Transportation Systems 

Management and Operations 

(TSMO) in Smart Connected 

Communities
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Cover photos: Left: Adobe Stock Photos; middle, right, background: Getty Images
Technical Report Documentation Page

1. Report No. 

FHWA-HOP-19-004

2. Government Accession 

No.

3. Recipient’s Catalog No.

4. Title and Subtitle

Transportation Systems Management and Operations in 

Smart Connected Communities

5. Report Date

December 2018

6. Performing Organization 

Code

7. Authors

 Michael C. Smith, Jocelyn Bauer, Matthew Edelman, 

Nagham Matout

8. Performing Organization 

Report No.

9. Performing Organization Name and Address

Leidos

11251 Roger Bacon Drive 

Reston, VA 20190

10. Work Unit No. (TRAIS)

11. Contract or Grant No.

 DTFH61-12-D-00050

12. Sponsoring Agency Name and Address

Federal Highway Administration

U.S. Department of Transportation

1200 New Jersey Avenue, SE

Washington, DC 20590

13. Type of Report and 

Period Covered

 Primer, 

July 2017 – October 2018

14. Sponsoring Agency Code

15. Supplementary Notes

Mr. Jim Hunt, Federal Highway Administration, Task Order Contracting Officer’s 

Representative

16. Abstract

Smart, connected communities enable those living, working, or traveling in these areas 

to realize improved quality of life by taking advantage of innovative technologies and 

collaborative institutional arrangements that facilitate extensive real-time data sharing, 

effective communications, and evidence-based decision making. These communities are 

“connected” because of extensive information networks and communications protocols that 

allow public and private entities to capture and share data in ways that go beyond single 

agencies, functions, or jurisdictions. Transportation systems management and operations 

(TSMO) can both leverage these arrangements and also provide a framework for expanded 

institutional and functional integration with other entities. This primer describes the key 

characteristics of smart, connected communities and how they can benefit from closer 

collaboration with TSMO and how TSMO can benefit from these collaborations. The 

primer explains TSMO and provides several examples of what TSMO might look like in a 

smart, connected community. The primer concludes with guidance for TSMO leaders who 

want to become more fully engaged in establishing and realizing the vision for a smart, 

connected community.

17. Key Words

Transportation systems management and operations, smart 

cities, connected communities, planning for operations.

18. Distribution Statement

 No restrictions. 

19. Security Classif. (of this 

report) 

Unclassified

20. Security Classif. (of this 

page) Unclassified

21. No of Pages

 48

22. Price 

 N/A

Form DOT F 1700.7 (8-72) Reproduction of completed page authorized.

iii

TABLE OF CONTENTS

CHAPTER 1. TRANSPORTATION SYSTEMS MANAGEMENT AND 

OPERATIONS (TSMO) IN SMART CONNECTED COMMUNITIES......... 1

Introduction.....................................................................................................................................................................1

What is Transportation Systems Management and Operations (TSMO)? ...................2

The Defining Characteristics of Smart Connected Communities.....................................4

Smart Connected Communities and TSMO Working Together ......................................... 8

CHAPTER 2. EXAMPLES OF TSMO IN A SMART CITY – MEETING 

COMMUNITY AND INDIVIDUAL USER NEEDS........................................15

Traffic Incident Management.........................................................................................................................16

Parking Management ........................................................................................................................................20

Energy Management...........................................................................................................................................22

Regionally Integrated Mobility Services (Transit and Shared Mobility Services) ..23

Urban Delivery Services.....................................................................................................................................26

Additional TSMO Strategies in a Smart, Connected Communities Context............29

An Example Smart Connected Community in Progress – Tampa, Florida...............30

Challenges and Limitations.............................................................................................................................32

Considerations for Integrating TSMO into Smart Connected Communities 

Principles........................................................................................................................................................................34

The Way Ahead for TSMO and Smart Connected Communities.....................................35
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LIST OF FIGURES

Figure 1. Illustration. Smart communities transportation framework developed by the 

Institute of Transportation Engineers ..............................................................................4

Figure 2. Chart. Vision elements for smart, connected communities.............................................5

Figure 3. Graphic. The Smart City Wheel developed by Boyd Cohen has become a widely 

accepted international tool for identifying smart cities based on the 

six dimensions and related working areas........................................................................6

Figure 4. Chart. TSMO links mobility with other functions in a smart, connected community..12

Figure 5. Illustration. Illustrative data flows in traffic incident management ............................... 18

Figure 6. Image. Smart parking integrates data from multiple sources to support both those 

seeking parking and the parking management system .................................................. 21

Figure 7. Image. Smartphone app for San Francisco’s SFpark...................................................... 21

Figure 8. Illustration. Data for scheduling, notification, and payment are integrated 

throughout the trip .........................................................................................................26

Figure 9. Image. New York City off-hour deliveries participants.................................................28

Figure 10. Image. Tampa, Florida .................................................................................................30

LIST OF TABLES

Table 1. Application examples of conventional transportation systems management and 

operations strategies and smart, connected communities ............................................... 10

Table 2. Evolution of transportation systems management and operations (TSMO) strategies 

within smart, connected communities............................................................................. 15
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LIST OF ABBREVIATIONS AND ACRONYMS

APTA American Public Transportation Association

ASCT adaptive signal control technology

ATDM active transportation and demand management

AV autonomous vehicle

BRT bus rapid transit

CCTV closed-circuit television

COTA Central Ohio Transit Agency

CV connected vehicle

DER distributed energy resource

DOT department of transportation

EMS emergency medical services

ETA estimated time of arrival

EV electric vehicle

FHWA Federal Highway Administration

HAZMAT hazardous materials

HIPAA Health Insurance Portability and Accountability Act

HOT high-occupancy toll

HOV high-occupancy vehicle

ICT information and communications technology

ITE Institute of Transportation Engineers

MaaS Mobility as a Service

MPO metropolitan planning organization

NYC New York City

NYCDOT New York City Department of Transportation

OHD off-hour deliveries

PEV plug-in electric vehicle

PII personally identifiable information
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RPI Rensselaer Polytechnic Institute

SPaT Signal Phase and Timing

TIM traffic incident management

TMC transportation management center

TNC Transportation Network Company

TSMO transportation systems management and operations

TSP transit system priority

USDOT United States Department of Transportation

V2G vehicle-to-grid

V2I vehicle-to-infrastructure

V2V vehicle-to-vehicle

V2X vehicle-to-everything

VMS variable message sign

LIST OF ABBREVIATIONS AND ACRONYMS (CONTINUED)


Introduction

CONTEXT

Our lives, and the way we live them, are changing each day to become more connected to existing 

and emerging technologies. Autonomous and connected vehicle pilot programs are proliferating and 

mobility options continue to expand with the growing popularity of Transportation Network 

Services that support ride-sharing options. We are increasingly dependent on real-time information 

about the status of the transportation system and other infrastructure. At the heart of many of these 

changes is our ability to capture real-time data and share it through cloud-based or otherwise 

connected networks. These networks of shared data provide access to information about local 

infrastructure that control systems and inform system managers about current and anticipated 

conditions. This connectivity includes a wide variety of public and private sector services, including 

transportation, energy, emergency services, health services, government services, and many others. 

Moreover, advanced analytics and algorithms integrate data from many sources to predict and 

manage multiple resources to ensure safety, security, efficiency, reliability, and economic vitality 

while meeting the needs and ever increasing demands and expectations of system users, including 

traditionally underserved populations.

The collection of connected activities and technologies found in many cities and communities and 

emerging in many others is the foundation for smart, connected communities— a term which is 

described in greater detail in this primer. Within this document, the terms “Smart City” or “Smart 

Cities” appear where it is taken from other documents or as a direct quote to assist in understanding 

the context, opportunities, and possibilities for transportation systems management and operations 

(TSMO) within a smart, connected community. This primer provides an overview of how smart, 

connected communities build on what transportation system operators already do in terms of 

interagency collaboration, data collection and data sharing, and use of innovative technology. It also 

describes how transportation system operators can leverage other aspects of smart, connected 

communities to advance transportation systems management and operations. 

PURPOSE AND OBJECTIVE

The primary purpose of this primer is to illustrate the implications of smart, connected 

communities for TSMO and to identify, through examples, what it means to manage and operate 

the transportation system in a smart, connected community. The primer will help both 

transportation planners and operators generate ideas for how they can take advantage of the 

expanded data, technology, and cross-sector collaboration opportunities of smart, connected 

communities so that they advance TSMO and will also assist agency leadership and others in 

policy making positions within these cities and communities.

CHAPTER 1

TRANSPORTATION SYSTEMS 

MANAGEMENT AND OPERATIONS 

(TSMO) IN SMART CONNECTED 

COMMUNITIES

1
2

The audience for the primer includes transportation system managers, operators, and planners from 

State and local departments of transportation (DOT) and other roadway operating agencies. It also 

includes metropolitan planning organizations (MPOs), transit agencies as well as senior agency 

leadership and other policy decision makers. This includes elected officials, who will be engaged in 

major investment decisions and other plans that are needed to produce a well-conceived and wellconnected transportation system within the context of the larger city or community.

OVERVIEW OF PRIMER

The primer is comprised of two major sections: Chapter 1 provides an overview of TSMO, 

descriptions of the characteristics of smart, connected communities, and a discussion of how 

smart, connected communities and TSMO interact to their mutual benefit.

Chapter 2 offers a variety of illustrative TSMO examples in the context of smart, connected 

communities. These include real world and realistic scenarios that consider various functional 

areas, such as traffic incident response, parking management, energy management, transit and 

shared mobility, urban delivery services, arterial intersection control, and emergency 

transportation operations. Chapter 2 concludes with a summary of the challenges and limitations 

associated with TSMO in smart, connected communities, a discussion of how planning for 

operations fits within the context of smart, connected communities, and a call to action 

highlighting potential emerging issues.

What is Transportation Systems Management and 

Operations (TSMO)?1

TSMO OVERVIEW

Transportation systems management and operations, or TSMO, encompasses a broad set of 

strategies that aim to optimize the safe, efficient, and reliable use of existing and planned 

transportation infrastructure for all modes and geographical areas, including cities, 

communities, corridors, and subareas. TSMO is approached from a systems perspective, which 

means that these strategies are coordinated with related strategies and across multiple 

jurisdictions, agencies, and modes. TSMO strategies include, but are not limited to, transit 

management, traffic signal coordination, traffic incident management, and connected and 

automated vehicle deployment. TSMO includes efforts to operate the multi-modal transportation 

system and activities to manage travel demand.

TSMO proactively addresses a variety of transportation system user needs by:

 Influencing travel demand in terms of location, time, and intensity of demand.

 Effectively managing the traffic density or transit use.

1 Federal Highway Administration, Planning for Transportation Systems Management and Operations within Subareas – A 

Desk Reference, FHWA-HOP-16-074, October 2016. Available at: https://ops.fhwa.dot.gov/publications/fhwahop16074/

index.htm.

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3

 Anticipating and responding to planned and unplanned events (e.g., traffic incidents, work 

zones, inclement weather, and special events).

 Providing travelers with high-quality traffic and weather information.

 Ensuring that the unique needs of the freight community are considered and included in all 

of the above. 

TSMO strategies are supported by both institutional and technology-based activities. For 

example, TSMO is enabled by a memoranda of agreement among agencies, operational policies 

and procedures, and shared resources (e.g., interoperable communications systems, centralized 

traffic signal operations, and closed circuit television video sharing).

WHAT ARE THE BENEFITS OF TRANSPORTATION SYSTEMS MANAGEMENT 

AND OPERATIONS?

TSMO strategies have allowed transportation agencies to address transportation issues in the nearterm, with lower-cost solutions. TSMO strategies deliver a variety of benefits and are evaluated 

based on broader transportation objectives. These include:

 Safer travel: For example, freeway ramp metering has been demonstrated to reduce crashes 

by 15 to 50 percent.

 More free time: Among other time-saving TSMO strategies, traffic signal retiming 

decreases delay on roads by 13 to 94 percent, and transit system priority (TSP) reduces 

transit delay by 30 to 40 percent.

 Improved reliability: TSMO strategies improve the predictability of travel times and help 

reduce unexpected delays with incident management, road weather management, work zone 

management, and other strategies. This enables the public and freight shippers to better plan 

for travel times and avoid the need to “pad” travel times to avoid missing meetings or other 

important events. 

 Less wasted fuel: Traffic incident management (TIM) programs help clear incidents safely 

and quickly. TIM is one of the TSMO strategies that help reduce time lost and fuel wasted 

in traffic backups. For example, Georgia’s TIM program (NaviGAtor) reduced annual fuel 

consumption by 6.83 million gallons per year. National studies have shown that integrating 

traveler information with traffic and incident management systems could improve fuel 

economy by about 1.5 percent.

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“A smarter city is one that uses technological innovation to integrate public services, 

connect with citizens and enhance productivity. These places recognize the potential 

of technological innovation to foster economic growth while minimizing the strain on 

government resources. But by the same token, a city without a clear direction will often 

invest in new technology without broader purpose, creating disparate pockets of innovation 

that fail to result in community-wide change.”

Brookings Institute, “Getting Smarter about Smart Cities” 
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1

 Cleaner air: TSMO strategies result in cleaner air by encouraging alternative modes of 

transportation (e.g., transit, ridesharing, biking, walking, and telecommuting) and reducing 

excess idling due to congested bottlenecks. Electronic toll collection reduced harmful 

emissions at Baltimore, Maryland toll plazas by 16 to 63 percent.

 Improved livability: Some TSMO strategies provide a diverse population base with 

accessible and affordable transportation options by focusing on non-facility/non-vehicletype goals (e.g., transit accessibility, bicycle and pedestrian mode share, carbon intensity, 

transportation affordability, land consumption, bicycle and pedestrian safety, and level of 

service). TSMO strategies improve accessibility and mobility to services such as hospitals, 

employment, and recreational sites.

 Economic vitality: TSMO strategies offer economic benefits primarily through the 

reduction of unproductive time spent by drivers and freight carriers in congestion. That is 

time that can be used for more economically productive activities. Additionally, congestion 

reduction leads to people and goods getting to markets faster. 

The Defining Characteristics of Smart Connected Communities

The literature is filled with definitions, descriptions, and examples of smart, connected 

communities. The Institute for Transportation Engineers (ITE) defines a Smart Community as “a 

city, county, town, neighborhood, or any other collection of people whose lives are enriched by 

technology and the gathering, processing, analyzing, and use of secure data.”2 Figure 1 

summarizes the ITE perspective on smart mobility goals in a smart community. Note that many of 

these goals are overlapping and mutually reinforcing and impacting communities well beyond the 

transportation system, and that effective TSMO is critical to achieving many of these goals.

Figure 1. Illustration. Smart communities transportation framework developed by the 

Institute of Transportation Engineers. 

2 A. Zimmerman, S. Patterson, S. Poska, W. Nottage, and Y. Jan, Transportation in Smart Communities, Washington, DC: 

Institute of Transportation Engineers, LeadershipITE 2017, July 2017. Available at: https://www.ite.org/pub/?id=d47e5225-

d033-01a3-4787-b5340dd06b9e (accessed October 31, 2018). 

SMART CITY CRITERIA

Improve 

Roadway 

Safety

Reduce Congestion, 

Travel Time, 

and Emissions

Provide Equal 

Opportunity Affordable 

Public Transportation

Increase Economic 

Throughput 

and Activity

Efficiently Utilize 

Transportation 

Funding

Traffic 

Management 

Centers

Traffic Signals

Intelligent 

Transportation 

Systems

Public 

Transportation

Parking

Roadways

Transportation 

Maintenance

Cyclist

Weather

Common Pay

Systems

Low Income Public 

Transportation

Transportation 

Network Reliability

Transportation Plans 

for Economic 

Expansion

Source: LeadershipITE 2017.
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Smart, connected communities have also been characterized in terms of the twelve vision elements 

shown in figure 2.3 While technology alone is not sufficient for a community to become a smart, 

connected community, the technology elements shown in figure 2 are essential to the vision. Information 

and communications technology (ICT) enables innovation in the way these communities carry out the 

functions and activities that improve safety, enhance mobility, increase reliability, address climate 

change, and improve the lives of those who live, work, visit, and pass through the city or community. 

The foundation for thinking about smart, connected communities is that it is about meeting people’s 

needs. Mid-sized cities throughout the Nation were challenged to share ideas for creating an 

“integrated, first-of-its-kind smart transportation system that would use data, applications, and 

technology to help people and goods move faster, cheaper, and more efficiently.”4

While we may think of smart, connected communities as those deploying advanced technology 

across a gamut of applications ranging from transportation to trash collection (and many more!), the 

primary motivation for smart, connected communities is a desire to improve the lives of the people 

who live, work, visit, and pass through the city. These improvements can come in many forms, 

some directly affecting people—such as transportation—and others that are indirect, including the 

infrastructure required to support innovations that enable the more visible improvements.

Figure 2. Chart. Vision elements for smart, connected communities.5

3 These vision elements are derived from the USDOT’s ITS 2015-19 Strategic Plan and are described in greater detail in 

the USDOT Smart Cities Challenge Notice of Funding document. See ITS Strategic Plan 2015-2019, FHWA-JPO-14-145, 

(Washington, DC: December 2014). Available at: https://www.its.dot.gov/strategicplan/. See also U.S. Department of 

Transportation Notice of Funding Opportunity Number DTFH6116RA00002, “Beyond Traffic: The Smart City Challenge,” 

Issue Date: 12/7/2015. Available at: https://www.transportation.gov/smartcity. 

4 USDOT, “Smart Cities Challenge Lessons for Building Cities of the Future.” Available at: https://www.transportation.gov/

sites/dot.gov/files/docs/Smart%20City%20Challenge%20Lessons%20Learned.pdf.

5 USDOT, ITS JPO, “Beyond Traffic: The Smart City Challenge,” presented at the 2016 ITS America Annual Meeting, June 

12, 2016. Available at: https://www.its.dot.gov/pilots/pdf/ITSA2016_smartCities_Dopart.pdf.

Source: USDOT, ITS JPO.
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One of the key pillars of smart, connected communities is connectivity, and this can come in many 

forms in transportation: connecting people to jobs through seamless transportation services, 

connecting transportation data across modes and service providers, and connecting private and 

public vehicles both to each other and to transportation and municipal infrastructure (e.g., parking, 

health care, and education). 

Smart, connected communities are not defined by a single attribute. They are a combination of 

many attributes and cannot be defined in terms of specific technologies, processes, or 

opportunities. However, there are several characteristics that mark emerging smart, connected 

communities. One view of a smart, connected community is to consider the desired characteristics 

(which reflect community values) and the tools or enablers needed to realize these desired 

characteristics. The Smart City Wheel developed by Boyd Cohen has become a widely accepted 

international tool for identifying smart cities based on the six dimensions and related working 

areas shown in figure 3.

Figure 3. Graphic. The Smart City Wheel developed by Boyd Cohen has become a widely 

accepted international tool for identifying smart cities based on the 

six dimensions and related working areas.6

Note that for “Mobility,” the Smart City Wheel includes mixed-modal access, prioritized and nonmotorized mobility options, and integrated information and communications technology (ICT). The 

indicators and metrics for mobility are directly relevant to TSMO since transportation planners and 

system managers need to anticipate greater emphasis on these indicators and rely on a variety of 

sensors, networks, and communication linkages to enable, facilitate, and monitor how well a smart, 

connected community embraces and advances these attributes.

6 Cohen, Boyd, What exactly is a smart city? September 19, 2012. Available at: http://www.fastcoexist.com/1680538/whatexactly-is-a-smart-city. 

Source: Boyd Cohen.
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These mobility indicators and metrics for TSMO in smart, connected communities may include:7

 Efficient Transportation.

o Clean-energy transportation, as measured by:

 Miles of bicycle paths and lanes per 

100,000 people.

 Number of shared bicycles per capita.

 Number of shared vehicles per capita.

 Number of electrical vehicles (EV) 

charging stations within the city.

 Multimodal access.

o Public transportation, as measured by:

 Annual number of public transit trips per capita.

 Percent non-motorized transportation trips of total transport.

 Integrated fare system for public transportation.

o Use of available capacity, as measured by:

 Presence of demand-based pricing (e.g., congestion pricing, variably priced toll 

lanes, variably priced parking spaces).

 Travel time reliability (e.g., planning time index and truck travel time reliability).

 Presence of incentives for higher occupancy trips (e.g., dedicated high-occupancy 

vehicle (HOV) and van pool lanes). 

 Technology Infrastructure.

o Smart cards, as measured by:

 Percent of total revenue from public transit obtained via unified smart card systems.

o Access to real-time information, as measured by:

 Percent of traffic signals connected to real-time traffic management system.

 Presence of real-time pricing, schedules, and travel time information for multiple 

modes.

 Number of public transit services that offer real-time information to the public: 

bus, regional train, metro, rapid transit system (e.g., bus-rapid transit, tram), and 

sharing modes (e.g., bike sharing, car sharing).

 Availability of multimodal transit app with at least three integrated services. 

While the benefits associated with smart city concepts and characteristics accrue to the residents 

of and visitors to these communities, much of the planning, collaboration, financing, and 

technology that enable integration and data sharing rely on public sector leadership and 

investment. Information sharing is at the heart of smart, connected communities, including 

information sharing between transportation agencies and other public sector entities, and with 

many private sector interests. Smart, connected communities are characterized by pervasive and 

7 Modified from “Smart Cities Index Master Indicators Survey,” July 2014. Available at: https://smartcitiescouncil.com/

resources/smart-city-index-master-indicators-survey.

“Only by first establishing a comprehensive 

economic vision can cities know what

products to demand and what policies 

to adopt—leading to a growing 

marketplace for all parties.”

 – Brookings Institute, “Getting Smarter about Smart 

Cities,” (https://www.brookings.edu/wp-content/

uploads/2016/06/BMPP_SmartCities.pdf)
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persistent information sharing based on data collected by sensors and communicated through a 

robust network that captures, filters, processes, and presents information in forms that are relevant 

to system managers and decision makers. Information is also shared with system users (e.g., 

travelers, shippers, employers, retailers, event managers, law enforcement) who use mobility data 

to anticipate, plan for, and respond to needs for mobility (motorized and non-motorized).

Smart Connected Communities 

and TSMO Working Together

Smart, connected communities have common 

features across several key building blocks, which 

are the prerequisites for realizing the benefits that 

TSMO can bring to smart, connected communities. 

These building blocks include:

Organizations (Institutional arrangements and use of expanded data and technology)—Smart, 

connected communities, including transportation agencies and related services, recognize the need 

to move from stovepipes and organizational silos, and frequent confrontation between public and 

private sector interests, to a more collaborative and inclusive approach of developing goals and 

objectives and strategies for achieving them. A more collaborative approach leads to institutional 

agreements and arrangements for data sharing that protect individual interests while realizing the 

collective vision. For transportation, this may involve infrastructure investments and data sharing 

agreements among public agencies and with some private sector services and third party data 

providers (e.g., transportation network companies, transportation data aggregators, health systems, 

schools, employers, public utilities, event managers, major employers). Important considerations 

for increasing organizational collaboration include:

 Collaboration among public agencies (e.g., transportation, law enforcement, emergency 

responders, public schools and hospitals, public utilities) and with private sector entities. 

Are there open channels of communication and institutional arrangements that facilitate 

coordination and decision making that include key stakeholders? Is there a common vision 

for the community in terms of serving public and private interests? What responsibilities and 

authority do these entities possess and do they have adequate technical support to identify, 

evaluate, and select innovations that will benefit the community at large?

 Perceptions of risks and rewards. Public sector entities typically make investments that 

produce public good; private sector entities look for return on investment in terms of owner 

or shareholder value. These perspectives lead to different perceptions of risks, since the 

benefits of many public sector investments accrue to the community and are difficult to 

monetize, especially in the near term. TSMO strategies that support greater connectivity 

between public and private sector entities can often help employers attract and retain 

employees and access information that can help them provide products and deliver services 

more efficiently, including more efficient goods movement.

These building blocks are the foundation 

for virtually all smart, connected 

community initiatives. For TSMO, they 

provide the institutional and technical 

foundation for integrating TSMO with other 

smart, connected community initiatives.
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 Time horizons for public investment in connectivity and data sharing. Public sector agencies 

(including MPOs) look years to decades ahead because the nature of investments have long-term 

implications and may be difficult to reverse or terminate once begun. While some elements of the 

smart, connected community may require substantial infrastructure investments, TSMO strategies 

may be more attractive to private sector interests because they can be implemented in a much 

shorter timeframe and may have public/private partnership elements that attracts private sector 

investment and support (e.g., high-occupancy toll (HOT) lanes, data sharing, smart parking). 

TSMO has an inherent interagency and multijurisdictional nature that can be a catalyst for 

additional smart, connected community initiatives and can produce greater benefits when 

organizations and institutions have a solid foundation of communication, cooperation, 

collaboration, and embrace a shared vision for the future of the city or community.

Connectivity (among public agencies, public infrastructure, vehicles, system users, buildings, 

private service and information providers)—Connectivity is the hallmark of smart, connected 

communities and includes both the institutional connectivity and the technology that enables 

connections between and among transportation services and with other functions (e.g., health care, 

schools, special events, major incidents/advisories). Institutional connectivity is a prerequisite for 

data sharing agreements and protocols and related technologies that enable innovations in network 

connectivity that are required to push or pull data between data sources for sharing, analysis, and 

decision support.

Effective TSMO relies on accurate, timely, accessible, and actionable information about both 

the transportation infrastructure and the movement of goods, people, and vehicles. Smart, 

connected communities provide the ICT infrastructure to support data sharing across 

services and geographic locations, enabling TSMO to become more integrated with other 

smart, connected community services where mobility is important to service delivery or 

access to services.

Data (data underlie connectivity and expand situational awareness)—Smart, connected 

communities rely on capturing and sharing high-resolution, real-time data to support a wide range 

of operational and tactical decisions by both infrastructure managers and system users. For 

transportation, these data range from individual vehicle data (e.g., shared between vehicles and 

with the transportation infrastructure) and data about infrastructure systems (e.g., roadway 

physical and weather conditions, signal system status, lane controls, emissions, incidents, travel 

times). Infrastructure data come from multiple sources including: smart roadway lighting (e.g., 

lights that are responsive to traffic volume as well as ambient light and weather conditions and 

may include video cameras and noise detection), integrated traffic signals that are aware of traffic 

flows, and imbedded roadway sensors that sense both traffic flows and roadway conditions, and 

other sources. These data are the inputs that are used for both real-time decision making and to 

provide the database that supports investment decisions in improvements in TSMO.
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TSMO can capture real-time data from vehicles and infrastructure, which can be used to 

support real-time decision making (e.g., response to traffic incidents and related events, 

transit estimated times of arrival (ETAs), roadway weather conditions, travel delays and 

travel times, etc.) and can be shared with other city or community services (e.g., schools, 

hospitals, event venues, distribution centers). These data can be used to “train” and guide 

autonomous and connected vehicles (including transit vehicles) that provide tailored 

transportation services to diverse populations and they also provide the archived data 

needed for key performance metrics over time to assess the benefits of TSMO investments.

Technology (includes sensors, networks, hardware, decision support systems, machine learning 

programs, analytical methods/software, communication protocols, visualization, and displays)— 

Technology is often viewed as the “leader” in smart, connected communities and is clearly the 

enabler of many of the benefits to be realized in smart, connected communities. However, 

technology only offers the opportunity to realize these benefits once the institutional will and 

collective imagination provide the foundation for adopting and implementing technological 

strategies that can benefit individuals and the community at large. Technology runs throughout 

smart, connected communities and includes the sensors, transmitters, receivers, protocols, 

security, standards, analytical tools, displays, decision support, communications, and the training 

and user support needed to deploy and operate technology effectively.

TSMO initiatives rely on technologies that support delivering mobility services, including 

sensors through which data are captured (e.g., cameras that monitor infrastructure, onboard mobile devices that report location and movement speed) and the algorithms, 

decision support systems, and displays that produce and present meaning from real-time 

streaming data. 

Smart, connected communities build on TSMO strategies in terms of interagency collaboration, 

data collection and sharing, and use of innovative technology. The bi-directional communication 

of information between different functions within a community or city is what makes smart, 

connected communities. Table 1 highlights the contrast in deployment of TSMO strategies within 

a conventional context and that of a smart, connected community.
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Table 1. Application examples of conventional transportation systems management and 

operations strategies and smart, connected communities.

Illustrative TSMO 

Strategies Typical Conventional Application Enhanced TSMO Application in a Smart, Connected Community

Incident Management

TSMO provides communication between 

the transportation management center 

(TMC) and emergency responders (police, 

ambulance, fire department). Other drivers 

along the corridor will be informed of 

incidents by variable massage signs for 

route decision making. 

Vehicles involved in an accident and equipped 

with appropriate technology transmit injuryrelated information to nearby hospital 

emergency rooms based on the crash 

characteristics (e.g., here and after data). 

Parking Management 

and Energy 

Management

TSMO assists vehicle owners and 

operators by providing real – time 

information regarding available parking 

locations, pricing by location and time 

of day.

Power generation, distribution systems, and 

sensors are integrated into road grids allowing 

for energy transfer between vehicles and road 

grids. Parking spaces with vehicle-to-grid 

(V2G) technology monitor energy demand 

and, with appropriate controls, allow parked 

plug-in electric vehicles (PEVs) to contribute 

energy to the grid during peak demand 

without depleting batteries. 

Traveler Information

TSMO provides travelers with accurate, 

timely information regarding travel 

options and conditions, including transit 

arrival times.

Fully integrated public and private traveler 

information that includes all mobility options, 

including ridesharing, non-motorized options 

(e.g., bike share), as well as current and 

expected travel conditions and pricing (e.g., 

variable tolls, rideshare costs), delays, 

weather, events, parking, incidents, 

construction, etc. so that travelers know all 

mobility options. Infrastructure sensors and 

decision support systems assist individuals in 

making informed choices and also track 

traveler behaviors to anticipate future 

conditions and inform transportation system 

managers of choice patterns.

As can be observed from the descriptions of TSMO and of smart, connected communities, TSMO 

is a natural partner within the smart, connected communities framework. Figure 4 shows some of 

the features of both smart, connected communities and TSMO and illustrates how the data and 

information flowing within a smart, connected community supports TSMO and how TSMO 

informs and supports the mobility needs of the city or community. In many cases, the data flows 

from TSMO functions (e.g., incident detection) will also inform other functions within the 

community (e.g., emergency response and hospital emergency departments) in real time so that 

both the harm to people and the impact on the community is minimized. V2X, which stands for 

vehicle-to-everything communications, includes vehicle-to-vehicle (V2V), vehicle-toinfrastructure (V2I), vehicle-to-pedestrian, and vehicle-to-network communications and will 

support TSMO and other smart, connected community functions. Additionally, TSMO may 
12

1

inform travelers about access to other smart, connected community functions and capabilities 

(e.g., access to smart grid features such as net metering for parked electric vehicles). TSMO can 

aid smart, connected communities by enhancing mobility for a diverse population that may 

encounter mobility barriers due to physical impediments (human or infrastructure), limited 

access to transportation services, or other barriers that produce inequity among residents. 

Working with other smart, connected community functions, TSMO planners and operators can 

contribute to achieving community goals and objectives where improving mobility for people 

and goods is central to achieving them. This includes improving mobility in the roadway network 

(e.g., adaptive signal systems on arterials) as well as strategies for managing demand and 

expanding mobility choices.

Figure 4. Chart. TSMO links mobility with other functions in a smart, 

connected community.

Finally, advances in TSMO often depend on the internal processes, 

institutional relationships and collaborative arrangements among 

stakeholders that are also integral to developing and implementing 

other smart, connected community functions. These arrangements 

can be leveraged to advance TSMO concepts that support other 

community functions.

Smart, Connected Communities 

Infrastructure

- Open and Extensive Communications Network

- Ubiquitous Sensors

- Institutional Arrangements

 - Functional Integration

- Collaboration

TMSO (Mobility Function)

- Route and Schedule Coordination and Decision Support

- Intelligent Incident Detection and Response

- Intelligent Infrastructure Management and Response

- V2X Integration

- Modal Coordination

Other Smart, Connected 

Communities Functions

- Emergency Response

- Parking Management

- Energy Management

- Etc.

Real-time and 

Archived Data

Creativity and 

Communication

“Transportation is not just 

about roads, transit and ride 

sharing. It’s about how people 

access opportunity. And how 

they live.”

 – Columbus, Ohio Mayor Andrew J. 

Ginther’s comments regarding the 

city’s Smart Cities initiatives.
13

1

Several U.S. communities are making strides toward becoming smart, connected communities as 

reported by elected officials and transportation agency leaders during an ITE interview series:8

 Portland, OR – Installation of traffic sensors on street lighting and smart traffic signals at 

intersection approaches. Traffic signals will respond to actual traffic conditions in real time, 

resulting in shorter delays at intersections while also collecting traffic data, 24 hours a day.

 New York City, NY – Utilizing alternate transportation modes and introducing new 

technology to aging infrastructure and a complicated and busy network. This resulted in 

decreasing fatalities, time saving in bus routes, and an increased use of new transit options.

 Austin, TX – Partnering between the City of Austin and Capital Metro (transit agency) to 

implement their Smart Mobility Roadmap.9 The roadmap includes emerging technologies 

and policies in the areas of shared mobility, electric vehicles, connected and autonomous 

vehicles, data, and land use. Their work is focused on creating better safe and equitable 

outcomes for people and businesses. The City of Austin is conducting a first and last mile 

electric vehicle pilot program with Capital Metro and a local non-profit. They received a one 

million dollar grant from the U.S. Department of Energy and recently launched an electricassist pedi-cab program as part of the pilot.10

 Edmonton, Alberta – The City of Edmonton and its Federal, Provincial, and university 

partners, started a connected vehicles testbed and has used it to test transit priority and to 

identify where it would work on key corridors. They are also working on developing an 

automated vehicle testbed. Bringing electric, connected and automated vehicles to the city. 

A hotel and resort company has also come to the table with an interest in testing automated 

guest shuttles. The city is working to making sure it has the right policies in place to 

leverage the benefits that come with the emerging technology. 

8 Wagonblast, B. (2017), ITE Talks Transportation Podcast Series, podcast audio, Available at: https://www.spreaker.com/

show/ite-talks-transportations-tracks. 

9 City of Austin, City of Austin Releases Smart Mobility Roadmap, Oct. 5, 2017. Webpage. Available at: 

https://austintexas.gov/smartmobilityroadmap.

10 Austin Energy, Plug-In Austin, July 23, 2018. Webpage. Available at: https://austinenergy.com/ae/green-power/plug-inaustin/more-ways-to-go-electric/electric-assist-pedicabs.

15

Examples of emerging smart, connected communities span the globe and are found in Western 

Europe and Asia as well as in North America. Many have made major investments in the green 

economy through improvements in building design and construction, energy policy, and 

technology infrastructure. Many also emphasize improvements in mobility as critical to these 

initiatives. Such improvements include greater emphasis on non-motorized mobility, shared 

mobility, public transportation, and highly connected mobility infrastructure (including mobile 

applications that provide more comprehensive information about mobility alternatives) that give 

people access to the opportunities the city offers.

Transportation systems management and operations (TSMO) strategies can address operations 

objectives and user needs, such as reducing recurring and non-recurring congestion, and improving 

mobility, reliability, and security. Table 2 provides examples of TSMO strategies and how they would 

evolve within a smart, connected community context.

In this section, we provide a more detailed description of several smart mobility opportunities where 

TSMO managers and others can advance smart city concepts. Some of the examples show lower-level 

smart, connected communities capabilities while others show higher-level capabilities to illustrate how 

smart, connected communities’ capabilities can be extended and expanded. The following TSMO 

strategies applied within a smart, connected community context are discussed in detail: 

 Traffic Incident Management.

 Parking Management.

 Energy Management.

 Regionally Integrated Mobility Services.

 Urban Delivery Services.

Table 2. Evolution of transportation systems management and operations (TSMO) 

strategies within smart, connected communities.

TSMO Strategy Evolution of TSMO strategies within a smart, connected community context

Road Weather 

Management

Inform road users of pavement conditions (e.g., wet, icy, etc.) and providing a safe 

advisory speed range based on actual and real-time conditions of pavements. Use of 

“smart paint” at crossings and sidewalks to communicate wet or icy pavement conditions 

to enabled canes of visually impaired pedestrians. 

Work Zone 

Management

Upstream diversion of vehicles based on predictive congestion algorithms for lane 

closures. Sensors and infrared cameras installed on temporary traffic control devices to 

detect delays and incidents and communicate information to emergency responders and 

transportation management centers (TMCs) regarding vehicle speeds, the number of 

vehicles involved in a crash, and the presence of vulnerable users involved in the collision. 

CHAPTER 2

EXAMPLES OF TSMO IN A SMART 

CITY – MEETING COMMUNITY AND 

INDIVIDUAL USER NEEDS
16

2

TSMO Strategy Evolution of TSMO strategies within a smart, connected community context

Plan Special 

Events 

Management

Special event venues are instrumented to show, in real time, where people and vehicles 

are and where they are moving so that mobility managers can make real-time adjustments 

in signal timing, routing and related restrictions, and parking availability. Recurring 

special events (e.g., stadium, concerts) are planned collaboratively and real-time 

information is shared by all relevant services (e.g., emergency management services 

(EMS), law enforcement, and transportation/transit). Autonomous shuttles are deployed to 

ensure efficient access to the venue especially for individuals with disabilities. 

Traveler 

Information

All mobility information is integrated through well-designed platforms providing 

access to public and private mobility options, including both motorized and nonmotorized modes, as well as the cost and service levels for each choice. Real-time 

parking information (availability and pricing) is readily available and all payments are 

seamless and highly automated (e.g., smartphone app).

Traffic Incident Management 

Traffic incidents require focused attention on: 1) meeting the immediate medical and safety needs 

of drivers, passengers, pedestrians, and others who are affected by the incident (e.g., by the release 

of hazardous materials or potential fires or explosions), and 2) addressing other travelers’ needs to 

access their destinations in a safe and efficient manner, while minimizing the impact of redirected 

traffic on others.

In the context of a smart, connected community, data, technology, and organizations work 

together in a connected environment to meet these needs. 

 For vehicles in the incident, on-board sensors inform public safety responders, the TMC, 

and near-by hospitals of the location, severity, hazardous materials (HAZMAT) likelihood, 

and likelihood of injury. 

 Delay information is transmitted to other vehicles and infrastructure while the TMC and 

recommender systems11 offer re-routing options to users.

 Data from vehicles and infrastructure are integrated with incident management responses 

so that responders know what to expect in terms of personal injury, hazardous materials, 

damage to infrastructure, and queues forming due to loss of capacity. For example:

o Embedded sensors (e.g., accelerometers and other sensors in vehicles, sensors in 

roadways/rights of way) report the nature of incidents involving vehicles and the 

status of infrastructure elements such that other vehicles (including connected and 

autonomous vehicles) are immediately aware of the incident and potential delays as 

well as re-routing advice. 

11 “Recommender” systems use data and algorithms to suggest alternatives that are most likely to satisfy user needs based on 

prior experience (e.g., “learning”) and user preferences. 

Table 2. Evolution of transportation systems management and operations (TSMO) 

strategies within smart, connected communities. (Continued)
17

2

o Prior to any on scene response, medical services (EMS and hospitals) are 

automatically notified of the number and type of potential injuries based on sensor 

data from vehicles and infrastructure so that the appropriate response resources are 

identified and dispatched to the scene.

o First responders are notified of the number of people involved and how the vehicle 

and infrastructure have responded (e.g., airbags and other safety devices deployed, 

impact on infrastructure elements).

o Drones with appropriate sensors (e.g., infrared, visual, chemical detection) may be 

used for aerial surveillance to provide real-time reporting to mobility management 

services for updates on alternative routing and to identify damage to infrastructure 

(e.g., to bridge piers, tunnel linings).

o Mobility management services provide real-time information to travelers (drivers 

and passengers) so they are aware of potential delays and options available to 

minimize delays.

Illustrative Example of Smart Traffic Incident Management

Traffic incidents in smart, connected communities are expected to be much less frequent due to 

technology advances in both vehicles and infrastructure that prevent crashes and, when crashes do 

occur, they result in less injury to people and less damage to property. However, when they do 

occur, smart traffic incident management will respond faster, save more lives, clear the incident 

more quickly, reduce delays, and advise other travelers of travel conditions in ways that enable 

them to make better informed decisions regarding their travel needs. Figure 5 illustrates how 

smart traffic incident management is likely to work. This is not a complete depiction of all the data 

flows but provides some indication of how various entities may share data and communicate 

effectively. First, when the incident occurs, advance technology vehicles involved in the incident 

will immediately transmit information, including information about the number and physical 

characteristics of passengers, to first responders—emergency medical services, fire departments, 

and police. The vehicle may also transmit information to nearby hospital emergency departments 

advising them of the nature of the incident, which may include predicted injuries based on the 

Columbus, Ohio Connected Vehicle Environment 

The anticipated outcomes of the Connected Vehicle Environment project are to enhance safety 

and mobility throughout the city’s transportation system by utilizing connected vehicle 

technologies and applications with an emphasis on congested and high crash intersections and 

corridors. Safety applications are intended to be installed on multiple vehicle types including 

transit buses, first responder vehicles, city and partner fleet vehicles, and private vehicles. 

Applications will be deployed to ensure emergency vehicles and the Central Ohio Transit 

Agency (COTA) Bus Rapid Transit (BRT) fleet can utilize signal prioritization when needed to 

ensure safety and efficiency.
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2

crash characteristics (e.g., accelerometer data that give impact speed and direction and rollover 

status; airbag deployment data; and, in some cases, traveler physiological data—heart rate, blood 

pressure, respiration). The emergency medical technicians will be equipped with telemetry that 

enables them to communicate directly with hospital emergency staff so that they can provide 

real-time data to the hospital personnel. 

Figure 5. Illustration. Illustrative data flows in traffic incident management. 

Data systems that meet security requirements for sensitive personal and health-related data may 

provide authorized first responders and other health care professionals with immediate 

information about the health history and conditions of the individuals involved in the incident. 

Integrated cargo manifest systems will provide real-time access to cargo information for any 

commercial vehicles involved in the incident, including information about hazardous materials 

that are on-board and could be released as a result of the incident. Trained and equipped response 

teams will be notified so that they can respond, using appropriate technology (e.g., robotic 

devices, drones) to assess the incident and determine what actions are needed to protect people, 

mitigate damage, and restore mobility. 

As the event unfolds, the TMC receives information through connected vehicle data that is relayed 

to roadside infrastructure and from other sensors (e.g., closed-circuit television (CCTV), in-road 

sensors) about the time, location, and nature of the crash so that it can immediately dispatch 

appropriate tow and recovery vehicles to the scene to begin roadway clearing as soon as possible 

and also direct any needed repairs to the roadway that are required to restore mobility. Sensors on 

autonomous vehicles (AVs) will detect delays and use available real-time data to reroute as 

CAUTION

AHEAD

Real-time notication of crash event 

including sensor data 

about cargo and 

potential HAZMAT

Data from crash regarding 

vehicle types, locations, 

and conditions

Bi-directional data sharing with all responders and roadway repair resources

Traveler updates

Roadway conditions

Active Transportation System Management Communications with travelers

Real-time secure 

Notication medical data

of delays

Real-time schedule 

and routes

Trac Management 

Center

Real-time 

notication of crash 

event transmitted 

directly from vehicles 

and infrastructure

Data from crash 

regarding nature of 

potential injuries 

transmitted from 

on-board vehicle and 

Notication personal sensors

of delays
19

2

appropriate. Signal systems and messaging systems are modified to give priority to first 

responders and other authorized vehicles while advising or directing other traffic appropriately. 

Law enforcement and fire departments (which may have personnel who are co-located at the TMC 

or are part of a virtual TMC) are immediately notified with information about the nature of the 

vehicles involved and including cargo information (e.g., hazardous materials) for heavy vehicles. 

Law enforcement, fire departments, and tow and recovery maintain continuous contact and 

exchange data with the TMC so that all parties have situational awareness and are able to attend to 

the injured, clear and inspect the crash site, capture any relevant information needed to document 

the crash for law enforcement purposes, and restore mobility. TMCs use real-time data to divert 

traffic to alternative routes and use adaptive signal control technology (ASCT) to adjust signal 

timing to accommodate demand on alternative routes. Road users are also informed about nearby 

or on-demand shared use mobility options such as electric pedi-cabs, taxis, public transit, bike 

share, and others. 

If the incident results in damage to other utilities (e.g., power, fiber, natural gas), these utilities are 

notified immediately through their embedded sensors that detect service disruptions and they 

share data with the TMC and others, including their customers, advising them of any potential loss 

of service and the time until service will be restored. 

Travelers whose trips are affected by the crash are immediately notified of the event through their 

on-board data systems. Vehicles in close proximity to the event may receive information through 

vehicle-to-vehicle (V2V) connectivity while more distant vehicles will receive information routed 

through the infrastructure by the TMC using either vehicle-to-infrastructure (V2I) capabilities or 

other communications channels (e.g., variable message signs). Autonomous vehicles will 

automatically reroute based on available information and routing alternatives and connected 

vehicles (including some that may also be autonomous) will transmit and receive information and 

will negotiate appropriate individual and collective strategies for minimizing delays due to the 

incident, taking into account effects on other facilities and mobility options. Travelers are 

informed of alternative modes, routes, travel schedules, and costs that could reduce or eliminate 

in-route delays so that they can plan accordingly. 

Travelers (including commercial vehicle operators) have the ability to transmit messages to 

destinations updating anticipated arrival times based on anticipated delays or re-routing due to the 

incident. Transit services will immediately notify riders of any changes in routes or schedules 

affected by the incident and transit passengers will have the ability to notify others of expected 

arrival times based on real-time transit information.

Smart traffic incident management heavily relies on connectedness and real-time data sharing 

enabled by imbedded sensors in vehicles and infrastructure and connected through wired and 

wireless technology that gives system users, first responders, and system operators full 

situational awareness and the information needed to make informed decisions regarding the 

response to the incident and the allocation of response resources. The connectivity of the traffic 

incident management (TIM) system with the smart, connected community infrastructure results 

in saving lives and improving the system’s performance.
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Parking Management 

Parking management in smart, connected communities will address multiple needs, for both the 

vehicle operators and the parking manager. The parking management component of a smart, 

connected community will, for example:

 Reduce congestion that results from vehicles circulating while seeking available parking, 

including advising individuals of parking availability and pricing sufficiently in advance of 

their travel so that they can decide whether or not to bring a vehicle into the area.

 Help individuals find parking near their destination (through a smartphone application or 

integrated into vehicle) using sensors in parking lots that inform application users where 

parking spots are currently available (or when they are predicted to become available) as 

well as the cost to park (which may vary as a function of demand); offer efficient routing to 

available parking; provide a convenient means for paying parking fees (in spaces or parking 

lots/garages) and for maintaining awareness of time limits on parking; and, when permitted, 

extend parking time without returning to the vehicle.

 Help communities determine the amount, location, price, and type (e.g., curbside, garage, 

surface lot) of parking required. With greater use of shared vehicles, demand for parking 

below buildings or on streets may decrease, enabling cities to recapture land for people and 

allowing developers to make more productive use of available land. 

 Facilitate parking resource management that enables parking managers to know the status 

of parking spaces (meters, garages, lots, ad hoc parking) and to manage parking pricing and 

availability as appropriate based on public and private sector parking policies, including 

dynamic parking control (e.g., by time of day, location, event status, street work or street 

cleaning/clearing). 

 Support parking enforcement capabilities that enable parking agencies to enforce parking 

restrictions and access controls (e.g., street cleaning, snow removal, special events, permit 

parking), and prevent violations or intervene appropriately when parking violations occur, 

including notifying responsible parties that a violation has occurred.

To achieve these desired outcomes, smart, connected communities will implement strategies, 

technologies, and analytical tools to maximize access to available parking and to reduce 

congestion caused by vehicles in search of parking. This includes, for example:

 Smart parking meters (including parking kiosks) that notify individuals when time has 

expired, allow individuals to add time through a phone application, and could enable 

retailers to give parking credit or validation to customers.

 Advanced algorithms that assist parking managers in maximizing parking revenue and 

reducing congestion from cars looking for parking.

 Integrated parking credits and payments with businesses, enabling businesses to optimize 

customer access to stores. 

 Real-time parking availability information and, potentially, parking reservations for commercial 

vehicles at truck parking areas and delivery locations to provide better use of available parking 

for commercial vehicles at truck parking areas along freeways and in commercial zones.
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Illustrative Concept of Operations for “Smart Parking”

In its simplest form, smart parking integrates sensors or cameras that detect the availability of 

parking spaces (curbside or in parking garages or lots) and provides that information to individuals 

seeking parking so that they avoid unnecessary driving while searching for a parking space. As 

figure 6 illustrates, smart parking can provide much more, including revenue management, 

enforcement, and access control. 

Smartphone applications, such as that shown in figure 7, provide system 

users with information about available parking locations so that they 

can choose parking without driving around to search for a space. Some 

services are integrating parking information into vehicle on-board 

navigation systems so that drivers are notified of available parking 

locations as they approach their destinations. 

Varying prices to regulate demand represents a further development in 

smart parking, with the objective of maintaining parking availability by 

regulating prices. Drivers pay for parking through a smartphone or by 

credit card or coins at a single or multiple space meter.

Figure 7. Image. 

Illustrative smartphone 

app for San Francisco’s 

SFpark, a demandresponsive parking 

pricing project led by the 

San Francisco Municipal 

Transportation Authority. Source: San Francisco Municipal Transportation Agency.

Figure 6. Image. Smart parking integrates data from multiple sources to 

support both those seeking parking and the parking management system.

Sensors “detect” whether 

a parking space is 

occupied or vacant and...

30 percent of drivers in cities are looking for a parking space. Intelligent 

machine-to-machine (M2M) solutions make life easier in the city.

Special permit

Administration of

 parking and local resident IDs

 permits for taxis, coaches, 

 deliveries 

Legitimation

Access control to restricted traffic 

areas such as loading zones, 

residential parking

Intelligent Street Lighting

turns on (or increases the light intensity) 

when the street is actually used

Parking fee

is paid directly 

through the app

... transmit data to the 

central server Source: © Deutsche Telekom, 2018.

Smartphone app 

“requests” a parking 

space and guides 

drivers to the free space
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Energy Management

Electrical energy generation and distribution requires sufficient capacity to meet peak power 

demand, which typically occurs during the warmest or coldest periods and during periods of 

significant activity. While renewable energy sources can reduce dependence on fossil fuels and 

reduce greenhouse gas production, growing energy demand means that we will continue to depend 

on fossil fuels for the foreseeable future. However, if peak demand can be reduced, the amount of 

fuel needed to meet energy needs can be reduced since peak demand requires power companies to 

maintain “spinning capacity” even during lower demand periods. Growing penetration of hybrid 

electric and plug-in-electric vehicles means that we will become increasingly dependent on the 

electric power grid to provide the energy needed to recharge or top off vehicle batteries.

Smart, connected communities will implement smart grid concepts that include the potential for 

integrating hybrid-electric and plug-in-electric vehicles into the electrical power grid by 

providing public recharging stations where vehicles can recharge batteries or, in some cases, 

make power from fully charged batteries available to the power grid to offset peak demand and 

thus reduce generation requirements. Advanced algorithms will assist vehicle owners and 

operators in determining how much power is needed to maintain the charge for the required 

distances and how much power can be contributed to the grid while retaining the power needed 

to travel required distances. 

TSMO can assist vehicle owners and operators by providing real time information regarding 

available recharging locations, pricing by location and time of day, and opportunities for earning 

“credits” by contributing to the grid during peak demand periods. This will require integration 

with power generations and distribution systems and sensors and networks to provide real-time 

status of charging stations. Smart parking applications can also include vehicle-to-grid (V2G) 

energy transfer to help manage peak electricity demand. Parking spaces with V2G technology will 

monitor energy demand and, with appropriate controls, allow parked plug-in-electric-vehicles 

(PEVs) to contribute energy to the grid during peak demand without depleting batteries below the 

minimum required to complete a trip to another location or, if the PEV remains connected to the 

grid, the batteries are recharged during lower demand (and, perhaps, lower cost) time periods. 

V2G strategies treat PEVs as distributed energy resource (DER) units and require integration of 

the smart parking with the larger energy management in the area.12 In some cases, shared mobility 

assets (vehicles, electric bicycles, and electric scooters) will be integrated into the electric grid 

along with incentives for recharging these assets during off-peak demand periods. This can 

include smart phone apps that locate assets in need of recharging so that users can earn credits by 

recharging them and returning them to designated locations for other users. PEV AVs can be 

directed to strategically located staging areas where they can avoid circulating while not in use 

and also be available to transfer energy to or from the grid as appropriate, depending on real-time 

energy demands.

12 Vincenzo Bonaiuto, Fausto Sargeni, “A Matlab Simulink model for the study of smart grid—Grid-integrated vehicles 

interactions,” IEEE 3rd International Forum on Research and Technologies for Society and Industry (RTSI) 2017, pp. 1-6, 2017.
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Regionally Integrated Mobility Services (Transit and Shared 

Mobility Services) 

Regionally integrated mobility services include light rail services, wheeled buses and vans, bike 

share programs, shared HOV/HOT lanes, and shared vehicles, all designed to provide scheduled and 

customized trip services based on user demand. 

Integrated mobility services meet the needs of transit providers by improving load factors for transit 

vehicles by reducing non-revenue trips and empty seats on oversized vehicles. These services help 

transit operators match supply and demand, with more options for every rider. This integration 

relies on an expansion of private-public partnerships and building on the respective strengths of 

public transit agencies and private mobility services. 

These services meet individual needs for more customized trips by integrating public transit 

services with private services for fare collection, scheduling (may offer subscription service for 

customized routes and schedules), and access to alternative modes, including car and bike 

share services. 

Transit agencies in smart, connected communities are being redefined as mobility agencies, 

focusing on ensuring that commuters effectively transfer between mode choices. Transit agencies 

are partnering with Transportation Network Companies (TNCs) that provide pre-arranged 

transportation services with ride hailing or ride sourcing applications as a means of 

complementing their fixed-route systems and co-locating bike share services (docked and 

dockless) and bike parking at or near transit stops or stations. Rather than viewing TNCs as a 

threat to either transit or ride-sourcing, they can strengthen both—and their marketing and 

payment systems can be linked. In some cities, the transit agency’s mobile ticketing and 

scheduling application ties into TNCs. The increased quality of service solves the last and first 

miles of service problems of fixed-route transit systems. 

Paratransit for the elderly, physically challenged, or disadvantaged, has traditionally faced high 

subsidy costs and low levels of service. In some cases, paratransit vehicles, making many stops, are 

too large and costly to operate; in other cases, they make individualized trips to distant locations 

that are also costly. In smart, connected communities, these services can be provided on demand 

through ride sourcing applications, using the right-sized vehicle and providing individualized 

door-to-door service. Supply and demand are thereby matched, and at lower cost.

In a smart, connected community, TSMO’s strategies are developed using data about current and 

potential system users. Shared mobility in a smart, connected community requires integration of 

data beyond that traditionally used in determining demand for transportation, including:

 Income and unemployment data – Identifying areas of high unemployment and 

underemployment where transit access by residents to jobs is inadequate.

 Job opportunity data – Matching the location of specific job opportunities and skill levels 

with targeted neighborhoods whose residents would have greater access through improved 

transportation.
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 Land use data – Identifying areas where density is insufficient to make traditional fixedroute transit services attractive and cost-effective.

 Public health data – Targeting areas where prevalent health concerns for residents can be 

addressed by improving access to specific medical facilities.

 Crime data – Not only may the walking distance or time to fixed-route transit services be a 

deterrent to their use, the safety concerns of residents can be a deterrent as well.

Regionally integrated mobility services offer numerous opportunities for benefits to other elements 

within smart, connected communities, including:

 Connections for shared mobility. In a smart city, the smart phone applications for transit 

schedules, fares, and real-time conditions are fully integrated with those for ride sourcing. 

The American Public Transportation Association (APTA) has noted that access to 

information technology has been seen as a barrier to widespread adoption of new shared 

mobility options. It has further noted, however, “that transit information technologies are 

widely used across income and experience levels.” Beyond transit users, a broad range of 

professionals would be able to utilize this improved transportation data. Social workers 

would be able to access this data to assist their clients in finding employment, along with 

public services. Human resource personnel would be able to target demographic data for 

recruiting, while increasing the likelihood that their employees can get to their jobs in a 

timely and cost effective manner. Crime data would be fully accessible for transit operators 

so they can determine where this may be a deterrent to transit use.

 Ride sharing. Using personal vehicles or shared vehicles can be enhanced through realtime virtual car pools that are formed based on real-time (or near real-time) demand for 

transportation between common origins and destinations.

 Bicycle and pedestrian mobility. Crowdsourcing riders to bike together on designated 

routes at the same time can alleviate security concerns. Smart lighting and sensors that 

detect the presence of bicycles, walkers, and runners can be installed along bicycle and 

pedestrian paths.

 Shared use of common vehicles. Collective ownership or access to vehicle fleets 

(autonomous or advanced automation) that can be reserved for use by individuals. The 

vehicles could be optimally positioned to accommodate demand patterns.

 Mobility as a Service (MaaS). Subscription services for on-demand mobility services 

(including pick-up and delivery of goods) could be used in lieu of vehicle ownership or 

leasing. Mobility services provided by private sector entities combined with advanced 

technology and analytics allow for asset use and service levels optimization. This may 

involve autonomous vehicles as well as TNCs that match mobility assets to mobility 

consumers (including delivery services).
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Illustrative Example of Smart Regionally Integrated Mobility Services

A major corporate headquarters, and associated data center, are located in an office park in a 

suburban area 20 miles from the central business district. While the executive offices operate 

during daytime hours, the data center employs hundreds of people 24/7 – this includes 

programmers, hardware specialists, and maintenance personnel, at a broad range of skill levels. 

The company has been unable to find sufficient employees to fill these positions from the 

surrounding suburban communities. The human resources department has been trying to attract 

people from the city to fill jobs. The potential employees they are targeting live in the city because 

they have selected that lifestyle or, in some cases, because they cannot afford to live in the 

suburbs. In theory, these people are interested in filling these positions, but in practice, they face 

huge mobility challenges. They do not have cars either because they do not want them, or cannot 

afford them. The transit system has a rail station that is two miles from the office park. Further, 

the urban neighborhoods where potential employees live are mostly served by fixed-route bus 

systems, some of which require quarter-mile walks to the nearest bus stop.

During regular daytime working hours, the walk to the bus stop, the transfer to the rail line, and 

the last two miles to the office park (the 20 mile commute) could take almost two hours, and it can 

be prohibitively expensive. In off-peak hours, particularly for late-night shifts, the service levels 

deteriorate further, or may even be nonexistent. Transit operators cannot afford the even higher 

deficits that are involved in operating large, mostly empty buses in the late hours. For the last two 

miles from the rail station to the office park, current subsidized paratransit services provide a poor 

level of service, at a huge subsidy per rider.

Smart, connected communities offer a growing number of solutions that can address this 

challenge. Transit agencies are increasingly partnering with TNCs as a means of complementing 

their fixed route systems (see figure 8). Integrated smartphone applications are available to 

travelers which link marketing and payment, mobile ticketing, transit scheduling and access to 

TNCs. Transit agency apps have become door to door mobility applications instead. In some cases, 

commuters may choose to use shared bicycles to travel to and from transfer points and could 

arrange “bike trains” through ride-sharing applications to provide greater security while riding 

along bike paths. 
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Figure 8. Illustration. Data for scheduling, notification, and 

payment are integrated throughout the trip.

The corporate headquarters can use this integrated mobility service for recruiting and retaining 

city residents for positions in the data center. While it previously found it too expensive to 

subsidize taxis or paratransit vans to provide the last few miles to the office park, their engagement 

with transportation network companies (TNCs) has brought these costs down considerably. This 

smaller subsidy is worth the investment to the company in that it can now attract the employees it 

requires at a broad range of skill levels. The company further improved the quality of this door to 

door service and reduced the subsidy cost by linking the smart phones of each employee who 

chooses to participate. They are able to determine when a train is late, and how many of their 

employees are aboard. This further lowers the cost of TNCs by ensuring that vehicles are not 

dispatched to the train station prematurely. It also enables the right size and number of vehicles to 

match the number of employees coming off each train. The increased quality of service solves the 

last and first mile service problem of fixed route transit systems. 

These new reverse commuters to the office park now have expanded job opportunities. They can 

afford to reach these jobs without a prohibitive cost in money and time. Transit operators, in turn, 

can provide their off peak services more efficiently, having more customers to fill their vehicles, or 

when possible, reducing vehicle size or frequency.

Urban Delivery Services

The United States Department of Transportation (USDOT) Vision Element #4 for Smart Cities 

addresses urban delivery and logistics: This vision element includes the use of data or deployment 

of technologies to reduce congestion, improve safety, and protect the environment for a more 

efficient supply chain.

“Complete Ride” from work in the suburbs to home in the city center (seamless and integrated)

“Complete Ride” from home in the city center to work in the suburbs (seamless and integrated)

First Mile Fully integrated, Last Mile

seamless fare system

Personal or 

Shared AV/CV

Accurate, reliable, 

accessible, and timely 

information

Accurate, reliable, 

accessible, and timely 

information

Bike/Ped Bike/Ped

Home Employment
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A smart, connected community approach to urban delivery services offers a range of opportunities 

and options for pick-up and delivery services. Several current and emerging models for urban 

deliveries take advantage of the smart, connected communities infrastructure and meet the needs 

of delivery services and businesses for more efficient, reliable trips. These include:

 Taking advantage of available capacity by scheduling deliveries during off-peak hours (see 

figure 9), including providing secure storage for off-hours delivery and delivery to common 

delivery locations. This requires integration of information from delivery vehicles, receiving 

locations and staff, security services, and traffic or parking data along with guidance for 

minimizing effects of delivery on traffic flows as well as informing recipients of delivery 

location, time, and access requirements.

 Consolidating delivery points so that “last mile” deliveries can be made by smaller vehicles 

(including, for example, smaller commercial vehicles, bicycle couriers, drones, and other 

less intrusive means).

 Truck platooning on freeways and major arterials to improve efficiency and reduce 

congestion (e.g., shorter headways, greater throughput) integrated with roadway 

infrastructure to monitor commercial vehicle movements.

 Integrated information from major intermodal terminals regarding arrivals and departures to 

inform both carriers and other travelers regarding congestion in and around seaports, marine 

terminals, airports, intermodal rail yards, industrial facilities, and other locations with high 

density commercial traffic.

Illustrative Concept for Urban Goods Movement

NYC Off-Hour Deliveries (OHD) Program

Trucks and commercial vehicles both cause and suffer from congestion on New York City’s 

(NYC) streets. Because of this congestion, deliveries made during the business day cost 

everyone—as stores often pass on to customers the expenses of wasted time, lost revenue, missed 

deliveries and parking tickets. In order to combat congestion, help businesses control costs, and 

improve air quality, the New York City Department of Transportation (NYCDOT) worked with 

Rensselaer Polytechnic Institute (RPI), and a group of stakeholders and research partners to 

implement an Off-Hour Deliveries Pilot Program, funded by USDOT, which ran from late 2009 

through 2010.13

In a smart, connected community, shippers, carriers, and receivers (i.e., retailers, distribution 

centers) and infrastructure assets (e.g., parking, loading docks, designated loading/unloading 

areas) share real-time information regarding the availability of and readiness for goods transfer 

between the carrier and the shipper or receiver in ways that mitigate congestion and reduce 

emissions without introducing undesirable side effects (e.g., noisy delivery trucks in residential 

neighborhoods late at night). Additionally, in some communities, centralized urban distribution 

centers and load transfers to smaller delivery vehicles with well-coordinated schedules can reduce 

pedestrian, passenger vehicle, and truck conflicts and reduce the need for truck parking near 

heavily congested commercial districts.

13 New York City Department of Transportation, “Off-Hour Deliveries (OHD) Program,” Web page. Available at: http://www.

nyc.gov/html/dot/html/motorist/offhoursdelivery.shtml.
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In NYC, participants in the Off-Hour 

Deliveries Pilot Program agreed to shift their 

delivery windows to between 7 p.m. and 6 a.m. 

Receivers found that fewer deliveries during 

normal business hours allowed them to focus 

more on their customers and that their staff 

was more productive because they waited 

around less for deliveries that were tied up in 

traffic. Carriers found that their trucks could 

make more deliveries in the same amount of 

time; they saved money on fuel costs; and 

could use a smaller fleet by balancing daytime 

and nighttime deliveries, and that legal parking 

was more readily available. Their drivers 

reported feeling safer and less stressed. 

Figure 9 shows the level of participation in 

off-hour deliveries throughout Manhattan 

during the pilot.14

Building on the success of the pilot program, 

the NYC DOT will launch the expansion of

the OHD program in 2018, targeting 900 

businesses in Manhattan as well as businesses 

in Downtown Brooklyn, Flushing, and 

Jamaica. The OHD program expansion is part 

of a larger effort for the agency’s forthcoming 

Smart Truck Management Plan, a comprehensive 

five-borough freight strategy.15

14 For additional information, visit http://www.ohdnyc.com or contact the NYC DOT Off-Hour Deliveries Program by email at 

ohdnyc@dot.nyc.gov or by phone at 212-839-6670. Information on other NYC freight initiatives can be found at: 

http://www.nyc.gov/trucks.

15 New York City Department of Transportation, “Trucks & Commercial Vehicles,” Web page. Available at: http://www.nyc.

gov/html/dot/html/motorist/trucks.shtml.

Figure 9. Image. New York City off-hour 

deliveries participants.

“Whole Foods Market Union 

Square has enjoyed the ability 

to take deliveries in overnight, 

serve our customers better and 

enhance our commitment to 

the environment through more 

efficient trucking operations.”

 – Mary Snow Thurber, 

Director of Receiving Whole Foods Market 

Northeast Region

Source: New York City Department of Transportation.
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Additional TSMO Strategies in a Smart Connected Communities 

Context

ARTERIAL INTERSECTION CONTROL16

In smart, connected communities, network-level adaptive signal control systems will have greater 

awareness of real-time traffic flows, including access to available origin-destination data for 

traveling vehicles so that the system can anticipate demand (including expected turns) at each 

intersection and manage signals accordingly. V2I and V2V communications will provide guidance 

to vehicles (or to drivers, depending on the degree of autonomy) regarding optimal speed to 

minimize speed variation and delays at arterial intersections. This will require systems that 

capture and analyze data in real-time to determine how best to manage demand through signalized 

or controlled intersections. 

In smart, connected communities, this can be accomplished through widespread adoption and 

implementation of ASCT integrated with both infrastructure sensors that collect and process data 

regarding the approaching traffic stream and with vehicle-to-vehicle (V2V) and vehicle-toinfrastructure (V2I) data from connected vehicles that communicate with arterial intersection 

control, which seeks to optimize traffic flow to improve travel time reliability. Integration of both 

archived and predictive data with real-time data will enable multimodal transportation 

management systems to anticipate changes in traffic flow and adjust signal timing accordingly, 

including giving signal preemption to emergency vehicles, signal priority to transit vehicles and, if 

appropriate, delayed signals to allow heavy trucks to pass through intersections when they have 

inadequate stopping distance. 

Arterial intersection safety and traffic flow can also be improved by enabling traffic signals to 

transmit Signal Phase and Timing (SPaT) data to connected vehicles. SPaT will provide vehicles 

with the actual timing of each signal phase as they approach an intersection. This can be used to 

either increase or decrease the vehicle speed to avoid stopping at the intersection if possible. 

EMERGENCY TRANSPORTATION OPERATIONS

During major weather events or other emergency situations when mobility is limited due to 

disruptions, critical personnel (e.g., health care professionals, public services staff) are often 

dependent on friends, neighbors, or others to provide transportation and this typically occurs 

without assistance from transportation agencies beyond what would occur for any other travelers 

during these emergencies. Properly equipped vehicles that are operated by qualified personnel can 

provide “on-demand” service during these emergencies, aided by application software and 

appropriate sensors, information systems, and algorithms that facilitate matching needs for 

transportation with available drivers and vehicles, including provisions for ride sharing.

During emergencies, transportation agencies responsible for managing and operating the regional 

transportation system can provide the linkage between those who need transportation to serve 

critical needs and those who have the properly equipped and authorized vehicles and expertise to 

16 For more information, visit: https://ops.fhwa.dot.gov/atdm/index.htm.
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transport individuals to their work locations. Additionally, using automated vehicle identification 

methods, transportation operators can provide special privileges to these vehicles during these 

events (e.g., special routing, signal priority, access to restricted parking, ride matching and route 

planning). Such services can support a variety of applications, including health care, power plant 

operations, and access to at-risk populations. Additionally, emergency transportation services and 

assets (public and private) that are integrated with other community services can also be 

dispatched to support movement of people and materials that are needed to execute critical life 

support functions and other high priority community services.

Beyond addressing the mobility needs of responders and matching individuals who need mobility 

with appropriate means of mobility, transportation agencies will be monitoring, managing, and 

operating transportation facilities to meet the needs of both individuals at risk and responders. 

This will likely include managing reversible lanes (or entire facilities, including access and 

departure points), implementing appropriate signal systems, providing accurate, real-time, 

accessible, and actionable traveler information and ensuring that transportation assets are matched 

with the needs of the community at large. It will also include continuous and timely 

communications (using sensors as appropriate) with agencies and jurisdictions that are affected by 

the emergency, either directly or indirectly as a result of mobilizing assets or moving people.

Finally, transportation agencies in smart, connected communities can use real-time data to 

identify and respond to system wide needs ranging from tracking and routing snowplows across 

multiple jurisdictions to detecting washed out bridges and roadways and restricting access to 

routes that are at risk of flooding or washouts or where downed power lines are on roadways. 

An Example Smart Connected Community in Progress – 

Tampa, Florida

Like several other cities, Tampa, Florida embarked on wideranging applications of technology and procedures to improve 

mobility and quality of life. Following is a description of the 

efforts in Tampa that illustrate the diversity of applications 

and functions found among cities that are becoming “smarter” 

as well as some of the lessons learned during the process of 

implementing these “smart” projects. 

Tampa is one of three communities in the nation 

deploying connected vehicle technologies as part of the 

USDOT Connected Vehicle (CV) Pilot. CV technologies 

will be deployed at 38 locations in downtown Tampa 

to address six different use cases, including street car 

safety, pedestrian safety, congestion mitigation, and 

better driver awareness through the use 

of V2I technologies.

Figure 10. Image. Tampa, Florida. 

Source: Google Maps.
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In addition, the regional transit agency will be deploying its first AV shuttle for transit. This will 

be an AV service running down the Marion Street Transitway in Tampa, a 1.1 mile stretch. 

Another possibility is the MicroTransit facility, the Downtowner, in which 4-5 seat electric 

vehicles are summoned with a smartphone application. The Downtowner is a point-to-point, 

app-based service that extends the Tampa transit system.

Beyond actual transportation services, Tampa proposes to implement an innovative public, 

private, and academic “smart-paint” project. The Smart Paint project imbeds digital signals in 

pavement markings, permitting visually impaired individuals to use a smart cane to read digital 

information off of the street paint. The smart paint can also capture information from connected 

and autonomous vehicles to recalibrate positions, providing more accurate vehicle location 

information than can be obtained from cellular or GPS data, to arrive safely at the drivers’ 

proper destinations. This is particularly important within cities where intersections are within 

close distances to each other. This project is part of Tampa’s equitable transportation initiative.

Tampa is also leveraging information technology services to include a single platform that will 

permit users to plan an entire trip from origin to destination, and pay for and take the trip, 

which may include bicycle shares, water taxis, the AV shuttle, and other modes. In addition, 

Tampa is developing a decision support system that leverages machine learning and artificial 

intelligence algorithms to parse mobility data (including both historical and real-time volumes 

and crashes), and provide insights in 6-hour increments on the state of the system. This will help 

monitor systems better and stage resources based on algorithms that are predicting, to some 

extent, when and where incidents are likely 

to occur.

Through another public-private partnership, 

Tampa is working with the energy company to 

implement “smart lighting” where street lights 

are converted to LEDs and can also have sensors 

that provide other services, including gunshot 

detection, traffic counts, and weather and air 

quality monitoring. Tampa has additional smart 

city initiatives in e-healthcare, telemedicine, and 

education. The idea is to leverage a myriad of 

emerging technologies and different agencies and 

partners to develop better services throughout 

the community.

Lessons learned from Tampa’s experience in developing and implementing “smart city” 

initiatives include:

 Begin by developing a framework that reflects the context of the region of interest.

 Consider changing demographic characteristics, exposure to the effects of climate change, 

changes in density (e.g., growing urbanization) and related preferences in transportation 

(e.g., walking, bicycling, ride sharing), and cultural activities.

The way we can participate is by 

fostering the “city as a lab” approach, 

where we develop a culture of using 

city facilities as a living lab where 

we can deploy pilot projects to test 

customized solutions for Tampa. If it 

works, we can build on it, if not, we 

move on. The element of risk-taking is 

certainly the way to move forward to 

develop a smart community.

– Vik Bride, Smart Mobility Division Manager

City of Tampa
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 Ensure regional buy-in and support from regional leadership and having a clear benefits 

narrative and a political narrative that explains the reasons for advancing projects.

 Ensure that public, private, and academic partners collaborate effectively and that the 

community is fully engaged. Public-private partnerships will be essential so commitment to 

such partnerships is as critical as is commitment to subsequent operations and maintenance of 

these initiatives.

Challenges and Limitations

As with any disruptive change, smart, connected communities and related TSMO activities present 

challenges that need to be anticipated and addressed. Beyond the obvious technical and institutional 

challenges that characterize every major project, smart, connected communities’ initiatives are 

typically characterized by high levels of integration and connectivity that enable data sharing and 

access to both archived and real-time information. Consequently, these initiatives will need to be 

particularly sensitive to:

 Public Acceptance. Many of the smart, connected community initiatives will offer new 

opportunities and benefits to system users but may also require them to adapt to new 

technologies, new concepts, and new ways of accessing services, including mobility 

services. Public agencies and private entities will need to address concerns and be attentive 

to the needs of those who are likely to resist change. Effective outreach and focused 

information will be required to overcome resistance. 

 Asset Management. As more cities and communities will become heavily connected and 

embedded with advanced technologies, cities and communities need to have the ability (financial 

and structural) to maintain a state of good repair to the technology assets being deployed and to 

update deployed systems as needed due to obsolescence and newer capabilities.

 Security. Cyberattacks can cause physical harm to people and property by compromising 

sensitive information and cyber-physical systems. Appropriate security measures and 

mitigation plans should to be in place.

 Privacy. As more information is collected on individuals, vehicles, and movements and shared 

with a wider collection of users, loss of personal identifiable information (PII) and Health 

Insurance Portability and Accountability Act (HIPAA) protected information will become 

an increasing risk, especially if it can be accessed by third parties that may use it to exploit 

vulnerable populations or to implement business practices that disadvantage specific populations.

 Equity. As more technology and capability become available to those who can either afford 

it or have the skills to exploit it effectively, communities will run the risk of increasing 

inequity unless specific measures are taken to include disadvantaged populations. While 

smart, connected communities may offer capability and capacity that enable individuals 

to access services and information not previously accessible, they may also exacerbate 

deeply imbedded differences among populations that are early adopters or regular users of 

technology and those who lack access to or familiarity with technology. Smart, connected 

communities will need to avoid “technology deserts” where some segments of the 

population are underserved and are unable to take full advantage of the new capabilities for 
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accessing high quality services (e.g., mobility, health care, education, and consumer goods). 

Well-conceived smart, connected communities innovations can dramatically improve the 

lives of everyone in the community, but care must be taken to ensure that these innovations 

do serve the needs of the entire community. 

 Obsolescence. With rapidly changing technology, smart, connected communities will need 

to be particularly careful in choosing solutions that are easily upgraded and, in some cases, 

replaced with improved solutions. Retaining old technology when more effective, safer 

solutions are available could put the city or community at risk when incidents occur.

 Workforce Development. The development, support and progress of smart, connected 

communities and TSMO cannot be achieved without a proficient and skilled workforce. 

Educational training can be provided by developing and implementing new curriculums at 

universities and educational centers.

 Openness. Smart, connected communities will need to find the balance between proprietary 

solutions that may be more effective and secure in the short run and open systems that 

accommodate multiple solutions from different providers, but may be more vulnerable to 

attack or compromise if not properly secured and protected. Smart, connected communities 

will need to insist on interoperability using adopted or de facto standards so that new or 

additional capabilities can be integrated with existing technology without requiring them to 

replace existing systems. 

 Collaboration. The evolution of smart, connected communities and TSMO strategies with 

time will also most probably result in the creation of new partnerships with stakeholders not 

previously considered. TSMO and smart, connected communities frameworks need to be 

developed in a way to allow the integration of new key members. 

 Economics. While many of the benefits of smart, connected communities may be obvious, 

they are likely to be widely distributed to a variety of consumers throughout the community and 

may require focused investments by a variety of public agencies and private investors who see 

the public good or can realize profit from their investments. Public agencies will need to show 

how these investments produce benefits in order to obtain funding or to attract private sector 

partners who will make the investments needed to realize the benefits. Many smart, connected 

community benefits are derived from the “network effects” of large scale deployment and use of 

available technologies so scaling deployment to achieve scale will be an important consideration 

in making the business case for smart, connected communities’ innovations. Systems engineering 

concepts become increasingly important to ensure that decisions take into account the entire life 

cycle of investments (total cost of ownership) and that the investment decision reflects the needs, 

values, and requirements of the larger community.

 Business Processes. Many of the innovations and concepts in smart, connected communities 

require considerable collaboration and coordination among public and private sector 

agencies that may traditionally work in functional and organizational silos. Procurement 

policies and practices may require adjustments that allow ownership, management, and 

control to be negotiated. Depending on the application and procurement practices, they may 

need to be modified to allow for shorter cycle times that reflect the rapidly changing nature 

of emerging and evolving technologies.
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Considerations for Integrating TSMO into Smart Connected 

Communities Principles

Integrating TSMO into smart, connected communities requires careful coordination with local 

and regional planning agencies. As cities and communities evolve to embrace smart, connected 

community concepts, planning for operations will require a widening set of stakeholders.

Transportation system managers and operators responsible for TSMO will need to be more aware 

of opportunities to support other “smart” functions in energy, health care, environmental services, 

and other public and private functions and be prepared to take the lead in advancing services and 

capabilities that will require support from other functional areas (e.g., as will be the case with 

several of the areas described above).

As mentioned previously, “[a] smarter city is one that uses technological innovation to integrate 

public services, connect with citizens and enhance productivity. . . . But by the same token, a city 

without a clear direction will often invest in new technology without broader purpose, creating 

disparate pockets of innovation that fail to result in community-wide change.”17 And similarly,

“Transportation is not just about roads, transit and ride sharing. It’s about how people access 

opportunity. And how they live.”18

Smart, connected communities define goals that relate to how people live and then identify 

institutional relationships, policies and procedures, innovative technologies, and economic models 

that enable them to reach these goals. The foundational element of connectivity is made possible 

through ubiquitous sensors, extensive networks and data sharing, advanced algorithms, and 

widespread distribution of appropriately filtered and presented information to support both system 

management and control and user choice.

As smart, connected communities continue to become more fully integrated and more dependent 

on critical technologies to provide the services they need, they will also need to give greater 

attention to safety, security, privacy, and equity since integrated services will create new 

vulnerabilities and may be difficult for some members of the community to access without 

assistance. Additionally, because of the relatively short life cycle associated with information 

technology and related physical systems, smart, connected communities will need to make 

strategic choices that enable them to upgrade or replace aging technology without causing major 

disruptions to critical services that residents and visitors come to expect. Lastly, TSMO in smart, 

connected communities requires careful and strategic planning to ensure that investments produce 

the desired outcomes. Many of these investments will rise to the level of major investments and 

will need to be integrated into the larger planning process to ensure that planning for operations 

receives the same consideration as other strategic investments. 

17 The Brookings Institution, “Getting Smarter about Smart Cities,” Past Event, December 9, 2013. Available at: https://www.

brookings.edu/events/getting-smarter-about-smart-cities/.

18 Columbus, Ohio Mayor Andrew J. Ginther’s comments regarding the city’s Smart Cities initiative.
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The Way Ahead for TSMO and Smart Connected Communities

What can transportation systems owners and operators do to advance TSMO within the context of 

smart, connected communities? Here are some ways to get started:

 Be intentional in developing relationships with colleagues from other agencies and 

organizations (e.g., industry groups, private sector entities) and engage in discussions about 

the vision and goals for a smart, connected community.

 Identify ways to leverage investments in information and communications technology (ICT) 

and related infrastructure to support both TSMO strategies and other smart, connected 

community initiatives (e.g., sensors, communications networks, data).

 Invite representatives from other agencies and private sector entities to engage in scenario 

planning and planning for operations activities where they can help develop and take 

leverage of TSMO investments that can support their functions and also identify new ways 

to integrate functions and technology to support multiple objectives (e.g., economic growth; 

access to employment, health care, education and other public services).

 Identify and communicate ways that the regional intelligent transportation systems 

architecture complements smart, connected community initiatives and can help advance 

progress toward community goals and objectives.

 Engage with vehicle manufacturers and infrastructure developers to ensure that TSMO 

investments take full advantage of emerging technologies and capabilities and that TSMO 

investments anticipate innovations that can further integrate with other smart, connected 

community initiatives.

 Develop messaging for community leaders, elected officials, and the public at large 

regarding the benefits of a smarter, more connected community that offers safer, more 

secure, more reliable, more accessible, and more affordable mobility options designed and 

managed to support community-wide goals and objectives.


U.S. Department of Transportation

Federal Highway Administration

1200 New Jersey Avenue, SE

Washington, DC 20590

https://ops.fhwa.dot.gov

December 2018

FHWA-HOP-19-004