative purposes only. A particular position using this title may
not perform all duties listed in this job specification. Conversely, all
duties performed on the job may not be listed.

**[QUALIFICATIONS]{.underline}**

**[Knowledge of:]{.underline}**

-   Knowledge of ITS applications and computer networks, servers, and
    Personal Computers and their hardware components;

-   Knowledge of the facilities generally provided by operating systems
    software associated with multi-programmed and multi-process oriented
    computer systems;

-   Knowledge of special vendor or client/server productivity aid
    packages;

-   Knowledge of job control language statements and utility programs
    for use by data processing production operations;

-   Knowledge of data communications network equipment and software;

-   Knowledge of principles and practices of electronic theory, use and
    operation of various scopes, meters, and counters with understanding
    of component-level operation;

-   Knowledge of pertinent federal, state and local codes, laws, and
    regulations regarding electronics

-   Knowledge of basic mathematical principles;

-   Knowledge of tools, equipment and methods used in installing,
    maintaining and repairing electronics solid state equipment;

-   Knowledge of principles and practices of the use of diagnostic and
    utility software to find problems and repair system equipment and
    hardware;

-   Knowledge of writing requirements and basic operation of personal
    computers, mainframe terminals, printers and other peripheral
    devices;

-   Knowledge of basic principles of data communications facilities,
    standards, and implementation;

-   Knowledge of troubleshooting techniques for PC hardware problems;

-   Knowledge of preventive maintenance techniques and procedures; and

-   Knowledge of occupational hazards and standard safety practices

**[Ability to:]{.underline}**

-   Ability to analyze production problems and recommend necessary
    changes;

-   Ability to use interactive programming and system diagnosis tools;

-   Ability to use various Data Center or Network Center productivity
    aids;

-   Ability to use various programming languages and software packages;

-   Ability to prepare clear, accurate, and concise technical reports;

-   Ability to maintain records and files;

-   Ability to utilize various types of electronic and/or manual
    recording and information systems used by the agency, office, or
    related units;

-   Ability to troubleshoot, repair or modify electronic computer and
    networking equipment;

-   Ability to read, interpret and apply information from technical
    publications, manuals and other documents;

-   Ability to establish and maintain effective working relationships
    with those contacted in the course of work;

-   Ability to communicate clearly and concisely, both orally and in
    writing;

-   Ability to troubleshoot PC hardware and networking problems and
    affect a solution;

-   Ability to operate a personal computer, including a variety of
    software programs;

-   Ability to operate advanced electronic test equipment;

-   Ability to troubleshoot and repair data communication equipment and
    cable;

-   Ability to maintain physical condition appropriate to the
    performance of assigned duties and responsibilities, which may
    include the following;

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-   Sitting for long periods of time; and

-   Operating assigned equipment.

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-   Ability to maintain effective audio-visual perception needed for;

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-   Making observations;

-   Communicating with others;

-   Reading and writing; and

-   Operating assigned equipment.

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-   Ability to read, write, speak, understand, and communicate in
    English sufficiently to perform the duties of this position;

**Note:**

(1) American Sign Language or Braille may also be considered as
    acceptable forms of communication.

(2) Persons with mental or physical disabilities are eligible as long as
    they can perform essential functions of this job after reasonable
    accommodation is made to their known limitations.

(3) If the accommodation cannot be made because it would cause the
    employer undue hardship, such persons may not be eligible.

**[Experience and Training Requirements:]{.underline}**

**[Experience:]{.underline}**

> Four (4) years of experience in ITS and/or computer systems analysis
> and programming design, or the analysis of work methods and processes,
> or the operation of multi-program or client/server computer systems,
> or working in the support areas of computer scheduling, Input/Output
> control and magnetic data control in the data processing field or help
> desk, one (1) year of which shall have been in the technical support
> area solving user problems in a help desk.

**[Training:]{.underline}**

> At minimum, graduation from an accredited college or university with A
> Bachelor's degree in Computer Science or Electrical Engineering.

**[License or Certificate]{.underline}**

Appointees will be required to possess a driver's license valid in New
Jersey only if the operation of a vehicle, rather than employee
mobility, is necessary to perform essential duties of the position.

**[WORKING CONDITIONS]{.underline}**

**[Environmental Conditions:]{.underline}**

Office and shop environment; travel from site to site; exposure to
electrical energy, high voltage, computer screens, heat, cold, noise,
dust, fumes and inclement weather conditions.

**State of New Jersey**

**Department of Personnel**

**Job Specification**

**PURCHASING ASSISTANT**

**[DEFINITION]{.underline}**

Under direction from TOC manager, compiles information to prepare
purchase orders for procurement of Intelligent Transportation systems
(ITS) devices such as CCTV, VMS, ESS, fiber optic cables etc.,
materials, supplies, equipment, or service, reviews and edits purchase
of orders for proper description, number identification, and completion,
records the requisition and receipt of goods and services, and makes
arrangements for purchase of equipment, materials, and supplies used by
various departments; does related work as required.

Manage warranties and inventory systems for ITS plant, data inputting,
and report preparation.

**[ESSENTIAL FUNCTION STATEMENTS]{.underline}**

**[Essential Functions:]{.underline}**

1.  Maintaining numerical and alphabetical coding of purchased material
    and material in stock;

2.  Reviewing, editing, and recording purchase orders for proper
    description, number identification, and ensure correctness before
    giving to buyer;

3.  Receiving and recording invoices from vendors, checking to see that
    goods have been delivered and then forwards to accounts/payable
    section;

4.  Keeping records of dispositions of purchase orders and invoices
    received;

5.  Comparing, correcting, and updating nomenclatures and specifications
    on purchase orders;

6.  Checking unit price on purchase order for conformity to established
    market prices;

7.  Contacting vendors to expedite deliveries;

8.  Contacting different divisions and projects to verify deliveries;

9.  Consolidating procurement of materials and supplies for various
    departments and projects;

10. Ensuring that correct supplies are shipped by vendor;

11. Making arrangements with vendors to correct situations involving
    incorrect shipments;

12. Recording letters of acknowledgement from vendors;

13. Reviewing requisitions for materials not normally kept in inventory
    for proper distribution code identification and ensuring
    correctness;

14. Receiving, tabulating, and recording requests submitted by using
    agencies required in various purchasing operations for the purchase
    of equipment, materials, and supplies;

15. Performing the clerical work involved in the preparation of
    contracts following the awarding of bids;

16. Following the awarding of contracts, entering contract unit prices
    into a contract price book;

17. Being required to learn to utilize various types of electronic
    and/or manual recording and computerized information systems used by
    the agency, office, or related units;

18. Preparing proposals for solicitation of bids, in the tabulation of
    bids, and in processing orders for purchase of commodities;

19. Submitting samples of orders and delivered commodities to the
    laboratory, and assists in inspection and testing required
    determining conformity with established specifications;

20. Discussing specification details with appropriate personnel and
    where necessary visits factories, mills, warehouses, and other
    sources of supply for further marketing information by observing or
    inspecting the manufacturing or processing of commodities;

21. Making studies and analyses of procurement operations and submits
    statistical reports containing findings, conclusions, and
    recommendations;

22. Preparing routines reports and correspondence; and Maintaining
    records files of various supply programs; and

23. Being required to learn to utilize various types of electronic
    and/or manual recording and information systems used by the agency,
    office, or related units.

**[QUALIFICATIONS]{.underline}**

**[Knowledge of:]{.underline}**

Knowledge of the proper methods and procedures involved in the purchase
of equipment, materials, and/or supplies; computer systems and
inventory.

Knowledge of methods and procedures involved in purchase of equipment,
materials, and supplies; and

Knowledge of problems likely to be encountered in field and office
purchasing work.

**[Ability to:]{.underline}**

Ability to comprehend and analyze the individual supply problems and
particular needs of the various departments;

Ability to deal effectively with salesmen and vendors;

Ability to prepare reports;

Ability to establish and maintain essential records and files;

Ability to learn to utilize various types of electronic and/or manual
recording and information systems used by the agency, office, or related
units;

Ability to read, write, speak, understand, or communicate in English
sufficiently to perform the duties of this position;

Ability to organize assigned field, office, and other purchasing work,
and develop effective work methods in accord with prescribed procedures;

Ability to comprehend and analyze individual routine and seasonal supply
problems and requirements;

Ability to comprehend, analyze, interpret relevant purchase regulations,
and apply these to specific purchase situations;

Ability to work harmoniously with associates, superior officers,
department officers, vendors, salespersons, and with others interested
in or concerned with purchase matters;

Ability to assist with field and office work involved in receiving,
tabulating, and recording requisitions in one or more fields received
from different agencies, in the preparation of proposals to be sent to
vendors, in checking of bids, and in submission of samples of ordered
and delivered commodities;

Ability to interview salespersons and vendors, department and agency
heads, and others;

Ability to make field visits required to expedite delivery of purchases;

Ability to draft correspondence;

Ability to prepare factual reports;

Ability to maintain records and files; and

Ability to utilize various types of electronic and/or manual recording
and information systems used by the agency, office, or related units.

**[Experience and Training Requirements:]{.underline}**

**[Experience:]{.underline}**

One (1) year of experience in the preparation and processing of
requisitions and/or the purchase of equipment, materials, and/or
supplies.

**[Training:]{.underline}**

Graduation from an accredited college or university with a Bachelor's
degree

**Note:** Applicants who do not possess the required education may
substitute additional experience as indicated on a year-for-year basis
wit thirty (30) semester hour credits being equal to one (1) year of
experience.

**[License or Certificate]{.underline}**

Appointees will be required to possess a driver's license valid in New
Jersey only if the operation of a vehicle, rather than employee
mobility, is necessary to perform essential duties of the position.

State of New Jersey

Department of Personnel

**Job Specification**

**SYSTEM ADMINISTRATOR**

**[DEFINITION]{.underline}**

Under general supervision of TOC Manager, in a ITS/Transportation
environment, installs, revises and maintains software of a ITS computer
systems; resolves computer system software problems; and manages
computer equipment maintenance and undertakes configuration management
tasks.

**[ESSENTIAL FUNCTION STATEMENTS]{.underline}**

**[Essential Functions:]{.underline}**

1.  Installs and maintains computers, operating system software, and
    applications programming, and provide user support, security, and
    data integrity.

2.  Creates and updates databases and database software;

3.  Creates and updates data communication networks for mainframe
    terminals and printers;

4.  Creates programs and procedures to improve or supplement system and
    application software;

5.  Troubleshoots and resolves operating system, database and data
    communication problems; recommend new equipment as appropriate;

6.  Assists programming staff in resolving application software
    problems, and web design issues.

7.  Coordinates system and application software for maximum efficiency;
    work with staff in evaluating system; recommend changes or upgrades;

8.  Evaluates and installs software packages supplied by vendors; confer
    with vendors on software and hardware technical issues;

9.  Develops procedures to minimize system downtime; provides technical
    support for maintaining the system; and

10. Conducts studies of new system and application software to determine
    impact on operating system; recommends modifications as appropriate.

**[Marginal Functions:]{.underline}**

6.  Maintains system software manuals and reference material;

7.  Maintains data security and user passwords;

8.  Provides technical support to programming staff, PC users and other

system users;

9.  Performs related duties and responsibilities as required.

**[QUALIFICATIONS]{.underline}**

**[Knowledge of:]{.underline}**

Knowledge of principles of data processing administration;

Knowledge of data communication networks, standards and protocols, and
their software and hardware components, and ITS devices;

Knowledge of principles and techniques of computer programming in system
and application software; and Knowledge of statistical methods and
procedures

**[Ability to:]{.underline}**

Ability to install, update and maintain system software on a mainframe
computer;

Ability to analyze and correct complex system and application problems
and errors;

Ability to analyze and develop complex system and application software;

Ability to provide assistance and technical support to others in use of
the system and the creation and use of computer software;

Ability to troubleshoot, repair or modify electronic control equipment;

Ability to read, interpret and apply technical publications, manuals and
other documents;

Ability to understand and follow oral and written instructions;

Ability to establish and maintain effective working relationships with
those contacted in the course of work;

Ability to communicate clearly and concisely, both orally and in
writing;

Ability to maintain mental capacity which allows for effective
interaction and communication with others;

Ability to maintain physical condition appropriate to the performance of
assigned duties.

**[Experience and Training Requirements:]{.underline}**

At least 2 years of practical experience on systems and/or ITS systems.
Any combination of experience and training that would likely provide the
required knowledge and abilities is qualifying. A typical way to obtain
the know / edge and abilities would be:

**[Experience:]{.underline}**

Two years of increasingly responsible systems programming experience.

**[Training:]{.underline}**

Equivalent to an Associate's degree from an accredited college or
university with major course work in computer science or a related field

**[WORKING CONDITIONS]{.underline}**

**[Environmental Conditions:]{.underline}**

Office environment; exposure to computer screens; electrical energy

**[Physical Conditions:]{.underline}**

Essential and marginal functions may require maintaining physical
condition necessary for light lifting; bending, stooping, kneeling,
crawling; sitting for prolonged periods of time.

**PREVENTIVE MAINTENANCE PROCEDURES/CHECKLISTS**

The lists below include examples of preventive maintenance procedures
for a variety of common device types. Maintenance staffs need to develop
their own set of procedures based on the devices they have and the
information from the manufacturer and owners manual. Keeping
documentation of the procedures and when they are performed will put the
Agency in a better position in the case of disputes concerning
warranties and in providing the MTBF data discussed earlier. ^(6)^

**[Closed-Circuit Television Camera Preventive
Maintenance]{.underline}**

**Camera Preventive Maintenance at Pole Level --- Every Six Months**

-   Check camera housing pressure (typically 5psi +/- 1psi). Pressurize
    with dry nitrogen if not within

-   Limits and document readings on sheet provided

-   Visually inspect camera housing

-   Clean glass with suitable glass cleaning agent

-   Inspect pan and tilt mechanism and adjust limit switches where
    applicable

-   Inspect housing mounting for corrosion.

-   Remove any bird nests around the camera housing.

-   Check and inspect the integrity of all cable harness and connectors.
    Replace defective items where applicable

-   Check integrity of surge protector - replace where applicable

-   Check wiper blades and wiper assembly unit - replace defective units

-   Replace filter in camera housing

-   Check operation of thermostat inside camera housing

-   Check for corrosion of connections terminals inside housing

**Camera Preventive Maintenance at Cabinet Level --- Every Three
Months**

-   Check integrity of all cables and connectors

-   Check raw video from the camera with a waveform monitor (raw video
    shall measure 1.00Vp/p).

-   Adjust per specifications in specialty camera manual

-   Check all local functions (Pan, Tilt, Zoom in, Zoom out, Focus Far,
    Focus near)

-   Check integrity of surge protectors

-   Check and ensure that all relays are firmly seated on the control
    board

-   Check operation of auto-iris and adjust for correct operation per
    operational and maintenance manual

-   Check circuit box at the base of the camera pole to ensure that the
    terminal strips are corrosion free

-   Check proper function of the thermostat

-   Check fan and replace where applicable

-   Clean and vacuum inside of cabinet

-   Inspect and change the filter where applicable

-   Check the light bulb and replace where applicable.

-   Check incoming power for proper voltage and correct if not within
    tolerances

-   Check cabinet door for proper closure

**Camera Preventive Maintenance at Control Center --- Weekly**

-   Using the waveform monitor, perform the following measurements and
    ensure that the results recorded are within manufacturers
    specifications. Document the results.

-   Check raw video

-   Measure peak white

-   Measure color burst

-   Measures synch pulse.

-   Check integrity of all connectors

-   Check all of the camera video at night focusing.

**[Variable Message Signs (VMS) Preventive Maintenance --- Annually at
the Sign]{.underline}**

**(As applicable to both fixed and portable VMS signs)**

**Every Three Months at the Cabinet**

-   Photo Cell - clean photo cell aperture.

-   Ventilation - clean filters.

-   Lexan cleaning - clean front surface with approved detergent.

-   Cabinet Filter - clean or change filters.

-   Fans - check fan condition and thermostat settings.

-   Vacuum cabinet and clean.

-   Test - Row and Column Check.

-   Test - All "ON" and ALL "OFF".

-   Test - check alpha numeric characters.

**Back up Battery Assemblies --- Annually**

-   String voltage - measure /record.

-   Individual Voltages - measure /record.

-   Pilot unit Voltage - measure /record.

-   Ambient temperature - measure /record.

-   Unit interconnection - inspect, clean.

-   The unit must be cleaned quarterly to remove dust from covers.

-   If signs of corrosion, clean with a solution of baking soda and
    water or isopropyl alcohol.

-   If corrosion reoccurs, report to the Department.

**Air Conditioning Unit Preventive Maintenance --- Every Three Months**

-   Air Filter - remove and clean or replace.

-   Blower unit - check for bearing noise.

-   Compressor - check functions - reset thermal overload.

-   Refrigerant loss - check refrigerant level and pressure, check for
    cracks & leaks in the pipe lines.

**[Loops and Piezo Detectors Preventive Maintenance]{.underline}**

**Loop Preventive Maintenance --- Annually**

**At the Cabinet Level**

-   Disconnect loop.

-   With LCR meter, provides measurements of L-inductance,
    C-capacitance, and R-resistance.

-   With LCR meter measure and record resistance (R= ohms).

-   With a MEGGER meter, A test instrument for measuring the insulation
    resistance of conductors and other electrical equipment;
    specifically, a mega-ohm (million ohms) meter; this is a registered
    trademark of the James Biddle Co., measure and record the insulation
    resistance (100 meg \>).

-   If readings are outside specification, disconnect lead-in at the
    splice box and check all three parameters at that level.

-   From the readings determine whether loop or the lead-in needs
    repair.

**Piezoelectric Detector Preventive Maintenance --- Every Three Months**

-   Check cracks in the asphalt at the shoulder.

-   Check cracks in the sensor at the shoulder.

-   Check cracks in the sensor at the wheel tracks.

-   Check cracks at the sensor /asphalt interface.

-   Using LCR meter measure capacitance (C= µF).

-   Using LCR meter measure resistance (R = ohms)

-   Use manufactures recommended procedure for checking detectors.

**MAINTENANCE ACTIVITIES**

Maintenance activities constitute one of the main activities in a TOC:
^(7)^

1.  **Dispatch function** is the dispatch of personnel for both
    emergency and preventive maintenance.

2.  **Distribution of maintenance responsibilities** among TMC personnel
    as well as among involved agencies and subcontractors hired to
    perform certain maintenance activities.

3.  **Preparations** to ensure the timely and efficient coordination
    between maintenance and operations staff to avoid possible problems.
    In terms of maintenance activities this translates into providing
    the following information to the operations personnel:

-   Beginning of a shift -- type, impact of the maintenance along with
    the actions required.

-   Beginning and termination times of each task and the time the
    equipment can be made fully operational again.

-   Need for additional support and the termination time of this support
    activity (i.e. traffic control).

-   Preparation of the activity log at shift completion to document the
    accomplishments during the period plans for additional activities,
    verification of the changes in the status of devices.

The same report identifies computer related maintenance as a major
maintenance activity in addition to the more traditional field equipment
related maintenance. This activity includes: ^(7)^

-   Software Maintenance

    1.  Debugging of operational code.

    2.  Small system improvements.

    3.  Implementation of new user needs and desires.

    4.  System modification to improve performance.

    5.  User interface modifications.

    6.  Addition of new algorithms.

-   Computer and Software Maintenance:

> 7\. Replacement of obsolete computers.
>
> 8\. Replacement of parts and peripherals.
>
> 9\. Addition of new computers.

Finally, it is very important to monitor maintenance activities to
improve the efficiency of the future operations and address some of the
current problems as well as future decision making in terms of equipment
and system selection. This effort includes:

**Record keeping:** Records regarding the maintenance activities and the
reliability of the equipment are needed for both preventive maintenance
and future planning of resources.

**Analysis of maintenance data**: This data is very important for future
decision making in terms of system expansion and obtaining proper
financial resources for the performance of necessary performance
functions. The data include:

a.  Device maintenance data including mean time between failures and
    repairs.

b.  Device performance data including reliability and extent and type of
    repairs performed.

c.  Resources needed for maintenance including manpower, consumables,
    tools, test equipment, and support equipment.

**LIST OF TOC BENEFITS AND COSTS** ^(6)^

**Benefits**: Generally, TOC operations have demonstrated benefits in
the following areas:

1.  Transportation safety.

2.  Productivity.

3.  Efficiency.

4.  Environmental impact.

**Costs**: There are essentially two categories of costs when
considering the development of a TOC; central system costs and annual
operation and maintenance costs. Generally, central system costs consist
of:

1.  Physical TOC costs.

2.  Equipment costs.

3.  Design costs.

4.  Software and integration costs.

Operation costs may encompass items such as:

1.  Personnel wages.

2.  Computer usage.

3.  Vehicle costs.

4.  Electrical and communication infrastructure requirements.

Maintenance costs may consist of the maintenance of these items as well
as the salaries of any dedicated maintenance personnel for field
equipment or central hardware.

**OPERATING COST ELIGIBILITY UNDER FEDERAL-AID HIGHWAY PROGRAM**

Transportation Systems Management & Operations: Operating Cost
Eligibility Under the Federal-Aid Highway Program (Based on
[http://ops.fhwa.dot.gov/travel/Ops-guide.htm}]{.underline}

### 

Note: References cited in this appendix only refers to the following 23
USC (They don't apply to the main Final Report references):

1\. 23 USC 101(a) (17).

2\.   23 USC 101(a) (18).

3\.   23 USC 103(b) (6) (H) and 23 USC 133(b) (6).

4\.   23 USC 103(b) (6) (O) and 23 USC 133(b) (13).

5\.   23 USC 149(b) (4).

6\.   23 USC 149(b) (5).

7\.  23 USC 116(d).

### Federal-aid Eligibility Policy Guide

The operating costs for traffic monitoring, management, and control
systems, such as integrated traffic control systems, incident management
programs, and traffic control centers, are eligible for Federal
reimbursement from National Highway System and Surface Transportation
Program funding. For projects located in air quality non-attainment and
maintenance areas, and in accordance with the eligibility requirements
of 23 USC 149(b), Congestion Mitigation and Air Quality Improvement
Program funds may be used for operating costs for a 3-year period, so
long as those systems measurably demonstrate reductions in traffic
delays. Operating costs include labor costs, administrative costs, costs
of utilities and rent, and other costs, including system maintenance
costs, associated with the continuous operation of the system.

### 

### Introduction

The movement of people, goods, and vehicles on the nation\'s surface
transportation system is now critically dependent on how effectively
that system is managed and operated. Adding to the roadway system is
necessary in some key locations and corridors to serve the demands for
this movement, and in some cases, provide for economic development in
the area. However, the construction of new lanes will never alleviate
the need for effective management and operations of the system - on
existing as well as new segments. Well planned, cost-effective
transportation operations and management actions can improve mobility,
safety, and productivity of the system for transportation users in urban
and rural areas.

### 

### Background - Legislative

The Transportation Equity Act for the 21st Century (TEA-21), signed into
law on June 9, 1998, reinforces the Federal commitment to manage and
operate the nation\'s transportation system. Under TEA-21, the
Federal-aid Highway Program continues eligibility of operating costs for
traffic monitoring, management, and control. The legislation defines
operating costs as including labor costs, administrative costs, costs of
utilities and rent, and other costs associated with the continuous
management and operation of traffic systems, such as integrated traffic
control systems, incident management programs, and traffic control
centers.[^(1)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_1_%23N_1_)
An \"operational improvement\" continues to mean a capital improvement
for installation of traffic surveillance and control equipment;
computerized signal systems; motorist information systems; integrated
traffic control systems; incident management programs; transportation
demand management facilities; strategies, and programs; and such other
capital improvements to public roads as the Secretary may designate, by
regulation.[^(2)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_2_%23N_2_)
By definition, an operational improvement still does [not]{.underline}
include restoration or rehabilitating improvements; construction of
additional lanes, interchanges, and grade separations; and construction
of a new facility on a new location.

For both National Highway System (NHS) and Surface Transportation
Program (STP), TEA-21 continues the eligibility of capital and operating
costs for traffic monitoring, management, and control facilities and
programs.[^(3)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_3_%23N_3_)
Also, TEA-21 clarifies the eligibility of NHS and STP funds for
Intelligent Transportation Systems (ITS) capital improvements to
specifically allow funds to be spent for infrastructure-based ITS
capital
improvements.[^(4)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_4_%23N_4_)

For the Congestion Mitigation and Air Quality Improvement Program,
TEA-21 continues to include the establishment or operation of a traffic
monitoring, management, and control facility or program as potentially
eligible
projects.[^(5)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_5_%23N_5_)
TEA-21 also explicitly adds, as an eligible condition for funding,
programs or projects that improve traffic flow, including projects to
improve signalization, construct high occupancy vehicle lanes, improve
intersections, and implement ITS
strategies.[^(6)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_6_%23N_6_)

### 

### Interpretation / Rationale

Examples of typical eligible operating cost and expenses for traffic
monitoring, management, and control include those costs mentioned in the
legislative definition for operating costs.^1^ In order to assure
continuous operation, costs associated with maintaining these systems
are necessary operating expenses so that traffic monitoring, management,
and control facilities or programs provide their intended functions.
Examples of these maintenance costs include system maintenance
activities to assure peak performance (preventive computer maintenance)
and replacement of defective or damaged computer components and other
traffic management system hardware (including street-side hardware).
Specific eligibility determinations related to traffic control
operational costs and maintenance expenses are the discretion of the
FHWA Division Office in a particular state.

This interpretation is consistent with the FHWA Strategic Plan,
specifically related to the Mobility Goal and the Strategic Objective to
\"Improve the operation of the highway systems and intermodal linkages
to increase transportation access for all people and commodities.\" In
light of TEA-21, which reaffirms and increases the Federal commitment to
manage and operate the nation\'s surface transportation system, this
interpretation is also consistent with the intent of Congress.

It is appropriate for FHWA to adopt policies that encourage efficient
management and operation of surface transportation. With a greater shift
toward applying technology to addressing transportation needs, a broader
life-cycle view of transportation operations is warranted that includes
all activities related to sustaining system performance.

### 

### Examples

Some of the types of Federal-aid projects that may be funded include the
installation and integration of the Intelligent Transportation Systems
Infrastructure such as:

-   Planning for regional Management and Operations programs.

-   Traffic Signal Control Systems.

-   Freeway Management Systems.

-   Incident Management Systems.

-   Multimodal Traveler Information Systems.

-   Transit Management Systems.

-   Electronic Toll Collection Systems.

-   Electronic Fare Payment Systems.

-   Railroad Grade Crossing Systems.

-   Emergency Services.

-   Implementation of the National ITS Architecture for metropolitan and
    rural areas

-   Development of regional ITS Architecture.

Some examples of typical Federal-aid capital improvement projects that
may include eligible operating costs include:

-   System Integration.

-   Telecommunications.

-   Reconstruction of Buildings or Structures that house system
    components.

-   Control / Management Center (Construction) and System Hardware and
    Software for the projects.

-   Infrastructure-based Intelligent Transportation System capital
    improvements to link systems to improve transportation and public
    safety services.

-   Dynamic / Variable message signs.

-   Traffic Signals.

Some examples of typical eligible operating cost and expenses for
traffic monitoring, management, and control include:

-   Labor Costs.

-   Administrative costs.

-   Costs of Utilities and Rent.

-   Other costs associated with the continuous operation of the
    above-mentioned facilities and systems.

-   System Maintenance (activities to assure peak performance).

-   Replacement of defective or damaged computer components and other
    traffic management system hardware (including street-side hardware).

-   Computer hardware and software upgrades to remedy Year 2000 (Y2K)
    problems.

### 

### Questions and Answers

Q. What would [not]{.underline} be considered eligible as an operating
cost?\
A. The discretion and flexibility afforded FHWA Division Offices in
determining the eligibility of specific activities under this guidance,
the allowances for preventive maintenance in
Title 23[^(7)^](http://ops.fhwa.dot.gov/travel/Ops-guide.htm#N_7_%23N_7_),
and other Federal-aid policies can allow for virtually any activity to
be eligible. However, routine maintenance items those are not critical
to the successful operation of the system, such as the painting of
traffic signal controller cabinets or the maintenance of the exterior of
transportation management center buildings would normally fall outside
of eligible operating costs.\
\
Q. What are some typical activities associated with transportation
management center computers whose costs could be eligible under
Federal-aid?\
A. Besides the costs associated with designing and procuring the
computer system, other eligible activities could include regular
checking of the computer components to make sure they are fully
functional. Any corrective measures or upgrades (software or hardware)
that are necessary would be eligible activities.\
\
Q: Can \"spare parts\" be eligible for federal-aid?\
A: System-critical parts (i.e., ones that are essential for the
successful operation of the system) that are susceptible to failure,
regardless of reason - acts of God, crashes, electronic \"infant
mortality\" - have been determined by some FHWA Division Offices as
eligible for federal-aid reimbursement.\
\
Q: What documentation do states or local governments need to submit (or
present upon request) for approval or authorization of operating costs?\
A: The amount and specific nature of documentation are left to the
judgment of the FHWA Division Office, but the documentation should be
sufficient to determine that the proposed expenditures would be eligible
for Federal-aid reimbursement.\
\
Q: Besides TEA-21 and Title 23, what overall rules govern the eligible
operating costs and procurement method?\
A: The Office of Management and Budget (OMB) Circular A-87, Cost
Principles for State and Local Governments (available at

[http://www.whitehouse.gov/OMB/circulars/a087/a087-all.html](http://wwwcf.fhwa.dot.gov/exit.cfm?link=http://www.whitehouse.gov/OMB/circulars/a087/a087-all.html))
establishes principles for determining the allowable costs incurred by
State, local, and federally-recognized Indian tribal governments under
grants, cost reimbursement contracts, and other agreements with the
Federal Government. Part 18 of Title 49 of the Code of Federal
Regulations (49 CFR Part 18, available at
[http://www.access.gpo.gov/nara/cfr/index.html](http://wwwcf.fhwa.dot.gov/exit.cfm?link=http://www.access.gpo.gov/nara/cfr/index.html))
also includes information related to the administration of grants and
cooperative agreements with State and local governments.\
Q. Where can I find out more about the Congestion Mitigation and Air
Quality Improvement (CMAQ) Program?\
A. The latest guidance on the CMAQ Program was issued April 28, 1999,
and is available from FHWA Division and FTA Regional offices. The
guidance, along with other CMAQ Program information, is available on the
internet at <http://www.fhwa.dot.gov/environment/cmaq.htm>

1\. 23 USC 101(a) (17)

2\.   23 USC 101(a) (18)

3\.   23 USC 103(b) (6) (H) and 23 USC 133(b) (6)

4\.   23 USC 103(b) (6) (O) and 23 USC 133(b) (13)

5\.   23 USC 149(b) (4)

6\.   23 USC 149(b) (5)

7\.  23 USC 116(d).

**Table 18. Other States' TOCs Contact Information.**

+---+----------------------+------------------------------------------+
| > | **TOC/TMC Visited**  | **Location Contact**                     |
|   |                      |                                          |
| \ | #                    |                                          |
| # |                      |                                          |
+---+----------------------+------------------------------------------+
| # | Hampton Roads, VA    | Dwayne K. Cook, Maintenance Engineer     |
|   |                      |                                          |
| 1 |                      | 757-424-9908                             |
+---+----------------------+------------------------------------------+
| 2 | Northern Virginia,   | Jimmy Chu, Manager, 703-383-2621         |
|   | VA                   |                                          |
| # |                      | Marlowwe K. Dixon, Elect. Tech.          |
|   |                      | Supervisor                               |
+---+----------------------+------------------------------------------+
| # | Maryland, Statewide  | Craig A. Fetzer, Chief of Communications |
|   | Center, MD           |                                          |
| 3 |                      | 410-747-8590                             |
+---+----------------------+------------------------------------------+
| # | City of Los Angeles, | Dennis E. Mitchell, TMC Mgr.,            |
|   | CA                   | 213-485-8523                             |
| 4 |                      |                                          |
|   |                      | Steve Rostam, 213-473-3955               |
+---+----------------------+------------------------------------------+
| 5 | City of Santa Anna,  | T.C. Sutaria, City Traffic Engineer      |
|   | CA                   |                                          |
| # |                      | 714-647-5604                             |
|   |                      |                                          |
+---+----------------------+------------------------------------------+
| # | City of Anaheim, CA  | John Thai, Principal Traffic Engineer    |
|   |                      |                                          |
| 6 |                      | 714-765-5202                             |
+---+----------------------+------------------------------------------+
| # | CALTRAN-12           | Mahesh Bhatt, Chief TMC & Field          |
|   |                      | Operation                                |
| 7 | Orange Ct. CA        |                                          |
|   |                      | 949-936-3413, Paul King, Maintenance ,   |
|   |                      | 949-936-3410                             |
+---+----------------------+------------------------------------------+
| # | Michigan-Detroit-MI  | Jams P. Schultz, Manger,                 |
|   |                      | 313-256-9800x301                         |
| 8 |                      |                                          |
|   |                      | Thomas D. Mullin, 313-256-9800           |
+---+----------------------+------------------------------------------+
| # | Minneapolis/St.      | Nick Thompson, Operation manager,TMC     |
|   | Paul, MN             |                                          |
| 9 |                      | 612-648-1736, Teresa Hyde, TMC           |
|   |                      | Supervisor, Ray A. Starr, Elect. Eng.    |
|   |                      | 651-284-3434                             |
+---+----------------------+------------------------------------------+
| # | Utah DOT, UT         | Joseph C. McBride, TOC Asset Mgr.,       |
|   |                      |                                          |
| 1 |                      | Denny Simmons Supervisor, 801-887-3716   |
| 0 |                      |                                          |
+---+----------------------+------------------------------------------+
| # | # Wash               | #                                        |
|   | ington State DOT, WA |  Michael L. Forbis, system Administrator |
| 1 |                      |                                          |
| 1 |                      | 206-440-4463                             |
+---+----------------------+------------------------------------------+
| # | Arizona AzTech, AZ   | # Manny Anga, 800-379-3701 ADOT TOC      |
|   |                      |                                          |
| 1 |                      |                                          |
| 2 |                      |                                          |
+---+----------------------+------------------------------------------+
| # | # NYC DOT, NY        | # Edward Chen, 718-786-20008             |
|   |                      |                                          |
| 1 |                      | Mohamad Talas, 718-433-3339,3390 TOC     |
| 3 |                      |                                          |
+---+----------------------+------------------------------------------+

# REFERENCES 

1.  New Jersey Department of Transportation, *Intelligent Transportation
    Systems, Strategic Deployment Plan*, Division of Traffic Operations,
    May 2003.

2.  New Jersey Department of Transportation, *Scope and Request for
    Proposal, Project 2000-12, Intelligent Transportation System (ITS)
    Operational Support Contracts*, April 2000*.*

3.  New Jersey Department of Transportation, *Maintenance of ITS
    Facilities, Contract Statewide 2004*, Federal Project \# Q24000S853,
    January 2004.

4.  Kraft, Walter H., D. Eng. Sc., P.E. "NCHRP" in Synthesis 270:
    Transportation Management Center Functions. Washington, D.C.
    Transportation Research Board, National Research Council, National
    Academy Press, Washington, DC, 1998.

5.  New Jersey Department of Transportation, Summary *of other State TOC
    Survey, Technical Memorandum for Task-3*, March 2003.

6.  Federal Highway Administration, *Guidelines for Transportation
    Management Systems Maintenance Concepts and Plans,* PB Farradyne,
    December 2002.

7.  FHWA Final Rule and FTA Final Policy on ITS Architecture and
    Standards (Rule 940), January 2001,
    <http://www.ops.fhwa.dot.gov/its_arch_imp/policy.htm>[.]{.underline}

8.  Federal Highway Administration*, TMC Concept of Operations*

> *Implementation Guide*. Washington, D.C.: FHWA/USDOT, Washington, DC,
> December 1999.

9.  TMC Pooled Fund Study (PFS) web site
    ([http://tmcpfs.ops.fhwa.dot.gov](http://tmcpfs.ops.fhwa.dot.gov/)).

10. Institute of Transportation Engineers, ITS Council -- Management and
    Operations Committee, *An Annotated Outline for a* *Traffic*
    *Management Center Operations Manual*, ITE, Washington, DC 2001.

11. Federal Highway Administration, Transportation Systems Management &
    Operations: Operating Cost Eligibility Under the Federal-Aid Highway
    Program, November 2004, (Based on
    <http://ops.fhwa.dot.gov/travel/Ops-guide.htm>[}]{.underline}

12. Raman K. Patel, *Operations and Maintenance Funding, Resources and
    support for Traffic Management Centers,* Institute of Transportation
    Engineers Conference on O &M, Minneapolis, MN, and September 14-15,
    1996.

13. Raman K. Patel, and Ginger Daniels, *Funding for Operation and
    Maintenance of Advanced Traffic Management Systems*, Institute of
    Transportation Engineers (ITE) Annual Meeting, Boston, MA, August
    3-6, 1997.

14. Kraft, Walter H, and James M. Giblin, *Traffic Control System
    Operations, Installation, Management, and Maintenance*, Institute of
    Transportation Engineers, Washington, DC, 2000.

15. Western Transportation Institute, Montana State University, *ITS
    Maintenance Workshop Notes*, August 2003.

16. Washington State Department of Transportation, *Surveillance,
    Control and Driver information System,* Seattle, Washington, 2003.

17. Western Transportation Institute, Montana State University,
    *Intelligent Transportation Systems Maintenance Plan*, Volume-one,
    Volume 2, Oregon State Department of Transportation, December 1999.

18. "Configuration Management for Transportation Management Systems",
    2003 TMC Pooled Fund Study website
    [http://tmcpfs.ops.fhwa.dot.gov](http://tmcpfs.ops.fhwa.dot.gov/).

19. Federal Highway Administration*, Freeway Operations and Management
    Handbook, Final Report,* FHWA/USDOT, Washington, DC September 2003.

20. Colorado Department of Transportation, CTMC, ITS Maintenance,
    <http://www.cotrip.org/its>

21. City of New York, Department of Information Technology and
    Telecommunications, Request for Proposal (RFP), Citywide Mobile
    Wireless Network, PIN 85804CSP0009, March 2004.
    [http://]{.underline}
    [www.doitt.nyc.gov](http://www.doitt.nyc.gov/)[.]{.underline}