Guidelines for

Virtual T r a n s p o r t a t i o n 

Manag e m e n t C e n t e r 

D e v elopm ent

December 2014
Notice

This document is disseminated under the sponsorship of the 

Department of Transportation in the interest of information 

exchange. The United States Government assumes no liability 

for its contents or use thereof.

The U.S. Government is not endorsing any manufacturers, 

products, or services cited herein and any trade name that 

may appear in the work has been included only because it is 

essential to the contents of the work.
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FHWA-HOP-14-016

Guidelines for Virtual Transportation Management Center Development

The purpose of project is to develop guidelines for the creation, implementation and operation of a Virtual Traffic Management 

Center (TMC). This guidebook is intended to serve as a detailed reference that addresses the concepts, methods, processes, tasks, 

techniques, and other related issues for practitioners to consider associated with planning and development for a virtual TMC. 

The guidebook describes the business planning process for developing a virtual TMC and provides guidance and procedures for 

addressing technical, operational and institutional issues such as data needs, communications, responsibilities, and agreements for 

collaborating remotely will be beneficial.

Leidos Corp.

8301 Greensboro Drive, Mailstop E-12-3 

McLean, VA 22102-3608

U.S. Department of Transportation

Federal Highway Administration

1200 New Jersey Avenue, SE

Washington, DC 20590

Dan Lukasik, Monica Castellanos, Adam Chandler, Elliot Hubbard, Ramanujan Jagannathan, Teresa Malone

Virtual, Intelligent Transportation System (ITS), Transportation Management Center (TMC) No restrictions.

Unclassified Unclassified XX

December 2014

HOTM

2. Government Accession No. 3. Recipient’s Catalog No.

DTFH61-12-12-D-00050

Jimmy Chu, FHWA Office of Transportation Management, Government Task Manager (GTM)

N/A
iiii
iii

Table of Contents

Executive Summary ...................................................................................... 1

1. Introduction .............................................................................................. 5

1.1. Purpose.............................................................................................................5

1.2. Intended Audience..............................................................................................................................5

1.3. Virtual TMC Related Definitions .......................................................................6

1.3.1. Transportation Management Center (TMC)......................................................................6

1.3.2. Virtual TMC Definition ................................................................................................................6

1.3.3. Traffic Management Functions ..............................................................................................6

1.4. Choosing the Virtual TMC Model.................................................................... 10

2. Current TMC Operational Practices .................................................13

2.1. TMC Deployment Models ............................................................................... 13

2.1.1. Centralized........................................................................................................................................13

2.1.2. Distributed/Decentralized...................................................................................................... 14

2.1.3. Virtual .................................................................................................................................................15

2.1.4. Hybrid: Virtual ............................................................................................................................... 16

2.2. Geographic Area Covered .............................................................................. 18

2.2.1. Single Jurisdiction TMC............................................................................................................... 18

2.2.2. Multiple Jurisdictions TMC.......................................................................................................19

2.2.3. Regional or District TMC...........................................................................................................20

2.2.4. Statewide TMC ..................................................................................................................................20

2.3. Number and Type of Agencies Involved ......................................................... 21

2.3.1. Single Agency TMC .......................................................................................................................... 21

2.3.2. Multiple Transportation Agencies...................................................................................... 21

2.3.3. Multiple Agencies and Disciplines........................................................................................ 21

2.4. Interview of Current Deployed Models ........................................................... 22

2.5. Profile of the Agencies Reviewed ................................................................... 23

2.5.1. Alabama Department of Transportation........................................................................23

2.5.2. Los Angeles County.......................................................................................................................24

2.5.3. Metro Regional Integration of ITS (RIITS) .......................................................................25

2.5.4. Michigan Department of Transportation ......................................................................28

2.5.5. Minnesota Department of Transportation ...................................................................29

2.5.6. New Hampshire Department of Transportation .........................................................30

2.5.7. Oregon Department of Transportation ...........................................................................30

2.5.8. San Diego ICMS .................................................................................................................................. 31
iv

2.6. Current TMC Deployments ............................................................................. 33

3. Virtual TMC Implementation Guidelines ........................................... 37

3.1. Virtual TMC Implementation Steps ................................................................. 37

3.2. The Planning Process ..................................................................................... 52

3.2.1. Objectives ............................................................................................................................................52

3.2.2. Operational Considerations ...................................................................................................52

3.2.3. Organizational Considerations ...........................................................................................56

3.2.4. Business Models for a Virtual TMC ......................................................................................64

3.2.5. Planning for a Virtual TMC vs. a Centralized TMC ..................................................65

3.2.6. Relevant Factors to Virtual TMC Planning...................................................................71

3.2.7. Establishing a Core Management Team.............................................................................71

3.2.8. Implementing Data Storage and Archiving...................................................................72

3.2.9. Determining a Financial Model............................................................................................. 74

3.3. Security .......................................................................................................... 76

3.4. Developing a Training Program ..................................................................... 79

3.4.1. Current TMC Training Practices...........................................................................................79

3.4.2. How to Provide Training for Virtual TMCs....................................................................80

4. Virtual TMC Benefits and Challenges.............................................. 83

4.1. Benefits........................................................................................................... 83

4.1.1. Cost Savings........................................................................................................................................83

4.2. Challenges ...................................................................................................... 84

4.2.1. Regional Stakeholder Buy-In .................................................................................................85

4.2.2. Legacy Systems ................................................................................................................................86

4.2.3. Servicing Agreements ..................................................................................................................86

4.2.4. Lines of Communication ..........................................................................................................86

4.2.5. Security................................................................................................................................................87

4.2.6.Risk ...........................................................................................................................................................87

5. Case Studies ............................................................................................. 89

5.1. Oklahoma Department of Transportation ....................................................... 89

5.1.1. Background ........................................................................................................................................89

5.1.2. Architectural Overview ..........................................................................................................89

5.1.3. Deployment and Operations.....................................................................................................90

5.1.4. Lessons Learned............................................................................................................................... 91

5.2. Idaho Department of Transportation ............................................................. 91

5.2.1. Background........................................................................................................................................ 91

5.2.2. Virtual TMC Initiatives .............................................................................................................. 91

5.2.3. Deployment and Operations 92
v

5.3. Nebraska Department of Roads ..................................................................... 93

5.3.1. Background........................................................................................................................................93

5.3.2. Virtual Initiatives ........................................................................................................................93

5.3.3. Deployment and Operations ....................................................................................................93

5.3.4. The ATMS System...............................................................................................................................93

5.4. Kansas Department of Transportation ........................................................... 95

5.4.1. Background........................................................................................................................................95

5.4.2. Architectural Overview...........................................................................................................95

5.4.3. ................................................................................................................................................................... 95

5.4.4. Lessons Learned...............................................................................................................................96

Appendix A: Resources, Notes, and References ............................... 99

Appendix B: Acronyms..............................................................................103

Appendix C: Agency Questionnaire Responses.................................105
vi

List of TABLES

Table 1. Common TMC Functions........................................................................................................................ 7

Table 2. Services that a TMC May Perform ......................................................................................................... 8

Table 3. Functions Related to Services that a TMC May Perform .................................................................... 9

Table 4. Pros and Cons of the Virtual TMC Model.......................................................................................... 10

Table 5. LA County Overview..............................................................................................................................24

Table 6. RIITS User Numbers..............................................................................................................................25

Table 7. Current US Deployment Models (based on above Map) ...................................................................34

Table 8. Field Communications...........................................................................................................................44

Table 9. Risk Identification and Register............................................................................................................50

Table 10. Risk Identification Matrix ................................................................................................................... 51

Table 11. Attributes of Internal and External Stakeholders............................................................................. 53

Table 12. Staffing Models.....................................................................................................................................56

Table 13. Example of RTCO Focus Areas, Objectives and Measures............................................................. 59

Table 14. Sample Approaches for Meeting Operations Objectives................................................................. 59

Table 15. Inter-Agency Agreements....................................................................................................................64

Table 16. Organizational and Functional Options for a VTMC.....................................................................65

Table 17. Virtual TMC Business Plan Core Components................................................................................66

Table 18. Available Funding Sources .................................................................................................................. 74

Table 19. TMC Operations and Management Costs.........................................................................................84

List of Figures

Figure 1. Graph. Centralized Approach ............................................................................................................. 14

Figure 2. Graph. Distributed Approach ............................................................................................................. 15

Figure 3. Graph. Model Comparison.................................................................................................................. 16

Figure 4. Graph. Hybrid: Virtual-Centralized .................................................................................................. 17

Figure 5. Graph. Hybrid: Virtual-Distributed................................................................................................... 18

Figure 6. Graph. Illustration of Single-Jurisdiction TMCs.............................................................................. 19

Figure 7. Graph. Illustration of a Multi-jurisdictional TMC........................................................................... 19

Figure 8. Graph. Illustration of a Regional or District TMC ..........................................................................20

Figure 9. Graph. Illustration of a Statewide TMC............................................................................................. 21

Figure 10. Graph. Screen Capture from ALDOT Traffic Information and Cameras .................................23

Figure 11. Graph. RIITS Network .......................................................................................................................26

Figure 12. Graph. RIITS Networks Physical Diagram ..................................................................................... 27

Figure 13. Graph. Screen Capture from the IRIS System Showing Interstate Congestion Levels..............29

Figure 14. Graph. Screen Capture from New Hampshire DOT......................................................................30

Figure 15. Graph. ODOT’s Architecture Interconnects for Portland Area TMC Operations.................... 31
vii

Figure 16. Graph. ICMS Inputs and Outputs .................................................................................................... 32

Figure 17. Graph. Map of Current US TMC Deployment Models.................................................................. 33

Figure 18. Graph. Business Plan Steps and Process. Concept of Operations in the System Engineering 

Development Context..........................................................................................................................38

Figure 19. Graph. VTMS Communication Connections.................................................................................43

Figure 20. Graph. Hosted Virtual TMC.............................................................................................................45

Figure 21. Graph. Virtual TMC Model...............................................................................................................46

Figure 22. Graph. C2C Communication Hub or Gateway .............................................................................. 47

Figure 23. Graph. Key Organizations in Planning a TMC or Virtual TMC.................................................56

Figure 24. Graph. Key TMC Functions in Planning a Virtual TMC ............................................................ 57

Figure 25. Graph. RTCO Development Phases ................................................................................................58

Figure 26. Graph. Business Plan Steps and Process .........................................................................................66

Figure 27. Graph. Relationship of the TMC Business Plan to other Plans and Processes ..........................67

Figure 28. Graph. Regional ITS Architecture to Suppport Planning and Operations ................................68

Figure 29. Graph. National ITS Architecture Interconnect Diagram ...........................................................69

Figure 30. Graph. Typical Transportation Data Benefits................................................................................. 73

Figure 31. Graph. Public-Private-Partnerships Options ................................................................................. 76

Figure 32. Graph. Project Development Life Cycle ..........................................................................................77

Figure 33. Graph. Distributed Topology of the Oklahoma ITS Network ......................................................90

Figure 34. Graph. Agency Connection Types (to the ATMS) .........................................................................92

Figure 35. Graph. NDOR ATMS Deployment Diagram..................................................................................95

Figure 36. Graph. Screenshot from KanDrive...................................................................................................96

Note: All images without footnoted source citations are original to this document.
viii
1

Executive Summary

The purpose of this document is to develop guidelines for the creation, implementation, and 

operation of a Virtual Traffic Management Center (VTMC). These guidelines identify the 

recommended procedures, roles, and responsibilities for planning and establishing a VTMC, as well 

as case studies highlighting transportation agencies that have gone or are considering going through 

this process. 

It should be emphasized that the VTMC model or a hybrid virtual model is viable given the 

appropriate conditions, which include the right technical, institutional and political environments. 

It may not be a viable option for transportation agencies with existing Traffic Management Center 

(TMC) facilities; co-located with other entities; or with policies or procedures in place that prevent 

operators from working independently. However, this model may be a viable option and should be 

considered by transportation agencies looking to open a new TMC; merging two or more regional 

TMCs; monitoring rural areas; or wanting to enhance their back up or emergency operations.

What is a Virtual TMC?

Taking the definition of a TMC offered by the FHWA and fusing it with the computing world 

definition of “Virtual”, the following is offered as the basic definition for “Virtual TMC”: 

A Virtual TMC is the function of monitoring, controlling, and managing the functional elements of 

a transportation management system through the use of computers and computer networks without 

being present at a physical nerve center or without the existence of such a physical nerve center. This 

includes the functions of monitoring, collecting, processing and fusing transportation system data; 

disseminating transportation information to outside entities; implementing control strategies that 

effect changes in the transportation system; and coordinating responses to traffic situations and 

incidents. 

Current Practice

To achieve a better understanding of the current practices related to TMC Virtualization, various 

transportation agencies, including departments of transportation (DOT), were interviewed to 

determine their approaches to setting up and operating their facilities. All of the transportation 

agencies interviewed were entities known to have adopted Virtual TMC models, hybrid Virtual 

TMC models, or at least to have investigated Virtual TMCs as an option. Agencies that were 

contacted include: Alabama DOT, Los Angeles (LA) County, LA Metro, Michigan DOT, Minnesota 

DOT, New Hampshire DOT, Oregon DOT, San Diego Association of Governments (SANDAG), 

Oklahoma DOT and Kansas DOT, among others.
2

Types of TMCs

From the research conducted, TMC models can fall into four categories:

1. Centralized – In a centralized model, all systems reside in one location or datacenter (typically the TMC 

facility). This includes domain authentication services, email, applications, shared files and field devices. 

Remote sites can still have access using Thin Client devices and bandwidth friendly enablers (e.g. virtual 

private network (VPN) technology). Thin client refer to a network computer without a hard disk drive. Acting 

as a simple terminal to the server and require constant communication with the server as well.

2. Distributed/Decentralized – In this model, systems and staff reside in multiple locations/TMCs and certain 

functions or capabilities are distributed or shared between various centers. This arrangement provides 

agencies with the ability to maximize resources, increase efficiency, improve working relationships, and 

share costs. In this model, each site is mostly self-sustained, although some connectivity to the primary 

datacenter is required. However, each site is able to host its own email server, manage applications, control its 

internet access and host its own shared files. The TMC may have virtual control provided through the shared 

implementation of a wide-area network.

3. Virtual – Within this approach, the software and system application are available and are accessible from any 

location, so no physical TMC facility is necessary. There is still the need for physical communications to ITS

field devices and between centers, but this is done in a virtual manner.

4. Hybrid – This is a combination of virtual and another model such as distributed or centralized. This can be 

a melding of performing certain functions in a centralized manner, as one example, and other functions as 

virtual. It also represents a model where a single large agency with multiple regions or districts elects to have 

one or two TMCs operate in some regions, but have other regions operate in a virtual manner without any 

TMC facility.

The map below provides a snapshot of the different models deployed throughout the United States. The research 

shows that the most common approached used is the Centralized Model, although there are Virtual TMC systems 

and several hybrid derivations.
3

Selecting the Virtual TMC Model

Implementation of a full Virtual TMC model or a hybrid model thereof requires various considerations to ensure 

it is the most suitable choice for a transportation agency or region. The table below outlines the advantages and 

disadvantageous of Virtual TMC operations followed by a series of questions that should be asked prior to deciding 

upon the Virtual TMC model.

Pros and Cons of the Virtual TMC Model

Advantages of Virtual TMCs Disadvantages of Virtual TMCs

•	 Capital cost savings – Eliminates the need to construct

TMC facilities which are large and more expensive to build

compared to standard office space.

•	 Recurring Cost Savings – TMC facilities require multiple

recurring hardware and software maintenance contracts.

•	 Operate from any Location – Virtual TMC operations require

computer and software technologies that enable operations

from anywhere. 

•	 Staff Flexibility – Staff can operate from anywhere including

their homes during off peak and weekends. 

•	 Staff Security – In certain locations where staff’s physical

security is at risk, moving to a Virtual TMC model where

staff is dispersed across multiple remote facilities can be an

advantage.

•	 Multiagency Operations – Virtual TMC operations is more

conducive to regional multiagency operations. 

•	 Requires Broader Staff Capabilities – Staff must be able

to work independently and be knowledgeable of all SOPS,

functions and operations. In a centralized model, tasks could

be distributed to different staff more easily.

•	 Expanded/Revised Training Programs – Operator training

should be more extensive and comprehensive in this model.

•	 IT Security – In the Virtual TMC Model, network security

systems and policies will likely need to be extended. 

•	 More Difficult Multi-staff Coordination – Many agencies

are dependent upon various staff being in the same physical.

•	 Existing Agency Agreements – In many cases, there are

existing agency agreements to share and operate facilities and

systems together.

•	 Higher Computer Software and Systems Integration 

Costs – To enable Virtual TMC operations, more complex and

highly integrated software will be needed.

•	 Need for Physical Command Control Center – Many

agencies have the desire for command and control centers.

Here are some key questions to ask if you are considering a Virtual TMC:

•	 Are you thinking of building a TMC facility, but lack the necessary funding?

•	 Is there a lack of Operations and Engineering (O&E) resources to maintain ITS systems including TMCs?

•	 Are your existing TMCs facilities too costly to maintain?

•	 Is there a desire to start performing operations jointly with multiple agencies?

•	 Are your existing TMC applications integrated into a single platform?

•	 Are your existing TMC hardware and software systems conducive to Virtual TMC operations—e.g., webbased—or do we have a plan to convert them to this?

•	 Is there a desire to have operations staff dispersed across various physical locations?

•	 Does your agency support the use of web-based, virtual applications?

If the answer to most or all of these questions is yes, then Virtual TMC operations should be investigated as a 

possibility. This document provides guidelines and recommended action items/steps for agencies looking to entirely 

or partially virtualize their TMC operations. 
4
5

1. Introduction

1.1. Purpose

A Transportation Management Center (TMC) acts as the nucleus for collecting, monitoring, 

verifying, and responding to traffic conditions often disseminating important information to other 

agencies and the public. Traditionally, a TMC encompasses a physical building, which may be 

part of a single agency or a multi-agency facility and managed by TMC operators and emergency 

responders (e.g., highway patrol). Nevertheless, with the introduction of newer communication, 

computing, and software technologies a physical TMC may no longer be the only solution. At this 

time, virtualized TMC operations are a reality and may be a viable alternative. Some agencies have 

adopted the Virtual TMC concept wholesale or have incorporated some portions of it into their 

operations, while other agencies are still investigating this notion. 

The purpose of this document is to develop guidelines for the creation, implementation, and 

operation of a Virtual TMC. These guidelines identify the recommended processes, procedures, 

roles, and responsibilities for planning, implementing and operating a Virtual TMC. This report 

also presents case studies of agencies that have gone or are considering going through this process. 

It should be emphasized that the Virtual TMC model or a hybrid virtual model is viable 

solution given the appropriate conditions, including suitable technical, institutional, and political 

environments. It may not be a viable option for agencies with existing TMC facilities, co-located 

with other entities, or with established policies that prevent operators from working independently. 

However, this model may be a viable option and should be considered by agencies looking to open 

a new TMC, merging two or more regional TMCs, monitoring rural areas, or wanting to enhance 

their emergency and back up operations. Ultimately, it is up to each agency to determine whether 

this model is right for them. This document provides guidelines and recommended action items for 

agencies looking to entirely or partially virtualize their TMC operations.

1.2. Intended Audience

The primary audiences for this document include:

•	 Agencies planning to implement, operate and maintain a TMC, and those considering

partial or full functions of a Virtual TMC. 

•	 Agencies currently operating a TMC and seeking to improve or expand their operations to

include Virtual TMC functions.

•	 Agencies currently operating a TMC and planning to make operational changes in the near

future.

1.3. Virtual TMC Related Definitions
6

1.3.1. Transportation Management Center (TMC)

The Federal Highway Administration (FHWA) defines a Traffic/Transportation Management Center as follows:

The Transportation Management Center (TMC) is the hub or nerve center of most freeway management 

systems. It is where the data about the freeway system is collected and processed, fused with other 

operational and control data, synthesized to produce “information,” and distributed to stakeholders such 

as the media, other agencies, and the traveling public. TMC staff uses the information to monitor the 

operation of the freeway and to initiate control strategies that affect changes in the operation of the freeway 

network. It is also where agencies can coordinate their responses to traffic situations and incidents.

The role of a TMC often goes beyond the freeway network and the particular responsible agency, 

functioning as the key technical and institutional hub to bring together the various jurisdictions, modal 

interests, and service providers to focus on the common goal of optimizing the performance of the 

entire surface transportation system. Because of its critical role in the successful operation of a freeway 

management system (and perhaps the broader surface transportation network), it is essential that the 

TMC be planned for, designed, commissioned and maintained to allow operators and other practitioners 

to control and manage the functional elements of the freeway management system, and possibly beyond.1

This definition suggests that each TMC has its own features and organizational structure and operates in a unique 

setting appropriate to its geographical area, available technology, and jurisdictional needs. Clearly, this is a freewayspecific definition and there are TMCs that manage toll roads, arterial roadways, and transit systems, among others. 

Virtual TMC (VTMC) concepts can be applied to all these agencies and facilities. 

1.3.2. Virtual TMC Definition 

A definition of the word “virtual” is “being such in essence or effect though not formally recognized or admitted.”2

Other definitions in the context of the computing world include:

1. “Created, simulated, or carried on by means of a computer or computer network.”

2. “......simulated by a computer systems as a convenient was to manage access to shared resources.”

3. “Performing the functions of something that really is not there.” 

Taking the TMC definition from the previous section and fusing it with these definitions, the following is offered as 

the basic definition for Virtual TMC: 

A Virtual TMC performs the function of monitoring, controlling, and managing the functional elements 

of a transportation management system through the use of computers and computer networks without 

having a presence at a physical nerve center or without the existence of such a physical nerve center. 

This includes monitoring, collecting, processing and fusing transportation system data; disseminating 

transportation information to outside entities; implementing control strategies that affect changes in the 

transportation system; and coordinating responses to traffic situations and incidents. 

1.3.3. Traffic Management Functions

Whether the TMC has a Virtual or a traditional setting, it will have a unique set of objectives, features, and defined 

organizational and operational structures based on its jurisdiction and subject to its needs. TMC activities will 

vary greatly depending on these factors. A VTMC may perform all or some of the “Traffic Management Functions” 

characteristic of a traditional TMC. These functions are described below and do not vary in the VTMC environment.

1 FHWA, “Freeway Operations and Management - Transportation Management Centers” website, http://ops.fhwa.dot.gov/freewaymgmt/trans_mgmnt.htm; accessed 

November 5, 2013.

2 Merriam-Webster’s dictionary
7

1.3.3.1. Typical TMC Functions

This section provides a brief overview of the most common functions supported by typical TMC operators as 

described the FHWA’s TMC Operator Requirement and Positions Descriptions.3

The ability of the Virtual TMC to carry out the listed functions will depend on the scope of work for the center, the 

participation of partner agencies in the system’s operations, the staffing model chosen for the center, etc. 

Shown in Table 1 are the typical functions of a TMC and its relation to a Virtual TMC environment along with any 

possible constraints.

Table 1. Common TMC Functions

No. Typical TMC

Function Description Feasible in Virtual TMC Model Observations

1 Provide travel information Involves reporting highway conditions, delays, 

accidents, scheduled construction or other 

events, and preferred routes. The information 

may be disseminated through various means, 

including dynamic message signs, highway 

advisory radio, the Internet, and telephone 

traveler information systems

Yes

2 Records management Involves archiving and retrieving data about the 

operations and maintenance activities of the TMC. 

Activities include entering or recording data, 

generating and storing reports, and facilitating 

data warehousing. 

Yes

3 Congestion management Involves identifying and responding to recurring 

congestion resulting from peak travel periods, as 

well as non-recurring congestion associated with 

incidents. Responses may include activating ramp 

meters, posting messages to dynamic message 

signs, traveler information sites (e.g. 511, 

wireless apps, etc.), HARs, adjusting signal timing 

plans among others.

Yes

4 Failure management Involves identifying, responding to, and repairing 

failures of transportation system-related field 

equipment. 

Yes Typically repairing failures would 

be responsibility of the field or 

maintenance crew.

5 Incident management Involves detection, verification, response, and 

clearance of events including multi-car accidents, 

vehicle breakdowns, and accidents resulting from 

road debris or weather conditions.

Yes

6 Special event management Involves accommodating non-recurring events 

(such as sporting events, parades, motorcades, 

and construction) that are expected to have 

significant impact on the transportation system.

Yes

7 Traffic flow monitoring Involves viewing traffic data and video images in 

real time to evaluate traffic conditions for delays 

and hazards. 

Yes

8 Emergency management Involves coordinating the response of emergency 

service providers (such as police, fire, EMS, 

and towing agencies) to emergency conditions 

(such as incidents, disabled vehicles, and signal 

malfunctions).

Yes Depending on the systems the 

VTMC has in place and the 

operational setting for the VTMC.

9 Provide/coordinate service 

patrols

Involves identifying, verifying, and responding to 

requests for roadside assistance.

Yes Depending on the systems the 

VTMC has in place.

10 Reversible and HOV lane 

management

Involves reconfiguring reversible lanes and HOV 

lanes, by manipulating gates and lane-use signals 

and visually verifying their status, to manage 

roadway capacity. 

Yes Depending on the systems the 

VTMC has in place. Highly likely 

it may require coordination with 

other staff/parties.

11 Traffic signal system 

management

Involves implementing appropriate traffic signal 

timing plans to optimize arterial street traffic 

flow, and responding to signal malfunction 

reports. 

Yes Highly likely to require 

coordination with Traffic 

Engineering Dept.

3 FHWA, TMC Operator Requirements Position Descriptions, unpublished draft report, December 2004.
8

No. Typical TMC

Function Description Feasible in Virtual TMC Model Observations

12 Transit vehicle monitoring Involves monitoring and evaluating transit vehicle 

operations to ensure schedule adherence and to 

identify and minimize delays.

Yes

13 APTS system management Involves monitoring and evaluating the 

performance of public transit vehicles and 

systems to improve system performance, and 

providing transit information to improve service 

to users.

Yes

14 Environmental and 

Roadway Weather 

Information Systems 

(RWIS) monitoring

Involves monitoring weather related data (such 

as pavement temperature and surface conditions, 

visibility, and wind speed and direction) collected 

by remote sensors. The data are used to detect 

and forecast environmental conditions (such as 

icy roads or dense fog) that may affect travel on 

the roadway system.

Yes

15 Over-height vehicle 

management

Involves the detection of and response to overheight vehicles to prevent accidents and damage 

to overhead structures.

Yes

16 Rail crossing management Involves monitoring railroad train operations and 

crossing control equipment such as signals and 

gates, and implementing appropriate response 

plans in the event of equipment malfunctions at 

crossings

Yes Highly likely to require 

coordination with other staff/ 

agencies.

Furthermore, the National ITS Architecture provides a more detailed list of activities denoted in Table 2. Some of 

these activities may be difficult to perform in a virtual environment as they may require interaction and coordination 

with other groups within the same agency, external agencies, third-parties, etc.

Table 2. Services that a TMC May Perform4

List of Services Feasible in 

Virtual TMC Comments

Network surveillance Yes

Probe surveillance Yes

Surface street control Yes

Freeway control Yes

HOV lane management Yes

Traffic information dissemination Yes

Regional traffic control Yes

Traffic incident management system Yes

Traffic forecast and demand management Yes It needs support from Traffic Engineers

Electronic toll collection No Likely only monitoring and reporting

Emissions monitoring and management Yes

Virtual TMC and smart probe data Yes

Standard railroad grade crossing No Too complex of a process

Advanced railroad grade crossing No Too complex of a process

Railroad operations coordination No Too complex of a process

Parking facility management No Likely only monitoring and reporting

Regional parking management No Likely only monitoring and reporting

Reversible lane management No Requires extensive coordination and sophisticated 

systems

Speed monitoring Yes

Drawbridge management No Too complex of a process

Roadway closure management Yes

Transit vehicle tracking Yes

4 FHWA, Handbook for Developing a TMC Operations Manual, FHWA-HOP-06-015 (Washington, DC: November 2005). Available at: http://tmcpfs.ops.fhwa.dot.gov/

cfprojects/uploaded_files/Handbook_TMC_Ops_Manual1.pdf
9

List of Services Feasible in 

Virtual TMC Comments

Transit fixed-route operations Yes

Demand response transit operations No Requires coordination with others

Transit passenger and fare management No Requires coordination with others

Transit security No Requires coordination with others

Transit maintenance No Requires coordination with others

Multimodal coordination No Requires coordination with others. May be a much more 

complex system.

Transit traveler information Yes

The services mentioned above are accomplished by performing various “functions” described in Table 3.

Table 3. Functions Related to Services that a TMC May Perform

Functions Related to Services Feasible in 

Virtual TMC

Comments

Barrier system management No Too complex of a system

Traffic surveillance data collection Yes

Highway-rail intersection (HRI) traffic 

management

No Too complex of a system

Rail operations coordination No Requires additional coordination

System management safeguarding Yes

TMC environmental monitoring Yes

TMC evacuation support No Requires additional coordination

TMC for Automated Highway Systems (AHS) Yes

TMC freeway management Yes

TMC HOV lane management Yes

TMC incident detection Yes

TMC incident dispatch coordination/

communication

Yes It will require proper systems and tools 

TMC input to in-vehicle signing No

TMC multimodal coordination No Requires coordination with others. May be a much more 

complex system.

TMC multimodal crossing management No

TMC probe information collection Yes

TMC regional traffic control Yes

TMC reversible lane management No Too complex of a process

TMC signal control No Requires additional coordination

TMC speed monitoring Yes

TMC toll/parking coordination No

TMC traffic information dissemination Yes

TMC traffic network performance evaluation Yes

TMC work zone traffic management Yes

Traffic data collection Yes

Traffic maintenance No

Transit center security No

Transit evacuation support No

Transit garage operations No

Transit environmental monitoring Yes

Transit data collection Yes

Transit center tracking and dispatch No Requires additional coordination

Transit center para-transit operations No Requires additional coordination 

Transit center multimodal coordination No

Transit center information services No
10

Functions Related to Services Feasible in 

Virtual TMC

Comments

Transit garage maintenance No

Transit center fare and load management No

1.4. Choosing the Virtual TMC Model

The implementation of a full Virtual TMC model or a hybrid model thereof (which performs certain TMC functions 

in a virtual manner) requires a series of considerations to ensure it is the most suitable option for an agency or region.

This section presents information that can help agencies determine whether a Virtual TMC model is right for them. 

Table 4 outlines the advantages and disadvantageous of Virtual TMC model followed by a series of questions that 

should be asked prior to deciding upon the implementation of a VTMC.

Table 4. Pros and Cons of the Virtual TMC Model

Advantages of Virtual TMCs Disadvantages of Virtual TMCs

•	 Capital cost savings – Eliminates the need to construct

TMC facilities which are large and more expensive to

build compared to standard office space.

•	 Recurring Cost Savings – TMC facilities require

multiple recurring hardware maintenance contracts to

maintain video wall systems, UPS/Generator backup

systems, special lighting and fire protection systems,

etc. In addition, they require certain hardware systems

to be fully replaced after a certain number of years;

e.g., video walls.

•	 Operate from any Location – Virtual TMC operations

require computer and software technologies that

enable operations from anywhere. This enables

operations to still occur during emergency situations

when a TMC building may need to be evacuated or

when inclement weather makes commuting to physical

buildings very difficult.

•	 Staff Flexibility – With Virtual TMC operations, staff

can operate from anywhere including their homes

during off peak and weekends. Some agencies that

have Virtual TMC capabilities allow such work location

flexibility to their staff.

•	 Staff Security – In certain locations where staff’s

physical security is at risk (e.g., at-risk government

facilities), moving to a Virtual TMC model where staff

are dispersed across multiple remote facilities can be

an advantage.

•	 Multiagency Operations – Virtual TMC operations is

more conducive to regional multi-agency operations.

Information sharing as well as shared device monitoring and control are more easily enabled through this

model.

•	 Requires Broader Staff Capabilities – Staff must be

able to work independently and be knowledgeable of

all SOPS, functions and operations. In a centralized

model, tasks could be distributed to different staff

more easily.

•	 Expanded/Revised Training Programs – Operator

training should be more extensive and comprehensive

in the model so remote operators understand all TMC

functions, not just some.

•	 IT Security – In the Virtual TMC Model, network

security systems and policies will likely need to be

extended. This will require more expensive hardware

and software security systems.

•	 More Difficult Multi-staff Coordination – Many

agencies are dependent upon various staff being in the

same physical location to interact; e.g., coordination

between DOT and highway patrol staff during

incidents.

•	 Existing Agency Agreements – In many cases, there

are existing agency agreements to share and operate

facilities and systems together.

•	 Higher Computer Software and Systems Integration

Costs – To enable Virtual TMC operations, more

complex and highly integrated software will be needed.

•	 Need for Physical Command Control Center – Many

agencies have the desire for command and control

centers where many videos and applications can be

displayed and viewed simultaneously on one common

display. This will be lost in the Virtual TMC model.

Presented below are a number of key questions that agencies should ask themselves in order to help determine 

whether or not a Virtual TMC is a suitable option for their given environment.
11

•	 Are you thinking of building a TMC facility, but lack the necessary funding?

•	 Is there a lack of O&E resources to maintain ITS systems including TMCs?

•	 Are your existing TMCs facilities too costly to maintain/operate?

•	 Is there a desire to start performing operations jointly with multiple agencies?

•	 Are your existing TMC applications integrated into a single platform?

•	 Are your existing TMC hardware and software systems conducive to Virtual TMC operations, e.g. web-based

or do we have a plan to convert them to this?

•	 Is there a desire to have operations staff dispersed across various physical locations?

•	 Does your agency support the use of web-based, virtual applications?

If the answer to most or all of these questions is yes, then Virtual TMC operations should be investigated as a 

possibility. If the answer to most of the questions is no, then the next set of questions may further assist an agency not 

entirely certain that a VTMC implementation is the best solution for them.

•	 Does your agency have existing TMC facilities in place?

•	 Is there long-term financial and institutional support to maintain these facilities?

•	 Are there institutional agreements in place to share TMC facilities?

•	 Is there a lack of multiagency agreements to jointly perform TMC functions?

•	 Does your agency have multiple separate applications used to perform TMC operations?

•	 Is the IT security policy in place that would prohibit Virtual TMC technology?

•	 Do you desire you TMC operations staff to physically sit together on one control center or facility?

•	 Are your existing agency TMC software applications thick-client or enterprise based applications?

If the answer to all or most of these questions is yes, then Virtual TMC operations may not be the best solution for that 

agency. However, if the answer to most of the above questions is “no,” then the agency should continue investigating 

the VTMC model. As an alternative any agency may also decide to launch a hybrid version of a Virtual TMC.
12
13

2. Current TMC Operational Practices

2.1. TMC Deployment Models

This section provides a description of the industry’s most common TMC types and models 

in the United States. There are four (4) typical models:

1. Centralized

2. Distributed

3. Virtual

4. Hybrid

It is common for TMCs to use a “hybrid” approach combining characteristics of two or more 

models. A large number of TMC in the United States have implemented the hybrid model.

2.1.1. Centralized

This model is usually managed by a single entity and it has straightforward lines of 

authority as well as established goals and objectives. Typically, the operational focus is based 

on local area issues, although coordination with neighboring agencies may still be necessary 

depending on existing inter-agency agreements. This approach can be located within the 

existing agency’s facility and it can be staffed with in-house personnel. However, operations 

can also be outsourced under the supervision of the agency. 

In a centralized model, all systems reside in one location or datacenter (typically the TMC 

facility). This includes domain authentication services, email, applications, shared files and 

field devices. Remote sites can still have access using Thin Client devices and bandwidthfriendly enables (e.g., virtual private network (VPN) technology). Benefits include lower 

capital and operational costs, greater data security (all data is stored in a secured datacenter), 

less backup complexity, co-location of all equipment (e.g., hardware) at one site, and 

minimized risk areas (e.g., internet access). The disadvantage of this model is that the 

remote’s sites WAN connection could be a point of failure.

Typically, there are two implementation approaches:

•	 Single Centralized – this application is deployed in an overall region (e.g. Statewide)

•	 Multiple Centralized – this application is deployed in multiple regions, but each

region oversees its own jurisdiction. 

Figure 1 depicts a typical network architecture for this model.
14

Figure 1. Graph. Centralized Approach

2.1.2. Distributed/Decentralized

This model is a joint program where various agencies reach agreement on policies and practices, structure, funding, 

staffing, asset sharing, and delineated roles for each agency. Generally, this operational model is applied to larger 

metropolitan areas that cross several jurisdictional boundaries. 

In this model, systems and staff reside in multiple locations/TMCs and certain functions or capabilities are distributed 

or shared between various centers. This arrangement provides agencies with the ability to maximize resources, 

increase efficiency, improve working relationships, and share costs.

In this model, each site is mostly self-sustained, although some connectivity to the primary datacenter is required. 

However, each site is able to hosts its own email server, manage applications, control its internet access, and host its 

own shared files. The TMC may have virtual control provided through the shared implementation of a wide-area 

network (WAN). Localized management of signals and other traffic control elements ensures that the WAN is used 

for information and coordination rather than actual operations.

The benefit of this model is that there is no single point of failure as each site can survive on its own. The disadvantage 

of this model is cost as it requires additional hardware and software as well as support for each site. 

Figure 2 depicts a typical network architecture for this model.
15

Figure 2. Graph. Distributed Approach

2.1.3. Virtual 

This model may be applied in varying degrees to other operational models, or it may be deployed entirely on its own. 

Moreover, it needs to be supported with the appropriate ITS and communication infrastructure, and system security. 

If deployed on its own, the most common operational approaches include: 

•	 Staffed and operated by a single entity; or

•	 Managed by a single entity with the operational support of partner agencies.

Depending on the jurisdiction, scope, operational approach and geographical area being covered, it may require 

extensive coordination and cooperation from participating agencies and stakeholders, as well as inter-agency 

agreements. Virtual access to the system may include both agency and interagency personnel. 

Under this model, costs may be shared among the participating agencies or may be funded by a single entity. 

Figure 3 provides a comparison of the Virtual TMC model alongside the two most common traditional models 

(Centralized and Distributed).
16

Figure 3. Graph. Model Comparison

2.1.4. Hybrid: Virtual 

This model can be further divided into: Hybrid Centralized and Hybrid Distributed. The operational focus may cover 

an extended geographical area, which may include urban and rural regions. 

In the Centralized version, all users are part of the same entity and share the same network. The main difference is 

that the network can be accessed via intranet or VPN. For example, District offices may be allowed to enter their own 

information (e.g. weather information collected from RWIS), manage their own events, etc.

In the Distributed version, the ATMS or any data input system is browser-based and accessible on the internet via 

Hypertext Transfer Protocol Secure (https) communication protocol. Users are able to log into the system from any 

place with internet connectivity. Access to the system will depend on privilege levels assigned to each user. 

Currently, the majority of TMCs in North America have virtual capabilities. However, in most instances these have 

been established for Emergency Operations or as Backup Operations rather than as a stand-alone hybrid model.

In addition, typical TMCs are also managed based on their geographic area covered. The range and scope of the 

geographic service area of a traffic management center is dependent upon institutional, political, and economic 

considerations as well as the transportation management needs of the area.

Figure 4 depicts one of the hybrid models currently deployed in the United States.
17

Figure 4. Graph. Hybrid: Virtual-Centralized5

Figure 5 depicts the other hybrid model currently deployed in the United States.

5 Nebraska Department of Roads (NDOR) District Operations Center Software Solution Deployment Plan, May 2007.
18

Figure 5. Graph. Hybrid: Virtual-Distributed

2.2. Geographic Area Covered6

As noted on the TMC Business Planning and Plans Handbook TMCs may serve single jurisdictions, multiple 

jurisdictions within a metropolitan area, a large region, or even an entire state. The following terminology is used 

when describing the various models:

•	 Jurisdiction – a city, county, or state;

•	 Agency – a transportation department, public safety department, or emergency management department; and

•	 Discipline – within a transportation agency, you might find a traffic engineering discipline, maintenance

discipline, etc.

2.2.1. Single Jurisdiction TMC

Single-jurisdictional TMCs represent the least sophisticated business model arrangement. They serve a single city or 

county, typically are located in an office area of an existing facility such as a city hall or at the county department of 

transportation offices. In metropolitan areas with multiple jurisdictions, virtualization may help enable handoffs and 

coordination of operations with other TMCs through dedicated communications lines and networks.

Figure 6 depicts interaction among single jurisdiction, each responsible for their own ITS equipment (represented as 

circles in the figure below).

6 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005).

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf
19

Figure 6. Graph. Illustration of Single-Jurisdiction TMCs7

2.2.2. Multiple Jurisdictions TMC

The multi-jurisdictional TMC controls ITS field elements in multiple jurisdictions (e.g. cities, counties), irrespective 

of political boundaries. Consequently, the number of miles of roadway, number of ITS elements, and the number of 

stakeholders is significantly larger than would be found in a single jurisdiction TMC arrangement.

Figure 7 depicts a TMC that controls ITS devices (represented as circles in the figure) and operates across political 

boundaries focusing on an entire metropolitan area. 

Figure 7. Graph. Illustration of a Multi-jurisdictional TMC8

7 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005), p.4-3.

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf

8 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005), p.4-4.

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf

Single Jurisdiction 

TMC

Single Jurisdiction 

TMC

Single Jurisdiction 

TMC

Metropolitan Area 

Multiple Jurisdiction 

TMC
20

2.2.3. Regional or District TMC

The regional or district TMC business model expands upon the multi-jurisdictional model in that it encompasses 

additional non-metropolitan areas such as county or state facilities outside of a metropolitan area, in addition to the 

multiple jurisdictions within the metropolitan area. The mission of a Regional or District TMC may include not only 

urban arterial traffic management, but also the operation and management of suburban, urban freeway, and rural 

highway and interstate facilities. 

Figure 8 illustrates that the geographic area of a Regional or District Area may coincide with DOT districts, 

metropolitan planning areas, or other defined geographic boundaries. 

Figure 8. Graph. Illustration of a Regional or District TMC9

Virtualization of TMC functions benefits this model in particular by providing a means for mutual access to common 

systems and for remotely managing other systems (for instance rural systems that may not operate 24-7).

2.2.4. Statewide TMC

A statewide TMC is typically initiated by the State DOT, whose geographic service area encompasses the entire 

State. Some of these TMCs are operated by a single agency, while others have received participation from other state 

agencies such as the State Highway Patrol. A Statewide TMC can be implemented in a number of ways. The primary 

differentiator between the various alternatives is the level and scale of central control of the Statewide TMC. Typically, 

rural areas are monitored and managed by the Statewide TMC while metropolitan areas are under the supervision 

by Regional/District TMCs. 

Figure 9 is an illustration of a statewide TMC that controls and monitors ITS devices statewide while a Regional TMC 

still has control over its own area.

9 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005), p.4-5.

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf

Regional or District 

Trac Management 

Center
21

Figure 9. Graph. Illustration of a Statewide TMC10

2.3. Number and Type of Agencies Involved11

The number and type of agencies (such as a DOT, public works, or public safety agency) involved in the TMC 

significantly affects the functions and activities of the TMC. A number of different business models are available 

for TMCs relative to the number and types of agencies involved in the TMC planning and operation. Furthermore, 

multiple disciplines from a single agency may be participants in the TMC. 

2.3.1. Single Agency TMC

The most common implementation of a TMC serves a single city, one county, or one state. The simplest of these 

single-jurisdictional TMCs, as described in the previous section, will likely include only a single agency or discipline 

within that jurisdiction. Typically, this would be the traffic engineering agency within a given city or county. Many 

of the same benefits that apply to a single jurisdiction TMC are applicable to the single-agency TMC model.

2.3.2. Multiple Transportation Agencies

A more sophisticated TMC model arises when transportation agencies from multiple jurisdictions come together 

to operate a single TMC. An example might be that the DOTs from two or more cities cooperatively join forces to 

sustain one TMC to handle both jurisdictions’ transportation management needs. Such an arrangement may or may 

not include the police or emergency management personnel. Many of the benefits of the multiple-jurisdictional TMC 

are also applicable to the Multiple Transportation Agencies model.

2.3.3. Multiple Agencies and Disciplines

The Multiple Agencies and Disciplines TMC model is perhaps the most sophisticated, and as a result the most difficult 

to implement, but provides the highest potential payoff in terms of improved transportation operations throughout 

a region. Many of the same benefits of a multi-jurisdictional TMC model are also applicable to the multiple agencies 

and disciplines model.

10 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005), p.4-6.

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf

11 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington, DC: 2005).

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf

Regional or 

District TMC

Regional or 

District TMC

Statewide Trac 

Management 

Center

Regional or 

District TMC
GUIDELINES FOR VIRTUAL TMC DEVELOPMENT

22

In this TMC business model, the transportation department, public safety department, emergency management 

department and transit department, or a combination of these agencies, shares a common facility. The agencies may 

be from the same jurisdiction, or from multiple jurisdictions. The most typical combination of these agencies includes 

the collocation of the transportation department and the public safety agency within a single TMC. Transportation 

and public safety are particularly complementary because of the overlap in their missions – to improve the safety of 

the transportation system, of which incident management is a core component. Logistically, the partner agencies are 

responsible for a common jurisdictional area. As an example, a State DOT could co-locate with the State Highway 

Patrol, while the city traffic engineering department co-locates with the local police department.

Historically, emergency management personnel (e.g., fire department) tend to be separate and only in rare instances 

are they known to co-locate with the transportation and public safety agencies. To help bridge this separation, more 

and more agencies are providing virtual connections between transportation and emergency management through 

integrated CAD systems and dedicated communications links so that critical information, including video images, 

can be shared. Multi-agency TMCs yield significant user, institutional, and system operations benefits.

2.4. Interview of Current Deployed Models

In order to achieve a better understanding of the current practices related to TMC Virtualization, various 

transportation agencies including DOTs were interviewed to determine their approaches to setting up and operating 

their facilities. Ten agencies were interviewed for this guidebook. The questionnaire supplied to them contained 18 

questions which were used as input for the information shown in this report. The questions were organized into the 

following categories:

•	 General

•	 Traffic Management System (TMS) / System

•	 Operator Functions

•	 Virtual Capabilities

•	 Virtual – Cost Benefits

•	 Staffing

•	 Equipment – Operator Workstation

•	 Shared Operations

•	 Virtual Operations

•	 Virtual Implementation Challenges

Personnel at the following agencies were interviewed:

1. Alabama Department of Transportation (ALDOT)

2. Los Angeles County 

3. Metro Regional Integration of ITS (RIITS)

4. Michigan Department of Transportation (MDOT)

5. Minnesota Department of Transportation (MnDOT)

6. New Hampshire Department of Transportation (NHDOT)

7. Oregon Department of Transportation (ODOT)

8. San Diego ICMS

A summary of the questionnaire responses are included in Appendix C.
23

2.5. Profile of the Agencies Reviewed

2.5.1. Alabama Department of Transportation

The Alabama Department of Transportation (ALDOT) is organized into nine 

geographic regions called Divisions, with a Central Office located in Montgomery.

Deployment and Operations

There are 140 miles of Interstate Highways around the Montgomery Region. Currently, the traffic control center 

oversees 350 traffic signals and red light cameras plus 50-60 CCTVs.

ALDOT recently procured an ATMS system, which is browser-based and can be managed virtually. TMC operations 

staff and those with user privileges (e.g., supervisors, maintenance staff) will have the ability to perform all ATMS

activities remotely. However, due to ALDOT’s network security and rules the ATMS won’t be accessible via VPN. The 

current VPN connection has a 22 minute delay and it needs to be upgraded.

Figure 10 shows a snapshot of ALDOT’s traffic conditions in Montgomery County, which is available through the 

ALDOT’s website. 

Figure 10. Graph. Screen Capture from ALDOT Traffic Information and Cameras12

Initiatives

ALDOT is gearing up to open its new Statewide Regional Traffic Management Center (RTMC) in mid-2014. It is 

planned that the center would cover the road network for the entire state; however, during the initial launch only the 

Montgomery region and eight adjacent regions in the Southeast corner of the State will be covered. The TMC will 

operate from Monday-Friday 6am-6pm with morning and afternoon shifts. 

At the opening of the RTMC, operations will not be shared or co-located with any other public agencies, although 

there is a possibility of doing so in the future with the Department of Public Safety and Highway Patrol, the latter 

operates 24/7. Operational sharing with the Highway Patrol may provide the RTMC the opportunity to operate 

around the clock. 

The RTMC vision is to have an ATMS with virtual functionality in real time at a statewide level. The flexibility of 

12 Alabama Department of Transportation Traffic Information and Cameras. Available at: http://alitsweb2.dot.state.al.us/its/
24

ALDOT’s ATMS system is that it can be operated remotely. This option may become available once the complete set 

of performance measures has been identified and coverage expands beyond the original 12 hrs. /day, 5 days/week.

Challenges

The biggest challenge that the RTMC faces is sharing the network with the rest of ALDOT, which requires 

authentication through the existing firewall. The ideal situation would be to have two separate networks, with one 

being for the exclusive use of the RTMC, since it has a set of needs that are distinct from those of the rest of the agency. 

Ideally, the separate network would allow for ISP service, and user identification/authorization would be made easier 

yet still be secure.

2.5.2. Los Angeles County

LA County operates signals for a number of cities and unincorporated cities within the county. The TMC is located 

in Alhambra and it operates Monday through Thursday from 7am to 5:30pm. 

The Department is the hub for the Traffic Control System in the County. LA County also has a center-to-center 

connection to other cities, where they do not control those cities’ signals, but have viewing capabilities and share data. 

Table 5 provides a snapshot of the number of cities participating in the program.

Table 5. LA County Overview

Traffic Control Systems C2C Intersections Traffic Signals

15 cities 10 cities 670 1800

Deployment and Operations

The system in place is thick client-based with VPN access. It is in a virtual server platform with a terminal server 

setup. The system may be accessed remotely, although it is mainly used by maintenance crews and the cities that want 

access to it.

LA County has in place a substantial wireless radio network, which is monitored by their contractors, field 

maintenance crews, and the department’s IT staff. 

This is not a traditional TMC, and staff does not have the authority to make decisions regarding timing signals. If 

changes are needed, they must be approved first by the responsible staff at each agency. If LA County staff discovers 

an issues requiring immediate attention, operators contact the County Dispatch. In turn, County Dispatch notifies 

field crews. The agencies are also responsible for the maintenance of their system. However, in unincorporated areas 

operators can make changes to the signals based on their privileges at the TMC. Information is provided to operators 

by signal timing experts working on synchronization projects.

There are two agreements in place with each of the participating agencies: a VPN Access Agreement and a City 

Cooperative Agreement. 

Challenges

Some of the challenges experienced at the beginning of the program were related to executing agreements with the 

cities and coordinating implementation with each agency’s IT department.
25

2.5.3. Metro Regional Integration of ITS (RIITS)

The Los Angeles County Metropolitan Transportation Authority (Metro), sponsors the Metro Regional Integration of 

ITS (RIITS) network.13 A number of agencies including Caltrans, City of Los Angeles Department of Transportation 

(LADOT), California Highway Patrol (CHP), Long Beach Transit (LBT), Foothill Transit (FHT) and Metro contribute 

information collected through their own Intelligent Transportation Systems to the network using the Los Angeles 

County Regional ITS Architecture and National ITS Standards. Table 6 shows the number of agencies (125) that 

participate in the RIITS program.

Table 6. RIITS User Numbers

Users No. of User

LA County 88 agencies

Event Entry 30 agencies

Active Users (manual) 3 agencies

TOTAL # of agencies - 5 Counties: Los Angeles 

Orange, Ventura, Riverside and San Bernardino. 

125 agencies

Deployment and Operations

The RIITS network supports information exchange in real-time between freeway, traffic, transit and emergency 

service agencies to improve management of the Los Angeles County transportation system and better serve the 

traveling public. RIITS also provides data to traveler information services of all kinds, which allows them to reach 

the widest possible audience.

RIITS is a unique system that combines the data of 125 agencies in the region. It is in essence the largest transportation 

system in the United States. The program ensures that agencies are able to provide their data to the system by advising 

each agency of the required hardware and software (e.g. networks, servers, applications (APIs)), and by providing 

training to IT staff. 

Uptime for RIITS is 88 percent, although the system is currently being updated, and the new goal is to have RIITS up 

for 99.5 percent of the time. 

RIITS does not operate as a traditional TMC; there are no RIITS operators. RIITS is rather a fully automated system 

(virtual) running 24/7. Each agency is responsible for providing its own data to RIITS. The system collects events, 

incidents, scheduled events, freeway performance, real-time transit, arterial traffic signals, and timing plans from 

all the agencies mentioned above. The information is collected for the counties of Los Angeles, Orange, Ventura, 

Riverside, and San Bernardino. The system belongs to Metro, but the data belongs to each provider.

RIITS is not a public facing system, the only component that has a Graphical User Interface (GUI) is the Event Entry 

section. The system is available through the internet but there is IP address security in place. It is configured to receive 

information from a number of pre-configured IP addresses. Event data entry does not reside at the same IP address 

where data is stored. 

Agencies can choose to enter their data manually instead of using automation. The system can be accessed through 

a URL on the web or via a mobile application (event entry capability). Agencies that have signed up for manual entry 

have access to the system 24/7. 

There are MOUs and Agency Agreements in place, as well as ISPS/Agency agreements. 

Figure 11 depicts the network’s architecture.

13 Los Angeles County Metropolitan Transportation Authority (Metro), “Regional Integration of Intelligent Transportation Systems” website.

Available at: www.riits.net. Accessed April 6, 2014.
26

Figure 11. Graph. RIITS Network14

Figure 12 depicts the entire diagram of the network including the connection with other agencies.

14 Los Angeles County Metropolitan Transportation Authority (Metro). Regional Integration of Intelligent Transportation Systems (RIITS) website. Available at: www.riits.net

Accessed April 6, 2014.
27

Figure 12. Graph. RIITS Networks Physical Diagram15

15 Los Angeles County Metropolitan Transportation Authority (Metro). RIITS Network Operations and Maintenance Manual. August 2014.
28

2.5.4. Michigan Department of Transportation

Deployment and Operations

The Michigan Department of Transportation (MDOT) has four TMCs in the state: the South Eastern Michigan 

Transportation Operations Center (SEMTOC) in the Detroit Metro Region, the Statewide Transportation Operations 

Center (STOC) in Lansing, the West Michigan Transportation Operations Center (WMTOC) in the greater Grand 

Rapids area, and the Blue Water Bridge (BWB) TOC. The SEMTOC and Statewide TOC operate 24/7, while the other 

two TOCs operate only during busy travel times.

The SEMTOC manages highway traffic in parts of the Metro Region (Wayne, Oakland, and Macomb counties). The 

West Michigan TOC manages highway traffic primarily within the region of Grand Rapids. The STOC manages 

traffic across the rest of the state.

MDOT is using a browser based ATMS system, which allows devices to be remotely monitored and managed. The 

ATMS is owned by MDOT, but it was developed and it is maintained by a contractor. The ATMS provides integrated 

control of DMS, CCTV and VDS, as well as integrated Event Management and Response Plans (for DMS and 

Notifications).

Michigan’s TOCs coordinate response and disseminate information for activities on all MDOT-owned roadways. 

This includes urban, rural, and interstate facilities. There is coordination with other TOCs outside Michigan, and 

local TOCs within Michigan, but there are no formal agreements in place. The Michigan State Police dispatch and 

SEMTOC are co-located, and while they work together, there is no formal agreement in place for sharing information.

The staff at the TOC is contracted and allowed to work alone during overnight shifts. Access to the ATMS system is 

provided to TOC and MDOT staff. However, there are other users that have access to view information only. MDOT

has formal data and video sharing agreements with various agencies and companies, including the National Weather 

Service (NWS), plus many media stations and other traffic information providers. 

All centers cover over 1,247 freeway miles, 652 US route miles, and 171 State route miles. Operations staff mange 

85 CCTVS (with plans to have about 130 more implemented by the end of 2014) and 190 DMSs. The network is 

monitored by TOC management. 

Challenges

Some of the biggest challenges implementing virtual capabilities have been network integration and device 

communication issues.
29

2.5.5. Minnesota Department of Transportation 

Deployment and Operations

The Minnesota Department of Transportation (MnDOT) 

has in place a Regional Transportation Management Center 

(RTMC) comprised of three functional areas all co-located at 

the center: 

•	 Minnesota State Patrol Dispatch 24/7

•	 MnDOT Metro Maintenance Dispatch 24/7

•	 MnDOT Freeway Operations M-F, 4:30am - 10:00pm with limited weekend coverage.

MnDOT Metro Maintenance Dispatch and Freeway Operations staff cover the Twin Cities Metro Area. Freeway 

Operations covers urban freeways in the Twin Cities Metro Area. These roads are interstates, US routes, and State routes. 

The Minnesota State Patrol Dispatch covers the northern 2/3 of the state including the Twin Cities Metro Area. In the 

Twin Cities, cameras and detection cover about 500 miles of freeways. The State Patrol has another dispatch center in 

Rochester for the southern 1/3 of the state.

There is an ATMS system in place called IRIS, which is open source software developed in-house by MnDOT. The 

TMC supports onsite and remote control of the CAD system, ramp meters, CCTVs, DMS and lane control devices 

(See Figure 13). IRIS also allows for streaming video from MnDOT’s cameras and camera control. Even though the 

IRIS system allows for virtual capabilities, in practice MnDOT continues to maintain staffing at the RTMC. RTMC 

operators have remote access to IRIS, but at this time only supervisors use the system remotely. 

Local media have IRIS access to cameras only and use the system to switch camera feeds. 

The virtual capabilities could be utilized in an emergency should the RTMC be non-functional.

Figure 13. Graph. Screen Capture from the IRIS System Showing Interstate Congestion Levels16

16 Starr, Ray. (2008). Mn/DOT IRIS Software [PP slide 7]. Retrieved from the National Rural ITS Conference:

http://www.nationalruralitsconference.org/downloads/Presentations08/MiniTraining_Open2.pdf
30

2.5.6. New Hampshire Department of Transportation

Deployment and Operations

The New Hampshire Department of Transportation (NHDOT) has in place a 24/7 

Statewide TMC. The TMC covers all NH routes throughout the state. 

The TMC’s scope includes functions that are atypical of a TMC, such as a statewide 

dispatch and call center that monitors environmental systems and manages construction 

work zones. The TMC is also responsible for maintenance dispatch operations and 

roadside assistance dispatching duties. 

NHDOT has in place a browser-based ATMS system. District offices can access the ATMS only through the NHDOT

VPN connection. All District Offices have been granted access to the ATMS with privileges to view other regions’ 

information. At each District office one operator has access to input information into their Weather Module. 

District offices are open 24x7 from December to March, and weather data is input on the hourly basis. From April to 

November, the offices are open only during regular office hours and weather data is input five times per day.

Some of the servers are virtualized. Network monitoring is performed in house by the DOT’s IT Department. 

Figure 14. Graph. Screen Capture from New Hampshire DOT17

2.5.7. Oregon Department of Transportation

Deployment and Operations

The Oregon Department of Transportation (ODOT) has in place a 24/7 statewide TMC, which covers the Portland 

Metropolitan and surrounding counties, including part of Wheeler County. 

The TMC scope of work includes monitoring and managing freeways, arterial roads and roads owned my ODOT. 

The TMC operates CCTVs on freeways and arterial roads, controls VMS, deploys traffic signals, monitors mountain 

passes and rural areas, and monitors a queue warning system, VSL, and travel time and curve warning systems 

(interchange between rural and urban area). In addition, operators also send traffic updates and notifications to 

various media outlets. TMC operation responsibilities also include dispatching Incident Response Vehicles to all 

freeways and some arterials in coordination with 911 to determine appropriate response plans. 

ODOT has in place a browser-based ATMS system, which was developed by a private contractor with additional work 

being done to the system by ODOT and one of the local universities. The network and the system are monitored by 

ODOT’s IT Department. 

The ATMS has virtual capabilities including system access and system operations. At this time, only ODOT personnel 

have access to the system, including two District Offices. These users are connected to ODOT’s network and do not 

require VPN access to manage the ATMS. However, designated personnel can view the system remotely. Remote 

connection is possible through VPN access. 

The 911 system is not connected to the ATMS, but has shared access to the radio and CCTV feeds through the video 

switch. ODOT is working on a CAD interface. 

17 New Hampshire Department of Transportation Traffic Management Center. Available at: http://www.nhtmc.com/
31

Figure 15 below depicts the ODOT’s Architecture Interconnects for Portland Area TMC operations.

Figure 15. Graph. ODOT’s Architecture Interconnects for Portland Area TMC Operations18

2.5.8. San Diego ICMS 

Deployment and Operations

The San Diego Association of Governments (SANDAG), United States Department of Transportation (USDOT) 

and the California Department of Transportation (Caltrans) deployed the San Diego I-15 Integrated Corridor 

Management System (ICMS). This ICMS is one of two integrated corridor projects in the United States. 

The San Diego ICMS project is collaboration between SANDAG, local cities, and State and Federal transportation 

agencies to implement USDOT’s vision that metropolitan areas can realize significant improvements in the efficient 

movement of people and goods through aggressive, proactive integration of existing infrastructure along major 

transportation corridors. It involves integration of technologies and concepts that have yet to be used in the United 

States. In San Diego, 13 agencies exchange data virtually through a data hub using a common application. The 

application is hosted in a third party data center. ICMS is a virtual system with no ICMS operators. The system is 

fully automated (virtual) and runs 24/7. Each agency provides data (input) and the system provides response plans 

(outputs) based on rules-based DSS, available assets, current and predicted traffic conditions and on-line Micro 

Simulation Analysis, as described in Figure 16 below.

18 Oregon DOT System Architecture (Appendix C). http://www.oregon.gov/ODOT/HWY/ITS/pdfs/itsdocuments/vastitsplan/appc_systems_architecture.pdf
32

Figure 16. Graph. ICMS Inputs and Outputs19

Various Active Traffic Management (ATM) strategies were deployed to dynamically manage multiple facilities and 

modes along the corridor. These strategies include:

•	 Freeway coordinated adaptive ramp metering

•	 Signal coordination on arterials with freeway ramp metering

•	 Regional arterial management

•	 Real-time multimodal decision support

•	 Network traffic prediction

•	 On-line micro simulation analysis

•	 Real-time response strategy assessment

•	 En-route traveler information

•	 Pre-trip traveler information

Each agency’s operators can now take proactive steps to prevent system breakdown using enhanced controls across 

multi-jurisdictional devices, such as traffic signals, ramp meters and dynamic message signs. This groundbreaking 

method of transportation management enhances mobility, improves goods movement, provides better accessibility 

to services, and enhances safety. 

19 San Diego Association of Governments (SANDAG). January 2014. ICMS System Architecture Document.
33

2.6. Current TMC Deployments

Figure 17 provides a snapshot of the different models deployed throughout the United States. The research shows that 

the most common approached used is the Centralized Model.

Figure 17. Graph. Map of Current US TMC Deployment Models

Table 7 shows the TMC model deployed by various agencies, as well as the geographic area covered at each TMC.
34

Table 7. Current US Deployment Models (based on above Map)

Agency/DOT

TMC Model Geographic Area Covered

Centralized Virtual Hybrid Centralized / Distributed Single Multiple Region / District Statewide

Alabama - ALDOT  Arizona - ADOT  Arkansas  Caltrans  Colorado  Connecticut  Florida – FLDOT  Georgia – GDOT  Idaho – ITD  Iowa DOT  Kansas DOT  Kentucky - KYDOT  LA County  Louisiana – LADOTD  Maryland  Massachusetts  Michigan – MDOT  Minnesota – MnDOT   Mississippi DOT  Missouri – MoDOT  Nebraska DOT   Nevada  New Hampshire DOT   New Jersey DOT   New Mexico  
35

Agency/DOT

TMC Model Geographic Area Covered

Centralized Virtual Hybrid Centralized / Distributed Single Multiple Region / District Statewide

New York  North Carolina  North Dakota  Oklahoma DOT  Oregon – ODOT   PennDOT  RIITS (Metro)  San Diego ICMS  South Carolina – ScDOT  Tennessee - TnDOT  Texas DOT  Utah DOT  Virginia – VDOT  Washington - WSDOT  West Virginia  Wisconsin – WsDOT   Wyoming  

 TMC Model (yes)  Geography Type (yes)
3636
37

3. Virtual TMC Implementation Guidelines

This section presents a set of guidelines and considerations that aim to help in the implementation 

a Virtual TMC, keeping in mind that there are similar steps between implementing a Virtual TMC 

and a traditional TMC. Although the steps may be similar in both cases, the implementation and 

design approach will be different between the two. The main difference between both models 

is the absence of a main facility with a control room. Presented here is a list of steps that should 

be followed during the Virtual TMC implementation process, including the initial planning and 

design stages, system security and training program.

3.1. Virtual TMC Implementation Steps

Once the decision has been made to implement a Virtual TMC or hybrid derivation thereof, the 

following are the recommended steps that should be executed along with a description of each task 

that should be completed.

1. Develop Existing Systems and Needs Assessment

A description should be prepared for each system that will become virtualized. This includes the 

individual agency subsystems and any multi-agency connections, if the Virtual TMC deployment 

is to be a multi-agency model.

A high level needs assessment should be prepared to describe the following areas:

•	 Physical Communications

•	 Logical Communications

•	 Data and Information Needs

•	 Operational Needs

•	 Software System Needs

A high-level logical architecture should be prepared during this stage.

2. Develop Virtual TMC Concept of Operations

The Concept of Operations serves as the foundational document that addresses the who, what, 

when, where, why, and how for the new system. It should be accessible to all stakeholders in the 

system, regardless of their background or role in the system. High-level decision makers and 

Virtual TMC operators alike should find the document relevant and readable. 

The Concept of Operations document is produced early in the requirements definition process 

to describe what the system will do (not how it will do it) and why (rationale). It should also 

define any critical, top-level performance requirements or objectives (stated either qualitatively or 

quantitatively) and system rationale.

The Concept of Operations document should present at a minimum:

•	 Identification of system stakeholders
38

•	 Definition of the high-level system

•	 Description of key sub-systems

•	 Identification and functions of user groups

•	 Description of the environment in which the system will operate

The Concept of Operations is also the critical initial component of the Systems Engineering approach to project 

development, which is recognized as the preferred method for facilitating the development, maintenance, refinement, 

and retirement of dynamic, large-scale systems consisting of both technical components (machines, information 

systems, etc.) and human components (users, stakeholders, etc.). The Systems Engineering method in the context of 

planning and developing Virtual TMCs. Figure 18 also known as The System Engineering “Vee” diagram illustrates 

the foundational role the Concept of Operation plays in the System Engineering life cycle. It defines goals and 

objectives, creates basis for defining functional requirements, helps to validate the finished system, and generally 

supports all other system engineering elements by providing a guiding vision for the system.

Figure 18. Graph. Business Plan Steps and Process. Concept of Operations in the System Engineering Development Context20

There are two standard frameworks commonly used in the ITS field to help develop concept of operations documents. 

The first is the Institute of Electrical and Electronics Engineers (IEEE) Standard 1362-1998 (“Concept of Operations 

IEEE Guide for Information Technology—System Definition—Concept of Operations (ConOps) Document”). The

second is the American National Standards Institute (ANSI) Standard ANSI/AIAA G-043-1992 (“Guide for the 

Preparation of Operational Concept Documents”).

Both standards can be used to capture the operational characteristics of the Virtual TMC system adequately. However, 

the ANSI framework is more typically used when planning completely new systems whereas the IEEE framework 

tends to be used more for upgrades or modifications to existing systems.

ANSI/AIAA Standard G-043-1992

The ANSI/AIAA Concept of Operations standard recommends that a Concept of Operations Document “...describes 

20 FHWA, Systems Engineering for Intelligent Transportation Systems: An Introduction for Transportation Professionals. “Section 3.3.1 Overview of the “V” Model.”
39

system characteristics from an operational perspective,” and, for each stakeholder, answers the question, “What does 

it [the system] look like from my point of view?” The components of the standard are summarized below.

I. Scope – An overview of the entire Concept of Operations

a. Outline the Contents of the Document

b. Purpose for Implementing the System

c. Highlight Major Objectives and Goals

d. Identify the Intended Audience

e. Set Boundaries on the Scope of the System

f. Describe an Overarching Vision for the System

II. Referenced Documents – resources used when developing the document

a. Business Planning Documents

b. Concept of Operations for Related Systems

c. Requirements for Related Systems

d. Studies to Identify Operational Needs

e. System Development Meeting Minutes

III. User-Oriented Operational Description – system description from a user vantage point identifying how 

organization or system-specific goals and objectives are accomplished, including strategies, tactics, policies, and 

constraints.

a. User Activities

b. Order of User Operations

c. Operational Process Procedures

d. Organizational/Personnel Structures

IV. Operational Needs – details agency- and region-specific goals and objectives that will drive the requirements for 

the Virtual TMC system (“What is necessary for the agency or region that would complement and improve the 

existing system?”)

V. System Overview –a high-level description of the interrelationships of key system components.

a. Scope

b. Interfaces

c. System Capabilities (Functions)

d. Goals and Objectives

VI. The Operational and Support Environments – describes the environment or “world” in which the system will 

operate.

a. Facilities

b. Equipment

c. Hardware

d. Software
40

e. Personnel

f. Operational Procedures

g. Support Necessary to Operate the Deployed System

VII. Operational Scenarios – Details how the new Virtual TMC system would impact their activities under differing 

conditions, ranging from normal conditions to stress and failure conditions. The operational scenario should tell 

different stories from perspectives of different user classes over a variety of circumstances.

a. Included User’s Perspectives

b. Variety of User Classes

c. Stress/Failure Scenarios

d. Multiple Circumstances

IEEE Standard 1362-1998

The IEEE Standard 1362-1998 identifies the minimal set of elements that should appear in all Concept of Operations 

documents. However, other elements may be incorporated by appending additional clauses or subclasses to the 

Concept of Operations document, by direct incorporation, or by reference to other supporting documents.

I. Scope – What is the scope of the project, what is to be developed and documented?

a. Identification

b. Document overview

c. System overview

II. Referenced documents

III. Current system or situation – What is the current state of the practice related to applications or systems that 

may or may not be performing the functions expected from the Virtual TMC?

a. Background, objectives, and scope

b. Operational policies and constraints

c. Description of the current system or situation

d. Modes of operation for the current system or situation

e. User classes and other involved personnel

f. Support environment

IV. Justification for and nature of changes – Why does the Virtual TMC need to be developed and, at a high level, 

what will it do?

a. Justification of changes

b. Description of desired changes

c. Priorities among changes

d. Changes considered but not included

V. Concepts for the proposed system – Who are the users of the system, where will it be deployed, and under what 

constraints? What systems and subsystems are involved, how do they operate, when does the sequence of events 

occur within the Virtual TMC system?

a. Background, objectives, and scope

b. Operational policies and constraints

c. Description of the proposed system
41

d. Modes of operation

e. User classes and other involved personnel

f. Support environment

VI. Operational scenarios – What are the operational scenarios used to demonstrate the capabilities of the Virtual 

TMC?

VII. Summary of impacts – What operational impacts will the Virtual TMC have on the users, developers, and 

support organizations? What will the temporary impacts be on these system users as the new system is being 

developed, installed, and trained for?

a. Operational impacts

b. Organizational impacts

c. Impacts during development

VIII. Analysis of the proposed system – What improvements will be realized through the Virtual TMC? What 

disadvantages and trade-offs were considered?

a. Summary of improvements

b. Disadvantages and limitations

c. Alternatives and trade-offs considered

3. Prepare Virtual TMC System Security Design

A secure and reliable Virtual TMC system will be made possible only through a long-term commitment to ongoing 

design, implementation, review, improvement and funding. However, early adoption of security best practices will 

greatly improve the effectiveness and resiliency of the system(s). At a minimum, VTMC stakeholders should consider 

the security measures listed below, in addition to the Secure System development Life Cycle guidelines provided in 

the following section. Organizations should also consider implementing an audit schedule for all VTMC systems by 

external agencies.

•	 Layered Security: Virtual TMC adoption poses unique security challenges created by complex, multi-location 

architecture, user mobility, and requirements to integrate and deploy a variety of systems and applications. To 

address these concerns, VTMC stakeholders must implement layered security methods including:

o Deploy network and application firewalls providing technologies that prevent, detect, and respond to 

targeted threats in an adaptive manner. 

o Firewall functionality should also be deployed to provide additional layered security to protect critical 

devices within the Virtual TMC as well as to protect mobile devices that are placed directly onto external 

networks.

o Principles of least-access should be implemented and enforced for the entire Virtual TMC infrastructure.

o The National Institute of Standards and Technology (NIST) Special Publication 800-41 provides Guidelines 

regarding Firewalls and Firewall Policy which offers preliminary guidance when designing a Virtual TMC.

•	 Secure Communications: The Virtual TMC model mandates interconnected systems. Cryptography 

should be considered for all Virtual TMC communications both internal and external, and all data stores 

that are considered sensitive, provide high value, or are vulnerable to unauthorized disclosure. Encrypted 

communications between the Virtual TMC and remote operators, and traffic devices connected through 
42

wireless networks are vulnerable to attack. Communications between a Virtual TMC and remote devices 

should be encrypted and secured. NIST Special Publication 800-21 provides guidance for implement 

Cryptography.

•	 Log Management: It is critical in the Virtual TMC environment to maintain an accurate record of all systems, 

security, and performance events. Security flaws and system failures have the potential to impact multiple 

agencies and public safety in significant ways. Centralized logging and reporting provides data on security 

trends, performance trends, and gives VTMC stakeholders the information needed to investigate any failures 

or prove compliance with any applicable regulations or mandates.

•	 Consolidated System Logs: System logs should be automatically consolidated to a centralized and secure 

location. Event log archives should match any mandates or regulations for data retention applicable to the 

VTMC.

•	 Defined audit policies: Stakeholders should define which system events should be recorded. A few examples 

include:

o Operator login and logout: This should be recorded for all perimeter devices, systems, and applications 

within the VTMC infrastructure.

o System performance metrics: Should be collected for all servers, storage devices, network devices, and field 

devices.

o File, database, configuration changes: Should be collected for all servers, storage devices, network devices, 

and field devices.

o Communications between all internal and external systems.

•	 Defined alerts and notifications: Define and configure alerts and notification for specific log events that will 

affect VTMC security or performance.

•	 Defined and automated log analysis and reporting: System logs are typically very large and it can be 

difficult to obtain and analyze important information. Developing improved reporting and analysis tools for 

the VTMC will provide more efficient analysis for TMC stakeholders.

(NIST) Special Publication 800-53 provides guidelines for selecting and specifying security controls for 

information systems applicable to VTMC operations.

•	 High-Availability Systems: In the Virtual TMC model, high-availability systems may be significantly 

more important than in the traditional TMC. In a traditional TMC, operators may still be able to manage 

a subset of system assets when communication or system failures occur. In the VTMC model, system and 

communication failures could potentially prevent remote access to all TMC systems, leaving remote operators 

with no ability to address events until operations are restored.

Virtual TMC stakeholders should agree upon and commit to eliminating any single point of failure in the Virtual 

TMC model. Typically this includes:

•	 Resilient communication paths should be implemented

•	 High availability cluster server and application pools

•	 Active/passive or active/active network devices
43

In some instances it may not be practical or cost-effective to implement redundant communications, or active/passive 

traffic devices. In these cases replacement units and methods to efficiently restore operations should be considered 

and implemented.

4. Develop Virtual TMC Communications Architecture

There are various challenges associated with the concept of implementing Virtual TMCs and the implementation of 

effective communication systems is one of them. However, with the introduction of improved and modern 

communication technologies, concepts and the supporting network security systems, this challenge can be overcome 

with relative ease. As depicted in Figure 19, TMCs must communicate often with a multitude of ITS field elements 

via dedicated field communications in addition to a number of external systems via what is commonly called Centerto-Center (C2C) Communications.

Figure 19. Graph. VTMS Communication Connections

The challenge with field communications is that a great many existing communication systems have been physically 

designed with the TMC (control center) being the nucleus of the system. This often includes physical hardline 

communications between the TMC buildings and the field infrastructure, e.g. spoke and wheel type architectures. 

These architectures must be updated to allow for a Virtual TMC model.

Table 8 provides a list of the various types of communications that can typically be encountered in a transportation 
44

management system. Each communication system type should be evaluated for how it should be modified for Virtual 

TMC operations. Although there is no physical facility or control room, the Virtual TMC servers and other equipment 

must still be hosted and be able to communicate with field devices.

Table 8. Field Communications.

Communication Method Architecture/Technology Typical ITS Field Devices

Fiber Optics •	 Synchronous Optical Network (SONET)

•	 GigaBit Ethernet

•	 Frequency Division Multiplexing (FDM)

•	 Time Division Multiplexing (TDM)

•	 Asynchronous Transfer Mode (ATM)

•	 CCTV Cameras

•	 Vehicle Detectors

•	 Ramp Meters

•	 Dynamic message Signs

•	 ATM Devices

•	 Tunnel Systems

•	 Traffic Signals

Cellular Wireless •	 Cellular Digital Packet Data (CDPD)

•	 General Packet Radio Service (GPRS)

•	 Code Division Multiple Access

•	 WiMax

•	 1G, 2G, 2.5G, 3G, 4G, LTE

•	 Portable ITS Devices

o	 Portable DMS

o	 Portable HAR

o	 Portable TMS

o	 Portable HAR

•	 Transit Vehicles, SSP Vehicles, Snow Plows

•	 ESS

•	 Traffic Signals

Microwave •	 Licensed

•	 Unlicensed

•	 Spread Spectrum

•	 CCTV Cameras

•	 Vehicle Detectors

•	 Ramp Meters

•	 Dynamic message Signs

•	 ATM Devices

Satellite •	 Direct Broadcast Satellite

•	 Very Small Aperture Terminal

•	 CCTV Cameras

Radio •	 Trunked Radio (APCO25, TETRA, etc.)

•	 Spread Spectrum

•	 ARDIS

•	 CCTV Cameras

•	 SSP Vehicles

•	 Police and Fire

•	 Transit Vehicles

Leased Telecommunications •	 POTS

•	 T-1

•	 DS-0

•	 DS-1

•	 DS-3

•	 MPLS

•	 Dial-up Telco (POTS)

•	 Vehicle Detectors

•	 Traffic Signals

•	 Dynamic message Signs

•	 ESS

•	 HAR

•	 Parking Systems

Direct Cabling •	 Twisted-Pair

•	 Coaxial Cable

•	 Traffic Signals

Dedicated Short Range 

Communications (DSRC)

•	 802.11 wireless LAN

•	 Bluetooth

•	 HIPERLAN

•	 Infrared

•	 Connected Vehicles (V2V) and V2I)

•	 Snow Plows

•	 Transit Vehicles

•	 Traffic Signals

Agencies must select one of three recommended paths or guidelines to implement C2F communications in the Virtual 

TMC Model:

1. Establish a C2F communication hub where remote virtual communications can be established using secure 
45

communications (e.g., firewalls, web application firewalls, and VPN appliances). 

2. Modify the C2F communications network to enable communications from any virtual position.

3. Establish a hosted TMC Model using hosted services.

Figure 20 represents one migration model. In this model, the existing C2F communication system can remain in 

place as long as remote secure communications can be established between this centralized location and the VTMC 

operators. In this model, a centralized TMC facility is not needed, but a communication hub or computer serving 

center is still in place.

A more ideal VTMC model is represented in Figure 21. In this model, the C2F communications network is established 

in a manner where no physical connections are made to any single facility; instead, more “openly accessible” means 

are established using secure methods. For example, 4G cellular communications provides acceptable bandwidth and 

can be used for most typical ITS field devices. In addition, other leased services such as Multiprotocol Label Switching 

(MPLS) can be used to enable communications from any location, as long as there is a central hub serving point. In 

this example, the communications with these devices is secured using password authentication and data encryption 

methods. Included within this architecture are the hosted computing services where the ATMS applications used by 

the VTMC operators can be accessed from any location where secure World Wide Web connections are available.

Figure 20. Graph. Hosted Virtual TMC
46

Figure 21. Graph. Virtual TMC Model

Establishing Center-to-Center (C2C) /External Communications for Virtual TMCs

When establishing a Virtual TMC model, whether it is single agency, multiagency or multiregional, a key aspect of 

the communications is how information transfer occurs between regions. This includes the methods for real-time 

operational data to be exchanged between operational entities (DOTs, counties, municipalities), emergency responders, 

traffic data feeds, computer aided dispatch systems, ISPs, and the media among others. The recommended method 

to do this is via a data hub, also referred to as a data gateway or portal. Figure 22 is one such example data gateway 

in which information is exchanged in a common manner between multiple agencies using standard methodologies 

and data formats. 

This data gateway is essential a single location where all information that must be exchanged between agencies is 

shared. A typical example involves each agency “pushing” their data into this common location in a common format, 

e.g. using a TMDD standard, or the data is provided to the gateway and then converted into a common format for 

everyone to share. With this being in place any TMC, especially a virtual one, can obtain the information it needs to 

operate and in turn share its information with other agencies so they may also perform their multiagency operating 

functions.
47

Figure 22. Graph. C2C Communication Hub or Gateway21

These data hubs should be created taking into account the common C2C standards used in the ITS market today:

•	 NTCIP 2306 – Application Profile for XML in ITS Center-to-Center Communications – This

standard is the application Profile for XML Message Encoding and Transport in ITS Center-to-Center 

Communications (C2C XML). This standard allows transportation agencies and center managers the 

ability to specify and implement communications interfaces for transmitting information encoded in the 

Extensible Markup Language (XML) between their center and an external center.

•	 ITE TMDD 3.03 – Traffic Management Data Dictionary (TMDD) and Message Sets for External Traffic

Management Center Communications (MS/ETMCC). This standard contains data elements for roadway 

links and for incidents and traffic-disruptive roadway events. The standard includes data elements for 

traffic control, ramp metering, traffic modeling, video camera control traffic, parking management, and 

weather forecasting as well as data elements related to detectors, actuated signal controllers, vehicle probes, 

and dynamic message signs. The standard also contains the message sets for communication between 

traffic management centers and other ITS centers, including information service providers, emergency 

management systems, missions management systems, and transit management systems. 

21 FHWA, Regional ITS Architecture – Development, A Case Study - Gary-Chicago-Milwaukee ITS Priority Corridor, FHWA-JPO-99-022/FTA-TRI-99-03 (Washington, DC: 

1999).
48

5. Develop ATMS Implementation Plan

In order for a Virtual TMC to become a reality, either a common ATMS should be developed or the existing system(s) 

that are in place should be enhanced. Many ATMS solutions are designed as enterprise solutions or client-server 

type applications based around the use of a physical TMC facility and its communication networks. To implement 

Virtual TMC functions, an integrated solution, typically web-based and thin-client should be considered. This could 

be hosted by the agency or by a software-as-a-service (SaaS) model.

The ATMS Implementation plan should include the following components:

•	 ATMS Purpose

•	 Mission Statement

•	 ATMS Functionality Description

•	 Existing and Proposed ATMS Architectures

•	 Implementation Procedures/Steps

•	 Roles and responsibilities for executing the plan

•	 Implementation Schedule

•	 Costs

6. Develop Standard Operating Procedures

The TMC Standard Operating Procedures (SOPs) will need to be modified or developed to accommodate the new 

Virtual TMC model. Each of these SOPs should include the following:

•	 Virtual TMC Procedure Overview – Provides decryption of each individual procedure and its purpose.

•	 Area or Responsibility – Who is responsible for implementing this procedure given the new VTMC model;

i.e., who is responsible for doing what.

•	 Procedure Steps – An actual description of the steps that will be followed in the new VTMC model.

•	 References – References to any other procedures that will be used in association with this specific Virtual

TMC procedure.

7. Modify Staffing Plan

In the absence of a physical facility in a Virtual TMC scenario, there is still room to consider the implementation of 

additional or “hybridized” staffing models (i.e., combining features of more than one approach). Staffing will largely 

depend on the agency’s needs and the scope of operations.

Currently, these are the most common staffing approaches for Virtual TMCs: 

•	 Staffed and operated by the managing entity—no dedicated TMC staff, rather the entity staff also perform

TMC functions.

•	 Staffed and operated by the managing entity—dedicated staff for TMC functions but not working in a typical

physical TMC environment (i.e., staff working remotely).

•	 Managed by a single entity with the operational support of partner agencies.

The staffing plan should address each of these functions given the new Virtual TMC model, noting that several 

will have little or no modification to those that would be performed in a standard TMC model.
49

8. Develop Training Plan

Many traditional TMC training programs involve a classroom type setting. The training session is usually led by the 

system trainer and is accompanied by a PowerPoint presentation, specific manuals, and hands-on exercises.

Training sessions may take anywhere between 2 and 4 hours each and have 8-10 personnel in attendance. Usually 

a training session may be separated into different training sessions; operator and system administrators. System 

administrators participate in the operators training, as well as receiving a more detailed system training.

For Virtual TMCs, this training model needs to have some specific modifications. As described above, training 

sessions are tailored to the specific users (operators, maintenance, administrators). There are no clearly defined 

“roles and responsibilities” for a Virtual TMC operator. This TMC operator needs to be able to be an operator, an 

administrator, and a maintenance user. The training model for a Virtual TMC must be able to satisfy the flexible 

roles and responsibilities.

A training modification is for the combining roles and responsibilities into a single operator, or at least most of the 

common TMC functions. Many TMCs have multiple operators, who have specific regions or responsibilities (i.e. 

contact maintenance, coordinate with roadway work crews, etc.). With the Virtual TMCs, these responsibilities are 

now within a single operator. This operator needs to be able to handle any of the various operations. Therefore the 

training session has to detail all the responsibilities, no matter the designation (operator or administrator).

Another distinctive modification is the classroom setting. In a physical TMC, there are multiple, dedicated 

workstations, as well as a training room. This may not be the situation for the Virtual TMC. Classroom training 

could now be performed as a one-to-one training or as part of a teleconference (WebEx, join me, GoToMeeting, etc.) 

with multiple users. One-to-one training may not be cost or time effective, as the trainer must now perform the same 

training numerous times, rather than a single classroom session. A teleconference may be a more effective training 

tool for the Virtual TMC operators.

A useful training tool is the use of scenarios. Real-life examples allow the trainees, whether they are operators or 

administrators, to perform all actions needed for real-life scenario. Scenarios should include unplanned events with 

minor lane blockage, unplanned events with major lane blockage with injuries and fatalities, and responses to planned 

closures. Other scenarios should also include the more day-to-day activities, i.e. daily reports for events. Scenarios 

should also include the not so normal activities, i.e. the workstation has crashed or the internet connection has been 

lost. Training must include the actions that an operator needs to take to remain an active participant in the TMC 

operations.

Since an operator may be responsible for contacting other agencies, as well as making decisions in regards to notifying 

media personnel; training sessions and manuals must include the associated personnel. Again as part of the training 

sessions, information must be made available to allow the Virtual TMC operators to contact the necessary personnel. 

This list of personnel could be other agency contacts, maintenance contacts, and even IT personnel.

9. Perform Risk Assessment

In order to mitigate risks associated with establishing a Virtual TMC, it is important that each agency identifies, 

assesses, and evaluates risks associated with this model. With risk being defined as a “potential problem,” the key is 

to identify the possible issues beforehand and prevent the actual issue from occurring by implementing mitigation 

steps, tasks, or plans designed to prevent the problem from actually occurring.

For the risks identified in the Risk Identification and Register (Table 3-2), each risk should be given

two types of rankings:
50

1. Likelihood of Occurring, rated as:

L = Low Likelihood

M = Medium Likelihood

H = High Likelihood

E = Extreme Likelihood

NA = Not Assessed or Not Applicable

2. Impact if issue becomes a reality

L = Low Impact

M = Medium Impact

H = High Impact

E = Extreme Impact

NA = Not Assessed or Not Applicable

With a combined ranking of likelihood and risk together, Table 9 offers a potential grade for each risk, with a grade 

ranking of “A” requiring immediate attention, those with a “B” grade requiring secondary attention, and so forth.

Table 9. Risk Identification and Register

Rating for Likelihood and Seriousness of Each Risk

L Rated as low E Rated as extreme (used for seriousness 

only)

M Rated as medium NA Not assessed

H Rated as high

Grade: Combined effect of likelihood/impact

Impact

Low Medium High Extreme

Likelihood

Low E D C A

Medium D C B A

High C B A A

Recommended Actions for Grades of Risk

Grade Risk Actions

A Actions to reduce the likelihood and seriousness to be identified and implemented as soon as the project commences.

B Actions to reduce the likelihood and seriousness to be identified and appropriate actions implemented during project 

execution.

C Actions to reduce the likelihood and seriousness to be identified and costs developed for possible action if funds 

permit.

D To be noted – no action is needed unless grading increases over time.

E To be noted – no action is needed unless grading increases over time.

Project Identification

Project: Virtual TMC

Client: DOT XXXX

Project Manager: John Doe, Project Manager

Project Scope: Phase 1 Scope

Version/Date: Version 1

Table 10 is a sample Virtual TMC risk table with some commonly anticipated risks that could be faced by an agency 

attempting to implement a Virtual or hybrid TMC solution. 
51

Table 10. Risk Identification Matrix

Project

Task Description of Risk Likelihood Impact Grade Change Actions/Mitigation Resp pARTY. STATUS

All Agency partners do not have common operational concept High High A Establish common multi-agency concept of operations

All

Agency security policies do not allow for virtual tmc concepts to be deployed, e.G. Firewalls for multiagency, multi tmc connections cannot be configured to enable vtmc operations

Medium High B

Review all agency security policies, review with it staff and obtain modifications or waivers as necessary.

All Center-to-field communication systems are not conducive for vtmc operations High Low C

Review details of c2f communication architecture. Establish local communication node or server system. Reconfigure c2f network as necessary.

All Center-to-center communication system is not conducive for vtmc operations High Medium B Design common c2c communication gateway, portal or hub using agreed standard data exchange mechanism

All Operators are not trained for vtmc operational model High Medium B

Establish a training program for virtual tmc operations. Implement training based upon agreed schedule

All

Existing software management and tmc management tools are not designed for vtmc operations.

High High A

Execute systems engineering process to design or upgrade existing system tools to perform vtmc operational functions.

All Regional its architecture does not support vtmc model High Low C Begin process to update regional its architecture accordingly.

All Complete DOT IT Security Breach compromises the VTMC Network Low Extreme A

Perform full security assessment and implement security measures and components to prevent such a complete breach.
52

10. Develop Operations & Maintenance (O&M) Plan

An O&M plan for Virtual TMCs should be developed. This plan may be an enhancement to the existing TMC O&M

Plan. It should include:

•	 A list of the hardware and software items that will be maintained

•	 How will these various systems be maintained

•	 Who will be responsible for the maintenance activities

•	 Descriptions of the routine maintenance

•	 Descriptions of preventive maintenance tasks

•	 Description of non-critical O&E activities

•	 How will emergency repairs be handled

•	 What spare parts will be kept and how will these stock piles be used and access

•	 A discussion of required service level agreements.

3.2. The Planning Process

3.2.1. Objectives

The planning process applies to agencies wanting to deploy a new center or agencies wanting to add new virtual 

functionality or virtual capabilities to their current operations. Its objective is to describe the process for developing, 

implementing and deploying a Virtual TMC or a TMC with virtual capabilities. Through this process agencies will 

need to:

1. Establish goals; 

2. Address existing and potential issues and challenges;

3. Consider operational and technological capabilities; 

4. Explore opportunities for improvement; and

5. Create Memoranda of Understanding (MOU) in the case of multi-jurisdictional operations or the partner 

agency support model.

3.2.2. Operational Considerations

When considering a new virtual deployment or the implementation of new virtual features, it is crucial to evaluate 

the agency’s TMC requirements and needs, funding, communication infrastructure, and security protocols as well as 

the functions envisioned for the center. Operational considerations include, but are not limited to:

•	 Stakeholder Identification

•	 Coordination

•	 Staffing

3.2.2.1. Stakeholder Identification

Stakeholder identification will largely depend on a series of factors unique to the context of the Virtual TMC scope, 

including:

•	 The jurisdiction’s road networks;
53

•	 The operating environment;

•	 The organizational structure; and

•	 The functions to be performed.

A thorough understanding of the future system or the system at hand will facilitate the identification of a wide variety 

of key players. Many stakeholder groups are easily identifiable in the early stages of system planning, while others are 

identified later in the process as the scope becomes more detailed. 

The USDOT’s 2005 report Developing and Using a Concept of Operations in Transportation Management aggregates 

survey results from transportation professionals and identifies several different classes of stakeholders. The most 

frequent categories of stakeholders cited were:

•	 Departments of Transportation (DOTs)

•	 Local government (city, county, etc.)

•	 Authorities (bridge, port, etc.)

•	 Local law enforcement

•	 Emergency response (EMS, fire rescue, etc.)

•	 Transit operators, State agencies and authorities

•	 Contractors working on the system

•	 The public

It is often effective to classify stakeholders into internal and external groups. Internal stakeholders are those 

individuals, groups and organizations that are considered within the scope of the system, and external stakeholders 

are those individuals, groups, and organizations that are outside the defined scope of the system but interact with the 

system. Identification of external stakeholders will become possible as the system definition continues. 

Below in Table 11 are some general attributes of each class, identified in USDOT’s 2005 Report on Developing and 

Using a Concept of Operations in Transportation Management:

Table 11. Attributes of Internal and External Stakeholders

Internal Stakeholders External Stakeholders

•	 Within the primary organization(s) that is developing or operates

the system

•	 Play a significant role in system function

•	 Are significantly affected by changes in system design and

function

•	 Interact with the system but are outside the scope of the

system

•	 Play a secondary role in system function or are only affected by

system function

Examples:

•	 System engineers and architects

•	 Operators

•	 System users

•	 Maintainers

•	 Public Agencies (partners)

Examples:

•	 Private entities

•	 Media

•	 Legal advisors

•	 Technical advisors

•	 Financial institutions

Stakeholders may be identified and should be included in all stages of the planning and the development processes.

Although the operational, organizational, and technological context of each Virtual TMC implementation will require 

a unique set of stakeholders, in general all projects will share the same categories of stakeholder groups. The ANSI
54

Concept of Operations standard identifies the following high-level categories of system implementation stakeholders:

•	 Users — This is a very broad category; it includes any individual, organization, or system that interacts with

the system.

•	 Operators — Staff members or partner agencies who actively manage the system from its core.

•	 Maintainers — Staff within the organization or contracted staff that deal with system upkeep, including

software, hardware, sources for collecting information (i.e. ESS, CCTV, etc.), and data storage.

•	 System Engineers and Architects — Those internal and/or contracted staff members who design the system

from the Concept of Operations stage throughout the system lifecycle.

•	 System Implementers — Those in charge of building the system or implementing new functionality to an

existing system. This can include software coding, implementation of data collection sources, and integration 

among various sub systems.

•	 Customers and Buyers — Any group that is purchasing some aspect of the system from organizations or

contractors outside the scope of the system

•	 Testers — Entails all staff members that test all aspects of the system, from the component level of software

development to the completed, working system for user acceptance.

•	 Customer and Developer Organization Management — Managerial-level members of the organizations

(commercial or non-commercial) involved in the development or operation of the system in question.

As illustrated above, there is a wide range of entities that can and should be considered as stakeholders. It is important 

to take the necessary time to identify the right mix of stakeholders and to involve them early on in the Virtual TMC 

planning process. Early participation can build goodwill and trust among the stakeholders by making them feel that 

they are an important part of the development process.

3.2.2.2. Coordination

As discussed in USDOT’s comprehensive 2005 report Developing and Using a Concept of Operations in 

Transportation Management, active participation among stakeholders is essential for the planning and deployment 

of a transportation management system. Due to the multi-jurisdictional and multi-system features often inherent to 

TMC virtualization, the coordination effort to involve the various stakeholders becomes particularly important to 

ensure their involvement.

One of the main causes cited for stakeholder non-participation or even hostility is when stakeholders do not feel like 

their mission or goals are being met. This is not to say that all parties necessarily have to agree on every aspect of the 

system, but stakeholders must not be made to feel that their major goals as an organization are being compromised 

by agreeing to some aspect of the system. Clearly, goal-alignment becomes increasingly difficult as the number 

and variety of stakeholders increases, but stakeholder consensus is necessary in order for the final system to gain 

acceptance and be used as designed. 

3.2.2.3. Staffing

In the absence of a physical facility in a Virtual TMC scenario, there is still room to consider the use of additional or 

“hybridized” staffing models (i.e. combining features of more than one approach). Staffing will largely depend on the 

agency’s needs and the scope of operations.

Currently, the most common staffing approaches for Virtual TMCs include: 
55

•	 Staffed and operated by the managing entity—no dedicated TMC staff, rather entity staff also performs TMC

functions.

•	 Staffed and operated by the managing entity—dedicated staff for TMC functions but not located in a typical

physical TMC environment (e.g. staff working remotely)

•	 Managed by a single entity with the operational support of partner agencies.

Traditionally, the four models presented in this section apply to TMCs with physical facilities. However, these 

approaches can provide a useful framework for evaluating staffing options. Each model offers a range of ownership 

options, operational requirements, performance, and cost, and have been used in various settings nationally. 

Model 1: Private Sector - Concession Operations 

In this option, systems are contracted and privately owned, remaining in the contractor’s ownership after the contract 

period. Operations are also contracted out, usually as part of the same system provision contract. The Contractor 

is responsible for the systems, staff, and for maintaining services through Service Level Contracts and performance 

monitoring. 

Deployment Example: The Utah Department of Transportation 511 system is fully outsourced.

This model is viable in a traditional TMC approach, and it may not be applicable to a Virtual TMC scenario since the 

latter does not require typical TMC operations.

Model 2: Joint Private-Public Partnerships / Application Service Provider (ASP)

This option is similar to the Concession Operations, where systems are contracted, privately owned, and remain in 

the contractor’s ownership after the contract period. The main difference is that the system is operated by in-house 

operations staff (public employees).

Deployment Examples: Washington State, New England states of Rhode Island, Vermont, and New Hampshire, 

Kansas, the Dakotas, Nevada and Montana.

This model is viable in a Virtual TMC scenario, since it uses in-house staff to operate the system. The system will need 

to meet the agency’s security protocols. 

Model 3: Private Sector - Contracted Operations 

In this option, operations are contracted out to a Private Sector service provider. The Contractor is responsible for 

staff and for maintaining services through Service Level Contracts and performance monitoring. 

Deployment Example: The Virginia Department of Transportation (VDOT) used contracted operations for its 

Regional TMCs. 

This model is viable in a traditional TMC facility, but it may not be applicable to a Virtual TMC scenario. 

Model 4: Public Operations

In this option, the system is publicly owned, and it may exist or it may be created as part of a separate contract. The 

system is operated by in-house operations staff in the TMC. 

Deployment Example: Arizona’s 511 system. 

This model is viable in a Virtual TMC scenario, since it uses in-house staff to operate the system. Depending on the 

scope of work, it may not require full time staff. 
56

Table 12 summarizes the high-level ownership and cost distinctions among the four deployment models:

Table 12. Staffing Models

Model System Ownership System 

Operation Cost Focus In Virtual TMCModel

1. Private Sector Concession Operations Private Contractor to the Agency Private Operating No

2. Joint Private-Public Partnership Private Contractor to the Agency Public Operating Yes

3. Contracted Operations Public (Agency) Private Operating and/or Capital No

4. Public Operations Public (Agency) Public Capital Yes

3.2.3. Organizational Considerations

3.2.3.1. Typical Virtual TMC Organizational Needs 

This section discusses the common business processes and services typically supported by Virtual TMCs; roles, 

responsibilities, and capabilities; inter-agency collaboration; and programmatic integration.

As presented by USDOT in a 2004 presentation titled “A National Campaign for Improving Regional Transportation 

Operations,” the following are key organizations related to planning may be applied to a Virtual TMC and must be 

considered in developing the Concept of Operations.

Figure 23. Graph. Key Organizations in Planning a TMC or Virtual TMC.

22

Figure 23 above illustrates how a Virtual TMC relates to and provides a platform for a variety of other services. A

Virtual TMC is highly likely to have links and synergies with other policies and services. Areas with particularly 

strong synergies include:

•	 Safety and security: video cameras play a key role within a TMC operation, which can be combined with 

improvements in safety and security management. A Virtual TMC deployment is especially well suited to 

supporting safety- and security-related video distribution owing to its distributed system architecture.

•	 Incident management: A Virtual TMC can be used to mitigate the impacts of incidents, reducing the effects 

of traffic collisions upon the overall transportation network flows and conditions.

22 USDOT, “A National Campaign for Improving Regional Transportation Operations,” Presentation given at a special session of the National Association Working Group 

(NAWG), February 2004
57

• Public transportation operations: A Virtual TMC can be used to improve the movement of buses and other 

public transportation services that use the transportation network (e.g., by facilitating transit signal priority 

operations along bus routes).

3.2.3.2. Operational Coordination 

This section addresses operational aspects that need to be implemented to achieve a more consistent, timely, and 

efficient incident response and management of large-scale events, including coordination with other agencies that 

affect TMC activities.

As presented by USDOT in a 2004 presentation titled A National Campaign for Improving Regional Transportation 

Operations, Figure 24 illustrates the key TMC functions that are relevant to planning a Virtual TMC.

Subjects that need to be addressed include:

1. Creating and reviewing operational policies and practices; 

2. Addressing issues of common concern among the partner agencies; 

3. Facilitating training, drills, and exercises; 

4. Reviewing infrastructure (where applicable), maintenance, and other operational resource requirements; 

slated 

5. Performing debriefings following major incidents; and 

6. Proactively planning for major events and emergency scenarios. 

It is important to promote peer-to-peer information exchange, open participation, and relationship building among 

the stakeholders. 

Implementing effective regional transportation management and operations in a collaborative manner is a critical 

component of a Virtual TMC deployment to ensure that it supports and continues to support the various entities and 

services to which it’s connected and performs the functions required of it.

Figure 24. Graph. Key TMC Functions in Planning a Virtual TMC23

23 USDOT, “A National Campaign for Improving Regional Transportation Operations,” Presentation given at a special session of the National Association Working Group 

(NAWG), February 2004.
58

One approach to facilitating such coordination is described in USDOT’s 2011 Practitioner’s Guide to Regional 

Concept for Transportation Operations. In this report, the USDOT highlights successful cases of regions using a 

Regional Concept of Transportation Operations (RCTO), a management tool used by planners and practitioners 

to define a strategic direction for improving regional transportation management and operations in a collaborative 

manner. The authors observed that successful implementations of RCTOs shared these common features:

•	 Strong and persistent leadership to guide the effort and maintain momentum for developing and

implementing an RCTO.

•	 An iterative process for bringing participants into the RCTO process as the RCTO objectives are formulated

and agreed to by all participating agencies.

•	 Leveraging and building upon existing relationships to gain support for an RCTO.

•	 Focusing on current or anticipated needs.

It was found that the RCTO process can be an effective mechanism for incorporating operations considerations into 

the planning process so that funds needed to implement operations strategies can be integrated into regional capital 

investment plans.

Figure 25 illustrates how an RCTO could be developed in three distinct phases. As shown, the motivation element is 

not created during the development of an RCTO. It is an issue observed by the partners that prompts the initiation 

of an RCTO and is then recorded. The first phase is largely driven by values and needs, and it consists of forming the 

operations objective, which establishes the desired outcome.

The second phase identifies possible approaches to achieving the operations objective and culminates in the selection 

of a particular course of action. The third phase translates the approach into more specific, tangible elements that 

guide joint or coordinated actions including system design, resource allocation, and interagency and multijurisdictional agreements.

Figure 25. Graph. RTCO Development Phases24

The Practitioner Guide cited the example of the city of Tucson’s use of an RCTO to improve its operational policies 

and practices related to arterial management operations, traveler information, and work zone management—all key

focus areas of TMCs and Virtual TMCs. For each focus area, the RCTO team established operational objectives 

and agreed upon associated performance measures. Table 13 illustrates how the RCTO established the traveler 

information focus area.

24 USDOT’s 2011 Practitioner’s Guide to Regional Concept for Transportation, p. 2.
59

Table 13. Example of RTCO Focus Areas, Objectives and Measures25

RCTO Focus Area Operations Objectives Performance Measure

Traveler information

Motivation: The stakeholders

saw the need to coordinate

traveler information systems

in the region, reduce

duplicative efforts, and make

better use of the existing

systems in disseminating

information.

•	 Reduce traveler delay by improving the quality,

quantity, accessibility, and use of multi-modal

traveler information services in the region.

•	 Improve the data management and storage of

traveler information.

•	 Educate roadway users to improve driver habits.

•	 Provide current and accurate information to Tucson

metropolitan area traveler information services (work

zones, incidents, other closures).

•	 Number of calls placed to 511 telephone

system from the Tucson metropolitan area

and number of website hits for Tucsonspecific travel information.

•	 Number of events (incidents and planned

events) that are entered into HCRS per

year for the Tucson metropolitan area.

•	 Number of media outlets using traveler

information to distribute to the public

Another example specific to the incident management responsibilities of a TMC is the case of the Hampton Roads 

RCTO, which coordinated incident response operations among:

•	 Virginia State Police,

•	 Local fire and rescue,

•	 Local traffic engineers and public works staff,

•	 Local law enforcement,

•	 Environmental and hazardous materials (hazmat) staff,

•	 Local emergency medical services, and

•	 Members of the towing and recovery community.

In the 21⁄2 years following the development of the RCTO, Hampton Roads RCTO participants from local and State 

DOTs, local and State public safety agencies, and the Hampton Roads Transportation Planning Organization continue 

to meet on a quarterly basis as the Hampton Roads RCTO subcommittee. Despite fluctuations in participation 

level and staff changes, the group continues to make progress on the actions identified in the RCTO. As of early 

2011, a memorandum of understanding (MOU) was being developed to formalize the commitment of the agencies 

participating in the RCTO to collaboratively advance traffic incident management in the region.

Table 14 depicts an example approach for meeting the consensus incident management operations objectives.

Table 14. Sample Approaches for Meeting Operations Objectives26

Operations Objective Approach

Increase Responder Safety •	 Start a regional public awareness campaign concerning the

“Slow Down, Move Over” law and the “Move It” law.

•	 Encourage optimal lighting and traffic control equipment for

secondary responder vehicles.

Decrease incident clearance times •	 Implement the use of intermediate reference location signs.

•	 Pursue the use of incentive based towing contracts or other

innovative towing initiatives

Decrease secondary incident occurrences •	 Provide Virginia Port Authority (VPA) and other regional entities

information regarding major incidents in Hampton Roads.

•	 Enhance the dissemination of incident-specific information to

the motoring public.

25 USDOT’s 2011 Practitioner’s Guide to Regional Concept for Transportation, p. 12.

26 USDOT’s 2011 Practitioner’s Guide to Regional Concept for Transportation, p. 21
60

Operations Objective Approach

Improve inter-agency communication during incidents •	 Improve external and internal communication related to traffic

incident management.

•	 Explore the possibility of multiple agencies being co-located at

the Hampton Roads Traffic Management Center (HRTMC).

Identify existing regional incident management resources and

establish plan for inter-agency utilization and acquisition

•	 Conduct cross-agency training

•	 Provide more total station equipment to be utilized in

investigations

Establish a regional incident management pro-active and postincident review consortium•	 Hold meetings of the post-incident review consortium following

any problematic incidents

Establishing an inter-agency coordination and planning process similar to the RCTO examples described above is 

good way to ensure that operational policies and practices are continually reviewed and improved, common concerns 

among partner agencies are addressed quickly and openly, and infrastructure, maintenance, personnel, and other 

operational requirements are regularly assessed.

3.2.3.3. Reporting Relationships 

In an operational setting, communications occur for a number of purposes and at varying frequencies. It is important 

to establish well-defined project responsibilities, comprehensive system oversight, and clear communications and 

reporting structures as well as to explain the basis for work day and off-hour communications and identify where 

additional resources are needed, including:

•	 Management responsibilities and staff reporting;

•	 Meeting schedules and communications issues;

•	 Quality assurance;

•	 Problem resolution;

•	 Documentation and record keeping requirements;

•	 Routine reporting requirements;

•	 Implementation of timelines and procedures; and

•	 External communications with other agencies and the public.

3.2.3.4. Finding the Right Organizational Fit 

Every Virtual TMC deployment will have its own unique functions and responsibilities. However, most will share 

some common elements. FHWA’s 2004 Report on TMC Operator Requirements and Position Descriptions found that 

the most commonly referenced groups of functions applicable to Virtual TMC implementations include:

1. Traffic monitoring

2. Control of ITS devices

3. Maintenance, repair, and troubleshooting

4. Disseminate information

5. Personnel management (if appropriate)

6. Data analysis

7. Interface with media and public

8. Plan, recommend, and implement system, and procedural upgrades

9. Coordination with incident response agencies
61

10. Coordination with other local and regional transportation agencies

The following tables are adapted from FHWA’s 2004 report on TMC Operator Requirements and Position Descriptions 

and are applicable to the skills and knowledge required of a Virtual TMC operator. However, due to the distributed 

nature of the Virtual TMC functional architecture, it is more likely that a particular resource will need to have greater 

knowledge and be required to do more tasks than his centralized TMC counterpart. For this reason, it is expected that 

the Virtual TMC operator will more often be in the Full Performance or Advanced categories rather than Entry Level.

Human Resources: Generic Activity Group 1

Monitors, classifies, assesses, and archives data and other inputs regarding traffic accidents, road surfaces, traffic 

density, weather, traffic signal operation/malfunctions, construction projects, major disasters, and special events to 

maintain constant awareness of traffic system operation.

Entry Level Full Performance Advanced

Knowledge •	 TMC metro area road

system.

•	 Use of Common language/

terms used to describe

traffic conditions.

•	 Road locations that are

critical to traffic safety and/

or traffic flow.

•	 TMOT’s manual, including

policies and procedures.

•	 Traffic system terminology.

•	 Principles of technical traffic

engineering (e.g. queuing,

capacity).

•	 Traffic signal timing selection

plans.

•	 HAZMAT policies,

procedures and codes.

•	 Overheight vehicle control

regulations and response

plans.

•	 Rail crossing traffic signal

controls and response plans

Skills / Abilities •	 Skill in visualizing map

locations (i.e., map reading

skill).

•	 Skill in reading and listening

to detailed or technical

information.

•	 Ability to communicate orally

and in writing to provide

information clearly and

succinctly.

•	 Ability to learn a body

of material consisting

of regulations, and /or

procedures.

•	 Demonstrated success in

dealing with pressure

•	 Ability to analyze multiple

source data from equipment

and people under time

pressure.

•	 Ability to communicate

effectively with transportation

system audiences (e.g.,

police, highway helpers,

public).

•	 Ability to interpret

conflicting or ambiguous

traffic incident/congestion

information.

•	 Ability to make a disciplined

and timely assessment of

information on potential

for major disasters and

emergencies.

Human Resources: Generic Activity Group 2

Selects, activates, and operates a variety of existing equipment and information systems, including computers, traffic 

signal timing plans, closed circuit cameras, dynamic message signs, two-way radios, ramp meters, traffic density 

detectors using various software. These systems are used to collect road and traffic information and transmit accurate 

and timely images, messages, or data on traffic conditions and incidents under the purview of the TMC, and are 

located at a workstation in a TMC. Notifies information systems support professionals about equipment or software 

performance problems and issues work orders.
62

Entry Level Full Performance Advanced

Knowledge •	 Computer equipment/

software with Microsoft

Windows or equivalent

systems.

•	 Software programs/

equipment capabilities and

limitations used in TMC

operated systems. 

•	 Techniques to respond

to and correct minor

equipment/software

performance problems.

Skills / Abilities •	 Demonstrated general

automation skill by use of

moderately complex software

used in spreadsheets, word

processing, databases, or

Internet applications.

•	 Demonstrated ability to

operate and integrate audio,

video, or other moderately

complex electronic

equipment.

•	 Skill in operating software

and equipment used by a

TMC.

•	 Ability to clearly

communicate with ITS staff

regarding how the equipment

and software is performing.

• Ability to independently

troubleshoot and correct

minor performance problems

with equipment and

software.

•	 Ability to train/mentor other

operators about equipment

and software capabilities.

•	 Ability to recommend

improvements to traffic

information systems and

network operations

Human Resources: Generic Activity Group 3

Evaluates data on the severity of traffic conditions and other factors affecting the traveling public and selects the 

appropriate response plan in order to ensure the best possible flow of traffic using TMC policies, procedures, and 

precedents. Takes the necessary steps to implement the response plan and ensures that the conditions and responses 

are recorded into the data system of the TMC. Track and evaluate performance measurement data for use in 

modifying operations or recommending traffic systems operational changes.

Entry Level Full Performance Advanced

Knowledge •	 English usage and grammar,

demonstrated by successful

completion of relevant high

school courses.

•	 In specific TMCs,

conversational Spanish - -

test or structured interview.

•	 Mathematical concepts,

demonstrated by successful

completion of related high

school courses in geometry,

algebra or trigonometry.

•	 Principles of technical traffic

engineering (e.g., queuing,

capacity, etc.).

•	 TMC operations manual

including policies, precedent

and procedures.

•	 Intelligent transportation

measuring systems (e.g.,

heuristic).

•	 HAZMAT policies,

procedures, and codes.

•	 Area emergency evacuation

policies and procedures

.
63

Entry Level Full Performance Advanced

Skills / Abilities •	 Ability to solve problems

(e.g., demonstrated good

judgment about career and

life situations).

•	 Demonstrated success

in dealing with stressful

situations.

•	 Apply quantitative skills such

as percentages, numerical

ratios, and speed and

distance formulas

•	 Ability to diagnose and

assess the severity of traffic

incidents.

•	 Ability to develop and

implement effective and

disciplined response plans

within established policies

under time pressures.

•	 Skill in timely and effectively

addressing customer service

needs.

•	 Ability to recognize when to

override/modify automated

system generated plan.

•	 Ability to make timely and

independent decisions to

respond in unprecedented

situations or major disasters

(e.g., plane landing on

highway, atypical HAZMAT

spills).

•	 Ability to independently

develop traffic management

plans for special events and/

or other areas of potentially

chronic congestion.

•	 Ability to independently

evaluate meter queues

and adjust timing of ramp

meters.

•	 Ability to recommend

systems operational

changes.

Human Resources: Generic Activity Group 4

Coordinates with or dispatches other traffic management personnel and organizations such as police, fire and rescue 

squads, emergency assistance personnel, transit services, highway patrol, or traffic signal repair crews to resolve 

traffic system problems or repair parts of the transportation management system. Participates in transportation 

planning activities as required.

Entry Level Full Performance Advanced

Knowledge •	 English grammar and usage,

demonstrated by successful

completion of relevant high

school courses..

• Traffic management

terminology

•	 Traffic management systems

for arterial roads

Skills / Abilities •	 Ability to speak / write in

an understandable manner

using detailed information or

technical terms.

•	 Ability to listen and

understand detailed and

technical information.

•	 Skill to communicate

technical information clearly

and succinctly to peers.

•	 Ability to listen and

understand detailed and

technical information and

apply solutions that are

within established guidelines.

•	 Ability to independently

resolve issues from the

competing or conflicting

needs or concerns of other

traffic management entities.

•	 Ability to represent the TMC

at meetings to develop

special events plans.

Human Resources: Generic Activity Group 5

Disseminate information to the public through message signs, advisory radio, web sites, and other media to improve 

the flow of traffic.
64

Entry Level Full Performance Advanced

Knowledge • English grammar and usage.

•	 Conversational Spanish

(optional to specific position

where metropolitan area

has large Spanish-speaking

population)

• Traffic system terminology

•	 Web site management

•	 Not applicable

Skills / Abilities •	 Ability to speak and write

succinctly.

•	 Ability to clearly

communicate technical

information in layman’s

terms.

•	 Skill in displaying courtesy

and sensitivity to the

motorist and public needs.

•	 Not applicable.

3.2.3.5. Inter-Departmental and Inter-Agency Agreements 

In a Virtual TMC it is critical to establish processes for agreements, formalize partnership with other departments 

and agencies and develop institutional arrangements and agreements.

Table 15 summarizes the key agreement content with content providers and other system partners: 

Table 15. Inter-Agency Agreements

Entity Agreement Content

Content Providers Data Sharing Requirements

Data Exchange Standards

Data Quality Agreements

System Interface Requirements

Troubleshooting/Maintenance

Cost Sharing

Adjacent Agencies/States Agreement and standards to facilitate mutual data transfer

Cost sharing agreement

Standards for future integration

Marketing Partners Providers Marketing/co-branding agreements

Cost sharing agreements

Data sharing agreements will play a critical role in Virtual TMC implementations owing to the significant amount 

of data exchange in terms of both inputs and outputs that is involved with a virtual setup. Strong data sharing 

agreements should be drawn up between all parties during the implementation stage in order to ensure that there are 

no contractual breaches throughout the lifespan of the Virtual TMC. If data feeds are to be supplied by a private sector 

partner (e.g., Inrix traffic data), consideration needs to be given to how these data are paid for and also what level of 

return could be achieved through such investments.

3.2.4. Business Models for a Virtual TMC

3.2.4.1. Key Factors to Consider

In order to develop a Virtual TMC business plan, it is necessary first to consider how the Virtual TMC is organized 

and the functions it serves for the region. Such aspects define the TMC’s business model. 

In its 2005 TMC Business Planning and Plans Handbook27 the FHWA identified several different types of 

27 FHWA, Transportation Management Center Business Planning and Plans Handbook (Washington DC: 2005). Available at: http://tmcpfs.ops.fhwa.dot.gov/

cfprojects/uploaded_files/TMC_BPG_Final.pdf
65

organizational and functional options for a TMC that factor into the business model. These options are applicable to 

virtualized TMC functionality as well. The key factors to consider when developing a business model for a Virtual 

TMC include:

•	 Functions or services provided;

•	 Geographic area covered;

•	 Number and types of agencies involved; and

•	 Operating mechanism.

The typical options for these factors are summarized in Table 16 and are discussed in greater detail in the following 

sub sections.

Table 16. Organizational and Functional Options for a VTMC

Geographic Area Number and Type of Agencies Operating Mechanism

•	 Single jurisdiction

•	 Multiple jurisdictions

•	 Regional/district

•	 Statewide

•	 Single agency

•	 Multiple agencies

•	 Multiple agencies and disciplines

•	 Public sector operated (single agency)

•	 Public sector operated (consortium)

•	 Separate public sector operating entity

•	 Public-private partnership

•	 Contracted operation

Local and regional conditions, institutional arrangements, system capabilities, and needs will necessarily impact 

the design of any Virtual TMC implementation. However, the factors listed above will help establish at a high level 

the basic organizational, functional, and institutional relationships that comprise various options for structuring a 

Virtual TMC.

While virtualization of operations can benefit a number of the TMC business models summarized above, it is most 

beneficial when one or more of the following criteria apply:

1. Coordination and decision making in a group setting is rare;

2. System users do not have common needs for more developed functional shared facilities (e.g., emergency 

operations room, media room, etc.);

3. User groups require common information, but do not use this information directly for coordinating realtime decisions that are core of their operations. The information is instead more complementary in nature; 

4. Visual or verbal access among user groups is of little or no value to the work being performed;

5. Due to the nature of the TMC (e.g., rural coverage area) there is no extended benefit for improved 

coordination and communications with other user groups;

6. There is no need to cross-train or back-fill positions, even in a temporary or casual capacity; or

7. Computer or communications equipment for different user group systems is sufficiently different, or carries 

enough security risks, that it cannot readily be integrated into one room or be maintained, repaired, or 

configured by common staff.

3.2.5. Planning for a Virtual TMC vs. a Centralized TMC 

The implementation of a TMC, virtual or centralized, requires a broad set of criteria to be addressed during the 

planning stages. These criteria include the stakeholders’ long-term vision and goals; objectives; relationships, roles, 

and responsibilities; functional needs; performance targets; infrastructure; technology; costs; and future needs. 

Figure 26 depicts the process for developing a TMC Business Plan, which is applicable to both virtual and centralized 
66

environments.

Figure 26. Graph. Business Plan Steps and Process28

Table 17 further expands upon the key components that should be contained in the Virtual TMC Business Plan.

Table 17. Virtual TMC Business Plan Core Components

VTMC Business Plan 

Core Component

Recommended Content and Focus

Identify Stakeholders •	 Summarizes the key points of the Business Concept, Strategies, Partnerships, Organization and

Financial Plan

•	 Used as a tool to sell the Business Concept and Plan to high level agency managers, local and

regional elected officials, and TMC partners

Define Business 

Concept

•	 Functions and description of key functions or needed functions

•	 Strategic objectives, goals, future trends

•	 Services – within the TMC and how the TMC relates or supports other agency operations and

regional TMS, emergency management, safety, regional connectivity, information management, etc.

•	 Vision and TMC description (current state, future end state)

•	 Partnerships, including existing and desired or needed partners or alliances

•	 Risks and dependencies

Define Value Proposition •	 Define benefits and how they will be measured, how progress will be monitored and reported

•	 Who benefits – who stands to benefit from achieving strategic objectives

•	 The Value Proposition helps to market and ‘sell’ the Business Concept to target audience and

decision makers

28 FHWA, Transportation Management Center Business Planning and Plans Handbook, “Chapter 1. Introduction and Overview.” (Washington, DC: 2005). 

Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf
67

VTMC Business Plan 

Core Component

Recommended Content and Focus

Strategy Sets •	 Actions – What needs to happen (projects, implementations, changes or enhancements that need

to occur)

•	 Who is responsible (to lead, champion, produce, develop, implement or manage)

•	 Timeframes and priorities

•	 Dependencies

Financial Plan •	 Budget and timeframes

•	 Funding mechanisms

•	 Funding processes

•	 Procurement issues/requirements

Organization and 

Management 

•	 Who owns, who manages, who participates

•	 Personnel, staffing (numbers and types of staff, training and experience requirements, etc.)

•	 Organization structure, chain of command, resource requirements

•	 TMC relationships to external agencies, how it functions in the “bigger picture,” and what are the

critical agency relationships and partnerships

In addition, during the planning process, consideration should be given to current and future regional ITS programs 

and establish ITS processes to help define the Virtual TMC objectives. Figure 27 illustrates the relationship between 

ITS planning processes and the TMC business plan.

Figure 27. Graph. Relationship of the TMC Business Plan to other Plans and Processes29

It is important to align plans for a Virtual TMC deployment—including its funding—with the regional ITS

architecture. The regional ITS architecture, as depicted in Figure 28, focuses on specific, measurable, and and 

29 FHWA, Transportation Management Center Business Planning and Plans Handbook, “Figure 2-5. Relationship of ITS Planning Processes with the TMC 

Business Plan” (Washington, DC: 2005), p. 2-15. Available at: http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/TMC_BPG_Final.pdf
68

outcome-oriented objectives in the planning and operations of a Virtual TMC. 

Figure 28. Graph. Regional ITS Architecture to Suppport Planning and Operations30

Following the National ITS Architecture

With the passage of the Transportation Equity Act for the 21st Century (TEA-21), ITS projects funded through 

the Highway Trust Fund were required to conform to the National ITS Architecture and applicable standards. 

Conformance with the National ITS Architecture was interpreted to mean using the National ITS Architecture to 

develop a regional ITS architecture and requiring all subsequent ITS projects to adhere to that regional architecture 

as well. The National ITS Architecture is to be used as a resource in the development of the regional ITS architecture 

(as discussed above), and the subsequent regional ITS architecture is to be on a scale commensurate with the scope of 

ITS investment within the region. (Refer to http://www.ops.fhwa.dot.gov/publications/tptms/handbook/chapter_3.htm

for additional information.)

This legislation imposed the following requirements:

•	 All ITS projects funded by the Highway Trust Fund must be based on a systems engineering analysis on a

scale commensurate with the project scope.

•	 Compliance with the regional ITS architecture must be in accordance with United States Department of

Transportation (USDOT) oversight and Federal-aid procedures, similar to non-ITS projects.

•	 ITS projects funded by the Highway Trust Fund and the Mass Transit Account must conform to a regional

architecture.

30 FHWA, Applying a Regional ITS Architecture to Support Planning for Operations: A Primer. http://ops.fhwa.dot.gov/publications/fhwahop12001/index.htm
69

•	 Projects must use USDOT-adopted ITS Standards as appropriate.

•	 Regions currently implementing ITS projects must have a regional architecture in place in 4 years, while

regions not currently implementing ITS projects must develop a regional ITS architecture within 4 years from 

the date the first ITS project advances to the final design.

•	 Major ITS projects should move forward based on a project-level architecture that is coordinated with the

development of the regional ITS architecture.

•	 The concept of operations document should identify the roles and responsibilities of participating agencies

and stakeholders for the regional ITS architecture developed for the TMS.

Figure 29 depicts the various systems, sub-systems, and interconnects that comprise the National ITS Architecture.

Figure 29. Graph. National ITS Architecture Interconnect Diagram31

The National ITS Architecture considers Traffic Management a Service Package Group containing numerous Service 

Packages designed to reflect the current definition of ITS and the evolving implementations of ITS. Service packages 

are defined by sets of equipment packages required to work together (typically across different subsystems) to deliver 

a given transportation service and the major architecture flows between them and other important external systems. 

In other words, they identify the pieces of the National ITS Architecture required to implement a service. Service 

packages are not intended to be tied to specific technologies, but of course depend on the current technology and 

product market in order to actually be implemented. As transportation needs evolve, technology advances, and new 

devices are developed, service packages may change and new service packages may be defined.

Although the National Architecture does not distinguish between a virtual and traditional TMC, all the identified 

Service Packages within the Traffic Management Service Package Group may be applicable to a Virtual TMC. As 

identified in the Key Concepts of the National ITS Architecture report (available at the link: http://www.iteris.com/

itsarch/documents/ keyconcepts/keyconcepts.pdf), these include:

•	 Network Surveillance

•	 Probe Surveillance

31 FHWA, ITS Architecture Implementation Program, “Figure 23 – National ITS Architecture – Sausage Diagram”. http://ops.fhwa.dot.gov/its_arch_imp/its-integration-ohio/

section443.htm
70

•	 Traffic Signal Control

•	 Traffic Metering

•	 HOV Lane Management

•	 Traffic Information Dissemination

•	 Regional Traffic Management

•	 Traffic Incident Management System

•	 Traffic Decision Support and Demand Management

•	 Electronic Toll Collection

•	 Emissions Monitoring and Management

•	 Roadside Lighting System Control

•	 Standard Railroad Grade Crossing

•	 Advanced Railroad Grade Crossing

•	 Railroad Operations Coordination

•	 Parking Facility Management

•	 Regional Parking Management

•	 Reversible Lane Management

•	 Speed Warning and Enforcement

•	 Drawbridge Management

•	 Roadway Closure Management

•	 Variable Speed Limits

•	 Dynamic Lane Management and Shoulder Use

•	 Dynamic Roadway Warning

•	 VMT Road User Payment

•	 Mixed Use Warning Systems

The National ITS Architecture also identifies communication and information-based standards. Such standards 

are especially relevant to a Virtual TMC, as its distributed architecture places a heavy emphasis on efficient and 

reliable communication. Among the pertinent national ITS standards development activities in process are the suite 

of standards being developed under the National Transportation Communications for ITS Protocol (NTCIP) effort. 

There are also a number of other existing communication and information-based standards that are applicable to 

ITS projects. The following list some of the applicable ITS standards with respect to data elements, message sets, and 

communication protocols.

Data elements:

•	 Traffic Management Data Dictionary (TMDD) - reference the Institute of Transportation Engineers (www.ite.

org/TMDD).

•	 NTCIP standards for the communications with the various ITS devices such as traffic controllers, dynamic
71

message signs, environmental monitoring stations, CCTV cameras and switches, ramp controllers, etc. 

(reference www.ntcip.org) and refer to document NTCIP 9001 for a guide to these standards.

•	 Advanced Traveler Information System (ATIS) data dictionary (SAE J2354).

Message sets:

•	 Transit Communication Interface Profile (TCIP) (APTA).

•	 Message Sets for External Traffic Management Center Communications (MS/ETMCC - now part of the ITE

TMDD effort).

•	 Incident Management Message sets (IEEE-1512).

•	 Advanced Traveler Information System (ATIS) message sets (SAE J2354).

Communication protocols:

•	 National Transportation Communications for Intelligent Transportation Systems (ITS) Protocol (NTCIP).

These protocols identify center-to-center and center-to-field communications protocols for a variety of media 

(e.g., analog telephone, Ethernet).

In addition to the ITS-specific standards involving communications data, messages, and protocols, existing and 

emerging standards are available for many ITS devices and/or their interfaces (e.g., signal controllers, video cameras, 

dynamic message signs, etc.). These standards can be reviewed and considered for incorporation into the Virtual 

TMC Project based on the appropriate engineering analyses.

3.2.6. Relevant Factors to Virtual TMC Planning

Other factors to consider in planning a Virtual TMC include:

•	 Virtual private networks (VPN) – Are they required to support agency IT guidelines or security preferences?

•	 Center-to-Center (C2C) systems – Which connections with other agencies are required and how technically

will this be accomplished?

•	 CCTV and video feed sharing –Will video sharing be allowed and what technical solutions should be put in

place if it is?

•	 Upgrade of field devices to current standards – Should the field communication network be upgraded to be

more conducive to Virtual TMC Operations?

•	 Procurement of a common software application (e.g. ATMS system) to perform transportation management

functions – Should new software packages be procured that better enable Virtual TMC Operations?

•	 Adequate levels of IT support. Support needs are likely to be greater than in a typical TMC setting – What

kind or additional IT support may be required and how much?

•	 Well defined Memoranda of Understanding - Are any supplemental agreements between agencies needed

(when a multiagency Virtual TMC model is being considered)?

3.2.7. Establishing a Core Management Team

Ensuring Key Stakeholder Representation

The implementation of a Virtual TMC requires a focused team to manage the project all the way from inception 

through the launch. This core management team should be answerable to and reflect the needs of the project’s key 

stakeholders, including:
72

•	 Public/agency authorities: responsible for providing traffic management services and initiation of the project. 

These stakeholders are the driving force behind the Virtual TMC.

•	 Virtual TMC operator: responsible for providing the day-to-day Virtual TMC operations. Operators may be a 

public or private sector partner.

•	 Emergency services: key, highly-visible users of the Virtual TMC systems.

•	 Private sector: providing project support in various ways, from implementation (including ITS, materials, or 

personnel) or providing professional knowledge and expertise as a consultant.

•	 Technical advisors: responsible for providing expert technical advice and services as required.

•	 Legal advisors: responsible for providing legal advice, constructing contractual agreements, and continued 

legal support.

While the context of each Virtual TMC implementation is unique—each with different operational needs, institutional

structures, and political environments—in all cases, it is critical to identify these key stakeholders and to bring them

together around one table to ensure that the implemented project addresses the needs of the region.

Forming a Focused Core Project Team

It is important to ensure that the Virtual TMC project receives input from a variety of stakeholders, but the core 

project team itself should be small and focused in order to manage the project from inception through launch and to 

the full operation.

Since TMCs (and Virtual TMCs in particular) must rely on the integration of various technologies and data 

communication, it is important to establish an appropriate composition of partners in this core team with clear 

understanding of how each party will work within the management and administrative structure. This becomes 

especially important in public-private partnerships.

3.2.8. Implementing Data Storage and Archiving

Effective data management and data archiving for TMC and Virtual TMC operations is a critical component needed 

to improve coordinated operations and increase return on investment (ROI) for TMC projects. To maximize ROI for 

data storage and archiving it is recommended to initially approach data management through an agency and public 

benefit analysis as opposed to a typical functionality- and requirements-driven perspective. 

In 2013 the Permanent Citizens Advisory Committee (PCAC) to New York City’s Metropolitan Transportation 

Authority (MTA) provided several realized and projected benefits impacting internal and external stakeholders.32

In one example the PCAC stated that data analytics can help management make improvements across a series of 

stations. A software program that captures data from multiple departments, for example, could reflect the total 

rider experience at each station by displaying multiple metrics like ridership, service frequency, wait assessment, 

maintenance, capital improvements, injuries, and crime. If these data were then presented in a uniform way through 

a medium like data visualization, management could quickly identify stations that need attention as well as highlight 

stations that are excelling in a comprehensive way.

32 E. Shannon, Permanent Citizens Advisory Committee to the MTA, (2013). Retrieved from “The MTA in the Age of Big Data” website: www.pcac.org.
73

Figure 30 illustrates typical benefits of applied transportation data.

Figure 30. Graph. Typical Transportation Data Benefits33

The ability to collect and provide visual or analytical traffic data offers significant potential for improved services 

offered by traffic agencies. Once an agency has defined what data warehousing and analytical functions should be 

fulfilled by the system, the performance requirements and scalability for data storage and archiving can be evaluated 

more effectively.

The operational and functional requirements of a TMC data solution will dictate which agency data should be 

collected, and retention requirements for each data set. Typically storage requirements encompass diverse data types 

including:

•	 Congestion data (freeway and Arterial)

•	 Signal and Ramp Meter Status

•	 Vehicle Location Data

•	 Transit signal priority data

•	 Travel Time data

•	 DMS/CMS records

•	 Incident/Event Data

•	 Response plan data

•	 Environment data (ESS)

•	 CCTV Control Data

•	 CCTV Recordings

Many cloud hosting providers provide scalable storage for small and large data sets which are integrated with Business 

intelligence and visualization application platforms. This may be an attractive option for smaller agencies, multiagency collaborations, or where long term usage and data size is not fully known.

Agencies that require on premise data warehousing due to security or functional requirements should be careful 

to select scalable storage and database solutions which can accommodate unexpected data growth and constantly 

33 S. Kaufman, “Getting Started with Open Data,” Informally published manuscript, Rudin Center for Transportation Policy and Management (New York: New York 

University, 2012).
74

evolving performance requirements.

For a large scale urban TMC, data storage capacity needs are typically in the range of 1 GB per week. A de facto 

guideline for TMC data storage is 13 months, although with the highly decreased cost of data storage drives, many 

years of data (e.g. 5 years or more of archived data) are now typically kept online for many TMC facilities, virtual or 

otherwise. The recommended data storage size for Virtual TMCs is 10 Terabytes to hold a minimum of 5- years of 

data.

3.2.9. Determining a Financial Model

Before determining the appropriate Financial Model to fund a Virtual TMC, a Financial Plan must be developed 

during the planning process. According to the TMC Business Planning and Plans Handbook, the Financial Plan 

“needs to address the TMC-specific funding requirements, and tie these requirements back to the Business Concept, 

Value Proposition, improvements required to develop the capabilities required, and the strategies and services needed 

to manage, operate, and maintain a TMC.” 

The Financial Plan is also the place where potential funding sources—typically Federal, State, and local—need to

be identified. However, there may be opportunities to form Public-Private Partnerships (PPP) as well. Funding will 

largely depend on the Virtual TMC’s jurisdiction, scope of services, functions, and coverage area. Traditionally, 

government funding has been provided for capital expenditure of new or renovated TMC facilities. There are a 

number of general funding programs available as shown in Table 18

Table 18. Available Funding Sources34

SUMMARY OF FUNDING SOURCES

Funding Resources

Eligibility

Qualifying Conditions

Capital 

Expenditures

Operating 

Expenditures

National Highway System (NHS)   80/20 percent federal/local match with no

time limit on operations

Surface Transportation Program (STP)   80/20 percent federal/local match within the

initial project scope.

Interstate Maintenance (M)   90/10 percent federal/local match

Congestion Mitigation and Air Quality

Improvement Program (CMAQ)   80/20 percent federal/local match for 2 years

or longer if improvements are demonstrated.

SAFETEA/TEA-LU (TEA-21

Reauthorization)  

ITS Integration  

50% federal integration funds

20% local funds

30% other federal or non-federal funds

National Corridor Planning and

Development Program and Coordinated

Border Infrastructure Program

  80/20 percent federal/local match

State Funding   Criteria varies per program

Local Funding   Criteria varies per program

Moving Ahead for Progress in the 21st

Century – MAP 21 Criteria varies per grant

TIGER Grants

Safety, economic complexity, state of

good repair, livability and environmental

sustainability

DOT Grants Criteria varies per grant

34 FHWA, Transportation Management Center Business Planning and Plans Handbook, “Chapter 9. Financial Plan” (Washington, DC: 2005).
75

All of the programs listed above may become financial sources for the implementation and operation of Virtual 

TMCs. The programs are described in further detail below:

National Highway System (NHS) – Provides for capital and operating costs for traffic monitoring, management, and 

control facilities and programs. Funds provided on an 80/20 percent Federal/local match basis with no time limit for 

operations. 

Surface Transportation Program (STP) – Provides for capital and operating costs for traffic monitoring, 

management, and control facilities and programs. Funds provided on an 80/20 percent Federal/local match basis 

within the initial project scope.

Congestion Mitigation and Air Quality Improvement Program (CMAQ) – Provides funds for the establishment 

or operation of a traffic monitoring, management, and control facility or program in nonattainment areas. Explicitly 

includes, as an eligible condition for funding, programs or projects that improve traffic flow. Funds are provided 

for O&M on an 80/20 percent Federal/local match basis for 2 years, or longer if the project demonstrates air quality

improvement benefits on a continuing basis.

Interstate Maintenance – The Interstate Maintenance Program was created to provide funds to States to maintain 

previously completed sections of the Interstate System. Some states have used these funds for capital investments in 

Traffic Management Centers and operations that serve the Interstate System. Funds are provided on a 90/10 percent 

Federal/local match basis.

SAFETEA/TEALU (2004 Reauthorization Bill) – will also authorize several additional Federal funding mechanisms, 

which are available specifically to aid in the deployment and operation of ITS.

ITS Integration – This component of the ITS Deployment Program provides funding for activities necessary to 

integrate ITS infrastructure components that are either deployed (existing) or will be deployed with other sources of 

funds. This may include the integration of different ITS systems or subsystems (e.g., freeway management, arterial 

management, etc.) or the integration of ITS components across jurisdictions. Eligible activities include system 

design and integration, creation of data sharing/archiving capabilities, and deployment of components that support 

integration with systems outside of metropolitan areas. The ITS Integration Program can fund up to 50 percent of 

an integration project’s costs with a minimum of 20 percent of the local match to come from non-federally derived 

sources. The other 30 percent match could come from other Federal funds or nonfederal funds.

The National Corridor Planning and Development Program and Coordinated Border Infrastructure Program 

– was established under Sections 1118 and 1119 of the Transportation Equity Act for the 21st Century (TEA21). 

The Coordinated Border Infrastructure Program aims to improve border infrastructure and transportation 

telecommunications to facilitate the safe and efficient movement of people and goods at or across the U.S.-Canada 

and the U.S.-Mexico borders. The National Corridor Planning and Development Program provides DOT authority 

to allocate dollars to states and metropolitan planning organizations (MPOs) for coordinated planning, design and 

construction of highway corridors. Criteria under which the Border Program project funding applications will be 

reviewed include reduction in travel time through a major international facility, potential for improvements in border 

crossing vehicle safety and cargo security, and the applicability of innovative techniques and technology to other 

border crossing facilities. The Federal share for projects funded through these programs is 80 percent (sliding scale 

applies).

The following section provides an overview of the most common Financial Models available. 

Financial Models

Single Agency Funding – In this model one agency funds the entire implementation and operations costs. Under this 
76

model, the agency has full control and no interagency coordination is required. However, it makes the single agency 

responsible for obtaining all funding. 

Deployment Example: INFORM, Long Island New York

Funding Allocation Based On TMC Utilization – In this model costs are shared amongst various agencies including 

operating costs for facilities, computer system and telecommunications. Agencies co-located in the facility pay a 

utilization cost based on shared resources used. Depending on the agreement, some agencies may share the cost of 

pooled personnel (e.g. IT support, building security). This model is used in some large TMCs.

Deployment Example: Regional Traffic Management Centre, British Columbia

Funding Allocation Based on TMC Coverages – In this model, multiple agencies use one TMC, and cost is shared 

among the agencies based on the number of field devices in each jurisdiction that is sharing the TMC. 

Deployment Example: FAST, Las Vegas Nevada

Funding from User Fees or Dues – This model largely depends on the nature of the TMC functions, and the services 

provided to end users (e.g., general public, transportation agencies, private entities) as it will be supported by user fees. 

Deployment Example: TRANSCOM’s Traffic Operations Center, New York and New Jersey.

Public-Private Partnerships (P3s) – This models involves a contractual agreement between a public agency and the 

private sector in the delivery of projects that can be mutually beneficial. In this collaboration it is crucial to identify 

each partner’s responsibilities and budget sharing arrangements. This relationship is illustrated in Figure 31:

Figure 31. Graph. Public-Private-Partnerships Options35

3.3. Security 

The Virtual TMC (VTMC) model mandates a highly networked environment. This design may translate to a 

substantial increase in system exposure and potential risk when compared with a traditional TMC Model. This 

is especially true when the Virtual TMC model provides remote access to users and agencies through the internet, 

connecting to traffic devices over public networks, and interconnecting multiple agencies. A functional VTMC 

will require interfaces and possibly modifications to existing or planned ATMS systems. System security must be 

considered holistically for both VTMC and ATMS systems. 

The potential impact to public safety and traffic operations which would be caused by an attack or availability failure 

of any Traffic Management System is very high. As such the security requirements between traditional TMCs and 

Virtual TMCs are similar. However, given the increased exposure to external risks presented by the Virtual TMC 

35 Innovative P3 Program Delivery http://www.fhwa.dot.gov/ipd/p3/defined/
77

model, and risks associated with connection data system for multiple agencies, real consequences from security 

flaws are more likely to occur. Additional security measures will be needed to protect systems from external access, 

including robust firewalls, Intrusion detection systems, and encryption technologies. Stakeholders at each level of 

the agency must make a fundamental commitment to system security, from project initiation through end-of-life 

procedures.

The requirements for security each system will vary, it is therefore imperative that each agency or agencies agree 

upon a Risk Management process at project inception that will guide the creation of security requirements, and risk 

analysis throughout the project design and implementation. Risk Management and Defense in depth (RMDID), 

is a commonly used and well documented approach to system security which may benefit any agency seeking to 

improve or implement new security architecture. The following sections provides a high level path for implementing 

RMDID measures for Virtual Traffic Management Systems as part of the Systems development life-cycle (SDLC) 

guided through recommendations provided by The National Institute of Standards and Technology (NIST) 800 

series publications. The NIST 800 series publications provide workable and cost-effective methods for optimizing the 

security of information technology (IT) systems and networks in a proactive manner. 

Figure 32 demonstrates Key Risk Management tasks which should be addressed at each SDLC phase of a VTMC 

Project.36,37 NIST SP 800 publications and additional reference documents which should be referenced during each 

phased of a Virtual TMC project development life-cycle are provided below.

Figure 32. Graph. Project Development Life Cycle38

Risk Management Integration into SDLC

It is crucial that a security and risk management architecture is selected and implemented during the initial stages of 

any VTMC project. Risk Management measures must be balanced against agency requirements and cost limitations. 

Failure to address risks measured before procurement will have a significant impact on project budgets.

36 Computer Security Division, Information Technology Laboratory, National Institute of Standards and Technology. ITL bulleting the system development life cycle SDLC 

(NIST ITL SDLC) (n.d.). Retrieved from website: http://csrc.nist.gov/publications/nistbul/april2009_system-development-life-cycle.pdf

37 “Information Security System Development Life Cycle.” Ready.Gov. N.p., 31 10 2011. Web. Retrieved from http://www.ready.gov/document/information-security-systemdevelopment-life-cycle on 10 Apr 2014.

38 National Institute of Standards and Technology. Information Security System Development Life Cycle. http://www.ready.gov/sites/default/files/documents/files/IS_system_

development_cycle.pdf
78

Senior leaders and executives must be committed to making risk management a fundamental mission requirement. 

This top-level, executive commitment ensures that sufficient resources are available to develop and implement 

effective risk management for a Virtual TMC.39 

Assignment of risk management responsibilities to senior leaders and executives should be completed at project 

inception.

Security planning should begin in the initiation phase with the identification of key security roles to be carried out 

during system development. 

The information to be processed, transmitted, or stored should be identified and evaluated for security requirements, 

and all stakeholders should have a common understanding of the security considerations. Guidance is provided by 

NIST through two documents: NIST 800-60, Guide for Mapping Types of Information and Information Systems 

to Security categories (Revision 1), and FIPS 199, Standards for Security Categorization of Federal Information and 

Information Systems. 

Beyond selection of key security roles and risk management process selection, the methods and depth of system 

security architecture will vary based upon project and agency requirements. The following reference documents 

provided by NIST SDLC may be adapted in whole or part by agencies when implementing a Virtual TMC system. 

Documents are available at http://csrc.nist.gov/publications/PubsSPs.html#800-30

Phase 1

SDLC

P1 Task Reference Document

1 SP 800-35 Guide to Information Technology Security Services

1 SP 800-27 Engineering Principles for Information Technology Security (A Baseline for Achieving Security)

2 SP 800-47 Security Guide for Interconnecting Information Technology Systems

3 SP 800-14 Generally Accepted Principles and Practices for Securing Information Technology Systems

3 SP 800-12 An Introduction to Computer Security: The NIST Handbook

4,4 FIPS 199 Standards for Security Categorization of Federal Information Systems

4,5 SP 800-60 Guide for Mapping Types of Information and Information Systems to Security Categories

6 SP 800-36 Guide to Selecting Information Technology Security Products

6 SP 800-23 Guidelines to Federal Organizations on Security Assurance and Acquisition/Use of Tested/Evaluated Products

7 SP 800-30 Guide for Conducting Risk Assessments

Phase 2

SDLC

P2 Task Reference Document

1 SP 800-30 Risk Management Guide for Information Technology Systems

2 SP 800-53 Security Controls for Federal Information Systems

3 SP 800-53 Security Controls for Federal Information Systems

4 SP 800-36 Guide to Selecting Information Technology Security Products

4 SP 800-23 Guideline to Federal Organizations on Security Assurance and Acquisition / Use of Tested / Evaluated

Products

5 SP 800-64 Security Considerations in the Information System Development Life Cycle

5 SP 800-36 Guide to Selecting Information Technology Security Products

6 SP 800-55 Security Metrics Guide for Information Technology Systems

7 Common Criteria; FIPS 140-2 Security Requirements for Cryptographic Modules

39 Computer Security Division Information Technology Laboratory National Institute of Standards and Technology. (n.d.). Managing Information Security Risk (NIST SP 800-

39). Retrieved from website: http://csrc.nist.gov/publications/nistpubs/800-39/SP800-39-final.pdf
79

Phase 3

SDLC

P3 Task Reference Document

1 SP 800-64 Security Considerations in the Information System Development Life Cycle

1 SP 800-51 Use of the Common Vulnerabilities and Exposures (CVE) Vulnerability Naming Scheme

2 SP 800-64 Security Considerations in the Information System Development Life Cycle

3 SP 800-61 Computer Security Incident Handling Guide

3 SP 800-36 Guide to Selecting Information Technology Security Products

3 SP 800-35 Guide to Information Technology Security Services

3 SP 800-56 Recommendation Key Establishment Schemes

3 SP 800-57 Recommendation on Key Management

4 SP 800-55 Security Metrics Guide for Information Technology Systems

5 SP 800-37 Guide for the Security Certification and Accreditation of Federal Information Systems

5 SP 800-53A Guide for Assessing the Security Controls in Federal Information Systems

6 SP 800-37 Guide for the Security Certification and Accreditation of Federal Information Systems

7 SP 800-37 Guide for the Security Certification and Accreditation of Federal Information Systems

Phase 4

SDLC

P4 Task Reference Document

1 Handbook 150:2001, NVLAP Procedures and General Requirements

2 SP 800-26 Security Self-Assessment Guide for Information Technology Systems

3 SP 800-37 Guide for the Security Certification and Accreditation of Federal Information Systems

3 SP 800-53A Guide for Assessing the Security Controls in Federal Information Systems

4 SP 800-37 Guide for the Security Certification and Accreditation of Federal Information Systems

5 SP 800-61 Computer Security Incident Handling Guide

6 Handbook 150:2001, NVLAP Procedures and General Requirements

6 SP 800-55 Security Metrics Guide for Information Technology Systems

7 SP 800-61 Computer Security Incident Handling Guide

7 SP 800-31 Intrusion Detection Systems (IDS)

8 SP 800-34 Contingency Planning Guide for Information Technology Systems

Phase 5

SDLC

P4 Task Reference Document

1 SP 800-64 Security Considerations in the Information System Development Life Cycle

1 SP 800-35 Guide to Information Technology Security Services

3 SP 800-36 Guide to Selecting Information Technology Security Products

4 SP 800-14 Generally Accepted Principles and Practices for Securing Information Technology Systems

4 SP 800-12 An Introduction to Computer Security: the NIST Handbook

3.4. Developing a Training Program 

3.4.1. Current TMC Training Practices

Many TMC training programs involve a classroom type setting. The training session is usually led by the system 

trainer and is accompanied by a PowerPoint presentation, specific manuals, and hands-on exercises.

Training sessions may take anywhere between 2 and 4 hours and have 8-10 personnel in attendance. Usually training 

may be separated into different sessions: one for operators and one for system administrators. System administrators 
80

participate in the operators’ training as well as receiving more detailed system training.

3.4.2. How to Provide Training for Virtual TMCs

For Virtual TMCs, this training model needs to have some specific modifications. As described above, training 

sessions are tailored to the specific users (operators, maintenance, administrators). There are no clearly defined 

“roles and responsibilities” for a Virtual TMC operator. The TMC operator needs to be able to be an operator, an 

administrator, and a maintenance user. The training model for a Virtual TMC must be able to satisfy the flexible 

roles and responsibilities.

A training modification is for blurred roles and responsibilities. Many TMCs have multiple operators who have 

specific regions or responsibilities; i.e., contact maintenance, coordinate with roadway work crews, etc. With a 

Virtual TMC, these responsibilities reside within a single operator. This operator needs to be able to handle any of 

the various operations. Therefore the training session has to detail all the responsibilities, no matter the designation 

(operator or administrator).

Another distinctive modification is the classroom setting. In a physical TMC, there are multiple, dedicated 

workstations, as well as a training room. This may not be the situation for the Virtual TMC. Classroom training must 

now be performed as a one-to-one training or as part of a teleconference with multiple users. One-to-one training 

may not be cost or time effective, as the trainer must now perform the same training numerous times rather than 

in a single classroom session. A teleconference may be a more effective training tool for the Virtual TMC operators.

An effective training tool is the use of scenarios. Real-life examples allow the trainees, whether they are operators 

or administrators, to perform all actions needed for a real-life scenario. Scenarios should include unplanned events 

with minor lane blockage; unplanned events with major lane blockage, injuries, and fatalities; and responses to 

planned closures. Other scenarios should also include the more day-to-day activities, such as daily reports for events. 

Scenarios should also include the not-so-normal activities; e.g., the workstation has crashed or the internet connection 

has been lost. Training must include the actions that an operator needs to take to remain an active participant in the 

TMC operations.

Since an operator may be responsible for contacting other agencies as well as making decisions regarding notifying 

media personnel; training sessions and manuals must include the appropriate associated personnel from the media 

and other agencies. Again as part of the training sessions, information must be made available to allow the Virtual 

TMC operators to contact the necessary personnel. This list of personnel could be other agency contacts, maintenance 

contacts, and even IT personnel.
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4. Virtual TMC Benefits and Challenges

4.1. Benefits

There are a number of benefits for agencies considering the implementation of a Virtual TMC. 

These benefits can also extend to partner agencies (stakeholders) participating in the program. Some 

of the benefits include:

•	 Remote system accessibility – provides operators and other users with the ability to operate

the system(s) by establishing a remote access connection from any location

•	 Shared control of the agency’s existing (and future) ITS devices and data

•	 Data sharing/exchange among partner agencies

•	 Improved information collection and dissemination

•	 Software alignment across partner agencies – use of same software applications across

partner agencies facilitates information sharing

•	 Ability for agencies to combine facility infrastructure and staffing resources to operate in a

multi-agency coordinated manner

•	 Operations alignment across partner agencies - use of Standard Operating Procedures

(SOPs) during multi-agency events facilitates integrated response

•	 Backup capabilities including systems and operations – anyone with appropriate privileges

can access the system from anywhere

•	 Regional Stakeholder buy-in – improved cooperation and collaboration among partner

agencies

•	 Improved communication among partner agencies. Coordinated response to multi-agency

events

•	 Improved relationships with partner agencies

•	 Cost savings – capital and staffing cost savings may significantly lower in the Virtual TMC

model vs. a traditional TMC

•	 Innovative approach that requires coordination and cooperation between agencies

•	 A Virtual TMC can be at the service of many agencies

Some of these benefits are discussed in more detail below.

4.1.1. Cost Savings

One of the most important factors in planning a TMC is accounting for the cost associated with its 

implementation and operations. Agencies have the laborious task of finding one or several sources 

of funding in order to build, operate, and maintain a Centralized TMC facility. For example, 
84

traditional deployment models require larger initial capital investments for the construction or remodeling of a 

facility. These costs include, but are not limited to:

•	 Capital Expenditures – facility planning and conceptual design. Cost to buy or lease the land, construction

permits, civil infrastructure, utilities, landscaping, power supply, etc. The facility also needs to be equipped 

with the proper communication infrastructure, central system hardware, security systems, furnishings, etc. 

•	 Staffing – eliminating operational redundancies, eliminating superfluous staff and administrative functions,

sharing specialized personnel, coordinating efforts of staff, etc.

•	 Maintenance costs – staffing, building, supplies, utilities, replacement costs, etc.

There is available data on the costs for the construction of TMC facilities in various locations in the United States. 

It ranges from $3.5 million for a small 7500 square foot facility to $45 million for a multi-story 88,000 square foot 

building. From the data gathered, the average TMC cost is $10.6 million at an average size of 31,000 square feet, or 

$340 per square foot. For these TMCs, the ITS JPO Costs Database reported that operations and management (O&M)

costs can range from $50,000 to $1.8 million for the TMC physical plant and from $55,000 to $1.3 million for TMC 

personnel.40 Table 19 provides a further summary of costs

Table 19. TMC Operations and Management Costs

Type of TMC Number of Personnel Annual Physical Plant 

Operations Costs ($)

Annual Personnel 

Operations Costs ($)

Regional 27 1,838,823 1,278,100

Large 7 180,700 476,000

Medium 4 109,400 277,900

Small 1 46,900 53,600

Not a great deal of cost data or cost comparison data is available on the Virtual TMC model. One of the reasons 

cited by agencies that implemented virtual or hybrid virtual models was the reduction in capital costs for TMC 

facilities. Since TMCs require supplemental hardware maintenance and replacement associated with video walls, 

uninterruptible power supplies, generators, lighting, fire protection and other facility-related contingencies, it can be 

concluded these long-term life cycle costs will be reduced, likely significantly. There may be some additional network 

communication or IT costs associated with the Virtual TMC model, but this depends on the existing systems that the 

agencies already have in place. To some agencies, these costs could be higher but to others it could be no additional 

cost. Such recurring costs should be investigated on a case-by-case basis before the decision is made to implement 

the Virtual TMC model.

Other cost-saving factors include the integration of systems that can help create significant staffing efficiencies. 

Depending on the scope of work and the objectives of the Virtual TMC, there may be no need for dedicated 

operational staff. Existing agency staff may be responsible for monitoring and managing the system. In scenarios 

such as ICMS in San Diego or RIITS in Los Angeles, both systems can operate entirely on their own with no human 

interaction (not accounting for system health monitoring). The cost reduction in TMC personnel costs (e.g. salaries, 

benefits, overtime) including managers, supervisors and operators can be significant. 

4.2. Challenges

There are a number of challenges for agencies to face when considering a Virtual TMC. These challenges are 

described in the following sections and include:

•	 Regional Stakeholder Buy-In

40 ITS Joint Program Office Costs Database
85

•	 Legacy System Migration/Updates

•	 Servicing Agreements

•	 Lines of Communication

•	 Security

•	 Risk Avoidance

4.2.1. Regional Stakeholder Buy-In 

In a Virtual TMC setting it is crucial to build and establish relationships between regional stakeholders (e.g. local 

jurisdictions, local law enforcement, bordering states, state agencies, federal agencies, EMS, fire, transit) in order 

to improve communication and the ability to respond more efficiently to events, incidents and emergencies. Closer 

working relationships can lead to stronger interagency cooperation and more efficient responses to multi-agency 

events. 

Regrettably, interagency relationships can sometimes be challenging because each agency has their own point of view 

on how issues need to be handled. Also, there may be certain unwillingness to change established practices. 

Overcoming Stakeholder Conflicts

Sometimes, stakeholder goals will be in conflict, with no clear way for the system to address both. In such cases, a 

sort of horse-trading between the opposing stakeholders can be used to reach an agreement on the contentious issue. 

For example, the USDOT TMS ConOps report provides an example from an Emergency Transportation Operations 

meeting in which it was determined that sometimes a quid pro quo system of negotiating is necessary to get 

stakeholders on the same page. The example used was a traffic management center asking what it could give local 

law enforcement to get on the same page in responding to an emergency. Dialogue among stakeholders here was 

important—many transportation officials here felt that law enforcement did not even know what transportation

organizations could bring to the table.

Another example applicable to Virtual TMC project planning concerns jurisdictional control issues that can stall 

project planning discussions. In this example, Capital Wireless Integrated Network (CapWIN) was developing 

a system to share incident information between public safety and transportation agencies operating within 

metropolitan Washington, DC. Jurisdictional concerns were at the heart of the issues involving the development of 

the system. Stakeholders were forced to migrate from informal inter-organization arrangements to formal ones, which 

put a tremendous weight on defining, conceptually and legally, who would do what and when.

Presented below is a list of best practices for regional stakeholder buy-in.

Best Practices

Build and establish a network and relationships between agencies prior the handling of any incident.

Encourage staff interaction on both an assignment basis and casual basis.

Consider different approaches to problem-solving and routine activities. Be open to suggestions.

Foster cooperative joint operations by assessing situations in a group setting. Use scenario planning to build cooperation amongst

stakeholder group.

Be willing to share information both formally and informally (e.g. phone calls, emails, CAD) as needed

Establish processes and procedures beforehand for incident response of a multi-agency event.

Consider fostering relationships with liaisons (e.g. police, fire)

Assign roles and responsibilities to each agency along with incident response priority levels.

Create and implement Standard Operating Procedures for multi-agency event response
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4.2.2. Legacy Systems 

There are some transportation agencies that have established TMCs and traffic management systems. For example, 

the Caltrans District 7 region has a co-located TMC with the highway patrol. This was a new building that was 

established primarily for the traffic management system. This building is less than 10 years old and for the agency to 

transition to a Virtual TMC is not the most cost effective option. Also the district has a robust traffic management 

system that is fairly current with the industry’s technology.

A number of transportation agencies are reevaluating whether to move from a centralized TMC to the more Virtual 

TMC. A key factor in these discussions is the building where the TMCs are located. Is there enough space to “grow”?

Is the building old (older than 10 years)? Will the building sustain new infrastructure technology if the traffic

management system is replaced? These answers will enable the transportation agencies to make informed decisions

about their TMCs and their next steps.

Another question that agencies are asking themselves is “Is my traffic management system up-to current technology 

standards?” If traffic management systems are current with the industry, then the cost effectiveness of transitioning

to a newer system could be outweighed by the benefits of a Virtual TMC and a newer system. Therefore the agency’s 

“legacy” system is the most effective tool for the transportation agency.

4.2.3. Servicing Agreements

The Virtual TMC operations workstation has crashed. Who does the operator contact for repair? If the Virtual TMC

is located in a state office building, who is responsible for the TMC workstation? Is it the building IT department?

Is it the transportation IT department? These are questions that influence the decisions of Virtual TMC versus the

established TMCs.

In most established TMCs, there is a defined maintenance group. This group is responsible for maintaining 

the TMC equipment, including workstations, video wall equipment, server equipment, the TMC infrastructure 

communications equipment, etc. Yet for a Virtual TMC, who is responsible? Who does the operator contact when

their workstation fails? Or the communications from the field has disappeared?

If the Virtual TMC is located in a transportation department or building, then it’s a fairly easy decision to make. The 

transportation IT department could be the maintainers of the TMC equipment. But what about when the Virtual 

TMC is located in a different State building? Does the State IT department become the maintainers of the Virtual

TMC workstation and the associated infrastructure equipment? These answers, again, are key to determining costs

and making the decision whether to establish a Virtual TMC versus a physical one.

4.2.4. Lines of Communication 

As discussed in the training section, staffing could be different in a Virtual TMC. Centralized TMCs have dedicated 

workstations with multiple operators. Each operator could be assigned a specific area of responsibility or region. 

Either way, these operators are communicating with the other operators face-to-face.

In a Virtual TMC, one (1) operator may perform multiple duties or all duties that may typically be assigned to multiple 

different staff in the standard physical TMC model. VTMC operators may be responsible for operations, as well as 

administrative duties and possibly maintenance duties. The Virtual TMC operator must be able to make decisions in 

a timely fashion, without having the ability to discuss the situation with other operations staff.

They are the sole contact point in unplanned events. The operators need to be able to monitor and control the event 

as well as contact the personnel needed to address the event (local agency, emergency responders), as well answer the 

questions from the local agencies and the transportation directors. The Virtual TMC operator must know who to 

contact in all situations. These contacts could include the following:
87

•	 Media relations personnel

•	 Maintenance personnel

•	 Emergency Operations personnel

•	 Local agency personnel

•	 Department IT personnel

Again, the Virtual TMC operator must be able to make quick decisions and perform multiple tasks quickly and 

efficiently.

4.2.5. Security

Many established TMCs require a specific security clearance to enter a TMC. Many TMCs that are co-located with 

highway patrol or other law enforcement agencies also have strict security, so an operations staff member may have to 

have multiple levels of security clearance to work in a TMC. But in the case of the Virtual TMC residing in a separate 

State building, there may be only a single level of security.

What about the TMC infrastructure equipment? Does it reside in a separate secure room? Is access to the traffic

management system accessible only through a secure network connection? Where does that equipment reside?

Again, similar to the servicing agreements, who is responsible for this equipment? What is their security level? Does

the transportation IT personnel have a higher clearance than other state IT personnel?

These questions and answers all must be addressed when determining the cost effectiveness of a Virtual TMC versus 

a physical TMC.

4.2.6. Risk

There are different types and levels of risk with Virtual TMC operations and established TMC operations. Some of 

these risks have been discussed in the previous sections. These include:

•	 Maintenance of equipment (workstations, communications, etc.)

•	 Operations staff communications

•	 Legacy traffic management systems

•	 Security

Each type of Virtual TMC operation has its own level of risk. Do you provide additional security for a Virtual TMC 

residing in a state office building? Do you provide additional operations staff during peak hours? Or do you provide

another area for an additional Virtual TMC workstation that can share the responsibilities? But if that is the option

selected, how do the operators communicate? Is there a dedicated radio system for operations?

Again, the answers to these questions affect the cost effectiveness of a Virtual TMC.
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5. Case Studies

5.1. Oklahoma Department of Transportation

5.1.1. Background

The Oklahoma Department of Transportation (ODOT) has deployed a full Virtual TMC. ODOT

considered implementing an integrated, multi-agency, centralized TMC, but it was not feasible due 

to the costs associated with building, operating, and maintaining such a facility. As a result, ODOT

in partnership with the University of Oklahoma Intelligent Transportation Systems Laboratory 

designed a low-cost, distributed, Virtual TMC using commercial off-the-shelf (COTS) desktop 

computers and an open source GIS mapping software. 

The Virtual TMC consists of a geographically distributed fault-tolerant network of desktops referred 

to as ITS Pathfinder or ITS consoles, which are capable of controlling ITS devices visible on the 

statewide private ITS network. 

ODOT provides stakeholder agencies with ITS consoles along with multiple channel Voice over 

Internet Protocol (VoIP) capability to allow interagency voice communications. In rural areas where 

fiber optic capability is not available, ITS consoles with limited multi-channel video capability can 

still be deployed provided that there is an Internet connection capable of supporting a secure VPN. 

5.1.2. Architectural Overview41

The network backbone consists of a Virtual Local Area Network (VLAN) implemented over 

a dedicated Gigabit Ethernet (GigE) network which enables connectivity between the ODOT

Headquarters in Oklahoma City and ODOT Division offices around the State. The statewide private 

ITS fiber optic network covers most of the State. 

Under normal conditions where the network is fully connected, all ITS Consoles maintain a 

common database that fully describes the state of all devices connected to the network, including 

lists of all mutually visible ITS consoles. Control is fully distributed and the system is fault-tolerant 

in the sense that in case of partial or catastrophic network failures, any group of connected consoles 

can continue to function and continue to control and manage all ITS resources visible within 

their group. Throughout the outage, database update messages destined for consoles that are not 

currently visible are queued until network connectivity is re-established. 

41 Distributed ITS Control and the Oklahoma Virtual TMC white paper – October 2, 2009.
90

The main design philosophy is that any sufficiently privileged operator can be logged into any console at any time 

and can control/utilize all ITS resources currently visible to that console. Figure 33 illustrates ODOT’s ITS network.

Figure 33. Graph. Distributed Topology of the Oklahoma ITS Network42

5.1.3. Deployment and Operations

The ODOT Virtual TMC model is managed by ODOT personnel, but there is no dedicated staff assigned to operate 

the system nor does ODOT have a TMC. Instead, the system is operated jointly with partner agencies. 

Currently, there are 45 agencies participating in this endeavor. ODOT has in place a Memorandum of Understanding 

(MOU) with each agency. The MOU covers roles and responsibilities, policies and procedures, priorities, “do’s” and 

“don’ts,” as well as guidelines for incidents, weather, amber alerts, and appropriate public service announcements.

There are 200 miles of statewide coverage with ITS devices. Most of the devices are located within the Oklahoma City, 

Tulsa, and Lawton and McAllister areas. 

The ITS Pathfinder/ITS Consoles consists of various protocols including CCTVs, DMS, RWIS, traffic sensors, and 

event management, which are integrated into a single system. 

ITS Consoles are currently deployed around the State in locations including, but not limited to: 

•	 911 centers, Department of Public Safety, the Oklahoma Highway Patrol, municipal government agencies, and

regional associations of municipal governments and various ODOT departments.

•	 The residences of appointed ODOT managers, where they can access and control ITS devices by connecting to

an ITS console through an ISP provided device if the appropriate security hardware is installed on their PC. 

42 Distributed ITS Control and the Oklahoma Virtual TMC white paper – October 2, 2009.
91

There are approximately 75-100 deployed ITS consoles protected by a solid firewall system built using Private Internet 

eXchange (PIX) and data encryption. 

ODOT monitors, maintains and supports the system and also provides training to all partner agencies on an ongoing 

basis. User privileges are set up by ODOT personnel. 

5.1.4. Lessons Learned

From the development of the concept of operations to the maintenance of the Virtual TMC, ODOT has had strong 

support from upper management. Upper management understands the level of effort and the costs associated with 

deploying a Virtual TMC. This has proven to be a tremendous benefit for this endeavor, illustrating the need for 

agency support as a prerequisite to establishing a viable Virtual TMC.

In addition, ODOT’s long-term partnership with Oklahoma University has allowed the agency to benefit from cutting 

edge technology, although there is some vulnerability to risk since ODOT is a pioneer in this area. 

Another lesson is to use inter-agency MOUs, which in ODOT’s case have promoted a good rapport amongst ODOT’s 

partner agencies. This has led to trust and the establishment of lasting relationships, and has proven to be one of the 

reasons for the success of the Virtual TMC.

5.2. Idaho Department of Transportation 

5.2.1. Background

In 2006, the Interagency Regional Operations Center (IROC) was initiated by numerous agencies in Idaho to develop 

a concept and high-level design of a co-located facility. The goal of the effort was to bring multiple agencies under 

one roof to manage and respond to incidents and emergencies. However, the implementation of that facility has not 

materialized yet. As a result, in 2012 the Idaho Transportation Department’s (ITD) commissioned a feasibility study 

to examine existing systems and conduct a needs assessment prior to moving forward with the implementation of 

a virtual operations center network. The aim of this virtual network initiative is to promote collaboration amongst 

agencies and allow them to share information.

ITD defines its vision as follows:

The goal of this virtual TMC concept is to establish a standardized approach to systems used statewide 

that support traffic and incident management. This includes ITD providing the foundation of their 

ATMS system to transportation departments and public safety departments throughout the state to 

leverage their device control/operations to create an integrated environment statewide controlled by 

permissions. This includes the potential in the future for creating a standardized approach to CAD 

systems and their operations with the idea of information and cost sharing across state, county, and 

city partners, which local public safety and sheriff’s offices could take advantage of with this shared/

integrated system over time.43

5.2.2. Virtual TMC Initiatives

In 2012, ITD also procured an Advanced Transportation Management System (ATMS) to manage the region’s 

transportation system. With this initiative, ITD is offering the ATMS system to partner agencies as a centralized 

system for ITS device and operational system management and control. The aim is to share data and video with other 

agencies to enhance their operations and better manage the transportation system. 

ITD developed a formal agreement for the connection to and use of their ATMS system. Agencies (e.g., transportation, 

public safety) or media outlets can request access to the ATMS system to view information based on privileges granted 

43 Idaho Transportation Department, Statewide Implementation Plan, Final Report, January 2013.
92

by ITD.

Under the virtual network environment, agencies would have access to streaming video of the transportation network 

(both freeway and arterial), DMS messages, data archives, incident reporting, event management, and weather 

conditions data.

ITD connection requirements include both Direct and Not Direct connection to their ATMS system.

•	 Direct Connection – via direct fiber or wireless network.

•	 Not Direct Connection – Connection to ITD intranet via external internet browser or VPN. Figure 34 shows

the types of connection to the system that are available.

Figure 34. Graph. Agency Connection Types (to the ATMS)44

5.2.3. Deployment and Operations

The ITD TMC is co-located with Idaho’s Police Dispatch. The TMC is responsible for monitoring and managing US

Routes, State Routes and Intestate Routes throughout the State.

TMC personnel are contracted by the Department of Health and Welfare, which overlooks the Emergency 

Management Services (EMS) Bureau. In essence, TMC staff is EMS staff. Therefore, TMC personnel perform 

other functions unrelated to transportation management (e.g., dispatching medical personnel). The TMC supports 

operation of CCTVs, DMS, HAR, RWIS, a 511 system, and data archival of reports. 

ITD is operating a browser-based ATMS system, which can be managed remotely. There are six District Offices with 

access to the ATMS system. District Offices are able to manage systems within their own jurisdictions (e.g., CCTV, 

DMS), but only have viewing privileges of other District offices. Each office has a Traffic Engineer and System 

Operations Engineer with access to the ATMS. However, only EMS staff has access to operate the entire ATMS system. 

44 Idaho Transportation Department, Statewide Implementation Plan, Final Report, “Figure 5. Agency Connection Types” (January 2013).
93

In the event of an emergency, personnel have the ability to take over each other’s operations, but at this time training 

is needed. There have not been any drills or workshops to determine the exact process and circumstances of when 

this could occur. 

The TMC network is monitored by the State Communication Center, which is the System Administrator for ITD. The 

ATMS is also monitored by the ATMS contractor. The ATMS system is only accessible on the intranet or over VPN. 

VPN privileges are reserved for System Administrators and the ATMS contractor. 

At this time, ITD has MOUs in place with the State Police, 911 (Kootenai County) and the Sheriff’s Department. ITD

is looking at establishing agreements with WSDOT for the eastern part of the State as well as with media outlets.

The biggest challenge for ITD is bureaucracy, so establishing partnerships and agreements with the counties has been 

challenging. It appears that there is hesitation from other agencies and government offices in joining ITD’s virtual 

network.

5.3. Nebraska Department of Roads

5.3.1. Background

Nebraska Department of Roads (NDOR) has eight Districts. There are seven District Operation Centers and one 

Statewide Operations Center in Lincoln, District 1. All centers are responsible for monitoring and managing incidents 

on interstate freeways and State highways. The centers do not oversee county roads, rural highways, or city streets.

5.3.2. Virtual Initiatives

Currently, the NDOR is working towards establishing agreements with the City of Omaha and the City of Lincoln to 

view their CCTV and DMS, as well as to access any other ITS devices. In addition, there are ongoing talks with Iowa 

DOT and Wyoming DOT about sharing their camera feeds. As this time, firewalls pose the biggest technical issue 

among the agencies. 

Nebraska’s vision is to move toward one Operation Center in District 2 (Omaha), which oversees the largest urban 

area in the region, and one statewide center. Ideally, NDOR will also move towards a full browser-based ATMS. 

The Statewide Center has been built and was opened in April 2014. 

5.3.3. Deployment and Operations

Each of the eight Districts manages its own region as well as supporting other Districts’ operations as needed. Only 

District 1 (Lincoln) and District 2 (Omaha) have full-time TMC staff and operate 24x7 during emergencies. All other 

Districts are staffed by Nebraska Department of Roads employees, who have other duties within the Department of 

Roads, and operate normal business hours. 

NDOR is operating an ATMS system, which has a browser-based module called Highways Condition Reporting. Part 

of the system can be managed remotely via VPN, allowing staff to report incidents. Hierarchy and privileges have 

been established in the ATMS system, which allows authorized staff to cover other regions’ functions.

The ATMS supports the operation of CCTV, automated gates, DMS, speed information, and RWIS. 

5.3.4. The ATMS System

One of NDOR’s primary goals of their ITS deployment was to enable one-common integrated system application 

called the District Operations Center Software System (DOC SS) that performs the following key functions:
94

•	 Acts as the nucleus for incident and traffic management across the state by integrating all of the key functions

used across all Nebraska districts

•	 Via a simple web-based application, allows all applicable NDOR staff to monitor the roadway, enter new

roadway information and control key ITS field devices via any personal computer with an internet browser

•	 Provide interfaces for monitoring and control of ITS field infrastructure via the established ITS

communications infrastructure. ITS field devices include:

o Full Motion CCTV Cameras

o Snapshot CCTV cameras (at weather stations)

o Dynamic Message signs (DMS)

o Portable Dynamic Message Signs (PDMS)

o Environmental Sensor Stations (ESS)

o Vehicle Detection Sensors (VDS)

o Mainline and Ramp Gate Control Systems (near future)

o Anti-Icing Systems (near future)

•	 Provide interfaces with other key external systems including:

o Highway Conditions Reporting System (HCRS) – System for entering and maintaining all roadway 

conditions information.

o Intelligent Notification System – System for automated notification of staff via page, text message, e-mail, 

phone and fax regarding key events such as major accidents.

o Enterprise Asset Management System (EAMS) – Used to manage state-owned assets (e.g. field cabinets, 

light poles, guard rail, etc.) and information regarding their maintenance.

o Nebraska Service Patrol Computer Aided Dispatch (NSPCAD) – Monitors activities of Nebraska’s Highway 

Patrol.

o Maintenance Decision Support System (MDSS) – Used to monitor locations of maintenance vehicles such 

as snow plows using Automatic Vehicle Location (AVL) technology.

The end result is that the DOC SS allows all systems associated with incident or traffic management to be accessible 

to all NDOR employees, wherever they are, from one single software application.

The end result of the initial system deployment is depicted in Figure 35. The DOC SS installation is a distributed, 

fault-tolerant, and redundant architecture which involves the installation of three (3) PC servers in District 2 DOC 

and three (3) servers at the Computer Operations Room at the NDOR Headquarters. All servers run the Microsoft 

Windows Operating System (OS). Three of the servers in one district act as the primary servers with the second 

set in the other district acting as secondary or backup. This redundant configuration allows for the 99.5% uptime 

requirement. In the event anything happens to a server at the primary location, the secondary server acts as a backup. 

Should one DOC lose power or become inoperable for any reason, the secondary DOC assumes control via connection 

to the IP field network. Districts 3 through 8 do not contain any dedicated DOC SS servers. Only PC workstations 

with statewide WAN access are required.
95

Figure 35. Graph. NDOR ATMS Deployment Diagram45

5.4. Kansas Department of Transportation

5.4.1. Background

Kansas Department of Transportation (KDOT) conducted a study to evaluate various TMC deployment options. 

KDOT determined that it would be viable to deploy a Virtual TMC due to the reduced cost of neither staffing nor 

maintaining a typical TMC building, as well as the rural nature of the state. The cost of providing traveler information 

over DMSs was significantly reduced with the chosen model. The only additional cost to KDOT is staff sharing for 

one workstation at the Wichita 911 center. In this instance, both agencies share the cost for the dedicated workstation. 

5.4.2. Architectural Overview

The Virtual TMC software is hosted on KDOT thin client servers, and it is an off-the-shelf software coined MIST. 

There is one central database for MIST and for all field equipment. There are six Districts, each with 2 to 4 area offices, 

all offices have access to the central database. 

In addition the KDOT ITS unit, area supervisors and engineers are able to use the system through VPN. VPN access 

is granted to users upon approval. On average there are 30-40 users using the system throughout the day. 

5.4.3. Deployment and Operations

KDOT operates the system 8am - 5pm. Kansas City Scout and Missouri DOT (jointly) have access and operate the 

45 Nebraska Department of Roads (NDOR) District Operations Center Software Solution Deployment Plan, May 2007
96

system after hours, both agencies operate 24x7. Scout manages messages statewide.

Each District is responsible for monitoring their own CCTVs and managing their own DMS signs. CCTVs are 

checked daily, there are only 60 CCTVs statewide and they are on average 30 miles apart. The Wichita and Tapioca 

areas have speed detection (VDS), CCTVs and DMS.

There are SOPs in place for each District and for backup operations. 

Weather events can affect the state at any time and are of great concern since interstates can be significantly affected 

(e.g. complete closures). Therefore, KDOT has staff on standby 24x7. Primary system operators include maintenance 

supervisors and area engineers, and there are no dispatching activities for EMS. 

System training is provided to 911 operators in Wichita and other KDOT staff by KDOT engineers.

Figure 36 depicts travel information provided to travels via Kansas Traveler Information website.

Figure 36. Graph. Screenshot from KanDrive46

5.4.4. Lessons Learned

The biggest challenge during the implementation of the Virtual TMC was related to KDOT own in-house network 

policies including the ban use of multi-cast video, bandwidth restrictions, network policies, challenges implementing 

new technology across the network, and appointing the right staff to manage the network switches and video. The IT

department in KDOT did all the work and the system has been in operations since 2008. 

46 Kansas Department of Transportation Traveler Information website: http://511.ksdot.org/KanRoadPublic/Default.aspx?BrowserDetect=Yes
97
98
99

Appendix A: Resources, Notes, and References

This document has been developed based on the information gathered from the following key 

documents:

1. US Department of Transportation Federal Highway Administration, Freeway Management 

and Operations Handbook, FHWA-OP-04-003 (Washington, DC: 2003). 

2. US Department of Transportation Federal highway Administration, Handbook for 

Developing a Traffic Management Center (TMC) Operations Manual, FHWA-HOP-06-015 

(Washington, DC: 2005). 

3. US Department of Transportation Federal Highway Administration, Transportation 

Management System Performance, Monitoring, Evaluation and Reporting, FHWAHOP-07-124 (Washington, DC: 2005). 

4. US Department of Transportation Federal Highway Administration, Developing and Using 

a Concept of Operations in Transportation Management Systems, FHWA-HOP-07-001 

(Washington, DC: 2005). 

5. US Department of Transportation Federal Highway Administration, Guidelines for TMC 

Traffic Management Operations Technician Staff Development, FHWA-OP-03-071 (McLean, 

VA: 2002) http://tmcpfs.ops.fhwa.dot.gov/cfprojects/uploaded_files/Guidelines%20for%20

TMC%20TMOT%20Staff%20Development.doc 

6. US Department of Transportation, Federal Highway Administration, The Regional Concept 

for Transportation Operations: The Blueprint for Action, FHWA-HOP-07-112 (Washington, 

DC: 2007). 

7. US Department of Transportation, Federal Highway Administration, Designing for 

Transportation Management and Operations: A Primer, FHWA-HOP-13-013 (Washington, 

DC: 2013). 

8. US Department of Transportation, Federal Highway Administration, Applying a Regional 

ITS Architecture to Support Planning for Operations: A Primer, FHWA-HOP-12-001 

(Washington, DC: 2012)

9. US Department of Transportation Federal Highway Administration, TMC Operator 

Requirements and Position Descriptions, (Washington DC: 2004). 

10. Texas Department of Transportation Research and Technology Implementation Office, 

Development of Guidelines for Data Access for Texas TMCs, FHWA/TX-06/0-5213-1 

(Austin, TX: 2007). 

11.Washington State Department of Transportation, The Gray Notebook – Performance 

Reporting, (WS: 2013) 

12. US Department of Transportation Federal Highway Administration, The Regional Concept 
100

for Transportation Operations: A Practitioner’s Guide, FWHA-HOP-11-032, (Washington, DC: 2011)

13.Mouchel, “Managed Motorways All Lane running Concept of Operations v2.0”, Highways Agency, UK 

(August 2013) http://www.highways.gov.uk/knowledge/publications/managed-motorways-all-lane-runningdocuments/

14. US Department of Transportation Federal Highway Administration, Transportation Management Concept of 

Operations, FHWA-JPO-99-020 (Washington, DC: 1999)

15.“Auckland | NZ Transport Agency – Auckland Joint Traffic Operations Centre,” Updated September 12, 2012, 

http://www.nzta.govt.nz/planning/nltp-2012-2015/auckland.html

16.“ITS International – Virtual traffic management centers, a new direction in traffic monitoring,” ITS

International June 2011, http://www.itsinternational.com/categories/utc/features/virtual-traffic-managementcentres-a-new-direction-in-traffic-monitoring/

17. Stacy Unholz, Atkins, Virtual Traffic Management: Distributing the Function, Reaping the Benefit– ITS

Alaska, April 2012

18. New York Department of Transportation, Joint Traffic Operations Center, – White Paper by John M. Tipaldo 

Ph.D., P.E. (New York 2006)

19.Basel H. Kilani, Ekasit Vorakitolan, Joseph P. Havlicek, Monte P. Tull, and Alan R. Stevenson, Peer-based 

Communication for a distributed, Virtual Traffic Management Center – White Paper, (Washington DC: 2011) 

http://www.hotnsour.ou.edu/joebob/PdfPubs/KilaniITSC2011.pdf

20.Basel H. Kilani, Ekasit Vorakitolan, Joseph P. Havlicek, Monte P. Tull, and Alan R. Stevenson, 

Distributed ITS Control and the Oklahoma Virtual TMC – White Paper, (St. Louis, MO: October 2009) 

http://www.hotnsour.ou.edu/joebob/PdfPubs/KilaniITSC09.pdf

21. US Department of Transportation Federal Highway Administration, Impacts of Technology Advancements of 

Transportation Management Center Operations, FHWA-HOP-13-008 (Washington, DC: 2013).

22. US Department of Transportation Federal Highway Administration, Regional, Statewide, and Multi-State 

TMC Concept of Operations and Requirements, FHWA-HOP-07-122 (Washington, DC: 2007).

23. Shirley Radack, The System Development Life Cycle (SDLC), National Institute of Standards and Technology 

http://csrc.nist.gov/publications/nistbul/april2009_system-development-life-cycle.pdf

24. National Institute of Standards and Technology, Information Security System Development Life Cycle. 

Updated October 31, 2011, http://www.ready.gov/document/information-security-system-development-life-cycle

25.Kimley-Horn and Associates Inc., Virtual Operations Center Network Feasibility Study (Idaho: 2012)

26.Kimley-Horn and Associates Inc., Statewide ATMS Implementation Plan (Idaho: 2013)
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102
103

Appendix B: Acronyms

Acronym Definition Acronym Definition

AID Automated Incident Detection M Miles

ALDOT Alabama Department of Transportation MDOT Michigan Department of Transportation

ATIS Advanced Traveler Information Systems MnDOT Minnesota Department of Transportation

ATM Asynchronous Transfer Mode MOUs Memorandums of Understanding

ATMS Advanced Traffic Management System MPLS MultiProtocol Label Switching

C2C Center-to-Center NHDOT New Hampshire Department of Transportation

C2F Center-to-Field NIST National Institute of Standards and Technology

CAD Computer Aided Dispatch NIST National Institute of Standards and Technology

CapWIN Capital Wireless Integrated Network ODOT Oregon Department of Transportation

CCTV Closed Circuit Television P3s Public-Private Partnerships

CDPD Cellular Digital Packet Data RCTO Regional Concept for Transportation Operations

CMS Changeable Message Signs RIITS Regional Integration of ITS

ConOps Concept of Operations RMDID Risk Management and Defense In Depth

DMS Dynamic Message Sign RTMC Regional Traffic Management Center

DOT Department of Transportation RWIS Road Weather Information System

EM Emergency Management SDLC Systems Development Life-Cycle

EMS Emergency Medical Services SOC State Operations Center

EOC Emergency Operations Center SONET Synchronous Optical Network

ESS Environmental Sensor Station SOPs Standard Operating Procedures

FDM Frequency Division Multiplexing TDM Time Division Multiplexing

FHWA Federal Highway Administration TMC Transportation Management Center

FIPS Federal Information Processing Standard TMS Transportation Management System

GDOT Georgia Department of Transportation TOC Traffic Operations Center

GPRS General Packet Radio Service TxDOT Texas Department of Transportation

HAR Highway Advisory Radio USDOT United States Department of Transportation

HRTMC Hampton Roads Transportation Management Center VDS Vehicle Detector Station

ICMS Integrated Corridor Management Systems VMS Variable Message Sign

ISP Internet Service Provider VPA Virginia Port Authority

ITD Idaho Transportation Department VSP Virginia State Police

ITS Intelligent Transportation Systems VTMC Virtual Transportation Management Center

KSA Knowledge, skill and ability WSDOT Washington Department of Transportation
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105

Appendix C: Agency Questionnaire Responses
106

Alabama DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 N Hours of operation are M-F, 6am - 6pm with morning and afternoon shifts.

The Center is not opened yet, as Alabama DOT is gearing to launch it over the next few months. Currently, Maintenance staff is operation the ATMS during rush hours: 6:30am-8:30am and 4:00pm-6:00pm

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) It is envisioned that it will be Statewide coverage. At this time, only the Montgomery Region will be covered and eight adjacent regions (SE corner of the State)

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) 140 miles of interstate highways around the Montgomery Region4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please 

list types.

At this time the City of Montgomery has a TTC for the Metropolitan Area (50-60 CCTVs). The new TMC will have 

access to the signal operations. At this time, there are no agreements written up but they may be needed in the near future.

City of Montgomery has 350 traffic signals and red light cameras

5 TMS / System

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

Y New ATMS, deploying it for 80% of the Montgomery region, 15-20% in Mobile and to be deployed for Birmingham 

6 TMS / System Is the TMS/System property of the government or privately own? It belongs to the State of Alabama

7 TMS / System Whose TMS/System do you use?

Delcan's iNET ATMS. Going live with 16 modules: Map, EM, C2C, Reporting, CCTV, DMS, HAR, IAD, DVS, ATIS, Travel 

Times, and Response Plan. 

ALDOT is building a ATIS website and a mobile app

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y

b Incident Detection: TMS or other System Y

c Incident Response: TMS or other System Y This will be launched in the next 30 days: DMS, Travel Times and Response Plans

d Do operators contact 911 or other emergency services? N

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

Y Only the maintenance crews.

f Other. Please briefly provided details. N/A
107

Alabama DOT

No. Function Survey Questions Y/N Response Other/Comments

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Y

All activities can be performed remotely, but they will not be done remotely due to the current IT Network Security and the Network rules. VPN takes approximately 22 minutes so it is not an option.

 ALDOT Chief Information Office (CIO) is 

aware that an upgrade is needed for VPN to work, or new rules are needed to support virtual functions for the TMC.

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones

. If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

Y The ATMS is browser based

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N

12 Staffing Is TMC staff government or contracted?

The staff will be contracted for the next 3-5 years. In Alabama all government contracts are valid for 12 months, with the option of 2-4 renewals. 

The contract has not been awarded yet. 

ALDOT is in the process of posting the RFP.

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s).

Operators won't be allowed to work alone, with the exception of major events. In this instance, operators will take direct orders from management on how to proceed with the event.

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? All of the equipment mentioned, plus a 2 way department radio. Radio dispatch is only for maintenance crews dispatching.15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? N

Not at this time, but there is a possibility it will happen in the future due to financial reasons. ALDOT is also looking 

to share operational information with the Department of Public Safety - Hwy Patrol, which has communication dispatch 24/7. This operational sharing may bring the TMC

the opportunity to operate 24x7.

ALDOT Chief Information Office (CIO) is aware 

that an upgrade is needed for VPN to work, or new rules are needed to support virtual functions for the TMC.

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? In Mobile there are three tunnels and a ferry. Their monitoring will need to become part of the Statewide ATMS.

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations
108

Alabama DOT

No. Function Survey Questions Y/N Response Other/Comments

a Who has access to operate the TMS/System virtually/ remotely?

Supervisors for Operations and Maintenance will have access, as well as Upper Management personnel, all within the Regional Traffic Management Center (RTMC). As well, 

as the Program Manager.

The Vision is to have full virtual functionality in real time at the RTMC level. This is the 

reason a browser based ATMS was chosen. This flexibility would translate in the ability to use/operate CCTVs and initiate Response Plans. This option may be available in the future once there are set Performance Measures and coverage expands beyond the 12hr/ day - 5days/week.

b How is the TMS/System accessed? The ATMS is web basedc What type of devices are supported by your TMS/ System and managed by your staff/other agencies? d How is the network monitored and who is responsible for monitoring it? It is ALDOT’s network.

e How do you handle security issues for users that are not part of your secure private network? N/A It won’t happen at the start of operations.f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

N/A

18

Virtual - Challenges Challenges

What have been some of the challenges you had implementing Virtual capabilities? Y

It is challenging to share the network with the rest of ALDOT. The ideal situation would be to have a separate network for the RTMC to allow for ISP service, user identification/authorization. The biggest challenge at this time is authentication through the existing fire wall.

Idaho DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 Yes2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Statewide. Collocated with Idaho Police Dispatch.

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) US routes, State Routes and Inter-state routes
109

Idaho DOT

No. Function Survey Questions Y/N Response Other/Comments

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please 

list types.

No Emergency Management Services (EMS) covers the entire state and it has dual relationships for other agencies.

5 TMS / System

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

Yes

6 TMS / System Is the TMS/System property of the government or privately own? Contracted out by the Department of Health & Welfare which overlooks the Emergency Management Services Bureau 

7 TMS / System Whose TMS/System do you use?

Delcan - iNET and Condition Acquisition Reporting System 

(CARS) 511 - C2C module; DMS; HAR; CCTV; Map; RWIS 

(Visala); Data Archiving Reports

Integration of 3 Data Platforms: 511, RWIS 

and iNET is foreseen in the next couple of years. CARS 511 feeds iNET but there is bi-directional information exchange. RWIS feeds into 511.

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Report from DOT and Law Enforcement 

b Incident Detection: TMS or other System Yes using Bluetooth technology; no automatic detection in the system

c Incident Response: TMS or other System Yes DMS Manually

d Do operators contact 911 or other emergency services? Yes Dispatch from EM Services; life lie - helicopter evacuation

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the 

dispatch, i.e. standalone or agency roadside assistance program?

Yes Dispatch of Maintenance and Medical personnel

f Other. Please briefly provided details. HAR, calls intake - system records all calls, no email. Calls and s/w use policy in place.

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Yes All of them can be done remotely.

State Police was consolidated into 2 Centres with Fail Over capacity. This capability allows the District Offices (6) to sign up to iNET to 

operate e/o's equipment. 

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. If not, are there any 

initiatives to implement Virtual capabilities in the future and which ones?

Yes

Due to privileges at this time, District Offices are only able to view other jurisdiction information and manage their own.

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? No Kimley-Horn did a study in 2006 for the physical building only (not operations).
110

Idaho DOT

No. Function Survey Questions Y/N Response Other/Comments

12 Staffing Is TMC staff government or contracted? Government

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). No 24x7 - there is always a Supervisor

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? PC, telephone, hands-free headsets, radio dispatch, AM/ FM radio, radio microwave system which communicate to handheld radios for maintenance crews

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? Yes District can take over each other operations. Training is needed to take each other's operations - currently no drills or workshops have been done to practice.

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? No

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely?

All six (6) District Offices can view/use CCTVS and DMS signs within the jurisdiction. / Each District has a System Traffic Engineer & a System Operations Engineer. Only the EMS staff can operate the entire system. District Offices 

can view others but only operate their own.

b How is the TMS/System accessed? Browser based

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? CCTVs, DMSs, RWIS (106) for 511, HAR

d How is the network monitored and who is responsible for monitoring it? State Comm Center - System Administrator for Idaho DOT (ITD); ITD and Delcan (Contractor)

e How do you handle security issues for users that are not part of your secure private network? The system is only accessible on the intranet or VPN. VPN access is reserved for System Administrators and Contractor (Delcan)

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

Yes

Dispatch Manual - policies for DMS and HAR, as well as Message Library. There are MOUs with the Police and Agreements with largest cities

MOU with Police (Northern State) and 911 (Kootenai County) and the Sheriff. Also 

looking to establish agreements with WashDOT for the Eastern part of the State, as well as TV stations. 

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? Yes

The State is rural in nature - congestions is not a big issue but theis re-occurring congestion. There is a lot of bureaucracy with the Counties (ATA County) and partnerships have been 

challenging. ATA controls the signals of State Routes going back 

to District Offices. 

Others doing similar work include: Washington to Wisconsin Pool Fund for Statewide Centers. They 

are looking at Wyoming Center (Montana, North 

and South Dakotas). North-West-Passage.
111

Kansas DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 There is no physical TMC. KDOT has a Virtual TMC in place that is managed by KDOT staff during business hours, and by Kansas City Scout and Missouri DOT after hours. There is one central database for MIST and for all field equipment. There are six Districts, each with 2 to 4 area offices, all offices have access to the central database. 

General What is the geographical coverage area? (i.e. District, Statewide, etc.) Statewide. Collocated with Idaho Police Dispatch.

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Statewide

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) Urban, rural and Interstate roads

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

Yes

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please 

list types.

Yes, agreement with 911 Center in Wichita, Kansas City 

Scout and Missouri TMC for after-hours coverage

5 TMS / System

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

 Yes Yes

Integration of 3 Data Platforms: 511, RWIS 

and iNET is foreseen in the next couple of years. CARS 511 feeds iNET but there is bi-directional information exchange. RWIS feeds into 511.

What activities are performed by operators?

6 TMS / System Is the TMS/System property of the government or privately own? Kansas owns it but private consultant developed it7 TMS / System Whose TMS/System do you use? Schneider, system is called MIST8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Yes

b Incident Detection: TMS or other System Only via cameras and some VDS in the urban areas

c Incident Response: TMS or other System Yes

d Do operators contact 911 or other emergency services? Yes It varies depending on who is running the sytem

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the 

dispatch, i.e. standalone or agency roadside assistance program?

No

f Other. Please briefly provided details. N/A
112

Kansas DOT

No. Function Survey Questions Y/N Response Other/Comments

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Yes

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. If not, are there any 

initiatives to implement Virtual capabilities in the future and which ones?

 Yes

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? Yes It was financially feasible to have a Virtual TMC and not to carry the costs of a physical facility (TMS) and dedicated TMC staff

The cost of providing traveler information over DMSs was significantly reduced with the chosen model. The only additional cost to KDOT is staff sharing for one workstation at the Wichita 911 center. In this instance, both agencies share the cost for the dedicated workstation. 

12 Staffing Is TMC staff government or contracted? Government, most activities are carried out by KDOT staff

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Yes

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? It depends on who is operating the system

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? Yes The Wichita 911 center

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? 17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely?

KDOT operates the system 8am - 5pm. Kansas City Scout 

and Missouri DOT (jointly) have access and operate the system after hours, both agencies operate 24x7. Scout manages messages statewide.

Primary system operators include maintenance supervisors and area engineers, and there are no dispatching activities for EMS. 

b How is the TMS/System accessed? The Virtual TMC software is hosted on KDOT thin client servers and via VPN for those users connecting remotely.
113

Kansas DOT

No. Function Survey Questions Y/N Response Other/Comments

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? CCTVS, DMS, VDS

d How is the network monitored and who is responsible for monitoring it? KDOT IT department monitors and maintains it

e How do you handle security issues for users that are not part of your secure private network? Private networkf

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, 

Memorandums of Understanding (MoUs). If yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

 Yes There are SOPs in place for each District and for backup operations. 

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities?

The biggest challenge during the implementation of the Virtual TMC was related to KDOT own in-house network policies including the ban use of multi-cast video, bandwidth restrictions, network policies, challenges implementing new technology across the network, and appointing the right staff to manage the network switches and video. The IT department in KDOT did all the work and the system has been in operations since 2008. 
114

Los Angeles DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 N We operate M-Th (our Department works a 4/40 schedule) from 7 am - 5:30 pm. 

Own signals in incorporated area; maintain traffic signals for a number of agencies - connected to their system. The "bosses" have an issue with timing approval for signals. Maintenance and operation is on their own, approval needed for change of timing signals. / Concept designs for signals with various levels of controls. Hosted city signals = HUB for Traffic Control System.

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Traffic signals in the unincorporated and various Cities in Los Angeles County. 

C-2-C for other cities. No control and viewing capabilities, just data exchange. Cities on 

traffic control system - 15; cities on C-2-C

- ten cities; 670 intersections; 1800 traffic signals maintained of which 800 are in the unincorporated cities.

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) Urban

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please 

list types.

Yes, we execute agreements with all cities that are a part of our traffic control system. The intent of the agreements are to clarify the roles and responsibilities of operating the system. 

5 TMS / System

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

Yes - a traffic signal system. No incident detection. 

6 TMS / System Is the TMS/System property of the government or privately own? It is a proprietary system. 

7 TMS / System Whose TMS/System do you use? Kimley Horn's KITS. Plus C-2-C.

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System N

b Incident Detection: TMS or other System N

c Incident Response: TMS or other System N

d Do operators contact 911 or other emergency services? N

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the 

dispatch, i.e. standalone or agency roadside assistance program?

N If we discover an issue requiring immediate attention, we contact our County dispatch to notify the field crews. Two divisions: systems operators; maintenance crew & telephone operators (first point of contact for Department of Public Works).

f Other. Please briefly provided details. N/A
115

Los Angeles DOT

No. Function Survey Questions Y/N Response Other/Comments

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Y We have remote access capabilities into the system, although it is primarily used by our field crews. 

Thick client with VPN access into it. All in a Virtual Server Platform, terminal server set up. Remote access into the system: consultant, maintenance crew and the cities who want access to it. 

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. If not, are there any 

initiatives to implement Virtual capabilities in the future and which ones?

Maintenance are connected through fiber; consultants are HQ in Phoenix, and cities/Counties. 

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? 

Yes. Agreements but no charge to any city. Original idea was to provide own workstation and communication to the cities, switched to having cities access the System and terminal server for all remote sessions. 

12 Staffing Is TMC staff government or contracted? Government. 

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). If operators work off hours, they are paid overtime. This only occurs when necessary, i.e., to deal with a particular situation. For incorporated areas, operators can change it based on privileges at the TMC in Alhambra. Synchronization projects, signal timing experts. 

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? PC, telephone. 15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? Y We have workstations also installed at our signal maintenance yard. We host traffic signals for other agencies, and they are provided with remote access. No access by law enforcement, transit or freeways. Everyone is traffic signal expert. 

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? We are the only agency in LA County which operates traffic signals for other cities. 

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely? Yb How is the TMS/System accessed? VPN access, and we use terminal servers. c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? Traffic signals, CCTV video walld How is the network monitored and who is responsible for monitoring it?

LA County is responsible for the network. We have a substantial wireless radio network and that is monitored by our contractor and field maintenance crews. Our Department's IT staff also monitors the communication. 

Wireless radio - part of network; staff does it; signal staff = LA County
116

Los Angeles DOT

No. Function Survey Questions Y/N Response Other/Comments

e How do you handle security issues for users that are not part of your secure private network? See above - we have VPN access - so it is restricted. 

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

Yes, we require a confidentiality agreement be executed. I

will provide a copy. 

Outreach from LA County to cities. Cities were 

given the choice to have their own system.

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? We relied on our IT Department. It seemed to go fairly easily. 

Issues getting cities to execute agreements; issues getting cities to coordinate with their ITdepartment; sometimes not often issues with cities requiring support that have their own system.

Michigan DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 MDOT has four TOCs. Our Southeast Michigan TOC and our statewide TOC operate 24/7. The West Michigan TOC and the BWB only maintain operations during busy travel times.

SEMTOC provides after hour services for 

BWB coverage area, and STOC provides after hour services for WMTOC coverage area so our entire network is managed and operated 24/7

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) 

BWB - devices within influence of the Blue Water Bridge on I-94 and I-69, WMTOC - all of Grand Region which is the greater Grand Rapids area, SEMTOC - all of Metro Region 

which is the greater Detroit area, STOC - all other areas statewide

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) Michigan's TOCs provide coordination of response and information dissemination for activities on all MDOT owned roadways. This includes urban, rural and interstate.

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

We coordinate with other TOCs outside Michigan, and local TOCs within Michigan, but no formal agreements exist. We do have formal agreement with Michigan State Police due to co-location of MSP at the SEMTOC.

5 TMS / System

Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response?

MDOT uses ATMS 
117

Michigan DOT

No. Function Survey Questions Y/N Response Other/Comments

6 TMS / System Is the TMS/System property of the government or privately own? Government "owned" but privately developed and maintained under contract with MDOT

7 TMS / System Whose TMS/System do you use? Delcan

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System

incidents monitored using cameras where we have them, speed data where we have it, and always communication with first responders/dispatch

b Incident Detection: TMS or other System

Incidents detected in a variety of ways, camera, speed data, dispatch notification, freeway courtesy patrol, website responses, e-mail, etc.

c Incident Response: TMS or other System Incident response is tracked in our ATMS software

d Do operators contact 911 or other emergency services? Yes

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

Yes

There is freeway courtesy patrol in the greater Detroit and greater Ann Arbor areas. SEMTOC dispatches for Detroit 

area and STOC dispatches for Ann Arbor area.

f Other. Please briefly provided details.

•Call MDOT first responder, •Maintain phone contact with local dispatch center, •Check cameras for visual coverage, •Send e-mail notification to internal and external customers•Post incidents to MiDrive via LCAR, •Send messages to DMS , •Twitter updates, •Dispatch Freeway Courtesy Patrol, •Monitor Traffic Conditions and post updates, •Coordinate with other TOCs , Monitor MiDrive, Perform Device Checks, Submit Work Orders, Plan for upcoming 

special events, Monitor weather patterns, Complete incident packets, Monitor camerasMonitor police scanners, Compile data and 

generate reports for performance measure tracking

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Our ATMS software is web based so all devices can be controlled from anywhere.
118

Michigan DOT

No. Function Survey Questions Y/N Response Other/Comments

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones

. If not, are there any 

initiatives to implement Virtual capabilities in the future and which ones?

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? 

12 Staffing Is TMC staff government or contracted? TMC staff is contracted

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s).

Yes, our overnight operators are often alone in the control room at STOC. SEMTOC always has MSP present due to 

dispatch co-location, but they may only have one SEMTOC

operator present at times.

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? PC, telephone, hands free headset, 800 MHz radio, pager, smart phone, television, video wall

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? SEMTOC is co-located with MSP dispatch

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? The vast geographic coverage area of the STOC seems to be unusual.

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely? specific MDOT employees and STOC operations contract employees

b How is the TMS/System accessed? web based

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? DMS, detectors, cameras, limited ESS monitoring, PCMS, truck parking

d How is the network monitored and who is responsible for monitoring it? Network monitored by TOC management

e How do you handle security issues for users that are not part of your secure private network? Users that are not MDOT or TOC contract employees are only given view access.
119

Michigan DOT

No. Function Survey Questions Y/N Response Other/Comments

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

All TOCs have SOPs

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? device communication issues and network integration

Minnesota DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 Y

The Regional Transportation Management Center (RTMC) comprises of 3 functional areas that have different hours of coverage. - Minnesota State Patrol Dispatch 24/7- MnDOT Metro Maintenance Dispatch 24/7- MnDOT Freeway Operations M-F, 4:30 AM - 10:00 PM, 

limited weekend coverage. Duties transferred to Metro Maintenance Dispatch in off-hours. 

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) 

MnDOT Metro Maintenance Dispatch and Freeway Operations Staff cover the Twin Cities Metro Area. 

Minnesota State Patrol Dispatch covers the northern 2/3 of the state including the Twin Cities Metro Area. State Patrol 

has another dispatch center in Rochester for the southern 1/3 of the state.

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) Freeway Operations covers urban freeways in the Twin Cities Metro Area. These roads are either interstate, US hwy, or State Hwy

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please 

list types.

N

5 TMS / System

Is there Traffic Management System (TMS) or other 

System(s) in place for detection, monitoring and response?

Cameras and detection cover about 500 miles of freeways in the Twin Cities
120

Minnesota DOT

No. Function Survey Questions Y/N Response Other/Comments

6 TMS / System Is the TMS/System property of the government or privately own? Government owned

7 TMS / System Whose TMS/System do you use? IRIS which is an open source software developed in-house by MnDOT

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y Monitor incidents on camera

b Incident Detection: TMS or other System Y Some incidents detected on camera but most are detected through 911 calls.

c Incident Response: TMS or other System Y Freeway Operations staff deploy CMS, lane control and dispatch freeway service patrol vehicles

d Do operators contact 911 or other emergency services? Y Co-located with State Patrol Dispatch. Direct dial line between Freeway Operations and State Patrol Dispatch

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

Y Freeway Operations Staff dispatch freeway service patrol vehicles to all types of incidents.

f Other. Please briefly provided details.

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Y

Through our IRIS software, we can remotely control our 

ramp meters, DMS, and lane control devices. IRIS also allows for streaming video from our cameras and camera control. Dispatch of Freeway Service Patrols would require access to portable radios.

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones

. If not, are there any 

initiatives to implement Virtual capabilities in the future and which ones?

N

Although our IRIS system allows for virtual capabilities, in practice we continue to maintain staffing at our center. The virtual capabilities could be utilized in an emergency should the RTMC be non-functional.

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N

12 Staffing Is TMC staff government or contracted? Government staffed

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Y

Since there are 3 functional areas in the RTMC, operators are never completely alone, however, the Freeway Operations section and Maintenance Dispatch may have only one person within their functional areas.
121

Minnesota DOT

No. Function Survey Questions Y/N Response Other/Comments

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? PC, telephone, radio dispatch council, TMS (IRIS), Computer Aided Dispatch (CAD), hands-free headsets, scanner 

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? As noted above, Freeway Operations is co-located with Maintenance Dispatch and State Patrol

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? 

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely? All operators have remove access to IRIS, however, only supervisors use it. Local media have IRIS access to cameras only and use IRIS to switch camera feeds.

b How is the TMS/System accessed? IRIS is a Java based application that can be accessed online.

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? CMS, detection, ramp meters, gate arms, cameras, lane control signals

d How is the network monitored and who is responsible for monitoring it? MnDOT has two IT staff that monitor the TMS network and IRIS system.

e How do you handle security issues for users that are not part of your secure private network?

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, Memorandums of Understanding (MoUs). If yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

N

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? N
122

Nebraska DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7

In transition. 8 Districts. District Operation Centers (TMCs) in each District except to a Statewide Ops Center in Lincoln. Step like process working with 1 of the Districts. / District 2 and Omaha are 24/7 - it is situational based. / Also during the summer. NOT 365. Only run 24x7 during emergencies - center is staff when needed. District 1 (Lincoln) and District 2 (Omaha) have full-time TMC staff. Other Districts do not have full time as staff have other duties within DOT.

District 2 remains open. Biggest urban (metropolitan one) and a Statewide. The vision is to move to 1 Centre plus 1 

Statewide. The TMC physically exists. Open 

on April 21st. 

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) District covers their own area. They can support other Districts. Hierchachy established in iNET for covering other functions in other Districts (privilage based). 

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) All interstate freeways, highways in the State. No county roads or rural highways. No city streets. 

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

Currently only informal agreements. Working towards with City of Omaha and Lincoln to view their CCTVS, DMS, etc. 

There are firewall issues, Iowa DOT and 

Wyoming DOT in talks to share their feeds. 

5 TMS / System

Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response?

ATMS - Networks (Delcan) - view and control CCTVS, automated gates, DMS, speed info centres and RWIS. 

Event mangement throught Highway Condition Reporting System. It is URS 

enginerring, but it feeds Networks which feeds the website and 511. 

6 TMS / System Is the TMS/System property of the government or privately own? Developed by consultants. 

7 TMS / System Whose TMS/System do you use? Delcan and URS. 

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y

b Incident Detection: TMS or other System Most incidents are detected through Dispatch and Public. 

911 is called and notification is received from law enforcement side. Verbal communication. No CAD integration. 

c Incident Response: TMS or other System Y

d Do operators contact 911 or other emergency services? Y

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

3 programs in the State - Motorist Assistance Program. In Omaha, 1 in Lincoln and 1 in Grand Island. Volunteer based 

- NDOR State patrol and private patroled. Each has a route during the week / peak hours / services provided include assistance to stranded motorist, water, gas. Program in place for about 15 years.

Operators and Volunteers talk on the phone. 
123

Nebraska DOT

No. Function Survey Questions Y/N Response Other/Comments

f Other. Please briefly provided details. Y There are radios within the TMC to communicate with Mainteance Crews. 

Depending on District, direct communication depends on the District (e.g. highway stripping). There is def a connection between operators and maitnenace crews.

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Networks is not web based; Highways Condition Reporitng is web-based. Operators can VPN into the sytem if needed. Very infrequent and on as needed basis only. T

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones

. If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

Networks is not web based; Highways Condition Reporitng is web-based. Operators can VPN into the sytem if needed. / condition reporting - web based category is used frequently by field personnel. Entering information from laptop / home.

Road Condition Reporting - accessible. Events entered in the system./

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? They want an ATMS system that is web based. They hope to get to a situation where the ATMS is web-based and a hybrid situation especially for rural areas. 

12 Staffing Is TMC staff government or contracted? Government 

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Y overnight or weekends. Situations when operators work alone. 

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? radios, pcs

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? It depends on events - always in cooridation with other States. Coordinated with Wyomming on snow event. Coordiation with Kansas, Missouri, South Dakota, Iowa and Wyomming especially at all the crossings (bridges). 

16 Shared Operations Are there aspects of your operations that are atypical/ unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? Gates on ramps located in 4 locations and planning to expand to all districts; District 2 is collocated with State Patrol; Anti-icing systems. Gates used for weather events or incidents to stop traffic to enter the highway. Automated Gates. It is due to resource issues. 

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely?

b How is the TMS/System accessed?

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? 
124

Nebraska DOT

No. Function Survey Questions Y/N Response Other/Comments

d How is the network monitored and who is responsible for monitoring it?

e How do you handle security issues for users that are not part of your secure private network?

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities?

New Hampshire DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 Y2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Statewide

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) We cover all NH routes on a statewide basis.4 General If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types. N We are responsible on a stateside basis - so we are not compartmentalized into regions.

5 TMS / System Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response? Y We use an ATMS system at our TMC

6 TMS / System Is the TMS/System property of the government or privately own? Designed by a private vendor but procured through federal funding and it is state owned.7 TMS / System Whose TMS/System do you use? Contractor (iNET – Delcan)8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System TMS

b Incident Detection: TMS or other System Other system

c Incident Response: TMS or other System TMS

d Do operators contact 911 or other emergency services? N
125

New Hampshire DOT

No. Function Survey Questions Y/N Response Other/Comments

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

Y We run statewide maintenance dispatch operations so we run the roadside assistance as well as basic dispatching duties.

f Other. Please briefly provided details. N/A

9 Virtual Can any of these activities be performed virtually/remotely? Please specify which ones. Y The ATMS is browser based. All District Offices can access and have privileges to view other regions, but they cannot operate. Not until Incident Detection is an automatic feed into a system. 

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC

Operations? If so, list which ones. If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

Y

Some of our servers are virtualized. Also, the ATMS is browser based and District offices have access to input information into the Weather Module. District offices are open 24x7 from December to March, where weather data is input on the hourly basis. From April-Nov, the offices are opened only during the day (office hours) and data is input 5 times/day.

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N There is no report that I am aware of.

12 Staffing Is TMC staff government or contracted? Government staff

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Y There are certain times when there are no supervisors present.

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? All mentioned15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? N

16 Shared Operations Are there aspects of your operations that are atypical/unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? Y We perform operations that are atypical of TMC. We are a statewide dispatch and call center, we monitor environmental systems and manage construction work zone system. 

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/remotely? To the virtually component in the District offices, one operator is granted access to the system to input weather data.

b How is the TMS/System accessed? If accessed remotely, it is done through a VPN connection.

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? Servers

d How is the network monitored and who is responsible for monitoring it? Monitored by our IT department
126

New Hampshire DOT

No. Function Survey Questions Y/N Response Other/Comments

e How do you handle security issues for users that are not part of your secure private network? Through VPN access

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

N

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? N/A

Oklahoma DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General

Does the center operate 24x7? If not, please provide 

the operating hours and explain why operation are not 24x7

 N

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Entire State.

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.)

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

5 TMS / System Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response? Software is an open source GIS mapping software, there are UI for events and incidents and locate them on the map. All in one s/w - cctvs, dms, event management. All protocols are integrated into the system. ITS Pathfinder or ITS Console. Worked with the University of Oklahoma work together to integrate software and field devices. Joint partnerships. Contract for 12 years.

6 TMS / System Is the TMS/System property of the government or privately own? Privilege owner and in house created

Field maintenance personnel has access to the ITS console. They do a lot weather 

monitoring. Department of Public Safety notifies field maintenance personnel. Public Affairs has a console, Traffic Division gets it, the ITS group since they are maintaining.
127

Oklahoma DOT

No. Function Survey Questions Y/N Response Other/Comments

7 TMS / System Whose TMS/System do you use? OU and ODOT. No 511 website - info being to ODOT website.

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y

VDS, RWIS - both connected to it. Speeds on the map are color coded. Based on color they determine if there is an incident - bc of speed slowdown.

Red, yellow (normal congestions during peak hours). All agencies can view the camera feeds. Users able to tell who is operating the camera (name and telephone given).

b Incident Detection: TMS or other System Y

c Incident Response: TMS or other System Y Module to log incidents, it will populate incidents (accidents, road construction). No track on what lanes are closed.

d Do operators contact 911 or other emergency services?

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

no roadside assistance program

f Other. Please briefly provided details.

9 Virtual Can any of these activities be performed virtually/ remotely? Please specify which ones. Virtual from day 1. Close network - everyone operates it from the closed network. It can be remote into the private network (VPN) access. Granted only to certain personnel.

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. 

If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

100% virtual. ODOT provides is own maintenance and support. HOT phone is used in case of emergencies outside of business hours. System can be operated remotely. Very good partnership among agencies to make sure everything is taking care off to provide safe environment. 

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? The virtual operations would be less expensive to build a physical building to house everyone. Partnerships agreements and info was being delivered from ODOT. Training is provided to agencies - 1on1 or small classrooms. DPS - 911 and dispatch operators. Training done by ODOT while user privileges get set up. 

12 Staffing Is TMC staff government or contracted? Staffed by government staff. No contract out.

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). n/a Multiple task for staffing. 

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio?

PC, internet access or direct close network access. 75-100 different terminals out there. Plug into ODOTs network, everyone has a user ID and passwords. Weather, DMS access, CCTV, Travel 

Times, etc. Everything that a responder needs. It doesn't have 

any other programs, internet (fire blocked).

It is a closed system
128

Oklahoma DOT

No. Function Survey Questions Y/N Response Other/Comments

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? Y

16 Shared Operations

Are there aspects of your operations that are atypical/unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? 

Pretty typical in regards to weather and traffic conditions. 

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/ remotely?

b How is the TMS/System accessed?

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? 

d How is the network monitored and who is responsible for monitoring it? ODOT monitors the closed network: devices, security, staff with OU

e How do you handle security issues for users that are not part of your secure private network? User privilege based to access close network - Google Authentication is being used. Random generated - changes every 90 secs. It needs to be used if users are going to VPN.

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, 

SOPs, Memorandums of Understanding (MoUs). If yes, please outline type and urpose of the documents. Is there a copy a report/document that can be shared for this study?

Yes

Policies and procedures - priorities, dos and don't; incidents, weather, amber alerts; national campaigns. SOPS and MOUs outlining guidelines of what they can/can't do, roles and responsibilities of what they can do.

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities?

support from upper management in the concept of operations - it was a tremendous benefit; long-term partnership with OU - it meant that they had to understand it was worthwhile and costly to have that relationship; pros of OU is cutting edge but also puts them out on the limb; implementation has been easy - 7 undergrads - 7 graduate students working at the same time; close to 40 students that have worked; Wiki system is being used to document changes, protocols, integration with devices (allows for continuity in the handoff)

for bugs and issues - reports to ITS staff; every 2 weeks report and call with OU for bugs and problems (e.g. push codes, push updates); 
129

Oregon DOT

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 Y Interviewed Dennis - Regional Traffic Engineer / Manager ITS Program

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) Portland Metropolitan and surrounding counties, including part of Wheeler County. 

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) Freeways, arterial roads = roads owned my ODOT. There are CCTVs in arterials and freeways. Monitoring of all freeways and some arterials depending on location.

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

N

5 TMS / System Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response? Y

6 TMS / System Is the TMS/System property of the government or privately own? Government

7 TMS / System Whose TMS/System do you use? Also some work being done by the local University and some by ODOT

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y

b Incident Detection: TMS or other System Y Display on video wall. The existing system is automated but it generates too many false alarms. Operators look at cameras. 

c Incident Response: TMS or other System Y

d Do operators contact 911 or other emergency services? Y It depends who detects the problem. 911 dispatches police and fire.

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

TMC operators dispatch Incident Response Vehicles to all freeways 

and some arterials. Response Vehicles can work together with 911 to determine a response plan.

f Other. Please briefly provided details. Y

operators look at VMSs; CCTVs; send notifications to media outlets and radio stations; look at Trimet Terminal information (feed from 

CCTVs)

9 Virtual Can any of these activities be performed virtually/remotely? Please specify which ones. Y

Virtual collocation with City of Portland for system and video. TMCstaff works with the City on arterial incidents. Each District Office 

also has access to operate the system. Designated personnel can view the system remotely.
130

Oregon DOT

No. Function Survey Questions Y/N Response Other/Comments

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? 

If so, list which ones. If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

Y System access and system operations

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N

12 Staffing Is TMC staff government or contracted? It is government employed.13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Y 1 person per shift

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? PC, PC control of radio system, phones, keyboards for cameras, radio (high-low frequency); 

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? System - CCTVs - City of Portland (operate); Trimet (just feed) and 911 (operation control of cameras)

16 Shared Operations Are there aspects of your operations that are atypical/unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? Y Rural monitoring, mountain pass, VMS control, deployment of traffic signals, ramp metering, queue warning system and variable speed limits, travel time, curve warning system (interchange in urban area and rural area)

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/remotely? ODOT personnel has access to the system, as well as the two (2) District Offices. Everyone is connected to ODOT's network.

b How is the TMS/System accessed? Remote connection - VPN access and in house through the ODOT network

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? CCTVs, VMSs, Queue Warning, Variable Speed Limits. It uses various modules of the iNET. Also RWIS sensors in some areas.

d How is the network monitored and who is responsible for monitoring it? monitored in-house by the IT department

e How do you handle security issues for users that are not part of your secure private network? 911 is not connected into the system. There is share access to radio and CCTV feeds and the only connection is to the Video Switch. ODOT working on CAD.
131

Oregon DOT

No. Function Survey Questions Y/N Response Other/Comments

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, Memorandums of 

Understanding (MoUs). If yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

No the system works by accessing the ODOT network only

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? N/A

Regional Integration of ITS (RIITS)

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 Y there is no operations center for RIITS, it is an automated system running but it runs 24x7

24x7 staff for the facility: contractor maintains the system and there is 24x7 regular, preventive and emergency maintenance.

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) 5 Counties: Riverside, LA, Orange, Ventura and San Bernardino. 

The system collects events: accidents, scheduled; freeway performance; arterial - traffic signals, timing plans and real-time transit.

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) It covers freeways and arterials.

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

Y

1. MOU to share transportation data and 2. User Agreements - agency and access to enter data manually and receive data. 3, Data Sharing with private companies (e.g. Google, SigAlert, Media) = ISP agreement / liability

5 TMS / System Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response? Y There is detection system: automated and manually. Events in RIITS can be entered manually.

6 TMS / System Is the TMS/System property of the government or privately own? The system belongs to the government (Metro), but the data is owned by the source agency. System, administration and knowledge

7 TMS / System Whose TMS/System do you use? Custom-built by Delcan. Delcan owns the sw that "talks" to the agencies. 8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System N/A

b Incident Detection: TMS or other System N/A
132

Regional Integration of ITS (RIITS)

No. Function Survey Questions Y/N Response Other/Comments

c Incident Response: TMS or other System N/A

d Do operators contact 911 or other emergency services? N/A

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

N/A

f Other. Please briefly provided details. There are no RIITS Operators - each agency is responsible for providing their own data to RIITS. It is not a public facing system, the only component that is public facing is the Event Entry.

9 Virtual Can any of these activities be performed virtually/remotely? Please specify which ones. Y URL is accessible on the web and via mobile app (event entry capability). 

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

N There are no operations - the system operates virtually already.

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N

12 Staffing Is TMC staff government or contracted? Government - Administration; Maintenance - Contracted

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). Agencies have access to the system 24x7

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/ FM radio? Equipment needed for RIITS: networks, servers, applications (APIs) and it is provided to agencies

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? Share data only within RIITS and agencies Training is paid by RIITS and dependent on what agencies need to automate data

16 Shared Operations Are there aspects of your operations that are atypical/unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? 

It is a unique system b/c it combines the data of 125 agencies in the region. RIITS is one of the largest transportation systems in the US - 88 agencies in LA County (cities); 125 agencies in the region - includes cities, SCAG, Caltrans (D7, D8, D12), OCTA. It combines data from freeways, arterials, traffic signals and timing plans.

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations
133

Regional Integration of ITS (RIITS)

No. Function Survey Questions Y/N Response Other/Comments

a Who has access to operate the TMS/System virtually/ remotely?

Agencies that are users (125) have access and can enter events. 30 agencies have access including Metro Bus Operational Control. Currently, there are 3 active users. 

Contractor (Delcan) has access. Management has viewing privileges. 

b How is the TMS/System accessed? URL

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? N/A

d How is the network monitored and who is responsible for monitoring it? Automated but it is monitored by contractor (Delcan). Uptime is 88% with the goal to have it up at 99.5%. Currently upgrading the system.

e How do you handle security issues for users that are not part of your secure private network?

The system is connected to the internet but there is IP 

address security in place. The system is configured to receive information only from a # of IP addresses to receive data. Event Entry data does not reside at the same IP address that overall data. There have been no breaches.

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, 

Memorandums of Understanding (MoUs). If yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

Y There are MOUs and Agency Agreements in place, as well as ISPS/Agencies. 

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? There is no ops money to help operate a TMC; the system needs more people to run/maintain the system.

San Diego ICMS

No. Function Survey Questions Y/N Response Other/Comments

1 General Does the center operate 24x7? If not, please provide the operating hours and explain why operation are not 24x7 CALTRANS = Yes Local Cities = No Transit Operator = Yes

2 General What is the geographical coverage area? (i.e. District, Statewide, etc.) San Diego Region

3 General What types of roads do you cover? (i.e. urban, rural, interstate, etc.) All
134

San Diego ICMS

No. Function Survey Questions Y/N Response Other/Comments

4 General

If, it covers various regions. Are there any inter-agency agreements or joint partnerships in place? If so, please list types.

NA

5 TMS / System Is there Traffic Management System (TMS) or other System(s) in place for detection, monitoring and response? Y

6 TMS / System Is the TMS/System property of the government or privately own? Shared

7 TMS / System Whose TMS/System do you use? NA

8 Operator - Functions What activities are performed by operators?

a Incident Monitoring: TMS or other System Y

b Incident Detection: TMS or other System Y

c Incident Response: TMS or other System Y

d Do operators contact 911 or other emergency services? Y

e

Do operators dispatch, i.e. roadside assistance, maintenance? If, yes, please explain the nature of the dispatch, i.e. standalone or agency roadside assistance program?

 Both variants exist

f Other. Please briefly provided details. NA

9 Virtual Can any of these activities be performed virtually/remotely? Please specify which ones. NA

10 Virtual 

Does your agency have any Virtual capabilities related to your TMC Operations? If so, list which ones. 

If not, are there any initiatives to implement Virtual capabilities in the future and which ones?

NA

11 Virtual - Cost-Benefit Has your agency done a Cost-Benefit analysis on Virtual Operations? If so, is there a copy of the report that can be shared for this study? N

12 Staffing Is TMC staff government or contracted? Government

13 Staffing Are operators allowed to work on their own? Overnight? Weekends? If not, please list the reason(s). NA

14 Equipment - Workstation What equipment do operators need to perform their work? e.g. PC, telephone, hands-free headsets, radio dispatch, AM/FM radio? All listed
135

San Diego ICMS

No. Function Survey Questions Y/N Response Other/Comments

15 Shared Operations Are operations shared with other centers/agencies? If yes, under what circumstances? And with which centers? N

16 Shared Operations Are there aspects of your operations that are atypical/unique compared to other centers within the same tier of operation, e.g., region, city, etc. If so, what are they? ICM

17 Virtual - Operations Please answer the following questions if your agency has implemented/is in the process of implementing Virtual TMC Operations

a Who has access to operate the TMS/System virtually/remotely? Regional Stakeholders

b How is the TMS/System accessed? Remotely

c What type of devices are supported by your TMS/ System and managed by your staff/other agencies? ITS devices

d How is the network monitored and who is responsible for monitoring it? NA

e How do you handle security issues for users that are not part of your secure private network? NA

f

Are there documents/protocols/operating procedures in place for working virtually/remotely? e.g. ConOps, SOPs, Memorandums of Understanding (MoUs). If 

yes, please outline type and purpose of the documents. Is there a copy a report/document that can be shared for this study?

NA

18 Virtual - Challenges What have been some of the challenges you had implementing Virtual capabilities? None
U.S Department of Transportation

Federal Highway Administration

Office of Operations

1200 New Jersey Avenue, SE

Washington, DC 20590

Office of Operations Web Site

http://www.ops.fhwa.dot.gov

December 2014

FHWA-HOP-14-016